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3 Promulgation It is the responsibility of elected and appointed officials to provide the citizens of their City with necessary services. One of these services, required by Kansas Statute , involves the development of County and/or City Emergency Operations Plans which will coordinate life safety and protection of property in the event of a disaster. This planning includes mitigation to reduce the probability of occurrence and minimize the effects of incidents, preparation to respond to a disaster situation, response during a disaster and recovery that will ensure the orderly and fast return to normal or improved levels following a disaster. The City of Olathe s Emergency Operations Plan has been developed to establish the special policies, guidelines and procedures that will provide City personnel with the information and equipment required to function quickly and effectively in a disaster situation. The Emergency Operations Plan lays the groundwork for each department within the City to develop and maintain department specific procedures and guidelines to compliment the Emergency Operations Plan. Each department is responsible for carrying out training, exercises and plan maintenance needed to support a citywide comprehensive emergency management program. As City Manager of the City of Olathe, I endorse this all-hazards plan and direct all personnel involved to assume the roles and responsibilities and take appropriate actions as outlined herein. J. Michael Wilkes City Manager City of Olathe, Kansas Date Basic Plan 3

4 Supersession This City of Olathe Emergency Operations Plan (herein referred to as the EOP) supersedes the 2009 edition of the EOP. Future modifications to the EOP will be promulgated after updates of the Kansas Response Plan (KRP) and the Johnson County Emergency Operations Plans (CEOP) are promulgated (currently every five years). Disclaimer The EOP is a plan that defines the scope of preparedness and emergency management activities necessary for the City of Olathe. The EOP is consistent with the KRP and CEOP. Every effort has been made to make the EOP an accurate and reliable foundation for the necessary stakeholders to follow. However, the EOP is intended as a non-inclusive planning guide to be used prior to disasters and not for normal day-to-day activities. The EOP is not designed to be used as a checklist during a disaster nor is it designed to take the place of any departmental operating procedures or guidelines. Accessible To All The City of Olathe disaster preparedness and response programs are made accessible to all, including people with disabilities. The following is a non-inclusive list of items included in the Basic Plan and Emergency Support Function Annexes of the EOP that address special needs during and after a disaster: Notification Evacuation Emergency Transportation Sheltering Access to medications, refrigeration and back-up power Access to mobility devices or service animals while in transit or at shelters Access to information Special Needs Registries The EOP is compliant with the requirements of Title VI of the Civil Rights Act of 1964, Executive Order 13166, the American Disabilities Act, Section 504 of the Rehabilitation Act and other Federal, State and anti-discrimination laws. For questions pertaining to accessibility, please contact the Emergency Management Division of the Olathe Fire Department or the City of Olathe s Office of Human Relations. Basic Plan 4

5 Table of Contents Promulgation...3 Supersession...4 Disclaimer...4 Accessible to All...4 Record of Distribution...8 Record of Changes...9 Basic Plan Introduction Overview Purpose Scope and Applicability Incident Management Activities Policies and Authorities Key Concepts Situation Geographic Characteristics Government Population Climate Land Use Registries of Historic Places Critical Infrastructure Risk Assessment Hazard Ranking and Vulnerability Analysis Planning Assumptions Roles and Responsibilities City of Olathe Government City of Olathe Emergency Operation Act Johnson County Government Kansas State Government Federal Government Non-governmental and Volunteer Organizations School Districts Private Sector Basic Plan 5

6 Citizens Preparedness Plan Development, Maintenance and Execution Public Information Training and Exercise City Response Concept of Operations (ConOps) Normal Operations City of Olathe Organizational Chart Emergency Operations Incident Command System Coordination, Direction and Control Primary and Support Agencies Intergovernmental Mutual Aid Interstate Civil Defense and Disaster Compact Emergency Management Assistance Compact (EMAC) State Level Federal Level Communications Incident Management Activities Notification and Assessment Local Disaster Declaration City Department Responsibilities During a Disaster Role of Elected Officials Personnel Reporting During a Disaster Department Operations Emergency Procurement Emergency Operations Center (EOC) EOC Command and Field Command Location of Primary and Alternate EOC Maintenance of EOCs Authority to Activate the EOC Authority to Request EOC Activation Procedure to Activate the EOC Procedure to Deactivate the EOC Recovery Presidential Disaster Declaration Joint Field Office (JFO) Recovery Field Operations Recovery Personnel Recovery Facilities Public Assistance Activities Individual Assistance Activities Basic Plan 6

7 Restoration of City and Public Services Mitigation Continuity of Government City Council Meeting Location Emergency Interim Successors for Non-Elected Officials Emergency Actions Preservation of Records Administration and Support Critiques Glossary Acronyms/Initialisms Emergency Support Function Matrix Emergency Support Function (ESF) Annexes ESF 1 Transportation ESF 2 Communications ESF 3 Public Works and Engineering ESF 4 Firefighting ESF 5 Emergency Management ESF 6 Mass Care ESF 7 Resource Management ESF 8 Public Health & Medical Services ESF 9 Search and Rescue ESF 10 Oil and Hazardous Materials ESF 11 Agriculture, Animal Welfare and Natural Resources ESF 12 Energy and Utilities ESF 13 Law Enforcement ESF 14 Assessment and Recovery ESF 15 Public Information Basic Plan 7

8 Record of Distribution The following is a non-inclusive list of stakeholders identified in this Emergency Operations Plan. Hard copies, digital copies and/or digital document links are part of the distribution process. Community Members of the City of Olathe American Legion Post 153 American Red Cross Area and Regional Firefighting Agencies Area and Regional Hazardous Materials Teams Area and Regional Law Enforcement Agencies Area and Regional Search and Rescue Teams AT&T Atmos Energy Blue Valley USD 229 City of Olathe Council Members City of Olathe Government (all departments and employees) Comcast De Soto USD 232 First Student, Inc. Johnson County Animal Response Team (JoCart) Johnson County Department of Health and Environment Johnson County Emergency Communication Services Johnson County Emergency Management and Communications Johnson County Med-Act Johnson County Mental Health Johnson County Municipal Governments and Emergency Management Liaisons Johnson County Sheriff s Office Johnson County Wastewater Kansas City Power and Light (KCP&L) Kansas Department of Health and Environment (KDHE) Kansas Division of Emergency Management (KDEM) Kansas State School for the Deaf (KSD) Kansas Voluntary Organizations Active in Disasters (KSVOAD) Local Hospitals MidAmerica Nazarene University Mid America Regional Council Olathe Community Emergency Response Team (CERT) Olathe Medical Center Olathe USD 233 Spring Hill USD 230 SureWest The Salvation Army United Way 211 WaterOne of Johnson County Westar Energy Basic Plan 8

9 Record of Changes A summary of changes to the EOP after the initial promulgation date will be listed here. Basic Plan 9

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11 Basic Plan Overview This EOP is an all-hazards plan that focuses on addressing natural, man-made and technological hazards that could adversely affect the City of Olathe. This plan applies to all City government departments that are tasked to provide assistance in an emergency or disaster situation. It describes the fundamental policies, strategies and general concept of operations to be used in control of the emergency from its onset through the post-disaster phase. The City, in conjunction with the State of Kansas and Johnson County, has adopted the National Incident Management System (NIMS). The NIMS is the Nation's first standardized management approach that unifies Federal, State and Local lines of government for incident response. The NIMS establishes standardized incident management processes, protocols and procedures that all responders Federal, State, Tribal and Local will use to coordinate and conduct response actions. With responders using the same standardized procedures, they will all share a common focus, and will be able to place full emphasis on incident management when a disaster strikes. In addition, national preparedness and readiness in responding to and recovering from an incident is enhanced since all of the Nation's emergency teams and authorities are using a common language and set of procedures. The EOP can be implemented to the extent needed (based on the threat or impact of a significant event or disaster) by selectively activating one or more of the system s components which is consistent with the model provided in the NIMS. The EOP describes basic strategies and assumptions through which the City will mobilize its resources and conduct activities to guide and support emergency management efforts through mitigation, preparedness, response and recovery. The EOP adopts the fifteen emergency support functions (ESFs) that group the types of assistance that can provided, which mirrors the National Response Framework, the KRP and the CEOP. The Basic Plan provides an overview of emergency organization and policies. It describes the overall approach to emergency/disaster response and recovery operations. The ESF annexes explain the organization, roles and responsibilities of government and cooperating agencies for coordinating emergency response and recovery efforts. Each ESF is lead by an agency or organization which has been selected on its authority, resources and capabilities in that function. The primary agency appoints a representative to manage that function in the EOC. Basic Plan 11

12 Purpose The EOP has been developed to establish the special policies, guidelines and procedures that will provide City personnel with the information and equipment required to function quickly and effectively in an emergency/disaster situation that occurs in the City. There are generally four phases that describe emergency management activities: mitigation, preparedness, response and recovery. The EOP, using the NIMS, establishes a framework for an effective system of comprehensive emergency management that expands on the four phases. The purpose of comprehensive emergency management is to: Reduce the vulnerability of our community to loss of life, injury or damage and loss of property resulting from the various events that can occur. Prepare for prompt and efficient response and recovery activities to protect lives and property. Recover from emergencies/disasters by providing for the rapid and orderly implementation of restoration and rehabilitation programs for persons and property affected by the emergency/disaster. Assist in the recognition and mitigation of emergencies that may be caused or aggravated by inadequate planning for and regulation of public and private facilities and land use. Improve coordination and integration of federal, state, local, private-sector and nongovernmental organization partners. Maximize efficient use of resources needed for effective incident management. Improve incident management communications. Facilitate emergency mutual aid. Scope and Applicability This planning includes mitigation to reduce the probability of occurrence and minimize the effects of incidents, preparation to respond to a disaster situation, response during a disaster and recovery that will insure the orderly and fast return to normal or improved levels following a disaster. The EOP establishes basic policies, program strategies and assumptions for a citywide comprehensive emergency management program. A method of operation is established that spans the directions and control of an emergency from initial monitoring through post-disaster response, recovery, and mitigation. The EOP also defines mechanisms to aid delivery of immediate assistance as well as assigns specific functions to appropriate departments and organizations. This includes methods to coordinate with the private sector and voluntary organizations active in disasters. This plan addresses various types of emergencies/disasters that are likely to occur and the actions the City will initiate, in coordination with the County, the State and Federal governments as appropriate. This EOP is applicable to all City departments, agencies, private sector and volunteer organizations that may be requested to provide assistance whether in an actual incident or an imminent threat to the community that may be needed to coordinate an effective response. Basic Plan 12

13 Incident Management Activities The EOP addresses the full spectrum of activities related to incident management. These activities include mitigation (prevention), preparedness, response and recovery. The EOP focuses on those activities that are directly related to an imminent threat to the community or an evolving incident rather than the preparedness activities that are conducted on a day-to-day basis in the absence of a specific threat or hazard. Policies and Authorities Various statutory authorities, regulations and policies provide the basis for actions and activities regarding domestic incident management. Nothing in the EOP alters the existing authorities of City departments or cooperating agencies. The EOP establishes the coordinating structures to integrate the specific regulatory authorities of the spectrum of participating agencies in a collective framework for action to include mitigation, preparedness, response and recovery. City of Olathe Title. This Act shall be known as the "City Emergency Operation Act". (Ord , 1996, amended May, 2005). The amendments update the Emergency Operation Act to include the adoption of the National Incident Management System and the inclusion of Extraterritorial Assistance allowed under the authority granted the City by K.S.A , 117. Johnson County Resolution No Establishing and maintaining a disaster agency responsible for emergency preparedness and coordination for Johnson County. July 6, State Kansas Response Plan dated 2011 and Kansas Planning Standards dated Executive Order This executive order designates the National Incident Management System (NIMS) as the standard for incident management in the State of Kansas. Kansas Statutes Annotated (KSA) 48-9a01. This Emergency Management Assistance Compact (EMAC) is a mutual aid agreement and partnership that allows states to assist one another during emergencies. EMAC establishes a firm legal foundation for states to send assistance to, and receive assistance from other states. KSA through , as amended. This state statute establishes duties, roles and responsibilities for emergency management within the state. KSA through This state statute is the state level implementation of SARA Title III. It defines the hazardous materials (HAZMAT) roles and responsibilities of state agencies, makes county HAZMAT emergency planning districts and establishes a Local Emergency Planning Committee (LEPC) in each county. KSA 12-16, 117. This state statute empowers municipalities to establish policies regarding the rendering of aid to other municipalities during times of declared emergencies/disasters. It streamlines the process of mutual aid over the inter-local agreement mechanism contained in KSA Basic Plan 13

14 Kansas Administrative Regulation (KAR) through This regulation defines the requirements of local emergency management agencies. Federal National Response Framework (NRF). The NRF presents the guiding principles that enable all response partners to prepare for and provide a unified national response to disaster and emergencies from the smallest incident to the largest catastrophe. The NRF establishes a comprehensive, national, all-hazards approach to domestic incident response. Homeland Security Presidential Directive 5: Management of domestic incidents. This directive established the National Incident Management System (NIMS). The NIMS provides a consistent nationwide approach for Federal, State and local governments; the private sector, and non-governmental organizations to work effectively and efficiently together to prepare for, respond to and recover from domestic incidents regardless of size or complexity. Homeland Security Presidential Directive 8 National Preparedness: This directive establishes policies to strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters or other emergencies by requiring a national domestic all-hazards preparedness goal. Homeland Security Act of 2002, Public Law , 116 Stat This act established the Department of Homeland Security with the mandate and legal authority to protect the American people from terrorist attacks, major disasters and other emergencies. Robert T. Stafford Relief and Emergency Assistance Act of 1988, as amended, 42 U.S.C., Public Law as amended by Public Law This act provides the authority for the provisions of disaster relief and assistance by the federal government. It also establishes roles and responsibilities for state and local governments during federally declared emergencies and disasters. Emergency Management and Assistance 44 CFR Chapter 1 (October 1, 1992). This portion of the U.S. Code implements the Stafford Act and delineates the organization, policies and procedures governing the activities and programs of the Federal Emergency Management Agency and other federal agencies and further defines the role of state and local governments in the Emergency Management structure. Emergency Planning and Community Right-to-Know Act of 1986 (Public Law , October 17, 1986), Title III of the Superfund Amendments and Reauthorizations Act (SARA). This federal legislation outlines the requirements for emergency planning and notifications pertaining to emergencies involving hazardous materials (HAZMAT). FEMA Comprehensive Preparedness Guide (CPG) 101, version 2.0, November, Establishes non-regulatory guidance on the conduct of the emergency planning process and the development of Emergency Operations Plans. Basic Plan 14

15 Key Concepts This section is a summary of key concepts that are reflected throughout the EOP, which includes: Systematic and coordinated incident management. Proactive notification and deployment of resources in anticipation of or in response to a disaster event. Organizing interagency efforts to minimize damage, restore impacted areas to pre-incident conditions (if feasible), and/or implement programs to mitigate vulnerability to future events. Coordinating incident communications and other activities that are common to the majority of incidents. Organizing the ESFs to facilitate the delivery of critical resources, assets and assistance. Providing mechanisms for vertical and horizontal coordination, communications and information-sharing in response to threats or incidents. These mechanisms assist coordination between City, County, Regional, State, Federal agencies and private organizations. Facilitating local support to departments and agencies acting under the requesting department s or agency s own authority. Providing the basis for coordination of the interagency and intergovernmental planning, training, exercising, assessment and coordination and information exchange. Basic Plan 15

16 Situation Geographic Characteristics The City of Olathe was founded in 1857 on land covered with verbena and other wild flowers. Its name is derived from the Shawnee Indian word for beautiful and is pronounced o-lay-tha. Olathe played a vital role in Western expansion as the site where three historic trails, the Santa Fe, Oregon and California trails, converged. It sits in the center of Johnson County, Kansas and is the County seat. Olathe is the fifth most populous city in the state and the fourth largest city in the Kansas City Metropolitan Area. It is the crossroads of several major highways including I-35 (which divides the City), K-10 and K-7. Olathe is home to two large public lakes, Lake Olathe and Cedar Lake, and smaller lakes at Waterworks Park and Southlake Park. Three major creeks Mill Creek, Indian Creek, and Coffee Creek are included within the boundaries of the City. There are 71 miles of streams and 560 acres of lakes and ponds in the City. The City is traversed by I-35 which bisects the community and two rail lines on the east and west. Natural gas and petroleum pipelines cross the eastern areas of the City. Government In 1986, Olathe voters selected a modified mayor-council-manager form of government. Under Charter Ordinance No. 28, this form of government calls for: A mayor and two council members elected by the City as a whole. Four council members elected by wards. All members are elected to four-year staggered terms. As the policy makers, the City Council passes resolutions and ordinances, approves the budget, appoints citizens to advisory boards and hires the City Manager who serves at the pleasure of the Council. The City Manager is responsible for administering the affairs of the city. Much like the executive branch of the federal government, the City Manager sees that the laws and ordinances are enforced. Basic Plan 16

17 Population With a population of 125,872 as of 2010 and growing, Olathe is the second largest among the twentyone communities in prosperous Johnson County. Olathe is home to almost a quarter of Johnson County s population and is one of the fastest growing communities in the nation. Climate Over the course of a year, temperatures range from an average low below 20 F in January to an average high of nearly 90 F in July. The maximum temperature reaches 90 F an average of 36 days per year and reaches 100 F an average of 3 days per year. The minimum temperature falls below the freezing point (32 F) an average of 102 days per year. Typically the first fall freeze occurs between mid-october and the first week of November, and the last spring freeze occurs between the end of March and the third week of April. The area receives over 40 inches of precipitation during an average year with the largest share being received in May and June the April June period averages 30 days of measurable precipitation. During a typical year the total amount of precipitation may be anywhere from 28 ½ to almost 53 inches. There is an average 96 days of measurable precipitation per year. Winter snowfall averages about 17 inches, but the median is 11 inches. Measurable snowfall occurs an average of 10 days per year with at least an inch of snow being received on seven of those days. Snow depth of at least an inch occurs an average of 25 days per year. Land Use Olathe s City Council adopted the Comprehensive Plan on October 5, The Plan, PlanOlathe, documents the community s vision for how Olathe will grow and develop today and in the future. It also influences policies that have a direct bearing on the quality of life that citizens enjoy in Olathe. PlanOlathe is intended as a living document that will continue to evolve and respond to the community s values and needs over time, and will undergo an annual review to ensure that it is functioning as a useful policy tool. Information on the Comprehensive Plan can be found at With an area of 61.3 square miles, Olathe continues to grow. Of Olathe s total developed land, 62% is single family and multi-family residential housing. Although Olathe s growth continues to be single family residential, industrial and commercial developments total 29% of developed land. The remaining 9% is utilized for public land use, such as schools. Basic Plan 17

18 Land Use Chart (in acres and percentages) Type Acres Percentage Agricultural/Vacant 11,885 30% Rural Residential 785 2% Single Family Residential 9,143 24% Multi-Family Residential 1,379 4% Commercial 1,204 3% Office 459 1% Industrial 3,231 8% Public/Semi-Public 2,233 6% Parks & Open Space 2,738 7% Streets & Right-of-Way 5,662 15% National Registry of Historic Places Ensor Farm Museum W. 183rd St. Lanter House 562 W. Park St. Mahaffie House 1100 Kansas City Rd. Ott House 401 S. Harrison St. Parker House 631 W. Park St. Pickering House 507 W. Park St. Register of Historic Kansas Places Hodges House 425 S. Harrison Street Hyer House ( Hycrest ) 505 W. Cedar Street Lanter House 526 W. Park Street Ensor Farm Museum W. 183rd Street Olathe Register of Historic Places (in addition to the locations listed above) Walnut Grove Schoolhouse S. Pflumm Rd. Basic Plan 18

19 Critical Infrastructure Government and privately owned infrastructure exist within the City limits that are deemed critical. Critical infrastructure will not be discussed in detail in the EOP for public safety and security reasons. Risk Assessment All areas of the City may be subject to the effects of natural and technological hazards. The City conducts a hazard vulnerability analysis bi-annually to assess these risks. The City participates in the Johnson County Disaster Preparedness Summit held every two years. Part of the Summit focuses on performing a comprehensive capability assessment for the entire county. The Johnson County Multi-Hazard Mitigation Plan is a multi-jurisdictional plan that identifies long-term risks to people from natural and man-made hazards. The capability assessment performed in Johnson County has fed into a capability assessment at the regional level, which went into the State of Kansas Capability Assessment. This has been a formal process that has occurred approximately every two years. Additionally, a capability assessment has been performed through the Regional Homeland Security Coordinating Committee for the Kansas City Urban Area through the Mid- America Regional Council. Basic Plan 19

20 Hazard Ranking and Vulnerability Analysis As part of the Johnson County Multi-Hazard Mitigation Plan, the following hazard profile table uses the calculated priority risk index (CPRI). The CPRI takes user input and uses a mathematical formula to rank each hazard based on probability, magnitude/severity, warning time and duration. The complete hazard analysis can be found in the Johnson County Hazard Mitigation Plan. Hazard Probability Magnitude Warning Time Duration CPRI Planning Significance Winter Storm High Flood High Wind Storm High Infrastructure Failure Moderate Hail Moderate Lightning Moderate Tornado Moderate Major Disease Outbreak Moderate Terrorism Moderate Hazardous Materials Moderate Extreme Temperatures Moderate Wildfire Moderate Dam Failure Moderate Radiological Moderate Expansive Soils Moderate Agricultural Infestation Moderate Earthquake Moderate Drought Low Landslide Low Land Subsidence Low Soil Erosion/Dust Low Fog Low 4-Highly Likely 4-Catastrophic 4-> 1 week 4-< 6 hours 1-< 6 1- > 24 1-Unlikely 1-Negligible hours hours Formula: CPRI = (Probability *.45) + (Magnitude *.30) + (Warning Time *.15) + (Duration *.1) Basic Plan 20

21 Planning Assumptions Emergencies and disasters can happen with little to no warning, causing significant loss of life, property damage, environmental and economic impact. As a part of their commitment to this plan, primary and supporting departments and agencies will engage in systematic assessments of procedures, resources and training to ensure their continued ability to carry out their responsibilities as outlined in the plan. City resources available through departments, volunteer organizations or commercial means will be utilized first. County, State and Federal support will be requested for ongoing disaster operations when local resources are overwhelmed. This would include the use of regional capabilities in the Kansas City Metro area when available. Incident management activities will be initiated and conducted using the principles contained in the NIMS. Unconventional hazards require unprecedented response measures. Such threats call for the development of more specific operational plans, which will complement the policies established in this plan. Many resources needed are available locally. However, where shortfalls are determined, coordination with various levels of government and the private sector will be facilitated by the Emergency Management Division of the Fire Department. The principles and policies of the NIMS have been adopted by the City of Olathe and will be demonstrated through plan exercise activities. The City of Olathe and associated volunteer organizations will document and seek reimbursement, as appropriate, for expenses related to disaster operations. The top priorities for incident management are: Life safety Incident stabilization Protection of property and the environment Supporting activities to these priorities include but are not limited to: Security Prevention of imminent incidents, such as acts of terrorism Protecting and restoration of critical infrastructure and key assets Conducting law enforcement investigations Facilitate recovery for individuals, families, businesses, City government and the environment Basic Plan 21

22 Roles and Responsibilities City of Olathe Government Emergency Operation Act: Powers of Mayor and City Manager. During any state of disaster emergency declared under this Act, the City Manager shall be commander of all forces available for emergency duty and shall delegate or assign command authority pursuant to the Emergency Operations Plan. (a) The Mayor may in the interest of public safety and welfare make any or all of the following orders or actions: (1) Order the discontinuance of the sale of beer or liquor by any establishment in the City. (2) Order the discontinuance of selling, distributing, transporting, or giving away gasoline or other liquid flammable or combustible products in any container other than a gasoline tank properly affixed to a motor vehicle. (3) Order that no person shall possess, transport, or consume any alcoholic beverages in a public street or place which is publicly owned or in any motor vehicle driven or parked thereon which is within a duly designated restricted area. (4) Order that no person shall carry or possess any rock, bottle, club, brick, explosive, combustibles, or weapon, who uses or intends to use the same unlawfully against the person or property of another. (5) Order that no person shall make, carry, possess, or use any type of "Molotov Cocktail," gasoline or petroleum-base fire bomb or other incendiary missile. (6) Order law enforcement officer or City employee to confiscate any items, including alcoholic beverages, firearms, explosives, weapons, and combustibles, which other orders prohibits possession thereof. (7) Order suspension of the quorum requirement under K.S.A and Charter Ordinance No. 28 needed to hold a City Council meeting due to the unavailability or death of any member(s) of the City Council after a good faith effort to find such member(s). (8) Issue such other orders as are imminently necessary for the protection of life and property. (b) The City Manager may in the interest of public safety and welfare make any or all of the following orders or actions: (1) Direct and compel the evacuation of all or part of the population from any area of the City stricken or threatened by a disaster, if the City Manager deems this action necessary for the preservation of life or other disaster mitigation, response or recovery. (2) Prescribe routes, modes of transportation and destinations in connection with such evacuation. (3) Control ingress and egress to and from a disaster area, the movement of persons within the area and the occupancy of premise therein. Basic Plan 22

23 (4) Order that no person shall enter any area designated by City Manager as a restricted area unless in the performance of official duties or with written permission from any City employee or such person shall prove residence therein. (5) Order the suspension of the confinement time period for animals picked up by City employees in order for the animals to be destroyed immediately if the capacity of the City animal shelter is full and said animals shall be destroyed in a humane fashion and to order animals, if found to be roaming in pack of four or more in the City, to be destroyed immediately and in any manner based upon the law enforcement officer's discretion. (6) Order suspension of any or all provisions of any rule, resolution, or ordinance necessary for the immediate and effective response of City and/or City employees to the local disaster emergency, including the right to acquire needed supplies and equipment by any means necessary provided that compensation shall be paid under Section Eight hereof. (7) Transfer the supervision, personnel or functions of the City departments and agencies or units thereof for the purpose of performing or facilitating emergency management activities. (8) Commandeer or utilize any private property if the City Manager finds such action necessary to cope with the disaster, subject to any applicable requirements for compensation. (9) Issue such other orders as are imminently necessary for the protection of life and property. The City Council, through the majority of the remaining members, may rescind or amend any order issued by the Mayor and/or City Manager at any time under this section. ( , 2005; Ord , 1996.) As the City has a responsibility for emergency management in its jurisdiction in conjunction with County operations, the City will conduct emergency operations according to established plans and procedures to include: Maintaining an emergency management program in the City involving City departments and private and volunteer organizations which have responsibilities in a comprehensive emergency management system. Maintaining an Emergency Management Advisory Team (EMAT), which is comprised of key personnel from various City departments. Coordinating the emergency management needs of the City and work with other County or Regional communities to assist where appropriate when assistance is needed for emergency/disaster response and recovery. Continuing to implement a broad-based public awareness, education and information program designed to reach the citizens of Olathe, including special needs populations, e.g. those who are non-english speaking and those with hearing impairment or loss. Executing mutual aid agreements where needed for situations not covered by existing ordinance. Maintaining an emergency management program that is designed to mitigate the effects of hazards in the community. Basic Plan 23

24 Maintaining cost and expenditure reports associated with disasters, including resources mobilized as a result of mutual aid, extraterritorial assistance or EMAC deployments. Coordinating public information activities during an emergency/disaster. Developing and maintaining procedures to receive and shelter persons evacuated from outside into the City with assistance from the County when and where appropriate. Ensuring the City s ability to maintain and operate a 24-hour warning point with the capability of warning the public. Ensuring emergency management activities of the City and County are integrated and coordinated during all phases of emergency management. Providing a qualified person to serve as the City Emergency Management Liaison, who serves as the primary emergency management point of contact between the City and the County. Developing, maintaining and sharing the EOP, emergency contacts and critical resource lists with the Johnson County Division of Emergency Management (JCDEM). Ensuring all responders has the appropriate levels of NIMS training. Ensuring incident management activities will be initiated and conducted using the concepts and principles identified by the NIMS. Ensuring that JCDEM is kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. Ensuring that response activities (including requests for assistance and public information efforts) are coordinated with the County and that situation reports, damage assessments and requests for County, State, and/or Federal assistance are channeled through the County. The City of Olathe disaster response resources are organized into Emergency Support Functions (ESFs). Each ESF is comprised of various departments and agencies or organizations that manage and coordinate specifically for the functions designated to them to all emergency/disaster events. A primary department or agency has been designated for each ESF to ensure the coordination and delivery of resources and services to the disaster area. Kansas City Community Organizations Active in Disasters (KCCOAD) is a group of regional agencies in the Kansas City Metropolitan area. They are active as volunteers to support disaster response and recovery assisting in relief efforts locally, regionally and in some instances, nationally. For the various support function assignments, see the matrix attached to the end of the Basic Plan. Johnson County Government Each county in Kansas is responsible for emergency management in its jurisdictional boundaries and will conduct emergency operations according to established plans and procedures to include: Maintaining an emergency management program at the county level involving all applicable government, private and volunteer organizations which have responsibilities in the comprehensive emergency management system within the County. Basic Plan 24

25 Supporting the emergency management needs of cities within the County. Implementing a broad-based public awareness, education and information program designed to reach all citizens of the County, including those with special needs. Coordinating mutual aid activities within the County to ensure the provision of supplemental emergency aid and assistance. Maintaining an emergency management program that is designed to mitigate the effects of hazards through a comprehensive mitigation program. Maintaining cost and expenditure reports associated with disasters, including resources mobilized as a result of mutual aid agreements. Coordinating public information activities during disasters. Developing and maintaining systems to coordinate the provision of shelters and mass care to those displaced by disasters. The County disaster response resources are organized into ESFs. Each ESF is comprised of numerous agencies/organizations that manage and coordinate specific categories of assistance common to all disaster/emergency events. Coordinating agencies and support agencies have been designated for each ESF to ensure the coordination and delivery of goods and services to the disaster area. The ESFs provide the structure for coordinating interagency support for both manmade and naturally occurring disaster/emergencies. Kansas State Government As the State s chief executive, the Governor is responsible for the public safety and welfare of the people of Kansas. The Governor: Shall be responsible for coordinating state resources and support actions through all phases of emergency management. Under statutory conditions, has powers to make, amend and rescind state orders and regulations. Provides leadership during all phases of emergency management. Encourages participation in mutual aid and implements authorities for the state to enter into mutual aid agreements with other states, tribes and territories. Is the commander-in-chief of Kansas National Guard. Requests federal assistance when state or tribal capabilities are insufficient or have been exhausted. Shall execute all other powers, not specifically listed herein, pursuant state law. In Kansas, the Adjutant General (TAG) is the Director of Emergency Management and Homeland Security. KDEM is responsible for: The development and maintenance of a state level emergency management program involving all applicable government, private and volunteer organizations. The development and maintenance of the KRP. Basic Plan 25

26 Acting as the single point of contact for requests for State and Federal assistance during disaster/emergency situations. Federal Government The federal government is responsible to: Provide emergency response on federally-owned or controlled property, such as military installations and federal prisons. Provide federal assistance as directed by the President of the United States under the coordination of the DHS, FEMA and in accordance with federal emergency plans. Identify and coordinate provision of assistance and other federal statutory authorities. Provide assistance to state and local governments for response to and recovery from a commercial radiological incident consistent with guidelines as established in the current Federal Radiological Emergency Response Plan and National Response Framework (NRF). Manage and resolve all issues pertaining to a mass influx of displaced persons. Provide repatriation assistance to U.S. citizens evacuated form overseas areas. Non-governmental and Volunteer Organizations Non-governmental organizations (NGOs) collaborate with first responders, governments at all levels, and other agencies and organizations providing relief services to sustain life, reduce physical or emotional distress and promote recovery of disaster victims when assistance is not available for other sources. For example, the American Red Cross is a NGO that provides relief at the local level and also coordinated Mass Care element of ESF #6 at the local, state and federal level. Community-based organizations receive government funding to provide essential public health services. The Kansas Voluntary Organizations Active in Disaster (KSVOAD) is a consortium of more than 30 recognized national organizations of volunteers active in disaster relief. Such entities provide significant capabilities to incident management and response efforts at all levels. School Districts The public school districts in Olathe are responsible for developing and maintaining emergency plans for disasters that could impact their schools and students. Emergency Management Division staff and other City departments are available to work with the school districts for planning and response coordination purposes. The school districts that serve the Olathe population include the following: Blue Valley USD 229 De Soto USD 232 Kansas State School for the Deaf Olathe USD 233 Spring Hill USD 230 Basic Plan 26

27 Private Sector Primary and support departments/agencies coordinate with the private sector to effectively share information, develop courses of action and utilize available resources to prevent, prepare for, respond to and recover from emergencies or disasters. The roles, responsibilities and participation of the private sector during an emergency vary based on the nature of the organization and the type and impact of the incident. Certain organizations are required by existing law and regulation to bear the cost of planning and response to incidents, regardless of the cause. Unless the response role is inherently governmental (e.g. law enforcement, etc.), private sector organizations are encouraged to develop and maintain capabilities to respond to and manage a complete spectrum of incidents and emergencies. Citizens Strong partnerships with citizen groups and organizations provide support for incident management mitigation, preparedness, response and recovery. The United States Citizen Corps umbrellas several of these groups and focuses efforts of individuals through education, training and volunteer service to help make communities safer, stronger and better prepared to address the impact of threats of actual incidents. The City of Olathe implemented several of these programs before they came under the auspices of Citizen Corps. Included are the Olathe Fire Department s Community Emergency Response Team (CERT) program and the Olathe Police Department Neighborhood Watch program. The Police Department offers volunteer opportunities. The Medical Reserve Corps, also a part of Citizen Corps, is a regional program initiative. Basic Plan 27

28 Preparedness Plan Development, Maintenance and Execution The Emergency Management Division of the Olathe Fire Department will provide technical assistance to the appropriate Emergency Management Advisory and ESF Team members about their roles in emergency management and their roles in the EOP. All tasked departments will be responsible for assisting the Emergency Management Division in the development and maintenance of their respective responsibilities of the plan. Tasked departments are responsible for developing and maintaining their department Emergency Plans and Standard Operating procedures, and resource data to ensure prompt and effective response to an incident or significance. Copies of resource data from each department will be provided to the Emergency Management Office to be included in the EOCs resource database. The Emergency Management Division is responsible for conducting an annual review of the EOP by all department and agencies involved. Tasked departments/agencies will make notification of necessary changes. Future official published modifications to the EOP will be promulgated after updates of the Kansas Response Plan (KRP) and the Johnson County Emergency Operations Plans (CEOP) are promulgated (currently every five years). The following is a list of useful links that were utilized during the creation of this EOP: 1. FEMA. Developing and Maintaining Emergency Operations Plans. Community Preparedness Guide (CPG) 101, dated November Kansas Response Plan, dated Johnson County Emergency Operations Plan (CEOP), dated April Mid America Regional Council. Kansas City Metropolitan Area Regional Coordination Guide (RCG), dated October Public Information Before an emergency or disaster occurs, public information is critical for the public to make the necessary protective actions. The City of Olathe s Safe Neighborhood Workbook is one method of encouraging citizen participation in preparedness and is available through Olathe Emergency Management (1225 S. Hamilton Circle or ) or on the City s website at The City s public information program focuses on how to better communicate emergency information to the public before, during and after a disaster. Social media will play a vital role in communicating with Basic Plan 28

29 the public prior to and during a disaster. Follow the City on Twitter (@OlatheGovNews) or Like Us on Facebook (City of Olathe, KS Government). Training and Exercise For the City s Emergency Management program to be successful, an effective and comprehensive training and exercise program is essential. Therefore, the City has designed a program with annual training and exercise components to evaluate its ability to respond to a variety of emergency/disaster situations. These program elements will be coordinated with City departments, County, Regional and/or State agencies. The training and exercise components are designed to enhance participant s ability for their roles and responsibilities in the four phases of emergency management. This is done to ensure the operational readiness of our responders, departments and support entities to annually test the plans and procedures that are activated during an emergency/disaster situation. City Response The City must be prepared to respond quickly and effectively on a 24-hour basis to developing events. When an event or imminent threat is first detected, the department operations centers (DOCs) or the EOC will be activated to a level appropriate to the magnitude of the threat. As the event unfolds, the response effort is then initiated through the ICS system with the emergency response departments, agencies and volunteer organizations. Emergency representatives must be authorized to use the resources of their respective departments/agencies/organizations to carry out response and recovery missions that are assigned by the Emergency Support Functions (ESFs). All City department, agency and volunteer organizations are grouped into 15 ESFs to carry out assigned missions. Each ESF is comprised of one or more primary departments or agencies serving as lead and several other agencies and organizations providing support. Basic Plan 29

30 Concept of Operations (ConOps) Normal Operations In natural disasters, the magnitude of the impact and the depletion of resources at each level of government trigger the need for outside assistance. City emergency responders carry out the initial response to most emergencies. Only as local resources become exhausted is support requested from the County and State. However, threats such as the use of biological agents will trigger state and deferral response measures from the earliest possible phase in order to control dissemination and take appropriate eradication measures. Emergency functions of the department, agencies or organizations tasked in this plan generally parallel their day-to-day functions. To the greatest extent possible, the same personnel and material resources will be employed in both cases. Those day-to-day functions of a department that do not contribute directly to emergency operations will be suspended, as necessary, for the duration of the emergency, to redirect efforts to meet the emergency/disaster needs. In most situations, the City will be the first and primary responder and will be required to exceed its ability or deplete its resources before requesting state assistance. Under certain circumstances, such as a terrorist threat, public health emergencies or mass migration events, County, State or Federal agencies may have primary jurisdiction for the overall response effort. However, City resources will likely provide the first response for all incidents impacting its jurisdiction. When the resources of the City are exhausted or when a needed capability does not exist, the City will request assistance from the County and/or the State. All assistance requests must be coordinated and routed through JCDEM. Basic Plan 30

31 City of Olathe Organizational Chart City Council City Auditor Municipal Judge City Manager Asst. City Manager Fire Chief/EM Director Police Chief Parks & Recreation Director Information Technology Director City Attorney Public Works Director Resource Mgmt. Director Communication & CS Director Emergency Operations The organizational structure for response to an emergency/disaster is under the leadership of the City Manager. Under the direction of the City Manager, the Olathe Emergency Management Director is responsible for coordinating the activities of all departments assigned emergency responsibilities in the Emergency Operations Plan. Based on the severity and magnitude of the situation, the Mayor may issue a Local Emergency Declaration. Incident Command System The principles of the Incident Command System (ICS) and the National Incident Management System (NIMS) will be used to guide and coordinate activities at the disaster scene. The EOC will organize using ICS and NIMS principles in support of field operations. The following chart demonstrates the Operational organization of the Incident Command structure: Basic Plan 31

32 Incident Command Structure Organizational Chart (Sample) Operations Section: The section responsible for all tactical operations at the incident. The Planning Section: The section responsible for the collection, evaluation and dissemination of information related to the incident, and for the preparation and documentation of Incident Action Plans. The Logistics Section: The section responsible for providing facilities, services and materials for the incident. The Finance/Administration Section: The section responsible for all incident costs and financial considerations. Coordination, Direction and Control In case of an emergency/disaster situation, the City will coordinate the emergency response effort within the boundaries of the City of Olathe. The incident commander is responsible for directing onscene emergency management and maintaining control of the on-scene incident operations. When outside assistance is needed, the Emergency Management Division of the Olathe Fire Department will request assistance and coordinate activities with the JCDEM. Additionally, when more jurisdictions in Johnson County other than the City of Olathe are affected by a disaster, the City will coordinate with JCDEM to ensure the prioritization and use of local resources to optimize support to the ESFs in any Basic Plan 32

33 activated plans. When the City of Olathe has initiated a Local Emergency Declaration, the documentation will be forwarded to JCDEM for the purpose of requesting a County declaration. It is from the County declaration that requests could be made through JCDEM for State resources and support to local government. Primary and Support Agencies The nature of the function and a department s area of expertise designate the primary department or agency for each emergency support function to coordinate activities of that support function. Each department of an emergency support function has an Emergency Management Advisory Team representative appointed by the head of the department serving in an emergency support function (ESF). The ESF Coordinator has ongoing responsibilities through mitigation, preparedness, response, and recovery phases of an incident. The role of the ESF Coordinator is carried out through a unified command approach as agreed upon collectively by the designated primary departments. Responsibilities for the ESF coordinator include: Pre-incident planning and coordination. Maintaining ongoing contact with ESF primary and support departments/agencies. Conducting periodic ESF meetings. Coordinating efforts with corresponding private-sector organizations. Coordinating ESF activities relating incident planning and critical infrastructure preparedness. A department designated as an ESF primary department is responsible for the following: Providing staff for the operations function. Notifying and requesting assistance from support department/agencies. Managing mission assignments and coordinating with support department/agencies. Working with private sector organizations to maximize use of all available resources. Supporting and keeping other ESFs informed of operational priorities and activities. Planning for short-term and long-term incident management and recovery operations. Establishing and maintaining procedures for department personnel to be available on a 24-hour basis for EOC staffing and emergency assignment and providing information to the Emergency Management Division. Maintaining a current inventory of key department personnel, facilities and equipment, and establish procedures to ensure this information can be accessed from the EOC. Establishing procedures for assessing damage to department facilities and injury to personnel. Maintaining trained personnel to support inter-department emergency response and support teams. Basic Plan 33

34 Support departments/agencies are responsible for the following: Conducting operations, when requested using their own authorities, subject-matter experts, capabilities or resources. Participating in planning for short-term and long-term incident management and recovery operations. Assisting in the conduct of situational assessments. Providing staff, equipment or other resource support as requested. Providing input to periodic readiness assessments. Participating in training and exercises. Identifying new equipment or capabilities required to prevent or respond to new or emerging threats and hazards. Providing information or intelligence regarding their department s area of expertise. Intergovernmental Mutual Aid Mutual aid agreements and memoranda of understanding are essential components of emergency management planning, response and recovery activities. These agreements provide reciprocal emergency aid and assistance during an emergency or disaster. They can increase available resources and improve recovery efforts. Interstate Civil Defense and Disaster Compact The purpose of the compact is to provide mutual aid among the states in meeting any emergency disaster. The prompt, full, and effective utilization of the resources of the respective states including personnel, equipment and/or supplies may be essential to the safety, care and welfare of people therein. The Interstate Civil Defense and Disaster Compact may be entered in accordance with the provisions of KSA This action is accomplished by written agreement between the Governor of Kansas and Governor s of one or more states which have legally joined said compact, or which are authorized to join. Such written agreement may specify the period of time said compact is entered into with regard to each such state. Thus, the State of Kansas compact is non-active until initiated by the Governor, in agreement with one or more states. Emergency Management Assistance Compact (EMAC) The EMAC is a mutual aid assistance agreement and partnership among states to allow for the exchange of resources when state and local resources are overwhelmed and federal assistance is inadequate or unavailable. Requests for EMAC assistance are legally binding, contractual arrangements which require soliciting states to be responsible for reimbursing all out-of-state costs and be liable for the actions and safety of our-of-state personnel. Providing assistance to other states through EMAC is not an obligation. Kansas became a signatory to the compact in 2000 (KSA 48-9a01).

35 State Level In accordance with the National Incident Management System (NIMS) processes, resource and policy issues are addressed at the lowest organizational level practicable. If the issues cannot be resolved at that level, they are forwarded up to the next level for resolution. At the State level, The Adjutant General (TAG) as the Governor s Authorized Representative (GAR) performs policy-making authority and commitment of state resources at the State Emergency Operation Center (SEOC). The GAR will appoint the State Coordinating Officer (SCO) when a presidential disaster declaration is made. The Kansas Division of Emergency Management (KDEM) Operations Officer is responsible for the provision of state assistance, as well as routine management and operation of the SEOC. The KDEM Operations Officer may issue mission assignments to the state emergency support functions to perform duties consistent with state policy. Mission assignments and mutual aid assistance are tracked in the SEOC. During any local emergency response that does not require full activation of the SEAC; state assistance may be provided by state agencies under their normal statutory authority. Coordination of regional and multi-regional protective actions will occur between all affected risk and host counties, other states and the SEAC under the direction of TAG or his designee. In addition, counties that are not impacted by an emergency/disaster situation may be directed by the TAG to activate their emergency operations centers to provide emergency assistance. In the event federal assistance is required, the SCO will interface directly with representatives of the federal government. If the SCO determines that the span-of-control needs to be broadened, they may designate one or more Deputy SCOs to ensure coordination between federal and state agency representatives and to anticipate any needs or conflicts in the response or recovery phases as they progress. In the event a request for disaster assistance comes from the governor of another state, the TAG may order the mobilization of state resources under the Emergency Management Assistance Compact (EMAC) to be deployed to the impacted state. The management and coordination of these resources will be administered through the Operations Section located in the SEOC. The TAG may authorize a field operations response in or near the impacted area. Field operations will be under the direction and controls of the KDEM Operations Officer located at the SEOC and involve the deployment and staging of personnel and resources in the impacted area. Initial planning for recovery begins before an emergency event impacts Kansas. While local governments are implementing response actions necessary to protect public health and safety, the SCO begins coordination and implementation of recovery programs. Basic Plan 35

36 Federal Level Through the National Response Framework (NRF), the federal government provides assistance using 15 federal Emergency Support Functions (ESFs). The federal ESF teams will establish liaisons with Kansas ESF representatives in the SEOC. If the disaster is major or catastrophic, the KDEM will contact the Department of Homeland Security (DHS), the Federal Emergency Management Agency (FEMA) Region VII and request a Federal liaison and/or alert them that the Governor may submit a formal request for federal assistance. If the President authorizes federal assistance, a Federal Coordinating Officer (FCO) is appointed. The FCO is authorized to use the full authority of the Robert T. Stafford Disaster Relief and Emergency Assistance Act to reimburse response and recovery claims against the Disaster Relief Fund. Additionally, the Stafford Act provides funding to assist communities in mitigating the impact of future events. Communications The Johnson County Communications Center (CCC) is a 24-hour emergency communications center for numerous public safety jurisdictions in the County, including the City of Olathe. The Johnson County Sheriff s Office resides in this building, is the Primary Public Safety Answering Point (PSAP) for the City and handles law enforcement communications. The Johnson County Emergency Communications Center (ECC) also resides in the CCC. The ECC is a secondary PSAP and handles countywide communications for fire and emergency medical services. The CCC provides the single point to disseminate information and warnings to governmental officials that an emergency/disaster situation could threaten the general welfare, health, safety and/or property of the City s population. The City EOC also is equipped with a communications room to facilitate communications between City and County emergency responders, the CCC and an interface provide by the local amateur radio community. Countywide warnings for severe weather (through the outdoor warning system) are disseminated via the JCDEM with County redundancies at the CCC. The Fire Department s Operations Center (DOC) has the computerized capabilities to activate the outdoor warning system for Olathe should none of the County systems activate. Developing or existing emergency conditions which should be reported to the EOC include those that have or may result in multiple loss of life, environmental or property damage and/or evacuation of a populated area. Incident Management Activities This section describes the incident management activities ranging from the initial threat notification to early coordination efforts to assess and disrupt the threat, to preparatory activation of the ESF structure, to deployment of state resources in support of incident response and recovery operations. Basic Plan 36

37 These actions do not necessarily occur in sequential order many may be undertaken concurrently in response to single or multiple threats or incidents. Notification and Assessment City, County, private sector and non-governmental organizations report threats, incidents and potential incidents using established communications and reporting channels. The Emergency Management Division provides JCDEM information regarding implementation of the City EOP, announcements of emergency proclamations or declarations, activation of mutual aid agreements or compacts in response to incidents requiring County, State or Federal assistance. Watches, Warning and other emergency bulletins are issued by various agencies based on their statutory missions and authorities. The City may disseminate information to its personnel through a variety of systems including phone trees, a reverse 911 type system (Olathe Community Emergency Automated Notification System OCEANS), pagers, text messaging, phone two-way connects, and several radio systems. The City also has WebEOC capabilities to share information between departments and the County as described below. The County facilitates distribution of the same kinds of information to communities in Johnson County using a variety of communications systems such as: National Warning Alert System (NAWAS): NAWAS is the primary system of emergency communications from the Federal Government to both State and County warning points. Emergency Alert System (National EAS): Formerly known as the Emergency Broadcast System (EBS), the National EAS is a nationwide network of broadcast stations and cable systems that provide a readily available and reliable means to communicate emergency information to the American people. WebEOC : A web-enabled crisis information management system and provides secure real-time information sharing to help managers make sound decisions quickly. Basic Plan 37

38 Local Disaster Declaration Assistance may be requested through JCDEM if EOC command determines the situation requires resources beyond the City s capability. The Mayor is authorized to declare a local disaster state of emergency after conferring with EOC Command. Declaration of a local state of emergency formally activates response and recovery assistance from Johnson County, and establishes the legal framework for possible state and federal assistance. Upon determination by EOC Command that a state of emergency should be formally declared, Section of the Olathe Municipal Code shall be followed. The excerpt of the section is included below: State of Local Disaster. A state of local disaster emergency may be declared by the Mayor upon a finding by such officer that a disaster has occurred or the threat thereof is imminent within the City. No state of local disaster emergency shall be continued for a period in excess of seven (7) days, or renewed, except with the consent of the City Council of the City. Any order or proclamation declaring, continuing or terminating a local disaster emergency shall be filed promptly with the city clerk. In the event of the absence of the Mayor from the City or the incapacity of the Mayor, the order of succession is as follows, the Mayor Pro-Tem, any three members of the City Council, the City Manager, the Emergency Management Director shall have the authority to declare a state of local disaster emergency and act with the authority of the Mayor under this Ordinance. In the event of the absence of the City Manager, the order of succession shall be set out in the Emergency Operation Plan. (Ord , 1996.) EOC Command shall complete the pre-designated letter of declaration for the Mayor's signature. Along with forwarding the letter declaration to the County Administrator's Office, EOC Command shall immediately contact JCDEM to inform them of the declaration. Should the event affect more than the jurisdiction of Olathe in Johnson County, the City will designate a liaison to JCDEM to assist in coordinating County, State and/or DHS/FEMA assistance. Regardless of the level of assistance provided by outside entities, overall direction and control of incidents within the City remains the responsibility of the City. The local disaster declaration forms are included on the following pages. Basic Plan 38

39 PROCLAMATION WHEREAS, on this day of, 20, the Mayor of the City of Olathe, Kansas finds that certain conditions have caused, or imminently threaten to cause widespread or severe damage, injury or loss of life or property in disastrous proportion in Olathe, Kansas; and WHEREAS, such conditions have created obstructions which endanger the public health, safety and welfare of persons and property within the borders of Olathe, Kansas. NOW, THEREFORE, BE IT PROCLAIMED by the Mayor of Olathe, Kansas: That the Mayor, under and by virtue of the authority vested in the Mayor by Section of Chapter 2.08 of the City Emergency Operation Act, and amendments thereto, does hereby declare that a state of local disaster emergency exists. That the area within the borders of Olathe, Kansas covered by this declaration of a local disaster emergency shall be the following area of Olathe, Kansas: That this declaration of a local disaster emergency shall be given prompt and general publicity and shall be filed promptly with the City Clerk. That this declaration of a local disaster emergency shall activate the response and recovery aspects of all local disaster emergency plans which are applicable to Olathe, Kansas and shall initiate the rendering of aid and assistance thereunder. That any rights or powers lawfully exercised or any actions taken pursuant to local disaster emergency plans shall continue and have full force and effect as authorized by law unless modified or terminated in the manner prescribed by law. That this state of local disaster emergency shall not be continued for a period in excess of seven (7) days or renewed, except with the consent of the City Council of the City of Olathe, Kansas. 20. PROCLAIMED BY THE MAYOR OF THE CITY OF OLATHE, KANSAS THIS DAY OF, MAYOR OF THE CITY OF OLATHE, KANSAS Mayor ATTEST: City Clerk Basic Plan 39

40 PROCLAMATION WHEREAS, on the day of, 20, there was declared a state of local disaster emergency in Olathe, Kansas as a result of conditions of extreme peril endangering the public health, safety and welfare of persons and property in Olathe, Kansas; and WHEREAS, it is now deemed that the situation resulting from said conditions of extreme peril are not beyond the control of the ordinary and normal services, personnel, equipment and facilities of Olathe, Kansas government. NOW, THEREFORE, BE IT PROCLAIMED by the Mayor of Olathe, Kansas: That the state of local disaster emergency in Olathe, Kansas declared on the day of, 20, be hereby terminated. That this Proclamation terminating the state of local disaster emergency in Olathe, Kansas shall be given prompt and general publicity and shall be filed promptly with the City Clerk. PROCLAIMED BY THE MAYOR OF OLATHE, KANSAS THIS DAY OF, 20. MAYOR OF OLATHE, KANSAS Mayor ATTEST: City Clerk Basic Plan 40

41 City Department Responsibilities During a Disaster City Council Mayor declares a state of emergency after conferring with EOC Command. Mayor Pro-tem or council members declare a state of emergency in Mayor s absence. Imposes required emergency powers. See Section of the Olathe Municipal Code for further information. City Manager s Office Coordinates EOC Command. Facilitates Disaster Declaration with the Mayor s Office. Communication & Customer Service Acts as primary point of contact with the news media where appropriate. Supervises the operation of the City Information Center. Coordinates public information. Provides assistance in the development of the Public Information Annex. Facilitates the use of the Olathe Government Network cable channel. Fire Department Building Codes Building Inspection Division act as lead agency in assembling, briefing and fielding damage assessment teams. Coordinates with County Appraiser s Office within the damage assessment system. Provides assistance in the development and maintenance of the Hazard Mitigation Plan for the City. Fire Department Emergency Management Division Maintains the EOC facilities and the update of the EOP. Assists with coordination of the EOC when activated. Facilitates the maintenance of the Hazard Mitigation Plan. Acts as the point of contact with the County, State and Federal government during an emergency/disaster situation. Coordinates Continuity of Government planning activities. Coordinates Incident Action Plan (IAP) development for event planning. Maintains contact with JCDEM by providing the necessary reports and requests for assistance as needed during an emergency/disaster. Assists the Community Emergency Response Team (CERT) Manager and Coordinators with training for citizens, schools and businesses. Assists Logistics and Support Services with outdoor warning system coordination. Fire Department Emergency Services Maintains adequate staffing to ensure response capabilities for fire and medical response in the City to protect life and property. Maintains Special Operation Groups within the Department to ensure the capabilities for special operations. Provides Incident Command for non-criminal events. Basic Plan 41

42 Provides EOC Public Works representative with damage assessment size-up of City facilities. Assists the Police where needed in effecting an evacuation in an emergency and/or disaster. Information Technology Provides computer, telephone and fax line support to the EOC and alternate EOC. Provides additional computer and telephone support to the EOC. Provides records management assistance at the EOC. Provides GIS support to the EOC and Damage Assessment Teams with mapping capabilities. Provides EOC Public Works representative with damage assessment size-up of their City facilities. Legal Provides legal advice and representation to City Council and City Manager s Office. Reviews City policies and procedures to ensure compliance with County, State and Federal laws. Provides the documentation for a declaration of disaster for the City in an emergency/disaster event. Municipal Court Continues role of judicial branch of City of Olathe Government. Exercises the powers and discharges the duties of the court during a disaster. Parks and Recreation Provides assistance to Public Works with debris removal and disposal activities, as required. Provides technical assistance in identifying any endangered species that might be adversely affected by the emergency/disaster. Provides EOC Public Works representative with damage assessment size-up of their City facilities. Parks and Recreation City Facility Maintenance Advises the EOC regarding the status of City facilities during emergencies and/or disasters. Assists with the coordination of the relocation of City functions if required under continuity of government plans. Provides ESF coordinators with damage assessment size-up of City facilities. Parks and Recreation Housing Services Provides shelter coordination. Provides transportation coordination. Police Provides representation to the EOC. Provides incident command for any criminal event. Coordinates scene control, security and traffic control to the EOC, Mass Care Shelter(s) during an emergency/disaster and/or dispensing sites during an emergency/disaster. Provides control and guidance for any needed evacuation in an emergency/disaster. Provides information to any operational groups with respect to special considerations necessary for preserving evidence at any possible crime scene. Provides tactical operations support to any criminal event as necessary. Basic Plan 42

43 Provides assistance in the development of the law enforcement piece of the EOP. Animal Control Division will provide input to the development of and coordinate the aspects of the Animal Care Plan in ESF 11. Public Works City Planning Services The City Planning Services Division helps Olathe to identify and achieve its desired future. This work includes both a future-oriented, long-range planning component and a current planning component that reviews specific proposals for development. Provides planning support to the EOC as needed. Provides assistance in the development and maintenance of the Hazard Mitigation Plan for the City. Sections: - City Planning - Customer Service - Signs Public Works Environmental Services Provides a representative to the EOC. Provides EOC coordination with public utilities during an emergency/disaster event. Responsible for the delivery of potable drinking water to the majority of Olathe homes and businesses (WaterOne of Johnson County is responsible for small portions of the City). Effect emergency repairs as needed to critical water and wastewater facilities, equipment and systems. Coordinates municipal services for the City to maintain water production and distribution and wastewater treatment during an emergency/disaster. Provide EOC Public Works representative with damage assessment size-up of their City facilities. Sections: - Laboratory - Plant Maintenance - Water Production - Water Treatment Public Works Field Operations Ensures that continuity of operations will also include customer service and vehicle maintenance to City vehicle needs during an emergency/disaster. Maintains and preserves the City s current infrastructure including streets, water distribution, wastewater collection and fleet. This division is responsible for snow and ice control as required to provide safe movement of traffic during winter storms. Sections: - Street Maintenance - Utility Maintenance - Vehicle Maintenance Public Works Infrastructure Management Focuses on the design, construction, inspection and major rehabilitation of facilities and infrastructure while ensuring they are functional, durable and cost effective. Basic Plan 43

44 Ensures compliance with current engineering standards occurs in a manner that is consistent with current City Council policy. Effect repairs to critical infrastructure. Provide technical assistance in development and maintenance of damage assessment annex and debris removal and recovery. Coordinates traffic control equipment Sections: - Capital Projects and Development - Inspection Services - Mobility Management (includes Traffic Signal and Street Light Operations) - Watershed Management Public Works Solid Waste Collect damage assessment information to make a determination to activate the Debris Management Plan and establish the designated debris management contractor for Presidential Declarations only. Operation of an approved disposal facility and household hazardous waste collection site. Public Works Strategic Management Strategic Management is responsible for asset management, fleet and facilities management, budget and performance measures, project accounting, financial planning, environmental compliance, sustainability plan implementation, service request coordination, energy management, data management and mapping and technology integration. Provides representation to the EOC. Provides mapping assistance to the EOC where needed. Sections: - Administrative Support - Asset and Financial Planning - Asset Management - Communication - Environmental Program - Knowledge Management (includes GIS) Resource Management City Clerk Maintains the City switchboard and mail service to other City departments. Resource Management Human Resources Provides employee assistance during times of emergencies and/or disasters. Coordinates city-wide family care program during emergencies and/or disasters. Coordinates volunteers. Basic Plan 44

45 Resource Management Strategic Financial Management Responsible for the administration and coordination of all financial services internal to the City. Ensures measures are in place to coordinate emergency procurements during a disaster. Ensures appropriate accounting procedures are in place to effectively and efficiently identify costs associated with the response and recovery from disaster events. Provides a purchasing representative to the EOC. Monitors the budgetary impact of an emergency/disaster event on the City. Provides EOC Public Works representative with damage assessment size-up of their City facilities. Role of Elected Officials The City Council s overall role is to annually review policies and appropriate funds to allow the City Manager and staff to plan and implement an Emergency Management Program. During an emergency the Mayor and City Council, as requested by the City Manager, may authorize the imposition of required emergency powers, e.g. evacuation orders, bans, and condemnations. The Council also may determine how emergency expenditures will be financed (see Chapter 2.08 of the Olathe Municipal Code). To facilitate quality media communications, the Mayor and City Council members should coordinate all media contacts/requests with EOC Command and the City s Communication and Customer Services Director. Personnel Reporting During a Disaster Department Directors, or their designees, and other EOC representatives will assemble upon request at the primary EOC for an initial briefing. The initial briefing will be conducted by the Emergency Management Director and the City Manager. All other personnel receiving an emergency alert/call back notification will report to their respective Department Operations Center as outlined in individual department Emergency Operations Plans and await further instructions from the EOC. Departmental Operations At the general direction of the EOC Commander, Department Directors may be required to take the following steps: Cancel scheduled employee leave. Require all personnel to work beyond normal shift hours for an extended period. Call back department personnel with no refusals allowed. Alter normal organizational structure to complete required tasks. Basic Plan 45

46 Emergency Procurement Section , Emergency Procurement, of the Olathe Municipal Code is included below: Emergency Procurement. Notwithstanding any other provision of this Ordinance, the City Manager may make emergency procurements when there exists a threat to public health, welfare or safety provided that such emergency procurements shall be made with such competition as is practical under the circumstances. Such emergency condition is further defined as an immediate and serious need for supplies, services, materials or equipment that cannot be timely met through normal procurement methods and the lack of which would threaten: (a) The functioning of City government. (b) The preservation or protection of property; and/or (c) The health or safety of any person. (Ord , 1999; Ord , 1995; Ord , 1988.) Basic Plan 46

47 Emergency Operations Center (EOC) The purpose of this section is to establish procedures to be followed when an incident occurs within the City of Olathe that dictates the activation of the EOC. The organization of the EOC and the degree of involvement by City personnel will depend upon the severity and nature of the disaster, and anticipated requirements for support. EOC Command and Field Command The EOC is responsible for the overall operation of the city's response to the disaster, which includes declaring the emergency of a disaster and requesting local, state and federal aid to mitigate the disaster. The primary function of the EOC is to develop, monitor and evaluate overall strategy employed toward the goal of preserving life and property and restoring the community. Accomplishment of the strategy will generally be through the following means: 1. Execution of the developed strategy through the Lead Field Agency. 2. Coordination of multiple agencies and resources required to accomplish identified goals. 3. Proactive media relations. 4. Technical assistance to assist the EOC Command in strategic decision making. 5. Provision of financial and administrative resources to accomplish the goals of the developed strategy. The City Manager (or his/her designee) commands the EOC and will make all major policy decisions and advise the Mayor and City Council regarding priorities for distribution of effort to various stricken areas. The Emergency Management Director (Fire Chief) will assist the City Manager. All department directors will consult with the City Manager before reaching policy decisions or recommending major actions. If appropriate, the City Manager may appoint a Director of Field Operations (DFO) following mobilization of department directors and analysis of current situation. Until a DFO is assigned, the Incident Commander shall serve as Director of Field Operations. Location of Primary and Alternate EOC 1. Location of the City's primary EOC is in the Garden Level at City Hall, 100 E. Santa Fe. 2. Location of the first alternate EOC is the training room at Fire Administration, 1225 S. Hamilton Circle. Maintenance of EOCs The Fire Chief in his or her position of Emergency Management Director is responsible for coordinating and maintaining the operational readiness of both the primary and alternate City EOCs. Basic Plan 47

48 Authority to Activate the EOC The City EOC may be activated by the following persons or their designees: City Manager Assistant City Manager Fire Chief/Emergency Management Director Police Chief Public Works Director If the EOC is activated by personnel other than the Emergency Management Director, the Emergency Management Director (or his/her designee) should be consulted as soon as practical. Authority to Request EOC Activation Personnel not authorized to activate the EOC may request EOC activation through the chain of command. Procedure to Activate the EOC To activate the EOC, the Emergency Management Director (or his/her designee) shall make the following notifications: 1. Telephone call to the Johnson County ECC (Fire Dispatch). 2. Telephone call to the Johnson County Sheriff s Office Communications Division (Law Enforcement Dispatch). 3. the City s Emergency Management Advisory Team. 4. Post to Johnson County Key Events and City EOC Activations Boards in WebEOC. 5. Any other means necessary to disseminate the EOC activation message. The Emergency Management Director (or his/her designee) shall indicate whether a Level 1, 2 or 3 activation has occurred and the response that is requested. Level 1 Activation *Activation Criteria: This could be considered an increased readiness phase of operations such as weather related events where close monitoring by City Department Operations Centers (DOCs) and/or Emergency Management Division staff is needed. The EOC does not need to be staffed as monitoring can be accomplished remotely. Basic Plan 48

49 Level 2 Activation *Activation Criteria: Any incident or impending incident, requiring the presence of emergency service personnel and others to be in close contact with each other to manage the incident. Selected individuals/departments may be requested to respond at this level in lieu of a full Level 3 activation. *Staffing: Upon activation of the EOC at Level 2, the following positions shall be notified to report to the designated EOC as a Level 2 response (actual notifications will be by radio, pager, telephone, text message and/or ). It is up to each individual contacted to respond or delegate staffing to the EOC. City Manager Fire Chief Police Chief Public Works Director Communication and Customer Services Director Level 3 Activation *Activation Criteria: A major disaster requiring coordination of the efforts of elected officials and top-level management in conjunction with the emergency services and support agencies. * Staffing: The following positions shall be notified to report to the designated EOC as a Level 3 Response (in addition to the personnel listed in the Level 2 activation above). It is up to each individual contacted to respond or delegate staffing to the EOC. Mayor City Attorney City Clerk Chief Building Official Resource Management Director Information Technology Solutions Director Parks and Recreation Director Procedure to Deactivate the EOC The Emergency Management Director will deactivate the EOC when threats diminish or at the conclusion of a disaster. The personnel listed above in the Procedure to Activate the EOC will be notified of the deactivation. The EOC status when deactivated will be referred to as Level 0. Basic Plan 49

50 Recovery Presidential Disaster Declaration Requests for federal disaster assistance will be predicated on the requirements outlined in the Robert T. Stafford Relief and Assistance Act (Public Law ). After the City conducts a rapid disaster assessment and reports to the EOC, the City may request assistance through the County EOC for the Kansas Assessment Team (KAT) to be activated. The County then makes a request to the State EOC which will deploy the KAT to conduct a joint local/state comprehensive disaster assessment on homes and businesses. Based on the KAT s data, a preliminary damage assessment (PDA) may be scheduled that includes the Federal Emergency Management Agency (FEMA) and the Small Business Administration (SBA). The Public Assistance (PA) Program may deploy teams to inspect those areas affected that meet the PA program criteria. Joint Field Office (JFO) The Joint Field Office is the primary field location for the coordination of federal and state recovery operations. The Federal Coordinating Officer (FCO) and the State Coordinating Officer (SCO) co-locate as well as other federal and state personnel. Recovery and mitigation operations, logistics, information and planning, financial management and general administration are coordinated at the JFO. Recovery Field Operations Following a disaster, with or without a Presidential Declaration, the City/County/State may deploy several specialized recovery teams (personnel) and centers (facilities) into a disaster area. Recovery Personnel Kansas Assessment Team (KAT) Teams of qualified personnel, including building inspectors, structural engineers, and architects, who will gather information and perform an assessment of all structures and property in the disaster area. Teams of administrative personnel will compile the gathered information to facilitate the application process for local, state and federal disaster assistance programs. Community Relations (CR) Team A team that is deployed to disseminate information and collect data to assist disaster-affected communities and eligible individuals in receiving assistance. The primary function of this team is to identify and report unmet needs and to inform disaster victims of the disaster assistance programs and registration process. Unmet Needs Committee A committee that helps identify unmet needs and possible assistance. Such committees are comprised of volunteer agencies, private sector representatives, and governmental agencies. Basic Plan 50

51 Human Needs Assessment Team A team that is deployed immediately after a disaster and before the establishment of a JFO to help communities assess and report the immediate needs of disaster victims. Insurance Department Team Members of the Kansas Insurance Department assist policy owners following a disaster. Recovery Facilities Incident Command Post (ICP) The field location at which the primary tactical-level on scene incident command functions are performed. The ICP may be co-located with the incident base or other incident facilities. Area Command/Unified Area Command (UAC)s An organization established (1) to oversee the management of multiple incidents that are each being handled by ICS organization, or (2) to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Area command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed and ensure that objectives are met and strategies followed. Area command becomes Unified Area Command when incidents are multi-jurisdictional. Area Command may be established at an emergency operations center facility or at some location other than the command post. Disaster Recovery Center (DRC) Centers that are set up in a disaster area to provide information on the complete range of disaster assistance that is available. The responsibility for managing these centers is jointly shared by the state, FEMA and the county where the center is located. Donations Management Warehouse & Distribution Center A Donations Management Warehouse is a large facility equipped to receive unsolicited goods, which have not been directed to a specific location. The center is co-managed between the Kansas Division of Emergency Management and the Salvation Army. A local distribution center is a site in or near the disaster area where goods are dispersed directly to disaster victims. Joint Field Office (JFO) The JFO is a temporary Federal facility established locally to coordinate operational Federal assistance activities to the affected jurisdiction(s) during Incidents of National Significance. The JFO is a multi-agency center that provides a central point of coordination for Federal, State, local, tribal, non-governmental and private-sector organizations with primary responsibility for threat response and incident support and coordination. The JFO enables the effective and efficient coordination of Federal incident-related prevention, preparedness, response, and recovery actions. The JFO replaces the Disaster Field Office and accommodated all entities (or their designated representatives) essential to incident management, information-sharing and the delivery of disaster assistance and other support. Basic Plan 51

52 Public Assistance (PA) Activities A Presidential Disaster Declaration initiates a process that begins with applicants filing a Request for Public Assistance at an applicant s briefing. These briefings are publicized through the media and notifications to county emergency management directors in accordance with 44 CFR-206 Subpart G & H. Project worksheets are prepared for eligible emergency costs and eligible cost for restoration of damaged facilities. The federal share for reimbursement under most federal declaration is currently 75 percent. The 25 percent non-federal share is normally provided from a combination of State and local sources in accordance with policies established by the Executive Office of the Governor and the Kansas Legislature. In addition, the federal government does provide for an administrative cost allowance for each eligible project that is 100 percent federally funded. The State serves as the Grantee and eligible applicants are Sub-grantees under the federal disaster assistance program. Contractual agreements with Kansas Division of Emergency Management (KDEM) are executed with applicants with all reimbursements coming through the Division. Documentation, record keeping, inspections and final closeouts are overseen and approved by the KDEM. Individual Assistance (IA) Activities Once a Presidential Declaration has been issued that authorizes IA, the State IA Officer will coordinate with a federal counterpart on all related individual assistance programs, as defined and prescribed in 44 CFR, Part 206, Subparts D, E and F. The primary means of applying for IA will be made through a National Tele-registration toll-free number. Disasters that do not support the criteria for requesting IA as part of a Presidential Disaster Declaration may meet the criteria for other federal assistance. Basic Plan 52

53 Restoration of City and Public Services Efforts to restore city and public services to a basic functioning level shall be generally prioritized as follows: Tier I Tier II Tier III Vehicle access to emergency medical facilities Emergency services Water production and distribution Wastewater collection and treatment Electrical Service Telephone Service Natural Gas Service Vehicle access on arterial and collector roadways All other city and public services will be restored as soon as possible at the direction of the City Manager Basic Plan 53

54 Mitigation State Mitigation Programs (pre-disaster) The National Flood Insurance Program (NFIP) The Department of Agriculture Division of Water Resources (DWR), provides technical assistance to the public and communities on the NFIP. The NFIP provides flood insurance to communities that agree to implement land use planning and construction requirements to reduce flood damage in their jurisdiction. These land use and construction requirements apply to all new construction and substantial improvements to existing structures in the community s Special Flood Hazard Areas (SFHAs). The Community Rating System (CRS) is an integral part of the NFIP. Through reduced flood insurance premiums, the CRS provides incentives to communities that go beyond the minimum flood plain management requirements established through the NFIP. The Flood Mitigation Assistance Program (FMAP) KDEM administers the FMAP. This program makes federal funds available pre-disaster to fund mitigation projects in communities participating in the NFIP. These funds have a 25 percent non-federal match requirement. The overall goal of the FMAP is to fund cost effective measures that reduce or eliminate the long-term risk of flood damage to NFIP insurable structures. This is accomplished through reduction of the number of repetitively or substantially damaged structures. State Hazard Mitigation Planning The State Hazard Mitigation Plan is updated annually or in the aftermath of a disaster at the direction of the State Hazard Mitigation Officer (SHMO) as necessary. Additionally, the mitigation staff continues to provide technical assistance to communities on the development, implementation, and maintenance of local mitigation strategies. State Hazard Mitigation Activities (post-disaster) Post-disaster mitigation activities at the JFO require a well orchestrated and coordinated effort among the various levels of governments. This PA program assures that the mitigation opportunities provided under Section 404 of the Stafford Act are realized. Also, Section 406 of the Stafford Act provides for direct federal assistance for repairs and improvements to eligible damaged public facilities. Mitigation measures (improvements) must be identified in the Project Worksheets. The award of Section 406 hazard mitigation projects is at the discretion of the FEMA Regional Director. Basic Plan 54

55 Continuity of Government City Council Meeting Location In the event that the City Council Chamber at City Hall is uninhabitable or inaccessible, the City Council may meet at any place within or without the City limits on the call of the Mayor and/or City Manager, or any two members of the City Council. The primary alternate site for the City Council to meet is the training room at the (1) Olathe Fire Department, 1225 S. Hamilton Circle, (2) Municipal Services, 1385 S. Robinson or (3) Municipal Court Room, 1200 S. Harrison St. (see section , Olathe Municipal Code). In the event that a special meeting of the Olathe City Council is called, the City Clerk is responsible for coordinating the notification of each City Councilmember and the set up of the meeting place. The Communication and Customer Services Director shall work with the City Clerk to notify the media and distribute notices as required by law. Emergency Interim Successors for Non-Elected City Officers In the event the nature of the emergency prevents some personnel from fulfilling their duties, the City Manager shall designate an emergency interim successor for such positions. If the City Manager is unavailable during an emergency, the line of succession is: 1. Assistant City Manager 2. Fire Chief/Emergency Management Director (or his/her designee) 3. Police Chief (or his/her designee) Emergency Actions The EOP assigns primary and support responsibilities to City departments and outside agencies and organizations. Specific emergency delegations are contained in this plan. The Department Directors will delegate who from the Emergency Management Advisory Team (EMAT) representatives will act as coordinating officer in the EOC. Preservation of Records It is the responsibility of tasked departments to ensure that important documents are safeguarded in accordance with their department s Standard Operations Procedures and City records management policies. Basic Plan 55

56 Administration and Support Requests for County, State or Federal assistance will be made through JCDEM. Exceptions to this are detailed in federal, hazard-specific contingency plans and procedures. Agreements and Understandings All agreements and understandings entered into for the purchase, lease, or otherwise use of equipment, facilities, and services will be in accordance with provisions of state law, local law and procedures. The declaration of a local emergency, issued by the mayor, may suspend selected rules and regulations that impede emergency response and recovery operations. Reports and Records In addition to individual intra-agency recording and reporting requirements, all primary and support member departments will provide emergency management report in accordance with this plan, its annexes (ESFs), and procedures. Based on situational requirements, operational reports will be submitted to the Emergency Management Director for review and consolidation. All documentation from the usage of WebEOC will also be printed and retained as incident documentation. Upon determination of need, the Governor or Kansas Division of Emergency Management may authorize and impose additional emergency recording and reporting requirements applicable to local governments and state agencies. Expenditures and Record Keeping Deliberate financial tracking is required to help ensure state and federal reimbursement in the event of a Presidential Disaster Declaration. Each department is responsible for establishing administrative controls necessary to manage the expenditures of funds. In addition, each department is to provide reasonable accountability and justification for federal reimbursement in accordance with the established federal program guidelines, or standard cost accounting procedures, if acceptable by the reimbursing federal agency. During disaster operations, all departments will: Maintain records of all expenditures to provide clear and reasonable justification for budgeted requests for reimbursement. Develop procedures to ensure financial records clear and unambiguously identify disasterrelated expenditures. Use available resources and personnel, as reasonable, to cope with the emergency situation. Basic Plan 56

57 Maintain sight of the mission identified in the EOP when taking actions and incurring costs. The purchase, storage, maintenance, replenishment and replacement of equipment and supplies in a disaster are the responsibility of the applicable agency. Departments with emergency responsibilities will be familiar with the rules and guidance for making emergency purchases and contracts. When activated, departments will work with ESF #7 Resource support to accomplish emergency purchases and contracts. Under the provisions of EMAC, Kansas is responsible for the reimbursement of expenses incurred by responding states during the delivery of mutual aid or for the out-of-state sheltering or repatriation of Kansas residents. Kansas is likewise responsible for the computation and submission of bills for reimbursement of expenses incurred while responding to a requesting state. Critiques In consultation with appropriate supporting departments, agencies or non-governmental organizations, the department having primary lead responsibility will develop a written critique report following the conclusion of a significant event, incident or exercise, which will be provided to Olathe Emergency Management. The critique conducted will entail both written and verbal input from all appropriate participants, including field personnel. Basic Plan 57

58 Glossary Airborne Release Blizzard Warning Disaster Emergency Emergency Operations Centers (EOCs) Emergency Public Information Essential Personnel Evacuation Freezing Rain or Freezing Drizzle Advisory Release of any chemical into the air. Issued for sustained or gusty winds of 35 mph or more, and falling or blowing snow creating visibility at or below 1/4 mile. These conditions should persist for at least three hours. A disaster is a non-routine event that exceeds the capacity of the affected area to respond to it in such a way as to save lives, to preserve property, and to maintain the social, ecological, economic, and political stability of the affected region. A situation created by an accidental release or spill of hazardous chemicals which poses a threat to the safety of workers, residents, the environment or property. The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement and medical services), by jurisdiction (e.g., Federal, State, regional, county, city, tribal) or some combination thereof. Information that is disseminated primarily in anticipation of an emergency or during an emergency. In addition to providing situational information to the public, it also frequently provides directive actions required to be taken by the general public. Employees responsible for services that cannot be deferred to another time or place. Organized, phased and supervised withdrawal, dispersal or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas. Freezing precipitation will likely make roads slick at times. The ice coating is not forecast to be substantial. Note about Advisories: Advisories may also be issued for Dense Fog, Severe Wind Chill, Blowing Snow or any other weather condition that may hamper travel or be unusually dangerous. Basic Plan 58

59 Hazardous Material Any substance or material in a quantity or form which may be harmful to humans, animals, crops, water systems, or other elements of the environment if accidentally released. Hazardous materials include explosives, gases (compressed, liquefied, or dissolved), flammable and combustible liquids, flammable solids or substances, oxidizing substances, poisonous and infectious substances, radioactive materials, corrosives, and other miscellaneous materials. Incident Action Plan (IAP) Incident Command Post (ICP) Incident Command System (ICS) Incident Commander (IC): Incident: Level of Concern (LOC) Basic Plan An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. The field location at which the primary tactical-level, on-scene incident command functions are performed. The ICP may be co-located with the incident base or other incident facilities and is normally identified by a green rotating or flashing light. A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations. The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. An occurrence or event, natural or human-caused, that requires an emergency response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies and other occurrences requiring an emergency response. The concentration of an extremely hazardous substance in the air above 59

60 which there may be serious irreversible health effects or death as a result of a single exposure for a relatively short period of time. Major Disaster Outdoor Warning System (Siren) Plume Preparedness Prevention Public Information Officer Basic Plan As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of States, tribes, local governments and disaster relief organizations in alleviating the damage, loss, hardship or suffering caused thereby. Activated when the formation of a tornado has been confirmed by a certified spotter or by the National Weather Service (NWS) on their weather radar, and when the NWS issues a Tornado Warning. The siren is a three minute steady tone designed to warn persons outdoors. Anyone in audible range should seek the closest available shelter immediately. Effluent cloud resulting from a continuous source release of hazardous material. The range of deliberate, critical tasks and activities necessary to build, sustain and improve the operational capability to prevent, protect against, respond to and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private-sector and nongovernmental organizations to identify threats, determine vulnerabilities and identify required resources. Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols and standards for planning, training and exercises, personnel qualification and certification, equipment certification and publication management. Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice. A member of the Command Staff responsible for interfacing with the 60

61 public and media or with other agencies with incident-related information requirements. Recovery Release Response Severe Thunderstorm Warning Severe Thunderstorm Watch Shelter-In-Place (SIP) Snow Advisory Basic Plan The development, coordination and execution of service- and siterestoration plans; the reconstitution of government operations and services; individual, private-sector, nongovernmental and public-assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental and economic restoration; evaluation of the incident to identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future incidents. Any spilling, leaking, pumping, pouring, emitting, emptying, discharging, injecting, escaping, leaching, dumping or disposing into the environment (including the abandonment or discarding of barrels, containers and other closed receptacles) of a chemical. Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice. When weather radar indicates large hail or winds in excess of 58 miles an hour are likely, or when damaging winds and large hail are reported. Usually issued for counties or parts of counties, for a period of 30 minutes to an hour. Advises of an actual threat and the need to take protective action. Issued when atmospheric conditions indicate severe thunderstorms are possible, but the development of tornadoes is not considered likely. Usually issued for an area about 150 miles wide by 200 miles long, for a period of 6 to 8 hours. The Severe Thunderstorm Watch does not rule out tornadoes, but strong winds and large hail are the more probable threat. The purposeful act of staying inside of a building in a predetermined designated area. When snow accumulations, usually one to five inches, will likely make travel difficult. Snow is not forecast to accumulate enough to require a Winter Storm Warning. 61

62 Terrorism Tornado Tornado Warning Tornado Watch Toxic Cloud Toxicity Transport Mode Vapor Dispersion Volunteer Vulnerable Zone Winter Storm Warnings Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources and is a violation of the criminal laws of the United States or of any State or other subdivision of the United States in which it occurs. It is intended to intimidate or coerce the civilian population or influence a government or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Pub. L , 116 Stat (2002). A violently rotating column of air in physical contact with the ground, or causing damage to the ground (ground-based debris). When a tornado has been sighted or when weather radar indicates a tornado is likely forming. Usually issued for counties or parts of counties, for a period of 30 minutes to an hour. Advises of the need to get to shelter immediately. Issued when atmospheric conditions indicate severe thunderstorms and tornadoes may develop. Usually issued for an area about 150 miles wide by 200 miles long for a period of 6 to 8 hours. The Watch is advance notice of the possibility of tornadoes. Airborne mass of gases, vapors, fumes or aerosols of toxic materials. The ability of a substance to cause damage to living tissue, impairment of the central nervous system, severe illness or death when ingested, inhaled or absorbed by the skin. Method of transportation: Highway, rail (trains), water (ship/barges), pipelines, and air (planes). The movement of vapor clouds or plumes in the air due to wind, gravity spreading and mixing. For purposes of the NIMS, a volunteer is any individual accepted to perform services by the lead agency, which has authority to accept volunteer services, when the individual performs services without promise, expectation, or receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and 29 CFR An area over which the airborne concentration of a chemical involved in an accidental release could reach the level of concern (LOC). Issued when hazardous winter weather in the form of heavy snow, heavy freezing rain, or heavy sleet is imminent or occurring. Winter Storm warnings are usually issued hours before the event is expected to begin. Basic Plan 62

63 Winter Storm Watch Alerts the public to the possibility of a blizzard, heavy snow, heavy freezing rain, or heavy sleet. Winter Storm Watches are usually issued 12 to 48 hours before the beginning of a Winter Storm. Basic Plan 63

64 Acronyms/Initialisms ALS APG ARC ARES ATF CBRNE CCC CEOP CERT CISM CMO CONOPS CPG CR CRS DEST DFO DHS DMAT DMORT DOC DOT DRC DWI DWR EAS EBS ECC ECS EF0/EF5 EMAC EMAT EMS EMT EOC EOD EOP EPA EPCRA ERG ESF FAD FBI FCO FD FEMA FMAP GAR Advanced Life Support Administrative Policy Guide American Red Cross Amateur Radio Emergency Services Alcohol, Tobacco & Firearms Chemical, Biological, Radiological, Nuclear & Explosive County Communications Center County Emergency Operations Plan Community Emergency Response Team Critical Incident Stress Management City Manager's Office Concept of Operations Community Preparedness Guide Community Relations Community Rating System Domestic Emergency Support Team Direction of Field Operations Department of Homeland Security Disaster Medical Assistance Team Disaster Mortuary Team Department Operations Center Department of Transportation Disaster Recovery Center Disaster Welfare Inquiry Department of Agriculture Department of Water Resources Emergency Alert System Emergency Broadcast System (Old Terminology) Emergency Communications Center Emergency Communications Services Enhanced Fujita Scale (tornado strength rating) Emergency Management Assistance Compact Emergency Management Advisory Team Emergency Medical Service Emergency Medical Technician Emergency Operations Center Explosive Ordnance Disposal Emergency Operations Plan Environmental Protection Agency Emergency Planning and Community Right to Know Act Emergency Response Guidebook Emergency Support Function Foreign Animal Disease Federal Bureau of Investigation Federal Coordinating Officer Fire Department Federal Emergency Management Agency Flood Mitigation Assistance Program Governor's Authorized Representative Basic Plan 64

65 GIS HAZMAT HMPG HSOC HSPD IA IAP IC ICP ICS IEMS ITS JCDEM JFO JIC JIS JTTF KAR KAT KBI KCCOAD KDHE KDEM KHP KRP KSA LEOP LEPC MARC MCI MERS MMRS MOU NAWAS NFIP NGO NIMS NOAA NRF NWS OCEANS PA PDA PIO PPE PSAP RACES RAMBIS SAC SBA Geographic Information System Hazardous Material Hazard Mitigation Grant Program Homeland Security Operations Center Homeland Security Presidential Directive Individual Assistance Incident Action Plan Incident Commander Incident Command Post Incident Command System Integrated Emergency Management System Information Technology Solutions Johnson County Division of Emergency Management Joint Field Office Joint Information Center Joint Information System Joint Terrorism Task Force Kansas Administrative Regulation Kansas Assessment Team Kansas Bureau of Investigation Kansas City Community Organizations Active in Disaster Kansas Department of Health and Environment Kansas Division of Emergency Management Kansas Highway Patrol Kansas Response Plan Kansas Statutues Annotated Local Emergency Operations Plan Local Emergency Planning Committee Mid-America Regional Council Mass Casualty Incident Metropolitan Emergency Radio System Metropolitatn Medical Response System Memorandum of Understanding National Warning Alert System National Flood Insurance Program Non-governmental Organization National Incident Management System National Oceanographic and Atmospheric Association National Response Framework National Weather Service Olathe Community Emergency Alert Notification System Public Assistance Preliminary Damage Assessment Public Information Officer Personal Protective Equipment Public Safety Answering Point Radio Amateur Civil Emergency Services Regional Area Multi Band Integrated System Special Agent in Charge Small Business Administration Basic Plan 65

66 SCO SEOC SFHA SHMO SLG SOG SPC TAG TICP UAC UASI UC US&R VMAT VRC WMD State Coordinating Officer State Emergency Operations Center Special Flood Hazard Areas State Hazard Mitigation Officer State and Local Guide Standard Operating Guideline Storm Prediction Center The Adjutant General Tactical Interoperable Communications Plan Unified Area Command Urban Area Security Initiative Unified Command Urban Search and Rescue Veterinarian Medical Assistance Team Volunteer Reception Center Weapons of Mass Destruction Basic Plan 66

67 Emergency Support Functions City of Olathe Emergency Support Functions Transportation Communications Public Works & Engineering Firefighting Emergency Management Mass Care Resource Management Public Health & Medical Services Search and Rescue Hazardous Materials Agriculture, Animal Health & Natural Resources Energy & Utilities Law Enforcement Assessment & Recovery Public Information Department/Division/Organization City Manager's Office (CMO) S S S S S Communication & Customer Service S S S S S S S S S S S S S P Fire Department - Building Codes S S S S S S Fire Department - Emergency Management S S S S P S S S S S S S S P S Fire Department - Emergency Services/Special Ops. S S S P S S S P P S S Information Technology Solutions S S S S Legal S S S S Parks & Recreation S S P S Parks & Recreation - City Facilities Maintenance S S P S Parks & Recreation - Housing Services P S S S S Police S S S S S S S S S S P P S S Public Works - City Planning Services P S S P S Public Works - Environmental Services P S S P S Public Works - Field Operations S P S S S S P S Public Works - Infrastructure Management P P S S S P S Public Works - Solid Waste P S S P S Public Works - Strategic Management S P S S P S Resource Management - City Clerk S P S S Resource Management - Human Resources S P S S Resource Management - Strategic Financial Mgmt. S P S S

68 Emergency Support Functions City of Olathe Emergency Support Functions Transportation Communications Public Works & Engineering Firefighting Emergency Management Mass Care Resource Management Public Health & Medical Services Search and Rescue Hazardous Materials Agriculture, Animal Health & Natural Resources Energy & Utilities Law Enforcement Assessment & Recovery Public Information Department/Division/Organization Johnson County CISM Team S Johnson County Coroner Johnson County Division of Emerg. Mgmt. (JCDEM) S S S S S S S S S S S S S S S Johnson County Emerg. Comm. Center (ECC) P S S S P Johnson County Environmental Johnson County Extension Office P S Johnson County Med-Act S P S S Johnson County Health Dept. (JCHD) Johnson County Mental Health Johnson County Sheriff P S P S P P Kansas Dept. of Health & Environment (KDHE) Amateur Radio Emergency Service (ARES, RACES) S S American Legion S S American Red Cross P S S Area & Regional Hospitals S Energy/Utility Providers s First Student, Inc. S 68

69 Emergency Support Functions City of Olathe Emergency Support Functions Transportation Communications Public Works & Engineering Firefighting Emergency Management Mass Care Resource Management Public Health & Medical Services Search and Rescue Hazardous Materials Agriculture, Animal Health & Natural Resources Energy & Utilities Law Enforcement Assessment & Recovery Public Information Department/Division/Organization Mid America Nazarene University S Olathe School District S S Salvation Army S United Way of Greater Kansas City (211) s Veternarians (KCVMA, SART & CART) S Volunteers (including CERT) S S P = Primary Agency S = Support Agency 69

70 Emergency Support Function (ESF) #1 Transportation ESF #1 Coordinators: Primary Agency: Support Agencies: Parks and Recreation, Housing Services Manager Public Works, Infrastructure Manager Parks and Recreation, Housing Services Division Public Works, Infrastructure Management Division Fire Department Police Department Public Works, Field Operations Division Public Works, Strategic Management Division Johnson County Division of Emergency Management (JCDEM) First Student, Inc. Olathe School District #233 Purpose Emergency Support Function (ESF) #1 Transportation addresses the coordination of emergency transportation assistance and the maintenance of transportation routes during a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #1 is a functional annex to the EOP. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in transportation activities required to support disaster response and recovery operations in the City of Olathe. Specifically, this ESF addresses: Movement of people, resources and domestic pets. Restoration of transportation infrastructure. Coordination of resource movement. Traffic restrictions and transportation safety. Mutual aid and private sector transportation resources.

71 Situation and Assumptions 1. Olathe Public Works Infrastructure Management is the primary agency for providing ESF #1 technical assistance, engineering and construction management resources and support during response activities. 2. Olathe Parks and Recreation Housing Services is the primary agency for providing/coordinating ESF #1 public/mass transportation during a disaster. 3. Olathe has three major highways (I-35, K-10 and US-169) that carry large amounts of vehicular traffic. Several rail lines run through the area and an intermodal facility exists within a few miles of the City. Two of the busiest airports in Kansas reside in and adjacent to Olathe Johnson County Executive Airport and New Century AirCenter. The New Century AirCenter s runways can be used for large commercial aircraft. 4. A disaster could severely damage the civil transportation system throughout the impacted area. 5. Many local transportation activities could be hampered by damaged facilities, equipment and infrastructure. 6. Olathe s transportation infrastructure could sustain damage, limiting access to and within the disaster area. 7. Local transportation resources will become overwhelmed and outside resource assistance may be required. 8. First responders will have difficulty accessing areas immediately following a disaster. 9. Disaster emergency relief resources might be given priority traffic routes following a disaster. 10. The primary means of transporting people from a disaster area will be by private vehicle. Public transportation will be provided depending on availability. Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #1 Coordinator of EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #1 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. ESF #1 Transportation 2

72 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 8. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. ESF #1 applies to all agencies and organizations with assigned emergency responsibilities in the EOP. The ESF #1 Coordinators and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 2. Transportation of individuals will be coordinated with the appropriate agency responsible for their welfare. Some agencies that can be utilized will be the Olathe Parks and Recreation Housing Services, Unified School District #233 and First Student, Inc. 3. The City EOC will serve as the central location for the City of Olathe for interagency coordination and executive decision-making, including all activities within ESF #1. 4. All evacuation and transportation activities will be coordinated through the City EOC that will serve as the source of all direction and control for a single-jurisdictional event. Multijurisdictional events will be coordinated through the County EOC. In addition, the City of Olathe will utilize and interface the regional coordination guide and regional emergency support functions during emergency management incidents. 5. Parks and Recreation Housing Services in conjunction with Olathe Public Works Infrastructure Management representatives will be responsible for coordinating resources within the scope of this function. Requirements include the movement of people and domestic pets, maintenance of transportation routes and coordinating the use of equipment to move resources and supplies. 6. Close coordination is maintained with local and County, State and Federal officials to determine potential needs for support and the most expeditious means of acquiring the support. A memorandum of understanding exists with the private sector (First Student, Inc.) to provide mass transportation during a disaster. Various components of the incident management systems will be used for collecting, processing, and disseminating information. This would include but be not limited to Olathe s Automated Traffic Management System (ATMS) and the KC Scout System (a partnership of the Kansas and Missouri Departments of Transportation). ESF #1 Transportation 3

73 Evacuation 1. During a declared state of disaster, KSA (c) (5) & (7) authorizes the Governor to order (i.e. direct and compel) the evacuation of all or part of a population and any area of the state stricken or threatened by the disaster, and to control ingress and egress of persons to and from the disaster area. 2. Subsequent to the State Statute, the Olathe Emergency Operation Act Title II, Section , states of the Powers of the City Manager: (b) The City Manager may in the interest of public safety and welfare make any or all of the following orders or actions: (1) Direct and compel the evacuation of all or part of the population from any area of the City stricken or threatened by a disaster, if the City Manager deems this action necessary for the preservation of life or other disaster mitigation, response or recovery. (2) Prescribe routes, modes of transportation and destinations in connection with such evacuation. (3) Control ingress and egress to and from a disaster area, the movement of persons within the area and the occupancy of premise therein. (4) Order that no person shall enter any area designated by City Manager as a restricted area unless in the performance of official duties or with written permission from any City employee or such person shall prove residence therein. 3. In addition, Title II also incorporates the following: Minor Disasters. In the event that a minor disaster of a local nature, including accidents or major disturbance, has occurred and a state of local disaster emergency is not declared, the City Manager, Emergency Management Director, Director of Code Enforcement, Police Chief or Fire Chief and city employees acting under the authority of the department heads shall have the authority to take reasonable steps whatsoever, including evacuation and/or restriction to the designated area, necessary to protect the public safety, health and welfare or to protect any individual located within the area of the disaster. 4. The on-scene Incident Commanders are responsible for making evacuation decisions related to a specific incident, especially where life safety is an immediate consideration. In the case of a widespread disaster or when the decision to evacuate is not a matter of immediate life-safety, the decision will be made by the City Manager s Office as directed in Title II. 5. Hazardous Materials Incidents The IC from the Olathe Fire Department will order an initial evacuation of the impacted area around the incident site. The routes of evacuation and staging areas for the evacuees will be determined by coordination between the Olathe Police and Fire Departments. The necessity of additional evacuation will be determined by the IC in conjunction with the evaluations of the incident by the Hazardous Materials Team (See ESF #10 Hazardous Materials). It will be necessary to coordinate evacuation procedures with all representatives in the Unified Command and with the Duty Officer at the Fire Department Operations Center (DOC). 6. When an evacuation is anticipated, the IC will notify Emergency Management personnel so that necessary services can be activated and coordinated. The Emergency Management Director will ESF #1 Transportation 4

74 notify JCDEM/the County EOC. Kansas Department of Emergency Management (KDEM) will be notified by JCDEM/the County EOC. 7. In general, evacuation criteria will take into account variables such as demographics of the region, immediacy, seriousness and expected duration of the threat, vulnerable populations at risk and adequacy/availability of evacuation routes. 8. Natural Hazards a. Additional criteria to be considered with natural hazards may include floodplain data, forecasts for ravine or flash flooding, rangeland fire danger indices, and other hazard specific warnings or advisories promulgated by the National Weather Service. 9. Technological Hazards a. Additional criteria to be considered in technological hazard situations may include the hazard classification of dams, the quantity, toxicity, concentration, flammability and/or explosiveness, projected path, proximity of other hazards and time-distance-shielding factors for hazardous chemicals. 10. Human-Caused Hazards/Civil Hazards a. In the event of incidents of civil disorder, the Olathe Police Department will take the lead as Incident Command and will direct affected populations as to the option of sheltering-in-place or evacuation. Decisions will be based on the threat of the specific incident and the resources available to implement an evacuation plan. 11. Extremely Hazardous Substances (EHS) Facility Plans a. Precautionary evacuation route will be identified in the hazard analysis of all fixed facilities having EHS materials exciting established threshold planning quantity or 500 pounds, whichever is less. 12. Other Facility Plans a. Functional Needs populations (i.e. hospitals, nursing homes, schools, correctional facilities, etc.) are responsible for developing specific evacuation plans for their facilities. The Olathe Emergency Management Office will work with JCDEM to ensure inter-agency coordination is accomplished where needed. 13. In situations where rapid evacuation is critical to the safety and health of the population, the onscene Incident Commander (IC) may issue an evacuation advisory. The on-scene IC will either be a representative of Olathe Fire Department or Olathe Police Department. In all such cases, the City Manager or his/her representative will be advised as soon as possible. Other less immediate types of evacuation advisories will be issued as noted above. 14. In all situations, other than those involving immediate life safety concerns, decisions on whether and/or when to evacuate will always be made after consulting with the appropriate City departments and agencies, and will be coordinated with all jurisdictions affected. 15. There are numerous transportation routes throughout the City that may become critical during emergency situations. ESF #1 Transportation 5

75 16. The U.S. Department of Transportation (DOT) Emergency Response Guidebook (ERG) provides suggested distances for protecting, isolating, or evacuating people from hazardous materials spills. The information in this Guidebook will be used by the IC to determine areas to be evacuated or areas for which shelter will be recommended. Copies of the ERG are provided to City response agencies as each new edition is made available for public use. Copies of the ERG will also be kept in the City EOC as well as the Fire Department DOC. 17. Whenever possible, evacuees should be encouraged to seek shelter with friends or relatives outside the unaffected area. The Lead PIO will work closely with the local media to disseminate information regarding the event as described in ESF # 15 Public Information. 18. The Olathe Police Department will facilitate the securing of the evacuated area. The City Public Works Department has heavy equipment that may be used to move supplies and equipment to support emergency operations. Equipment resource lists will be maintained by Public Works. 19. Because of its critical nature, the assessment of damage and, if necessary, the restoration and protection of transportation infrastructure and resources will be a priority during emergency operations. Olathe Public Works will take the lead in this type of damage assessment. 20. When the disaster situation has stabilized and it is again safe to return to a previously evacuated area, the authorization to allow re-entry will be given by the City EOC, the Incident Commander or otherwise as directed. Functional Needs or Displaced Populations 1. Most businesses, schools, hospitals, nursing homes, etc. have developed internal plans for providing expedient shelter within the facilities. While neither the City nor the County have designated shelters for protection from natural or technological hazards, it does coordinate the activation of shelters for the purpose of providing mass care and shelters for persons displaced from their homes (see also ESF #6 Mass Care, Feeding and Sheltering). 2. Schools, hospitals, nursing homes and daycare centers are responsible for ensuring the overall safety and well-being of their students, patients, residents, staff and visitors to their facilities. To that end, emergency plans should be developed taking into account the hazards to which those facilities might reasonably be exposed. Such hazards include, but are not limited to, natural, technological and human-caused disasters, fire/explosion, physical plant and/or utility failure, security threats and vehicular accidents. These vulnerable populations are encouraged to be pro-active in developing and implementing their plans. 3. Local private resources have vans and buses capable of transporting people with disabilities. In addition, the City operates wheel-chair lift vans. A list of the private companies with transportation capabilities will be maintained by Parks and Recreation, Housing Services Division as well as the Emergency Management Division of the Fire Department in the EOC. ESF #1 Transportation 6

76 Pet Evacuees 1. The coordination of the City of Olathe s Animals in Disaster Plan will be facilitated by the Olathe Police Department s Animal Control Division. Citizens should remember their pets when planning for disasters (food, bottled water, leashes, collars, medications, etc.). 2. For large scale incidents, see ESF # 11 Animal Welfare, which includes animal health in disasters. Coordination will occur with the County EOC in the event local resources are tasked to coordinate pet shelter activities. Coordination will also be needed with the County Extension Office or other farm-related agencies for issues regarding livestock. The most appropriate shelter location(s) will be determined at the time of the incident depending on the area(s) impacted and the facilities available out of harm s way. Information to the public will be broadcast through the local media based on provisions of ESF #15 Public Information. Shelter-In-Place 1. If evacuation is not an option, another protective option to consider is isolating people from the hazard by keeping them indoors and away from the outside air. The decision to shelter-in-place takes into account many of the same variables as evacuations. Shelter-in-place is often the more practical option when the danger is immediate or when the threat will be less serious or relatively short-term in nature. 2. Due to the nature of shelter-in-place operations, it is critical that the public be well informed and prepared to take responsibility for their own safety. Information on shelter-in place is available in Olathe s Safe Neighborhood Workbook available through the Emergency Management Division or on-line under Emergency Preparedness at ESF #1 Transportation 7

77 3. Roles and Responsibilities Preparedness Response Recovery Mitigation Preparedness Response Parks and Recreation, Housing Services Division Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #1 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #1 activities involving the movement of special needs populations. Assist the ESF #1 Team with other transportation needs. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #1. Collect and analyze information relevant to ESF #1 and report in WebEOC and EOC documents. Coordinate the ESF #1 support of recovery activities. Coordinate the restoration of ESF #1 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #1 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #1 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Public Works, Infrastructure Management Division Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #1 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Develop disaster transportation plans. Participate in disaster exercises. Coordinate all ESF #1 activities involving transportation routes and critical infrastructure. Assist the ESF #1 Team with other transportation needs. Deploy trained individuals to the EOC and/or County EOC as needed. ESF #1 Transportation 8

78 Recovery Mitigation Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #11. Collect and analyze information relevant to ESF #1 and report in WebEOC and EOC documents. Coordinate the ESF #1 support of recovery activities. Coordinate the restoration of ESF #1 resources and/or capabilities as needed. Provide resources to assist with the restoration of critical infrastructure. Replenish supplies and repair damaged equipment. Ensure ESF #1 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #1 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Recovery Mitigation Police Department Assist with ESF #1 preparedness activities. Coordinates Animals in Disasters Plan and has responsibilities as outlined in ESF #11, Animal Welfare. Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Provide traffic control during disasters. Provide resources and personnel to help support the movement of people and equipment. Coordinate response activities with the EOC and/or County EOC as needed. Deploy trained individuals to the EOC and/or County EOC as needed. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Fire Department Assist with ESF #1 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Assist with the coordination of the evacuation of people. Provide resources and personnel to help support the movement of people and equipment. Coordinate response activities with the EOC and/or County EOC as needed. ESF #1 Transportation 9

79 Recovery Mitigation Deploy trained individuals to the EOC and/or County EOC as needed. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Recovery Mitigation Public Works, Field Operations Division Assist with ESF #1 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Provide assistance in moving personnel and equipment to the incident scene. Ensure critical emergency transportation routes can be maintained. Work with other City departments or agencies to designate transportation bases, staging areas and refueling and repair facilities. Coordinate response activities with the EOC and/or County EOC as needed. Deploy trained individuals to the EOC and/or County EOC as needed. Provide resources to assist with the restoration of critical infrastructure. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Recovery Mitigation Public Works, Strategic Management Division Assist with ESF #1 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Deploy trained individuals to the EOC and/or County EOC as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #1 Transportation 10

80 References Johnson County Emergency Operations Plan, ESF #15 Public Information, dated April, City Municipal Code/MOU 2.08, City Emergency Operation Act. Memorandum of Understanding between the City of Olathe and First Student, dated May 19, State Statutes Powers of governor during state of disaster emergency; orders and proclamations, administered by adjutant general Declaration of state of emergency; exemption of drivers of utility service vehicles from certain requirements Common carriers defined Rules and regulations; assessment of costs; conferral with other authorities; agreements; contributions and grants; joint investigations, hearings, orders; duties of attorney general. 66-1,108. Transportation by motor carriers; definitions. 66-1,111. Types of carriers which must comply with act and other applicable laws. 66-1,112. Authority of commission to regulate public motor carriers; rate-making procedures; exemption from state antitrust laws. State Administrative Regulations Definitions General duty of carrier f. General motor carrier safety regulations o. Imminent hazards. Federal Regulations 42 U.S.C EPCRA. 49 U.S.C Transportation of Hazardous Material. Please refer to the Basic Plan for additional Authorities and References. ESF #1 Transportation 11

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82 Emergency Support Function (ESF) #2 Communications ESF #1 Coordinators: Primary Agencies: Support Agencies: Fire Chief Police Chief Fire Department Police Department Johnson County Sheriff s Office, Communications Division Johnson County Emergency Communications Center (ECC) Johnson County Division of Emergency Management (JCDEM) Amateur Radio Services (ARES and RACES) Purpose Emergency Support Function (ESF) #2 Communications addresses the communications procedures and coordination of activities during disasters that affect the City of Olathe. For communications regarding public information and media inquiries, please refer to ESF #15 Public Information. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #2 is a functional annex to the EOP. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in communications activities required to support disaster response and recovery operations in the City of Olathe. Specifically, this ESF addresses: Actions that will be taken to manage communications between on-scene personnel/agencies in order to establish and maintain a common operating picture of the incident. Actions that will be taken to identify and overcome communication shortfalls with the use of alternative methods. Actions that will be taken to manage communications between the on-scene and off-scene personnel agencies. The coordination of and Public Safety Answering Points (PSAPs) during a disaster.

83 Actions that will be taken by the EOC to support and coordinate communications between on and off-scene personnel/agencies. Interoperable communication plans. Actions that will be taken to notify neighboring jurisdictions when necessary. Situation and Assumptions 1. The Communications Division of the Johnson County Sheriff s Office is the primary PSAP for the City of Olathe /Emergency and non-emergency telephone calls for public safety are handled by this division 24 hours a day, as well as radio traffic for the Olathe Police Department and other local law enforcement agencies. The Communications Division is responsible for dispatching and tracking all Olathe Police Department units in the City. The Communications Division is housed in the County Communications Center (CCC) in Olathe. 2. The Johnson County Emergency Communications Center (ECC) is a secondary PSAP for the City of Olathe. The ECC is also housed in the CCC. If a call for service is for fire or EMS, the Sheriff s Office will transfer the call to an ECC call-taker. Call-takers are trained as Emergency Medical Dispatchers. The ECC handles dispatching and radio traffic for all fire and EMS agencies within the county. The ECC is responsible for dispatching and tracking all Olathe Fire Department units in the City. 3. Backup facilities and redundancy plans exist for both PSAPs. 4. Both PSAPs can handle most emergencies without significant delays. 5. Complex information technology and networks have occasional outages. 6. During a disaster, PSAPs will be overwhelmed with 9-1-1/emergency telephone calls, increased radio traffic and technical failures. Busy signals and significant hold times will not be uncommon during a disaster. 7. During a disaster, some services normally provided by the police and fire departments will not be provided. Priority is given to life safety and supersedes property protection. 8. Primary radio communications might fail during a disaster. Backup systems, a radio service augmented or supplemented by amateur radio operators, or temporary radio towers might be needed. 9. Additional communications resources are available through governmental agencies, radio groups, volunteer organizations and private sector entities with auxiliary communications capabilities. The Johnson County Amateur Radio Emergency Service (ARES) and Radio Amateur Civil Emergency Services (RACES) are examples of these resources, and are coordinated through Johnson County Emergency Management. Johnson County Emergency Communication Services (ECS) is the non-profit organization that fulfills RACES function within Johnson County and is activated by JCDEM. ESF #2 Communications 2

84 10. Communication resources throughout the City consist of complex technology networks. 11. Other communication methods include landline telephone, cellular telephone, satellite telephone, internet, fax machines, television, video conferencing, etc. 12. The Olathe Police and Fire Departments utilize the countywide 700 MHz digital radio system, which simplifies interoperable radio communications. 13. Operation centers have direct radio contact with the National Weather Service and other area emergency management agencies by way of the Metropolitan Emergency Radio System (MERS). 14. Regional resources and technology are available. Interoperability is discussed in the Mid- America Regional Council s (MARC) Tactical Interoperable Communications Plan (TICP). The TICP provides operational direction and technical data for using regional interoperable communications systems and resources. It is continually updated as new resources become available to support regional response. 15. A regional area multi band integrated system (RAMBIS) is a cross-band and repeated radio system administered by MARC. 16. The City has National Warning System (NAWAS) capabilities. NAWAS is an automated telephone system used to convey warnings to United States based Federal, State and Local governments. NAWAS is used to disseminate warning information concerning natural and technological disasters. This information includes acts of terrorism including Weapons of Mass Destruction (WMD) after aircraft incidents/accidents, earthquakes, floods, hurricanes, nuclear incidents/accidents, severe thunderstorms, tornadoes, tsunamis and winter storms/blizzards. NAWAS allows issuance of warnings to all stations nationwide or to selected stations as dictated by the situation. 17. EMSystem is a web-based program that provides real-time information on hospital emergency department diversion status, hospital patient capacity, availability of staffed beds and available specialized treatment capabilities. Notifications 1. The Emergency Management Director will not routinely request staffing for this ESF during EOC activations. The ESF #4 Firefighting and ESF #13 Law Enforcement Coordinators and support staff will fill the ESF #2 Coordinator roles, unless determined otherwise by the Emergency Management Director. ESF #2 Communications 3

85 Concept of Operations (ConOps) 1. ESF #2 applies to all agencies and organizations with assigned emergency responsibilities in the EOP. The ESF #2 Coordinators, primary agencies and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 2. The CCC will serve as the central location for the continuation of emergency communication services during a disaster, and those services will continue to be provided by the Sheriff s Office and ECC. The ECC will be the County Coordinating Agency when JCDEM activates ESF #2 during a disaster. Close contact will be maintained with the ESF #2 Coordinators regarding interagency coordination. 3. As stated above in Notifications, the Emergency Management Director will not routinely request staffing for this ESF during EOC activations. The ESF #4 Firefighting and ESF #13 Law Enforcement Coordinators and support staff will fill the ESF #2 Coordinator roles, unless determined otherwise by the Emergency Management Director. 4. The mission of the County ESF #2 Team is to ensure the provision of communications support required to meet the needs generated by disasters affecting Johnson County. 5. The ECC will provide a liaison in the County EOC when necessary. ECC and Sheriff s Office Communications staff might not be available to staff the EOC (City). 6. The Olathe Police Department, ECC and Sheriff s Office have Mobile Command Posts available for deployment during a disaster. 7. The Fire Department and the ECC maintain a cache of standby radios available for deployment and/or outside agency use during a disaster. Roles and Responsibilities Preparedness Response Police and Fire Departments Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #2 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #2 activities involving Emergency Communications. Assist the ESF #2 Team with other Emergency Communication needs. Deploy trained individuals to the EOC and/or County EOC as needed. ESF #2 Communications 4

86 Recovery Mitigation Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #2. Collect and analyze information relevant to ESF #2 and report in WebEOC and EOC documents. Coordinate the ESF #2 support of recovery activities. Coordinate the restoration of ESF #2 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #2 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #2 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Recovery Mitigation ECC and/or Sheriff s Office Maintain primary and redundant systems to ensure communications system remain operable. Provide dispatching services and communications support in disasters. Coordinate the ESF #2 support of recovery activities. Conduct an ESF #2 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References Johnson County Emergency Operations Plan, ESF #2 Communications, dated April, Please refer to the Basic Plan for additional Authorities and References. ESF #2 Communications 5

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88 Emergency Support Function (ESF) #3 Public Works and Engineering ESF #3 Coordinator: Primary Agency: Support Agencies: Public Works Director Public Works Fire Department Police Department Johnson County Division of Emergency Management (JCDEM) Purpose Emergency Support Function (ESF) #3 Public Works and Engineering addresses the coordination of public works and engineering activities during a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the City s Emergency Operations Center (EOC). ESF #3 is a functional annex to the Emergency Operations Plan (EOP). Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF identifies the key policies, concepts of operations, roles and responsibilities and capabilities associated with public works and engineering coordination in the City during and after a disaster. This ESF provides guidance for the organization of Public Works to respond to and recover from disaster events causing damage to public buildings, roads, bridges and other facilities that will have to be repaired, reinforced or demolished to ensure safety and allow for disaster response activities including: Infrastructure protection and emergency restoration Safety inspections and other assistance for first responders Engineering and construction services Liaison with County, State and Federal resources

89 Debris management operations Damage assessment Situation & Assumptions 1. City, County and other resources can be overwhelmed during a disaster. 2. During a disaster, some services normally provided by the City will not be provided. 3. The City is at risk from a variety of hazards and vulnerable to sustain damage to every aspect of infrastructure common to most suburban, non-coastal communities of comparable size. 4. The Public Works Department consists of divisions responsible for maintaining all public streets, traffic signals and signs, water production and delivery, waste water treatment, solid waste collection and disposal and storm water maintenance and control. 5. Equipment inventories are housed in publicly-owned facilities for the support and response to disasters. 6. A Debris Management Plan contract has been executed with private vendors for the removal and disposal of debris from City rights-of-way in declared disasters. 7. Public Works employees are trained to the Hazardous Materials Awareness level according to the OSHA 29 CFR regulation. Employees may be assigned to respond and act only in a support role. This level of training will be regulated by the on-scene safety officer. 8. Timely response with coordinated assignments of Public Works resources will have a direct impact on the City s ability to recover from a disaster. 9. Natural disasters can be anticipated with some degree of advanced warning to pre-activate City resources. Other types of disasters can occur suddenly, overwhelming the abilities to meet expectations for providing services. 10. Public Works employees are expected to act within a degree of assumed risk, but will not be deployed until the direct threat has decreased. 11. Incident Action Plans (IAPs) and mutual aid agreements are in place to provide proactive responses during disasters. 12. Incident priorities are written to include life safety, property conservation and environmental concerns. 13. The public needs timely, accurate, continuous and accessible information regarding disasters. ESF #3 Public Works & Engineering 2

90 Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #3 Coordinator of EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #3 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 7. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Public Works Director is the ESF #3 Coordinator and responsible for coordinating public works and resources in the City. 2. The Public Works Department is the primary agency for coordinating ESF #3 Public Works and Engineering and personnel report to the ESF #3 Coordinator. 3. ESF #3 applies to all agencies and organizations with assigned disaster responsibilities in the EOP. 4. The ESF #3 Coordinator and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 5. Close coordination is maintained with County, State and Federal officials to determine potential needs for support and the most expeditious means of acquiring that support. 6. The EOC will serve as the central location for interagency coordination and decision-making, including all activities associated with ESF #3. 7. The EOC will establish and maintain communication with the County EOC for resource requests. ESF #3 Public Works & Engineering 3

91 8. Disaster Assessments will be performed by Public Works and Fire Department personnel, as described in ESF #14 Assessment and Recovery. 9. Incident Commanders (ICs) will assess the need for Public Works and Engineering resources at the scene(s) and request resources through the EOC. 10. All requests, along with pertinent documentation, will be tracked by the ESF #3 Team in WebEOC. 11. The ESF #3 Coordinator will maintain a list of private contractors for debris removal/disposal. 12. The Public Works Department is tasked with the following emergency roles during a disaster: a. Safety of emergency responders and victims. b. Assessment and reporting of damaged infrastructure. c. Restoring and protection of critical roadways and bridges. d. Stabilization and essential repairs of critical public buildings and other infrastructure. 13. The City maintains fixed emergency electrical backup generators to power critical portions of City facilities. Limited quantities of portable electric generators are available to be used as needed on a priority basis. Debris Removal and Disposal 1. The City has one permitted landfill site at 127 th St. and Hedge Ln. for construction and demolition debris generated by City crews. This site is closed to the public for this type of debris. 2. The City also operates a yard-waste/composting facility at 127 th St. and Hedge Ln. This facility accepts yard waste from the public. 3. During and after a disaster, locations for public debris disposal staging areas will be determined as soon as possible. Transportation routes will also be determined. This information will be disseminated to the public as described in ESF #15 Public Information. 4. Incidents of illegal dumping will continue to be reported to law enforcement during a disaster. 5. Following a locally declared disaster, requirements for public notices for contracts may be modified or waived entirely if deemed necessary for the interest of public safety. See ESF #7 Resource Management for further information. 6. The following is a list of priorities for debris removal: a. Threats to Public Health and Safety, including roadway obstructions that prevent passage of emergency vehicles. b. Prevention of damage that poses a threat of significant added damage to infrastructure. c. Debris that hinders a speedy recovery from economic impact. d. Debris on private property is the responsibility of the owner with the exception of debris that poses a threat to public health and safety. A rite of entry document must be executed to City personnel or contractors to gain access to the property. ESF #3 Public Works & Engineering 4

92 7. Methods of debris removal are identified in the Debris Management Plan. 8. The Field Operations Division (Street Department Section) of Public Works is responsible for snow and ice control as required to provide safe movement of traffic during winter storms. IAPs used during these winter events will be modified for similar use in disaster events for roadway debris removal. 9. Prior to returning temporary debris staging and reduction sites to previous usage, all local, state and federal requirements will be followed. Roles and Responsibilities Preparedness Response Recovery Public Works Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #3 Team (listed above) are accomplished. Maintain an inventory of agency resources. Establish contact with outside resources that can provide disaster support. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #3 activities. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Provide public works and infrastructure management support on a priority basis as outlined in the Basic Plan and this ESF. Inspect damage to streets, bridges and public buildings impacted by emergency incidents. Clear streets and roadways of debris for emergency vehicle access. Make recommendations on priority of repair needs. Make requests for outside assistance for mutual aid as needed. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #3. Collect and analyze information relevant to ESF #3 and report in WebEOC and EOC documents. Coordinate the ESF #3 support of recovery activities. Coordinate the restoration of ESF #3 resources and/or capabilities as needed. Oversee ongoing repairs to City infrastructure on an established timeline. Replenish supplies and repair damaged equipment. Ensure ESF #3 team members and/or their agencies provide appropriate records of costs incurred. ESF #3 Public Works & Engineering 5

93 Mitigation Conduct an ESF #3 after action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Recovery Mitigation Preparedness Response Recovery Mitigation Fire Department Assist with ESF #3 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Maintain contacts and working relationships with media outlets. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Provide ESF #3 support in disasters. Assist in determining priorities to inspect public facilities. Assess effected buildings for structural integrity and create reports for briefings. Coordinate the restoration of agency resources and/or capabilities as needed. Participate in recovery planning and activities. Issue permits to facilitate essential repairs. Coordinate the demolition of private residential structures. Provide guidance on scene safety for structures in all impacted areas. Prepare the documentation required to become eligible for reimbursement. Participate in after action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Police Department Assist with ESF #3 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Provide ESF #3 support in disasters. Ensure scene security of emergency responders. Provide personnel and resources to assist with traffic control. Provide security of critical City facilities and infrastructure. Coordinate the restoration of agency resources and/or capabilities as needed. Participate in recovery planning and activities. Prepare the documentation required to become eligible for reimbursement. Participate in after action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #3 Public Works & Engineering 6

94 References City of Olathe, Debris Management Plan, dated December, Johnson County Emergency Operations Plan, ESF #3 Public Works and Engineering, dated April, Please refer to the Basic Plan for additional References. Attachments City of Olathe, Debris Management Plan, dated December, ESF #3 Public Works & Engineering 7

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96 OLATHE, KANSAS DEBRIS MANAGEMENT PLAN December 2008 [Reviewed April, 2012] (P: Olathe Fire/Emergency Management/Annexes/Debris Management Plan) ESF #3 Public Works & Engineering 9

97 TABLE OF CONTENTS Section Title Page I. PURPOSE AND SCOPE 1 II. STAFF ROLES AND RESPONSIBILITIES 1 Debris Project Manager (DPM) 1 Operations 2 Planning 2 Finance & Administration 2-3 Public Information 3-4 Staff Organizational Chart 4 III. SITUATION AND ASSUMPTIONS 5 Types of Disaster Events 5 Disaster Debris Streams 6 Forecasted Debris Types 7-9 Forecast Methods 10 IV. DEBRIS COLLECTION PLAN 12 Eligible Debris 12 Ineligible Debris 12 Response Operations 13 Recovery Operations 14 Collecting Hazardous Waste and White Goods 15 V. DEBRIS MANAGEMENT SITES Environmental Monitoring Program 17 Permits 18 Site Design and Preparation Operational Boundaries 19 Traffic Patterns 19 Site Management 19 Monitoring Debris Removal Methods of Material Reduction 23 Site Closure 24 VI. CONTRACTED SERVICES 25 Emergency Contracting & Procurement Procedures 26 General Contract Provisions Types of Contracts 27 VII. PRIVATE PROPERTY DEMOLITION AND DEBRIS 28 REMOVAL VIII. PUBLIC INFORMATION PLAN 30 IX. ACRONYMS 31 X. APPENDICES 31 Primary debris management Secondary debris management Contractor: contractor: Bamaco Inc. Crowder Gulf 6869 West Highway Business Parkway Bunnell, Florida Theodore, Alabama Phone: (386) Phone: (800) (256) Fax: (321) Fax: (251) info@bamaco.com jramsay@crowdergulf.com ESF #3 Public Works & Engineering 10

98 I. Purpose and Scope This plan is designed to identify agencies and activities that are involved in debris operations to ensure a coordinated response which achieves removal, storage, and final disposition of debris deposited along or immediately adjacent to public rightsof-ways within the City limits of Olathe, Kansas. This plan also provides organizational structure and guidance for debris management activities caused by a major debris-generating event. This plan shall apply to all City of Olathe, Kansas departments and agencies. II. Staff Roles and Responsibilities Per the Olathe Emergency Operations Plan, the Olathe Public Works Department is responsible for the collection and hauling of debris within the City limits. Public Works is also responsible for the disposition and disposal of disaster-related debris. In moderate to large-scale disasters, a designated member of Public Works will report to the City Emergency Operations Center, (EOC). The responsibility of the Debris Management designee will; (1) provide centralized coordination and prioritization of debris management and (2) establish communications with the Public Works Group (ESF 3) in the City of Olathe Emergency Operations Center (EOC). The size and composition of a staff organized to manage debris clearance, removal, and disposal issues depends on the magnitude of the disaster and number of available response personnel. Successful debris operations require collaborative efforts between departments within Olathe and with specific external agencies that have regulatory authority over debris operations. Prospective staff members should receive general training and practice interface with other agencies responsible for debris management operations. Immediately following a disaster event, a disaster debris management team should be established to facilitate successful coordination. Team members should consist of personnel from multiple Olathe Departments including; Public Works-Street Section, Emergency Management, Legal, Environmental, Olathe Police Department, as well as other departments as applicable. Because each member of the team is responsible for implementing portions of this debris management plan in accordance with the planning goals and objectives and in compliance with Federal, State, and local laws, it is vital to identify one primary coordinator who will be designated the Debris Project Manager. The Section Chief - Debris Project Manager (DPM) In the City EOC, this position will serve in the General Staff as the Section Chief of Debris Project Management. A Deputy Section Chief may be required for support during the operations. The DPM should be knowledgeable of all Olathe process, procedures, personnel, resources, and limitations. The DPM also has overall responsibility for the operations, planning, logistics, financial, and administrative components of the debris management Debris Management Plan 2012, Page 1

99 operations. The DPM will assign tasks to team members and track the completion of tasks to ensure the quick and safe implementation of the debris removal process. The DPM will also be in constant contact with the Olathe Emergency Operations Center (EOC) regarding operational progress and planning needs. Operations This function is responsible for the supervision of government and contract resources and overall project implementation. This section is responsible for implementing the entire debris removal operation and should perform the following tasks: Position equipment and resources for the response and recovery debris removal operation Develop staff schedules and strategies Provide communication, facilities, services, equipment, and materials to support the response and recovery activities Monitor and direct Olathe personnel and contract labor Distribute response and recovery resources Operate and manage the collection, debris management site, and disposal strategies Create a demolition strategy for structures (if necessary) Report progress for distribution to the debris management planning staff Planning This section supports all other debris management sections in a technical and planning role. This section also provides debris quantity assumptions, economic analysis, and feasible solutions for debris operations. The following tasks should be performed: Forecast debris volume based on assumed disaster type Develop an estimating strategy for post-disaster debris quantities Strategize and map debris haul routes Select debris management sites and design the site layout Determine reduction and recycling means and methods Identify and coordinate environmental issues Assess available landfill space and determine if additional space is needed Develop the debris collection strategy Write contract scopes of work, conditions, and specifications Coordinate with other local and State jurisdictions for road clearance operations Establish a process for building damage assessment and condemnation (including public and private properties) Issue permits Finance & Administration This function typically includes finance, personnel, and legal issues. This section must establish a records management system in order to Debris Management Plan 2012, Page 2

100 collect and keep all the documentation that may be required for Public Assistance grants. Administration This sub-function primarily documents all debris management activities, including, but not limited to the following: Personnel policies Labor and equipment timesheets and summaries Safety procedures Contract procurement procedures Contracts Billing and invoices (including debris hauler load tickets) Environmental permits Rights of Entry and Hold Harmless agreements for private property debris removal and demolition (when applicable) Debris salvage and recycling value information Contracting and Procurement This sub-function maintains contracts in draft form ready for advertisement or have pre-qualified contractors in place prior to the event. This group will follow all applicable Olathe procurement policies in effect at the time of the disaster. Organizational elements for this section include, but are not limited to the following tasks: Develop contract requirements Establish contractor qualifications Distribution instructions to bidders Advertise bids Establish a pre-disaster list of pre-qualified contractors Manage the contract scope of work Establish a post-disaster contractor procedure (if necessary) Legal This sub-function leads the review process for all legal matters in the debris management planning process. The following tasks should also be performed by the legal unit: Review all contracts Review and/or establish a land acquisition process for temporary debris management sites Review all insurance policies Ensure environmental and historic preservation compliance before, during, and after operations Ensure that site restoration and closure requirements are fulfilled Review and/or establish a building condemnation processes; Review and/or establish a legal process for private property demolition and debris removal Debris Management Plan 2012, Page 3

101 Review right-of-entry and hold harmless agreements Public Information, (PIO) This section is responsible to distribute information and educate citizens about debris management operations. Outgoing public information should be coordinated through the City PIO in the Emergency Operations Center to ensure consistency is maintained. This function will coordinate public information with the Debris Project Manager and the Joint Information Center. Various types of information distribution should be used to distribute messages including, but not limited to the following: Debris pickup schedules Disposal methods and ongoing actions to comply with Federal, State, and local environmental regulations Disposal procedures for self-help and independent contractors Restrictions and penalties for creating illegal dumps Curbside debris segregation instructions Public drop-off locations for all debris types; and/or Process for answering the public s questions concerning debris removal Staff Organizational Chart Debris Management Plan 2012, Page 4

102 Debris Management Plan 2012, Page 5

103 III.Situation and Assumptions The Robert T. Stafford Disaster Relief and Emergency Assistance Act (P.L ), as amended, authorizes the FEMA Public Assistance Program to award Federal funding to State and local governments, Federally recognized tribes, and eligible private non-profit organizations in order to assist them in their disaster response and recovery activities. FEMA characterizes work eligible for Public Assistance grants as either emergency or permanent work. Debris management activities are grouped into Category A (Debris Removal) and Category B (Emergency Protective Measures). Debris management activities in these categories must meet all of the following: Be required as a result of the disaster event Be located within a designated disaster area Be the legal responsibility of the local government entity Be in the public interest, which is defined as work necessary to meet the following o Eliminate immediate threats to life, public health and safety o Eliminate immediate threats of significant damage to improved public or private property o Ensure economic recovery of the affected community to the benefit of the community-at-large o Mitigate the risk of life and property by removing substantially damaged structures and associate appurtenances as needed to convert property acquired through a FEMA hazard mitigation program to use compatible with open space, recreation, or wetlands management practices Be of a reasonable cost, which is defined as a cost which in its nature does not exceed that which would be incurred by a prudent person under the circumstance prevailing at the time the decision was made to incur the cost For debris removal work, per FEMA s 2007 Public Assistance Debris Management Pilot Program, straight-time labor and overtime costs (including benefits) are eligible for permanent employees, reassigned employees, and seasonal employees (used during the season of anticipated employment). Types of Disaster Events Debris forecasting predicts the amount and type of debris prior to a disaster, whereas debris estimating quantifies the amount of debris after the disaster. By forecasting the type and quantity of debris, the planning section can better define the scope of work for the debris management operation prior to the event. The following are general descriptions of natural and manmade disasters and the associated debris caused by each: Debris Management Plan 2012, Page 6

104 Tornadoes Damage from tornadoes is caused by high-velocity rotating winds. The severity of the damage depends on the velocity of the tornado funnel and the length of time the funnel is on the ground; however, damage is generally confined to a narrow path, which can be up to one-half mile wide and from 100 yards to several miles long. Tornado debris consists primarily of vegetative debris, construction materials from damaged or destroyed structures, and personal property. Tornados are a medium probability, high vulnerability hazard in Olathe. Floods Severe flooding can be caused by rainstorms, snow/ice storms, or reservoir failure. Damage to structures from flooding is caused either by precipitation inundation or high-velocity water flow. Flood debris may consist of sediment, wreckage, personal property, and sometimes hazardous materials deposited on public and private property. Additionally, heavy rains and floods may produce landslides, which create debris consisting of soil, gravel, rock, and sometimes construction material. Reverine flooding is a low probability, low vulnerability event in Olathe. However, flash flooding is a medium probability, low vulnerability event. Ice Storms/Snow Storms Debris from ice storms or snow storms consists of significant amounts of vegetative debris and overhead utility service components. Winter storms are a medium probability, medium vulnerability event in Olathe. Earthquakes Seismic forces among fault lines generate shock waves that cause ground shaking and surface ruptures. Olathe lies to the east of the Nemaha fault line that runs north-northeast through Oklahoma, Central Kansas, and Nebraska. Because of the location, Olathe would only receive minor physical effects from an earthquake. This type of damage consists of property damage, structural building materials, concrete, and asphalt. This type of event is a low probability, medium vulnerability event in Olathe. Acts of Terrorism Terrorism includes the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives. Since terrorism is regarded as a criminal act, it involves coordination with law enforcement authorities, the coroner s office, and health officials before debris is handled or disposed. Debris generated as a result of an act of terrorism is highly variable in both quantity and type, depending upon the specific means utilized by the terrorists. An act of terrorism could generate little to no debris at all, or could result in large quantities of multiple types of debris, potentially requiring highly specialized personnel, procedures, and equipment for its removal and disposal. Debris Management Plan 2012, Page 7

105 Disaster Debris Streams Typically, disasters generate a mix of different types of debris. The following figure summarized the typical types of debris for each type of disaster. Typical Debris Streams Types of Disasters Vegetative Construction & Demolition (C&D) Personal Property/ Household Items Hazardous Waste Household Hazardous Waste (HHW) Tornadoes X X X X X X X X Floods X X X X X X X X X White Goods Earthquakes X X X X X Winter Storms X X Soil, Mud, and Sand Vehicles Putrescent Forecasted Debris Types Vegetative Debris Consists of whole trees, tree stumps, tree branches, tree trunks, and other leafy material. The number of collection passes for vegetative debris is generally limited. Because of the large volume, vegetative debris should be reduced by mulching, grinding, or burning. Collection prices are typically based on the size of the vegetative material or by unit. Hazardous Trees Type of vegetative debris that is caused by the disaster, is an immediate threat to lives, public health, safety, or improved property, Debris Management Plan 2012, Page 8

106 has a diameter breast height of six inches or greater and one or more of the following criteria are met: It has more than 50% of the crown damaged or destroy It has a split trunk or broken branches that expose the heartwood It has fallen or been uprooted within a public-use area, and/or It is leaning at an angle greater than 30 degrees Trees determined to be hazardous and that have less than 50% of the rootball exposed should be cut flush at the ground level. This cut portion should then be included with regular vegetative debris. Grinding of the resulting stump after the tree has been cut flush at the ground is not eligible debris management work. Straightening and bracing are allowable emergency protective measures if they eliminate an immediate threat to lives, public health, safety, or improved property and are less costly than removal and disposal of the hazardous tree. Hazardous Limb (Hangers) Type of vegetative debris that is eligible for removal if the limbs are: Located on improved property Greater than two inches in diameter at the point of breakage Still hanging in a tree and threatening a public-use area (e.g. trails, sidewalks, paths, etc.) Only the minimum amount of work necessary is eligible for hazardous limb removal. Pruning, maintenance trimming, and landscaping are not eligible. If the canopy of a tree located on public property extends over a public right-of-way, removal of hazardous limbs on the tree that extend over are eligible. Other limbs are not. Hazardous Tree Stumps Type of vegetative debris eligible for debris removal as a unit cost if all the following criteria are meet: It has 50% or more of the root-ball exposed It is greater than 24 in diameter, measured 24 above the ground It is on improved public property or a public right-of-way It poses an immediate threat to life, and public health and safety Construction and Demolition (C & D) Debris -- Consists of damaged components of buildings and structures such as lumber and wood, gypsum wallboard, glass, metal, roofing material, tile, carpeting and floor coverings, window coverings, pipe, concrete, fully cured asphalt, equipment, furnishings, and fixtures. Debris Management Plan 2012, Page 9

107 Certain types of construction and demolition debris are reusable or recyclable. To conserve landfill space, it is prudent to separate materials for reuse or recycling. Because some construction and demolition debris may be hazardous (ex: asbestos coated materials), environmental regulations and ordinances must be included during all operations. Full documentation of these materials including debris origin, any processing (reduction or recycling), and the final disposition must be noted. Typically, removal of construction by-products generated by repairs or rebuilding is covered by insurance policies and therefore is not part of the debris management process. Hazardous Waste A type of debris with properties that make it potentially harmful to human health or the environment. Generally, this type of material exhibits at least one of the following characteristics: ignitability, corrosivity, reactivity, or toxicity. Debris management activities are allowed for measures that address widespread hazardous materials contamination. Household Hazardous Waste (HHW) A type of debris composed of hazardous products and materials that are used and disposed of by residential, rather than commercial or industrial consumers. HHW includes some paints, stains, varnishes, solvents, pesticides, and other products or materials containing volatile chemicals that catch fire, react, or explode under certain circumstances, or that are corrosive or toxic. White Goods A type of debris defined as discarded household appliances such as refrigerators, freezers, air conditioners, heat pumps, ovens, ranges, washing machines, clothes dryers, and water heaters. Many white goods contain ozone-depleting refrigerants, mercury, or compressor oils, which are prohibited by the Clean Air Act to be released into the atmosphere. Certified technicians must extract these compounds before disposing or recycling the white goods. Electronic Waste (E-Waste) A type of debris composed of electronics that contain hazardous materials such as cathode ray tubes. Examples include computer monitors and televisions. Soil and Mud Floods often deposit soil and mud on improved public property and public rights-of-way. Facilities commonly impacted by this type of debris may include streets, sidewalks, storm and sanitary sewers, water treatment facilities, drainage basins, and swimming pools. This type of debris on improved property or public rights-of-way can be included in the debris management process; however, removal from streams and unimproved property cannot be included. Regularly scheduled maintenance reports for Debris Management Plan 2012, Page 10

108 improved public property and public rights-of-way should be kept that indicate pre-disaster soil, mud, and sand levels. Vehicles A type of debris that includes vehicles that have been moved from private property onto improved public property and public rights-of-way. To remove this type of debris, the follow characteristics must be met: The vehicle or vessel presents a hazard or immediate threat that blocks ingress/egress in a public-use area The vehicle is abandoned (e.g., the vehicle is not on the owner s property and the ownership is undetermined Olathe follows local ordinances and State law by securing ownership Olathe verified chain of custody, transport, and disposal of the vehicle Putrescent Materials Type of debris that will decompose or rot, such as animal carcasses and other fleshy organic matter. The USDA s National Resources Conservation Service (NRCS) has developed specific disposal guidelines for animal carcasses. The State of Kansas Technical Guidance Document SW provides proper disposal for quantities of six, or more, large animals. *References: Attachements K.S.A and K.S.A c(a)(5) Infectious Waste Type of debris capable of causing infections in humans, including contaminated animal waste, human blood and blood products, isolation waste, pathological waste, and discarded sharps (needles, scalpels, or broken medical instruments). Chemical, Biological, Radiological and Nuclear-Contaminated Debris Type of debris that has biological, chemical, radiological, or nuclear contamination. This type of debris usually would happen as a result of a Weapon of Mass Destruction (WMD) event. Eligibility for this type of debris removal will be made by FEMA based on applicable Federal statutes, regulations, policies, and other guidance documents. Garbage (Household Waste) Type of debris that is waste generated during non-disaster situations and regularly picked up through normal municipal waste collection methods. Common examples of garbage include food, packaging, plastics, and papers. This type of debris is not eligible for debris management activities. Forecast Methods Debris Management Plan 2012, Page 11

109 After the disaster parameters and geographic extent are established, specific debris volumes can be quantified by using historical information or forecasting models. If historical data is not available, forecasting models can be used as the sole source of debris volume quantification. Buildings Several basic techniques have been established to forecast destroyed building debris quantities. These techniques can be used to forecast debris quantities prior to an event or estimate quantities after an event. Residential Buildings A formula for estimating the debris quantities from a demolished single-family home and associated debris is as follows: L x W x S x 0.20 x VCM = cubic yards of debris (cy) L = Length of the building in feet W = Width of the building in feet S = Height of building in stories VCM = Vegetative Cover Multiplier The VCM is a measure of the amount of debris within a subdivision or neighborhood. The descriptions and multipliers are described as: Light (1.1 multiplier) includes new home developments where more ground is visible than trees. These areas will have a sparse canopy cover. Medium (1.3 multiplier) generally has a uniform pattern of open space and tree canopy cover. This is the most common description for vegetative cover. Heavy (1.5 multiplier) is found in mature neighborhoods and woodlots where the ground or houses cannot be seen due to the tree canopy cover. The table below can be used to forecast debris quantities for totally destroyed single-family, single-story homes in the applicable vegetative cover category. Typical House Size Vegetative Cover Multiplier (cy) None Light (1.1) Medium (1.3) Heavy (1.5) 1000 ft ft ft ft ft Debris Management Plan 2012, Page 12

110 2000 ft ft ft ft The amount of personal property within an average flooded singlefamily home has been found to be: cy for homes without a basement cy for homes with a basement Mobile homes have less utilized space due to their construction and use. The walls are narrower, and the units contain more storage space. Therefore, the typical mobile home generates more debris by volume than a single-family home. Historically, the volume of debris from mobile homes can be found to be: 290 cy of debris for a single-wide mobile home 415 cy of debris for a double-wide mobile home Outbuildings All other buildings volumes may be calculated by using the following formulas: (L x W x H x.33)/27 = cubic yards of debris L = Length of the building in feet W = Width of the building in feet H = Height of the building in feet 0.33 is a constant to account for the air space in the building 27 is the conversion factor from cubic feet to cubic yards Vegetation This type of debris is the most difficult to estimate due to the random sizes and shapes of trees and shrubbery. The following serves as a guide for forecasting and estimating vegetative debris: Treat debris piles as cubes, not a cone (when estimating) 15 trees, 8 inches in diameter = 40 cy (average) One acre of debris, 3.33 yards high = 16,117 cy The following factors should be used to convert woody debris from cubic yards to tons: Softwoods: 6 cubic yards = 1 ton Hardwoods: 4 cubic yards = 1 ton Mixed Debris: 4 cubic yards = 1 ton Construction & Demolition: 2 cubic yards = 1 ton Debris Management Plan 2012, Page 13

111 Several truckloads may need to be tested to confirm these factors during actually debris management activities. IV. Debris Collection Eligible Debris Eligible debris removal work must meet the following criteria: The debris was generated by a major disaster event The debris is located within a designated disaster area The debris is located on Olathe s improved property or rights-of-way The debris removal is the legal responsibility of Olathe Ineligible Debris The following are not eligible for debris removal work: Any debris removal from Olathe s unimproved property or undeveloped land Any debris removed from a facility that is not eligible for funding under the Public Assistance Program (ex: cemeteries and golf courses) Any debris removal from Federal lands or facilities that are the authority of Federal agency or department (ex: Federal-aid roads, USACE navigable waterways, etc.) Response Operations Olathe will use its own labor force and equipment to manage the debris process to the point where outside resources become necessary to maintain public safety and services. Large-scale events will exhaust the existing labor force. Specialized services may also be required. The City may supplement its work efforts by activating local or regional mutual aid agreements. Short-term debris removal contracts for specific work will be considered. Pre-event Contract for Debris Management The City solicited proposals from experienced and qualified contractors to assist in the debris management process in large-scale disaster events. One company Debris Management Plan 2012, Page 14

112 was selected as the primary debris management contractor with one company listed a secondary contractor source, as listed on page 2 of this plan. Activation of the Debris Management Contractor In the event the size and scope of the situation exceeds all other resources listed above, the designated Olathe Debris Program Manager, (DPM), has the authority to make official notification with Bamaco Inc. to respond and begin operations under FEMA guidelines. Priorities Response operations will primarily focus on the emergency access routes and main arterials within Olathe. Based on the incident, planning staff members should identify which roads and streets are essential to emergency operations so local resources can be optimally managed and directed. Prior to and immediately following the event, extricating people and providing access to health care facilities are the top priorities; therefore, the major arterial road routes are given priority for the emergency services staff such as police, fire, and ambulance services. Overall priority to roadways is as follows: 1. Fire, police, and ambulance service routes 2. Access routes to trauma centers, hospitals, critical care units, and jails 3. Major arterial routes 4. Roads and streets to the debris management center and emergency operations center 5. Supply routes to emergency supply distribution centers 6. Roads and streets to government facilities 7. Communication towers and systems access 8. Utility access routes 9. Routes to shelters Recovery Operations These activities usually begin after the emergency access routes are cleared and the residents return to their homes and begin to bring debris to the public rightsof-way. The implementation of disaster debris collection immediately after the disaster event assures the public that recovery efforts are in progress and that the Debris Management Plan 2012, Page 15

113 community will return to normal quickly. The two main methods of debris collection are curbside collection and collection centers. Curbside Collection This type of collection parallels Olathe s normal garbage and trash collection operations. Debris is placed at the curb or public rights-ofway by the residents and collected by standard methods. Mixed Debris Collection This method allows all debris types to be collected in one specified area, usually along the public rights-of-way or in front of individual residences. This method is convenient for the public, but does not facilitate effective recycling and reduction efforts as debris will need to be handled multiple times. Therefore, this method prolongs recycling and reduction efforts and increases operational costs. Source-Segregated Debris Collection This method requires residents to sort the debris by material type and place it as the curb in separate piles. Trucks designated for a particular debris type collect the assigned debris and deliver it to a temporary staging area, or debris management site, reduction, recycling, or disposal facility. This method requires more trucks to collect the different types of debris; however the increased equipment cost is offset by the avoiding the labor cost and time to separate the debris by hand (as per mixed debris collection). This method offers the potential of high salvage value and efficient recycling/reduction processing. Collection Centers This type of collection method directs residents to transport their debris to a common location in the county where roll-off bins or dumpsters are located. This method is well-suited for rural and sparsely populated areas where curbside collection is not as practical. Associated costs are generally low since the public essentially accomplished the material collection and separate themselves Collecting Hazardous Waste and White Goods The three most common types of debris that will need special handling are hazardous waste, white goods, and electronic waste. Household Hazardous Waste (HHW) HHW mixed with other debris types will contaminate the entire load, which necessitates special disposal methods such as storage in a particular part of the Debris Management Plan 2012, Page 16

114 land for debris management site. Typically the landfill requires special liners and a more intense permit standard due to the hazardous waste. The disposal cost of HHW is generally higher than the disposal of other waste, which leads to escalating costs if this type of debris is not managed efficiently. This type of debris is mitigated through Olathe's Waste Collection Program for Small Quantity Generators and its regular collection of HHW materials from the public. White Goods White goods include all appliances and household machines that contain refrigerants and other fluids that are regulated by the Kansas Department of Health and Environment and can only be reclaimed by certified technicians and disposed of a permitted facility. To avoid accidental release of these hazardous fluids, the collection of white goods should be accomplished by manually placing the appliance on trucks or by using lifting equipment that will not damage the elements that contain the hazardous fluids. These materials are recycled at the Olathe Landfill and the Olathe Landfill by removing the hazardous elements and the sent to a salvage yard. Electronic Waste (E-waste) E-waste consists of any broken or damaged piece of electronic equipment. Categories include communications equipment, computer equipment, television and video equipment, electronic tools, lighting, medical equipment, etc. These types of materials are already collected as part of the Olathe Municipal Service s Household Hazardous Materials Program. Hazardous Stump Removal A hazardous tree or stump may be collected individually, while downed or fallen debris is collected from rights-of-way or at a designated collection center. Tree and stump collection prices are typically based on the size of the tree or stump and charged by unit. Determining whether to remove a hazardous stump is difficult. FEMA has established criteria to assist in making these eligibility determinations, using objective information that can be collected in the field. FEMA s Hazardous Stump Worksheet and Stump Conversion Table are included in Appendix A and B, respectively. V. Debris Management Sites Debris Management Sites, (DMS), will be established when Olathe is unable to take debris directly from the collection point to the final disposition location. The DMS location would temporarily store, reduce, segregate, and/or process debris before it is hauled to its final disposition. Debris Management Plan 2012, Page 17

115 The following sites in and around the City of Olathe are capable of receiving several different types of waste and debris that could be used during debris management activities. Landfill Owner /Operator Permit Access Accepts Asphalt Sales Company, Inc W. 159 th St., Olathe, KS (913) Holland Corporation W. 159 th St., Olathe, KS (913) Olathe Landfill^ Holiday Drive, Shawnee, KS (913) O Donnell & Sons Landfill 1600 W 151 st St., Olathe, KS (913) Overland Park Landfill W 53 rd St., Shawnee, KS (913) Olathe Landfill 127 th St. & Hedge Lane, Olathe, KS (913) Reno Landfill 167 th & Metcalf, Overland Park, KS (913) City of DeSoto Ottawa and 79 th St., DeSoto, KS (913) City of Lenexa 7700 Cottonwood, Lenexa, KS (913) City of Olathe 1681 S Valley Road, Olathe, KS (913) Olathe s Hazardous Materials Collection Facility Mission, KS Asphalt Sales Company C/D Public C/D & Brush Holland Corporation C/D Public C/D & Brush Deffenbaugh Industries O Donnell & Sons/ Deffenbaugh Industries C/D & MSW Public Trash, C/D & Brush, White Goods, nonhazardous waste C/D Public C/D & Brush City of Overland Park C/D Private C/D & Brush City of Olathe C/D Private C/D, Brush, White Goods, & HHW APAC-Kansas, Inc./ Reno Construction Div. City of DeSoto City of Lenexa City of Olathe C/D Public C/D & Brush Tree & Brush Burning MSW Transfer* MSW Transfer*??? Brush??? MSW Transfer??? MSW Transfer Olathe??? Public HHW, E-waste ^The Olathe Landfill is the only lined landfill in the county. *These materials would be transferred to Hamm Landfill near Perry, KS Note: None of the county landfills will accept radiological material, hazardous chemicals/wastes, or animal carcasses DMS primarily provide flexibility of operations, facilitation of recycling, reduction of debris, and expedition of debris collection. Unfortunately, DMS force debris to be handled twice, create additional expense from land use, and require extensive environmental monitoring to ensure to long-term impact to the site. If a DMS site has been identified that meets the size and location needs of debris management operations, a proper historical and environmental analysis must be Debris Management Plan 2012, Page 18

116 conducted. Specifically, a DMS will not be established in an environmentally or historically sensitive area such critical animal and plant habitats, sole source aquifers, freshwater well fields, historic districts, or archeological sites. This specifically applies to any Superfund site or area within a 100-year floodplain. DMS selection criteria should also take into consideration any disproportionately high or adverse impacts on minority or low-income populations. Baseline Environmental Study A baseline environmental collection study should also be conducted prior to a DMS establishment. This baseline data is essential in assuring that the land is returned to its original condition following the end of all debris management operations. Some data already exists for the various Olathe waste management sites; however, the following methods may be used to document new or updated baseline data: Videotape and/or Photograph the Site Thoroughly videotape and/or photograph (ground or aerial) each site before beginning any activities. Document Physical Features Note existing structures, fences, culverts, irrigation systems, and landscaping that can help evaluate possible damage claims made later. Investigation of the Historical Significance Research the past use and ownership of the property to document any issues regarding the existence of historic structures or archeological sites. Sample Soil and Water Soil and groundwater samples should be collected prior to use of the site. Planned HHW, ash, and fuel storage areas should also be sampled prior to site setup. Environmental Monitoring Program As operations proceed additional data should be collected throughout the operation for closeout and quality assurance reasons. The data can be compared to the previously established information in order to determine any remediation that may be necessary. The following tools can be utilized: Sketch Site Operation Layout DMS operations may grow, shrink, or shift on the site. It is important to track reduction, hazardous waste collection, fuel, and equipment storage in order to sample soil and water for contaminants. Document Quality Assurance Issues Document operations that will have a bearing on site closeout, such as petroleum spills at fueling sites, hydraulic fluid spills at equipment breakdowns, installation of water wells for stock pile cooling or dust control, discovery of HHW, and commercial, agricultural, or industrial hazardous and toxic waste storage and disposal. Debris Management Plan 2012, Page 19

117 Restoration of Site Final restoration of the landscape must be acceptable to the landowner, but within reasonable expectations. Therefore, the restoration of the landscape will be planned for as early as possible during debris management operations. Permits Environmental permits and land-use variances may be required to establish a temporary DMS. Several agencies may be involved in issuing permits and granting land-use approvals. The need for these permits may be satisfied by changes established in a declared disaster in Olathe; however, listings of permits that may be necessary include the following: Waste processing and recycling operations permit Temporary land-use permits Land-use variances Traffic circulation strategies Air quality permits Water quality permits Coastal commission land-use permits HHW permits Fire department permits Site Design and Preparation The topography and soil/substrate conditions should be evaluated to determine the best site layout. When planning site preparation, the designer should consider ways to make site closure and restoration easier. For example, if the soil is very thin, the topsoil can be scraped to bedrock and stockpiled in perimeter berms. Upon site closeout, the uncontaminated soil can be re-spread to preserve the integrity of the tillable soils. Operational Boundaries These boundaries or areas clearly define the difference in use areas at the DMS. Earthern berms, temporary barriers, or any other physical restriction may be used to aid in traffic circulation and the minimization of amazing debris at the DMS. Common operational areas include the following: Reduction Recycling Tipping areas (unloading) Debris Management Plan 2012, Page 20

118 Loading areas for processed debris to go to its final destination Drop-off centers for the general public (this may include vegetative, recycling, or construction and demolition debris) HHW storage Monitoring tower locations at both the ingress and egress points Equipment, fuel, and water storage The reduction, recycling, tipping, and loading areas need ample room for large equipment operations. Depending on the scale of the operations, each debris stream may have its own tipping area and should be designed accordingly. General public drop-off areas for recycling, reduction, and construction and demolition debris may be included within the DMS, but should be carefully designed for passenger vehicle traffic and public safety. The HHW storage should be close to the public drop-off center yet restricted so that qualified personnel may process the waste appropriately. Monitoring towers should be located at ingress and egress points and should be constructed of durable structural materials. The structures should be designed to withstand active and static loads. A stepladder is not an acceptable monitoring tool. Equipment and fuel should have a designated storage area and signs posted appropriately. The fuel storage areas need to be designed to contain spills. Water should be readily available at all times. Water storage areas should be strategically positioned throughout the site and identified appropriately. Appendix C contains a sample DMS layout with operational boundaries. Traffic Patterns The traffic circulation needs to be well defined throughout the entire site. Although traffic signs and barricades aid in directing traffic, flag directors and law enforcement personnel may need to be on site to direct traffic. Site Management The management of the DMS will be under the control of Olathe Public Works personnel to ensure operational efficiency and to meet strategic goals. Site Manager This position is responsible for supervising the overall day-to-day operations, maintaining daily logs, preparing site progress reports, and enforcing safety and permitting requirements during site operations. Furthermore, the site manager has oversight for monitoring the activities of the debris removal contractors and onsite debris processing contractors to ensure they comply with the terms of their contracts. Debris Monitors Debris Management Plan 2012, Page 21

119 Operational monitors should be placed at ingress and egress points in order to quantify debris loads, issue load tickets, inspect and validate truck capacities, check loads for hazardous waste, and perform quality control checks. Safety Personnel Safety personnel are responsible for traffic control and ensuring that site operations are in compliance with Federal and State occupational safety regulations. Monitoring Debris Removal The purpose of monitoring debris removal is to: (1) Verify that the work completed by the contractor is within the scope of work of the contract. (2) Documentation is provided to ensure operations have met all local, State, and Federal laws, regulations, and guidelines. Debris Monitoring Duties To do this debris monitors should minimally perform the following roles: Measure and certify truck capacities (recertify on a regular basis); Complete and physically control load tickets (in monitoring towers and the field); Validate hazardous trees, including hangers, leaners, and stumps (use appropriate documentation forms); Ensure that trucks are accurately credited for their loads; Ensure that trucks are not artificially loaded to maximize reimbursement (i.e., debris is wetted, debris is not compacted, etc.) Ensure that hazardous waste is not mixed with loads Ensure that all debris is removed from trucks at the DMS Report to project manager: o Mobilization and use of improper equipment o Contractor personnel safety standards are not followed o General public safety standards are not followed o Completion schedules are not on target o Debris removal work does not comply with all local, State, and Federal ordinances and regulations Ensure that only debris specified in the scope of work is collected and identify work as potentially eligible or ineligible; Monitor site development and restoration of DMS; Ensure daily loads meet permit requirements; and Ensure that work stops immediately in an area where human remains or potential archeological deposits are discovered. Debris Management Plan 2012, Page 22

120 Debris Monitoring Methods Additional documentation requirements depend on how the debris is collected and processed. The following methods and systems may be used to monitor and document the work completed by Olathe resources and/or by contractors. Debris Monitoring Reports This type of report is important for time-and-materials contracts that may be used during the response phase of the operations. Monitoring documentation for time-andmaterials contracts includes: Actual labor hours worked Actual equipment hours operated Type and specification of equipment used Truck Certification List This type of report allows the monitor to identify the truck itself and its hauling capacity in a standardized manner. The standard list of requirements includes: Size of hauling bed in cubic yards License plate number Truck identification number assigned by the owner Short physical description of the truck Recertification of the hauling trucks on a random and periodic basis should be implemented for contract compliance and reimbursement considerations. Load Ticket System The term load ticket refers to the primary debris-tracking document. A load ticket system tracks the debris from the original collection point to the DMS or landfill. By positioning debris monitors at each point of the operations (collection, DMS, and/or final disposition), the eligible scope of work can be properly documented. The following table lists the load ticket information and the portions of the ticket to be completed by respective monitors: Load Ticket Information Preprinted ticket number Contract Number Prime Contractor s Name Date Truck Number Truck driver s name MONITOR TICKET RESPONSIBILITIES Collection Point DMS or Landfill Monitor Monitor Not applicable Contract may be identified by a number or name X X X Debris Management Plan 2012, Page 23

121 Vegetation Construction & Demolition White Goods Household Hazardous Waste Load Location Loading Site Monitor name/signature Truck capacity Load size (yds 3 or percentage) Unloading location Unloading date/time Unloading site monitor name/signature X X X X GPS or address X X X X X X Each monitor keeps a copy of the load ticket and the driver/contractor keeps two copies for billing purposes. Monitoring Tips Contractors must always be monitored closely to ensure compliance with the scope of work. The follow monitoring tips address common types of contractor abuse. Inaccurate Truck Capacities Trucks should be measured before operations and load capacities should be documented by truck number. Periodically, trucks should be pulled from operations and reassessed. Trucks Not Fully Loaded Do not accept the contention that loads are higher in the middle and if level would fill the truck. Trucks Lightly Loaded Trucks arrive loaded with treetops with extensive voids in the load. Trucks need to be loaded to their full capacity with front end loaders or other similar equipment. Trucks Overloaded Trucks cannot receive credit for more than the measured capacity of the truck or trailer bed even if material is above the sideboards. Changing Truck Numbers Trucks are listed by an assigned vehicle number and capacity. There have been occasions where truck or trailer numbers with a smaller carrying capacity have been changed to one with a larger capacity. Periodically re-measuring the trucks will identify this issue. Reduced Truck Capacity or Increased Truck Weight There have been occasions where trucks have had heavy steel grating welded two to three feet above the bed after being measure, thus reducing the capacity or inflating the weight of the load. Periodically remeasuring the trucks will identify this issue. Debris Management Plan 2012, Page 24

122 Wet Debris When Paid by Weight Excessive water added to debris will increase the weight of the load. When the contractual unit cost is based on weight, this increases the cost to Olathe. This can be detected during monitoring if there is excessive water dripping from the truck bed. Multiple County of the Same Load Trucks have been reported driving through the disposal site without unloading, then re-entering with the same load. This can be detected by observing the time of departure and the time of arrival recorded on the driver s load ticket. Picking up Ineligible Debris Monitors should have a good understanding of eligible debris and any time limits imposed on picking up specific types of debris. Methods of Material Reduction There are three main types of reduction methods to consider and use during debris management operations; incineration, chipping/grinding, and recycling. Incineration Burning vegetative debris is a very common reduction method because it has up to a 95% reduction rate. The incineration process requires a minimum of three steps, to include: Unloading the debris Moving the debris into an incinerator Removing the ash from the incinerator to final disposition, which may be an appropriately constructed area at the DMS or a landfill There are several incineration methods available for volume reduction. Uncontrolled Open-Air Incineration This method reduces debris with no control over how much or how quickly it is allowed to burn. The use of this type of reduction should be limited to early in the disaster due to its lack of environmental control. Controlled Open-Air Incineration This method reduces vegetative debris by burning debris within a contained fixed area. This reduction can be used freely because it presents little environmental damage and is cost-effective. Air Curtain Pit Incineration This method effectively expedites the volume reduction process while substantially reducing the Debris Management Plan 2012, Page 25

123 environmental concerns caused by open-air incineration. Specifically, this type of reduction uses a pit constructed by digging below grade or building above grade and using a blower unit. The burning chamber is usually no more than 8 feet wide and 9-14 feet deep. Portable Air Curtain Incinerators This method uses the same concept as air curtain pit incineration, except this method utilizes premanufactured pits rather than onsite constructed earthen pits. These types of incinerators are the most efficient because they have been preengineering to precise dimensions to complement the blower system. Setbacks and buffer zones need to be established within and around the reduction sites not only for the public safety, but also for the safety of debris operations. A setback of at least 100 feet should be maintained between the debris piles and the incineration area. More over a 1,000 feet buffer zone should be established between the incineration area and the nearest building to create room for emergency vehicles to maneuver. Chipping/Grinding This method calls for the vegetative debris to be chipped or grinded. This method reduces volume by 75%. Because of the remaining volume, the benefit of this reduction method is increased by identifying alternate use of residual material such as recycled wood chips used for agricultural purposes or as fuel for industrial heating. Plastics should be eliminated completely from debris prior to performing this method. Recycling This method captures pre-identified types of debris materials for recycling and/or reuse. Currently, Olathe has the capability to recycling metals such as aluminum, tin, and various other scrap metals. Community recycling centers are currently available in Olathe for residential-type recycling, e-waste, white goods, and household hazardous waste. Currently Olathe does not have a construction and demolition debris recycling program. Site Closure When the site operations are complete, the property must be restored to its original condition before returning the site to the property owner. This restoration includes the removal of all traces of operations and possible remediation of any contamination that may have taken place during the operations. The site, whether owned or leased by Olathe, must be brought back to its environmental state, prior to it being returned to the owner. The final environmental site evaluation is an extension of the environmental monitoring program. Similar testing as completed in the baseline study will be conducted to confirm that the site has been returned to its pre-activity state. Test samples should be taken at the same locations as those of the initial assessment and Debris Management Plan 2012, Page 26

124 monitoring program. Based on the results of the testing, additional remediation may be required. VI. Contracted Services It may be necessary to contract for debris removal services if the magnitude of the disaster is beyond the capabilities of Olathe, mutual aid agreements, and volunteer labor. Emergency Contracting & Procurement Procedures Common Misconceptions Contracts with potential debris management contractors will not contain any phrase that implies, insinuates, or otherwise uses phrases that indicate FEMA preapproval because FEMA is not bound to these obligations. Such phrases included FEMA-approved contract and rates, FEMA eligibility determinations, and FEMA training in eligibility, documentation, and Project Worksheet development provided. Olathe will work with Kansas Department of Emergency Management (KDEM) and Federal Emergency Management Agency (FEMA) representatives before the disaster or at the time of the event to ensure contracted services that meet assistance guidelines in the event of a Federally-declared disaster. FEMA Fact Sheet RP further delineates the necessary steps to establish contractors. Procurement Considerations Olathe will use one of the following methods to best meet the disaster-related debris management needs: Pre-drafted contracts Olathe may pre-draft contract(s) prior to a disaster event. Once the extent of the disaster is known, the contract will then be finalized with the appropriate scope of work and advertised in a timely manner. Pre-qualified contractors A Request for Qualifications (RFQ) for contractors may be advertised to establish the credibility of the contractor candidate with specific focus on insurance, bonding, and licensing. All pre-qualified vendors are then invited to bid on a contract, focusing on the costs rather than assembling the documentation necessary to qualify for bidding during the actual disaster. Pre-event contracts Olathe may solicit bids and award contracts in nondisaster times. Debris Management Plan 2012, Page 27

125 General Contract Provisions To protect the interests of Olathe, specific items should be included in the contract to minimize the potential conflicts with the contractor. These items include the following: Basis of payment Basis of payment is usually based on the volume and/or weight of the contractor s loads Duration of the contract To ensure that debris removal is conducted expeditiously, the contract should include specific timelines for work to be completed Performance measures Olathe will implement progress payments for services as specific performance tasks have been meet and documented. Agreement to restore collateral damage A contract provision should include a requirement that the contractor is to restore and/or repair (at the contractor s cost) all damaged infrastructure back to pre-existing conditions if the damage was caused by their activities Termination for convenience -- This clause allows Olathe the ability to terminate the contract if the contractor does not deliver services in the manner delineated in the contract. Conflict resolution process This contract provision should include alternatives for mediation should an issue prove difficult to solve. Types of Contracts Lump Sum Work within a prescribed boundary with a clearly defined scope (including finite timeframe) and a total price. There are two common uses of the lump sum contract which are as follows: Area Method This technique defines the geographical boundary in which the debris is to be collected. By providing geographical boundaries, the quantity of debris may be forecasted ore estimated based on topography and land use. Pass Method This technique describes the number of times debris will be collected from the curbside within a specified geographical boundary. Limiting the number of passes for an area keeps the scope of work known. Debris Management Plan 2012, Page 28

126 The advantage of a lump sum contract is that the total price for the specified work is known at the time the bids are opened. Appendix E summarizes the lump sum structure, provisions, advantages, disadvantages, monitoring, and documentation. Unit Price Work done on an item-by-item basis with cost determined per unit. The quantities of work to be completed are estimated by Olathe and included in the bid solicitation process. The estimated quantity of work described in the bid solicitation can be adjusted to reflect a more accurate quantity when debris operations are under way and the true extend of the disaster is realized. Appendix D summarizes the lump sum structure, provisions, advantages, disadvantages, monitoring, and documentation. Cost Plus Fixed Fee Either lump sum or unit price contracts with a fixed contractor fee added into the price Time and Materials Contractor bills Olathe for labor, equipment, materials, and overhead. This type of contract is used when the scope of work necessary to achieve an outcome is unknown. Moreover, this type of contract establishes hourly rates for labor and equipment that will be used to perform specific tasks. Solicitation for a time and materials contract should include descriptions of the types of work items that would be required for debris removal, debris processing, and recycling. Olathe will establish the maximum number of hours the contract can work or set a ceiling of no more than 70 hours of actual work. Olathe will carefully monitor these contracts by requiring contractors to provide daily work reports and other control measure as deemed necessary. This type of contract is the least preferred and is typically only used for initial emergency work or when there are complex life-saving activities dependent on the removal of debris. Appendix F summarizes the lump sum structure, provisions, advantages, disadvantages, monitoring, and documentation. Contract Scope of Work Should reference one of the following: o Eligible Work o Work eligible under FEMA Public Assistance regulations, policies, and guidance o Work performed on public property and/or public rights-of-way Debris Management Plan 2012, Page 29

127 Units of work must be viewed uniformly to prevent work on one piece of debris on multiple occasions (ex: removing a leaning portion and the cutting the stump to the ground cannot be two separate unit costs). Contract Limitations Avoid piggyback contracts with neighboring jurisdictions Cost plus percentage of cost contracts will not be used Additional Contract Requirements All contracts in excess of $10,000 must contain a provision for termination for cause and for convenience by Olathe For contracts over $100,000, the following minimum bonding requirements will apply: o A bid guarantee from each bidder equivalent to 5% of the bid price o A performance bond on the part of the contractor for 100% of the contract price o A payment bond on the part of the contractor for 100% of the contract price VII. Private Property Demolition and Debris Removal If private property is thought to be a threat to improved public property or public rights-of-way, an immediate threat determination must be made by the Olathe Public Health Department or by Olathe Planning and Zoning. This evaluation must determine whether the disaster-generated debris on private property in the designated area constitutes an immediate threat to life, public health, and/or safety. Olathe will also provide documentation stating that the removal of the threatening debris is cost effective to remove (i.e., the cost to remove the debris is less than the cost of the potential damage to the improved property). Along with the documentation for the threat determination, Olathe will provide documentation for its legal authority to enter the private property to remove the debris. This legal authority will come in the form of condemnation of the property, a hold harmless agreement, or other legal actions per law. Prior to any removal of debris from the private property, the following documentation will be sent to FEMA s FCO: Documentation confirming the existence of an immediate threat on public property; Documentation of the legal authority to enter that property; and Documentation that a legally authorized official has ordered the exercise of public authority to enter private property to perform debris removal Debris Management Plan 2012, Page 30

128 The FCO will approve or disapprove in writing Olathe s request. If approval is granted, debris removal can begin with the pre-determined scope of work; however the following documents will be created during debris management operations: Right-of-Entry This document must be signed by the property owner and should include a hold harmless agreement and indemnification applicable to the project s scope of work. Physical Documentation Photos will be taken to show the condition of the property prior to the beginning of the work. Pictures should document the address and scope-of-work on the private property. Private Property Debris Removal (PPDR) Assessment A property specific assessment will be created to establish the scope of eligible work. The PPDR can be a map or other documentation system that serves as a guide indicating the location of the eligible items of work that present an immediate threat relative to the improved property or rights-of-way. Documentation of Environmental and Historic Review Documents environmental and historical preservation compliance as established in 44 CFR Parts 9 and 10 as well as any relevant Kansas or Olathe ordinance. Additional documentation may be required by the FCO on a case-by-case basis to demonstrate the proposed work is in compliance with all Federal, State, and local laws and regulations. Demolition of Private Structures The demolition of unsafe privately owned structures and subsequent removal of demolition debris may be considered during debris management if the following conditions are met: The structures were damaged and made unsafe by the declared disaster, and are located in the area of the disaster declaration; Olathe certifies that the structures are determine to be unsafe and pose and immediate threat to the public (i.e., the structure is so damaged or structurally unsafe that partial or complete collapse is imminent). This certification will be performed by Olathe Building Inspectors based on structural assessments in accordance with local ordinances and building codes; Olathe has the legal responsibility to perform the demolition. Similar to private property debris removal, Olathe must demonstrate its authority and legal responsibility to enter private property to perform demolition of unsafe structures; Debris Management Plan 2012, Page 31

129 As the legally authorized official, the Chairman of the Board of County Commission has ordered the demolition of unsafe structures and removal of demolition debris; Olathe has indemnified the Federal government and its employees, agents, and contractors from any claims arising from the demolition work; and The demolition work can be completed within the completion deadlines outlined in 44 CFR for emergency work. Eligible costs associated with the demolition of private structures may include, but are not limited to the following: Capping wells Pumping and capping septic tanks Filling in basements and swimming pools Testing and removing hazardous materials from unsafe structures including asbestos and household hazardous wastes Securing utilities (electric, phone, water, sewer, etc.) Securing permits, licenses, and title searches (if demonstrated that fees are above and beyond administrative costs) Demolition of disaster-damaged out buildings such as garages, sheds, and workshops determined to be unsafe. Ineligible costs associated with the demolition of private structures included: Removal of slabs or foundations ( except in very unusual circumstances, such as when disaster-related erosion under slabs on a hillside causes an immediate public health and safety threat Removal of pads and driveways; and/or removal of structures condemned as safety hazards before the disaster VIII. Public Information Plan Distribution Strategy Public information related to debris management will be submitted to the public in as many ways as possible. Although there will be an operational public information officer designated by the Debris Project Manager, this position will work in cooperation with the Olathe Public Information Manager to facilitate the distribution of public information. The following communication vehicles should be considered when performing this function: Media This includes local television, radio, newspapers, or community newsletters that reach the impacted area(s). Internet Sites Information should be posted to the Olathe Government webpage ( and the Olathe Emergency Management and Homeland Security webpage ( Debris Management Plan 2012, Page 32

130 Public forums This includes interactive meetings at a local government building(s), area malls, etc. Direct Delivery Products This includes door hangers, direct mail, fact sheets, flyers within bills, billboards, etc. Using these various communication methods will ensure the distribution of information even if power, utilities, and other infrastructure have been damaged during the disaster. Providing this information to the workers in the field is also a vital way to distribute vital information. The Public Information Officer may choose to establish a Debris Information Hub if the size of the debris management process warrants it. This may include a direct Olathe hotline or information may be routinely submitted to the regional system. IX. Acronyms FEMA Federal Emergency Management Agency HHW Household Hazardous Waste NRCS National Resources Conservation Service ROOT-BALL The tightly packed mass of roots and soil produced by a plant USACE United States Army Corp of Engineers USDA United States Department of Agriculture WMD Weapon of Mass Destruction X. Appendices Appendix A: Appendix B: Appendix C: Appendix D: Appendix E: Appendix F: Hazardous Stump Worksheet Stump Conversion Table Sample DMS with Operational Boundaries Unit Price Contract Summary Matrix Lump Sum Contract Summary Matrix Time and Materials Contract Summary Matrix a. Maps of jurisdiction and priorities b. Staffing Assignment Maps c. List of Pre-qualified Contractors d. Load Ticket e. Debris Monitor Reports f. Truck Certification List g. List of Temporary DMS Sites? h. Vegetative Crosswalk? i. PI Flyer? Debris Management Plan 2012, Page 33

131 APPENDIX A: Hazardous Stump Worksheet Debris Management Plan 2012, Page 34

132 APPENDIX B: Stump Conversation Table Debris Management Plan 2012, Page 35

133 APPENDIX C: Sample DMS Layout with Operational Boundaries Debris Management Plan 2012, Page 36

134 APPENDIX D: Unit Price Contract Summary Matrix Debris Management Plan 2012, Page 37

135 APPENDIX E: Lump Sum Contract Summary Matrix Debris Management Plan 2012, Page 38

136 APPENDIX F: Time and Materials Contract Summary Matrix

137 APPENDIX G: Technical Guidance Document SW Kansas Department of Health and Environment Bureau of Waste Management 1000 SW Jackson, Suite 320, Topeka, Kansas Construction and Demolition Wastes and Clean Rubble Construction and demolition (C&D) waste is solid waste generated during construction or demolition activities. Clean rubble is also generated during construction or demolition activities, but it differs in composition from C&D waste. This document explains the definitions of C&D waste/clean rubble and acceptable methods for disposal of both. Construction and Demolition Waste Definition of C&D waste C&D waste is defined in KSA (u) as: solid waste resulting from the construction, remodeling, repair and demolition of structures, roads, sidewalks and utilities; untreated wood and untreated sawdust from any source; treated wood from construction or demolition projects; small amounts of municipal solid waste generated by the consumption of food and drinks at construction or demolition sites, including, but not limited to, cups, bags and bottles; Furniture and appliances from which ozone depleting chlorofluorocarbons have been removed in accordance with the provisions of the federal clean air act; Solid waste consisting of motor vehicle window glass; and solid waste consisting of vegetation from land clearing and grubbing, utility maintenance, and seasonal or storm related cleanup. Such wastes include, but are not limited to, bricks, concrete, and other masonry materials, roofing materials, soil, rock, wood, wood products, wall or floor coverings, plaster, drywall, plumbing fixtures, electrical wiring, electrical components containing no hazardous materials, non-asbestos insulation and construction related packaging. Other statutes and regulations further refine the definition: Construction related packaging means small quantities of packaging wastes that are generated in the construction, remodeling or repair of structures and related appurtenances. Construction related packaging does not include packaging wastes that are generated at retail establishments selling construction materials, chemical containers generated from any source or packaging generated during maintenance of existing structures. KSA (dd) Furniture and appliances do not include computer monitors and other computer components, televisions, videocassette recorders, stereos, and similar waste electronics. KAR 300(a)(4)(A) Treated wood includes wood treated with any of the following: (i) Creosote; (ii) oil-borne preservatives, including pentachlorophenol and copper naphthenate; (iii) waterborne preservatives, including chromated copper arsenate (CCA), ammoniacal copper zinc arsenate (ACZA), and ammoniacal copper quaternary compound (ACQ); or (iv) any other chemical that poses risks to human health and the environment that are similar to the risks posed by the chemicals specified in paragraphs (i) through (iii). KAR (a)(4)(B) Technical Guidance Document SW 94-02: Construction and Demolition Wastes and Clean Rubble Page 2 of 3 revised 10/07 ESF #3 Public Works and Engineering

138 Untreated wood includes the following, if the wood has not been treated with any of the chemicals listed in the definition of treated wood: (i) Coated wood, including wood that has been painted, stained, or varnished; and (ii) engineered wood, including plywood, laminated wood, oriented-strand board, and particle board. KAR (a)(4)(C) Wastes which may be disposed of in a C&D landfill In addition to the items explicitly identified as C&D waste in KSA (u), the Kansas Department of Health and Environment (KDHE) considers the following materials as acceptable for disposal in a C&D landfill: 1. Uncontaminated wooden pallets; 2. Street sweepings (litter must be removed and concentrations of metals, VOCs, and other compounds must be below regulatory levels); 3. Floor tile, siding, and roofing material containing non-friable asbestos. This material should be: a. Handled so it remains non-friable (e.g., may have to be manually removed prior to demolition of structure); b. Transported wet (covered with a mist spray to suppress dust) or transported with tarp cover; and c. Covered immediately at the landfill; 4. Trees, brush, sod, and incidental quantities of leaves and grass; 5. Metal scrap (e.g. tie strapping); 6. Mobile homes and trailers (except the tires and fuel tanks). KDHE encourages the recycling of metal components. Dry mud trap solids from commercial car washes may be applied as cover at a C&D landfill. To be considered a solid the material must pass the paint filter test, EPA method SW 846/9095. Wastes which may not be disposed of in a C&D landfill Construction and demolition waste does not include waste material containing friable asbestos, garbage, appliances from which ozone depleting chlorofluorocarbons have not been removed in accordance with the provisions of the federal clean air act, electrical equipment containing hazardous materials, tires, drums and containers even though such wastes resulted from construction and demolition activities. KSA (u) In addition to the items explicitly identified as not being C&D waste, KDHE considers the following wastes unacceptable for disposal in a C&D landfill: 1. Processed tires - i.e. cut or baled; 2. Mud trap wastes from businesses other than commercial car washes; 3. Bagged or bulk quantities of leaves and/or grass clippings; 4. Trash bags, unless demonstrated to contain only acceptable wastes. Disposal options for C&D wastes Acceptable C&D wastes may be disposed of in either a municipal solid waste landfill (MSWLF) or in a C&D landfill. Both MSWLFs and C&D landfills must be approved by KDHE through a permit process. But because of the relatively inert nature of the wastes disposed in C&D landfills, these landfills do not have to meet design standards as strict as those for MSWLFs. ESF #3 Public Works and Engineering

139 Most C&D landfills will, on occasion, receive waste that is not appropriate for disposal. Therefore, all C&D landfills should conduct waste screening (i.e., inspect incoming waste and remove unacceptable materials) and maintain a dumpster or rolloff container onsite for unacceptable wastes which are received at the landfill. Waste screening is covered in Technical Guidance Document SW 02-01, and storage of unapproved wastes screened from construction and demolition landfills is addressed in Bureau of Waste Management Policy Technical Guidance Document SW 94-02: Construction and Demolition Wastes and Clean Rubble Page 3 of 3 revised 10/07 Clean Rubble Definition of clean rubble According to K.S.A (w), Clean rubble means the following types of construction and demolition waste: concrete and concrete products including reinforcing steel, asphalt pavement, brick, rock and uncontaminated soil as defined in rules and regulations adopted by the secretary. K.S.A b lists clean rubble as a waste which is exempt from the state solid waste tonnage fee. The definition of construction and demolition waste in K.S.A (u) states: Clean rubble that is mixed with other construction and demolition waste during demolition or transportation shall be considered to be construction and demolition waste. Clean rubble that is brought separately to a construction and demolition landfill or a municipal solid waste landfill is not subject to the tonnage fee, even if the clean rubble is mixed with construction and demolition waste or municipal solid waste upon disposal. Disposal of clean rubble The stable nature of the materials in clean rubble means it may be disposed of with C&D waste, or it may be disposed of separately at a clean rubble site. However, clean rubble that is mixed with other C&D waste during demolition or transportation is considered to be C&D waste and must be disposed of at either a MSWLF or at a C&D landfill. Unlike a C&D landfill, state statutes do not require a solid waste permit for operation of a site that accepts only clean rubble. However, a clean rubble site may be subject to local city or county requirements such as local approval (zoning or land use) and local ordinances. Approval from the Division of Water Resources (DWR) may be required if the site is located in the 100- year flood plain. The operation and appearance of the site must not create a public nuisance or adversely affect the public health or the environment. For additional information regarding proper management of solid waste, you may contact the Bureau of Waste Management at (785) , or the address at the top of this document, or visit the Bureau=s website at ESF #3 Public Works and Engineering

140 Emergency Support Function (ESF) #4 Firefighting ESF #4 Coordinator: Fire Chief Primary Agency: Fire Department, Emergency Services and Special Operations Divisions Support Agencies: Fire Department, Emergency Management Division Police Department Area and Regional Firefighting Agencies Johnson County Emergency Communications Center (ECC) Johnson County Division of Emergency Management (JCDEM) Purpose Emergency Support Function (ESF) #4 Firefighting addresses the coordination of firefighting activities during disasters that affect the City of Olathe. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #4 is a functional annex to the EOP. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in firefighting activities required to support disaster response and recovery operations in the City of Olathe. Specifically, this ESF addresses: Guidelines for the organization and response of local firefighting resources during disasters when routine staffing levels become overwhelmed. Emergency fire suppression response duties. Fire command, control and incident management structure. Augmentation of local fire suppression resources.

141 Situation and Assumptions 1. Olathe staffs 7 strategically located fire stations with 8 companies. Career personnel staff these companies 24 hours per day, 365 days per year. The Fire Department runs over 9,000 calls per year, including fire suppression, emergency medical and technical rescue calls. Command, Building Codes and Support Staff are based out of the Fire Administration Building. 2. The Fire Department provides several emergency and non-emergency services to its citizens, including fire suppression, emergency medical services, hazardous materials, trench rescue, confined space rescue, swift water rescue, ice water rescue, high angle rescue, vehicle extrication, explosive ordnance disposal, disaster preparedness, safety education, community risk management and building codes and enhancement. 3. Johnson County operates the Emergency Communications Center (ECC), which is located in Olathe. The ECC is responsible for dispatching fire and emergency medical service resources for the entire county. 4. Johnson County operates and maintains a countywide 700 MHz radio system, in which all fire departments within the county utilize. Other communication methods include mobile data terminals, telephones, pagers, WebEOC, etc. 5. A Mutual and Automatic Aid Inter-local Cooperation Agreement exists for all fire departments within Johnson County. 6. The Incident Commander (IC) can request additional resources via the ECC. 7. The Fire Department operates and maintains a Department Operations Center (DOC). The Fire Department also maintains the EOC. 8. The Olathe Fire Department can handle most emergencies within the City. 9. Fire department resources will be overwhelmed during a disaster. If the disaster affects other areas of the county, automatic and mutual aid resources will also be depleted. 10. During a disaster, some services normally provided by the fire department will not be provided. Priority is given to life safety and supersedes property protection. 11. The Fire Department might be requested to provide qualified personnel to the Fire Department DOC, EOC, and/or County EOC. Notifications 1. The Fire Department will be assigned to an incident at the onset of a disaster. The Emergency Management Director (or his/her designee) will be informed by the IC of the need for DOC ESF #4 Firefighting 2

142 and/or EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #4 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. Requests for emergency services assistance within the County shall be directed to the ECC. Depending on the severity of the disaster and the immediacy of the request, the ECC has the capability of ordering metro-wide emergency resources. 5. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC/JCDEM to obtain augmented resources from the State and/or Federal sources as needed. All requests for outside public assistance (State, Federal, etc.) shall be routed in the following order: IC/Chief Officer. Fire Department DOC. EOC. County EOC/JCDEM. 6. In the event the operations centers are not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 8. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Olathe Fire Department Emergency Services is the coordinating agency for providing ESF #4 Firefighting. The Fire Department will coordinate response efforts with supporting agencies. 2. ESF #4 applies to all agencies and organizations with assigned emergency responsibilities in the EOP. The ESF #4 Coordinator and support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 3. If the EOC is activated, the Emergency Management Director will determine if it will serve as the central location for the City of Olathe for interagency coordination and executive decisionmaking, including all activities within ESF #4. Depending on the disaster, the Emergency Management Director might determine that a mobile command post or the Fire Department ESF #4 Firefighting 3

143 DOC might be better suited for firefighting coordination. Regardless, close communication will be maintained with the IC. 4. APG references the on-duty chief officer s duties to recognize the need for additional resources. This policy guide establishes the authority to open the EOC, activate the special operations groups as needed and make requests for resources through the ECC and JCDEM. 5. Olathe has access to a number of specialized operation groups within the County and metro area. These include dive teams, aerial surveillance, search and rescue teams, aircraft rescue, etc. Contacts for these groups are maintained by the ECC, the DOC and the EOC. 6. The National Incident Management System (NIMS) is used throughout Johnson County. 7. During a disaster, the Fire Department s organizational chart and chain of command will continue to be used. 8. The IC shall provide the Fire Department DOC (or Emergency Management Director if the DOC is not open) with initial damage assessment information. See ESF #12 Energy and Utilities for further information. 9. The Johnson County Fire and Emergency Services Chiefs Association has created models for service delivery. Some of these models include the following: Mayday Model Procedure. Incident Command System (ICS) Model Procedure. Personnel Accountability System Model Procedure. High Rise Plan Model Procedure. Resource Identification/Typing and Station Numbering Model Procedure. Manual Mode Procedure. 10. Evacuations may be initiated by the IC. The IC is responsible for making evacuation decisions related to a specific incident, especially when the timeliness of such decisions is a matter of immediate life safety. In the event of a widespread disaster, EOC command will most likely be responsible for evacuation decisions. 11. The Fire Department might coordinate or assist with coordinating warning and evacuation messages to the public. See ESF #15 Public Information for further information. 12. Evacuation criteria will take into account variables such as the specific hazard, immediacy, seriousness and expected duration of the threat; vulnerable populations at risk; and adequacy/availability of evacuation routes. See ESF #1 Transportation regarding evacuation criteria. 13. The Planning Section Chief will develop and submit the Incident Action Plan (IAP) to the Incident Commander for each operational period during a disaster. 14. Emergency transportation routes will be necessary for emergency vehicles during disasters. See ESF #1 Transportation for further information. ESF #4 Firefighting 4

144 Roles and Responsibilities Fire Department, Emergency Services and Special Operations Divisions Preparedness Response Recovery Mitigation Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Maintain the CERT program. Conduct pre-fire planning and life safety inspections. Ensure each of the preparedness responsibilities identified for the City ESF #4 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division and ECC. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #4 activities. Perform initial windshield damage assessments. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies and notify mutual aid agencies for potential responses. Conduct specific response actions as dictated by the situation. Monitor and maintain minimum fire suppression apparatus units in the City. Anticipate other response actions as events develop. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #4. Collect and analyze information relevant to ESF #4 and report in WebEOC and EOC documents. Coordinate the ESF #4 support of recovery activities. Coordinate the restoration of ESF #4 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #4 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #4 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Fire Department, Emergency Management Division Preparedness Assist with ESF #1 preparedness activities. Ensure this ESF is maintained and updated by the ESF Coordinator. Assist with maintaining the Fire Department DOC and maintain the EOC. Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). ESF #4 Firefighting 5

145 Response Recovery Mitigation Participate in disaster exercises. Assist with the coordination of response activities with the EOC and/or County EOC as needed. Deploy trained individuals to the EOC and/or County EOC as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Police Department Preparedness Response Recovery Mitigation Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Provide traffic control during disasters. Coordinate and/or assist with evacuations. Provide resources and personnel to help support the movement of people and equipment. Coordinate response activities with the EOC and/or County EOC as needed. Deploy trained individuals to the EOC and/or County EOC as needed. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References Johnson County Emergency Operations Plan, ESF #15 Public Information, dated April, Olathe Fire Department Administrative Policy Guide (APG), current edition. Johnson County, Kansas Mutual Aid and Inter-Local Cooperation Agreement, dated December 2, Please refer to the Basic Plan for additional References. Attachments Johnson County, Kansas Mutual Aid and Inter-Local Cooperation Agreement, dated December 2, 2010 ESF #4 Firefighting 6

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164 Emergency Support Function (ESF) #5 Emergency Management ESF #5 Coordinator: Primary Agency: Support Agencies: Emergency Management Director Fire Department, Emergency Management Division All City Departments that augment this mission Purpose Emergency Support Function (ESF) #5 Emergency Management addresses the coordination of emergency management activities during disasters that affect the City of Olathe. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #5 is a functional annex to the EOP. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in emergency management activities required to support disaster response and recovery operations in the City of Olathe. Specifically, this ESF addresses: Emergency decision-making and the local declaration process The process for requesting State and Federal assistance Overall coordination of mutual aid and regional operations On-scene command and control structure and interface with the EOC Decision-making and information dissemination The process of issuing situation reports, bulletins and advisories Science and technology support

165 Situation and Assumptions 1. A variety of hazards have the potential to occur within the City that may require support and coordination from a centralized EOC. 2. Local, State and Federal authority for activities contained in this ESF are listed in the Basic Plan. 3. The City has a designated liaison assigned to report to the County EOC upon request. 4. The outdoor warning siren system is maintained by the Fire Department and has the capability of activation as needed. 5. Disasters may develop suddenly or occur over a period of time. Emergency Management staff maintains continual situation awareness for early warning information to disseminate to the public. 6. Requests for assistance may rapidly deplete City resources that could require mutual aid assistance. 7. Critical decision-making will occur as outlined in the Basic Plan from a centralized EOC as early as possible into the event. 8. Emergency lines of succession have been established to ensure the availability of a City Official with the authority to declare a disaster. Assistance may be requested from outside entities but overall direction and control in the City limits remains the responsibility of the City. 9. Requests for emergency assistance will be assigned to the appropriate department/agency and will be resolved at the lowest level possible. Unresolved requests will normally flow upward in a structure from the City to the Johnson County EOC/JCDEM. The County EOC is responsible to coordinate assets from the region to the State and upward to the Federal levels. 10. Olathe has been designated as a StormReady Community by the National Weather Service (NWS). StormReady is a national program that gives communities the skills and education needed to survive severe weather, before and during the event. The nationwide community preparedness program uses a grassroots and pro-active approach to help communities develop plans to improve local hazardous weather operations and public awareness for local severe weather threats. StormReady communities are better prepared to save lives from the onslaught of severe weather through advanced planning, education and awareness, according to the NWS. 11. City Departments utilize Incident Action Plans (IAPs) for large scale event planning. 12. The Emergency Management Division of the Fire Department maintains and keeps the EOC in a ready state. ESF #5 Emergency Management 2

166 Notifications 1. The Emergency Management Division staff of the Olathe Fire Department will maintain continual situational awareness for hazards that may affect the City (e.g. severe weather events). This situational awareness can be done remotely, from the Fire Department Operations Center or from the City EOC. 2. Emergency Management Division staff will notify the Emergency Management Director (or his/her designee) of the need for DOC and/or EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request the appropriate ESF representatives to respond to the EOC. 3. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 4. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 5. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 6. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 7. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 8. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 9. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Emergency Management Division of the Olathe Fire Department is the primary agency at the local level for providing ESF #5 coordination, control and support during disaster response activities. 2. The City EOC will serve as the central location for inter-agency coordination, collecting and disseminating information between operating ESF coordinators. Policy and control functions will be accomplished from the EOC. Tactical and operational decisions will be made from the field within the structure of the Incident Command System (ICS) of the National Incident Management System (NIMS). ESF #5 Emergency Management 3

167 3. The organization and staffing of the EOC will be designed to provide a direction and control structure with the flexibility to adapt to the magnitude of various disaster situations. 4. Appropriate City Departments are involved in coordinated efforts with Johnson County Government to reduce and/or lessen the impacts from loss of life, property and damage to infrastructure under the County Multi-Jurisdictional Multi-Hazard Mitigation Plan. 5. The City participates in programs to reduce future losses. Some of these programs include: a. Disaster Mitigation Act of 2000 b. FEMA Flood Mitigation Assistance c. Pre-Disaster Mitigation and Hazard Mitigation Grant Programs d. NWS StormReady Program 6. Individual City departments tasked with responsibilities in emergency response during disasters are responsible for training and exercising personnel to current nationally recognized standards. 7. Emergency Management Division staff will maintain a constant state of situational awareness by monitoring National Weather Service reports and other communications from local and regional law enforcement, homeland security advisory and surveillance bulletins. 8. Mutual aid agreements exist with surrounding response departments to augment City resources during disaster events. 9. Relationships with private sector groups and Volunteer Organizations Active in Disasters, (VOAD s) supplement emergency services upon request. 10. Community Emergency Response Teams (CERTs) generate a high degree of citizen involvement, which may be activated in disasters according to established, written guidelines. 11. The City participates in the Johnson County and Mid-America Regional Council Local Emergency Planning Committees (LEPCs). 12. The Division of Emergency Management maintains a state of readiness to deploy personnel and resources as necessary. 13. Emergency notifications are made from a redundant communications system of electronic, web based tools, cellular and land-based telephone, (reverse 9-1-1), text, SMS messaging and a variety of radio communications. 14. Inventories of supplies are warehoused to accommodate immediate needs with purchasing agreements with vendors to supply resources as needed. 15. Restoration of emergency supplies and resources to pre-event levels are essential in the recovery process. 16. The ESF #5 Team will coordinate with the ESF #7 Resource Management Team to prepare documentation for potential reimbursement eligibility. ESF #5 Emergency Management 4

168 17. The ESF #5 Coordinator is responsible for the coordination of after-action reviews. 18. The organization and assigned staffing of the EOC is designed to provide direction and control efficiently with flexibility to expand to meet escalating requests for service throughout disaster emergencies. 19. EOC activation criteria and operations can be referenced in the Basic Plan. 20. Inter-operable communications capability exists with Fire, Law Enforcement, Johnson County Med-Act, JCDEM, State, Federal and private sector agencies. 21. Communication equipment capability includes: a. Land-line telephone b. Public Safety radio c. Reverse (OCEANS) d. Facsimile e. Cellular telephone f. Metropolitan Emergency Radio Service (MERS) g. Amateur radio h. National Warning System (NAWAS) i. WebEOC 22. The designated EOC site is located at City Hall. The designated alternate EOC site is the training room at the Fire Department Administration building. 23. Public health related events such as a disease outbreak or terrorist biological agent release will cause the County Public Health Department to establish their DOC. The Olathe EOC may be requested to activate to support operations with City recourses. 24. Surrounding municipalities around Olathe may activate their EOCs depending upon the type and scope of the event. The Olathe EOC will establish and maintain contact with those EOCs for information sharing and status updates. 25. Non-governmental organizations such as Olathe Medical Center and the Olathe School District may activate their individual operational centers to coordinate emergency response actions. 26. Field operations will normally communicate with the EOC primarily by public safety radio and cellular telephone. Outside organizations and groups will communicate with the EOC via landline and cellular telephone and/or facsimile. The City of Olathe in conjunction with JCDEM will utilize the web-based system, WebEOC. This system links the local EOC to regional and State resources. 27. As information reaches the EOC, it will be recorded into event logs electronically or utilizing preprinted forms. The Emergency Management Division will work to ensure a system is in place to receive information from responding and participating agencies and relay messages to the appropriate EOC staff. ESF #5 Emergency Management 5

169 28. WebEOC Functions: a. Routing and tracking messages and provide status of requests b. Supporting data when requesting State/Federal assistance c. A resource management tool d. An action planning tool e. Situation and event report generation f. Interface with Geographic Information systems (GIS) 29. The Plans Section will use the City s GIS capability to support EOC decision-making and field operations with maps and computer modeling. 30. Periodic briefings will be conducted in the EOC by the Plans section to ensure all participating organizations are aware of critical information, as well as EOC information management and reporting requirements. 31. Pertinent information will be displayed in the EOC to assist the staff with coordination, decisionmaking and planning. Pertinent data may include IAPs, maps, situation reports, event logs, damage reports, resource requests and specific ESF activities. 32. The Plans Chief will receive data, written or electronically, concerning damage assessment, situation reports, resource availability, pending requests and personnel status. 33. The Plans Chief will ensure information is exchanged with other jurisdictions and agencies beyond the local EOC. 34. The EOC organizational structure and ESF Branches that may be initiated as needed are outlined in the Basic Plan. 35. Specific ESFs may be activated appropriate to the nature of an incident. Biological incidents and foreign animal disease outbreaks are examples of incidents that might need partial ESF activation. 36. The primary agency will maintain status of all outstanding requests for assistance and unresolved ESF-related issues. This information will be summarized into periodic status reports and submitted in accordance with applicable operating procedures. Roles and Responsibilities Preparedness Fire Department, Emergency Management Division Maintain this ESF Annex as well as the Basic Plan of the EOP. Ensure each of the preparedness responsibilities for this ESF identified above is accomplished. Maintain an inventory of agency resources. Maintain emergency contact information. Monitor developing situations. Activate the outdoor warning sirens in accordance with internal procedures if the County ESF #5 Emergency Management 6

170 Response Recovery Mitigation experiences activation failures. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all activities for this ESF. Provide emergency management support in disasters, in accordance with departmental operation plans and existing MOUs and agreements. Activate the EOC as necessary when instructed. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies and notify mutual aid agencies for potential responses. Conduct specific response actions as dictated by the situation. Anticipate other response actions as events develop. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for this ESF. Collect and analyze information relevant to this ESF and report in WebEOC and EOC documents. Coordinate the support of recovery activities for this ESF. Coordinate the restoration of resources and/or capabilities as needed for this ESF. Replenish supplies and repair damaged equipment. Deactivate the EOC as necessary when instructed. Ensure ESF Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References City of Olathe, Severe Weather Operations Plan, dated June, Johnson County Emergency Operations Plan, ESF -5 Emergency Management, dated April, Please refer to the Basic Plan for additional References. Attachments City of Olathe, Severe Weather Operations Plan, dated June, ESF #5 Emergency Management 7

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172 City of Olathe, Kansas Severe Weather Operations Plan Olathe Fire Department, Emergency Management June 2011 ESF #5 Emergency Management 9

173 Table of Contents Purpose Scope Authorities and References Organization City Response Concept of Operations - City Response - Reception of severe weather information - Public notification - Outdoor siren activation process - EOC activation procedures - EOC Command/Field Command - Reporting in an Emergency - Property damage reporting - Establishment of heating/cooling centers ESF #5 Emergency Management 10

174 Purpose The Severe Weather Operations Plan has been developed to establish procedures that will provide: Timely notification of weather watches, warnings and advisories, as issued by the National Weather Service, to the general public in the City of Olathe Reduce the loss of life, injury, or damage and loss of property by prompt responses to requests for assistance in priority of need Outline the process of the activation of the Emergency Operations Center Property damage reports to appropriate agencies Maximize efficient use of resources needed for effective incident management Scope The City Emergency Operations Plan addresses severe weather emergencies that are likely to occur and the actions the City will initiate, in coordination with the County, the State, and Federal governments as appropriate. It is applicable to all City departments, agencies, private sector, and volunteer organizations that may be requested to provide assistance whether in an actual incident or an imminent threat to the community that may be needed to coordinate an effective response. Authorities and References It is the responsibility of elected and appointed officials to provide the citizens of their city with necessary services. One of these services, required by Kansas Statute , involves the development of County and/or City Emergency Operations Plans, which will coordinate life safety and protection of property issues in the event of a disaster. This planning includes mitigation to reduce the probability of occurrence and minimize the effects of incidents, preparation to respond to a disaster situation, response during a disaster and recovery that will ensure the orderly and fast return to normal or improved levels following a disaster. The City of Olathe s Emergency Operations Plan has been developed to establish the special policies, guidelines, and procedures that will provide city personnel with the information and equipment required to function quickly and effectively in a disaster situation. As City Manager of the City of Olathe, I endorse this plan and direct all personnel involved taking appropriate actions to put this plan in place and keep it working. J. Michael Wilkes City Manager City of Olathe, Kansas ESF #5 Emergency Management 11

175 The local Emergency Management Office operates as a Division of the Olathe Fire Department. The Emergency Management Division acts under the local City Code Title. Ord , 1996, amended May 2005 titled City Emergency Operation Act County, State and Federal standards and regulations are included in the Emergency Operations Plan. Organization The Fire Chief is the designated Emergency Management Director for the City. The Special Operations Assistant Chief is the Deputy Emergency Manager. This area of responsibility supervises all areas of public sector emergency services relating to Fire, EMS, Emergency Management, HAZMAT and Technical Rescue. Incident Management Activities The National Incident Command System is utilized in all aspects of emergency services within the City. These activities include mitigation (prevention), preparedness, response, and recovery. The EOP focuses on those activities that are directly related to an imminent threat to the community or an evolving incident rather than the preparedness activities that are conducted on a day-to-day basis in the absence of a specific threat or hazard. Emergency Operations The organizational structure for response to an emergency/disaster is under the leadership of the City Manager. Under the direction of the City Manager, the Olathe Emergency Management agency is responsible for coordinating the activities of all departments assigned emergency responsibilities in the Emergency Operations Plan. Based on the severity and magnitude of the situation, the Mayor may issue a Local Emergency Declaration. Concept of Operations City Response The City must be prepared to respond quickly and effectively on a 24-hour basis to developing weather events. When severe weather is an imminent threat, the department operations center (DOC) and/or the EOC will be activated to a level appropriate to the threat. As the event unfolds the response effort is then initiated through the ICS system with the emergency response departments, agencies and volunteer organizations. There emergency representatives must be authorized to use the resources of their respective departments/agencies/organizations to carry out ESF #5 Emergency Management 12

176 response and recovery missions that are assigned by the Emergency Support Functions (ESF). Reception of Severe Weather Information The Emergency Management Division monitors weather information from the designated warning point at the Johnson County Emergency Communications Office. This location is staffed 24/7 with the following equipment and methods to monitor weather information: - Law Enforcement Teletype (LETS) - Amateur Radio - Pagers (warning reception) - Local, network and Cable Television - NAWAS - Metropolitan Emergency Radio System (MERS) The City Emergency Operations Center has the following capabilities to receive weather information: - NOAA All Hazards Radio - EMWIN, (ETA 8/30/11) - Amateur Radio All bands - Cellular phones/pagers - Local, network and Cable Television - Radio Station AM/FM for EAS reception - Storm Lab (Internet subscription) - Weather-tap (Internet subscription) Public notification of severe weather Upon receiving severe weather watch, warning or advisory information from the National Weather Service, the following methods of public notification will be utilized from the warning point: - Outdoor warning siren activation - Cable television override - Local paging/text system - Coordinated area-wide radio system The City Emergency Operations Center has the following capabilities to inform/warn the public regarding weather information: - Outdoor warning activation - Local notification system (OCEANS) - Local cable television (including screen crawls) ESF #5 Emergency Management 13

177 - Local geographic location warning (OCEANS) - Facebook and Twitter with automated push from NWS, Outdoor Siren Activation The City of Olathe owns and maintains 36 outdoor warning sirens. The purpose of the system is to provide warning notification to the general public who are outdoors and away from other sources of warning information. The Olathe Fire Department and Emergency Management Division, in conjunction with the Johnson County Division of Emergency Management, has the responsibility to monitor weather conditions and severe weather information issued from the National Weather Service (NWS) on a 24/7 basis. The outdoor warning sirens will be activated: 1. Whenever a tornado warning issued by the NWS includes the City of Olathe 2. Immediately, when confirmed, upon receipt of ground-truth report (from any trained spotter) of a tornado in or threatening the City of Olathe The sirens will be activated from one of the following locations (in sequential order): Primary activation point Johnson County Emergency Management/Homeland Security Office Secondary activation point Johnson County Emergency Communications Center City of Olathe Fire Department Operations Center City of Olathe remote operations from web-based network The Fire Chief/Emergency Management Director for the City of Olathe or his/her designee, is authorized to activate the sirens in the event a trained spotter reports a tornado in, or threatening Olathe, or any time confirmed information is received that has not be reported by another agency. EOC Activation See the City of Olathe s Emergency Operations Plan Emergency Operations Center section in the Basic Plan for EOC activation procedures. ESF #5 Emergency Management 14

178 Property Damage Reporting Emergency Operations Center Staff monitor radio traffic from responding Law Enforcement and Fire Department units. Upon receipt of wide spread damage following any severe weather and or flooding event, the EOC will utilize Web EOC to report damage to the Johnson County EOC. The Metropolitan Emergency Radio System may also be utilized to report storm damage in conjunction with the Johnson County EOC. Note: The NWS chat tool, may also be utilized for direct communications with the NWS office in Pleasant Hill, MO. Field reconnaissance teams should be anticipated to be dispatched to obtain a wider view of the damaged areas. The Incident Commander should anticipate the need to call-out the Building Codes and Inspection Division and establish Damage Assessment teams to determine more specific reports. Situational updates should be reported to the County as frequently as necessary for potential disaster declaration needs. Establishment of Heating/Cooling Centers Upon receipt of excessive heat or cold advisories issued by the National Weather Service, the City will issue a media release to inform the public of the location of shelters. The Olathe Public Library, 201 E. Park, and the Indian Creek Library Branch,12290 S. Black Bob Road, are the designated heating/cooling centers. The Emergency Management Division will establish communication with the Library Manager for needed resources and information. ESF #5 Emergency Management 15

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180 Emergency Support Function (ESF) #6 Mass Care ESF #1 Coordinator: Parks and Recreation, Housing Services Manager Primary Agency: American Red Cross (ARC) Support Agencies: Police Department Fire Department, Building Codes Division Fire Department, Emergency Management Division Johnson County Division of Emergency Management (JCDEM) Johnson County ESF #6 Mass Care Team American Red Cross (ARC) The Salvation Army Olathe Unified School District #233 (USD #233) American Legion Post #153 Other Volunteer Organizations Purpose Emergency Support Function (ESF) #6 Mass Care addresses the coordination of emergency mass care, emergency assistance and housing and human services during a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #6 is a functional annex to the EOP. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in mass care activities required to support disaster response and recovery operations in the City of Olathe. Specifically, this ESF addresses: Mass care the coordination of non-medical mass care services to include sheltering of disaster survivors and household pets, organizing feeding operations and coordinating the distribution of emergency relief items. Emergency assistance evacuation support, reunification of families and functional needs support.

181 Housing and human services the provision of assistance for short and long term housing needs of disaster survivors and support for disaster survivors. Situation & Assumptions 1. City, County and other mass care resources can be overwhelmed during a disaster. 2. During a disaster, some services normally provided by the City will not be provided. 3. During a disaster, mass care needs will vary based on the impact of the event (e.g. widespread power outages during an ice storm vs. a subdivision that experiences an EF0 tornado). 4. Mass care supplies could be delayed from arriving for extended periods of time if the disaster is widespread and/or affects the transportation infrastructure. 5. Institutionalized populations, individuals with disabilities and others with access and functional needs might require different or additional mass care needs during a disaster. 6. Even though Housing Services coordinates this ESF, the ARC, the Salvation Army, USD #233 and volunteer organizations will be relied upon to provide mass care resources. State and federal resources may be requested if these local resources become depleted. 7. The ARC does not have the capability to shelter individuals who have behavioral or medical needs that require treatment and/or supervision by health care professionals, unless accompanied with another disaster survivor. 8. ARC maintains a cot trailer at Olathe Fire Department station #2 for quick deployment. 9. Nursing homes and residential care facilities should be able to care for their own populations during a disaster. If necessary, the City will provide assistance in finding mass care needs for these populations. 10. The City has Memorandum of Understandings in place with USD #233 and American Legion Post #153 regarding mass care needs. 11. Pet owner guidance and pet sheltering might be needed during a disaster. This is addressed in ESF #11 Animal Welfare. Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #6 Coordinator of EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #6 representatives to respond to the EOC. ESF #6 Mass Care 2

182 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 8. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Housing Services Division of the Parks and Recreation Department will coordinate ESF #6 Mass Care. The ARC is the primary agency for providing ESF #6 technical assistance, resources and support during response activities. Close coordination is maintained with local, state and federal officials to determine potential needs for support and the most expeditious way of acquiring support. Various incident management systems will be used for collecting, processing and disseminating information. 2. ESF #6 applies to all agencies and organizations with assigned emergency responsibilities in the EOP. The ESF #6 Coordinator and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 3. Mass care, housing and human services operations will be coordinated for the City Emergency Operations Center (EOC). The ARC may also activate an Emergency Coordination Center at another location. Close coordination in a single jurisdiction event will be maintained with their Center. In the event of a multi-jurisdictional event in Johnson County, the City EOC will maintain contact with the ARC representative in the County EOC. ESF #6 Mass Care 3

183 Emergency Sheltering 1. Emergency sheltering is used during a disaster. Heating and cooling center activation is not considered emergency sheltering. 2. All shelter operations will be guided in accordance with ARC standard operating procures, regardless of the operator. 3. Damage assessment information will dictate the type and scope of mass care operations required. The Building Codes Division of the Fire Department will coordinate damage and assessment and determine structural integrity of emergency shelters. 4. All requests for shelter activation should be directed to the ESF #6 Coordinator. The City ESF #6 Coordinator will contact JCDEM and coordinate sheltering needs. JCDEM or the County s ESF #6 Mass Care Team will make the determination if it needs to be a county-coordinated operation. 5. If the event is county-coordinated, JCDEM or the County s ESF #6 Mass Care Team will handle communication with the ARC. The team will work with the City ESF #6 Coordinator to assess the need and determine the location(s) and type(s) of facilities to be activated. JCDEM might request a City representative to respond to the County EOC in multi-jurisdictional disasters. 6. Persons with access and functional needs will be supported as part of the sheltering plans. 7. If the ARC cannot meet sheltering needs, the City ESF #6 Coordinator will assist the County in determining alternate sheltering plans for Olathe residents. 8. Regardless of ARC activation or not, the following are possible locations to use for emergency sheltering: Middle schools deemed available by USD #233. The Salvation Army. Various churches throughout the City (usually independent of City operation). 9. In the event that ARC is unable to provide a sponsored shelter or trained volunteers, the City will coordinate shelter staffing. American Legion Post #153 can provide ARC-trained volunteers. If ARC resources (including volunteers) become available to staff City-coordinated shelters, the local volunteers (e.g. City staff, CERT members, other volunteers, etc.) will be phased out. 10. The ARC will manage the shelters it opens. 11. Communications with shelters will be accomplished primarily through telephone and internet. Amateur radio operators may be deployed to provide communications capabilities. 12. The Olathe Police Department will coordinate safety and security for each shelter in use. The use of private security might be possible, but still coordinated through the Olathe Police Department. ESF #6 Mass Care 4

184 13. WebEOC will be utilized and frequently updated by the appropriate agencies. The ESF #6 coordinator will ensure the shelter board information in WebEOC is accurate. 14. See ESF #15 Public Communications regarding public dissemination of shelter activations and locations. 15. Service animals are the only animals allowed in emergency shelters. ESF #11 addresses animal welfare. Mass Feeding 1. The County s ESF #6 Mass Care Team will coordinate the provision of food and/or water as needed in cooperation with ARC, The Salvation Army and other support organizations. 2. If the event is not supported by ARC, the City has a Memorandum of Understanding with USD #233 that allows the City to requests meals from USD #233 s Food Production Center. The City will be billed for these meals. Housing and Human Services 1. The ARC, Salvation Army and volunteer organizations will be able to provide other essential human services assistance. Assistance examples include emergency clothing, disaster guidance, comfort, crisis-counseling and support. 2. The County s ESF #6 Mass Care Team works closely with the Kansas City Metropolitan Area Community Organizations Active in Disaster (COAD). COAD is a group of volunteer and community groups with resources to provide a variety of disaster assistance. 3. The ESF #6 Coordinator will work with the County s ESF #6 Mass Care Team in coordinating the bulk distribution of emergency relief items for disaster victims. Logistical and staffing support will most likely be needed for these events. 4. ARC provides family reunification services at or GET-INFO. 5. Volunteer and Donations Management is addressed in ESF #7, Resource Support. 6. Caregivers will be provided in emergency shelters for unaccompanied minors. The Olathe Police Department will assist coordinating the plan for children in need of care during a disaster. 7. The ESF #6 Coordinator will work with the ARC and the County s ESF #6 Mass Care Team in identifying housing resources for displaced individuals and families. ESF #6 Mass Care 5

185 Roles and Responsibilities Parks and Recreation, Housing Services Division Preparedness Response Recovery Mitigation Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #6 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #6 activities. Assist the ESF #6 Team with mass care needs. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Provide mass care support in disasters. Coordinate with the EOC to receive, manage and track requests for mass care assistance until activation of the County ESF #6 Team. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the EOC prior to demobilization. Receive, manage and track resource requests for ESF #6. Collect and analyze information relevant to ESF #6 and report in WebEOC and EOC documents. Coordinate the ESF #6 support of recovery activities. Coordinate the restoration of ESF #6 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #6 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #6 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #6 Mass Care 6

186 Police Department Preparedness Response Recovery Mitigation Assist with ESF #6 preparedness activities. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate safety and security for each shelter in use. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Fire Department, Building Codes Division Preparedness Response Recovery Mitigation Assist with ESF #6 preparedness activities. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate damage and assessment and determine structural integrity of emergency shelters. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References Memorandum of Understanding between the City of Olathe and Olathe Unified School District #233, dated January 11, Memorandum of Understanding between the City of Olathe and American Legion Post #153, dated December 5, Johnson County Emergency Operations Plan, ESF #6 Mass Care, dated April, Please refer to the Basic Plan for additional References. Attachments Memorandum of Understanding between the City of Olathe and Olathe Unified School District #233, dated January 11, Memorandum of Understanding between the City of Olathe and American Legion Post #153, dated December 5, ESF #6 Mass Care 7

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198 Emergency Support Function (ESF) #7 Resource Management ESF #7 Coordinator: Primary Agency: Support Agencies: Resource Management Director Resource Management Department All City Departments Johnson County Division of Emergency Management (JCDEM) American Red Cross (ARC) The Salvation Army Mid America Nazarene University (MNU) Olathe Unified School District #233 (USD #233) American Legion Post #153 United Way 211 Purpose Emergency Support Function (ESF) #7 Resource Management addresses the coordination of resource management during a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #7 is a functional annex to the Emergency Operations Plan (EOP). Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in resource management activities required to support disaster response and recovery operations in the City of Olathe. This ESF identifies the key policies, concepts of operations, roles and responsibilities and capabilities associated with resource management in the City during a disaster. This ESF is unique as resource management affects all other ESFs. Specifically, this ESF addresses resource management for equipment, critical resource procurement, other resource procurement, personnel (including volunteers), donations, logistical staging areas and points of distribution.

199 Situation and Assumptions 1. City, County and other resources can be overwhelmed during a disaster. 2. During a disaster, some services normally provided by the City will not be provided. 3. During a disaster, resource management needs will vary based on the impact of the event (e.g. widespread power outages during an ice storm vs. a subdivision that experiences an EF0 tornado). 4. Local inventories can quickly become depleted during the disaster. Limited supplies of essential goods may inhibit the City s ability to provide emergency services for property conservation and loss reduction. 5. Resource management activities will be prioritized. Priority is given to support life safety resources, which supersedes all other activities. 6. Supplies could be delayed from arriving for extended periods of time if the disaster is widespread and/or affects the transportation infrastructure. 7. During a disaster, the ESF #7 team might be requested to provide qualified personnel in the County EOC. 8. A Memorandum of Understanding exists between the City and MNU regarding the Continuity of City Government operations during a disaster. See the Basic Plan for further information. Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #7 Coordinator of EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #1 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance ESF #7 Resource Management 2 City of Olathe EOP, 2012

200 requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 8. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Procurement Division is the primary agency for coordinating ESF #7 Resource Management. ESF #7 applies to all agencies and organizations with assigned emergency responsibilities in the EOP. The ESF #7 coordinator and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 2. Disasters can have an immediate impact on the availability of local resources. Resource management activities will be geared to support life saving and public safety as its first priority. Local inventories will quickly become depleted during the response phase of a disaster. Limited supplies of essential goods may inhibit the City s ability to provide emergency services for property conservation and loss reduction. 3. The Procurement Division will consult with Emergency Management Teams for technical assistance and to determine potential needs. The process of securing resources in advance of the incoming requests is a necessary component of the response phase. The Emergency Management Office will establish and maintain contact with JCDEMC to 1) establish a declared disaster, if needed, for any or all portions of the City and 2) make requests for State and/or Federal resources as needed for partial declarations from the Governor s Office. 4. The Incident Commanders will identify the resources required in the field and relay requests to the EOC. The Emergency Management Director will work with the EOC team to rapidly assess emergency resource requests and recommend actions to acquire the necessary supplies, equipment and personnel. The City will utilize and interface the regional coordination guide and regional emergency support functions during disasters. 5. The Procurement Division will assign the Resource Officer position to operate from the EOC when necessary. This position is responsible for procurement of critical resources during the early stages of the disaster. Individual City departments involved with the disaster will maintain listings of critical resources with respect to their own operations. Those departments will also flag any resources that may require expedited procurement or formal Procurement agreements with suppliers. 6. The time it will take for resource management efforts to become effective after the onset of a disaster would suggest the following: Departments will sustain themselves within the first 24 hours ESF #7 Resource Management 3 City of Olathe EOP, 2012

201 After 72 hours, households and businesses will require support directly from City resources 7. The types and amounts of resources needed to support emergency operations will vary greatly depending on the event. Some examples of typical emergency resources include, but are not limited to: Personnel Bi-lingual translating personnel and sign language interpreters Communications equipment Drinking water Vehicles for passengers, cargo and debris removal Portable toilets and other sanitation supplies Water pumps and sandbags Fuel and fueling stations for gasoline and diesel fuel Heavy equipment for public works applications (e.g. forklifts, loaders and boom trucks) Materials and tools (e.g. tarps, shovels, picks, chainsaws and flashlights) Mass care supplies (e.g. food, bedding, blankets, pillows and cots) Industrial lighting equipment Portable generators Portable heating equipment Medical supplies and pharmaceuticals Technology to support emergency operations 8. Determining what types and quantities of resources is critical to providing a rapid, effective and coordinated response to a disaster. 9. The Resource Officer for this ESF will work to ensure that essential information is requested from and provided to those making resource requests including: Specific item description Size Quantity Location Type Time 10. Specific priorities will be set by the Incident Commander or the Emergency Operations Director in consultation with the appropriate official from the City Manager s Office and/or designated City Official assigned to the EOC. 11. Once a request for supplies is confirmed, the Resource Officer will: Place the order with the supplier Confirm shipment of the correct quantities Provide specific information for the delivery point 12. Secondary duties of the ESF #7 Resource Officer include: Notification to suppliers who have a current agreement with the City Verifying the availability of supplies ESF #7 Resource Management 4 City of Olathe EOP, 2012

202 Confirmation of delivery timelines 13. The City Procurement Division has price agreements in place to purchase goods and materials. The Procurement Division maintains a mobile file to be used during disasters. 14. Individual departments are responsible for the inventory, storage, maintenance and replacement of their administrative and logistical support items. Should relocating essential resources become necessary, each City department will relocate to the predetermined secondary location as necessary. If it is determined that location may become impacted, another safe location may be determined by EOC personnel. Procurement and Hiring 1. An emergency procurement and/or hiring process may be necessary during and after a disaster. Emergency procurement may involve contacting suppliers, negotiating terms and making transportation and distribution arrangements. When making procurements, an effort should be made to ensure that suppliers also have the ability to transport the resources. Employees will follow the Emergency Purchases/Procurement Policy in the City s Purchasing Manual. 2. The Procurement Division and the Olathe Fire Department s DOC maintain emergency procurement cards (p-cards) in safekeeping to be used during a disaster. The emergency p-cards have greater spending limits. 3. Some disaster situations may require conducting a hiring process. The City Human Resources Division will assume the lead role to fill this need. Volunteers/Community Emergency Response Team (CERT) Activation 1. Depending on the types and number of personnel needed, the Emergency Management Director might activate the Olathe CERT and request activation of other local CERT organizations. All CERT activations will be coordinated by the Olathe Fire Department s CERT Manager. 2. The Human Resources Division will be tasked with volunteer coordination. The Division will coordinate with JCDEM and United Way 211 to identify and utilize available volunteer resources. Facilities 1. In a disaster, the ESF #7 Resource Officer and EOC team will handle an extensive influx of resources. The Resource Officer or EOC team may direct that certain facilities be designated for emergency use. Some examples of these facilities include the following: ESF #7 Resource Management 5 City of Olathe EOP, 2012

203 Mobilization Center A Mobilization Center (a designated location for receiving and processing incoming resources) will need to be established. Personnel may also be processed at this site prior to their deployment to a Staging Area or incident site. The Mobilization Center may be required to provide briefings, lodging and meals for incoming personnel. Staging Areas Staging areas are used to assemble personnel and equipment for immediate deployment to an operational site in the affected area(s). Potential staging areas will be dictated by the locations and the scope of the incident. The selection criteria for the staging areas will include proximity to the affected area, transportation access, communications capability, storage space, facility condition and security. Distribution 1. The ESF #7 Resource Officer will work with the EOC team to: Maintain an inventory of City vehicles capable of transporting resources Determine the appropriate facilities and methods for the timely distribution of resources Establish high priority items needed to be distributed quickly for immediate life threatening situations Determine which facilities will be needed to manage the flow of procurement items Communicate information regarding resource arrival times Coordinate with Law Enforcement (ESF #13) as needed to expedite resource delivery Donations 1. Recent history has proven to reveal that media exposure to disaster events tends to create a high volume of donated goods. The City will oversee the delivery of incoming goods and services to ensure distribution and proper use. 2. The Procurement Division will manage donations for individual assistance, including food, clothing, personal hygiene products and household items. 3. Animal care products will be received, recorded and stored by Animal Control personnel at the City Animal Shelter or an alternate facility. 4. Monetary donations to support emergency relief efforts will be collected by existing relief organizations. ESF #7 Resource Management 6 City of Olathe EOP, 2012

204 Agreements and Understandings 1. All vendor agreements, also known as term contracts entered into for the purchase, lease, or otherwise use of equipment and services, will be in accordance with the City of Olathe Emergency Purchases Policy. 2. A State-Level Proclamation of Disaster issued by the Governor may suspend selected rules and regulations that affect support operations. The primary agency will determine the specific impact of the situation and inform the EOC team. 3. The Procurement Division will maintain status of all outstanding assistance requests and unresolved ESF issues. This information will be summarized into periodic status reports to measure accomplished missions and identify areas where resources remain. Expenditures and Record Keeping 1. Each City Department is responsible for establishing administrative controls necessary to manage the expenditure of funds and to provide reasonable accountability and justification for federal reimbursement in accordance with the established guidelines. 2. For any disaster-related response, the Emergency Management Director will request the Finance Division to identify all disaster-related expenditures. This also applies to responses to disasters outside of the City. All monies recovered from a Federal Presidential Declaration through Public Assistance will repay the Contingency fund. ESF #7 Resource Management 7 City of Olathe EOP, 2012

205 Roles and Responsibilities Preparedness Response Recovery Mitigation Resource Management, Procurement Division Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #7 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #7 activities involving the movement of special needs populations. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Manage contract and vendor processes. Procure critical resources. Provide assistance to departments and agencies in resource location and service providers. Provide technical assistance in purchasing and procurement. Allocate resources in accordance with guidance provided by the EOC. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #7. Collect and analyze information relevant to ESF #1 and report in WebEOC and EOC documents. Coordinate the ESF #7 support of recovery activities. Coordinate the restoration of ESF #1 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #7 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #7 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #7 Resource Management 8 City of Olathe EOP, 2012

206 References City of Olathe Emergency Procurement/Purchasing Policy. City of Olathe Municipal Code , Emergency Procurement. Memorandum of Understanding between the City of Olathe and Mid America Nazarene University, dated May 9, Johnson County Emergency Operations Plan, ESF #7 Resource Management, dated April, Please refer to the Basic Plan for additional References. Attachments Memorandum of Understanding between the City of Olathe and Mid America Nazarene University, dated May 9, ESF #7 Resource Management 9 City of Olathe EOP, 2012

207 ESF #7 Resource Management 10 City of Olathe EOP, 2012

208 ESF #7 Resource Management 11 City of Olathe EOP, 2012

209 ESF #7 Resource Management 12 City of Olathe EOP, 2012

210 ESF #7 Resource Management 13 City of Olathe EOP, 2012

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212 Emergency Support Function (ESF) #8 Public Health and Medical Services ESF #1 Coordinators: Primary Agencies: Support Agencies: Johnson County Coroner Johnson County Dept. of Health and Environment (JCDHE) Johnson County Med-Act Johnson County Mental Health Johnson County Health Department Johnson County Med-Act Parks and Recreation, Housing Services Division Fire Department Police Department Area and regional fire and EMS agencies Johnson County CISM Johnson County Coroner Johnson County Division of Emergency Management (JCDEM) Johnson County Emergency Communications Center (ECC) Johnson County Mental Health Johnson County Sheriff s Office American Red Cross (ARC) Local hospitals Purpose Emergency Support Function (ESF) #8 Public Health and Medical Services addresses how public health and medical services activities will be coordinated during a disaster that affects the City of Olathe. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #8 is a functional annex to the EOP. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to

213 all individuals and organizations involved in public health and medical services activities required to support disaster response and recovery operations in the City of Olathe. Specifically, this ESF addresses: Local Health Department notification, coordination and response Emergency Medical Services (EMS) activities Coordination among health care providers Behavioral health (mental health) activities Situation and Assumptions 1. The City of Olathe Fire Department provides Basic Life Support from all fire department apparatus with seven designated fire units equipped to provide on-scene ALS services. 2. All Fire and EMS units are dispatched from the Johnson County Emergency Communications Center. 3. Med-Act is utilized as the central resource for re-stocking and replenishment of disposable medical equipment and supplies. 4. The Fire Department warehouses a supply of equipment and medical supplies appropriate for most moderate to high call volumes. 5. Radio communications are conducted on the 700 MHz county radio system, with Mobile Data Terminals in each emergency response unit for electronic data transmission. 6. The potential for a disaster to rapidly increase the calls for emergency medical services that exceed the capabilities of the fire department. 7. The county-wide communications system may become overloaded with service calls for patient treatment and transport. 8. The skilled nursing facilities within the City may cause an excess of calls for services. 9. Disaster events may require City resources to support plans for Mass Casualties, Mass Fatalities and Mass Prophylaxis Dispensing sites to the public. 10. Immediate surrounding jurisdictions that provide emergency medical services may be unable to meet mutual aid agreements for patient treatment and transport. Notifications 1. The Emergency Management Director will not routinely request staffing for this ESF during EOC activations. The ESF #4 Firefighting and ESF #6 Mass Care Coordinators and support staff will provide support to the County ESF #8 Team, unless determined otherwise by the Emergency Management Director. ESF #8 Public Health & Medical Services 2

214 Concept of Operations (ConOps) 1. The primary agency tasked with coordinating this annex is the Johnson County Health Department. 2. Johnson County Med-Act has primary responsibilities for Emergency Medical Services (EMS) with Advanced Life Support (ALS) and patient transport within the City. 3. Close coordination is maintained with County, State and Federal officials to determine potential needs for support and the most expeditious means of acquiring that support. 4. The Johnson County EOC will serve as the central location for interagency coordination. City of Olathe representatives will be involved in any executive decision-making that affects the City of Olathe. 5. The JCDHE will coordinate the health and medical activities in the City/County. These activities include public health, behavioral health, environmental issues and mortuary services. Johnson County Med-Act will coordinate emergency medical service (EMS) activities within the City of Olathe. The JCDHE serves as liaison between those agencies comprising the group, state offices, and regional medical facilities. The Coordinators for ESF #8 will appoint supporting staff as needed to fulfill all responsibilities and assure 24-hour operational capabilities. 6. A Family Assistance Center may be established in the City during a mass casualty event to take care of the needs of the victims families and survivors (discussed in ESF #6 Mass Care). The ESF #8 Coordinators will team with the ESF #6 Coordinator to identify a location for a Family Assistance Center. 7. All departments should maintain records of expenditures for emergency or disaster operations in order to determine the City s commitments and to be used in a request for a disaster declaration. ESF #7 Resource Support can assist the ESF #8 Coordinators with emergency funding, allocations, and coordination for expedient purchases. Public Health 1. The JCDHE is responsible for coordinating public health activities under the Health Officer s statutory responsibility (KSA , , , , , , etc.), under the County Board of Health and in coordination with the Kansas Department of Health and Environment (KDHE). 2. The JCDHE will coordinate the investigation and facilitate the appropriate tests to determine the extent of the threat and contamination from chemicals and/or some pathological hazards. Radiological testing will be conducted by a Certified Radiological Monitor. 3. The JCDHE has the overall responsibility to: a. Investigate disease reports, establish control measures, and notify appropriate authorities to ensure preventive measures are carried out. ESF #8 Public Health & Medical Services 3

215 b. Provide accurate information to the public and other authorities. c. Maintain records and cumulative data related to communicable disease. d. Ensure appropriate supplies of vaccine, drug and antidotes and supply in collaboration with hospitals/pharmacies, KDHE and the CDC Strategic National Stockpile. e. Coordinate distribution and administration of these drugs. f. Maintain medical records and cumulative data related to immunizations. 4. Healthcare providers in the City of Olathe and Johnson County have been asked to be alert to illness patterns and diagnostic clues that might signal an unusual infectious disease outbreak due to the intentional or unintentional release of a biological agent. 5. An epidemiological investigation will be necessary to determine if individuals have been exposed and/or infected. The JCDHE will coordinate with the Environmental Protection Agency (EPA) regarding contamination of buildings and the environment. 6. When indicated, the data will be analyzed for trends and patterns. Any clustering or increase in a particular disease or syndrome will be investigated immediately by Johnson County Public Health Department, KDHE and Center for Disease Control (CDC). 7. A Disease Protocol Manual used for investigation and managing disease outbreaks, prepared by the Kansas Department of Health and Environment-Bureau of Epidemiology and Disease Prevention (KDHE-BEDP) is maintained by the JCDHE. 8. In the event that Mass Prophylaxis Dispensing activities are warranted, the Biological Incident Specific Annex will be activated. Emergency Medical Services 1. The first arriving units will establish Triage and identify an Incident Commander for EMS. Treatment, staging and transport areas will then be established. 2. The Incident Commander will coordinate on-scene medical resource requests and allocation. Long-term strategies to support disaster operations and to maintain on-going local EMS operations (beyond the scope of the incident) will be managed by Johnson County Med-Act and the Olathe Fire Department with coordination from the JCDHE. It may be necessary to prioritize victims and ration resources at some point. 3. Victims will be triaged on scene as directed by the Olathe Fire Department and Johnson County Med-Act. International Triage Codes will be used. 4. A list of resources will be maintained and updated by Johnson County Med-Act and made available to on-scene operations through the Johnson County EOC. 5. The Johnson County Emergency Communications Center (ECC) is responsible to track hospital status and capacity for all hospitals within the greater metropolitan area. ESF #8 Public Health & Medical Services 4

216 6. The State Board of EMS has access to a database of all Kansas Certified Emergency Medical providers. 7. Volunteer medical personnel, once properly screened and registered, will be deployed by the ESF #8 Coordinators. Responder Care 1. Appropriate and efficient rest/work cycles must be established and monitored. The rehabilitation of rescuers will follow established guidelines. 2. Sanitation and hygiene is a priority. Inspections are important to ensure that rescuers food and water supplies remain free of contamination. 3. All responder activities may directly affect the level of morbidity and mortality of disease. Employees will be trained regarding appropriate precautions to limit exposure to potentially toxic and/or infectious agents. Behavioral (Mental Health) 1. Johnson County Mental Health will coordinate its activities with the City/County Emergency Operations Center (EOC) through a liaison. During the recovery phase, Johnson County Mental Health will continue to provide services or will assist in referring individuals to other agencies depending on the needs and circumstances of the individual. 2. Johnson County Mental Health is responsible for coordinating behavioral health provisions for all individuals affected by a disaster, both in the response and recovery phases, including: a. Current Caseload: Johnson County Mental Health care for people already at risk due to their history, present condition or other factors. b. Survivors: The Johnson County Mental Health will coordinate the behavioral health needs of all victims of the event. In addition, the Johnson County Mental Health provides care for those who, while not directly affected by the disaster, may become more severely traumatized, such as the elderly, the disabled and non-english speaking. c. Emergency Workers: The Olathe Fire Department provides specialized assistance to onscene emergency responders, dispatch personnel; emergency operations center personnel, and other community care-givers, as well as any of their families. Mass Fatalities Specific responsibilities of the County Coroner in a mass fatality include: 1. Temporary Morgues: Establish, staff, and equip (as necessary) one or more temporary morgues. 2. Survey and Recovery Teams: Establish and coordinate the activities of Survey and Recovery Teams used to locate, catalog, and recover human remains and property. ESF #8 Public Health & Medical Services 5

217 3. Victim Identification: Coordinate, working in conjunction with local law enforcement, forensic teams, the Family Assistance Center and others, the positive identification of victims. 4. Security: Coordinate with local law enforcement on the custody of remains and securing of personal effects to assure proper disposition. 5. Contamination: Identify, in consultation with the County Coroner and/or hazardous materials teams, procedures for handling contaminated bodies and limiting further contamination. 6. Forensics: Determine the need for forensic pathologists to provide technical expertise, depending on the nature of the incident or disaster. 7. Notification: Coordinate the notification of next of kin with the Local Public Information Officer (PIO) or the Joint Information Center (JIC), if established, the Family Assistance Center, and the American Red Cross (see ESF #15 Public Information and External Communications). 8. Resource Management: Determine the need for and request additional or specialized resources, personnel, and equipment. 9. Reporting: Report pertinent information (e.g. number of fatalities, status of recovery efforts, etc.,) on a continuing basis via the IC s staff to the EOC during emergency operations. Mortuary Services 1. Depending upon the size of the incident, the City will utilize both local funeral directors and state or federal agencies to utilize mortuary services. Local funeral directors will arrange with the Coroner or a Deputy Coroner, for the expansion of mortuary services, ambulances and morticians. 2. Assistance outside the area includes: a. Kansas Funeral Directors Association (KFDA): Can assist the Coroner as needed or requested. A Disaster Mortuary Response Team can be activated in accordance with the KFDA Mass Fatalities Disaster Plan. b. Kansas Division of Emergency Management (KDEM): Coordinates any supplemental assistance for the identification, movement, storage, and disposition of the bodies, if local resources are exhausted. c. Disaster Mortuary Teams (DMORTs): DMORTs work under the guidance of local authorities by providing technical assistance and personnel to recover, identify & process deceased victims. A team consists of about 25 primary responders including medical examiners, coroners, pathologists, anthropologists, medical records technicians, finger print technicians, forensic deontologists, x-ray technicians, funeral directors, behavioral health professionals & support personnel. The Region VII (KS, MO, IA, NE) DMORT is located in Kansas City, Kansas. ESF #8 Public Health & Medical Services 6

218 3. Mobile Morgue: The Mobile Morgue contains hundreds of various types of equipment and supplies used in providing mortuary and identification services. Roles and Responsibilities 1 Preparedness Response Recovery Mitigation Preparedness Response Recovery Mitigation Johnson County Public Health and Environment Ensure each of the preparedness responsibilities identified for the County ESF-8 Team (listed above) are accomplished Maintain an inventory of agency resources Provide current emergency contact information to Johnson County Emergency Management and Homeland Security Provide public health support in emergency/disasters, in accordance with departmental operations guides & protocols, existing MOUs & agreements, and the ESF-8 Public Health and Medical Services Annex. Ensure each of the response responsibilities identified for the County ESF-8 Team (listed above) are accomplished regardless of the activation/staffing level of the County EOC Arrange for appropriate staffing of the County ESF-8 Team in the EOC throughout activations Coordinate the ESF-8 Team activities in the County EOC Coordinate the ESF-8 support of recovery activities Coordinate the restoration of ESF-8 resources and/or capabilities as needed Ensure ESF-8 Team Members and/or their agencies provide appropriate records of costs incurred Conduct an ESF-8 after action review Identify and implement mitigation activities to prevent or lessen the impact of future incidents Johnson County Med-Act Ensure each of the preparedness responsibilities identified for the County ESF-8 Team (listed above) are accomplished Maintain an inventory of agency resources Provide current emergency contact information to Johnson County Emergency Management and Homeland Security Provide medical support in emergency/disasters, in accordance with departmental operations guides & protocols, existing MOUs & agreements, and the ESF-8 Public Health and Medical Services Annex. Ensure each of the response responsibilities identified for the County ESF-8 Team (listed above) are accomplished regardless of the activation/staffing level of the County EOC Arrange for appropriate staffing of the County ESF-8 Team in the EOC throughout activations Coordinate the ESF-8 Team activities in the County EOC Coordinate the ESF-8 support of recovery activities Coordinate the restoration of ESF-8 resources and/or capabilities as needed Ensure ESF-8 Team Members and/or their agencies provide appropriate records of costs incurred Conduct an ESF-8 after action review Identify and implement mitigation activities to prevent or lessen the impact of future incidents ESF #8 Public Health & Medical Services 7

219 Preparedness Response Recovery Mitigation Preparedness Response Recovery Mitigation Johnson County Mental Health Ensure each of the preparedness responsibilities identified for the County ESF-8 Team (listed above) are accomplished Maintain an inventory of agency resources Provide current emergency contact information to Johnson County Emergency Management and Homeland Security Provide mental health support in emergency/disasters, in accordance with departmental operations guides & protocols, existing MOUs & agreements, and the ESF-8 Public Health and Medical Services Annex. Ensure each of the response responsibilities identified for the County ESF-8 Team (listed above) are accomplished regardless of the activation/staffing level of the County EOC Arrange for appropriate staffing of the County ESF-8 Team in the EOC throughout activations Coordinate the ESF-8 Team activities in the County EOC Coordinate the ESF-8 support of recovery activities Coordinate the restoration of ESF-8 resources and/or capabilities as needed Ensure ESF-8 Team Members and/or their agencies provide appropriate records of costs incurred Conduct an ESF-8 after action review Identify and implement mitigation activities to prevent or lessen the impact of future incidents Johnson County Coroner Ensure each of the preparedness responsibilities identified for the County ESF-8 Team (listed above) are accomplished Maintain an inventory of agency resources Provide current emergency contact information to Johnson County Emergency Management and Homeland Security Provide mass fatality support in emergency/disasters, in accordance with departmental operations guides & protocols, existing MOUs & agreements, and the ESF-8 Public Health and Medical Services Annex. Ensure each of the response responsibilities identified for the County ESF-8 Team (listed above) are accomplished regardless of the activation/staffing level of the County EOC Arrange for appropriate staffing of the County ESF-8 Team in the EOC throughout activations Coordinate the ESF-8 Team activities in the County EOC Coordinate the ESF-8 support of recovery activities Coordinate the restoration of ESF-8 resources and/or capabilities as needed Ensure ESF-8 Team Members and/or their agencies provide appropriate records of costs incurred Conduct an ESF-8 after action review Identify and implement mitigation activities to prevent or lessen the impact of future incidents 1 Johnson County Emergency Operations Plan, ESF #8 Public Health and Medical Services, dated April, Retrieved May 29, 2012, from ESF #8 Public Health & Medical Services 8

220 References Johnson County Emergency Operations Plan, ESF #8 Public Health and Medical Services, dated April, Please refer to the Basic Plan for additional References. Attachments Memorandum of Understanding between Johnson County Med-Act and the Olathe Fire Department, dated July 28, ESF #8 Public Health & Medical Services 9

221 ESF #8 Public Health & Medical Services 10

222 Emergency Support Function (ESF) #9 Search and Rescue ESF #9 Coordinator: Primary Agency: Support Agencies: Fire Chief Fire Department, Emergency Services and Special Operations Divisions Police Department Public Works Department Community Emergency Response Team (CERT) Area and Regional Firefighting Agencies Regional Search and Rescue Teams Johnson County Emergency Communications (ECC) Johnson County Division of Emergency Management (JCDEM) Johnson County Med-Act Volunteer Organizations Purpose Emergency Support Function (ESF) #9 Search and Rescue addresses the coordination of search and rescue operations during a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #9 is a functional annex to the Emergency Operations Plan (EOP). Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in search and rescue activities required to support disaster response and recovery operations in the City of Olathe. This ESF identifies the key policies, concepts of operations, roles and responsibilities and capabilities associated with search and rescue operations in the City during a disaster. Specifically, this ESF addresses actions that will be taken to conduct search and rescue operations. This ESF also identifies and describes the actions that will be taken to coordinate search and rescue operations through the use of public and private resources.

223 Situation & Assumptions 1. City, County and other resources can be overwhelmed during a disaster. 2. During a disaster, some services normally provided by the City will not be provided. 3. During a disaster, search and rescue needs will vary based on the impact of the event (e.g. a single building collapse vs. multiple building collapses). 4. Search and rescue activities will be prioritized. Priority is given to support life safety resources, which supersedes all other activities. 5. Mutual and automatic aid agreements with other area fire departments exist to provide additional resources during a disaster, even though these resources might quickly be depleted. 6. Johnson County operates the Emergency Communications Center (ECC), which is located in Olathe. The ECC is responsible for dispatching fire and emergency medical service resources for the entire county. 7. When additional resources are needed beyond the local area, other state and federal resources can be requested through Johnson County Emergency Management or the ECC. 8. Johnson County operates and maintains a countywide 700 MHz radio system, in which all fire departments within the county and Johnson County Med-Act utilize. Other communication methods include mobile data terminals, telephones, pagers, WebEOC, etc. 9. The ECC maintains a current resource list of local and regional search and rescue resources. 10. Search and rescue operations can last for days during a disaster. 11. During a disaster, the ESF #9 team might be requested to provide qualified personnel in the County EOC. 12. All Fire Department personnel are trained to the national standards of the Incident Command System (ICS) and the National Incident Management System (NIMS). 13. The Fire Department has technical rescue teams that specialize in search and rescue operations. 14. The Fire Department has specialized equipment that is used in search and rescue operations. 15. Local CERTs are available for light search and rescue operations. 16. The Public Works Department has heavy equipment and heavy equipment operators available for search and rescue operations. 17. Johnson County Med-Act is responsible for ambulance transportation in the City of Olathe and has disaster response resources available for mass casualty incidents. ESF #9 Search and Rescue 2

224 18. Air ambulances exist in our area and the ECC handles dispatch coordination. 19. The Police Department will assist with search and rescue operations, as well as coordinate scene control. 20. The Building Codes Division of the Fire Department will work with first responders to ensure the safety of buildings and other damaged structures. Notifications 1. The Fire Department will be assigned to an incident at the onset of a disaster. The Emergency Management Director (or his/her designee) will be informed by the IC of the need for DOC and/or EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #4 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. Requests for emergency services assistance within the County shall be directed to the ECC. Depending on the severity of the disaster and the immediacy of the request, the ECC has the capability of ordering metro-wide emergency resources. 5. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC/JCDEM to obtain augmented resources from the State and/or Federal sources as needed. All requests for outside public assistance (State, Federal, etc.) shall be routed in the following order: a. IC/Chief Officer b. Fire Department DOC c. EOC d. County EOC/JCDEM 6. In the event the operations centers are not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 8. See the Basic Plan for further information regarding notifications and EOC activation. ESF #9 Search and Rescue 3

225 Concept of Operations (ConOps) 1. The Olathe Fire Department is the primary agency for coordinating ESF #9 Search and Rescue. ESF #9 applies to all agencies and organizations with assigned emergency responsibilities in the EOP. The ESF #9 Coordinator and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 2. The City EOC will serve as the central location for the City of Olathe for interagency coordination and executive decision-making, including all activities within ESF #9. Olathe Fire Department representatives will be responsible for coordinating resources within the scope of this function. Large scale search and rescue incidents will require the Department Operations Center (DOC) activation. The Incident Commander or other supervisor (Battalion Chief and above) will decide if EOC activation is necessary. 3. The Olathe Fire Department maintains Search and Rescue Teams identified as the Special Operations Group (SOG). This group is equipped with specialized training, equipment and resources to perform rescues involving confined spaces, trenches, structural collapse, staticsurface water rescue, swift-water and ice rescue operations. The training required and procedures used by the SOG are modeled after those maintained by the Federal government. The search and rescue markings used are also consistent with those used by other jurisdictions in the area. 4. The Olathe Fire Department is part of the Kansas City Urban Area Security Initiative (UASI) Regional Search and Rescue Teams. 5. The Building Codes Division of the Olathe Fire Department will work with first responders to ensure the safety of buildings and other damaged structures. 6. The Olathe Fire Department maintains automatic and mutual aid agreements with surrounding jurisdictions with search and rescue capabilities. Johnson County Med-Act has a disaster response team and mass-casualty incident supplies. 7. The Overland Park Police Department maintains a dive team and is available as a mutual aid resource. 8. The Lee s Summit Underwater Rescue and Recovery Team, the Kansas Wing Civil Air Patrol and the Kansas Search and Rescue Dog Association are volunteer groups that can be requested for operational response. The Olathe Public Works Department has heavy equipment and heavy equipment operators available for search and rescue operations. Private resources are also available to assist with search and rescue operations, such as the Operation Bulldozer Plan of the Greater Kansas City metropolitan area. 9. During a disaster, the fire department s organizational chart and chain of command will continue to be used. The Incident Commander will communicate with the fire department DOC when staffed. The City EOC will be activated if necessary and serve as the source of all direction and control for a single-jurisdictional event. Multi-jurisdictional events will be coordinated ESF #9 Search and Rescue 4

226 through the County EOC. In addition, the City of Olathe will utilize and interface the regional coordination guide and regional emergency support functions during emergency management incidents. Administrative Policy Guides (APGs) 1. The Olathe Fire Department maintains APGs that detail intradepartmental operations, including search and rescue operations. Some of these APGs as they pertain to ESF #9 include: EMERGENCY SERVICES - Technical Rescue APG # SUBJECT OF DOCUMENT APG DATE Special Operations Group Overview 04/04/ Water Rescue (re-numbered from 4-060) 06/26/ Trench Rescue 10/11/ Structural Collapse 12/16/ Confined Space Rescue 12/16/ High Angle / Rope Rescue 12/16/2011 Volunteers/Community Emergency Response Team (CERT) Activation 1. Depending on the types and number of personnel needed, the Emergency Management Director might activate the Olathe CERT and request activation of other local CERT organizations. All CERT activations will be coordinated by the Olathe Fire Department s CERT Manager. 2. The Incident Commander can also request specific volunteer agency response (see notification process above). The Human Resources Division will be tasked with all other non public safety volunteer coordination. The Division will coordinate with Johnson County Emergency Management and United Way 211 to identify and utilize available volunteer resources. ESF #9 Search and Rescue 5

227 Roles and Responsibilities Preparedness Response Recovery Mitigation Fire Department, Emergency Services and Special Operations Divisions Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Maintain the CERT program. Conduct pre-fire planning and life safety inspections. Ensure each of the preparedness responsibilities identified for the City ESF #9 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division and ECC. Ensure personnel receive training in disaster operations, Special Operations Group training, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #9 activities. Perform initial damage assessments. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies and notify mutual aid agencies for potential responses. Conduct specific response actions as dictated by the situation. Conduct search and rescue disaster impact and needs assessments. Monitor and maintain minimum fire suppression apparatus units in the City. Anticipate other response actions as events develop. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #9. Collect and analyze information relevant to ESF #9 and report in WebEOC and EOC documents. Coordinate the ESF #9 support of recovery activities. Coordinate the restoration of ESF #9 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #9 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #9 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #9 Search and Rescue 6

228 References Please refer to the Basic Plan for additional References. Olathe Fire Department Administrative Policy Guides (APGs), current edition. Johnson County, Kansas Mutual Aid and Inter-Local Cooperation Agreement. Johnson County Emergency Operations Plan, ESF #9 Search and Rescue, dated April, Please refer to the Basic Plan for additional References. ESF #9 Search and Rescue 7

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230 Emergency Support Function (ESF) #10 Oil and Hazardous Materials ESF #10 Coordinator: Primary Agency: Support Agencies: Fire Chief Fire Department, Emergency Services and Special Operations Divisions Fire Department, Emergency Management Division Police Department Area and Regional Hazardous Materials Teams Johnson County Division of Emergency Management (JCDEM) Purpose Emergency Support Function (ESF) #10 Oil and Hazardous Materials describes how the Olathe Fire Department prepares for, responds to, recovers and minimizes the impacts from oil and hazardous materials releases. These events may occur during a disaster, or may be the cause of the event. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the Emergency Operations Center (EOC). ESF #10 is a functional annex to the EOP. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF applies to all individuals and organizations involved in hazardous materials response activities required to support disaster response and recovery operations in the City of Olathe. The duties and responsibilities for response to hazardous materials incidents in the City are assigned to the Special Operations Group (SOG) of the Olathe Fire Department. Specifically, this ESF addresses: Actions to be taken to prevent, minimize or mitigate an oil or hazardous materials release. Methods to detect and assess the extent of contamination. Methods to stabilize a release and prevent the spread of contamination. Environmental issues associated with a hazardous materials release.

231 Situation and Assumptions 1. The duties and responsibilities for response to hazardous materials incidents in the City are assigned to the Special Operations Group (SOG) of the Olathe Fire Department. Members of this group participate in local and regional activities for planning and training to ensure coordinated responses when needed. 2. During a disaster, some services normally provided by the fire department will not be provided. Priority is given to life safety and supersedes property protection. 3. Oil and chemical products are present in the City at all times. When spilled or accidently released from their containers, these substances have the potential to cause harm to humans, animals and the environment. 4. Fixed hazardous materials facilities exist within the City. As discussed in the Basic Plan, these facilities will not be publicly identified in this ESF. 5. The hazard ranking for a major hazardous materials incident for transportation or at a fixed facility is moderate. The vulnerability rating is low for fixed sites and moderate for transportation routes. 6. City Municipal codes include zoning requirements that restrict high volume chemical storage to specific locations within the jurisdiction. 7. Olathe has four major highways (I-35, K-7, K-10 and US-169) that carry large amounts of vehicular traffic. Several rail lines run through the area and an intermodal facility exists within a few miles of the City. 8. Railroad lines that exist in the City are in close proximity to residential areas, local businesses and government buildings. Trains carry hazardous materials on a regular basis. 9. Products used for fertilizers and pesticides are present in limited quantities in the City. 10. Potential hazardous material contamination could enter the City from upstream drainage flows which may originate from areas outside the City limits. 11. Airborne releases of toxic, flammable or explosive vapors may be carried into the City by prevailing winds from areas outside the City limits. 12. Spills or fire at fixed facilities or on a transportation route can escalate rapidly requiring support from mutual aid resources. 13. Plans to evacuate large numbers of residents will be implemented upon a large spill emitting a harmful vapor cloud. 14. Optional plans exist for public safety to shelter-in-place and will be implemented as necessary, according to the involved material and the scope of the incident. ESF #10 Oil and Hazardous Materials 2

232 15. Medical triage, treatment and transport may be required for large numbers of victims. 16. An Urban Area Security Initiative (UASI) program exists in the region. It addresses the unique planning, organization, equipment, training and exercise needs of high-threat, high-density urban areas, and assists them in building an enhanced and sustainable capacity to prevent, protect against, mitigate, respond to and recover from acts of terrorism. 17. Local Emergency Planning Committees (LEPCs) include a hazardous materials functional annex describing local roles and responsibilities, response actions, capabilities and references to their respective LEPC Plans. 18. As required by SARA Title III, Johnson County has established a LEPC. 19. Facilities covered by the Emergency Planning and Community Right to Know Act (EPCRA) are required to provide jurisdictions, including the City, with Tier II Reports. The reports include contact information and Material Safety Data Sheets (MSDS). The Fire Department keeps these records on file. 20. Significant spills and hazardous materials releases (as determined by the EPA) are required to be reported to government agencies. Notifications 1. The Fire Department will be assigned to an incident at the onset of a spill or hazardous materials release. The Emergency Management Director (or his/her designee) will be informed by the IC or a chief officer of the need for DOC and/or EOC activations. 2. The Emergency Management Director will not routinely request staffing for this ESF during EOC activations. The ESF #4 Firefighting Coordinator and support staff will fill the ESF #10 Coordinator roles, unless determined otherwise by the Emergency Management Director. 3. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 4. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 5. Requests for emergency services assistance within the County shall be directed to the Emergency Communications Center (ECC). Depending on the severity of the disaster and the immediacy of the request, the ECC has the capability of ordering metro-wide emergency resources. 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC/JCDEM to obtain ESF #10 Oil and Hazardous Materials 3

233 augmented resources from the State and/or Federal sources as needed. All requests for outside public assistance (State, Federal, etc.) shall be routed in the following order: a. IC/Chief Officer. b. Fire Department DOC. c. EOC. d. County EOC/JCDEM. 7. In the event the operations centers are not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 8. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 9. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Special Operations Division of the Olathe Fire Department is the coordinating agency for providing ESF #10 Oil and Hazardous Materials. The Fire Department will coordinate response efforts with supporting agencies. 2. ESF #10 applies to all agencies and organizations with assigned emergency responsibilities in the EOP. As stated above, the ESF #4 Coordinator and support staff will usually fulfill the role of the ESF #10 Coordinator. Regardless, all members will work within the EOC structure described in the Basic Plan. 3. If the EOC is activated, the Emergency Management Director will determine if it will serve as the central location for the City of Olathe for interagency coordination and executive decisionmaking, including all activities within ESF #10. Depending on the disaster, the Emergency Management Director might determine that a mobile command post or the Fire Department DOC might be better suited for hazardous materials coordination. Regardless, close communication will be maintained with the IC. 4. The Emergency Communications Center (ECC) is the public safety answering point for all notifications involving hazardous materials incidents. The role of the ECC is described in ESF #2 Communications. 5. Initial responding Fire Department units will size up the hazardous materials incident. The IC will establish isolation and/or evacuation areas in accordance with reference materials such as the most current edition of the Emergency Response Guidebook. The Police Department will assist the Fire Department with isolation and evacuation areas. 6. Additional resources will be requested by the IC. ESF #10 Oil and Hazardous Materials 4

234 7. Evacuations may be initiated by the IC. The IC is responsible for making evacuation decisions related to a specific incident, especially when the timeliness of such decisions is a matter of immediate life safety. In the event of a widespread disaster, EOC command will most likely be responsible for evacuation decisions. 8. Optional plans exist for public safety to shelter-in-place and will be implemented as necessary, according to the involved material and the scope of the incident. 9. APG references the on-duty chief officer s duties to recognize the need for additional resources. This policy guide establishes the authority to open the EOC, activate the special operations groups as needed and make requests for resources through the ECC and JCDEM. 10. The National Incident Management System (NIMS) is used throughout Johnson County. 11. During a disaster, the Fire Department s organizational chart and chain of command will continue to be used. 12. The IC shall provide the Fire Department DOC (or Emergency Management Director if the DOC is not open) with initial damage assessment information. See ESF #12 Energy and Utilities for further information. 13. The Fire Department might coordinate or assist with coordinating warning and evacuation messages to the public. See ESF #15 Public Information for further information. 14. Evacuation criteria will take into account variables such as the specific hazard, immediacy, seriousness and expected duration of the threat; vulnerable populations at risk; and adequacy/availability of evacuation routes. See ESF #1 Transportation regarding evacuation criteria. 15. The Planning Section Chief will develop and submit the Incident Action Plan (IAP) to the Incident Commander for each operational period during a disaster. 16. Emergency transportation routes will be necessary for emergency vehicles during disasters. See ESF #1 Transportation for further information. 17. Private facilities and carriers are required to report spills and releases to government agencies. Depending on the specifics of the spill, the spiller will be required to notify one or more of the following agencies: a. Kansas Department of Health and Environment (KDHE) b. Kansas Corporation Commission (KCC) c. Local Emergency Planning Committee (LEPC) d. National Response Center (NRC) ESF #10 Oil and Hazardous Materials 5

235 Roles and Responsibilities Preparedness Response Recovery Mitigation Fire Department, Emergency Services and Special Operations Divisions Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for this ESF (listed above) are accomplished. Maintain an inventory of agency resources. Maintain Operations level hazardous materials training for all line fire personnel. Maintain Technician level hazardous materials training for all Special Operations Group members. Conduct annual inspections at the fixed sites. Maintain hazardous materials file for all fixed site locations in the City. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Coordinate all ESF #10 activities. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies and notify mutual aid agencies for potential responses. Conduct specific response actions as dictated by the situation. Monitor and maintain minimum fire suppression apparatus units in the City. Anticipate other response actions as events develop. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #10. Collect and analyze information relevant to ESF #10 and report in WebEOC and EOC documents. Coordinate the ESF #10 support of recovery activities. Coordinate the restoration of ESF #10 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #10 Team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #10 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Fire Department, Emergency Management Division Assist with ESF #10 preparedness activities. Ensure this ESF is maintained and updated by the ESF Coordinator. Assist with maintaining the Fire Department DOC and maintain the EOC. Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. ESF #10 Oil and Hazardous Materials 6

236 Response Recovery Mitigation Assist with the coordination of response activities with the EOC and/or County EOC as needed. Deploy trained individuals to the EOC and/or County EOC as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Recovery Mitigation Police Department Maintain an inventory of agency resources. Maintain emergency contact information. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Provide traffic control during disasters. Coordinate and/or assist with evacuations. Provide resources and personnel to help support the movement of people and equipment. Coordinate response activities with the EOC and/or County EOC as needed. Deploy trained individuals to the EOC and/or County EOC as needed. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References Johnson County Emergency Operations Plan, ESF #15 Public Information, dated April, Olathe Fire Department Administrative Policy Guide (APG), current edition. Johnson County, Kansas Mutual Aid and Inter-Local Cooperation Agreement. Kansas Department of Health and Environment, Spill and Release Reporting in Kansas, Please refer to the Basic Plan for additional References. ESF #10 Oil and Hazardous Materials 7

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238 Emergency Support Function (ESF) #11 Agriculture, Animal Welfare and Natural Resources ESF #11 Coordinators and Primary Agencies: Agriculture and Food Safety: Animal Welfare: Foreign Animal Disease: Natural Resources: Support Agencies: Johnson County Extension Office Police Department, Animal Control Division Johnson County Extension Office Parks and Recreation Department Police Department Fire Department Public Works Johnson County Government (multiple departments) Johnson County Animal Response Team (JOCART) American Red Cross The Salvation Army Purpose Emergency Support Function (ESF) #11 Agriculture, Animal Welfare and Natural Resources identifies and organizes the resources available to the City of Olathe in disaster events to address food safety and security, animal welfare, Foreign Animal Disease (FAD) response and the preservation of natural resources. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the City s Emergency Operations Center (EOC). ESF #11 is a functional annex to the Emergency Operations Plan (EOP). Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. Specifically, this ESF address the following: Food and water, safety and security Animal welfare

239 Foreign Animal Disease response Preservation of natural resources Situation & Assumptions 1. The City of Olathe does not have capabilities to support the food safety and security function. The Johnson County Extension Office is designated as the primary agency within this scope of ESF #11. The support agency for this section is the Kansas Department of Agriculture. 2. The USDA s Food Safety and Inspection Service (FSIS) is responsible for ensuring that meat, poultry, and egg products are safe, wholesome, and properly labeled and packaged. The Department is also responsible for assuring that State meat and poultry inspection programs for commerce within that State are at least equal to Federal standards. 3. Outbreaks of disease have occurred from food contamination at the source of supply, such as farms and ranches. 4. Disaster events common to the Midwest may cause damage to local natural resources. Water supplies, soil, animal and plant life may become contaminated by spills and debris. 5. A Foreign Animal Disease (FAD) outbreak within the livestock industry will result in catastrophic consequences to the human food chain and the economy. 6. FAD outbreaks may occur naturally, or as a result of intentional actions to do harm. 7. Eradication of highly contagious FAD requires early and accurate diagnosis and rapid intervention. 8. Highways in Olathe are considered major transport routes for a wide variety of agricultural livestock and other animal products. 9. Livestock populations in the form of cattle, hogs, horses, sheep and poultry are present within the City s jurisdiction. Olathe has no high-density livestock facilities. 10. Olathe is one of the oldest cities in the State of Kansas located near the crossroads of the Santa Fe, California and Oregon wagon train trails. Ordinances ensure the preservation of local Cultural and Historical sites. These locations are publically or privately owned and maintained with the assistance of the local historical society. 11. National Registry of Historic Places a. Ensor Farm Museum W. 183rd St. b. Lanter House 562 W. Park St. c. Mahaffie House 1100 Kansas City Rd. d. Ott House 401 S. Harrison St. e. Parker House 631 W. Park St. f. Pickering House 507 W. Park St. ESF #11 Agriculture, Animal Welfare & Natural Resources 2

240 12. Register of Historic Kansas Places a. Hodges House 425 S. Harrison Street b. Hyer House ( Hycrest ) 505 W. Cedar Street c. Lanter House 526 W. Park Street d. Ensor Farm Museum W. 183rd Street 13. Olathe Register of Historic Places (in addition to the locations listed above) a. Walnut Grove Schoolhouse S. Pflumm Rd. 14. During a disaster, pets may become separated from their owners. 15. Disaster victims will not generally comply in disaster evacuations without their pets. 16. Local Volunteers Active in Disasters (VOAD) groups have specialized training for all aspects of animal care responses in disaster events. 17. At least one domestic pet is present in approximately 59% of all U.S. households. 18. Mental health issues are likely to increase in victims that are separated from their pets for extended periods. 19. Animal care resources will be supplied through local retail stores as necessary. Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #11 Coordinators of EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #11 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 7. See the Basic Plan for further information regarding notifications and EOC activation. ESF #11 Agriculture, Animal Welfare & Natural Resources 3

241 Concept of Operations (ConOps) Food and Water Safety and Security 1. The City of Olathe has no capabilities to support the food safety and security function. The Johnson County Extension Office is designated as the primary agency within this scope of ESF #11. The support agency for this section is the Kansas Department of Agriculture. 2. Contact information: a. Kansas Department of Agriculture Food Safety and Lodging 109 S.W. 9 th St., 3 rd Floor Topeka, KS (785) or (800) (785) (fax) ksag@kda.ks.gov 3. Inspections of the water supply will be conducted by the service provider the Environmental Services Division of Olathe Public Works or WaterOne of Johnson County. ESF #11 Agriculture, Animal Welfare & Natural Resources 4

242 Concept of Operations (ConOps) Animal Welfare 1. The Animal Control Division of the Olathe Police Department coordinates the animal care portion of ESF # The Animal Welfare Plan is established to provide professional-level of care and sheltering as needed for domestic animals impacted by local disasters. 3. The Animal Welfare Plan includes the following phases: 4. Phase I: Up to 150 households impacted a. Victims and their pets will be sheltered at local motels dedicated as pet-friendly lodging sites. b. Secondary options include utilizing the City Animal Control Shelter. c. Monitor the availability of lodging resources. 5. Phase II: households impacted a. Request support assistance from local VOAD teams to assist with this function. b. Establish communications with area animal boarding businesses. c. Request mutual aid support through the county EOC as needed. 6. Phase III: Wide-spread impacts and major damage throughout the City a. Establish and activate the alternate temporary shelter locations at Mahaffie Farmstead and/or Ensor Farm. b. Inform the county EOC and request mutual aid support as needed. c. Monitor reports from the shelter sites and respond to fill resource requests. 7. For current pet friendly lodging accommodations, please reference: a. or b Current resource information regarding animal care contacts will be kept on file by Emergency Management Division staff in the EOC. ESF #11 Agriculture, Animal Welfare & Natural Resources 5

243 Concept of Operations (ConOps) Foreign Animal Disease (FAD) Response 1. City resources will be requested and required for any FAD incident by the County EOC. 2. The City has limited resources to deploy for a FAD incident. 3. The County and State have extensive plans detailing the response to a FAD incident. Johnson County Government will assume the lead role in any FAD incident. Please refer to ESF #11, Foreign Animal Disease Appendix in the County s EOP. 4. Requests for temporary livestock holding pens to be established at the Mahaffie Farmstead and Ensor Farm locations will be likely from the County EOC. 5. Livestock may be held in temporary holding pens for extended periods that will require the need for water, feed and appropriate veterinary inspections. 6. The EOC will receive requests for service and resources from the State EOC via the County EOC/JCDEM. The State Livestock Commissioner has the authority, upon confirmation of a contagious disease in livestock, to issue any of the following orders: Return loads of animals to their place of origin. Continue to the destination. Be escorted to holding sites for testing and monitoring. The City will receive notifications and direction from the County ESF #11 Coordinator for the types of resources and actions needed including: 1. Upon notification, the City EOC will be activated to receive guidance and direction from the County EOC, ESF-11 Coordinator via WebEOC. 2. Sites to establish temporary holding pens. 3. Support assistance from the Olathe Police Department. 4. Other assets as needed to support the incident. ESF #11 Agriculture, Animal Welfare & Natural Resources 6

244 Concept of Operations (ConOps) Preservation of Natural Resources 1. The Parks and Recreation Department is the ESF #11 Coordinator for the portion of this ESF. The ESF #11 Coordinator is responsible for the coordination of the preservation of natural resources portion of ESF # Historical site structures are subject to special consideration during damage assessment. 3. Guidance and direction will be received from Federal agencies for the structural rehabilitation of historic sites during the post-disaster recovery phase. 4. The ESF #11 Team and the Olathe Police Department will ensure historic site security from looting and theft. 5. Field Inspectors will perform damage assessments on historic structures and provide this information to the ESF #11 Team. 6. Protective measures will be implemented to minimize further damage to the historic structures. 7. The ESF #11 Team will provide access to requested sites and coordinate the recovery process with volunteer groups. 8. Volunteer groups with expertise (e.g. Olathe Historical Society) will be activated to fulfill salvage needs to preserve local historical artifacts and data. See ESF #7 Resource Support for volunteer coordination information. 9. The ESF #11 Team will ensure the necessary resources are secured in order to augment the recovery phase to completion. ESF #11 Agriculture, Animal Welfare & Natural Resources 7

245 Roles and Responsibilities Preparedness Response Recovery Mitigation Preparedness Police Department, Animal Control Division Assist with the maintenance of this ESF as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #11 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). Ensure that appropriate personnel are well versed with this ESF. Participate in disaster exercises. Coordinate and maintain the animal welfare portion of this ESF. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Coordinate the provision of shelters for animals displaced by a disaster. Work closely with local humane societies, volunteer agencies and the private sector as it relates to animal welfare. Monitor media reporting for accuracy. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #11. Collect and analyze information relevant to ESF #11 and report in WebEOC and EOC documents. Coordinate animal welfare recovery activities. Coordinate the restoration of ESF resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #11 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Parks and Recreation Assist with the maintenance of this ESF as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #11 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations, WebEOC and the Incident Command System (ICS), per the National Incident Management System (NIMS). ESF #11 Agriculture, Animal Welfare & Natural Resources 8

246 Response Recovery Mitigation Ensure that appropriate personnel are well versed with this ESF. Participate in disaster exercises. Coordinate and maintain the animal welfare portion of this ESF. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Coordinate historic site security with law enforcement. Receive damage assessments regarding historic structures from field inspectors. Implement protective measures to minimize further damage to historic structures. Activate volunteer groups to fulfill salvage needs of historical information. Monitor media reporting for accuracy. Maintain status reports for each operational period. Ensure that all required agency forms, reports and documents are completed prior to demobilization. Have debriefing session with the IC and/or EOC prior to demobilization. Receive, manage and track resource requests for ESF #11. Collect and analyze information relevant to ESF #11 and report in WebEOC and EOC documents. Coordinate the preservation of natural resource recovery activities. Coordinate the restoration of ESF resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #11 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References Johnson County Emergency Operations Plan, ESF-11 Agriculture, Animal Welfare and Natural Resources, dated April, Please refer to the Basic Plan for additional References. ESF #11 Agriculture, Animal Welfare & Natural Resources 9

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248 Emergency Support Function (ESF) #12 Energy and Utilities ESF #12 Coordinator: Primary Agency: Support Agencies: Public Works Director Public Works Johnson County Division of Emergency Management (JCDEM) Johnson County Wastewater WaterOne of Johnson County Kansas Department of Health and Environment (KDHE) Electricity Providers Natural Gas Providers Telephone/Internet Providers Television Providers City of Olathe fuel vendor(s) Purpose Emergency Support Function (ESF) #12 Energy and Utilities addresses the assessment and coordination of energy and utility services operations and restoration during a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the City s Emergency Operations Center (EOC). ESF #12 is a functional annex to the Emergency Operations Plan (EOP). Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF identifies the key policies, concepts of operations, roles and responsibilities and capabilities associated with energy and utilities in the City during a disaster. Energy refers to the electricity, natural gas and petroleum products usually transmitted through utility systems. Utilities refer to the system that generates and/or distributes energy, water, wastewater, solid

249 waste and telecommunications. Specifically, this ESF addresses the assessment and restoration of these systems during a disaster and the coordination with public and private utilities. Situation & Assumptions 1. City, County and other resources can be overwhelmed during a disaster. 2. During a disaster, some services normally provided by the City will not be provided. 3. Energy and utility outages can significantly impact the City of Olathe, especially during severe weather or winter storms. 4. During a disaster, energy and utility needs will vary based on the impact of the event (e.g. widespread power outages during an ice storm vs. a subdivision that experiences an EF0 tornado). 5. Restoration of energy and utility services will be prioritized for critical services. Priority is given to support life safety resources, which supersedes all other activities. 6. Potable water can be difficult to supply during widespread failures of the water production and water delivery system. 7. During a disaster, the ESF #12 team might be requested to provide qualified personnel in the County EOC. Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #12 Coordinator of EOC activations. If the disaster has the potential to severely impact the City s energy and utility needs, the Emergency Management Director will request ESF #12 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance ESF #12 Energy and Utilities 2 City of Olathe EOP, 2012

250 requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. In an event affecting water services (e.g. a widespread boil order), the ESF #12 team will assist the ESF #15 team in developing and disseminating public information. 8. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Environmental Services Division of Public Works is the primary agency for coordinating ESF #12 Energy and Utilities. 2. ESF #12 applies to all agencies and organizations with assigned disaster responsibilities in the EOP. 3. The ESF #12 coordinator and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 4. Close coordination is maintained with County, State and Federal officials to determine potential needs for support and the most expeditious means of acquiring that support. 5. Maintaining and/or restoring energy and utilities systems following a disaster are critical to protecting lives and maintaining continuity of government, emergency services, transportation and infrastructure. 6. The EOC will serve as the central location for interagency coordination and decision-making, including all activities associated with ESF # The EOC will establish and maintain communications with the County EOC for resource requests. 8. The ESF #12 Coordinator will work with the EOC Team to rapidly assess damage and/or disruption to energy and utility services and recommend actions to restore and/or protect systems. 9. The ESF #12 Coordinator will be the primary contact for energy and utility providers during a disaster. 10. The ESF #12 Coordinator will help establish priority restoration based on critical public safety and infrastructure issues. To the extent possible, priority for restoration of electric and water services will be given to hospitals and critical government services. 11. The following entities provide energy and utility services in Olathe: ESF #12 Energy and Utilities 3 City of Olathe EOP, 2012

251 12. Electric: a. Kansas City Power and Light b. Westar Energy 13. Natural Gas: a. Atmos Energy 14. Telephone/Internet: a. AT&T b. CenturyLink c. Comcast d. SureWest Communications 15. Television: a. AT&T b. Comcast c. SureWest Communications 16. Trash: a. City of Olathe Public Works (Solid Waste see Debris Management Plan) 17. Water: a. City of Olathe Public Works (Environmental Services Water Production) b. Water One of Johnson County 18. Wastewater: a. City of Olathe Public Works (Environmental Services Wastewater Treatment) b. Johnson County Wastewater 19. A map of these utility service areas may be accessed through the City s Geographic Information Systems (GIS) interactive mapping applications on the internet. GIS capabilities and contacts for the energy and utility entities are maintained in the EOC. 20. Close coordination will be required to help ensure emergency response and recovery decisions regarding system restoration are based on shared information. Private energy and utility providers should become integral members of the EOC Team when their respective utilities become affected. 21. The public and private utilities and government agencies assigned responsibilities in this ESF have existing emergency plans and procedures. ESF #12 is not designed to take the place of these plans; rather it is designed to complement the disaster support functions already in place. 22. Energy and utilities field personnel will work to restore affected areas according to the priority areas outlined above. Although they will remain under the direct control of their sponsoring organization, they will be assigned by the Incident Command and/or the EOC Team to respond as necessary. ESF #12 Energy and Utilities 4 City of Olathe EOP, 2012

252 23. The Vehicle Maintenance Section of the Public Works, Field Operations Division coordinates fuel delivery. 24. The Solid Waste Division of Public Works provides trash and debris removal services. See the Debris Management Plan included in this EOP for further information. Roles and Responsibilities Preparedness Response Recovery Mitigation Public Works, Environmental Services Division Maintain this ESF Annex as well as support the basic EOP. Maintain an internal department disaster action plan. Ensure each of the preparedness responsibilities identified for the City ESF #12 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Fire Department, Emergency Management Division. Ensure personnel receive training in disaster operations and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Conduct specific response actions as dictated by the situation. Provide damage assessments, outage information, safe drinking water assessments and estimates for restoration information to the EOC. Recommend utility conservation actions to the EOC as dictated by the situation. Receive, manage and track resource requests for ESF #12. Establish and maintain operational awareness of Energy and Utilities activities. Establish and maintain contact with all agencies regarding Energy and Utilities. Coordinate all ESF #12 activities. Coordinate the ESF #12 support of recovery activities. Coordinate the restoration of ESF #12 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #12 team members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #12 after-action review and make adjustments to ESF #12 as required. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Public Works, Field Operations Division Assist with ESF #12 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Coordinate fuel delivery during disasters. Provide damage assessments, outage information and estimates for restoration information to the ESF #12 Coordinator. ESF #12 Energy and Utilities 5 City of Olathe EOP, 2012

253 Recovery Mitigation Conduct specific response actions as dictated by the situation. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. Preparedness Response Recovery Mitigation ESF #12 Support Agencies Assist with ESF #12 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Provide energy/utilities during a disaster. Gather, assess and share information on system damage and estimates for restoration. Coordinate response activities with the EOC and/or County EOC as needed. Deploy trained individuals to the EOC and/or County EOC as needed. Coordinate the restoration of agency resources and/or capabilities as needed. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References Johnson County Emergency Operations Plan, ESF #12 Energy and Utilities, dated April, Please refer to the Basic Plan for additional References. ESF #12 Energy and Utilities 6 City of Olathe EOP, 2012

254 Emergency Support Function (ESF) #13 Law Enforcement ESF #13 Coordinator: Primary Agency: Support Agencies: Police Chief Police Department Fire Department Johnson County Sheriff s Office Johnson County Sheriff s Office, Communications Division Johnson County Med-Act Area and Regional Law Enforcement Agencies Purpose The purpose of ESF #13 Law Enforcement is to establish how Public Safety and Security will be coordinated to meet the needs generated by disasters affecting the City of Olathe. Scope This annex identifies the situations and assumptions, concepts of operations, roles and responsibilities, and capabilities associated with ESF #13 Law Enforcement for the City of Olathe. Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. Some of the activities may include: 1. Law enforcement command structure 2. Security in support of response operations which may include: a. Response operations b. Emergency shelters c. Logistical staging areas d. Distribution/dispensing sites e. Temporary morgues f. Other critical facilities, functions and/or assets 3. Evacuation and re-entry support 4. Law enforcement public information and risk communications 5. Criminal investigations 6. Ensuring the safety and well-being of responders

255 Situation and Assumptions 1. Johnson County has 17 law enforcement agencies including the Olathe Police Department, 14 additional municipal Police Departments, the Johnson County Sheriff s Office and the Johnson County Park Police. Collectively, there are nearly 1,500 personnel in law enforcement in the County; the vast majority being full-time employees. More than 171 of those personnel are employed with the Olathe Police Department. a. Olathe Police Department b. Johnson County Sheriff s Office c. Johnson County Park Police d. Bonner Springs Police Department e. Fairway Police Department f. Gardner Police Department g. Lake Quivira Police Department h. Leawood Police Department i. Lenexa Police Department j. Merriam Police Department k. Mission Police Department l. Overland Park Police Department m. Prairie Village Police Department n. Roeland Park Police Department o. Shawnee Police Department p. Spring Hill Police Department q. Westwood Police Department 2. There are six law enforcement Public Safety Answering Points (PSAPs) in Johnson County. The Sheriff s Dispatch Center is responsible for dispatching law enforcement services for the City of Olathe as well as unincorporated areas of Johnson County and several other municipal law enforcement agencies. The cities of Leawood, Lenexa, Overland Park, Prairie Village (covering Mission Hills) and Shawnee operate their own law enforcement dispatch centers for their respective service areas. 3. Kansas has two fusion centers: The Kansas Threat Integration Center (KSTIC), a joint operation of the Kansas Bureau of Investigation, the Kansas Highway Patrol and the Kansas National Guard -- focuses on counterterrorism. The Kansas City Regional Terrorism Early Warning Group has an Interagency Analysis Center in Kansas City, MO, that is responsible for Leavenworth, Wyandotte, Johnson and Miami counties. Fusion centers compile, analyze and disseminate criminal, homeland security and terrorist information and intelligence, as well as information regarding public safety, law enforcement, fire, public health, social services, public works, etc. This intelligence and information is both strategic (i.e. is designed to provide guidance on general trends) as well as tactical (i.e. is intended for a specific event) and is collected on an ongoing basis. 4. The Kansas City Joint Terrorism Task Force (JTTF) is also called the Heart of America Joint Terrorism Task Force (HOA JTTF); a Kansas JTTF annex is located in Wichita. The U.S. attorney chairs an Anti-Terrorism Advisory Council (ATAC) in Kansas City. ESF #13 Law Enforcement 2

256 5. The National Incident Management System (NIMS) Incident Command System (ICS) is utilized throughout the City for coordinating activities among the fire organizations and other first responders. The Olathe Police and Fire Department personnel have completed the appropriate NIMS training for their level of responsibility. 6. ESF #13 includes the coordination required for prevention, preparedness, response and recovery specific to terrorism and/or weapons of mass destruction incidents. The Code of Federal Regulations defines terrorism as...the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives (28 C.F.R. Section 0.85). Acts of terrorism can come in many forms including the use of Weapons of Mass Destruction (WMD) involving Chemical, Biological, Radiological, Nuclear or Explosive (CBRNE) weapons. The threat of terrorism is a concern for the City of Olathe. There are facilities, systems, special events and population groups within the City that could be considered potential targets for terrorist attacks. 7. Law enforcement agencies will work within their existing city, county and regional plans and partnership agreements to meet the law enforcement needs of disasters. 8. Some disasters may require supplemental and/or specialized Public Safety and Security support. 9. In the event of a state or federally declared disaster, the Governor can provide National Guard personnel and equipment to support local Public Safety and Security operations. Notifications 1. The Police Department will be assigned to an incident at the onset of a disaster. The Emergency Management Director (or his/her designee) will be informed by the IC of the need for DOC and/or EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #13 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. The Johnson County Division of Emergency Management (JCDEM) will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. Requests for emergency services assistance within the County shall be directed to the Communications Division of the Sheriff s Office. Depending on the severity of the disaster and the immediacy of the request, this unit has the capability of ordering metro-wide emergency resources. 5. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC/JCDEM to obtain ESF #13 Law Enforcement 3

257 augmented resources from the State and/or Federal sources as needed. All requests for outside public assistance (State, Federal, etc.) shall be routed in the following order: IC/Police command personnel EOC County EOC/JCDEM 6. In the event the operations centers are not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information. 8. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Olathe Police Department is responsible for coordinating Public Safety and Security response activities during a disaster within the City of Olathe. During multi-jurisdictional disasters within Johnson County, the Olathe Police Department retains responsibility for Public Safety and Security activities within its respective jurisdiction. 2. When Public Safety and Security needs cannot be met through existing plans and partnerships, requests for assistance will be coordinated by the Olathe Police Department or the ESF #13 Team when activated. 3. The mission of the ESF #13 Team is to ensure the provision of Public Safety and Security support required to meet the needs generated by disasters affecting the City of Olathe. When the ESF #13 Team is activated in the Olathe Emergency Operations Center (EOC), the ESF #13 Team will orchestrate the city-wide coordination required to fulfill the mission of ESF #13. These activities will include: a. Establish and maintain operational awareness of Public Safety and Security through direct communications links with Public Safety and Security units in the field. b. Conduct Public Safety and Security disaster impact and needs assessments, prioritize ESF #13 operational objectives in alignment with the EOC Action Plan and coordinate ESF #13 city-wide response activities. c. Collect and analyze information relevant to ESF #13 and report in WebEOC and EOC documents including EOC Action Plans and Situational Reports. d. Receive, manage and track resource requests for ESF #13. e. Ensure full coordination of activities with other groups within the EOC to assist in the development and maintenance of a common operating picture. 4. Regardless of its origin, when threat information is received by any entity in Johnson County concerning the City of Olathe, it must be communicated to the Olathe Police Department so that they may be warned of the potential threat. Once threat information is received, it is the Olathe Police Departments responsibility to assess the information and act accordingly. As illustrated in ESF #13 Law Enforcement 4

258 the References section of this plan, the process flow titled Johnson County Threat Information Notification reflects how threat information, disseminated to appropriate entities based on the assessed level of threat, may be used as a reporting guide for the Olathe Police Department. Upon notification, the Olathe Police Department is responsible for notifying agencies on the state, regional and national level based on each agency s existing notification procedures. Due to the sensitive nature of the information, the law enforcement community may not be able to give specific details about a possible event without compromising intelligence operations. Much reflection and judgment must be exercised in weighing the consequences of compromise versus the possible threat to citizens when warning other agencies or the public. 5. Upon notification that a terrorist incident (or suspected terrorist Incident) has occurred within the City of Olathe, the Johnson County Emergency Communications Center (ECC) will be notified, and the appropriate responders will be dispatched. Additionally, the ECC will notify appropriate organizations of the event. Upon notification, each organization is responsible for notifying agencies on the state, regional, and national level based on each agency s existing notification procedures. The process flow titled Johnson County Terrorist Incident Notification in the References section illustrates how notification may be made throughout the county in a suspected or actual terrorist event. 6. During response, ESF #13 Teams will evaluate and coordinate with the Olathe Police Department to provide security in disaster operations locations such as Staging Areas, Shelters and Feeding Sites, Morgues, Hospitals, Strategic National Stockpile sites, Field Command Posts, etc. This security function may include locking down locations and managing access control in and out of the area. It may also require specialized knowledge or safety gear depending on the type of environment, such as terrorism situations or HAZMAT events. 7. In the event that National Guard resources are deployed to the City of Olathe to augment law enforcement and security, the ESF #13 Team will coordinate and manage the use of those resources. 8. The Olathe Police Department will coordinate its support in incidents on state or federal property as local law enforcement has limited jurisdiction at these incidents. 9. Public Safety and Security agencies have the major responsibility for providing traffic control. The Olathe Police Department will request assistance if necessary. Rerouting of traffic on state or interstate highways will be in accordance with the KDOT/MoDOT Kansas City Area Incident Management Program Manual. The Olathe Public Works Department will provide materials for closing streets and signage for rerouting traffic. 10. The ESF #13 Team will coordinate with ESF #4 Firefighting, ESF #1 Transportation, and ESF #3 Public Works and Engineering (debris removal) and other ESFs as needed to designate primary and alternate transportation routes. These teams will evaluate and ensure access requirements to meet response needs. 11. Evacuations may be initiated by City of Olathe officials in situations where evacuation is critical to the safety & health of the population. ESF #13 Law Enforcement 5

259 a. On-scene Incident Commanders (IC) are responsible for making evacuation decisions related to a specific incident, especially when the timeliness of such decisions is a matter of immediate life safety. In the case of a more widespread disaster, or when the decision to evacuate is not a matter of immediate life safety, such decisions will normally be made by or in coordination with EOC Command. b. In general, evacuation criteria will take into account variables such as the specific hazard; immediacy, seriousness & expected duration of the threat; vulnerable populations at risk; and adequacy/availability of evacuation routes and resources. c. Chief executives for the City of Olathe should be advised of areas being evacuated as soon as possible, according to established protocols. The IC will keep informed of evacuation situations with the potential to require city-wide coordination or City EOC activation. Upon becoming notified, the Emergency Management Director will provide necessary support and activate the City EOC as required. When activated ESF# 1, ESF# 4 and ESF# 13 will coordinate city-wide evacuation activities. d. The entity issuing an evacuation has the primary responsibility for notifying and informing the public of the evacuation. Olathe Emergency Management and/or the City EOC (when activated) can assist in information dissemination when needed. e. When the disaster situation has stabilized and it is again safe to return to a previously evacuated area, the authorization to allow re-entry will be given by the Director of City EOC, the IC or as otherwise directed. 12. The Olathe Police Department may provide mobile units to assist with warning the public (See also ESF #15 Public Information). 13. The Olathe Police Department may be asked to assist with damage assessment activities after a disaster. 14. Law enforcement agencies have a number of specialized capabilities for search & rescue, explosive ordinance disposal, tactical response, etc. (see also ESF# 4 and ESF #9 Search and Rescue). The following are types of specialized capabilities related to law enforcement; a full resource list is available through the EOC: a. Patrol Dogs b. Aerial Search/Surveillance c. Underwater Rescue d. Explosive Ordnance Disposal (EOD) e. Tactical Response Teams f. Tactical Medical Team g. Investigative Resources 15. Most resource requirements beyond the capability of the Olathe Police Department can be supplied through mutual aid using existing state statutes via verbal request. ESF #13 Law Enforcement 6

260 16. All individuals/organizations involved in disaster response should collect and record information on the utilization of labor, materials, equipment and disaster-related costs. Roles and Responsibilities The mission of the ESF-13 Public Safety and Security Team is to ensure the provision of Public Safety and Security support required to meet the needs generated by disaster affecting the City of Olathe. Coordinating Olathe Police Department Agency Support Agencies Preparedness Response Recovery Mitigation Johnson County Sheriff s Office, Communications Division Johnson County Sheriff s Office Johnson County Med-Act Local Jurisdictional Law Enforcement Agencies Kansas Highway Patrol Olathe Fire Department Review the ESF #13 Annex annually and update as needed. Continually evaluate the capabilities required to accomplish the ESF-13 mission, identify any gaps, and leverage resources to address them. Manage the resolution of ESF #13 after-action issues. Develop and/or participate in relevant ESF related planning, training, and exercise activities at the local, regional, state, and/or federal level. Ensure necessary supplements to the ESF annex are developed and maintained (including emergency contact lists, resource lists, departmental/functional plans, procedures, protocols, & EOC job aids). Ensure representatives from the Coordinating Agency and Support Agencies are fully-trained and prepared to respond to the City EOC as ESF #13 Team Members. Establish and maintain operational awareness of Public Safety and Security through direct communications links with Public Safety and Security units in the field and/or the appropriate coordinating entity. Conduct Public Safety and Security disaster impact and needs assessments, prioritize ESF #13 operational objectives in alignment with the EOC Action Plan, and coordinate ESF-13 city-wide response activities; Collect and analyze information relevant to ESF #13 and report in WebEOC and EOC documents including EOC Action Plans and Situational Reports; Receive, manage, & track resource requests for ESF #13; Ensure full coordination of activities with other groups within the EOC to assist in the development and maintenance of a common operating picture. Coordinate the ESF #13 support of recovery activities. Coordinate the restoration of ESF #13 resources and/or capabilities as needed. Ensure ESF #13 Team Members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF #13 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #13 Law Enforcement 7

261 Preparedness Response Recovery Mitigation Olathe Police Department Ensure each of the preparedness responsibilities identified for the City ESF #13 Team (listed above) are accomplished. Maintain an inventory of agency resources. Provide current emergency contact information to the Emergency Management Division of the Olathe Fire Department. Provide Public Safety and Security support in emergency/disasters, in accordance with departmental operations guides & protocols and existing MOUs & agreements, including: o Dispatching services and communications support as needed. o Establish perimeters and security for evacuated areas. o Establish security for staging/reception areas. o Provide security for existing and/or temporary morgues. o Provide security at facilities used for emergency purposes. o Providing necessary security on a temporary basis for hospitals and emergency centers. o Provide necessary support to correctional facility staff, in the event the facility staff must be augmented. o Ensure the safety and well-being of responders. Coordinate response activities with the City EOC in support of the ESF #13 mission. Ensure each of the response responsibilities identified for the City ESF-13 Team (listed above) are accomplished regardless of the activation/staffing level of the City EOC. Arrange for appropriate staffing of the City ESF-13 Team in the EOC throughout activations Coordinate the activities of ESF-13 Team Members in the City EOC. Coordinate the ESF-13 support of recovery activities. Coordinate the restoration of ESF-13 resources and/or capabilities as needed. Ensure ESF-13 Team Members and/or their agencies provide appropriate records of costs incurred. Conduct an ESF-13 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #13 Law Enforcement 8

262 ESF #13 Law Enforcement 9

263 References Johnson County Emergency Operations Plan, ESF #13 Public Safety and Security, dated April, The following are links to online information regarding Public Safety and Security Statutes for consideration in ESF-13: State to State Arrest Authority: City / Jurisdictional Authority: Cause for Arrest Authority: Command of Assistance Authority: Forms of Interstate Assistance: Evacuations: State of Kansas Kansas Attorney General s Office K.S.A et seq. Kansas Consumer Protection Act (KCPA); K.S.A Door to Door Sales; K.S.A. 50-6,106 Profiteering from Disaster; K.S.A Deceptive Acts; K.S.A Unconscionable Acts; and K.S.A et seq. Transient Merchant Licensing Act. KBI KWP KHP K.S.A Establishes the KBI as a division of the Attorney General s Office; K.S.A Sets out the power and duties of the KBI Kansas Department of Corrections; K.S.A (a) Powers and Duties of Corrections Officers; K.S.A Provides Parole Offices with Law Enforcement Powers; and K.S.A Defines Law Enforcement Officer. K.S.A Powers of the Secretary; and K.S.A Conservation officers and employees, training requirements, powers of authority K.S.A Principal function of highway patrol; uniforms required, exceptions; security for public officials; superintendent to supervise and manage capitol police; security of transportation of governor and governor's family; use of aircraft; advise with legislative coordinating council; management functions for bureau of emergency medical services; ESF #13 Law Enforcement 10

264 KFMO K.S.A Duty assignments of the highway patrol and capitol police limitations; and K.S.A Rules and regulation for conduct of highway patrol and capitol police. K.A.R Regional HazMat definitions; K.A.R Regional HazMat response team response areas; K.A.R Adoption by reference; K.S.A Fire marshal; power and duties; rules and regulations; K.S.A Fire marshal authorized to advise and assist state civil defense director; assistance to municipalities; responsibilities and duties of state fire marshal; K.S.A Fire marshal deputies and investigatory personnel; law enforcement power, when: training required exceptions; and K.S.A Toll-free number; HazMat incidents. Please refer to the Basic Plan for additional References. ESF #13 Law Enforcement 11

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266 Emergency Support Function (ESF) #14 Assessment and Recovery ESF #14 Coordinator: Primary Agency: Support Agencies: Emergency Management Director Fire Department, Emergency Management Division Fire Department, Building Codes Division Information Technology Solutions Legal Department Police Department Johnson County Division of Emergency Management (JCDEM) Johnson County Health Department Kansas Division of Emergency Management (KDEM) American Red Cross (ARC) Purpose Emergency Support Function (ESF) #14 Assessment and Recovery addresses the coordination of longterm community recovery during and following a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the City s Emergency Operations Center (EOC). ESF #14 is a functional annex to the Emergency Operations Plan (EOP). Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF identifies the key policies, concepts of operations, roles and responsibilities and capabilities associated with long-term community recovery in the City following a disaster. Specifically, this ESF addresses the coordination mechanisms and requirements for post-incident assessments, plans and activities and identifies long-term environmental restoration issues.

267 In general, the recovery operation begins once conditions in the disaster area stabilize and the immediate danger posed by an event has passed. Long-term community recovery and mitigation efforts are forward-looking and market-based, focusing on permanent restoration of infrastructure, housing and the local economy, with attention to mitigation of future impacts of a similar nature. Situation & Assumptions 1. Many hazards have the potential for causing extensive damage in the City. 2. City, County and other resources can be overwhelmed during and following a disaster. 3. Following a disaster, some services normally provided by the City will not be provided or could be delayed. 4. A disaster can affect the ability of business and industry to function and interrupt government services. 5. Outside assistance may be necessary to re-establish core services following a disaster. 6. A timely and comprehensive assessment of the disaster and its impacts is essential to identify immediate response actions and the development of recovery initiatives. 7. During and following a disaster, the ESF #14 team might be requested to provide qualified personnel in the County EOC. 8. The City is responsible for completing disaster damage assessments. Disaster damage assessments provide accurate assessments of the actual impact on the City. Disaster assessments will be necessary during and following a disaster. 9. Following a major disaster, substantial government assistance will be required to return the City to pre-disaster conditions. Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #14 Coordinator of EOC activations. If a disaster has the potential to significantly impact the City, the Emergency Management Director will request ESF #14 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. ESF #14 Assessment & Recovery 2

268 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. 7. Clear, accurate and timely information shall be disseminated to the public as outlined in ESF #15 Public Information and External Communications. Concept of Operations (ConOps) 1. The Emergency Management Division of the Olathe Fire Department is the primary agency for coordinating ESF #14 Assessment and Recovery. 2. The National Incident Management System (NIMS) will be used for collecting, processing and disseminating information. 3. ESF #14 applies to all agencies and organizations with assigned disaster responsibilities in the EOP. 4. The ESF #14 coordinator and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 5. In general, the recovery operation begins once conditions in the disaster area stabilize and the immediate danger posed by an event has passed. 6. Disaster-recovery operations require coordination at all levels of government, often supplemented by the efforts of volunteer organizations and private industry, and are conducted in accordance with established plans and procedures for administering disaster-relief programs. 7. Close coordination is maintained with County, State and Federal officials to determine potential needs for support and the most expeditious means of acquiring that support. 8. The City s disaster assessments will be provided to the County EOC/JCDEM. The County is responsible for performing a county-wide assessment and providing this information to the State. 9. The EOC will serve as the central location for interagency coordination and decision-making, including all activities associated with ESF #14. ESF #14 Assessment & Recovery 3

269 10. The EOC will establish and maintain communications with the County EOC for resource requests. 11. The ESF #14 Coordinator will work with the EOC Team to coordinate disaster assessments. 12. The ESF #14 Coordinator will be the primary contact for Long-Term Community Recovery. 13. The ESF #14 Coordinator and supporting agencies will work to determine the need to develop and implement community recovery and economic stabilization strategies. Consideration should be given to augmenting or expanding existing programs to meet disaster needs. 14. Close coordination will be required to help ensure emergency response and recovery decisions regarding energy and utility system restoration. Private energy and utility providers should become integral members of the EOC Team when their respective utilities become affected. See ESF #12 for further information. 15. During the period that a declaration of a state of disaster emergency is in effect pursuant to K.S.A , and any amendments thereto, every person performing cleanup, debris removal or the repair or maintenance of any structure within an area designated in the declaration of a state of disaster shall register with the County, with the exception that an owner, tenant, or occupant of any structure who performs cleanup, debris removal, or repair or maintenance of such structure shall not be required to register. (Johnson County Res. No , 1, ) Disaster Damage Assessments 1. A disaster requires an accurate assessment of the actual impact on the community. A disaster damage assessment defines the severity and magnitude of loss and helps identify the needs generated by the disaster. The assessment information is provided to the County EOC through the EOC. The County provides this information to the State, who will determine if State and/or Federal recovery assistance can be made available. 2. Timely and thorough disaster damage assessments will allow the City to: a. Prioritize response operations b. Request mutual aid c. Alleviate human suffering d. Manage resources e. Minimize recovery time f. Document the need for State and/or Federal assistance g. Plan for long-term recovery activities h. Mitigate against future disasters 3. Any of the hazards identified in the Hazard Ranking and Vulnerability Analysis (see Basic Plan) could cause extensive public and private property damage creating a need for disaster damage assessments. ESF #14 Assessment & Recovery 4

270 4. The EOC will monitor, collect, process and maintain disaster assessment information reported from the field. Additional information may come from emergency repair crews, other City employees, business and industry, private citizens and/or the media. 5. Geographic Information System (GIS) staff will assist the ESF #14 coordinator and EOC team by providing mapping, illustrating the extent of the damage as it is reported by the damage assessment teams. 6. There are two types of disaster damage assessments rapid and detailed. Rapid assessments are completed within a few hours of the incident and detailed assessments may take days or weeks. Both rapid and detailed assessments will consider private property damage (e.g. losses by persons and damage to residences and businesses) and public damage (e.g. damage to infrastructure such as roads, bridges, utilities, and government facilities. Rapid Disaster Damage Assessments 1. During the onset and the few hours following a disaster, rapid damage assessments will be performed. As pertinent information becomes available, it will be passed on to the EOC. This will help prioritize response activities, allocate resources and determine the need for outside assistance. 2. The rapid assessment will include the following information: a. Area or jurisdiction affected b. Known injuries c. Known fatalities d. Critical facilities damaged or destroyed e. Evacuations f. Mutual aid activated g. Any County, State and/or Federal resources anticipated h. City Disaster Declaration recommendation 3. During rapid damage assessments, emphasis will be placed on collecting and organizing information in a manner that will facilitate timely decision-making. This will allow both field personnel and the EOC to: a. Make informed operational decisions regarding public safety b. Set response priorities c. Allocate resources and personnel to the areas of greatest need d. Identify trends, issues and potential problem areas e. Plan for ongoing operations 4. It is anticipated that most rapid assessment information will be forwarded to the EOC from the field via telephone and/or radio. WebEOC will be used as the primary record-keeping system. In most cases, rapid assessment information will come from first responders already in the field. Personnel may be deployed specifically to conduct rapid damage assessments and to report the information to the EOC as quickly as possible. ESF #14 Assessment & Recovery 5

271 5. If the nature of the incident dictates, rapid assessments will include structural safety evaluations to determine building integrity and ensure the safety of emergency responders. This type of technical guidance will be provided to first responders as long as necessary. 6. If necessary, rapid assessments will also include safety inspections of critical facilities and infrastructure, such as hospitals, the EOC, potential shelters and evacuation routes. Rapid assessments will also include utility safety checks for hazards. The structural integrity of emergency shelters and other emergency facilities will be determined by the ESF #14 coordinator. 7. Based on information gathered during the rapid assessment phase, the ESF #14 coordinator will decide when and where to conduct detailed disaster assessments. 8. The City will work closely with the County EOC and JCDEM throughout the disaster assessment process. The City Disaster Assessment Teams will use disaster assessment forms consistent with those developed by the Kansas Division of Emergency Management (KDEM) to ensure a standard reporting method is used and that all damage assessment activities are conducted in accordance with State and Federal requirements. 9. In most cases, the American Red Cross (ARC) will also conduct assessments to determine the immediate needs of people affected by the disaster. 10. In rare cases, the scope and magnitude of the event may dictate an expedited disaster assessment to gather enough information to justify a request for a major disaster declaration. If a Federal declaration is made before detailed disaster assessments are conducted, the detailed damage assessment will become part of the ongoing recovery process. Detailed Disaster Damage Assessments 1. A detailed disaster damage assessment is necessary to document the magnitude of public and private damage for planning recovery activities and to justify the need for County, State and Federal assistance. A detailed assessment is also necessary to meet the information needs of the public, elected officials and the media. 2. During detailed disaster damage assessments, emphasis will be placed on collecting and organizing information in a manner that will allow the EOC to: a. Evaluate the overall total scope, magnitude and impact of the incident b. Prioritize recovery activities c. Plan for ongoing recovery and restoration activities d. Project the total costs of long-term recovery e. Document the need for supplemental assistance 3. Detailed disaster assessments will generally begin following the completion of response activities to protect life and property or will be completed as additional disaster assessment information becomes available. Depending on the magnitude of the disaster, a detailed disaster assessment could last for days or even weeks. ESF #14 Assessment & Recovery 6

272 4. The ESF #14 coordinator, in consultation with the EOC Team, will decide when the situation allows for detailed disaster assessments. The ESF #14 coordinator will contact, organize, brief and deploy detailed damage assessment field teams. In most cases, field assessment teams will be deployed to the damaged areas to gather information and report it to the EOC for analysis and reporting. 5. In addition to field assessments, it may be necessary for the ESF #14 coordinator to assign personnel to estimate projected disaster costs to determine the need for State and/or Federal assistance. For example, the total cost of a large debris removal and disposal operation may be projected based on formulas applied to data already gathered in the field. 6. Detailed disaster assessments will include the following information: a. Number of persons affected in disaster area b. Number of persons evacuated c. Number of shelters open d. Number of persons in shelter e. Number of confirmed injured f. Number of confirmed fatalities g. Number of confirmed missing persons h. Number of homes and businesses with damage (destroyed, major, minor, affected & uninsured loss) i. Number of homes in flood plain j. Number of acres burned k. Number of critical care (hospitals and assisted living) facilities damaged l. Number of City and/or County facilities damaged, including all infrastructure (e.g. road and bridge) m. Road closures n. Utility damage o. City Disaster Declaration 7. Private property and public property disaster assessment teams will be organized. 8. Private property disaster assessment teams will be comprised of code enforcement officers, building inspectors, volunteer agency representatives, insurance adjustors and others familiar with the affected areas possessing the knowledge and skills to document the damage incurred to residences and businesses. 9. Public property disaster assessment teams will be used to document the extent of damage to public facilities, roads, bridges, utilities and other publicly-owned structures. 10. Public property disaster assessment teams will be comprised of individuals with construction estimating skills that are familiar with determining public property damage. 11. The number of property damage assessment teams and team members required will be based on the scope and magnitude of the damage. If needed, the ESF #14 coordinator may request Johnson County Damage Assessment Teams or Kansas Disaster Assessment Teams through JCDEM/County EOC for assistance. ESF #14 Assessment & Recovery 7

273 Joint Preliminary Damage Assessments (PDAs) 1. If the scope of damage dictates, a Preliminary Damage Assessment (PDA) will be initiated to determine the need for supplemental State and/or Federal disaster assistance. A PDA will normally be initiated by KDEM based on the results of local damage assessments and completed within 72 hours of the disaster onset. 2. PDAs may be conducted to document the need for Individual Assistance (IA) Programs and/or Public Assistance (PA) Programs. 3. A City and County staff member will accompany all PDA Teams. In most cases, these staff members will have been a member of the Disaster Assessment Team and should be familiar with the damaged area(s). During a PDA, the role of the City and County staff member is critical, as they are to ensure all damage is observed and documented by the County, KDEM, the Federal Emergency Management Agency (FEMA), the Small Business Administration (SBA) and any other agencies potentially providing assistance. 4. Based on the results of the PDA, KDEM may recommend that the Governor request a Presidential disaster declaration for IA or PA, or both. 5. The City and County will work closely with the KDEM to ensure all types of disaster assistance are considered during the PDA process. If Johnson County receives a Presidential Disaster Declaration based on a request from the Governor (see ESF #5 Emergency Management for information regarding the declaration process), several programs may be made available to assist the City and County governments, residents and businesses. Even without a Presidential Disaster Declaration, there are programs that may assist those affected by the disaster. Environmental Assessment Assessing damage to the environment from a chemical and/or radiological disaster will be differentiated in the following categories: 1. Damage to Containment Structures a. Damage to chemical or radiological containment structures will be handled by specifically-trained hazardous material technicians or radiological specialists (see ESF #10 Hazardous Materials). 2. Contamination a. Contamination of water, air, food and exposed populations or animals will be determined by City or County environmental specialists and/or hazardous material technicians with specialized training and equipment to make those determinations (see ESF #11 Agriculture). 3. Biological a. In cooperation with the Kansas Department of Health and Environment (KDHE), local hospitals and other regional health departments, the County Health Department will provide disease monitoring. In addition, the County Health Department will coordinate ESF #14 Assessment & Recovery 8

274 the collection and testing of biological samples with KDHE and the Center for Disease Control (CDC) (see ESF #8 Public Health). Roles and Responsibilities Preparedness Response Recovery Mitigation Fire Department, Emergency Management Division Maintain this ESF Annex as well as support the basic EOP. Ensure each of the preparedness responsibilities identified for the City ESF #14 Team (listed above) are accomplished. Maintain an inventory of agency resources. Keep current emergency contact information in the EOC. Ensure necessary supplements to the ESF #14 are developed and maintained (including emergency contact lists, resource lists, departmental plans, procedures and EOC job aids. Ensure personnel receive training in disaster operations and the Incident Command System (ICS), per the National Incident Management System (NIMS). Participate in disaster exercises. Deploy trained individuals to the EOC and/or County EOC as needed. Alert or activate off-duty or auxiliary personnel as needed. Coordinate activities with other responding agencies. Coordinate all ESF #14 activities. Establish and maintain operational awareness of assessments and recovery through direct communication links with field units. Conduct assessment and recovery data gathering and analysis and prioritize ESF #14 operational objectives. Provide disaster assessment information to the EOC and County EOC. Report pertinent information via WebEOC. Receive, manage and track resource requests for ESF #14. Coordinate the ESF #14 support of recovery activities. Coordinate the restoration of ESF #14 resources and/or capabilities as needed. Replenish supplies and repair damaged equipment. Ensure ESF #14 team members and/or their agencies provide appropriate records of costs incurred. Participate in countywide recovery planning and activities. Prepare the documentation required to become eligible for reimbursement. Conduct an ESF #14 after-action review. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. ESF #14 Assessment & Recovery 9

275 Preparedness Response Recovery Fire Department, Building Codes Division Assist with ESF #14 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Provide ESF #14 support in and following disasters. Send agency representatives to the EOC as part of the ESF #14 Team when activated. Participate in disaster assessment operations. Assist with assessment and recovery data gathering and analysis. Coordinate restoration of agency resources and/or capabilities as needed. Assist with coordination of response activities with the EOC. Continue participation in disaster assessment operations. Ensure each of the response responsibilities is accomplished. Participate in citywide recovery planning and activities. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Preparedness Response Recovery Mitigation Information Technology Solutions, Business Services Division Assist with ESF #14 preparedness activities. Maintain an inventory of agency resources. Maintain emergency contact information. Provide ESF #14 support during disasters. Send agency representatives to the EOC as part of the ESF #14 Team when activated. Coordinate the restoration of agency resources and/or capabilities as needed. Participate in citywide recovery planning and activities. Prepare the documentation required to become eligible for reimbursement. Participate in after-action reviews. Identify and implement mitigation activities to prevent or lessen the impact of future incidents. References Johnson County Emergency Operations Plan, ESF #14 Assessment and Recovery, dated April, Please refer to the Basic Plan for additional References. ESF #14 Assessment & Recovery 10

276 Emergency Support Function (ESF) #15 Public Information ESF #15 Coordinator: Primary Agency: Support Agencies: Communication and Customer Service Director Communication and Customer Service Department Public Information Officers (PIOs) Purpose Emergency Support Function (ESF) #15 Public Information addresses the coordination of public information dissemination during and following a disaster. Scope This ESF annex is intended to provide a flexible organizational structure capable of meeting the various requirements of many disaster scenarios with the potential to require activation of the City s Emergency Operations Center (EOC). ESF #15 is a functional annex to the Emergency Operations Plan (EOP). Specific operating procedures and protocols are addressed in documents maintained by the participating organizations. This ESF identifies the key policies, concepts of operations, roles and responsibilities and capabilities associated with public information dissemination in the City during and after a disaster. During disasters, the general public will need and rely on information provided about the situation and instruction on proper response actions. Well-developed public information, education strategies, and communications plans help to ensure that lifesaving measures, evacuation routes, threat and alert systems and other public safety information are coordinated and communicated to numerous audiences in a timely, consistent manner. The media will rely on information about emergency situations and disasters. The local media, particularly television and radio, will perform an essential role in providing emergency instructions and current information to the public. Depending on the severity of the disaster, or the media s perception of the severity of the disaster, regional and national media will also cover the event and request information and comment from local officials.

277 Specifically, this ESF addresses the following items: Actions that will be taken to provide timely, accurate, continuous and accessible public information regarding disasters. Actions that will be taken to control rumors. Identify roles and responsibilities of a PIO. How responders and local officials will collaborate with the media. Situation & Assumptions 1. City, County and other resources can be overwhelmed during a disaster. 2. During a disaster, some services normally provided by the City will not be provided. 3. Depending on the severity of the disaster, various communication methods may not be fully functional. 4. Public demand for information can become overwhelming during a disaster. 5. Rumors will be spread during disasters. 6. The public needs timely, accurate, continuous and accessible information regarding disasters. Notifications 1. The Emergency Management Director (or his/her designee) will notify the ESF #15 Coordinator of EOC activations. If the disaster has the potential to severely impact the City, the Emergency Management Director will request ESF #15 representatives to respond to the EOC. 2. As additional EOC staffing needs become apparent, other support and partnering agency personnel may be asked to report to the EOC to assist. 3. JCDEM will be kept informed of situations that require (or may potentially require) countywide coordination and/or the activation of the County EOC. 4. All requests for outside public assistance (State, Federal, etc.) shall be routed to the EOC. 5. In the event the EOC is not operational (e.g. during a quickly occurring disaster), the requests should be routed directly to the Emergency Management Director (or his/her designee). 6. Requests for emergency assistance from the City will be resolved at the lowest level direction and control facility with appropriate response resource capabilities. Unresolved assistance requests will normally flow upward from the City to the Johnson County EOC to obtain augmented resources from the County, State and/or Federal sources as needed. ESF #15 Public Information 2

278 7. See the Basic Plan for further information regarding notifications and EOC activation. Concept of Operations (ConOps) 1. The Communication and Customer Service Department is the primary agency for coordinating ESF #15 Public Information. 2. ESF #15 applies to all agencies and organizations with assigned disaster responsibilities in the EOP. 3. The ESF #15 Coordinator and the support agencies are critical members of the Emergency Management Team and will work within the EOC structure described in ESF #5 Emergency Management. 4. Close coordination is maintained with County, State and Federal officials to determine potential needs for support and the most expeditious means of acquiring that support. 5. The EOC will serve as the central location for interagency coordination and decision-making, including all activities associated with ESF # The EOC will establish and maintain communication with the County EOC for resource requests. 7. The ESF #15 coordinator shall assume the responsibilities of Lead PIO. A support staff of trained departmental PIOs will assist the Lead PIO as required. 8. When emergency incidents arise which call for the establishment of an Information Officer at the scene of an emergency, the Incident Commander on-scene is responsible for establishing this function. Once the Information Officer function has been established, it is the responsibility of the on-scene Information Officer to contact other PIOs when deemed necessary and appropriate. 9. During a disaster, all City departments will direct all public information releases to the Lead PIO. 10. The Lead PIO is the official spokesperson for the City elected officials and the City Manager s Office. 11. The Lead PIO will ensure coordination of public information releases among surrounding local, County, State and Federal jurisdictions and/or agencies, and volunteer and private organizations. 12. The Lead PIO will appoint a support staff comprised of trained departmental PIOs (herein referred to as the ESF #15 team) to ensure the capability of an Emergency Public Information component to provide 24-hour support. 13. A Joint Information System (JIS) provides the mechanism to organize, integrate and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple ESF #15 Public Information 3

279 jurisdictions and/or disciplines with non-governmental organizations and the private sector. A JIS includes the plans, protocols, procedures, and structures used to provide public information. Federal, State, tribal, territorial, regional or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS. 14. A Joint Information Center (JIC) is a central location that facilitates operation of the Joint Information System. The JIC is a location where personnel with public information responsibilities perform critical emergency information functions, crisis communications and public affairs functions. JICs may be established at various levels of government or at incident sites, or can be components of Multi-agency Coordination Systems. A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required. 15. The Lead PIO will activate the JIC as required, and manage its overall operations. A JIC should be established as soon as possible. 16. PIOs will maintain a current media directory with points of contact for radio, television, newspaper and other media outlets. 17. The Lead PIO will determine a primary and alternate media briefing area. 18. Periodic news briefings will be necessary during a disaster. 19. If a County JIC is established, the Lead PIO will assign a City PIO as a liaison. 20. The Lead PIO will activate and coordinate community relations efforts to identify public informational needs and best vehicles of dissemination. 21. The ESF #15 Coordinator will develop, maintain and share with City department PIOs prescripted information that is ready for rapid dissemination. 22. Methods of communication are dependent on the disaster and technology that is available during and after the disaster. Communication methods can consist of media briefings, press releases, website postings, social media, cable television interruptions, Emergency Alert System (EAS) messages, text messages, OCEANS telephone messages, door-to-door warnings, fliers, public address announcements, etc. 23. Public communication methods may require support for special needs populations. The Lead PIO will identify these needs during mitigation and reassess the need for accessible public information throughout and after the disaster. Call-centers must also be capable of communicating with these populations. The following is a non-inclusive list of considerations for special populations: Deaf/Hearing Impaired: Paging systems, text messaging, web-site postings, interpreters, television closed-captioning, etc. Blind/Visually Impaired: The Emergency Alerting System (EAS) provides audio alerting via local media outlets. Some disaster planning information is available in Braille. Non-English speaking: Many media outlets provide closed-captioning in Spanish. Interpreters need to be considered for use. ESF #15 Public Information 4

280 Correctional facilities: The Johnson County Sheriff s Office and the Johnson County Department of Corrections coordinate this communication. Other: Other special needs communication methods need to be considered by the ESF #15 Team. 24. The ESF #15 Team will be directly involved in communication dissemination to the public after disasters. Staff will fully mobilize and disseminate emergency instructions and information to the public in the following order of priority: Lifesaving/health preservation instructions. Emergency status information. Other useful information, originated by the government or in response to media inquiries. 25. In both response and recovery phases, the ESF #15 team will coordinate with on-scene PIOs or utilize a media-briefing center at the EOC. 26. The ESF #15 team will be available to advise their managers, department heads and elected officials on communication with the media and the public. All information releases should be coordinated with the EOC before dissemination. 27. The ESF #15 team will conduct tours for VIPs and elected officials, as appropriate. 28. During the recovery phase, attention will be focused on restoring channels of communication with the public. Appropriate information will continue to be released, particularly on the restoration of essential services, travel restrictions and the availability of assistance programs. ESF #15 Public Information 5

281 ICS Organizational Chart Sample (Initial Response to Incident) ICS Organizational Chart Sample (Large-Scale Incidents) ESF #15 Public Information 6