DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN

Transcription

1 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN 2008

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3 TABLE OF CONTENTS INTRODUCTION Page No. Table of Contents I Statement of Approval...III Statement of Purpose...IV Instructions for Use....V Record of Changes.. VI BASIC PLAN I. Purpose 1 II. III. IV. Situation and Assumptions..1 Concept of Operation 3 Organization and Assignment of Responsibilities.9 V. Direction and Control..14 VI. VII. VIII. Continuity of Government...14 Plan Development and Maintenance...14 Authorities and References...15 EMERGENCY SERVICE FUNCTION ANNEXES ESF 1 ESF 2 ESF 3 ESF 4 ESF 5 Direction and Control 19 Communications 35 Public Works 43 Fire Service..51 Public Information and Warning 59 I 2008

4 ESF 6 ESF 7 ESF 8 ESF 9 ESF 10 ESF 11 ESF 12 ESF 13 Shelter and Mass Care..65 Evacuation and Transportation 75 Health and Medical Services Resource Management..93 Hazardous Materials...99 Agriculture and Animal Services.109 Damage Assessment and Recovery Law Enforcement..129 SUPPORT ANNEXES Annex A Annex B Annex C Annex D Annex E Annex F Annex G Annex H Vital Facilities Mass Casualties Mass Fatalities Terrorism Severe Weather Emergency Operations Center SOG Durham / Durham County Incident Command System..177 East Durham Evacuation Plan ACRONYMS.271 GLOSSARY..275 II 2008

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6 STATEMENT OF PURPOSE The Durham / Durham County Emergency Operations Plan (EOP) has been developed to address potential hazards that threaten the City and County of Durham, North Carolina. While specific hazards may be listed in the plan, its global concept is to handle all emergencies that may arise due to natural, technological, manmade or national security incidents. The format of this EOP is similar to that of the State of North Carolina and is in accordance with National Incident Management Systems (NIMS) guidelines. While the specific sections do not match exactly those of State and Federal plans, it does provide for the needs of the City and County of Durham. This EOP encourages an Integrated Emergency Management System approach to disasters and potential hazards using the National Incident Management System (ICS). A prompt, efficient and coordinated response operations by key elements and agencies is required. This Emergency Operations Plan replaces all pre-existing City and County Multi-Hazard Plans or Emergency Operations Plans. IV 2008

7 INSTRUCTIONS FOR USE The Durham / Durham County Emergency Operations Plan (EOP) has been developed to address potential hazards that threaten the City and County of Durham, North Carolina. It is intended that this plan, when implemented, be used by Durham / Durham County response and support organizations to provide a prompt, efficient and coordinated response use of existing resources capable of integrating State and Federal response through the use of the National Incident Management System (NIMS). The format utilized by the EOP is: Basic Plan: Defines the roles and responsibilities of key officials, and their organizations and departments. Emergency Service Functions: Identifies the specific functions of the plan as well as the individual or agency responsibilities for the coordination of activities for that function. Support Annexes: Provide additional detailed instructions that an organization or individual needs to fulfill responsibilities and perform tasks assigned in the EOP. Each section of the plan contains a purpose statement for that section. All individuals with assigned responsibilities should be familiar with the entire plan; however added emphasis must be giving to those sections for which they are responsible. While all circumstances cannot be addressed, the content of this plan should be used as a guide for those things that do occur but are not specifically addressed herein. V 2008

8 RECORD OF CHANGES Change Number 10 Date Change Made By David S. Hancock Change Number 11 Date Change Made By Jim Groves Change Number 12 Date Change Made By Jim Groves Change Number 13 (Entire plan reprinted and distributed) Date Change Made By Betty S. Moore Approval - Jeffrey L. Batten Change Number 14 Date Change Made By Betty S. Moore Approval - Jeffrey L. Batten Change Number - 15 Date Change Made By Betty S. Moore Approval Jeffrey L. Batten Reviewed No Changes Date Betty S. Moore Approval Jeffrey L. Batten Change Number - 16 Date Change Made By Betty S. Moore Approval Jeffrey L. Batten Reviewed No Changes Date Betty S. Moore Approval Jeffrey L. Batten VI 2008

9 Reviewed No Changes Date Betty S. Moore Approval Jeffrey L. Batten Change Number - 17 Date Change Made By Betty S. Moore Approval Jeffrey L. Batten Change Number - 18 Date Changes By Betty S. Moore Approval Jeffrey L. Batten, VII 2008

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11 To: 2008 Emergency Operation Plan Distribution list From: Betty S. Moore, Durham Emergency Management Coordinator Subject: Emergency Operation Plan updates for 2009 Date: December 17, 2009 This packet contains the 2009 updates to the 2008 Durham / Durham County Emergency Operations Plan. The individual changes to each page are in italics with the exception of the page renumbering of ESF 13: Law Enforcement and Annex H: East Durham Evacuation Plan which is reflected in each being italicized in the table of contents. Replace page/s in 2008 EOP: with page/s from this packet: I- II I- II VII- VIII VII - VIII Basic Plan 3-18 Basic Plan 3-18 ESF 1 Direction and Control 19-20, ESF 1 Direction and Control 19-20, ESF 5 Public Information and Warning ESF 5 Public Information and Warning ESF 9 Resource Management ESF 9 Resource Management ESF 11 Agriculture and Animal Services ESF 11 Agriculture and Animal Services ESF 12 Damage Assessment and Recovery ESF 12 Damage Assessment and Recovery ESF 13 Law Enforcement ESF 13 Law Enforcement Annex H East Durham Evacuation Plan Annex H 2009 East Durham Evacuation Plan After the pages in the Emergency Operation Plan are replaced with the pages from this packet, insert this page behind page VIII and before Basic plan page 1.

12 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN BASIC PLAN I. PURPOSE The Durham / Durham County Emergency Operations Plan (EOP) has been developed to address potential hazards that threaten the County and City of Durham, North Carolina and establishes the actions required of government, public agencies and private organizations of Durham / Durham County to reduce the risks to people and property. This plan establishes an effective and coordinated response to the occurrence of an emergency or disaster. While specific hazards may be listed in the plan, its global concept is to handle all emergencies that may arise due to natural, technological, manmade or national security incidents. The format of this EOP is similar to that of the State of North Carolina and is in accordance with National Incident Management Systems (NIMS) guidelines. While the specific sections do not match exactly those of State and Federal plans, it does provide for the needs of the City and County of Durham. This EOP encourages an integrated emergency management approach to disasters and potential hazards using the National Incident Management System (NIMS) which has been adopted by both Durham County and the City of Durham. Prompt, efficient and coordinated response operations by key elements and agencies is required. This Emergency Operations Plan replaces all pre-existing City and County Multi-Hazard Plans or Emergency Operations Plans. II. SITUATION AND ASSUMPTIONS A. Situation 1. Geography and Economics Durham County is located in the northern piedmont region of North Carolina, contiguous with Person County to the north, Chatham County to the south, Wake and Granville Counties to the east, and Orange County to the west. Designated as North Carolina Emergency Management Central Branch, Area 10, FEMA Region IV. Durham County is 290 square miles in size with a population of 246,896 (2006 census estimate, U. S. Census Bureau). The economy is comprised mainly of business and industry with Basic Plan

13 some agriculture. The Research Triangle Park is located in Durham County offering pharmaceutical, chemical, agricultural and high technology research, development and production facilities. 2. Transportation and Roads The Raleigh Durham International Airport (RDU) serves Durham and surrounding counties. It is an international hub, capable of handling all types of commercial and military aircraft. A National Guard Air Station is also located at RDU. Durham County is in the arrival and departure flight patterns of RDU. Lake Ridge Aero Park is a private airport located east of the intersection of Redwood Road and I-85. Major traffic routes are I-85, I-40, I-540, US , US 501, US 70, NC Highways 54, 55, 98, 147, and 751. Norfolk Southern and CSX railroads have daily traffic through the city and county. Several bridges provide key access to Durham County. I-85 crosses Falls Lake; I-40 crosses New Hope Creek, and US 501 crosses the Eno and Little Rivers. Interstate and highway routes in Durham County would be used by other counties during severe weather evacuations or during an emergency at the Harris Fixed Nuclear Facility located in Wake County. NC DOT Division of Highways maintains public roadways, except in the City of Durham where the City of Durham Public Works Department is responsible for road maintenance. 3. Hazards Durham / Durham County is exposed to many hazards, all of which have the potential to disrupt the community, cause damage, and create casualties. Potential hazards (natural, manmade, technological, and national security) are: a. Major Fires b. Floods / Dam Failure c. Severe Thunderstorms d. Winter Snow / Ice Storms e. Hurricanes / Tornados / Wind Storms f. Drought g. Earthquake h. Mass Casualty / Fatality i. Hazardous Material j. Fixed Nuclear Facility (Ingestion pathway) k. National Security Emergency l. Civil Disorder Basic Plan

14 B. Assumptions m. Sabotage / Terrorism / Weapons of Mass Destruction n. Transportation Incidents (Roads, Rail and Air) o. Public Utility Damage or Failure (Phone, Electricity, Water, Sewer, etc.) p. Public Health Threats 1. It is necessary to plan for and carry out, disaster response and short term recovery operations utilizing local resources. Mutual aid agreements and understandings with outside counties and agencies must be in place for those emergencies or disasters that could potentially overwhelm local government and resources. Procedures to ensure the continuity of government are established, to include: depth of staffing, lines of succession, and method of operation. 2. Emergency Response / Recovery forces and others tasked in this Emergency Operations Plan are aware of their responsibility as it relates to the execution of this plan during the occurrence of an emergency or disaster. 3. Implementation of this plan will reduce, or prevent, the loss of lives and property. 4. Public information is available to prepare citizens for an emergency or disaster. 5. The Emergency Operations Center will be activated at the threat or occurrence of a major emergency or disaster and will serve as the County and City direction and control point during a severe emergency or disaster. 6. Emergency operations and coordination at all levels of government will be carried out according to established plans and procedures. III. CONCEPT OF OPERATIONS A. General 1. As required by General Statute 166A-2, it is the responsibility of the City and County governments to organize and plan for the protection of life and property from the effects of hazardous events or disasters. Basic Plan

15 2. Direction and control for typical day-to-day operations will be the responsibility of the agency involved and performed in accordance with local ordinances, policies and procedures. 3. Planning and training are integral parts of emergency and disaster preparation and will be carried out to ensure effective emergency operations. Homeland Security Presidential Directive 5 (HSPD-5) Management of Domestic Incidents calls for the establishment of a single, comprehensive National Incident Management System (NIMS). NIMS is a system that improves response operations through the use of the Incident Command System (ICS) and other standard procedures and preparedness measures. It also promotes development of multi-jurisdictional, statewide and interstate regional mechanisms for coordinating incident management and obtaining assistance during large-scale or complex incidents. NIMS was adopted by Durham County October 24, 2005 and will be used for all incident and multi-agency responses. 4. The types of facilities vital to the operation of the City and County governments and emergency operations have been identified. These facilities will be given priority for restoration of services. 5. The Emergency Operations Center will be activated by the Emergency Management Division when any of the following occur: a. A situation exists that threatens or is perceived to threaten the life or health of the general public. b. There is an extensive multi-agency response to an emergency or disaster. c. When local resources are likely to be depleted and significant mutual aid resources must be utilized. d. When there is an immediate need to establish control and restore normal operations in the County or City. Deactivation will occur when the activation level of the Emergency Operation Center returns to Level 5 as determined by the Emergency Management Division. 6. The type of incident, agencies involved, objectives, strategies and magnitude of the emergency will determine the agencies represented in the Emergency Operations Center and the specific function of the Emergency Operations Center as either the Incident Command Post (ICP) or Multi Agency Coordination (MAC) Center. Basic Plan

16 7. Personnel assigned to the EOC from any agency must have the authority to commit their agency s resources and authorize expenditures for the response and recovery efforts. 8. If the primary Emergency Operations Center is or becomes unusable, the Emergency Operations Center staff will relocate to the alternate Emergency Operations Center at EMS Station #6. 9. Once the Emergency Operations Center is activated or activation appears imminent, the Emergency Management Director or designee will notify North Carolina Emergency Management, Central Branch Office. 10. Local government and response agencies will continuously strive to implement measures that will prevent or minimize the impact of potential disasters or emergencies. 11. Mutual aid agreements between local agencies and other cities and counties are essential if incidents occur that overwhelm the local government. 12. It is the responsibility of the elected officials, Durham County and Durham City Agency Administrators to ensure that all legal documents of both a public and private nature be protected and preserved in accordance with existing laws, statutes, and ordinances. 13. Termination of a State of Emergency shall be declared by the same authority as it was proclaimed. 14. Recovery operations will proceed as described in this EOP with the associated standard operating procedures and guidelines, and in accordance with State and Federal plans and policies. 15. Following any major emergency or disaster, an after action debriefing will be held to evaluate the response of all participants to the incident. The debriefing will include the following: a. Damage survey report b. Interagency cooperation c. Unmet needs d. Mitigation of potential problems. e. EOP revision, if needed (Including training, planning, funding, etc.) Basic Plan

17 16. Mitigation funding may available from the State and Federal governments after a disaster declaration. Application for these funds will be handled by the assigned Durham County or Durham City agency as directed by the Durham County and Durham City Agency Administrators. B. Emergency Operations Center (EOC) 1. Activation Levels - The Emergency Operations Center will be activated or de-escalated by the Emergency Management Agency to the level dictated by the situation and protocol. Level 1 Any disaster or emergency that requires continued involvement of all local emergency response and support agencies, and will require State assistance and Federal assistance in conjunction with the activation of the National Response Framework (NRF) with deployment of Federal Emergency Response Teams. The EOC is fully activated with 24 hour staffing by all local emergency response and support agencies, and State and Federal agency representatives as required. Level 2 Any disaster or emergency that will require large scale local response, large scale State assistance and possibly Federal assistance in recovery. The EOC is fully activated with 24 hour staffing from all local response and support agencies. Level 3 Any disaster or emergency that is likely to require the assistance of several State agencies. All local essential service function agencies are alerted; however, the EOC is activated and staffed with only Emergency Management personnel and essential local agencies. Level 4 Any disaster or emergency that is likely to be within the capabilities of local government and results in only minimal need for state assistance. The EOC may be activated and staffed with only Emergency Management personnel. Level 5 Normal day to day operations. The EOC is not activated. The Emergency Management / Fire Marshal on call will provide 24 hour coverage. 2. When the Emergency Operations Center (EOC) is activated, response / recovery forces, agencies, and individuals tasked in the Emergency Operations Plan (EOP) will send a representative to the EOC to perform their respective tasks as identified in the EOP. Representatives will have the authority to commit resources and authorize expenditures for their agency. Each agency should have Basic Plan

18 personnel identified and dedicated to staff the EOC 24 hours a day, 7 days a week throughout and activation. 3. The Emergency Operations Center will be staffed and operated as determined by each incident. When activated, the local government, private sector, and volunteer organizations are to provide information, data, and recommendations to Incident or Unified Command and General Staff to support operations. 4. When a disaster or emergency develops, the senior elected officials (or designees) may declare a State of Emergency for their respective jurisdiction (in accordance with Article II of the Durham / Durham County Emergency Management Ordinance), in part or in whole, and begin implementing the necessary emergency procedures. 5. The County and City Agency Administrator (or designees) and the Emergency Management Director (or designee) will coordinate the critical resources required and provide conflict resolution for policies and procedures between responding agencies for all incidents and events when the Emergency Operations Center is activated. 6. Local government agencies that require the assistance of other local agencies that are beyond the scope of normal daily operations and mutual aid, shall route the request through the Durham EOC during emergency response. 7. If local government agencies or resources are overwhelmed during emergency or disaster operations, request for assistance will be made in accordance with existing mutual aid agreement and understandings, and in accordance with the North Carolina EOP and the National Response Framework (NRF). 8. Emergency information will be relayed to the public by the Joint Information Center (JIC), Durham County or City Public Information Office, or the assigned Public Information Officer. C. Phases of an Emergency: Preparedness - Activities that facilitate disaster response to save lives and limit damage. This includes developing shelter and evacuation plans, establishing warning and communication systems, training emergency responders and conducting exercises. Response - Actions which occur immediately before, during, or directly after an emergency or disaster. This includes lifesaving actions such as the activation of warning systems, manning EOCs, implementation of Basic Plan

19 shelter or evacuation plans and search and rescue. Recovery The development, coordination, and execution of service and site restoration 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 person; 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. Short term recovery returns vital life support systems to minimum operating standards. Long term recovery may continue for a number of years after a disaster and seeks to return life to pre-disaster levels. Mitigation - A deliberate and concerted preparation directed towards the elimination or reduction of disaster occurrence or disaster effects. Mitigation includes such actions as land use management, safety codes, building specifications, flood proofing and general public information. D. Federal / State / Local Interface When a disaster overwhelms the capability of state and local governments, resources of federal departments and agencies may be needed. All parties must understand the process of requesting and obtaining these federal resources. The National Response Framework (NRF) establishes the basis for fulfilling the Federal government's role in providing response and recovery assistance to a state and its' affected local governments impacted by a significant disaster of any kind which results in a required federal response. Under the NRF, departments and agencies having various authorities and resources have been assigned primary and support agency responsibilities for various Essential Service Functions. Under the provisions of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, a Federal Coordinating Officer will be appointed as the President's representative to coordinate overall delivery of federal assistance. Federal departments and agencies have been assigned missions to provide assistance directly to the State, under the overall direction of the Federal Coordinating Officer. Local governments will use their normal channels for requesting assistance and / or resources, i.e. through the Area Emergency Management Office to the State Emergency Operations Center. If State Basic Plan

20 resources have been exhausted, the state will be responsible for the provision of the needed resource(s) using the Essential Service Functions as described in the National Response Framework. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization Most departments within local government have emergency functions in addition to their normal duties. Each department is responsible for developing and maintaining their own Standard Operating Procedures (SOPs) for their assigned emergency responsibilities. Responsibilities for organizations which are not part of local government are also presented. A fully staffed operational Emergency Operations Center will be organized as follows: 1. Agency Administrators and Elected Officials - Comprised of the County and City Managers, Commissioners Chairperson and City Mayor. The County and City Attorneys, and Public Information Offices operate at the direction of their respective Managers. This group's primary duties are: approval of policies and strategies, overall direction and control of emergency operations, Emergency Operations Center functions and approval of emergency public information releases. 2. Operations Section responsible for direction and control for all emergency operations. Made up of the Emergency Management Director or designee (acting as the Operations Section Chief), department heads or designated representatives of the response and support agencies (Law enforcement, Fire, EMS, Public Works, State, etc). 3. Planning Section - responsible for determining the immediate effects of the emergency or disaster and compiling data for response and recovery actions. Made up of the Emergency Management Director or designee (acting as the Planning Section Chief), department heads or designated representatives of the response and support agencies (Law enforcement, Fire, EMS, Public Works, State, etc),the Damage Assessment Team (Real Estate, Tax Assessor - Damage Assessment Officer, Engineering, Inspections, etc.) and Radiological Officer (if needed) 4. Logistics Section responsible for obtaining resources for emergency operations. The Logistics Section will act as the liaison between local government and the private sector. Basic Plan

21 The logistics section will be staffed the Emergency Management Director or designee (acting as Logistics Section Chief) and by appropriate departments, depending on the situation. 5. Finance Section - Made up of Finance, Audit and Purchasing Officers from the County and / or City with responsibility for the cost analysis and accounting of all emergency expenditures. B. Assignment of Responsibilities An emergency or disaster does not negate the daily operational responsibilities or roles of any government or emergency response agency, but adds activities necessary to preserve and protect life and property. General responsibilities of all governmental personnel or emergency responders include but are not limited to: 1. Attend disaster training to that all personnel are trained to at least the minimum NIMS standards for emergency response. 2. Maintain a daily log of disaster response activities and time. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. 3. Be familiar with departmental, divisional or agency standard operations plans and your responsibilities during an emergency or disaster. 4. Support respective County or City Continuity of Operations Plans. 5. Emergency Service Function (ESF) Annexes and the departments assigned to each ESF is outlined below. Assigned responsibilities of each group is described in the corresponding ESF annex. ESF 1: Direction and Control a. Chairperson of the County Board of Commissioners b. Durham City Mayor c. Durham County Manager d. Durham City Manager e. Durham Emergency Management Director f. Durham County Attorney g. Durham City Attorney h. Durham County Public Information Office i. Durham City Public Information Office j. Durham County Finance k. Durham City Finance Basic Plan

22 l. Durham County Audit m. Durham City Audit Services n. Durham County Department Heads o. Durham City Department Heads p. designees of all afore mentioned positions ESF 2: Communications a. Office of the Sheriff of Durham County - Communications Division b. Durham County Information Technology c. Durham Emergency Communications Center (911) d. Durham City Communications Maintenance Division e. Durham City Technologies Solutions Department f. Durham Amateur Radio Emergency Services (ARES) ESF 3: Public Works a. Durham City Fleet Maintenance b. Durham County General Services Building Division Grounds Division Solid Waste / Litter Control Road Identification Pest Control / Mosquito Program c. Durham City General Services Facility Operations Division Landscaping Services Division Project Management Division Real Estate Division Urban Forestry Division d. Durham City Public Works Transportation Division Street Maintenance Division Engineering and Stormwater Services e. Durham City Solid Waste Management f. Durham City Water Management Water and Sewer Maintenance Division Wastewater Treatment Division g. Durham County Engineering ESF 4: Fire and Rescue a. Durham County Fire Departments Bahama Fire Department Bethesda Fire Department Lebanon Fire Department Parkwood Fire Department Redwood Fire Department b. Durham City Fire Department c. Durham County Fire Marshal s Office Basic Plan

23 d. Durham City Fire Marshal ESF 5: Public Information and Warning a. Durham County Public Information b. Durham City Public Information Office c. Durham Emergency Communication Center d. Designees of all afore mentioned agencies e. Public Information Officers assigned by Incident Commander or Direction and Control Group ESF 6: Shelter and Mass Care a. American Red Cross b. Durham Public Schools c. Durham City Parks and Recreation Department d Durham County Department of Social Services e. Durham County Public Health f. Durham County Emergency Medical Services (EMS) g. Salvation Army h. Community supported shelter groups i. Duke Hospital j. Durham Regional Hospital k. Veterans Administration Hospital l. Durham City Fire Department m. Durham County Fire Departments n. Durham City Police Department o. Durham County Sheriff s Department p. Durham County Animal Control ESF 7: Evacuation and Transportation a. Durham City Public Works Transportation Division Durham Area Transit Authority (DATA), Access b. Durham Public Schools Transportation Services Department c. Durham County Emergency Medical Services d. Durham City Police Department e. Office of the Sheriff of Durham County f. Durham City Fire Department g. Durham County Fire Departments h. Durham County Department of Social Services I. Durham County Public Health Department ESF 8: Health and Medical Services a. Durham County Emergency Medical Services b. Durham City Fire Department c. Durham County Fire Departments d. Durham County Public Health e. Duke Hospital f. Durham Regional Hospital Basic Plan

24 g. Veterans Administration Hospital h. Lincoln Community Health Center i. North Carolina Eye, Ear, Nose and Throat j. Lennox Baker Children s Hospital k. Durham City Risk Management l. Durham Employee Wellness Clinic ESF 9: Resource Management a. Durham County Manager b. Durham City Manager c. Durham Emergency Management Director d. Durham County Finance Department e. Durham City Finance Department f. Durham County Audit Department g. Durham City Audit Services h. Department Heads i. Durham City Department Heads ESF 10: Hazardous Materials / Weapons of Mass Destruction / Biological Chemical Incidents / Terrorism a. Durham City Fire Department - HazMat Team b. Durham County Sheriff s Department - Hazardous Devices Unit (HDU) c. Durham City Police Department - Biological Chemical Emergency Response Team (BCERT) d. Durham City Water Management e. Durham County Engineering f. Durham County Public Health Department ESF 11: Agriculture and Animal Services a. Durham County Animal Control b. Animal Protection Society of Durham County c. Triangle Pet Emergency Treatment Services (TPETS) d. NC Cooperative Extension Durham County Center e. Durham County Animal Response Team (DCART) f. NC Division of Forest Resources Durham County Forest Protection Program ESF 12: Damage Assessment and Recovery a. Durham County Manager b. Durham City Manager c. Durham Emergency Management Director d. Durham County Tax Administrator e. Durham County Finance Department f. Durham City Finance Department g. Durham City Audit Services h. Durham County Audit Services i. Durham City / County Inspection Basic Plan

25 j. Durham City / County Planning k. Durham City / County Geographical Information Services l. Durham City Parks and Recreation m. North Carolina / Durham Cooperative Extension Services n NC Division of Forest Resources Durham County Forest Protection Program o. Durham County Fire Marshal s Office p. Durham City Fire Marshal q. Durham Fire Department Radiation Officer ESF 13 : Law Enforcement a. Durham City Police Department b. Durham County Sheriff s Department V. DIRECTION AND CONTROL Direction and control of emergency activities rests with the heads of each element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, Basic Plan

26 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. VII. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing Standard Operating Procedures / Guidelines for their agency that supports this plan. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Division. C. This plan will be reviewed and updated by the Durham Emergency Management Division on an "as needed" basis, not to exceed a period of one (1) year D. This EOP, in part or in whole, will be exercised annually to ensure the readiness of those tasked in the plan and the effectiveness of the plan itself. Each emergency response agency located within the County of Durham will actively participate in training, pre-planning, and exercises. VIII. AUTHORITIES AND REFERENCES A. Federal 1. Robert T Stafford Disaster Relief and Emergency Assistance Act, United States Code Title 42 Chapter 68 United States Code Title 42 Chapter National Response Framework, January Superfund Amendments and Reauthorization Act (SARA) of 1986, Title III. 4. Occupational Safety and Health Administration, , Hazardous Waste Operations and Emergency Response 5. National Fire Prevention Association 1500, Occupational Health and Safety Programs 6. National Fire Prevention Association 1561, Standard on Emergency Services and Incident Management System 7. National Fire Prevention Association 1600, Standard on Disaster / Emergency Management and Business Continuity Programs Basic Plan

27 B. State 8. Pets Evacuation and Transportation Standards Act of 2006, Public Law National Incident Management System 10. Homeland Security Act of Presidential Decision Directive Homeland Security Presidential Directive Homeland Security Presidential Directive 5 1. North Carolina General Statute (NCGS), Chapter 166-A. 2. State of North Carolina Executive order #39, Implementation of the NC Emergency Operations Plan. 3. State of North Carolina Executive order #40, NC Emergency Response Commission 4. State of North Carolina Executive order #84, NC Emergency Response Commission 5. North Carolina General Statute (NCGS), Chapter 14 - Article 36-A. 6. North Carolina General Statute (NCGS), Chapter 15A North Carolina Emergency Operations Plan 8. North Carolina Statewide Emergency Management Mutual Aid and Assistance Agreement 9. North Carolina Emergency Response Commission, Resolution Number 13 C. Local 1. Durham / Durham County Emergency Management Ordinance. 2. Letter of agreement between the City & County of Durham and the American Red Cross. 3. Statement of understanding between the American Red Cross and the Durham Public Schools. Basic Plan

28 4. Durham Incident Management System 5. Durham County Continuity Of Operations Plan 6. City of Durham Continuity Of Operations Plan 7. Durham Local Emergency Planning Committee Basic Plan

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30 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 1 DIRECTION AND CONTROL I. PURPOSE To outline the direction and control procedures for the Emergency Operations Plan and to identify the personnel, facilities and resources that will be utilized in an emergency response. Positions or departments with responsibilities for direction and control are: Chairperson of the Durham County Board of Commissioners Durham City Mayor Durham County Manager Durham City Manager Durham Emergency Management Director Durham County Attorney Durham City Attorney Durham County Public Information Office Durham City Public Information Office Durham County Finance Durham City Finance Durham County Audit Department Durham City Audit Services Durham County Department Heads Durham City Department Heads designees of all afore mentioned positions II. SITUATIONS AND ASSUMPTIONS A. Situation 1. There are many significant hazards, which threaten the City and County. The severity of a potential hazard or disaster will necessitate a centralized command to provide direction and control for emergency operations. 2. The Emergency Operating Center will serve as the County and City direction and control point during a severe emergency or disaster. 3. The Emergency Operations Center is located in the Durham County Fire Marshal's Office, Emergency Management Division at 2422 Broad Street. ESF 1: Direction and Control

31 B. Assumptions 1. The Emergency Operations Center will be activated at the threat or occurrence of a major emergency or disaster. 2. Emergency operations and coordination at all levels of government will be carried out according to established plans and procedures. III. CONCEPT OF OPERATIONS A. General 1. Direction and control for typical day-to-day operations will be the responsibility of the agency involved and performed in accordance with local ordinances, policies and procedures. 2. The Incident Command System (ICS) will be used for all incidents and multi-agency responses. 3. The Emergency Operations Center will be activated by the Emergency Management Division when any of the following occur: a. A situation exists that threatens or is perceived to threaten the life or health of the general public. b. There is an extensive multi-agency response to an emergency or disaster. c. When local resources are likely to be depleted and significant mutual aid resources must be utilized. d. When there is an immediate need to establish control and restore normal operations in the County or City. 4. The type of incident, agencies involved, objectives, strategies and magnitude of the emergency will determine the agencies represented in the Emergency Operations Center and the specific function of the Emergency Operations Center as an Incident Command Post (ICP), Area Command or Multi Agency Coordination (MAC) Center. 5. Personnel assigned to the EOC from any agency must have the authority to commit their agency s resources and authorize expenditures for the response and recovery efforts. ESF 1: Direction and Control

32 6. If the primary Emergency Operations Center is or becomes unusable, the Emergency Operations Center staff will relocate to the alternate Emergency Operations Center at EMS Station #6. 7. Once the Emergency Operations Center is activated or activation appears imminent, the Emergency Management Director or designee will notify North Carolina Emergency Management, Central Branch Office. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization 1. The onset of an emergency or disaster does not change the role of any government or emergency response agency. It, in fact, adds to that role with activities that are required to preserve and protect life and property. B. Assignment of Responsibilities Duties include, but are not limited to the following: 1. Chairperson of the Durham County Board of Commissioners Durham City Mayor designee of all afore mentioned individuals a. Attend available disaster training to ensure that you are trained to at least the minimum NIMS standards for emergency response. b. Maintain updated address, telephone, pager and fax information with Emergency Management including the information for those designated by line of succession. c. Ensure and support Continuity of Operations Plans. d. Receive briefings prior to and during the incident by voice or electronic means from respective County or City Manager or designee, Emergency Management Director or designee, or respective County or City Public Information Officer. Subsequent briefings will be every six (6) to eight (8) hours, until no longer needed. e. Respond to the EOC if requested. ESF 1: Direction and Control

33 f. Maintain a daily log of disaster response activities and time. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. g. Declare and terminate a state of emergency for Durham County or City. h. Ensure that state and local ordinances and statutes are enacted. i. Request outside assistance through the Emergency Management Division when the local government resources are overwhelmed. j. Implement measures as necessary to protect life and property. k. Encourage the cooperation of agencies, businesses and citizens while responding to and mitigating disasters and emergencies. l. Issue and terminate evacuation orders. m. Authorize emergency workers to support evacuations and to enter the threatened area(s). n. Delegate authority as needed. o. Be prepared to attend special commissioner s or council s meetings. p. Liaison with constituency. Establish neighborhood public meetings as needed and visit opened shelters to determine the unmet needs of the community. q. Liaison with local, state, and federal elected and appointed officials. r. Attend media briefings. Be prepared to support and speak on behalf of the County's or City s response and recovery efforts. s. Meet with respective Managers to initiate any legislation that will expedite and benefit Durham s recovery. ESF 1: Direction and Control

34 t. Assist in establishing a Disaster Application Center(s) when required. u. Participate in the disaster debriefing and critique. The schedule will be coordinated and announced by the Emergency Management Director. 2. Durham County Manager Durham City Manager designee of all afore mentioned individuals a. Attend disaster training and ensure that you and your departmental personnel are trained to at least the minimum NIMS standards for emergency response. Promote disaster training for all department heads and employees. b. Maintain updated address, telephone, pager and fax information with Emergency Management. Provide the same contact information for departmental line of succession personnel. c. Ensure and support Continuity of Operations Planning. d. Ensure City and County agencies develop standard operating procedures in unison with this EOP. e. Ensure that exercises and tests of the EOP and emergency systems are conducted periodically. f. Receive briefings prior to and during the incident by voice or electronic means from the Emergency Management Director or designee, or respective County or City PIO. Subsequent briefings will be every six (6) to eight (8) hours, until no longer needed. g. Brief staff and commissioners or council on situation. Provide updates every six (6) to eight (8) hours, until no longer needed. h. Respond to the EOC for Level 1 and 2 activations, and respond if requested for Level 3 and 4 activations. i. Maintain a daily log of disaster response activities and time. Ensure that departmental staff also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is ESF 1: Direction and Control

35 essential to meet the FEMA requirements for reimbursement. j. Act on behalf of the County Commissioners, City Mayor or City Council as directed. Act as the point of contact for County Commissioners or City Council and Mayor. k. Direct staff to assess and report problems, issues, resources, shortfalls, policy needs and options. l. Ensure financial records of expenditures are kept during emergency operations. m. Ensure that representatives for the Emergency Operations Center staff are designated to report to the Emergency Operations Center upon activation or request. n. Ensure that County and City attorneys are available to provide legal assistance and recommendations during emergency operations. o. Ensure that a County or City Public Information Officer is available during emergency operations. p. Authorize the release of emergency public information statements. q. Attend media briefings. Be prepared to support and speak on behalf of the County's or City s response and recovery efforts. r. Provide direction, control and administrative support to emergency response agencies. Re-allocate resources (personnel and equipment) as needed for incident response and recovery. s. Be prepared to attend special commissioners or council s meetings. t. Liaison and coordinate with local, state and federal officials. Assist with the coordination of meeting and visits with local, state and federal elected and appointed officials and dignitaries. u. Support legislation that will expedite and benefit Durham s recovery. ESF 1: Direction and Control

36 v. Assist in establishing a Disaster Application Center(s) when required. w. Participate in the disaster debriefing and critique. The schedule will be coordinated and announced by the Emergency Management Director. 3. Durham County Emergency Management Director designees of afore mentioned individual a. Attend disaster training and ensure that you and your departmental personnel are trained to at least the minimum NIMS standards for emergency response. Ensure that all personnel assigned to incident management positions are qualified per NIMS standards. b. Establish, maintain, and manage the Emergency Operations Center. 1. Determine the level of activation of the EOC and disseminate that information to the departments / agencies that are to send a representative to the EOC. 2. Ensure that there is a back-up power supply (i.e., generator) for the Emergency Operations Center and that it is properly maintained and tested. c. Activate the EOC as necessary to coordinate multiple agency resources directed to a single large incident or multiple incidents. d. Provide public education for safety, disaster awareness and preparedness. e. Monitor weather conditions for potential threats. f. Respond to all hazardous materials emergencies as requested to provide support for responding agencies. g. Respond to City and County requests for missing persons search and rescue. h. Serve as the program administrator for the SARA Title III programs. ESF 1: Direction and Control

37 i. Provide County and City emergency operations planning for incidents requiring multi-agency response in accordance with local, state, and federal guidelines. Develop and maintain a County and City EOP. Coordinate training for the required personnel and test the effectiveness of the plan. j. Assume responsibilities as delegated by the chain of command. k. Maintain a daily log of disaster response activities and time. Ensure that departmental staff also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. l. Maintain communication with the NC Division of Emergency Management Central Branch" office and / or State Emergency Operations Center as applicable. m. Maintain a roster of emergency personnel and resources to be used during an emergency or disaster. n. Serve as or designate Operations Section Chief, Planning Section Chief, Logistics Section Chief, and assist with resource allocation and acquisitions. o. Coordinate continuing response and recovery operations following a significant emergency or disaster with local, state and federal officials and agencies. p. Assist the County and City Public Information Offices in acquiring information for public dissemination. q. Attend meetings of the County Commissioners or City Council and media briefings as needed. Be prepared to support and speak on behalf of the County s or City s response and recovery efforts. r. Delegate authority as needed. 4. County Attorney City Attorney designees of all afore mentioned individuals a. Attend disaster training and ensure that you and your ESF 1: Direction and Control

38 department s personnel are trained to at least the minimum NIMS standards for emergency response. b. Maintain updated address, telephone, pager and fax information with Emergency Management. Provide the same contact information for departmental line of succession personnel. c. Support Continuity of Operations Plans. d. Receive briefings prior to and during the incident by voice or electronic means from the respective County or City Manager, Emergency Management Director or designee, or respective County or City PIO. Subsequent briefings will be every six (6) to eight (8) hours, until no longer needed. e. Respond to the EOC for Level 1 and 2 activations, and respond if requested for Level 3 and 4 activations. f. Maintain a daily log of disaster response activities and time. Ensure that departmental staff also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. g. Prepare a State Of Emergency declaration as needed. Be prepared to modify or terminate the declaration. Be prepared to issue, modify or terminate emergency ordinances at the direction of the County Commissioners or City Mayor and County or City Manager as requested. h. Provide immediate legal recommendations and council to the Agency Administrators, Elected Officials, Emergency Management staff and the Incident Commander. i. Provide updates to the County or City Manger and EOC every six (6) to eight (8) hours regarding legal issues or as often as directed. j. Be prepared to attend special commissioners or council s meetings. k. Meet with respective Managers to initiate any legislation that will expedite and benefit Durham s recovery. ESF 1: Direction and Control

39 l. Attend media briefing and public meetings, insuring all public meeting and public assess laws are abided by during the incident. Advise if public meeting rules may be bypassed during emergencies. m. Liaison with local, state and federal peers to ensure the County and / or City is kept as free as possible for any liability. 5. County Public Information Officer City Public Information Officer designee of afore mentioned individuals a. Attend disaster training and ensure that you and your departmental personnel are trained to at least the minimum NIMS standards for emergency response. Promote disaster training for all employees. b. Maintain updated address, telephone, pager and fax information with Emergency Management. Provide the same contact information for departmental line of succession personnel. c. Respond to the EOC for Level 1 and 2 activations, and respond if requested for Level 3 and 4 activations. d. Receive briefings prior to and during the incident by voice or electronic means from the respective County or City Manager, or Emergency Management Director or designee. Relay briefing information as appropriate to Commissioners, Mayor, and Council Members and County or City Managers. e. Maintain a daily log of disaster response activities and time. Ensure that departmental staff also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. f. Maintain a current list of radio stations, television stations and newspapers to be used for public information releases. g. Make initial contact with your media contacts to inform them of the incident and actions they should take to receive regular updates. ESF 1: Direction and Control

40 h. Ensure all sources of information received are verified for authentication and accuracy. i. Develop disaster related news releases in coordination with the Agency Administrators and Elected Officials Group. j. Coordinate press conferences, write media releases and fact sheets as required. Ensure that all information release to the media has been approved by the Incident Commander. Attend briefings. Be prepared to support and speak on behalf of Durham s response and recovery efforts. k. Provide rumor control by publicizing the Joint Information Center emergency hotline telephone number to be used for official information. l. Liaison with local and state peers to ensure adequate and accurate information is being disseminated to the public and media. m. Establish and assist in managing and staffing the Joint Information Center. n. If requested, designate and staff a briefing area for relatives of casualties. o. Provide feedback to the EOC staff on issues or rumors the Joint Information Center (JIC) receives. Identify any unmet needs identified by the JIC to the EOC staff. p. Provide JIC updates to the City Manager and EOC staff every six (6) to eight (8) hours. q. Assist in establishing a Disaster Application Center(s) when required. r. Participate in the disaster debriefing and critique. The schedule will be coordinated and announced by the Emergency Management Director. 6. Durham County Finance Director Durham City Finance Director Durham County Audit Department Director Durham City Audit Services Director designee of the afore mentioned individuals ESF 1: Direction and Control

41 a. Ensure that your department has a written standard operating guideline, continuity of operations plan or emergency plan that includes lines of succession, contact information, duties of and procedures for department personnel. b. Attend disaster training and ensure that you and your department s personnel are trained to at least the minimum NIMS standards for emergency response. c. Maintain updated address, telephone, pager and fax information with Emergency Management. Provide the same contact information for departmental line of succession personnel. d. Maintain a file or process for the receipt of financial transactions and purchases that deviate from normal procedures during a disaster. e. Establish and maintain a separate account of expenditures for the disaster to include municipal expenditures. f. Develop procedures for initiating and maintaining financial accounting record for all agencies during disasters and emergencies. g. Report to the Emergency Operations Center upon activation if requested and assist with the direction and control or resource management operations. h. Develop procedures for the procurement and delivery of essential resources and supplies for emergency situations. 7. Durham County Department Heads Durham City Department Heads designees of all afore mentioned individuals a. Ensure that your department has a written standard operating guideline, continuity of operations plan or emergency plan that includes lines of succession, contact information, duties of and procedures for department personnel. b. Attend disaster training and ensure that you and your department s personnel are trained to at least the minimum NIMS standards for emergency response. ESF 1: Direction and Control

42 c. Maintain updated address, telephone, pager and fax information with Emergency Management. Provide the same emergency contact information for departmental line of succession personnel. b. Receive briefings prior to and during the incident by voice or electronic methods. c. Notify your staff of the situation and advise them that their work responsibilities may temporarily change as a result of the incident. d. Identify personnel who will staff the EOC for twelve (12) hour shifts, ensuring twenty-four (24) hour coverage. If requested, have your departmental representative respond to the EOC and sign in. e. Maintain a daily log of disaster response activities and time. Ensure that departmental staff also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. f. Coordinate your departmental response to the incident by interfacing with the EOC. Respond to the EOC and sign in if requested. g. Provide updates to EOC staff every six (6) to eight (8) hours. Provide feedback to the EOC staff on issues your department sees in the field. Identify any unmet need (in general or specifically for your department) to the EOC staff. h. Liaison with other County and City departments to ensure there is no duplication of effort. Liaison with peers from other municipalities to identify resources to respond and recover from the incident. i. Ensure that all requests for resources that are from outside your department are routed through the EOC. Resources not requested by authorized procedures will cause the physical and financial burden to fall on the department or agency that requested the resource. i. Be prepared to attend media briefings and speak about the specifics of your departmental actions if requested. ESF 1: Direction and Control

43 j. Participate in the disaster debriefing and critique. The schedule will be coordinated and announced by the Emergency Management Director. V. DIRECTION AND CONTROL Direction and control of emergency activities rest with the heads of the element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that supports the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. ESF 1: Direction and Control

44 C. All emergency plans will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 1: Direction and Control

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46 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 2 COMMUNICATION I. PURPOSE To describe the communications systems used within the City and County and to present available communications sources and policies to be used by local governmental agencies during emergency and disaster situations. Departments with responsibilities for communication are: Office of the Sheriff or Durham County Communications Durham County Information Technology Department Durham Emergency Communications Center (911) Durham City Communications Maintenance Division Durham City Technologies Solutions Department Durham Amateur Radio Emergency Services (ARES) II. SITUATION AND ASSUMPTIONS A. Situation 1. Two governmental emergency communications centers are located in Durham which receive and coordinate the requests for service for all local emergency response agencies. Both operate 24 hours a day, 7 days a week. 2. The Durham Emergency Communications Center (DECC) is the primary County Warning Point and located at 505 W. Chapel Hill Street. It coordinates and controls the receipt, dispatch and communication of all City and County emergency response agencies, except the Office of the Sheriff. 3. The Office of the Sheriff of Durham County operates a communications center for the receipt, dispatch and communications of all functions of the Sheriff s Department. It also serves as a secondary County Warning Point. 4. Other County and City agencies use the Durham communications systems for both emergency and daily operations. These agencies include Durham Public Schools and Durham Area Transit Authority (DATA and Access). 5. Each of the three major public hospitals in the area (Duke, Durham Regional, VA Medical Center) operate radio, telephone and ESF 2: Communications

47 computer communications systems. 6. Efforts are being made to ensure radio communications interoperability among agencies by way of systems changes and crossover equipment purchases. 7. Emergency response agencies are increasingly dependent on computers, software and networks for both daily and emergency operations. B. Assumptions 1. Any disaster could have a detrimental effect on communications if telephone, radio or computer network communications equipment is damaged or destroyed. 2. It is possible for parts of the population to be isolated from communications for extended periods of time due to disaster. 3. Telephone service is also provided by cellular carriers, but will not be useable if the towers are damaged, destroyed, or the system overloaded with calls. 4. The two governmental emergency communications centers have continuity of operations plans in place which are updated and exercised regularly. 5. State assistance may be needed to procure communication equipment or to locate available repair personnel following a disaster. 6. Any disaster that adversely effects telephone, radio and computer communications will also adversely affect the EOC. III. CONCEPT OF OPERATIONS The onset of an emergency or disaster does not change the role of any government or emergency response agency, but adds to that role with activities that are required to preserve and protect life and property. A. General 1. The Durham Emergency Communications Center and Office of the Sheriff of Durham County Communications will initiate notifications and warnings to the emergency response agencies, public officials, Emergency Operations Center staff and others by 800MHz radio, ESF 2: Communications

48 pager, or telephone. 2. The National Weather Service can issue weather watches or warnings directly to the County Warning Point via NAWAS and the Police Information Network (PIN) system or directly to the public by weather radio, television, or commercial radio. 3. Amateur Radio volunteers (A.R.E.S.) may be used to assist with communications during disasters or emergencies. 4. Satellite telephones are located in the EOC and the Office of the Sheriff's Communications Center in the event that both telephone land lines and cellular towers are not capable of providing a means of contact with the State Warning Point. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of agencies with communications responsibilities will be the same during an emergency or disaster as day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for communications during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities: - The additional responsibilities of department heads and directors are outlined in ESF 1 Direction and Control. 1. Office of the Sheriff of Durham County Communications Center Durham Emergency Communications Center Durham Communications Maintenance Division a. Ensure proper operation and maintenance of all communications equipment including backup power. Test all equipment on a regular basis. b. Ensure that a backup site is available for communications operations. c. Report to the Emergency Operations Center if requested. Assist Agency Administrators and Incident Command with information and guidance as requested. d. Receive briefings prior to and during the incident by ESF 2: Communications

49 voice or electronic means from immediate supervisor, the Emergency Management Director or designee, or respective County or City Manager or PIO. Subsequent briefings will be every six (6) to eight (8) hours, until no longer needed. e. Maintain a daily log of disaster response activities and time. Ensure that departmental staff also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. f. Direct staff to assess and report problems, issues, resources, shortfalls, policy needs and options. g. Ensure that all public warning systems operated or maintained by your department is operational and tested on regular basis. (Example: Code Red Emergency Notification System operated by DECC) 2. Durham Amateur Radio Emergency Services Emergency Coordinator a. Ensure that all ARES personnel are trained to at least the minimum NIMS standards for emergency response. b. Maintain updated address, telephone, pager and fax information with Emergency Management including those with line of succession responsibilities. c. Ensure that your department has an updated and functional standard operating guideline that includes guidance for operations during a disaster including line of succession, staffing and alternates in the event of equipment damage or failure. e. Maintain a daily log of disaster response activities and time. Ensure that personnel also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. f. Direct staff to assess and report problems, issues, resources, shortfalls, policy needs and options. g. Ensure that all equipment is maintained and tested on a ESF 2: Communications

50 regular basis. h. Provide emergency communications between command post, field sites, hospitals, shelters, EOC and other locations as requested during an emergency or disaster i. Send a representative to the Emergency Operations Center as requested. 3. Durham County Information Technologies Durham City Technologies Solutions a. Ensure that your department has an updated and functional standard operating guideline that includes guidance for operations during a disaster including line of succession, staffing and alternates in the event of equipment and system damage or failure. b. Maintain a daily log of disaster response activities and time. Ensure that personnel also maintain daily logs. The time spent providing disaster services may be eligible for State and Federal reimbursement. Precise information is essential to meet the FEMA requirements for reimbursement. c. Direct staff to assess and report problems, issues, resources, shortfalls, policy needs and options. d. Ensure that all equipment and systems are maintained and tested on a regular basis. e. During emergencies or disasters, provide staff for systems and equipment repair or replacement. Increasing dependence by governmental and emergency response agencies on computer systems, software and networks to communicate, access data, and track requests, personnel and equipment necessitates the immediate response of respective technicians for restoration of the system or equipment. f. Durham County Information Technology provides telephone service repair in addition to the County computer systems. A qualified representative will respond to the EOC during any activation. ESF 2: Communications

51 V. DIRECTION AND CONTROL Direction and control of emergency activities rest with the heads of the element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that support the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. All emergency plans will be reviewed and updated on an as needed basis, not to exceed a period of 1 year. ESF 2: Communications

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54 DURHAM/DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 3 PUBLIC WORKS I. PURPOSE To identify and coordinate the responsibilities and activities of departments responsible for providing essential services and infrastructure support during and after a disaster or emergency. Departments with responsibilities for public works are: Durham City Fleet Maintenance Durham County General Services Building Division Grounds Division Solid Waste / Litter Control Road Identification Pest Control / Mosquito Program Durham City General Services Facility Operations Division Landscaping Services Division Project Management Division Real Estate Division Urban Forestry Division Durham City Public Works Transportation Division Street Maintenance Division Engineering and Stormwater Services Durham City Solid Waste Management Durham County Engineering Utility Division Stormwater and Erosion Control Division Durham City Water Management Water and Sewer Maintenance Division Wastewater Treatment Division II. SITUATION AND ASSUMPTIONS A. Situation 1. Damage to public facilities and infrastructure are among the predictable consequences of an emergency or disaster. ESF 3: Public Works

55 2. Public utility and service departments provide valuable support and services during emergencies or disasters because of their unique job skills. 3. In an emergency, there is frequently a need for manpower and equipment to remove obstructions and debris from vital facilities and transportation routes, and to restore essential services and utilities. B. Assumptions 1. Public utility and service departments can provide limited but immediate assistance with debris removal / disposal, restoration of essential utilities, vehicle repair / fuel, and investigation / analysis of utilities. 2. Roads within Durham City limits are maintained by the City Engineering Department. Most roads in Durham County are State owned and will be maintained by the NC Department of Transportation. Private drives and roads will be maintained by their owners. 3. Private utility companies (power, telephone, gas) have contingency plans to aid in the restoration of their services. 4. Site(s) for debris removal will be identified by Solid Waste and Engineering. III. CONCEPT OF OPERATIONS During emergencies, the expanding function and the coordination of public works emergency operations is essential. Public works arranges for support services for emergency response agencies and coordinates with the private sector. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of departments that are tasked with public works responsibilities will be the same during an emergency or disaster as day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for public works during an emergency will be in accordance with the NIMS ICS structural organization. ESF 3: Public Works

56 B. Expanded operations during emergencies or disasters are essential. Departments with public works responsibilities must be ready and able to conduct 24 hour operations and be ready to report to different supervisors if required. C. Assignment of Responsibilities The additional responsibilities of the directors and department heads of Durham County and City agencies are outlined in ESF 1 Direction and Control of this EOP. 1. Durham City Fleet Maintenance a. Provide vehicle and manage maintenance during and after normal operating hours for city vehicles. b. Provide fuel for vehicles during and after normal working hours and alternate fueling locations. c. Maintain a stock of fuel, equipment, vehicle and supplies as budget will allow for disaster situations. 2. Durham County General Services Durham City General Services a. Provide equipment and personnel for debris removal. b. Interface with contractors for debris removal. c. Identify large fields or parks for Logistical Staging Areas and debris removal sites. 3. Durham City Public Works a. Provide mass transit during evacuations b. Be prepared to transport personnel during emergency situations. (i.e. fire department, police, etc.) c. Coordinate all transportation resources d. Provide barricades, detours and signs. e. Support investigative efforts to citizens' complaints regarding hazardous materials / waste in the waste and storm water systems. f. Be prepared to respond to incidents where the water system ESF 3: Public Works

57 or environment is threatened. g. Identify potential routes of chemical agent spread and suspected contaminated water runoff. Identify measures to minimize the impact. h. Provide sand, straw, manpower and equipment for hazardous materials incidents at all times. Keep a sand truck ready (with dry sand) during off shift hours, holidays, and weekends for quick spill response. i. Provide equipment and personnel for snow and / or debris removal. j. Provide technical expertise in the identification and location of water mains, sewer lines and storm water drains. k. Manage the Debris Removal Team. l. Coordinate with law enforcement for road closures and traffic control measures. 4. Durham City Solid Waste Management a. Assist with debris removal and be prepared to receive large quantities of debris at the transfer station. b. Waive tipping fees during the response / recovery phases of an emergency or disaster. c. Develop the means to receive and dispose of petroleum contaminated soils caused by Durham City or Durham County at the transfer station. d. Provide vehicles and personnel to assist debris removal in conjunction with Public Works. e. Receive household hazardous waste products from Durham citizens. 5. Durham County Engineering Durham City Water Management a. Support investigative efforts to citizens' complaints regarding hazardous materials/waste in the waste and storm water systems. ESF 3: Public Works

58 b. Assist in the enforcement of regulations against parties responsible for the release of hazardous materials in violation of City and County ordinances. c. Respond to incidents where the water system or environment is threatened. d. Maintain operation of the water supply, water treatment, wastewater treatment, and water supply systems. Have a backup plan in the event the water system is crippled. e. Provide technical expertise in the identification and location of water mains, sewer lines and storm drains. f. Provide technical expertise for handling procedures, identification, containment and the location of water mains, sewer lines and storm water drains. g. Provide industrial waste and urban stream monitoring when requested. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. ESF 3: Public Works

59 V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that supports the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. All emergency plans will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 3: Public Works

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62 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 4 - FIRE SERVICES AND RESCUE I. PURPOSE To identify and coordinate the responsibilities and activities of fire and rescue activities to ensure the safety of life and property within Durham / Durham County during an emergency or disaster. Departments with Fire and Rescue responsibilities are: Durham County Fire Departments Bahama Fire Department Bethesda Fire Department Lebanon Fire Department Parkwood Fire Department Redwood Fire Department Durham City Fire Department Durham County Fire Marshal s Office Durham City Fire Marshal II. SITUATION AND ASSUMPTIONS A. Situation 1. The City of Durham is served by one paid fire department, staffing 15 stations throughout the City. Durham City Fire Department also staffs a Hazardous Materials Team, Tactical Rescue Team and Urban Search and Rescue Team. 2. Durham County is served by 5 combination (paid / volunteer) departments, responding from 11 stations throughout the County. 3. The North Carolina Division of Forestry also responds to grass and woods fires in Durham with or at the request of local fire departments. This EOP does not address responsibilities of State Forestry Services beyond existing mutual aid agreements. 4. Contracts and mutual aid agreements exist between the various fire departments, including City and County, to provide fire, rescue, and emergency medical services to the public. B. Assumptions ESF 4: Fire Services and Rescue

63 1. Fire and rescue personnel will be able to handle most emergency situations utilizing existing manpower and mutual aid agreements. 2. Specialized equipment and trained personnel may be needed for automobile extrication, confined space rescue, high angle rescue, trench rescue, water and swift water rescue or urban search and rescue and is available from one or more stations or departments within the City and County of Durham by mutual aid request. 3. The general public and / or media may congregate at a fire department, seeking information or basic necessities, after a disaster. III. CONCEPT OF OPERATIONS A. General 1. The onset of an emergency or disaster does not change the role of any government or emergency response agency. It, in fact, adds to that role with activities that are required to preserve and protect life and property to be given priority. Fire service operations will be an expansion of normal functions during an emergency or following a disaster. 2. Incidents involving hazardous materials will be handled by the Durham City Fire Department Hazardous Materials Team. Hazardous materials include but are not limited to: petroleum products chemical substances biological substances radiological substances. 3. The Durham City Fire Department Tactical Rescue program provides for the rescue of persons entrapped and/or injured beyond the scope of normal fire operations. These specialized rescues may involve high/low angle, trench, swift water, vehicle, structural collapse, and confined space rescue situations. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization 1. The organizational structure of fire and rescue service agencies, whether paid or volunteer, will be the same during an emergency or ESF 4: Fire Services and Rescue

64 disaster as day to day operations. B. Assignment of Responsibilities - Additional responsibilities of the Durham County Fire Marshal, Durham County Fire Department Chiefs and the Durham City Fire Department Chief are outlined in ESF 1 Direction and Control. 1. Durham County Fire Departments Durham City Fire Department a. Respond to emergency and non-emergency calls as dispatched (Fire, EMS, Rescue, Hazmat). b. Develop mutual aid agreements (either written or verbal) between local fire departments (in and outside of the city / county) to ensure adequate response capability during an emergency or disaster. c. Provide and / or assist with the training of mutual aid and volunteer resources. d. Designate staging areas for mutual aid and volunteer resources. e. In a large scale, multi agency incident, report to the Unified Command Post if one has been established or establish a command post as soon as possible upon reaching the incident scene in a safe location and distance. f. If establishing the command post, provide Communications and other responding agencies with the location of the command post and safety information in regards to the area and routes to the incident scene and command post. Where the command post lacks direct communication with other agencies, Communications will relay such information and provide the location of the command post to the EOC. g. If the EOC is activated, establish and maintain communications between the command post and the EOC as soon as practical. h. Assist law enforcement and emergency medical services with transportation and evacuation efforts. i. Provide tactical Urban Search and Rescue (USAR) and assist in search and rescue operations for lost and missing ESF 4: Fire Services and Rescue

65 persons as requested. j. Assist in decontamination operations as requested, whether at the primary incident site or at remote sites. In large scale incidents that require decontamination of large numbers, assist medical facilities with the decontamination of patients and emergency responders as the incident will allow if such assistance in necessary to augment that portion of the facilities manpower and equipment. k. Assist in the evacuation of areas threatened by an \ emergency or disaster. As needed, deliver evacuation information to citizens by way of vehicle mounted public address systems. l. Assist with traffic control as needed. m. Assist with debris removal from the roadways. n. Assist with emergency public information as requested. o. Provide an Incident Commander and Safety Officer who are qualified in accordance with OSHA for all hazardous materials incidents. p. Provide personnel for the Emergency Operations Center Damage Assessment Team, if needed. q. Identify fire stations that can be used as "safe havens" for citizens in distress. r. Maintain an emergency recall list of all personnel. s. Fire services will be prepared to operate for extended periods of time without the aid of outside resources. They must be self-sufficient in food, water, shelter and personnel. t. Fire departments or teams with specialized training and equipment (i.e., confined space, high angle, etc.) may be called in for assistance at the discretion of the Incident Commander. u. Other specialized equipment, which may be needed during the response to an emergency, can be provided by local, state, or federal government, industry or private contractors. These resources will be requested through Emergency ESF 4: Fire Services and Rescue

66 Management. v. Assist with the provision of medical aid as needed. w. Follow established guidelines of their department when responding to bomb threats, explosive or incendiary devices, WMD and terrorist incidents. x. Durham City Fire Department Hazardous Materials Team will include a Radiological Officer. Duties of the Radiological Officer include but are not limited to: 1. Development of radiological protection procedures 2. Selection and training of radiological monitors 3. Maintenance of radiological equipment 4. Ensure emergency workers are monitored using survey meters and dosimeters. Ensure records are kept for each person. 5. Assist in conducting damage assessments following radiological emergencies. 6. Identify emergency resources for radiological emergencies from local sources including government, business and industry. 7. Assist the Agency Administrators and Executive Officers Group and Public Information Officer with the preparation of public announcements for radiological emergencies. 8. Assist the Incident Commander, Agency Administrators and Elected Officials with information and guidance for radiological incident response. 2. Durham County Fire Marshal s Office Durham City Fire Marshal a. Provide and / or assist with training for emergency responders and the general public. b. Respond to requests for the investigation of fire origin and cause. ESF 4: Fire Services and Rescue

67 c. Conduct inspections of shelter to ensure fire codes are met. d. Provide building plans, hazardous material / waste inventories (for facilities not required to report under SARA, Title III) to Emergency Management. e. Assist with the identification of local responders and emergency response forces during an emergency or disaster. f. Provide personnel for Damage Assessment Teams g. Assist with the identification and designation of staging areas for resources. h. Assist law enforcement and emergency medical services with evacuation efforts. i. Assist in search and rescue operations as requested. V. DIRECTION AND CONTROL Direction and control of emergency activities rests with the heads of each element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, ESF 4: Fire Services and Rescue

68 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that support the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. This plan will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 4: Fire Services and Rescue

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70 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 5 PUBLIC INFORMATION AND WARNING I. PURPOSE To describe the actions required to provide prompt and informative emergency information to the public before, during, and after an emergency or disaster. Positions with responsibilities for warning and public information are: Durham County Public Information Office Durham City Public Information Office Durham Emergency Communication Center designees of all afore mentioned agencies Public Information Officers assigned by Incident Commander or Direction and Control Group II. SITUATION AND ASSUMPTIONS A. Situation 1. Different communication avenues exist that, if used effectively, can be used to inform the public on events that are occurring or warn them of events that may potentially occur and what protective measures they should take. 2. The Emergency Alert System, Code Red Emergency Notification System, radio, television, Cablevision interrupt, newspapers, scanners, CB radios, public address systems, and amateur radios may be used to broadcast or receive emergency public information. B. Assumptions 1. The public, if not properly and promptly informed, may circulate rumors, hearsay and half-truth information causing fear, excitability and confusion. 2. Local newspapers, radio, and television stations will cooperate in providing detailed information to the public in the event of an emergency or disaster. 3. If the event disrupts radio and television service, emergency public information may be disseminated via public address systems, flyers, door-to-door, and by word of mouth. ESF 5: Public Information and Warning

71 4. The Durham County / City Joint Information Center (JIC) shall be the responsibility of the Durham County and City Public Information Offices. Sufficient staffing and training for the Joint Information Center must be provided in order to respond effectively to questions by the public and media. 5. A disaster could have a detrimental effect on communications if telephone lines and communication towers are damaged, destroyed or overwhelmed. 6. It is possible for parts of the population to be isolated from communications for extended periods of time due to disaster. 7. The National Weather Service can issue weather watches or warnings and other emergency messages directly to the County Warning Point via NAWAS and the Police Information Network (PIN) system or directly to the public by weather radio, television, or commercial radio. 8. Amateur Radio volunteers (ARES) may be used to assist with communications during disasters or emergencies. III. CONCEPT OF OPERATIONS A. General 1. Emergency public information will focus on specific event related data obtained from the Emergency Alert System (EAS), State Warning Point, National Warning System (NAWAS), National Weather Service, Emergency Management, and / or the Incident Commander. 2. Emergency public information will provide two major categories of information: Warning and Instruction. Emergency public information will be also be used to give status reports of current incidents that are affecting the general public. 3. Emergency public information will be given to the public via radio, television, newspaper, telephone or other means of communication. Initial lifesaving Emergency Public Information may be given by emergency response personnel arriving on the scene. 4. The content of all emergency public information will be reviewed and ESF 5: Public Information and Warning

72 approved by the Incident Commander. Exception: Information given by the initial emergency response personnel to protect life and property can be given prior to a Public Information Officer being established. 5. The Emergency Alert System is typically used for emergencies covering a large geographical area, but can be activated for local emergencies by authorized personnel. 6. The Code Red Emergency Notification System is capable of dialing up to 60,000 phone numbers per hour to deliver emergency warning and instruction which can be activated for local emergencies by the Durham Emergency Communication Center as the primary provider of the Code Red System or by authorized personnel. 7. Other information is available to prepare the public for a disaster or emergency. Films, videos and publications are available at the Local, Area and State offices of Emergency Management. Emergency preparedness information is also available for those whose primary language is not English. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization 1. The onset of an emergency or disaster does not change the role of any government or emergency response agency. It, in fact, adds to that role with activities that are required to preserve and protect life and property. 2. The internal organizational structure of agencies with warning and public information responsibilities will be the same during an emergency or disaster as day to day operations. The organizational structure of a group of agencies that will work together to fulfill their responsibilities for warning and public information will be in accordance with the NIMS ICS structural organization. The department head, director or designees of each agency will provide updates to the EOC regarding issues and unmet needs observed in the field. 3. All public information and warnings given will be coordinated through the lead Public Information Officer. Exception: Information given by the initial emergency response personnel to protect life and property can be given prior to a Public Information Officer being established. ESF 5: Public Information and Warning

73 B. Assignment of Responsibilities The additional responsibilities of department heads are outlined in ESF 1 Direction and Control. Durham County Public Information Office Durham City Public Information Office designees of all afore mentioned agencies Public Information Officers assigned by Incident Commander or Agency Administrators 1. Attend media briefings. Be prepared to support and speak on behalf of Durham County and Durham City response and recovery efforts. 2. Establish and manage the JIC to disseminate information to the public by telephone or any other methods that may be deemed necessary. 3. Develop incident specific fact sheets to assist JIC staff in answering information requests from the public. 4. Coordinate 24 hour staffing of the JIC or as determined by the Agency Administrators, Emergency Management Director or Incident Commander. 5. Provide JIC updates to the County and / or City Manager and EOC staff every six (6) to eight (8) hours. 6. Provide feedback to the EOC staff on issues or rumors the JIC receives. Identify any unmet needs identified by the JIC to the EOC staff. 7. Participate in the disaster debriefing and critique. The schedule will be coordinated and announced by the Emergency Management Director. V. DIRECTION AND CONTROL Direction and control of emergency activities rest with the heads of the element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. ESF 5: Public Information and Warning

74 VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that supports the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. All emergency plans will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 5: Public Information and Warning

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76 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 6 - SHELTERING AND MASS CARE I. PURPOSE To define and coordinate services for the sheltering of evacuees and for the mass care of large numbers of citizens whether due to evacuation or medical epidemic. Departments or agencies with shelter and / or mass care responsibilities include: American Red Cross Durham Public Schools Durham City Park and Recreation Durham County Department of Social Services Durham County Public Health Salvation Army Community Supported Shelter Groups Duke Hospital Durham Regional Hospital Veterans Administration Hospital Durham County Fire Departments Durham City Fire Department Office of the Sheriff of Durham County Durham City Police Department Durham County Animal Control II. SITUATION AND ASSUMPTIONS A. Situation 1. A hazard analysis and vulnerability assessment has been completed which identifies the type of threats, and the areas and population that are most susceptible to these threats. 2. Emergency situations may require evacuation of the affected population. The size and type of evacuation can range from smaller, localized evacuations, as a result of a hazardous materials incident, to a large scale evacuation, as a result of a natural disaster or other significant incident. 3. Shelters have been identified by Emergency Management and certified by the American Red Cross to meet the needs of the general population. ESF 6: Sheltering and Mass Care

77 4. A written agreement exists between the American Red Cross and the Durham Public Schools to provide shelter and care for evacuees. 5. The American Red Cross has agreements with local grocery stores and other businesses / organizations to support shelter and mass care operations. 6. Requests for state resources will be coordinated through Emergency Management. 7. The resident, workplace and emergency responder population of Durham may be affected by a limited or wide spread medical disaster or threat of a medical disaster. A medical disaster may be a chemical or biological release or contamination, or a contagious sickness of epidemic proportions. 8. Any disaster that threatens humans, threatens animals as well, and it will be necessary to provide water, shelter, food and first aid for them. On October 6, 2006 H.R. 3858, the "Pets Evacuation and Transportation Standards Act of 2006," was signed into law, which amends the Robert T. Stafford Disaster Relief and Emergency Assistance Act to ensure that State and local emergency preparedness operational plans address the needs of individuals with household pets and service animals following a major disaster or emergency. B. Assumptions 1. Some residents will not evacuate or seek public shelter, regardless of the potential threat or warnings by officials. 2. Approximately 10% of the evacuated population will go to the designated shelter sites. The remaining will seek shelter on their own, with friends, and / or relatives. 3. Some residents that will seek public shelter for themselves will also be seeking shelter for their pets. 4. Hospitals, schools, and agencies with non-ambulatory or institutionalized persons (i.e., nursing homes, jails, prisons, etc.) will address evacuations and medical mass care as part of their planning efforts. 5. In the event of a medical mass care incident, a portion of the population will self transport to local emergency departments, ESF 6: Sheltering and Mass Care

78 urgent care and physician facilities which may overwhelm the capacity of medical facilities that are located in Durham and potentially those in adjacent counties. III. CONCEPT OF OPERATIONS A. General 1. The need for evacuation sheltering or sheltering in-place will be determined by evaluating the immediate danger to life and property in the area of the incident. 1. For fires and hazardous materials incidents, the incident commander will issue the evacuation and / or shelter in-place order. 2. For law enforcement incidents, in-place sheltering is typically used, although the Incident Commander has the authority to order an evacuation. 3. For natural disasters, or incidents where the Emergency Management Ordinance is invoked, the evacuation order will come from the Agency Administrators and Elected Officials (i.e., Mayor, County Chairperson, etc.) 4. Shelter locations and pick-up points for transportation to the shelters if available, will be identified via emergency public information. 5. The sheltering and protection of companion animals and livestock is the responsibility of their owners, however some evacuees will bring pets to the public shelters. Pets will not be accepted in human only shelters. Durham County Animal Control will be the lead agency in assisting evacuees with pets in either relocating to a co-located human and pet shelter site or locating shelter for evacuated pets. 6. The Salvation Army and other community supported shelters may open in accordance with their agencies needs during an emergency. The operations of these shelters are not at the discretion or direction of Durham County / City or the American Red Cross. In the event that these shelters open to the general public, any resources provided to pubic shelters will also be considered if requested and as the availability of those resources allow. ESF 6: Sheltering and Mass Care

79 7. Durham County Public Health will be the primary agency responsible for coordinating and delivering mass medical care for citizens and local responders with assistance from Durham County EMS and local medical personnel and facilities. Medical care includes both preventative care and treatment. V. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of agencies with shelter and mass care responsibilities will be the same during an emergency or disaster as day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for sheltering and / or mass care during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities - The additional responsibilities of the directors of Durham County agencies with sheltering and / or mass care responsibilities are outlined in ESF 1 Direction and Control of this EOP. 1. American Red Cross a. Shelters have been identified by Emergency Management and certified by the American Red Cross to meet the needs of the general population. b. Normal shelter management and support will be provided by the American Red Cross. c. The American Red Cross will maintain a written and current memorandum of understanding with Durham Public School for the use of schools as shelters during incidents. d. The American Red Cross will provide Emergency Management with a copy of memorandums of understanding for facilities that will be used as primary or secondary shelters during emergencies for evacuees. e. The American Red Cross has agreements with local grocery stores and other businesses and organizations to support shelter and mass care operations. f. Emergency Management may assist the American Red Cross, Salvation Army and Community Supported Shelter ESF 6: Sheltering and Mass Care

80 Groups in obtaining additional resources as needed (i.e., generators, portable toilets, assistance, etc.). Primary responsibility for basic resources rest with the agency operating the shelter. g. Maintain a current 24-hour emergency contact list for the superintendent's office and each school with Emergency Management. h. Respond to the EOC if requested. 2. Durham Public Schools a. A number of public schools have been identified by Emergency Management and certified by the American Red Cross to meet the needs of the general population sheltering. b. The American Red Cross will maintain a written and current memorandum of understanding with Durham Public School for the use of schools as shelters during incidents. c. Durham Public Schools will provide initial access to schools to be used as shelters and ensure the condition and functionality of the facility. d. Maintain a current 24-hour emergency contact list for the superintendent's office and each school with Emergency Management. e. Respond to the EOC if requested. 3. Durham City Parks and Recreation a. Support operations when recreation centers are used for sheltering. 4. Durham County Department of Social Services Durham Centre a. Special needs shelter management and support will be provided by Social Services. Identify special needs populations for planning purposes. Additional support will be provided by the Durham Centre. ESF 6: Sheltering and Mass Care

81 b. Assist with the evacuation of nursing homes and the placement of the residents when requested. 5. Durham County Public Health duties include: a. Provide support for special needs shelter management. Identify special needs populations for planning purposes. b. Assist with the evacuation of nursing homes and the placement of the residents when requested. c. Development of chemical, biological and epidemic health protection procedures. d. Providing technical support and recommendations to the Durham Fire Department HazMat Team, Durham BCERT, Durham HDU and Durham County Animal Control as requested. e. Ensure emergency workers receive available preventative care and are monitored during an incident that involves epidemic health issues. Ensure records are kept for each person. f. Identify emergency resources for epidemic health issues from local sources including government, business and industry. g. Assist the Incident Commander, Agency Administrators, Executive Officers and / or Public Information Officers with the preparation of public announcements for health emergencies. h. Provide the Incident Commander, Agency Administrators and Executive Officers with information and guidance for health related incident response when requested. 6. Durham County Emergency Medical Services (EMS) a. EMS will provide backup support to the American Red Cross, Special Needs Shelter and public Community Group supported shelters for medical management during shelter operations. ESF 6: Sheltering and Mass Care

82 b. EMS will assist with the coordination of transportation of special needs patients to shelter, hospitals or clinics as needed or when the probability exist that such transports will overwhelm the County EMS availability. c. EMS will coordinate with Durham County Public Health as needed during medical mass care incidents. 7. Durham County Fire Departments Durham City Fire Department a. Fire department personnel with medical training may be needed to assist EMS in providing backup support to the American Red Cross, Special Needs Shelter and public Community Group supported shelters for medical management during shelter operations or mass care. 8. Office of the Sheriff of Durham County Durham City Police Department a. Assist incident command in identifying expedient shelters when Emergency Management is not available. b. Provide security for shelters, Emergency Operations Center, Disaster Recovery Center, and other facilities or resources, as needed. 9. Durham County Animal Control a. The Durham County Animal Control Administrator is responsible for developing a comprehensive animal disaster program to be used in planning for and responding to the need to shelter pets and companion animals during a disaster. b. Durham County Animal Control will coordinate the activities of animal related resources in the event of an animal related epidemic. c. Assist the Agency Administrators and Elected Officials Group and Public Information Officers in the preparation of public announcements for animal related emergencies. ESF 6: Sheltering and Mass Care

83 d. Assist the Incident Commander, Agency Administrators and / or Elected Officials with information and guidance for animal related incident response. V. DIRECTION AND CONTROL Direction and control of emergency activities rests with the heads of each element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that support the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. ESF 6: Sheltering and Mass Care

84 C. This plan will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 6: Sheltering and Mass Care

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86 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 7 - EVACUATION AND TRANSPORTATION I. PURPOSE To provide an orderly and coordinated evacuation of the affected population. Departments or agencies with evacuation and transportation responsibilities include: Durham City Public Works Transportation Division Durham Area Transit Authority (DATA), Access Durham Public Schools Transportation Services Department Durham County Emergency Medical Services Durham City Police Department Office of the Sheriff of Durham County Durham City Fire Department Durham County Fire Departments Durham County Department of Social Services Durham County Public Health Department II. SITUATION AND ASSUMPTIONS A. Situation 1. A hazard analysis and vulnerability assessments have been completed which identify the type of threats, the areas and population that are most susceptible to these threats. 2. Emergency situations may require evacuation of the affected population. The size and type of evacuation can range from smaller, localized evacuations, as a result of a hazardous materials incident, to a large scale evacuation, as a result of a natural disaster or other significant incident. 3. Public transportation will be utilized for mass evacuations as needed for citizens without means of transporting themselves out of the area. B. Assumptions 1. Sufficient warning time may or may not be available to evacuate the affected public. ESF 7: Evacuation and Transportation

87 2. The emergency public information related to the evacuation order will be available to the public through the Emergency Alert System, Code Red Emergency Notification System, public radio and television, Cablevision interrupt, newspapers, scanners, CB radios, public address systems, and amateur radio operators. 3. Some residents will evacuate on their own, prior to an official evacuation order. 4. Some residents will not evacuate, regardless of the potential threat or warnings by officials. 5. Approximately 10% of the evacuated population will go to the designated shelter sites. The remaining will seek shelter on their own, with friends, and / or relatives. 6. Communication problems, debris on the roadway, or stranded motorist could hamper evacuation efforts. 7. Hospitals, schools, and agencies with non-ambulatory or institutionalized persons (i.e., nursing homes, jails, prisons, etc.) will address evacuations as part of their planning efforts. III. CONCEPT OF OPERATIONS A. General - The need for evacuation or sheltering in-place will be determined by evaluating the immediate danger to life and property in the area of the incident. 1. For fires and hazardous materials incidents, the incident commander will issue the evacuation and / or shelter in-place order. 2. For law enforcement incidents, in-place sheltering is typically used, although the Incident Commander has the authority to order an evacuation. 3. For natural disasters, or incidents where the Emergency Management Ordinanace is invoked, the evacuation order will come from the Agency Administrators and Elected Officials. B. Public transportation will be utilized for mass evacuations as needed for citizens without means of transporting themselves out of the area. Durham Public School buses may also be used as a backup resource. ESF 7: Evacuation and Transportation

88 C. Re-entry into an evacuated are will be allowed once the Incident Commander has determined that the area is safe and the evacuation order is rescinded. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of agencies with evacuation and transportation responsibilities will be the same during an emergency or disaster as day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for evacuation and transportation during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities - The additional responsibilities of the department heads or directors of Durham County and City agencies are outlined in ESF 1 Direction and Control of this EOP. 1. Durham City Public Works Transportation Division Durham Area Transit Authority (DATA), Access a. Coordinate all transportation resources. b. Coordinate with law enforcement and Emergency Management on the designated pickup points, staging areas and evacuation routes. c. Develop and provide mass transit operations and transport units (DATA / Access) for evacuees who are ambulatory to and from the shelter(s) and pickup point(s). d. Be prepared to transport personnel during emergency situations. (i.e. fire department, police, etc.) e. Provide signs (including crisis markings for fallout shelters), barricades, and detours as needed. 2. Durham Public Schools Transportation Services Department a. Provide buses as secondary transportation for public evacuation. EXCEPTION: The buses and bus drivers must not be needed for the evacuation of students. ESF 7: Evacuation and Transportation

89 b. Provide fuel for the buses provided by the school system. c. Provide secondary fuel support for refueling vehicles used in an emergency or disaster. d. Maintain a current 24-hour emergency contact list for the superintendent's office and each school with Emergency Management. e. Send a qualified representative to the Emergency Operations Center upon activation if requested. 3. Durham County Emergency Medical Services a. Assist with the evacuation of non-ambulatory victims, and those who require special medical attention, to shelters and / or hospitals. b. Coordinate with Johnson Ambulance and AAA Transport for the transportation for non-ambulatory, non-emergency patients. c. As needed, deliver evacuation information to citizens by way of vehicle mounted public address systems. 4. Office of the Sheriff of Durham County Durham City Police Department a. Identify evacuation routes and staging areas for transport units and transportation pickup points. b. Ensure evacuation and direct evacuees to the designated shelter(s) and pickup points. c. Provide security for shelters, the Emergency Operations Center, evacuated areas and areas stricken by disaster, Disaster Application center(s) and other facilities or resources as needed. d. Provide transportation for Emergency Operations Center personnel to the EOC during disasters or emergencies as needed when all other avenues of transportation have been exhausted. e. As needed, deliver evacuation information to citizens by way of vehicle mounted public address systems. ESF 7: Evacuation and Transportation

90 6. Durham City Fire Department Durham County Fire Departments a. Assist law enforcement and emergency medical services with transportation and evacuation efforts. b. Identify fire stations that can be used as "safe havens" for citizens in distress. c. As needed, deliver evacuation information to citizens by way of vehicle mounted public address systems. 7. Durham County Department of Social Services a. Assist with providing food, shelter, food stamps and financial services to those left homeless due to a disaster. b. Identify special needs populations for planning purposes. c. Assist with the evacuation of nursing homes and the placement of the residents when requested. 8. Durham County Public Health Department a. Assist with the evacuation of nursing homes and the placement of the residents when requested. V. DIRECTION AND CONTROL Direction and control of emergency activities rests with the heads of each element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. ESF 7: Evacuation and Transportation

91 The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that support the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. This plan will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 7: Evacuation and Transportation

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94 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 8 - MEDICAL AND HEALTH SERVICES I. PURPOSE To identify and coordinate the responsibilities and activities of medical, health and mental health agencies during an emergency within Durham / Durham County. Departments with Medical and Health responsibilities are: Durham County Emergency Medical Services (EMS) Durham County Fire Departments Durham City Fire Department Durham County Health Department Durham Center (Mental Health) Durham Regional Hospital Duke Hospital Veterans Administration Hospital Lincoln Community Health Center North Carolina Eye, Ear, Nose and Throat Lennox Baker Children s Hospital Durham City Risk Management Durham County Employee Wellness II. SITUATION AND ASSUMPTIONS A. Situation 1. Typical daily activities pose no extraordinary demands on medical and health services. 2. Health, Mental Health, and Emergency Medical services are provided by Durham County. 3. Several private ambulance companies currently handle convalescent transports. ALS transports are provided by Durham County EMS. 4. All fire departments within the City and County operate as first responders or basic / advance life support providers. 5. Several Hospitals operate within the County. They are: a. Duke University Medical Center (Trauma Center) ESF 8: Medical and Health

95 b. Durham Regional Hospital c. Lincoln Community Health Center d. Veterans Administration Hospital e. Lenox Baker Children's Hospital f. Other Hospital, outside of the County, that routinely receive patients from Durham County are: 1. UNC Memorial - Chapel Hill 2. Rex Hospital - Raleigh 3. Wake Medical Center - Raleigh 6. Local air ambulance services operate out of Duke (Life Flight Durham), UNC (Carolina Air Care - Chapel Hill) and WakeMed (Air Mobile Raleigh). 7. Diseases exist that affect both humans and animals and may be either a small scale or large scale event. The spread of such diseases my either be naturally occurring or instigated as a terrorist event. B. Assumptions 1. A large scale emergency or wide spread disaster would potentially overwhelm EMS services. Mutual aid may not be readily available after a significant disaster. 2. EMS response could be delayed after a disaster due to damage, communication problems or debris on the roadways. 3. Hospital disaster plans will be activated during a disaster or significant emergency. 4. Medical, Health and Mental Health staff could be overwhelmed following a disaster or significant emergency. State or Federal resources provided by the National Disaster Medical Services program may be needed. 5. Any disease event that impacts both animals and humans will involve both Durham County Animal Control and Durham County Health Department. III. CONCEPT OF OPERATIONS A. General 1. The onset of an emergency or disaster does not change the role of ESF 8: Medical and Health

96 any government or emergency response agency. It, in fact, adds to that role with activities that are required to preserve and protect life and property to be given priority. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of medical, health and mental health agencies will be the same during an emergency or disaster as day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for health and medical services during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities - The additional responsibilities of the directors and department heads of Durham County and City agencies are outlined in ESF 1 Direction and Control of this EOP. 1. Durham County Emergency Medical Services (EMS) a. EMS operations will be an expansion of normal functions during an emergency or disaster. b. EMS capabilities can be expanded by utilizing fire service personnel throughout the Durham County / City. c. EMS is primarily responsible for the triage, treatment and transportation of patients. Mass transportation vehicles may be used for the 'walking wounded' with EMS supervision. d. EMS will establish designated areas for the triage, treatment and transportation of patients in large scale incidents. e. EMS will initiate contact with area medical facilities to advise them of large scale incidents and those incidents involving the contamination of patients by chemical or biological agents. f. Identify transportation needs (buses, ALS / BLS units, etc.) in large scale incidents and relay the information to the Incident Commander. g. Stand-by for working structure fires, as needed, and be prepared to treat victims and firefighters. ESF 8: Medical and Health

97 h. Stand-by for hazardous devices team responses, as needed and be prepared to treat team members and victims. i. Complete hazardous materials awareness training. j. Stand-by for hazardous materials incidents, be prepared to: 1. Stage as instructed by command. 2. Monitor the status of personnel involved in the incident. 3. Transport and treat contaminated patients. 4. Notify the hospital of contamination. 5. Know decontamination and protection procedures. k. Assist with the evacuation of non-ambulatory victims, and those who require special medical attention, to shelters and / or hospitals. l. Send a representative to the Emergency Operations Center to provide direction and control to the Administration Group for medical response operations during an emergency or disaster. m. Be prepared to handle mass casualty incidents, including: 1. Triage 2. Casualty tracking 3. Mutual aid (personnel and supplies) 4. Supplementing the American Red Cross resources in shelter operations 5. Training 6. Transportation n. Provide units to stand-by at the scene of a disaster. o. Ensure proper training of all personnel. p. As needed, deliver evacuation information to citizens by way of vehicle mounted public address systems. 2. Durham County Fire Departments Durham City Fire Department a. All fire departments within the City and County provide medical first responder or basic / advance life support and respond with Durham County EMS to medical calls. ESF 8: Medical and Health

98 b. Fire departments will assist EMS as available during an emergency to provide medical assistance. 3. Durham County Public Health Department a. County Public Health operations will be an expansion of normal functions during an emergency or disaster. b. County Public Health will support shelter and Disaster Recovery Center operations by providing nursing staff. Other duties include the inspection of food, lodging, water and sewer at the shelter sites. c. County Public Health will provide health screening, immunizations and other protective measures, as needed, for disease control during an emergency or disaster to emergency responders and the public. d. Send a representative to the Emergency Operations Center if requested, to provide public health related information and guidance to Incident Command, Agency Administrators and Elected Officials during an emergency or disaster. e. County Public Health will staff special needs shelters when opened. f. County Public Health will provide epidemiological information to emergency responders during any incident or disaster that may impact the health of the public including EMS, Law Enforcement, Fire Departments and Animal Control. g. During an emergency or disaster that involves animal diseases and sickness, Durham County Animal Control will work with Durham County Public Health to coordinate services and reduce duplication of efforts such as information disseminated to the public, restricting transportation or quarantine of both affected and nonaffected animals, and interactions with State or Federal resources that may be involved. h. Assist with the technical information, if requested, that may be required to safely handle, remove and / or store hazardous materials (including medical debris). If requested assist or prepare material for shipment to the Health Services Laboratory in Raleigh. If local disposal of material ESF 8: Medical and Health

99 is appropriate, the local official having custody of the material must first obtain permission from the SBI Investigator. i. County Public Health will consult with the Center for Disease Control and other sources on issues related to chemical and biological exposures. k. County Public Health will coordinate with Fire / Rescue, local Law Enforcement, EMS, area Hospitals, and State and Federal agencies to identify and acquire pharmaceuticals and vaccines for on scene use, and for use at local hospitals to treat exposed citizens and emergency responders. l. Review the procedures and limitations associated with the possible quarantine of citizens and emergency responders suspected of exposure to chemical or biological agents and coordinate with the Incident Commander. m. Assign personnel to monitor food and water for contamination and coordinate with North Carolina Department of Agriculture and Durham County Animal Control on contamination of food supplies and water for animals. n. Assist with health care and environmental health as requested. o. Provide a nurse at each Disaster Application Center. 4. Mental Health (Durham Center) a. Durham Center operations will be an expansion of normal functions during an emergency or disaster. b. A Critical Incident Stress Management (CISM) Team is available to emergency response personnel, and should be requested through Emergency Management. The Durham Center Director is responsible for Critical Incident Stress Management for the general public. c. The Durham Center will support shelters and Disaster Application Center operations. d. Assist with special needs sheltering as requested. ESF 8: Medical and Health

100 5. Durham Regional Hospital Duke Hospital Veterans Administration Hospital Lincoln Community Health Center North Carolina Eye, Ear, Nose and Throat Hospital Lennox Baker Children s Hospital a. Operations of medical facilities will be an expansion of normal functions during an emergency or disaster. b. The individual medical facility is responsible for it s emergency operations planning and continuity of operations planning. 6. Durham City Risk Management Durham County Employee Wellness a. Assist with the medical screening and immunizations of County and City emergency responders during an emergency or disaster. b. Ensure applicable OSHA guidelines are followed. V. DIRECTION AND CONTROL Direction and control of emergency activities rests with the heads of each element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: ESF 8: Medical and Health

101 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that support the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. This plan will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 8: Medical and Health

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104 DURHAM/DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 9 RESOURCE MANAGEMENT I. PURPOSE To provide a method to be used in identifying and managing resources during an emergency or disaster. Resources are primarily personnel, equipment, facilities and information. Positions or departments with responsibilities for resource management are: Durham County Manager Durham County Finance Department Durham Emergency Management Division Durham County Department Heads Durham City Manager Durham City Finance Department Durham City Department Heads Durham County Audit Department Durham City Audit Services II. SITUATION AND ASSUMPTIONS A. Situation 1. The City and County of Durham must rely on other public and private resources when local government resources are expended. 2. Many resources are crucial to the immediate emergency response and must be provided in a timely manner. 3. The Durham County Emergency Management Division maintains list of public, private, and volunteer resources that can be used during an emergency or disaster. B. Assumptions 1. Public and private resources may not be available immediately following a significant emergency or disaster. 2. Communication and traffic problems may exist that will delay the response of additional resources. 3. The City and County of Durham may have to rely on state or federal resources from unaffected areas following a significant ESF 9: Resource Management

105 disaster. 4. Sufficient personnel and supplies may or may not be available to support the emergency response resources. III. CONCEPT OF OPERATIONS A. Resource management will be conducted from the Emergency Operations Center during significant emergencies or disasters. B. The departments and agencies City and County of Durham will be responsible for providing and managing their own resources when responding to an emergency or disaster. C. Emergency Management will be the contact for all County and City government agencies seeking additional resources during an emergency or disaster. If an agency or department has expended their resources and mutual aid agreements for resources, a request must be made through Emergency Management for State or Federal resources. Typically the Incident Commander will make the request to Emergency Management. D. Procedures will be developed by the Durham County and Durham City Finance Departments for their respective agencies for the purchase and delivery of essential resources during an emergency or disaster. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of departments that are tasked with resource management responsibilities will be the same during an emergency or disaster as with day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for public works during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities The additional responsibilities of the directors and department heads of Durham County and City agencies are outlined in ESF 1 Direction and Control of this EOP. 1. County Manager City Manager a. Provide direction, control and administrative support to emergency response agencies. Re-allocate resources ESF 9: Resource Management

106 (personnel and equipment) as needed for incident response and recovery. b. Ensure financial records of expenditures are kept during emergency operations. 2. Emergency Management a. Establish, maintain, and manage the Emergency Operations Center. b. Maintain a roster of emergency personnel and resources to be used during an emergency or disaster. c. Serve as or designate Operations Section Chief, Planning Section Chief, Logistics Section Chief, and assist with resource allocation and acquisitions. 3. Durham County Finance Department Durham City Finance Department Durham County Audit Department Durham City Audit Services a. Ensure that procedures have been developed for the purchase, delivery and tracking of essential resources during an emergency or disaster. b. Be prepared to respond to the EOC to assist with resource management, if requested. 4. Department heads a. Ensure that all requests for resources that are from outside your department are routed through Emergency Management and the EOC. Resources not requested by authorized procedures will cause the physical and financial burden to fall on the department or agency that requested the resource. b. Liaison with other County and City departments to ensure there is no duplication of effort. Liaison with peers from other municipalities to identify resources to respond and recover from the incident. c. Ensure that personnel assigned to the EOC from a department have the authority to commit their agency s ESF 9: Resource Management

107 V. DIRECTION AND CONTROL resources and authorize expenditures for the response and recovery efforts. Direction and control of emergency activities rest with the heads of the element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that supports the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. All emergency plans will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 9: Resource Management

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110 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 10 HAZARDOUS MATERIALS I. PURPOSE To identify and coordinate the responsibilities and activities of hazardous materials activities that are beyond the scope of smaller, daily occurrences to ensure the protection of life and property within Durham / Durham County. Hazardous materials activities include but are not limited to biological, chemical, radiological and explosives incidents. Departments with hazardous materials responsibilities are: Durham City Fire Department Hazardous Materials Team (HazMat Team) Radiological Officer Office of the Sheriff of Durham County Hazardous Devices Unit (HDU) Durham City Police Department Biological / Chemical Emergency Response Team (BCERT) Durham City Water Management Durham County Engineering Utility Division Storm Water and Erosion Control Division Durham County Public Health II. SITUATION AND ASSUMPTIONS A. Situation 1. Hazardous materials activities include but are not limited to biological, chemical, radiological and explosives incidents. 2. The threat of a major incident involving hazardous materials has escalated due to the increase in everyday use and transportation of chemicals by the various segment of our population. 3. Hazardous material incidents could occur from any one of several sources to include: shipping, roadway transportation, aircraft accident, fixed facility accident or intentional incident. 4. Evacuation or shelter in place may be necessary to protect as many as possible of the population. ESF 10: Hazardous Materials

111 5. The release of hazardous materials may have short and / or long term health, environmental and economic impact depending upon the substance released. 6. In the event of a release of a hazardous chemical or biological agent that may affect a large area or large numbers of people, a portion of the population will self transport to local emergency departments, urgent care and physician facilities which may spread contamination and / or overwhelm the capacity of medical facilities that are located in Durham and potentially those in adjacent counties. 7. The local jurisdiction must respond to the incident in the initial phase without assistance from outside the jurisdiction to include: notification and warning of the public, evacuation or shelter in place, immediate first aid, and isolation of the scene. B. Assumptions 1. Planning and training prior to an incident will help reduce the risk to responding personnel. 2. A facility involved in a hazardous material incident will provide all information required by SARA, Title III, Section 304 in a timely manner to emergency responders. 3. The general public and / or media may congregate at or near the scene, seeking information or basic necessities, after a HazMat incident. 4. The Durham Fire Department s Hazardous Materials Team will respond into the county if requested. 5. The Office of the Sheriff of Durham County HDU will respond into the City by mutual aid agreement. 6. The Durham PD BCERT will respond into the County by mutual aid agreement. 7. Emergency response personnel are knowledgeable in the use of available resources. 8. U.S. DOT Emergency Response Guidebooks are issued to emergency responders and may be used alone or in combination with other information sources as a guide for initial protective action at incidents involving hazardous materials. ESF 10: Hazardous Materials

112 9. Depending upon the threat posed by the incident, protective measures initiated for the safety of the public could include in-place shelter, evacuation, and isolation of the contaminated environment. 10. Response procedures for each incident will be according to local policies and procedures and in compliance with worker safety standards. 11. This plan recognizes that a hazardous materials incident can change with time, and necessitate escalating the response, or downgrading the response as the situation is controlled. III. CONCEPT OF OPERATIONS A. General 1. The onset of an emergency or disaster does not change the role of any government or emergency response agency. It, in fact, adds to that role with activities that are required to preserve and protect life and property and is an expansion of normal functions. 2. Incidents involving non criminal releases of hazardous materials releases will be handled primarily by the Durham Fire Department Hazardous Materials Team. Hazardous materials include but are not limited to spills and releases of: petroleum products chemical substances biological substances radiological substances. 3. The Office of the Sheriff of Durham County maintains the Hazardous Devices Unit (HDU) and will be the lead agency for suspicious packages, threats that include the use of explosives alone or in conjunction with biological or chemical agents, explosives and explosive components in Durham County and City. 4. The Durham Police Department maintains the Biological / Chemical Emergency Response Team (BCERT). If an incident or package is suspected to involve a chemical or biological agent, BCERT will be the lead agency for the investigation and evidence handling after the package has been determined not to involve explosives. 5. Technical resources are available from local, state and federal agencies and departments to provide information and guidance as ESF 10: Hazardous Materials

113 needed, or to provide an on scene response if it is deemed necessary. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization 1. The internal organizational structure of fire and law enforcement agencies, will be the same during an emergency or disaster as day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for hazardous materials during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities: 1. Durham Fire Department HazMat Team - Duties include, but are not limited to the following: a. Develop mutual aid agreements (either written or verbal) between local fire departments (in and outside of the city / county) to ensure adequate response capability during an hazardous material event. b. Provide and / or assist with the training of mutual aid and volunteer resources for HazMat incident response. c. Assist in the designation of staging areas for mutual aid and volunteer resources. d. Conduct search and rescue operations as needed. e. Conduct decontamination operations as needed. f. Provide an Incident Commander and Safety Officer who are qualified in accordance with OSHA for all hazardous materials incidents. g. Maintain an emergency recall list of all personnel. h. Other specialized equipment, which may be needed during the response to an emergency, can be provided by local, state, or federal government, industry or private contractors. These resources will be requested through Emergency Management. ESF 10: Hazardous Materials

114 i. Durham Fire Department HazMat Team will include a Radiological Officer. Duties of the Radiological Officer include but are not limited to: 1. Develop Radiological protection procedures. 2. Select and train radiological monitors 3. Maintain radiological equipment. 4. Identity emergency resources for radiological emergencies from local sources including government, business and industry. 5. Ensure emergency workers are monitored using survey meters and dosimeters. Ensure records are kept for each person. 6. Assist in conducting damage assessments following radiological emergencies. 7. Assist the Incident Commander, Agency Administrators and Public Information Officer in preparing public announcements for radiological emergencies. 8. Assist Incident Command and Agency Administrators with information and guidance for radiological incident response. 2. Office of the Sheriff of Durham County HDU - Duties include, but are not limited to the following: a. Determination of the presence or absence of explosives in suspicious packages or devices. b. Rendering safe any package or devise containing explosives. c. If requested, conducting or assisting with post blast investigation and evidence gathering and documentation. d. Provide and / or assist with the training of mutual aid resources for explosives incident response. e. Assist in the designation of staging areas for mutual aid and ESF 10: Hazardous Materials

115 volunteer resources. f. Assist Incident Command, Agency Administrators and Public Information Officer in preparing public announcements for explosives incidents if requested. g. Assist Incident Command and Agency Administrators with information and guidance for explosives incident response. h. Develop mutual aid agreements (either written or verbal) between area hazardous devices units to ensure adequate response capability during explosive device / devices events. 3. Durham Police Department BCERT - Duties include but are not limited to: a. Determine the presence or absence of biological or chemical agents in suspicious packages or devices, attempt to identity the agent and collect evidentiary samples if needed. b. If there is the possibility of explosives present in a suspicious package or devise, coordinate with and make recommendations to the DSO HDU regarding the possible effects of the biological or chemical agent during the render safe procedures and contamination or spread risks. c. Provide and / or assist with the training of mutual aid resources for biological / chemical incident response. d. Assist in the designation of staging areas for mutual aid and volunteer resources. e. Assist Incident Command, Agency Administrators and Public Information Officers in preparing public announcements for biological / chemical incidents if requested. f. Assist Incident Command and Agency Administrators with information and guidance for biological / chemical incident response. g. Develop mutual aid agreements (either written or verbal) with area biological / chemical units to ensure adequate response capability during biological / chemical events. 4 Durham City Water Management Durham County Engineering ESF 10: Hazardous Materials

116 a. Assist in the enforcement of regulations against parties responsible for the release of hazardous materials in violation of Durham County or Durham City ordinances. b. Respond to incidents where the potable water system or sanitary sewer system is threatened. c. Provide laboratory support when requested. d. Provide industrial waste and urban stream monitoring when requested. 5. Durham County Health Department - Duties include but are not limited to: a. Provide technical resource information to emergency responders. b. Monitor public and emergency response personnel exposure. c. Consult with the Center for Disease Control and other sources on issues related to chemical and biological exposure. d. Make recommendations to emergency responders regarding the care of suspected or contaminated casualties. e. Coordinate with Fire / Rescue, EMS, area Hospitals, state and federal agencies to identify stockpile of pharmaceuticals and vaccines for on scene use, and at hospitals to treat exposed citizens and emergency responders. f. Assist with environmental health activities to ensure the safety of the citizens, animals and protection of the environment. g. Assign personnel to monitor food, water, and coordinate with Durham County Animal Control and North Carolina Department of Agriculture on livestock, and livestock food supplies for contamination if needed. h. Review the procedures and limitations associated with the possible quarantine of civilians and / or animals suspected of exposure to chemical / biological agents and coordinate with the Incident Commander. ESF 10: Hazardous Materials

117 V. DIRECTION AND CONTROL Direction and control of emergency activities rests with the heads of each element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that supports the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. This plan will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 10: Hazardous Materials

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120 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 11 AGRICULTURE AND ANIMAL SERVICES I. PURPOSE To control, protect and to ensure the humane care and treatment of animals during an emergency situation that could cause animal suffering. Departments with Animal Protection and Control responsibilities are: Durham County Animal Control Durham County Animal Response Team Animal Protection Society of Durham North Carolina Cooperative Extension - Durham North Carolina Department of Agriculture North Carolina Wildlife Resources Commission North Carolina Division of Forestry Durham Forest Protection Program II. SITUATION AND ASSUMPTIONS A. Situation 1. Any disaster that threatens humans, threatens animals as well, and it will be necessary to provide water, shelter, food and first aid for them. 2. Containment, relocation, shelter, or relief efforts for livestock, wildlife, or domesticated animals may be required. 3. Shelter locations may be required to turn over domesticated animals to animal control due to sheltered persons bringing their pets with them to a human shelter site that is not co-located with a pet sheltering site. 4. Livestock left in evacuated areas will need to be cared for and arrangements will need to be made for re-entry to facilitate this need. 5. Public Law , Pets Evacuation and Transportation Standards Act of Amends the Robert T. Stafford Disaster Relief and Emergency Assistance Act to require the Director of the Federal Emergency Management Agency (FEMA) to ensure that state and local emergency preparedness operational plans address the needs of individuals with household pets and service animals prior to, during, and following a major disaster or emergency. ESF 11: Agriculture and Animal Services

121 6. Diseases exist that affect both humans and animals and may be either a small scale or large scale event. The spread of such diseases my either be naturally occurring or instigated as a terrorist event. B. Assumptions 1. Animal protection planning will ensure the proper care and recovery of animals impacted during an emergency. 2. Personnel with proper training and protective equipment will be necessary to re-enter evacuated areas for the purpose of rescue or care of livestock or domestic animals. 3. During an emergency or disaster that involves animal diseases and sickness, Durham County Animal Control will work with Durham County Public Health to coordinate services and reduce duplication of efforts such as information disseminated to the public, restricting transportation or quarantine of both affected and non-affected animals, and interactions with State or Federal resources that may be involved. 4. Durham County will request outside assistance from the State and private sector. III. CONCEPT OF OPERATIONS A. General 1. The sheltering and protection of companion animals and livestock is primarily the responsibility of their owners. Animal owners should plan for animal care during a disaster as they prepare their family preparedness plan. 2. Wild animals out of their natural habitats that are a danger either to themselves or humans will be handled by Durham County Animal Control with assistance from the North Carolina Wildlife Resources Commission personnel and any other available resources if the animals are not thought to be rabid. 3. Shelters that have been established for disaster victims may not accept domestic animals, unless operating as a pet friendly shelter or co-located with a pet shelter. However, if an evacuee comes to ESF 11: Agriculture and Animal Services

122 humans only shelter with their pet(s), efforts will be made to assist them in relocating to the co-located human / pet sheltering site(s), or in locating shelter for the pet(s). 4. State agencies such as NC Agriculture Department, NC Cooperative Extension and NC Wildlife Resources Commission will assist local animal control efforts as possible and will provide technical assistance and information. 5. The outbreak of a disease that affects animals only or both animals and humans in Durham will involve both Durham County Animal Control and Durham Public Health Department. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization 1. Durham County Animal Control will be the lead agency for situation assessment and determination of resource needs. As needed, the county will protect animals affected by any disaster to include rescue (not to endanger human life), shelter, control, feeding, and preventative immunization of animals left homeless, lost, or strayed as a result of the disaster. Durham County Animal Response Team (CART) operates at the direction of Durham County Animal Control. The Durham County Animal Control Director is the Chairperson of the CART. 2. The Animal Protection Society, American Red Cross, Triangle Pet Emergency Treatment Services (TPETS), North Carolina State Animal Response Team (NC SART) and similar organizations will assist in this effort at the request of Durham County Animal Control. B. Assignment of Responsibilities - The additional responsibilities of the directors and department heads of Durham County and City agencies are outlined in ESF 1 Direction and Control of this EOP. Duties include, but are not limited to the following: 1. Durham County Animal Control Durham County Animal Response Team Durham Animal Protection Society a. Respond to emergency and non-emergency calls as dispatched. b. The Durham County Animal Control Administrator is ESF 11: Agriculture and Animal Services

123 responsible for developing a comprehensive animal disaster program to include Standard Operating Guidelines (SOG) that will work in conjunction with the Durham Emergency Operations Plan and provide for the sheltering of evacuated household pets and service animals in accordance with Public Law The SOG will provide the guidelines for Durham Animal Control and Durham CART to be used in planning for, responding to, and recovery from disasters involving animals. c. During emergencies, requests for State and Federal animal protection assistance will be made through the Durham Emergency Management Division. In the event that local resources and those available through mutual aid and memorandums of understanding with Durham CART and Durham County Animal Control are exhausted and requests for resources such as food, medicine, shelter, specialized personnel, and additional veterinary medical professionals will be made through the Durham Emergency Management Division. d. The Durham County Animal Response Team (CART) will coordinate animal response operations. e. The Durham County Animal Control will be the lead agency for the Durham CART. f. Assist the Agency Administrators and Executive Officers Group and Public Information Officer with the preparation of public announcements for animal related emergencies. g. Assist the Incident Commander and the Agency Administrators and Executive Officers Group with information and guidance for animal related incident response. h. Send a qualified representative to the Emergency Operations Center upon activation if requested. 2. North Carolina Cooperative Extension Service, Durham County Center North Carolina Division of Forestry, Durham Forestry Protection Program a. Support planning and recovery efforts by providing consultation services in the areas of forestry, agriculture and ESF 11: Agriculture and Animal Services

124 home economics. b. Assist with forestry and agricultural damage assessment as a member of damage assessment team. c. Act as a resource for pesticide information. d. Provide critical information for farmers (food, livestock, diary) during disaster of in the event of a critical incident at Sherron Harris Nuclear Facility. e. Maintain a current 24 hour contact list with Durham Emergency Management. f. Send a qualified representative to the Emergency Operations Center upon activation if requested. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that supports the EOP. ESF 11: Agriculture and Animal Services

125 B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Division. C. All emergency plans will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 11: Agriculture and Animal Services

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128 DURHAM/DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 12 DAMAGE ASSESSMENT AND RECOVERY I. PURPOSE To identify the system and processes to assess and report the extent of damage to public and private property, the status of key facilities, and outline the recovery methods. Positions with primary responsibilities for damage assessment and recovery are: Durham County Manager Durham City Manager Durham Emergency Management Director Durham County Tax Administrator Durham County Finance Department Durham City Finance Department Durham County Audit Department Durham City Audit Services Durham City / County Inspection Durham City / County Planning Durham City / County Geographical Information Services Durham City Parks and Recreation North Carolina / Durham Cooperative Extension Services North Carolina Division of Forestry Durham Forest Protection Program Durham County Fire Marshal s Office Durham City Fire Marshal Durham Fire Department Radiation Officer II. SITUATION AND ASSUMPTIONS A. Situation 1. Many events have the potential for causing major damage within Durham County. A planned damage assessment program is essential for efficient and effective response and recovery efforts. 2. Immediately following the occurrence of a significant disaster several damage assessment activities will be conducted by various organizations including Durham City / County Damage Assessment Teams (comprised of personnel from Inspections, Real Estate, Tax Office, Planning, GIS and any other departments that may provide knowledge to the Damage Assessment Team) American Red Cross, insurance companies, public utilities, etc. ESF 12: Damage Assessment and Recovery

129 B. Assumptions Information received from these organizations may be used to establish priorities, allocate local resources, and identify outside assistance needed to restore the affected area to a "pre-disaster" condition. 1. Exposure to various hazards will continue to exist for all property within Durham County. 2. Damage to the communications and utility systems may impede the damage assessment and recovery processes. 3. Emergency public information is a critical tool in the post disaster response for informing the public how to request emergency assistance and current actions being taken. 4. A major disaster affecting the County could result in the severance of one or more main transportation arteries resulting in a significant alteration of services and supplies in the county. 5. Routine government agency operation such as delivery of social programs, legal processes, elections and cultural events may be postponed as a result of the disaster. 6. A major disaster could have a significant long-term economic impact. 7. Implementing damage assessment procedures will expedited disaster assistance and relief for those in need. 8. The order of events after the initial damage assessment process is complete is: a. The State will activate their Emergency Operations Plan. b. The Governor will declare an emergency or disaster for the affected area. c. State assistance will be initiated. d. Joint Preliminary Damage Assessments will be conducted by Local, State, and Federal agencies (FEMA Region IV). e. The Preliminary Damage Assessment data, along with the Governor s request for Federal assistance will be submitted ESF 12: Damage Assessment and Recovery

130 to the FEMA National Office through FEMA Region IV. f. FEMA will make its recommendation to the President to declare the State, or deny the request. 1. If there is a declaration for the State, FEMA is delegated the responsibility to determine the areas (counties) of the State to be declared. 2. If the request is denied, an appeal, containing additional information not previously evaluated, may be submitted to the President through the FEMA Region IV director. g. Federal assistance will be initiated if the declaration is approved. h. Local Government will interface with State and Federal government delegates to complete the disaster recovery process. III. CONCEPT OF OPERATIONS A. Damage assessment activities will be initiated by the Emergency Management Director and coordinated from the Emergency Operations Center. B. Once it is known that Damage Assessment will be needed, the Emergency Management Coordinator will immediately notify the Damage Assessment Officer (Tax Office). C. The Damage Assessment Officer will notify and coordinate the Damage Assessment Teams to begin the process as soon as possible. The teams will be comprised of personnel from Inspections, Real Estate, Tax Office, Planning and any other department that may provide knowledge to the Damage Assessment Teams. D. The Damage Assessment Teams will conduct field surveys and report the information back to the Damage Assessment Officer. The Damage Assessment Teams will also report any unsafe areas (buildings, roadways, bridges, etc.) to the Damage Assessment Officer, who will then notify the appropriate officials. 1. The initial damage assessment will document the severity and magnitude of the disaster, for the following purposes: ESF 12: Damage Assessment and Recovery

131 a. To describe the type, extent and location of damages b. To determine priorities for recovery operations c. To determine resource and personnel requirements d. To determine the need for, and type of, state or federal assistance 2. Damage assessment will be conducted in four phases: Windshield Survey This phase will be coordinated using local resources to provide a quick overview of damage within Durham County. The damage assessment teams, fire departments, and local law enforcement agencies will complete the windshield survey to identify the number of damaged buildings and establish the damaged areas within the county. Initial Damage Assessment The initial damage assessment will be conducted by the damage assessment teams within Durham County to begin a building-by-building inspection of damaged property. Using data from the windshield survey, the teams will assess the dollar amount of damage to each of the structures, determine the extent of damage (minor, major, destroyed), and obtain whether or not the occupants are insured. Preliminary Damage Assessment The preliminary damage assessment will be completed with the assistance of a joint, local, state and federal damage assessment team to examine the extent of damage to determine if a Presidential Declaration should be requested. Detailed Damage Assessment The detailed damage assessment will occur once a Presidential Declaration has been established to determine a more detailed cost report of damages to the affected areas. E. The Damage Assessment Officer will compile, analyze, and track the data received from the Damage Assessment Teams. Information received from the American Red Cross and other sources may be used in conjunction with the Damage Assessment Team's information to prepare damage assessment reports. These reports will be given to the Emergency Management Coordinator. ESF 12: Damage Assessment and Recovery

132 F. The Emergency Management Director will, along with the Agency Administrators and Executive Officials, review the damage assessment reports to determine if outside assistance is needed. G. If local resources are overwhelmed and additional resources are needed, the damage assessment reports and request for assistance will be forwarded to the North Carolina Division of Emergency Management, Central Branch office. H. Following a significant emergency or disaster, a series of damage assessment activities will be required in the following order: a. The Situation Report will be submitted to the State EOC, which will detail the amount of damage and the needed resources. b. The State supported impact assessment results in the identification for immediate life support needs. c. Federal and State supported damage assessment precedes the delivery of a Presidential Disaster Declaration and defines the specific needs for long term recovery. I. Recovery from a significant disaster will be managed in two phases: a. Phase One The emergency reaction phase and the implementation of emergency plans. Actions in this phase include emergency security, debris removal, mass care, and restoration of essential services. The Durham County Emergency Management Division will assume the lead role in coordination of this phase. b. Phase Two The recovery phase includes damage assessment, short and long term recovery including the repair and rebuilding of roadways and bridges, public buildings, private business and industry and private homes. The lead roles in this phase will be assumed by the County and City Managers, County and City Finance Directors, Building Inspections Director and Planning Director J. By Executive Order, the Secretary, N.C. Department of Crime Control and Public Safety is authorized to commit any state resources to assist with the emergency/recovery efforts. ESF 12: Damage Assessment and Recovery

133 IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of departments that are tasked with damage assessment and recovery responsibilities will be the same during an emergency or disaster as with day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for damage assessment during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities The additional responsibilities of the directors and department heads of Durham County and City agencies are outlined in ESF 1 Direction and Control of this EOP. 1. County Manager City Manager designees of the above a. Provide direction, control and administrative support to emergency response agencies. Re-allocate resources (personnel and equipment) as needed for damage assessment and recovery. b. The Agency Administrators, Executive Officials group and Emergency Management Director will review the damage assessment reports to determine if outside assistance is needed. c. Assume the lead roles in short and long term recovery, coordinating the repair and rebuilding process with County and City Finance Directors, Building Inspections Director and Planning Director. 2. Emergency Management Director designees of the above a. When it is determined that Damage Assessment will be needed, the Emergency Management Director will immediately notify the Damage Assessment Officer (Tax Office). b. Coordinate damage assessment activities from the Emergency Operations Center. c. The Agency Administrators, Executive Officials group and ESF 12: Damage Assessment and Recovery

134 Emergency Management Director will review the damage assessment reports to determine if outside assistance is needed. d. The Emergency Management Director will forward damage assessment reports and any requests for assistance to NC Emergency Management as quickly as possible. 3. Durham County Tax Administrator designees of the above a. Will fulfill the position as the Durham Damage Assessment Officer. b. Report to the EOC if requested to coordinate damage assessment in conjunction with the Emergency Management Director. c. The Damage Assessment Officer will notify and coordinate the Damage Assessment Teams to begin the process as soon as possible. 1. Maintain a current Damage Assessment Team notification / recall list. 2. Assign and deploy Damage Assessment Teams to the survey areas. 3. Inform Damage Assessment Team members to report to a pre designated area as soon as conditions permit to receive assignments, equipment, supplies and forms. 4. Ensure that the Damage Assessment Team(s) survey the identified areas, record damages on the worksheets provided, and immediately notify the Damage Assessment Officer of all damage related hazards. d. The Damage Assessment Officer will notify the appropriate officials of any unsafe areas, structures or infrastructure that poses a threat to responders and the public. e. The Damage Assessment Officer will be responsible for the compilation, analysis, and tracking of the data received from ESF 12: Damage Assessment and Recovery

135 the Damage Assessment Teams and forwarding the report to Durham Emergency Management. 4. Durham County Finance Department Durham City Finance Department Durham County Audit Department Durham City Audit Services a. Ensure that procedures have been developed for the documentation of the purchase, delivery and tracking of resources and materials for the short and long term recovery from an emergency or disaster. b. Ensure that accurate emergency logs and expenditure records are kept from the onset of the disaster by each response agency / organization. 5. Durham City / County Inspections Department Durham City / County Planning Department a. Assess the structural integrity of building to determine if they can be reoccupied and report on the extent of damage. b. Inspect buildings that have requested public utilities (power, gas, telephone, etc) restoration and notify the requested utility of the status of the structure. c. Follow normal inspection and planning permitting processes for permits issued after a disaster. d. Establish a work station in the Disaster Application Center to provide information to the public regarding rebuilding efforts. e. Durham City / County Inspections and Durham City / County Planning will assist the Damage Assessment Office to compile the damage survey date and work in coordination with the Emergency Management to prepare damage assessment reports. 6. Durham City / County GIS a. The Durham City / County GIS will coordinate with the Damage Assessment Officer to map the damage and affected areas. 7. Durham County Department of Social Services ESF 12: Damage Assessment and Recovery

136 a. Provide staff for function as registrars in a Disaster Application Center. b. Establish a workstation in the Disaster Application Center to provide information to the public on services available through the Department of Social Services. 8. Durham City Parks and Recreation Department a. Support operations when park buildings and recreation centers are used as Disaster Application Centers. 9. North Carolina / Durham Cooperative Extension Service North Carolina Division of Forestry, Durham Forest Protection Program a. Assist with forestry and agricultural damage assessment as a member of the damage assessment team. 10. Durham Fire Department Radiological Officer a. Assist in conducting damage assessment following radiological emergencies. V. DIRECTION AND CONTROL Direction and control of emergency activities rest with the heads of the element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: ESF 12: Damage Assessment and Recovery

137 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans for their agency that supports the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. All emergency plans will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 12: Damage Assessment and Recovery

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140 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN EMERGENCY SERVICE FUNCTION (ESF) 13 - LAW ENFORCEMENT I. PURPOSE To coordinate the responsibilities of law enforcement activities to ensure the safety of life and property within Durham / Durham County during an emergency or disaster. Departments with Law Enforcement responsibilities are: Office of the Sheriff of Durham County Durham City Police Department II. SITUATION AND ASSUMPTIONS A. Situation 1. Law enforcement in Durham County is provided by the Office of the Sheriff and in Durham City by Durham Police Department. Each provides assistance to the other as needed and requested. 2. The Office of the Sheriff of Durham County maintains the Hazardous Devices Unit (HDU). 3. The Durham Police Department maintains the Biological / Chemical Emergency Response Team (BCERT). 4. The State Highway Patrol has a station located in Durham and can augment the City and the County law enforcement agencies if required. 5. Both Duke University and North Carolina Central University maintain law enforcement departments on their respective campus. 6. State Park Rangers provide law enforcement in the Eno River and Falls Lake facilities located in Durham County. 7. Typical daily activities present few extraordinary demands on any one agency. 8. Mutual aid agreements, either written or verbal, exist with other agencies, municipalities and counties. ESF 13: Law Enforcement

141 9. This EOP does not address responsibilities of State or campus law enforcement agencies beyond existing mutual aid agreements with Durham Police Department and the Office of the Sheriff of Durham County. B. Assumptions 1. The number of local law enforcement personnel available during a disaster may not be adequate to handle all situations. 2. Response of law enforcement personnel may be delayed due to roadway obstructions. 3. Communications may be impaired, causing response delays during or after a disaster. 4. Federal, state and local agencies will work closely with each other during an emergency or disaster. III. CONCEPT OF OPERATIONS A. General 1. The onset of an emergency or disaster does not change the role of any government or emergency response agency. It, in fact, adds to that role with activities that are required to preserve and protect life and property to be given priority. 2. In the event of a large-scale event that overwhelms local law enforcement resources, request for assistance outside of preexisting mutual aid agreement with be made through the EOC to North Carolina Emergency Management. 3. The additional responsibilities of the Sheriff of Durham County and the Durham Police Chief are outlined in ESF 1 Direction and Control of this EOP. IV. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization The internal organizational structure of agencies with law enforcement responsibilities will be the same during an emergency ESF 13: Law Enforcement

142 or disaster as day to day operations. The external organizational structure of an agency or group of agencies with responsibilities for law enforcement during an emergency will be in accordance with the NIMS ICS structural organization. B. Assignment of Responsibilities Responsibilities of law enforcement agencies beyond that of normal operating procedures will include, but are not limited to: 1. Enact appropriate countermeasures whenever law enforcement agencies gather intelligence or receive evidence that a terrorist attempt may occur in the near future in the respective jurisdictions. 2. In a large scale, multi-agency incident, report to the Unified Command post if one has been established or establish a command post as soon as possible upon reaching the incident scene in a safe location and at a safe distance from the incident. 3. If establishing the command post, provide Communications and other responding agencies with the location of the command post and safety information in regards to the area and routes to the incident scene a command post. Where the command post lacks direct communication with other agencies, Communication will relay such information and provide the location of the command post to the EOC. 4. If the EOC is activated, establish and maintain communications between the command post and the EOC as soon as practical. 5. In large scale incidents, assign units to isolate the perimeter of the incident scene and deny entry to non-emergency traffic and pedestrians. Traffic in the vicinity of the incident will be immediately affected by the arriving emergency vehicles and additional law enforcement personnel will take charge of traffic direction and re-routing. Clear routes of ingress and egress will be identified and maintained for emergency vehicles. 6. Identify evacuation routes and staging areas for transportation units and pickup points. 7. Assign units to provide security for decontamination lines ESF 13: Law Enforcement

143 during large scale incidents. 8. Provide traffic control for evacuations and identify temporary detour routes. 9. Ensure evacuation and direct evacuees to the designated shelter(s) and pickup points. 10. As needed, deliver evacuation information to citizens by way of vehicle mounted public address systems. 11. Assist incident command in identifying expedient shelters when Emergency Management is not available. 12. Provide security for shelters, Emergency Operations Center, Disaster Application Center(s), evacuated area, areas stricken by disasters and other facilities or resources, as needed. 13. Maintain law and order to prevent civil disorder. 14. Enforce applicable local, state and federal law and any additional laws enacted by a state of emergency declaration. 15. Report severe weather conditions as they occur during normal duties. 16. Provide the EOC with feedback on weather conditions and conduct windshield damage assessments once an event has passed. 17. Provide transportation for EOC personnel to the Emergency Operations Center during disasters or emergencies as needed when all other avenues of transportation have been exhausted. 18. Additional responsibilities of the HDU are outlined in ESF 10 - Hazardous Materials. 19. Additional responsibilities of the BCERT are outlined in ESF 10 - Hazardous Materials. ESF 13: Law Enforcement

144 V. DIRECTION AND CONTROL Direction and control of emergency activities rest with the heads of the element of the emergency response or recovery forces and will be in accordance with the ICS. The elected officials are ultimately responsible for all activities. In some situations, direction and control may be transferred to state or federal authorities. When the EOC is activated, direction and control activities will be coordinated from the EOC. VI. CONTINUITY OF OPERATION PLANNING The possibility that the occurrence of an emergency or disaster could result in disruption of government functions necessitates that all levels of local government and their departments and divisions develop and maintain procedures to ensure continuity of government and operations. These procedures will name who will be the decision makers if an elected official or department head is not available. The documentation of continuity of operations for city government, county government or departmental operations should include: 1. Succession of leadership, 2. Backup of personnel, 3. Alternate or emergency sites, 4. Preservation of records, files and documents, 5. Operations recovery checklists, 6. Emergency call lists, both internal and external. Continuity of operations plans will function in conjunction with emergency operations plans at the departmental level and in support of the Durham / Durham County Emergency Operations Plan. V. PLAN DEVELOPMENT AND MAINTENANCE A. Each agency identified in the EOP is responsible for developing standard operating procedures or guidelines and continuity of operations plans to support the EOP. B. Agencies tasked in this EOP are responsible for providing copies of any mutual-aid agreements to the Emergency Management Agency. C. All emergency plans will be reviewed and updated on an "as needed" basis, not to exceed a period of 1 year. ESF 13: Law Enforcement

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146 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX A VITAL FACILITIES I. PURPOSE To identify facilities that are considered vital in responding to, and recovering from, significant emergencies or disasters. II. SITUATION AND ASSUMPTIONS A. Situation 1. Several types of facilities exist within the County and City of Durham which are crucial to the response and short term recovery efforts. Other facilities are critical for immediate and long term recovery operations. 2. Vital facility surveys have been conducted and strategic facilities identified. Facility power requirements, size, location, and emergency contacts are documented by database and will be entered into the Durham Geographic Information System for use as a planning and response tool. 3. There are different types of vital facilities. Most can be categorized as local government, utilities, special needs, and resource and / or service sites. Typical facilities that exist within the County and City of Durham are: a. Local government 1. Emergency service facilities 2. Government facilities 3. Communications facilities 4. Shelter facilities 5. Health and Medical facilities 6. Public buildings b. Utilities 1. Communications network components 2. Transportation facilities and networks 3. Electric distribution systems and facilities 4. Energy facilities (non-electric) 5. Water distribution and waste water facilities Annex A Vital Facilities

147 B. Assumptions c. Special Needs 1. Nursing homes, day care and other congregate care facilities 2. Hospitals and medical facilities 3. Correctional and detention facilities d. Resources and Services 1. Private shelter centers 2. Solid waste and debris collection sites 3. Public / Private supply centers 4. Helicopter landing sites 1. Knowledge of vital facilities will expedite the damage assessment and loss estimation process. 2. Identification of vital facilities will allow for prioritization of disaster response and recovery efforts. III. CONCEPT OF OPERATIONS A. Information on vital facilities will be kept with the Durham Emergency Management Division and the Durham Geographic Information Systems (Durham - GIS). These facilities will be given priority for restoration of services. B. Continuous update of vital facilities inventory will be maintained. C. It is envisioned that vital facility information can be used by the Durham City / County Planning Departments to reduce vulnerabilities in new construction and projects. It will also allow us to plan for projected needs and pre-stage perceived equipment needs at the state Logistical Staging Area. D. Vital facilities may serve as the basis for establishing mutual aid and statements of understanding with other governmental and nongovernmental agencies. E. Knowledge of vital facilities allows for the implementation of planned mitigation approaches and projects in an attempt to reduce vulnerabilities. Annex A Vital Facilities

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150 I. PURPOSE DURHAM/DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX B - MASS CASUALTIES To identify the procedures that local resources will use when responding to multiple casualties that, if in sufficient numbers, could overwhelm normal Emergency Medical Service (EMS) operations. II. SITUATION AND ASSUMPTIONS A. Situation 1. Durham County has several highways, interstates, and railroads. Durham County has a private airport and is also in the flight pattern for the Raleigh / Durham Airport. There is a daily potential for a mass casualties incident involving automobiles, passenger vans, buses, trains, aircraft, or natural disaster. 2. A mass casualties incident can be categorized as more than 15 casualties at a single incident or combination of incidents in a given time frame. 3. Durham County EMS will initiate mutual aid agreement they might have to assist with the incident if needed. 4. Local, state, and federal assistance is available to assist with mass casualty incidents. Durham County Emergency Management Division will be responsible for the procurement and coordination of resources that are outside the scope of local mutual aid agreements. B. Assumptions 1. A mass casualty incident can cause the responding personnel to become physically and emotionally overwhelmed. 2. Disaster plans are in place and will be used by the agencies involved with the mass casualty incident (i.e., EMS, Hospitals, Law Enforcement, Fire Departments, etc.). 3. The media, by-stander involvement, and evidence preservation create security issues that must be properly addressed. 4. All agencies will cooperate with scene preservation before, during, and after the survivors (if any), are removed from the scene. Annex B Mass Causalities

151 III. CONCEPT OF OPERATIONS A. Notification of a mass casualty incident will be made by the Durham Emergency Communications Center. B. Durham County Emergency Medical Service is the primary agency responsible for initiating the Durham County Emergency Medical Services Disaster Plan. This Plan includes command, triage, treatment, transport, mutual aid, staging, hospital notification, additional resources, general duties, guidelines and directions. 1. Scene safety for the emergency response personnel and the general public is imperative. The method of injury must be identified quickly to insure responder and public safety. 2. The command post should be established away from the immediate vicinity and should include representatives with authority to commit their resources from all responding agencies. 3. A Public Information Officer and media staging area should be assigned early in the incident. The media staging area should be close enough for the media to get videos / pictures, but not too close to hamper rescue efforts. These videos and pictures can be a valuable tool during the incident critique. A telephone number should be established for family members to call at larger incidents to call for information. 4. For incidents where the Federal Aviation Administration or National Transportation Safety Board will be involved, the corner of the triage tag (numbered) should be left where the patient or victim was found. C. Fire suppression (if any), extrication, and EMS support will be the responsibility of the fire department in the jurisdiction where the incident occurs. D. Scene security will be the responsibility of the law enforcement agency in the jurisdiction where the incident occurs. E. Mutual aid resources and personnel will report to the assigned staging area. The staging officer will give the personnel and resources their assignments, as directed by command. F. Mass transit may be requested to transport the walking wounded, under EMS supervision. Annex B Mass Causalities

152 G. After a mass casualty incident, an initial defusing and subsequent debriefing activities may be necessary for emergency response personnel. H. Critiques will be held with the emergency responders and hospital staff to identify any needed modifications to emergency response plans. The critique will be held to gather and disperse information. It will not be held to place blame or fault on any person or organization. Annex B Mass Causalities

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154 DURHAM/DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX C - MASS FATALITIES I. PURPOSE To identify the procedures that local resources will use to recover, identify, transport, stage, prepare, and release human remains that occur as a result of a mass fatality incident. II. SITUATION AND ASSUMPTIONS A. Situation 1. Durham County has several major interstates, highways, and railroads. Durham County has a private airport and is also in the flight pattern for the Raleigh / Durham Airport. There is a daily potential for a mass fatality incident involving a passenger bus, train, or aircraft. There is also the potential for a natural disaster to cause a mass fatality incident. 2. A mass fatality incident in Durham County can be defined as more than 15 deaths at a single incident or combination of incidents in a given time frame. 3. Local, state and federal assistance is available to help with mass fatalities operations. 4. The Durham County Emergency Management Division is responsible for the procurement and coordination of resources that are outside of local mutual aid agreements. B. Assumptions 1. All agencies will cooperate with scene preservation before, during, and after the survivors (if any), are removed from the scene. 2. A mass fatality incident can cause responding personnel to become physically and emotionally overwhelmed. 3. Disaster plans are in place and will be used by carriers and their corporations, hospitals, and agencies involved with mass fatality incidents. 4. Specialized resources are available to respond to mass fatality Annex C Mass Fatalities

155 incidents (i.e., SORT, DMORT, etc.) III. CONCEPT OF OPERATIONS Several phases occur during and after a mass fatality incident. This annex will focus on Response (protect the responders, save the living, isolate the scene) and Recovery (protect responders, document the location of human remains, identify and transport human remains, preparation and release of human remains to relatives or loved ones if possible). A. Response 1. Scene safety for the emergency response personnel and the general public is imperative. 2. A command post will be established away from the immediate vicinity and should include representatives with authority to commit their departmental resources from all emergency response agencies. A representative from the agency directly involved with the mass fatality incident should also be available in the command post. 3. The incident commander should change as the incident progresses through each phase (Response - Fire, Recovery - Law enforcement). The incident commander should insure the following: a. Establishment of a strong security perimeter around the incident. Local law enforcement personnel can be supplemented by the Civil Air Patrol and National Guard. b. Establish Staging Area(s) early in the incident to promote efficient access/egress to and from the scene. Spontaneous volunteers, on-lookers, media, and emergency vehicles can cause traffic flow problems. c. Ensure the Emergency Operations Center is activated if needed. d. Assign a Public Information Officer (PIO) early in the incident. The PIO should establish a media staging area that is isolated from the incident. The media should be given regular updates until they can be brought to the scene or a press pool is established. They will not be allowed access to the scene until an appropriate time (remains are covered or removed). Annex C Mass Fatalities

156 1) The PIO should establish a Joint Information Center operation and a telephone number for family members to call for information with larger incidents. The carrier should assist the PIO with this number. e. Insure that the appropriate public officials (Mayor, County Commissioner Chairperson, County and City Managers, etc.) are notified of any mass fatality incident. They should be asked to report to the Emergency Operations Center if needed, not the scene. f. Request assistance early. (i.e., Mutual Aid, State Medical Examiners Office, Federal Aviation Administration, National Transportation Safety Board, Federal Bureau of Investigation, National Guard, etc.) 4. Fire suppression (if any) will be the responsibility of the fire department in the jurisdiction where the incident occurs. 5. Scene security will be the responsibility of the law enforcement agency in the jurisdiction where the incident occurs. 6. Patient care will be the responsibility of Durham County EMS, supported by the local fire department(s). Triage will be performed by the 1st EMS unit on the scene. A triage tag will be attached to every victim regardless of their condition (alive or deceased). a. One corner of the triage tag (numbered) will be left where the patient or victim was found. This will aid the Federal Aviation Administration and National Transportation Safety Board with their investigations if they become involved. 7. The emergency responders should attempt to preserve the scene in its entirety and not move a body except to gain access to a viable patient unless absolutely necessary. 8. The emergency responders will not move or remove articles from or near the victims, no matter how insignificant they may seem (i.e., money, watches, wallets, rings, clothing scraps, bags, etc.). B. Recovery 1. At this phase of the incident, all survivors have been removed. Time should be taken to re-evaluate responder safety, preserve any and all evidence, stabilize the incident and bring in supporting agencies and equipment. Annex C Mass Fatalities

157 2. A Family Assistance Center should be established to provide the relatives of the survivors and victims' information and access to services they may need. It should be located away from the incident. Security, registration, transportation needs, telephones, refreshments, assistance with funeral arrangements, and counseling should be provided. the carrier involved with the incident will have primary responsibility to provide this service. 3. The State Medical Examiner's Office is responsible for the human remains and will be in charge of search and recovery operations. 4. All remains will be taken to the State Medical Examiner s Office in Chapel Hill. If needed, unmarked refrigerated trucks with stainless steel flooring will be used to store the remains in Chapel Hill or at another secured staging area. a. There may be a need to establish a temporary morgue when there are a significant number of fatalities. Criteria for a temporary morgue are: C. Transport and Identification -Convenient to the scene with easy access. -Must be able to be secured completely. -Must be able to handle the capacity of bodies expected. If not, several sites will be required. -Must have adequate: ventilation, sewer access, impervious flooring, air conditioning/heating, hot and cold water, electrical capacity, communication equipment (fax, phones, phone lines), office space, restrooms, rest and refreshment areas. 1. Transport and transfer of human remains or evidence must always be documented showing the time, body tag number, recipient signature, and other pertinent information. 2. Transport of human remains or evidence should be done discretely and under close security. Unmarked vehicles should have a law enforcement escort when going to and from the staging areas and morgue sites. 3. Identification and cause of death is the responsibility of the State Medical Examiner s Office. Local, state and federal resources are available to assist with their duties (Local Medical Examiners and / or Forensic Pathologist, Military, FBI disaster team, etc.). These Annex C Mass Fatalities

158 D. Preparation resources can be requested through the State Division of Emergency Management. 1. Once the body has been identified (if possible) it should be embalmed for sanitation and preservation. The Medical Examiner has the authority to order the embalming. a. Religious considerations should be noted when making body preparation decisions. 2. Embalming can be done at the morgue site or at a funeral home. 3. Embalmers should consider that prolonged time frames may pass before the bodies are viewed. 4. A record must be kept of all actions and processes used in the embalming. (Embalmer's name and state license number, chemical amount and type, process used, etc.) E. Release 1. After the Medical Examiner signs the death certificate, a release of body form will be signed by the funeral director accepting the remains. The funeral director should review all information to insure its accuracy. 2. Transport of the human remains to a shipping point or loading area should be done in unmarked vehicles. 3. If efforts to identify and release the human remains are unsuccessful, a non-denominational burial should be arranged. F. Mass Burial 1. Extreme circumstances may require a mass burial if the number of remains cannot be managed and presents a significant public health risk. The decision for a mass burial will come from the highest levels of local and state government. 2. The location of a mass burial site must be planned and agreed upon by all agencies. Considerations should be given for the number of human remains, physical location of the incident, distance to the burial site (if different from the incident site), and possible exhumation at a later date. Annex C Mass Fatalities

159 G. Critique 1. Critiques will be held with the emergency responders, state, and federal officials to identify if any modifications of this plan are necessary. The critique will be held to gather and disperse information. It will not be held to place blame or fault on any person or organization. 2. Lessons learned from the critique will be used to enhance the Emergency Operations Plan and help other agencies plan for the same type of incident. Annex C Mass Fatalities

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162 DURHAM/DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX D - TERRORISM I. PURPOSE This section provides guidance for the comprehensive capability to respond to the consequences of a terrorist attack, including the use of weapons of mass destruction (WMD). Ongoing efforts by local, state and federal agencies and the private sector are needed to enhance community preparedness. This requires continued dialogue, joint training, and exercises both tabletop and full-scale simulation. These guidelines are based on Presidential Decision Directive 39 and Federal Response Framework. II. SITUATION AND ASSUMPTIONS A. Situation 1. The successful response to and management of a terrorist incident requires a well-planned, integrated and coordinated response from local government, neighboring jurisdictions, the private sector, state and federal agencies. 2. The telecommunicators in the emergency communications centers are usually the first interface between the terrorist incident and the first responders. The information obtained from callers can have a crucial impact on the safety and welfare of emergency responders. The value of the telecommunicators to first responders is heavily influenced by their knowledge of Weapons of Mass Destruction terrorism. 3. Some of the major issues that will require attention during management and control of a chemical or biological terrorist incident include but is not limited to: agent detection identification, and isolation downwind evacuation or shelter-in-place traffic rerouting, congestion and control disposition of the deceased hospital casualty overload public fear public information dissemination spread of contamination and disease safety and welfare of emergency responders evidence identification and preservation Annex D - Terrorism

163 Suspect(s) identification, arrest and criminal prosecution. 4. Mass casualty triage and medical management, as well as mass decontamination procedures must be practiced with sufficient frequency to build both confidence and competence in emergency responders. 5. A chemical, biological or explosives-related terrorist incident is a federal crime scene, and in accordance with Presidential Decision Directive 39, the FBI has overall responsibility for crime scene management. 6. Because of the likelihood of mass causalities and large numbers of emergency responders from Durham County, Durham City, other nearby jurisdictions, and from state and federal agencies, it is imperative that a comprehensive accountability system be implemented and maintained throughout the incident. 7. A terrorist incident involving a chemical or biological agent is still a hazardous materials incident, but with the potential for much greater consequences and challenges for emergency responders. It is also likely to be a mass casualty incident. However, a bio-terrorist release will evolve over time, as the bacterial / viral symptoms may take days to weeks to present and the infected people may or may not be infecting others. 8. Communication is an extremely critical element in the management of WMD terrorism indents. It is important that timely and accurate information be shared with the various agencies involved in the incident. The community must also be kept apprised of matters potentially impacting their safety and welfare. B. Assumptions It is necessary that the communications staff and supervisors receive awareness training to assist them in recognizing a terrorist threat or act and respond accordingly. 1. Planning and training prior to an incident will significantly reduce the risk to personnel. 2. Emergency response personnel are knowledgeable in the use of available resources. 3. Response time for resources requested from outside the County will require a minimum of two hours. Annex D - Terrorism

164 4. All local resources and resources from outside Durham County will adhere to NIMS ICS credentialing and resource typing. III. CONCEPT OF OPERATIONS A. Definitions 1. Terrorism is defined as criminal acts or threats by individuals or groups to achieve political, social or economic gain or recognition by fear, intimidation, coercion, or violence against the government and its citizens. 2. Crisis Management - addresses the cause of a terrorist incident, the identity, motivation, and capability of the terrorists and the weapons they employ. Crisis Management is a law enforcement function and includes measures to identify, acquire, and plan the use of resources needed to anticipate, prevent, and/or resolve the threat or act of terrorism. In a terrorist incident, a crisis management response may include traditional law enforcement missions such as intelligence, surveillance, tactical operations, behavioral assessment, negotiations, forensics, and investigations, as well as technical support missions such as agent identification, search, render safe procedures, transfer and disposal, and limited decontamination. 3. Consequence Management - addresses how the incident affects or potentially might affect public health, safety and the environment. Consequence management includes measures to protect public health, safety, and the environment, to restore essential government services, and to provide relief to governments, businesses, and individuals affected by the consequences of terrorism. In an actual or potential terrorist incident, command and control of local government resources may transition between the Durham County Office of the Sheriff, Durham Police Department, Durham County EMS, the Fire Department having jurisdiction, and the Durham County Emergency Management Office. The Unified Command team approach shall be utilized to transition incident command and control among these agencies. B. Threat Assessment This level is constantly being monitored by all law enforcement to the best of their ability. The primary law enforcement agency, in this regard, is the Federal Bureau of Investigation. The primary state law enforcement agency is the North Carolina State Bureau of Investigation. The primary law enforcement agencies for Durham are the Durham County Sheriff s Department and Durham Police Department. Other federal, state, and local law enforcement agencies may also have information available. One Annex D - Terrorism

165 of the FBI s primary missions is to monitor terrorist groups, corroborate information received, identify terrorist members and prepare a law enforcement interdiction plan. As part of this ongoing initiative, information discovered or obtained from other sources will be shared with other law enforcement agencies as appropriate for law enforcement action and later with appropriate local and / or state officials. In the event of danger to the health or welfare of the general public, the FBI will share all information necessary to safeguard the safety, health and welfare of the general public. Homeland Security Presidential Directive 3 established threat condition levels and associated protective measures. The threat conditions are both color coded and numbered for each level. Additional measures for the local level have been added. Level 5 - Low Condition (Green). This condition is declared when there is a low risk of terrorist attacks. Departments and agencies should consider the following general measures in addition to the agencyspecific Protective Measures they develop and implement: a. Refining and exercising as appropriate preplanned protective measures, b. Ensuring personnel receive proper training on the Homeland Security Advisory System and specific preplanned department or agency protective measures, and c. Institutionalizing a process to assure that all facilities and regulated sectors are regularly assessed for vulnerabilities to terrorist attacks, and all reasonable measure are taken to mitigate these vulnerabilities. Level 4 - Guarded Condition (Blue). This condition is declared when there is a general risk of terrorist attacks. In addition to the protective measures taken in the previous threat condition, departments and agencies should consider the following general measures in addition to the agency specific protective measures that they will develop and implement: a. Checking communications with designated emergency response or command locations, b. Reviewing and updating emergency response procedures, and Annex D - Terrorism

166 c. Providing the public with any information that would strengthen its ability to act appropriately. Level 3 - Elevated Condition (Yellow). An elevated condition is declared when there is a significant risk of terrorist attacks. In addition to the protective measures taken in the previous threat condition, department and agencies should consider the following general measure in addition to the protective measure that they will develop and implement: a. Initiate threat credibility assessment, b. Increasing surveillance of critical locations, c. Notification of primary response departments law enforcement, fire departments, EMS and Emergency Management. d. Coordinating emergency plans as appropriate with nearby jurisdictions, e. Assessing whether the precise characteristics of the threat require the further refinement of preplanned protective measures, f. Implementing, as appropriate, contingency and emergency response plans, and g. Request of resources should be made and deployment plans implemented, should the resources be required. Level 2 - High Condition (Orange). A high condition is declared when there is a high risk of terrorist attacks. In addition to the protective measures taken in the previous threat conditions, departments and agencies should consider the following general measure in addition to the agency specific protective measure that they will develop and implement: a. Tailoring response actions needed to anticipate, prevent and / or resolve the crisis, b. Coordinating necessary security efforts with Federal, State and local law enforcement agencies or any National Guard or other appropriate armed forces organizations, Annex D - Terrorism

167 c. Implement Unified Command Structure among the primary response agencies, d. Taking additional precautions at public events and possibly considering alternative venues or even cancellation, c. Preparing to execute contingency procedures, such as moving to an alternate site or dispersing their workforce, and d. Restricting threatened facility access to essential personnel only. Level 1 - Severe Condition (Red). A severe condition reflects a severe risk of or occurrence of terrorist attacks. Under most circumstances, the protective measures for a severe condition are not intended to be sustained for substantial periods of time. In addition to the protective measures in the previous threat conditions, department and agencies also should consider the follow general measures in addition to the agency specific protective measures that they will develop and implement: a. Increasing or redirecting personnel to address critical emergency needs, b. Activation of the Emergency Operations Center, c. Assigning emergency response personnel and prepositioning and mobilizing specially trained teams or resources, d. Monitoring, redirecting, or constraining transportation systems, and e. Closing public and government facilities. C. General Considerations 1. The successful response to and management of a terrorist incident involving many casualties, requires a well-planned, integrated and coordinated response from the local government, neighboring jurisdictions, private sector, and state and federal agencies. 2. There is no clear separation between consequence and crisis management in instances where both consequence and crisis occur concurrently during operations. The Unified Command will prevail in instances where the consequence and crisis functions Annex D - Terrorism

168 cross with the determination made to insure the health and safety of responders, the general public and evidence in that order. 3. Some of the major issues that will require attention during management and control of a chemical or biological terrorist incident include, agent detection, identification, isolation, downwind evacuation or shelter-in-place, traffic rerouting, congestion and control, disposition of the deceased, hospital's causality overload, public fear, public information dissemination and control, spread of contamination and disease, safety and welfare of emergency responders, evidence identification and preservation, and suspect(s) identification, arrest and criminal prosecution. 4. Mass casualty triage, medical management, and mass decontamination procedures must be practiced with sufficient frequency to build both confidence and competence in emergency responders. 5. Field decontamination and treatment centers may be needed at remote locations to reduce the number of casualties reporting to hospitals and other health care facilities. In addition, these improvised areas can also be used by casualties who left the scene before or during arrival of emergency responders. Information provided to the public by authorized representatives and / or the Joint Information Center (JIC), should include the location of these remote sites. 6. Communication overload will be a significant challenge during and after a WMD terrorist incident. While cellular phones may be useful during the early moments of an incident, the cellular system can quickly become overloaded by media use and others. Alternative means of communications such as runners, field-installed telephone lines, and use of special radio frequencies operated by special communications groups will be needed. 7. Communication is a critical element in the management of WMD terrorism incidents. It is important that timely and accurate information is shared with the various agencies involved in the incident. The public must also be kept apprised of matters potentially impacting their safety and welfare. 8. Because of the potential for mass casualties and large numbers of emergency responders from not only Durham and other nearby jurisdictions, but also from state and federal agencies, a comprehensive accountability system must be implemented and maintained throughout the incident. Annex D - Terrorism

169 9. A terrorist incident will be either a notice or a no-notice event. It can range from a threatening telephone call, a suspicious letter or package, or numbers of patients presenting similar symptom. 10. A terrorist incident involving a chemical or biological agent is still a hazardous materials incident, but with the potential for greater consequences and challenges. D. Notification Level of internal and external primary response and primary support departments: 1. Listed below are the primary response and primary support departments that would be part of the notification process. E. Command and Control a. Primary response departments All Law Enforcement Agencies (local, state, and federal) Fire / Rescue Agencies Emergency Medical Services Emergency Management b. Primary support departments Hospitals Public Health Department NC Division of Emergency Management Department of Social Services Mental Health Debris removal departments and organizations Public Information Offices of the County and City American Red Cross Poison Control Center This list can be expanded as the need arises or as the scope of operations expands. The IC can demobilize departments if the situation changes. Each agency should develop its own internal notification procedures. 1. When it has been determined that a terrorist act has occurred where there is property damage but no harm to life, specialized police response measures are required. In these cases, the senior official on duty in the jurisdiction where the incident is reported will initially assume command of police operations. 2. The decision whether to activate the EOC will be made based on Annex D - Terrorism

170 the extent and nature of the incident and in accordance with Section C (ESF 1 Direction and Control). 3. It is imperative that a team approach for command and control be used for response. In all incidents within Durham County, the Fire Department will assume command of the consequence management phase of the incident. Because of the nature of these incidents, the responsibility of stabilizing the immediate area of operations within the definition of consequence management lies solely with the fire department. 4. Within the definition of crisis management, the affected Law Enforcement Agency will assume responsibility for the situation and take appropriate action. There may be situations where consequence and crisis management must be addressed simultaneously where law enforcement and the fire department share command and control. As soon as possible the core group will establish a Unified Command structure for tactical and investigative operations. The core group will consist of: Affected law enforcement agency NCSBI FBI. Fire department(s) based on jurisdictional boundaries Durham County EMS Durham County Emergency Management Once established, the unified command will agree upon criminal tactical and investigative issues. 5. A Unified Command System is represented by multiple levels of government and is most often seen in the EOC environment and is comprised of a core group of agencies from local, state and federal governments in a common location. This command structure is also found in large scale incident such as terrorist acts or WMD events. 6. If the emergency operations exceed the capabilities of local agencies in equipment, personnel or expertise, additional resources such as but not limited to the Regional Response Team (RRT), Special Operations Response Team (SORT), State Bureau Of Investigations (SBI), etc may be requested. The Emergency Management representative is responsible for coordinating the response of state and federal agencies that assist with the incident and will serve as the contact for these agencies. Annex D - Terrorism

171 7. If the emergency operations are beyond the capabilities of the combination of local and state agencies, a federal On-Scene Coordinator may be requested if not already enroute, via the National Response Center. The federal On-Scene Coordinator is responsible for coordinating all federal, state and local agencies that assist with the incident. Other federal response is predicated on the judgment of the federal On-Scene Coordinator. 8. Throughout the incident, the IC, regardless of agency will be responsible for the public's safety and will coordinate evacuation and re-entry with law enforcement agencies. Law enforcement agencies will be in command of evacuation and will coordinate with Emergency Management for sheltering if necessary. 9. All responding department of local government must be prepared to interface with their state and federal counterparts at both the incident site and the EOC. When activated, the EOC will be the command and control center. Operational command will be maintained at the incident site. F Entry Protocols 1. Each terrorist incident or a WMD event will require entry protocols to insure responder safety. Guidelines are to be established based on threat level at the time of the incident. Entry into an area of building that may be contaminated or may have been destroyed by and explosion can range from normal site access with no protective measures to Level A entry suits with hot zones established to protect responders. 2 Entry protocols are also critical to ensure preservation of any evidence and the establishment and maintenance of the chain of evidence. Although this phase of the operation is very critical to incident resolution, it should never take precedence over life safety operations. The law enforcement services at local, state, and federal levels will provide guidance on this part of the incident operation. All agencies, both primary and support, must be aware of the importance of this issue. G. Preserving and Collecting Evidence 1. Each agency s SOG shall address this operational area in more detail. his function may be part of new site entry protocols. Life safety issues will take precedence over this area of operation; however maintaining the chain of evidence is a crucial element. Annex D - Terrorism

172 The law enforcement services at local, state, and federal levels will provide guidance on this part of the incident operation. All agencies, both primary and support, must be aware of the importance of this issue. The preservation of evidence and maintenance of the chain of custody should be considered and exercised at every opportunity. 2. Considerations a. Do not throw away any debris or trash from the scene b. Debris removal will be controlled by law enforcement agency at local, state, or federal level. c. Rescue personnel and medical personnel at the site and at the hospital should be familiar with this operation and will do all within their power to insure preservation of evidence short of life safety or life and death situation. d. Private contractors for debris removal MUST follow directions of law enforcement agencies. e. Debris disposal will also be directed by law enforcement agencies. H. Federal Responsibilities 1. The Federal Bureau of Investigation (FBI) will: a. Assume primary jurisdiction, direction and control on any terrorist act or incident. b. Coordinate with state and local law enforcement agencies operating at the incident scene. 2. The Federal Emergency Management Agency will: a. During an emergency period of heightened international tensions and hostility that could escalate to warfare (or terrorist acts), FEMA will keep states informed as to the status of the situation. b. Request for federal assistance will be coordinated through North Carolina Emergency Management by Durham County EOC. Annex D - Terrorism

173 I. State Responsibilities 1. The North Carolina Emergency Management Division will: a. Activate the State EOC if assistance is requested from the Chief Administrative Office through a declaration of Public Emergency. b. Identify the readiness conditions received from DHS, and notify local jurisdictions. c. Provide State assistance as necessary to augment County and City response resources, and operational functions. J. Local Responsibilities Local government responsibilities are detailed the operational or ESF sections of this emergency operations plan. All departments, agencies, and persons with operational functions or responsibilities will develop and maintain procedures for performing these functions in accordance with those assigned responsibilities and will participate in any necessary training or exercises. K. Private Responsibilities Other private and public organizations are considered to have emergency missions which contribute to the health, welfare and safety of the citizenry and the continuity of government and will be called upon as necessary and available to provide their specific services. L. Demobilization After the incident has been terminated, the premises will be inspected by the appropriate agencies for any unsafe devices, material, weapons and physical structural support with due consideration to evidence recovery. Annex D - Terrorism

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176 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX E SEVERE WEATHER I. PURPOSE In the interest of Durham County and Durham City employees and emergency responders, this document is to establish guidelines for the emergency response to incidents during severe and adverse weather. II. SITUATION AND ASSUMPTIONS A. Situation 1. Durham County is subject to many forms of severe weather including but not limited to tornados, hurricanes, severe thunderstorms, flooding, ice storms, snow storms, etc. B. Assumptions 1. Severe weather that threatens the public is also a threat to emergency responders and Durham County and City employees that are designated as essential employees. 2. Each department or agency is responsible for developing and documenting their severe weather procedures including adherence service level response guidelines. III. CONCEPT OF OPERATIONS A. It is the policy of each agency to provide the highest level of protection to the general public while maintaining a reasonably safe working environment by reducing exposure to uncontrollable and unnecessary risks. B. Whenever Durham County and City are faced with an imminent hazard due to severe weather or when such weather is forecast, Durham Emergency Communication Center (911) will announce the appropriate Service Level for response on all frequencies. C. Weatherproofing emergency response facilities and utilities must remain a planning priority (i.e. LPG tanks full, other fuels needed for generators, saws, etc.). Annex E Severe Weather

177 D. Facilities that are not built to withstand sustained, high winds should have equipment and personnel evacuated when Service Level III is announced. E. Each department should develop procedures addressing Service Level response. The procedures should address: 1. What specific protective actions will be taken and how each will be accomplished 2. How this action is communicated with each department and out to other response agencies with the County and City, including DECC (911) 3. Who has the authority to implement the Service Level Plan 4. Who has the authority to override the Plan 5. Other pertinent details F. Response Service Levels 1. Service Level I No significant weather activity, no EOC activation. All departments operate under normal conditions. 2. Service Level II a. Weather Event: 1. SEVERE THUNDERSTORM WARNING with heavy rain, hail, and/or high winds are experienced with the warning. 2. HIGH WIND ADVISORY or WARNING associated with a severe thunderstorm, tropical storm, or hurricane. 3. WINTER STORM ADVISORY or WARNING issued, ice and/or snow on roadways making travel hazardous for emergency vehicles even with snow tires or chains. 4. BLIZZARD CONDITIONS - rare but issued when visibility is expected to be less than 1/4 mile and / or wind speeds are sustained at or above 35mph for 3 Annex E Severe Weather

178 hours during a snowstorm. b. Response Examples: 1. FIRE - Single engine or squad responds Code 2 to all calls unless it is a confirmed working structure fire. If the responding unit arrives to find a working fire, additional units can be requested through the chief supervising officer. Aerial truck operations may need to be halted due to high winds, lightning, or other dangers associated with the severe weather event. 2. EMS - Code 2 response and transport. a) EOC will be at minimum activation or partial activation depending on event. If the EOC is activated an Incident Briefing form (ICS 201) shall be completed in the event the incident continues into and additional operational period. If the incident does continues over into an additional operational period an Incident Action Plan will be develop prior to the next operational period. c. Authority to Implement / Override 3. Service Level III The authority to implement or override a response during a SERVICE LEVEL II lies with the department head, Chief or officer so designated for only his / her respective department. a. Weather Event 1. Tornado Warning - visually confirmed or known to exist on radar. The area affected will depend on where the tornado is located. EXAMPLE: If the tornado is located in Northern Durham County, Service Level III would be broadcast on all frequencies for Bahama, Lebanon, Durham County Sheriff s Department. 2. Severe Thunderstorm, Tropical Storm, Hurricane - when sustained winds are at or above 45 mph. Annex E Severe Weather

179 b.. Response Examples 1. FIRE - The Fire Chief or department designee will be notified of the Service Level III status. Apparatus should be pulled into the station, instead of backed in. This will protect the windshield if debris comes through the bay door. Firefighters should be prepared to operate out of the station for extended periods (food, water, medicine, clothing, etc.). Additional personnel will be available to receive dispatches from 911. The personnel will log the calls, but the engine or squad will not respond. Once the event has cleared the area, the calls will be prioritized and the appropriate unit will respond accordingly. For working fires, additional help will be requested from the chief supervising officer. 2. EMS - The EMS director will be notified of the Service Level III status. Apparatus should be pulled into the station instead of backed in. This will protect the windshields from debris that may come through the bay door. EMS personnel should be prepared to operate out of the station for extended periods (food, water, medicine, clothing, ALS meds, etc.). Additional personnel will be available to receive dispatches from 911. The personnel will log the calls, but the EMS unit will not respond until the event clears the area. At that time the calls will be prioritized and the appropriate unit will respond accordingly. For cardiac arrest or other labor intensive emergencies, additional help will be requested from the shift supervisor, department chief, or designee. 3. EOC - will be fully activated. In the event a Tropical Storm, Hurricane, or Severe Winter Weather is expected an Incident Action Plan will be developed prior to the actual incident. c. Authority to Implement / Override The authority to implement or override a response during a SERVICE LEVEL III lies with the department head, Chief or officer so designated only for his/her respective department. Annex E Severe Weather

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182 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX F EOC ACTIVATION SOG I. DISCUSSION In order for governmental services to provide coordinated response and recovery activities to the citizens of Durham and Durham County in the event or prediction of a natural or manmade disaster, the Durham / Durham County Emergency Operations Center (EOC) will be activated. Representatives responding to the EOC must have the authority to commit the personnel and resources of their respective agency. Local elected officials that represent the affected area may be requested to respond to the EOC to clarify policy matters that may arise as a result of our response and recovery efforts. II. PROCEDURE NOTIFICATION: 1 Upon notice of an event or impending event requiring EOC activation, the Emergency Management Director or designee shall notify the Durham City and County Managers of the decision to activate the EOC and they may be requested to respond to the EOC. 2 All Emergency Management staff may be requested report to the EOC as soon as possible after the determination that it will be activated. 3 The Emergency Management Director or designee shall determine which volunteer, state, city and/or county agencies will be required to respond to the EOC. 4 The North Carolina Division of Emergency Management Operations Center will be contacted by phone or EM2000 / WebEOC and advised that the Durham/Durham County EOC has been activated and to which level of activation. 5 The Durham/Durham County Emergency Management Agency staff shall be responsible for contacting the necessary city, county, state and other agencies required. 6 The Durham 911 Communications Center will be responsible for contacting the Durham Police, Durham Fire, Durham County EMS, and the Office of the Sheriff Annex F EOC Activation SOG

183 to request that a representative of that agency respond to the EOC if involved in the incident. 7 An additional law enforcement officer shall be requested to provide security for the EOC. 8 The Mayor and/or Chairman of the County Commissioners or their pro-tem will be contacted and may be asked to respond to the EOC in the event that State of Emergency is to be declared. EOC PREPERATION 1 If the EOC loses electrical power, the generator will start automatically and the load will automatically be transferred to the generator. In the event the generator fails to start, a manual start is available. 2 All telephones in the EOC and JIC will be tested to assure proper operation. 3 All EM2000 / WebEOC Workstations in the EOC will be logged on to the network and the EM2000 / WebEOC program will be launched, tested, and the incident log started. 4 All necessary clerical supplies (i.e. pens, pencils, pads, paper, etc.) will be distributed to all workspaces. III. OPERATIONS EMERGENCY MANAGEMENT: (The duties of ICS Section Chiefs may be fulfilled by one person or several people, dependent on the size and complexity of the incident.) Command 1. The Emergency Management Director will act as the Incident Commander (IC) or he/she will designate and individual to function in this capacity. 2. The IC will establish the overall objectives for the incident. Operations 1. Staff will determine the root cause of the event (i.e., fire, hazmat, weather, terrorism, etc.) Annex F EOC Activation SOG

184 2. An Operations Officer will be assigned from staff, login to the EM2000/WebEOC system, conduct EOC coordination and resource allocation and requests issues in conjunction with the Logistics and Planning sections. Logistics 1. Staff will decide, in conjunction with the City and/or County PIO, on the need to activate the Joint Information Center (JIC). 2. Staff is responsible for ensuring proper communication equipment to include telephones, satellite phone and radios are functional and if there is a need for an Amateur Radio Operator in the EOC. Planning 1. All arriving personnel will sign In and Out on the EOC Check-In form so that accurate data can be kept on all personnel and their appropriate disciplines working in the EOC. 2. Staff will begin to gather as much information as possible in regards to the geographical scope of the event, weather details if applicable, and associated maps as necessary. 3. When the EOC has sufficient personnel in attendance, the field Incident Commander(s) and the Communications Center(s) will be notified that the EOC will be accepting resource requests. Planning Section Chief in coordination with the Operations Section Chief will develop a priority list for distributing resource request throughout the county. 4. Staff will begin to gather numbers of dead and / or injured and will begin to verify the validity of these numbers as soon as possible. 5. Planning will be responsible for acquiring information and compiling overall Sit/Rep reports to forward to the local EM Director and NCEM EOC via the EM2000 / WebEOC as required. 6. If an evacuation has occurred, shelter location and the number of persons in the shelter shall be gathered. 7. Staff will begin to assemble briefing and incident status information for incoming officials. 8. Staff will develop the Incident Action Plan for the next Operational Period if necessary and will distribute to appropriate parties. Annex F EOC Activation SOG

185 EOC Activation Levels 1. Level V Normal day to day responses within Durham/Durham County. The EOC will not be open 2. Level IV- Any response to a disaster/emergency that is likely not to exceed the capabilities of Durham / Durham County and which state and federal agencies may respond (SBI, EM, ATF, etc..) and will not last longer than one operational period. It will be at the discretion of the Emergency Management Director or designee to activate the EOC and if so will be staff with only EM/FM staff. 3. Level III- Any response to a disaster/emergency that is likely to exceed the capabilities of Durham/Durham County resources and require outside agencies and assistance from state agencies or any disaster/emergency that may continue into an additional operational period, usually more than 12 hours in length. EOC is activated with EM/FM staff only. 4. Level II Any response to a disaster / emergency that will require state and federal involvement to include possible federal assistance in recovery. The EOC will be staffed 24 hours a day and the Joint Information Center (JIC) will also be activated. 5. Level I Any disaster/emergency that requires continued involvement of the local EOC after the event, i.e. hurricane, winter storms. The EOC is fully activated 24- hours a day and the JIC will be staffed. The National Response Plan has been activated with deployment of the Federal Emergency Response Team for response and recovery and Joint Field Offices (JFOs) have been established. EOC STAFFING ASSIGNMENTS DURING LEVELS III to I: Operational period for staffing the EOC are generally 12 hours in length. Some EM/FM staff may operate on staggered shifts to ensure continuity for Operational briefings during staff change and to ensure adequate personnel during high peak hours of the incident/event. The shifts time are listed below: First Operation Period: 06:00 till 18:00 consisting of 2 EM/FM staff members. Second Operational Period: 18:00 till 06:00 consisting of 2 EM/FM staff members. 1 st staggered shift: 08:00 till 20:00 consisting of 1 EM/FM staff member. 2 nd staggered shift: 11:00 till 23:00 consisting of 1 EM/FM staff member. CITY AND COUNTY MANAGERS: 1. Upon arrival at the EOC, The EM Director or designee will provide a briefing on the current situation and status. 2. Serve as a liaison between elected officials and departmental staff. 3. Provide response and recovery support to staff. Annex F EOC Activation SOG

186 DEPARTMENTAL REPRESENTATIVES: 1. All arriving personnel will sigh In and Out on the EOC Check-In form so that accurate data can be kept on all personnel and their appropriate disciplines working in the EOC. 2. Upon arrival, login to the EM2000 / WebEOC system. 3. Receive briefing on current situation status. 4. Determine status of departmental resources. 5. Provide information via EM2000 Tracker / WebEOC to EOC Operations Officer. 6. Review Departmental Roles and Responsibilities in the Emergency Operations Plan (EOP) via EM2000 Incident Planner / WebEOC. 7. Review EOP Annex (es) applicable to current situation. 8. Provide all resource requests and situation information to the Planning Officer via EM2000 Tracker / WebEOC. Annex F EOC Activation SOG

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188 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX G INCIDENT COMMAND SYSTEM Durham / Durham County Incident Command System July 2008 Revision Annex G Incident Command System

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190 TABLE OF CONTENTS I. ACKNOWLEDGEMENTS II. STATUTORY AUTHORITY III. INTRODUCTION IV. GENERAL V. LOCAL CONCEPT OF OPERATIONS VI. DEBRIEF / AFTER ACTION VII. ATTACHMENTS ORGANIZATION FLOW CHARTS COMMAND STAFF / GENERAL STAFF FORMS AND JOB AIDS GLOSSARY NIMS - ACRONYMS ICS FORMS Annex G Incident Command System

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192 I. ACKNOWLEDGMENT A. This revised document is a result of the federal guidelines that were enacted by Homeland Security Presidential Directive 5 (HSPD5) February 2003, to be complaint with the National Incident Management System (NIMS) and be fully complaint by October II. STATUTORY AUTHORITY A. Homeland Security Presidential Directive 5 (HSPD5) Management of Domestic Incidents and Homeland Security Presidential Directive 8 (HSPD8) National Preparedness. B. The US Environmental Protection Agency (EPA) directly incorporates by reference Occupational Safety and Health Administration (OSHA) C. Section 303 of the Superfund Amendments and Reauthorization Act (SARA) requires that organizations that deal with hazardous material incidents operate under Incident Command System (ICS). D. The National Fire Protection Association (NFPA) recommends the use of ICS for all fire department operations in NFPA 1500 (Occupational Health and Safety Programs) and NFPA 1561 (Emergency Services Incident Management System). E. The use of a site-specific Incident Command System is mandated by the North Carolina Department of Labor, Occupational Safety and Health Division (NC OSH) to be used for all hazardous materials incidents (q)(2)(i). E. Local resolution encourages the use of NIMS for all events, planned or un-planned. III. INTRODUCTION The ICS is a widely applicable management system designed to enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. ICS is a fundamental form of management established in a standard format with the purpose of enabling incident managers to identify the key concerns associated with the incident (often times under urgent conditions) without sacrificing attention to any component. The ICS can be viewed as a tool box from which incident managers may chose all or some applicable tools necessary to fulfill their functional roles in full range of incidents and events. The NIMS also provides standardization through establishing organizations structures (ICS, Annex G Incident Command System

193 Multi-agency Coordination System, and Public Information System) and consistent terminology. These choices allow for similar incidents to be managed using different tools. ICS is used to organize both near-term and long-term field-level operations for a broad spectrum of emergencies, from small to complex incidents, both natural and manmade. As a system, the ICS is extremely useful: not only does it provide an organizational structure for incident management; it also guides the process for planning, building, and adapting that structure. Utilizing ICS on every incident or planned event helps hone and maintain skills needed for the large-scale incidents. ICS is used by all levels of government Federal, State, local, and tribal as well as by many private-sector and nongovernmental organizations. ICS is also applicable across disciplines. It is normally structured to facilitate activities in five major functional areas: (1) Command, (2) Operations, (3) Planning, (4) Logistics, and (5) Finance and Administration. Acts of biological, chemical, radiological, and nuclear terrorism represent particular challenges for the traditional ICS structure. Events that are not site specific, are geographically dispersed, or evolve over longer periods of time will require extraordinary coordination between Federal, State, local, tribal, private-sector, and other nongovernmental organizations. An area command may be established to oversee the management of such incidents. Annex G Incident Command System

194 IV. GENERAL A. ICS is based on 14 proven management characteristics, each of which contributes to the strength and efficiency of the overall system. These characteristics are: (1) Common Terminology, (2) Modular Organization, (3) Management by Objectives, (4) Reliance on Incident Action Plan, (5) Manageable Span of Control, (6) Pre-designation Incident Facilities and Location, (7) Comprehensive Resource Management, (8) Integrated Communications, (9) Establishment and Transfer of Command, (10) Chain of Command, (11) Unified Command, (12) Accountability, (13) Deployment, and (14) Information and Intelligence Management. B. Effective implementation of ICS will have minimal disruption on existing systems and processes. This factor will facilitate its acceptance across a nationwide user community and ensure continuity in the transition process from normal operations. C. ICS should be user friendly and applicable across a wide spectrum of emergency response and incident management disciplines. This will enable the communications, coordination, and integration critical to create an effective and efficient system. D. The initial response to most incident is typically handled by local 911 dispatch centers, emergency responders within a single jurisdiction, and direct supporters of emergency responders. Most responses need go no further. In other instances, incidents that begin with a single response discipline within a single jurisdiction may rapidly expand to multi-discipline, multi-jurisdictional incidents requiring significant additional resources and operational support. Whether for an incident which additional resources are required or are provided from different organizations within a single jurisdiction or outside the jurisdiction, or for complex incidents with national implications (such as an emerging infectious disease or a bioterrorism attack), the ICS provides a flexible core mechanism for coordinated and collaborative incident management. When a single incident covers a large geographical area, multiple local ICS organizations may be required. Effective cross-jurisdiction coordination using the ICS process and system is absolutely critical in this instance. E. Agencies with jurisdictional or functional responsibilities for the incident will jointly develop a common set of incident objectives and strategies. This Incident Action Plan is accomplished without the agency having to lose or give up authority, responsibility or accountability for the incident. F. Key features of ICS are common terminology, modular organization, predesignated incident locations and facilities, resource management, managed by objectives, information and intelligence management, reliance on an Incident Action Plan (IAP), integrated communications, chain of command and unity of Annex G Incident Command System

195 command, transfer of command, unified command, accountability, manageable span of control, and deployment. G. Effective Span of Control pertains to the number of individuals one supervisor can effectively manage in an emergency situation. The range is three - seven people, with five being the most efficient, or the rule of thumb. H. Common Terminology encourages the use of the same language to describe organizational elements, position titles, resources, and facilities for the incident. See Attachments for additional information. 1. Organizational Elements A consistent designation for each management level of the organization. a. Commander b. Command Staff Officers (PIO, Liaison, Safety) c. General Staff Section Chiefs (Operations, Planning, Logistics, Finance) d. Support for the General Staff (Branches, Divisions, Units, etc.) Organizational Elements Leadership Positions Incident Command Incident Commander (IC) Command Staff Officer Section Section Chief Branch Branch Director Divisions and Groups* Supervisors Unit** Unit Leader *The hierarchical term supervisor is only used in the Operations Section. **Unit leader designations apply to the subunits of the Planning, Logistics, and Finance/Administration Sections. 2. Position Titles A consistent designation for each position within the organization. a. Command (may have deputies) Responsible for the overall management, direction, and safety of the incident. b. Command Staff Officers (may have assistants) Reports to Command 1) Liaison Officer The contact person for personnel assigned to the incident by assisting or cooperating agencies. 2) Safety Officer Develop and recommends measures for assuring personnel safety and identifies hazards and/or unsafe conditions. 3) Public Information Officer Develops and releases information about the incident to the media, incident personnel and the public. Annex G Incident Command System

196 4) Intel Officer Gather information and intelligence from the scene that may or can impact responders and/or the community. (This designation can also be a section chief or part of the Planning Section as a Unit, dependant upon the complexity of the scene.) c. General Staff Chiefs (may have deputies) Reports to Command 1) Operations Chief Responsible for the tactical elements of the Incident Action Plan. 2) Logistics Chief Responsible for providing facilities, services, and material in support of the incident. 3) Planning Chief - Responsible for the collection, evaluation, dissemination and use of information about the development of the incident and status of resources. 4) Finance Chief Responsible for cost analysis, payment, and administration. d. Support for the General Staff Section Chiefs (Branch, Division, and Unit) 1) Branch Directors Operating under the Operations Chief and/or the Logistics Chief, responsible for managing functional and/or geographic areas of the incident according to the Incident Action Plan. 2) Division/Group Supervisors Operating under the Branch Director (if activated) or Operations Chief, responsible for managing the Division or Group assignments under the Incident Action Plan. 3) Task Force, Strike Team, Unit Leaders Operating under the Division or Group Supervisor (if activated), responsible for performing tactical assignments according to the Incident Action Plan. 4) Staging Area Manager Operating under the Operations Chief (or Commander), responsible for all activities within the staging area. 5) Helispot Manager Operating under the Operations Chief (or Commander), responsible for all helicopter activities (safety, landing, loading, unloading, take-off). This position used to be referred to as the Landing Zone (LZ) command/control/coordinator. e. This format provides a common standard for multi-agency use at an incident. f. Unified Command positions are filled by choosing the most capable and qualified individuals, regardless of their rank. 3. Resource Management Having a consistent designation for each resource kind and/or type within the organization (i.e., Single, Task Force, Strike Team, etc.). a. The resource kind describes the name of the resource (i.e., patrol vehicle, fire engine, tanker, ambulance, helicopter, etc.) Annex G Incident Command System

197 b. The resource type describes the size or performance capability for that kind of resource. Type I, II, and III are the most common with Type I being the highest capability or capacity (i.e., a Type I helicopter will carry up to 16 persons while a type III will carry only 5). A Type I resource does not necessarily mean that it is the right choice for all tasks. A Type I pumper may not be able to access an area that a Type III pumper could. In this case, a Type III would be the better choice. c. Single resources include both personnel and their required equipment. d. Task Forces are any combination of single resources (different kind and type), within the span of control limitations, assembled for a particular need. e. Strike Teams are a combination of the same kind and type of resources f. Single Resource or Unit is an individual piece or pieces of equipment or a crew of individuals. This is often the most common way of utilizing resources on an incident (i.e., Ambulance, Engine, Car, etc.) g. Resources are held in three (3) status conditions: 1) Assigned Performing and active assignment; 2) Available Ready for assignment; and 3) Out of Service Not available due to rest, maintenance, or equip. 4. Facilities Having a consistent designation for each facility within the organization (Command Post, Staging Area, Base, Helibase, Helispot, etc.). a. Incident Command Post (ICP) is the physical location where the primary command and control functions are performed. Characteristics of a good ICP are: 1) Only one ICP per incident; 2) Should be designated by the name of the incident; 3) Should be large enough for all personnel and equipment; 4) All agency representatives should locate here; 5) Positioned away from noise and hazard zones and identified; and 6) Ability to expand. b. Staging areas are temporary locations where personnel and equipment are kept while awaiting tactical assignments or out-ofservice for repairs, staffing, supplying or rest (rehabilitation). Characteristics are: 1) Located within five (5) minutes travel time to the area of need; 2) Can have more than one per incident; 3) Located outside the hazard zone; 4) Good access and egress; Annex G Incident Command System

198 5) Large enough to accommodate equipment and personnel; and 6) Secure. c. Bases are locations where the primary logistics functions are coordinated and administered. The ICP may be co-located with the base. Terminology is incident name base. There is only one base per incident. d. Helibases are locations where helicopters can be fueled, maintained, and loaded with personnel, supplies and equipment. e. Helispots are temporary locations where helicopters can safely land and take off with personnel or equipment. The helispot was previously identified as Landing Zone or LZ. F. The following responsibilities apply to all ICS personnel: 1. Receive assignment, notification, reporting location, reporting time, and travel instructions from your home agency. 2. Upon arrival at the incident, check in at designated check-in locations. Check-in locations may be found at: a. Incident Command Post; b. Base or Camps (if applicable); c. Staging Areas; and d. Helibases (if applicable). 3. Agency representatives from assisting or cooperating agencies report to Liaison Officer at the Command Post after checking in. 4. Use clear text and ICS terminology (no codes) in all radio transmissions. 5. Receive briefing from immediate supervisor. 6. Acquire work materials. 7. Organize, assign, and brief subordinates. 8. Complete forms and reports required of the assigned position and send material through supervisor to Documentation Unit. 9. Ensure continuity using in/out briefings. 10. Respond to demobilization orders. Brief subordinates regarding demobilization. Annex G Incident Command System

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200 V. LOCAL CONCEPT OF OPERATIONS A. Unified Command (Command) will be used for all events, both planned (parades, rally s, celebrations, political, etc.) and emergency (Fire, vehicle accident, Mass Casualty, WMD, Hazmat, Barricaded Subjects, Hostage Situations, etc.). B. All events will be classified under one of the following levels 1. Level V One or two single resources. 2. Level IV Involves multiple city/county resources and/or entire districts to accomplish the objectives. 3. Level III May involve a state response and may extend into multiple operational periods. A written IAP may be required for each operational period. 4. Level II Involves state and national responses and is expected to go into many operational periods. A written IAP is required for each operational period. 5. Level I Incident of National Significance which activates the National Response Plan and is expected to go into many operational periods. A written IAP is required for each operational period. 6. For Level V and most Level IV events, the telecommunicator at the dispatch console will handle the radio traffic and interface with Command. 7. For Levels III, II, and I events, Command can, at his/her discretion, request that a 911 supervisor, or his/her designee, handle the radio traffic for the event. 8. For all Level V and IV events, the 911 supervisor or his/her designee, will handle radio traffic and interface with Command. 9. All requests for additional resources will go through IC with the exception of the investigating officer at a wreck may request his/her tow directly through communication via Police A channel. C. Simple text will be used for all radio traffic on day to day operations and large scale incidents, unless there is a need to relay sensitive or proprietary information. D. Communications upon receiving a call about an incident will obtain pertinent necessary information, including but not limited to: 1. Type of incident; 2. Location; 3. Any injuries and approximate number of victims (if available); and 4. Hazards i.e., power lines down, shooting, fire involved, hazardous materials, etc. a. For hazardous materials, attempt to gather container shape, NFPA 704, DOT placard numbers and colors, leak type (liquid, gas, solid), and signs and symptoms of the victims and relay this information during the dispatch. Annex G Incident Command System

201 b. For shootings attempt to gather information about the subject, description, type of weapon, direction of travel, etc. E. Communications will dispatch the designated equipment needed according to type of call received and relay any information available to all responding units. F. Communications will dispatch units on their respective agencies primary dispatch Talk Group (including VHF for county) and will assign an incident Talk Group at the time initial dispatch. One telecommunicator will monitor the assigned Talk Group until all of the initially assigned units are on the scene. If staffing or circumstances do not permit continuous monitoring of the Talk Group, the telecommunicator will advise Command that they cannot monitor and that all requests for resources should be done on the primary dispatch Talk Group. Command should acknowledge this before the telecommunicator stops monitoring. G. City and County units must acknowledge the dispatch by alternate methods. This procedure must be done to keep personnel using VHF pagers informed of the incident status. County Fire Departments and Durham County EMS 1. Responding units will acknowledge the dispatch with their unit number and state that they are enroute on their agency's primary dispatch channel, then immediately switch to the assigned Talk Group and respond by: a. Giving their unit number(s) and state that they are enroute. b. On arrival at the scene, state the unit number and that they are on the scene, giving their size up, and establishing command if appropriate. c. Communications will simulcast on both the Talk Group(s), as well as the Dispatch channel, all information given until the initial units assigned to the incident have arrived. Durham Fire Department and Durham Police Department 2. Responding units will acknowledge the dispatch on the assigned Talk Group by giving their unit number and state they are enroute. On arrival at the scene, state the unit number and that they are on the scene, giving their size up, and establishing command if appropriate. 3. All responding units will remain on the assigned Talk Group unless directed to a different channel by Command or his/her designee. Command must secure other Talk Groups through the communicator prior to assigning them for use. Annex G Incident Command System

202 H. The first arriving unit (Fire, Law Enforcement, EMS, Etc.) will establish Command. The radio terminology for establishing Command will be the incident location followed by Command (i.e., Main Street Command, I-85 Command, Guess Road Command). I. Command should identify and broadcast the following information on the assigned incident Talk Group: 1. Unit ID establishing command; 2. Confirmation of event location (physical address, etc.); 3. Conditions of the event (2 vehicle accident, fire showing, etc.); 4. Immediate actions being taken (investigate, fast attack, etc.); 5. Location or Identification of Incident Command Post (flashing green light, car 200 s vehicle, white suburban at Broad and Leon, etc.); a. For Levels III, II and I incidents, a flashing green light or a green flag will identify the Incident Command Post (ICP). b. All agencies dispatched to a Level III, II or I event will send one representative to the Incident Command Post. This person must have decision-making authority, and have communications with their agency in the field. 6. Number of injuries; 7. Possible hazards; 8. Most accessible route; 9. Resources needed (Sheriff's Department, Highway Patrol, EMS, Fire, Emergency Management, Hazardous Materials Team, Fire Marshall, etc.); and 10. Staging area (Primary/Secondary) location, if applicable. J. Communications will relay this information to the responding units. K. Command will determine the goals and objectives of the incident/event, determine the organization, strategy, develop the Incident Action Plan, assign units, identify staging area(s), and assign accountability and safety. NOTE: Reference the attached Unified Command Flow Charts for Type I, II, and III Organizational Structure Recommendations. COMMAND SHALL NOT BE ESTABLISHED, OR ASSUMED, BY A UNIT THAT IS NOT AT THE DESIGNATED INCIDENT COMMAND POST!!! L. Geographic areas of the incident are defined as Divisions. 1. Geographic areas outside of structures are defined as Divisions and are identified by the word Division followed by an alpha designator. For example, Division A is typically where Command is located (usually on Annex G Incident Command System

203 the address side of the street), then Divisions B, C, D, etc. moving clockwise around the structure or event. For large geographical areas, Command can assign the Divisions as he/she feels appropriate, and the above example (L.1.) would not be used. 2. Geographic areas inside of structures and above ground are defined as Divisions, followed by a numeric designator. For example, Division 1 is assigned to the first floor starting at ground level, then Division 2, 3, 4, etc. moving up to the roof. 3. Geographic areas on the top of structures are defined as the Roof Division. 4. Geographic areas below the ground floor of structures are defined as the Basement Division, then Basement Division 2, 3, 4, etc. moving down. M. Staging areas shall be located away from the hazard area but in radio contact with the Incident Command Post or Operations Section Chief. The Staging Area Manager (secondary staging only), who communicates with Command or Operations to assign units to the incident/event, coordinates the staging area. 1. Primary Staging is approximately one block away from the incident. 2. Secondary Staging is located farther away from the incident, typically at a large parking lot, intersection, or other large manageable space. a. Resources in the staging area are available, meaning that they must be prepared to respond to requests for service within three (3) minutes. b. Law Enforcement is responsible for staging security. c. Equipment will not be left unattended. Personnel will stay with their equipment unless directed otherwise by the Staging Area Manager. 3. Once secondary staging has been announced, all incoming agencies will assemble at the staging area and report to the Staging Area Manager. The first unit in the staging area will be assigned as the Staging Area Manager and perform the responsibilities of the position. If events cause this unit to be called into service, the staging area manager s position can be transferred to another unit within the staging area, after a quick briefing has been completed. The Operations Chief, or Command if the Ops Chief has not yet been assigned, will be notified of the change. N. Radio contact between the Unified Commander, or Command, and the 911 telecommunicator will be on the assigned Talk Group. All other operational components of Unified Command will operate on their assigned Talk Group, as secured and assigned by Command. Annex G Incident Command System

204 1. Command, or his/her designee shall be the only person making requests to the Emergency Operations Center or the 911 Center. Additional equipment or resources will not be sent without being requested by Command. All requests for resources must go through Command. 2. Direct communication with 911 will not be conducted over the radio unless approved by Command, except: a. Life threatening emergencies, mayday policies, or other emergency policies or procedures that will have precedence over this guidance document. If an emergency policy/plan is activated, Durham Communications will insure Command is aware of the situation. b. For typical non-emergent events, the investigating law enforcement officer will make all requests for wrecker/towing assistance on their Primary Dispatch Talk Group for vehicle removal unless Command determines a wrecker is needed for emergency extrication. The officer shall notify command that such a request has been made. 3. If an agency is currently operating on an assigned or secure Talk Group, and the need for additional resources is determined, Command will request the resources and Talk Group from Communications, then switch to that Talk Group to direct incoming units. O. There are times that it is advisable for a specific agency to remain in Command, or another agency to assume Command for a given geographical area and/or for a given event. As stated earlier in paragraph H, the first unit to arrive on the scene establishes Command, and if necessary, transfers Command to the appropriate agency representative. 1. City of Durham (inside the municipal limits): a. City Fire - Fire, Hazmat, Rescue, etc.; b. City Police - Crime scene (no current life threat), fatality/mass fatality, evidence, etc. c. EMS - Mass casualty 2. County of Durham (outside the municipal limits): a. County Fire - Fire, Hazmat, Rescue, etc.; b. Sheriff - Crime scene (no current life threat), fatality/mass fatality, evidence, etc. c. EMS - Mass casualty P. If a decision is made to transfer/assume Command, the following steps must be completed. Annex G Incident Command System

205 1. On his/her arrival at the scene, senior officer assuming Command will communicate with the current Commander. Face-to-face contact is preferred over radio contact. 2. The current Commander will brief the senior officer assuming command indicating the following: a. General incident/event situation status; b. Emergency location, extent of incident and conditions; c. Effectiveness of control efforts; d. Assignment and Availability of tactical units; and e. Potential needs for additional resources. 3. A change of command shall be identified via radio on the assigned Command Talk Group. 4. The original Commander will remain at the ICP as a resource for the new Commander unless re-assigned. Q. If the ranking officer of the agency with jurisdiction/responsibility does not wish to assume Command after being briefed, the current Commander will continue in that role and the ranking officer will provide support to that Commander. R. For incident types I, II, or III the most qualified and/or credentialed individual shall assume command regardless of their rank. S. Upon termination of the incident, all responding units will: 1. Receive authorization to clear the scene from the Incident Commander; and 2. Switch to their respective Dispatch channel and advise Communications whether or not they are available for service. Annex G Incident Command System

206 VI. DEBRIEFING/AFTER ACTION REPORT A. An initial debriefing should take place within each agency immediately after each incident, large or small. B. An after action discussion shall be held within 72 hours of the termination of a major incident with multi-agency or multi-jurisdictional response. 1. Emergency Management is responsible for notifying the agencies involved with the incident/event to schedule the after action meeting. 2. All responding agencies shall participate in the discussion for the purpose of identifying problems, solutions to problems encountered, and helping to cope with the incident. The after action discussion will be positive and constructive, not destructive. 3. Emergency Management will moderate the discussion as a non-partial participant. C. If critical stress debriefing or diffusion is indicated by the nature or magnitude of the incident, a Critical Incident Stress Debriefing Team (CISD) may be requested. 1. Each agency may set up CISD on their own. 2. Emergency Management is available to help set up CISD activities. Annex G Incident Command System

207 VII. ATTACHMENTS Major Organizational Elements of Incident Operations ICS Organization and Operations Annex G Incident Command System

208 Divisions and Groups Division B Division A Division C Geographical Divisions by Land Partitions Annex G Incident Command System

209 Roof Division Division 6 Division 5 Division 4 Division 3 Division 2 Division 1 Basement Division Geographical Divisions Designated by Structure Floors Use of Functional Groups Annex G Incident Command System

210 Two Branch Organizations Functional Branch Structure Annex G Incident Command System

211 Multi-jurisdictional Incident Planning Section Organization Annex G Incident Command System

212 Logistics Section Organization Finance/Administration Section Annex G Incident Command System

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214 COMMON RESPONSIBILITIES JOB AID THE FOLLOWING RESPONSIBILITIES APPLY TO ALL PERSONNEL: A. Receive assignment, notification, reporting location, reporting time, and travel instructions from your home agency. B. Upon arrival at the incident, check in at designated check-in locations. Check-in locations may be found at: The Incident Command Post, Staging Areas and/or Rehabilitation Areas. C. Agency representatives from assisting or cooperating agencies report to Liaison Officer at the Command Post after checking in. D. Use clear text and ICS terminology (no codes) in all radio transmissions. E. Receive briefing from immediate supervisor. F. Acquire work materials. G. Organize, assign, and brief subordinates. H. Complete forms and reports required of the assigned position and send material through supervisor to Documentation Unit. I. Ensure continuity using in/out briefings. J. Respond to demobilization orders. Brief subordinates regarding demobilization. UNIT LEADER RESPONSIBILITIES Common responsibilities that must be accomplished by all Unit Leaders include: A. Participate in incident planning meetings, as required. B. Determine current status of unit activities. C. Confirm dispatch and estimated time of arrival of staff and supplies. D. Assign specific duties to staff; supervise staff. E. Determine resource needs. F. Develop and implement accountability, safety, and security measures for personnel and resources. G. Supervise demobilization of unit, including storage of supplies. H. Provide Supply Unit Leader with a list of supplies to be replenished. I. Maintain unit records, including Unit/Activity Log (ICS 214). Annex G Incident Command System

215 UNIFIED COMMANDER Communications Command Staff 911 Liaison Sheriff PIO Safety Intel General Staff Operations Planning Logistics Finance Annex G Incident Command System

216 COMMAND AND GENERAL STAFF JOB AID UNIFIED COMMANDER The Unified Commander s responsibility is the overall management of the incident. The Unified Commander is the first unit on the scene, or for a pre-determined event, Command is determined by jurisdictional/geographical requirements, qualifications and experience as outlined in the Durham City/County Unified Command Policy. The Unified Commander may have a deputy, who may be from the same agency, or from an assisting agency. Deputies may also be used at Section and Branch levels of the ICS organization. Deputies must have the same qualifications as the person for whom they work, as they must be ready to take over that position at any time. A. Review Common Responsibilities. B. Assess the situation and/or obtain a briefing from the prior Unified Commander. C. Determine Incident Objectives and strategy. D. Establish the immediate priorities. E. Establish an Incident Command Post. F. Establish an appropriate organization. G. Ensure planning meetings are scheduled as required. H. Approve and authorize the implementation of an Incident Action Plan. I. Ensure that adequate safety measures are in place. J. Coordinate activity for all Command and General Staff. K. Coordinate with key people and officials. L. Approve requests for additional resources or for the release of resources. M. Keep agency administrator informed of incident status. N. Approve the use of trainees, volunteers, and auxiliary personnel. O. Authorize release of information to the news media. P. Ensure Incident Status Summary (ICS Form 209) is completed and forwarded to appropriate higher authority. Q. Order the demobilization of the incident when appropriate. INFORMATION OFFICER The Information Officer reports to the Unified Commander and is responsible for developing and releasing information about the incident to the news media, to incident personnel, and to other appropriate agencies and organizations. Only one Information Officer will be assigned for each incident. The Information Officer may have assistants as necessary, and the assistants may also represent assisting agencies or other jurisdictions. A. Review Common Responsibilities. B. Determine from the Incident Commander if there are any limits on information release. C. Develop material for use in media briefings. D. Obtain Incident Commander s approval of media releases. E. Inform media and conduct media briefings. F. Arrange for tours and other interviews or briefings that may be required. G. Obtain media information that may be useful to incident planning. Annex G Incident Command System

217 H. Maintain current information summaries and/or displays on the incident and provide information on status of incident to assigned personnel. I. Maintain Unit/Activity Log (ICS Form 214). LIAISON OFFICER Incidents that are multi-jurisdictional, or have several agencies involved, may require the establishment of the Liaison Officer position on the Command Staff. Only one Liaison Officer will be assigned for each incident. The Liaison Officer reports to the Unified Commander and may have assistants as necessary. The assistants may also represent assisting agencies or jurisdictions. The Liaison Officer is the contact for the personnel assigned to the incident by assisting and/or cooperating agencies. A. Review Common Responsibilities. B. Be a contact point for Agency Representatives. C. Maintain a list of assisting and cooperating agencies and Agency Representatives. D. Assist in establishing and coordinating interagency contacts. E. Keep agencies supporting the incident aware of incident status. F. Monitor incident operations to identify current or potential inter-organizational problems. G. Participate in planning meetings, providing current resource status, including limitations and capability of assisting agency resources. H. Maintain Unit/Activity Log (ICS Form 214). SAFETY OFFICER The Safety Officer reports to the Unified Commander and is responsible for developing and recommending measures for assuring personnel safety. The Safety Officer also assesses and/or anticipates hazardous and unsafe situations. Only one Safety Officer will be assigned for each incident. The Safety Officer may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions. Safety assistants may also have specific responsibilities such as air operations, hazardous materials, etc. A. Review Common Responsibilities. B. Participate in planning meetings. C. Identify hazardous situations associated with the incident. D. Review the Incident Action Plan for safety implications. E. Exercise emergency authority to stop and prevent unsafe acts. F. Investigate accidents that have occurred within the incident area. G. Assign assistants as needed. H. Review and approve the medical plan. I. Review and approve Hazardous Materials Site Safety and Control Plan (ICS Form 208-HM) as required. J. Maintain Unit/Activity Log (ICS Form 214). Annex G Incident Command System

218 Annex G Incident Command System

219 Unified Commander Liaison PIO Safety Operations Planning Logistics Finance OPERATIONS SECTION CHIEF Staging Area Manager Branch Director (If activated, up to 5) Air Operations Branch Director (If activated) Air Support Group Supervisor Helispot Manager Technical Specialists Division/Group Supervisors - up to 25 (If activated) Strike Teams Task Forces Single Resources Annex G Incident Command System

220 OPERATIONS JOB AID OPERATIONS SECTION CHIEF The Operations Section Chief, a member of the General Staff reporting to the Incident Commander, is responsible for the management of all operations directly applicable to the primary mission. The Operations Chief activates and supervises organization elements in accordance with the Incident Action Plan and directs its execution. The Operations Chief also directs the preparation of unit operational plans, requests or releases resources, makes expedient changes to the Incident Action Plan as necessary. A. Review Common Responsibilities. B. Develop operations portion of Incident Action Plan. C. Brief and assign Operations Section personnel in accordance with Incident Action Plan. D. Supervise Operations Section. E. Determine need and request additional resources. F. Review suggested list of resources to be released and initiate recommendation for release of resources. G. Assemble and disassemble strike teams assigned to Operations Section. H. Report information about special activities, events, and occurrences to Incident Commander. I. Maintain Unit/Activity Log (ICS Form 214). Staging Area Manager The Staging Area Manager is responsible for managing all activities within a Staging Area. A. Review Common Responsibilities. B. Establish Staging Area layout. C. Determine any support needs for equipment, feeding, sanitation and security. D. Establish check-in function as appropriate. E. Post areas for identification and traffic control. F. Request maintenance service for equipment at Staging Area; as appropriate. G. Respond to request for resource assignments. H. Obtain and issue receipts for radio equipment and other supplies distributed and received at Staging Area. I. Determine required resource levels from the Operations Section Chief. J. Advise the Operations Section Chief when reserve levels reach minimums. K. Maintain and provide status to Resource Unit of all resources in Staging Area. L. Maintain Staging Area in orderly condition. M. Demobilize Staging Area in accordance with Incident Demobilization Plan. N. Maintain Unit/Activity Log (ICS Form 214). Branch Director If activated by span of control needs, Branch Directors are under the direction of the Operations Section Chief, and are responsible for the implementation of the portion of the Incident Action Plan appropriate to the Branches. Annex G Incident Command System

221 A. Review Common Responsibilities. B. Develop alternatives for Branch control operations. C. Attend planning meetings at the request of the Operations Section Chief. D. Review Division/Group Assignment Lists (ICS Form 204) for Divisions/Groups within Branch and modify lists based on effectiveness of current operations. E. Assign specific work tasks to Division/Group Supervisors. F. Supervise Branch operations. G. Resolve logistic problems reported by subordinates. H. Report to Operations Section Chief when: Incident Action Plan is to be modified; additional resources are needed; surplus resources are available; hazardous situations or significant events occur. Division/Group Supervisor The Division/Group Supervisor reports to the Operations Section Chief (or Branch Director if activated). The Supervisor is responsible for the implementation of the assigned portion of the Incident Action Plan, assignment of resources within the Division/Group, and reporting on the progress of control operations and status of resources within the Division/Group. A. Review Common Responsibilities. B. Implement Incident Action Plan for Division/Group. C. Provide Incident Action Plan to Strike Team Leaders, when available. D. Identify increments assigned to the Division/Group. E. Review Division/Group assignments and incident activities with subordinates and assign tasks. F. Ensure that Incident Communications and/or Resources Unit is advised of all changes in status of resources assigned to the Division/Group. G. Coordinate activities with adjacent Divisions/Groups. H. Determine need for assistance on assigned tasks. I. Submit situation and resources status information to Branch Director or Operations Section Chief. J. Report hazardous situations, special occurrences, or significant events (e.g., accidents, sickness) to immediate supervisor. K. Ensure that assigned personnel and equipment get to and from assignments in a timely and orderly manner. L. Resolve logistics problems within the Division/Group. M. Participate in the development of tactical plans for next operational period. N. Maintain Unit/Activity Log (ICS Form 214). Strike Team/Task Force Leader The Strike Team/Task Force Leader reports to a Division/Group Supervisor and is responsible for performing tactical assignments assigned to the Strike Team or Task Force. The Strike Team/Task Force Leader report work progress, status on resources and other important information to the assigned Division/Group Supervisor, and maintains work records on assigned personnel. Annex G Incident Command System

222 A. Review Common Responsibilities. B. Review assignments with subordinates and assigns tasks. C. Monitors work progress and make changes, when necessary. D. Coordinate activities with adjacent strike teams, task forces and single resources. E. Travel to and from active assignment area with assigned resources. F. Retain control of assigned resources while in available or out-of-service status. G. Submit situation and resource status information to Division/Group Supervisor. Single Resources The Single Resource reports to a Division/Group Supervisor and is the person in charge of a single tactical resource and will carry the unit designation of the resource. A. Review Common Responsibilities. B. Review assignments. C. Obtain necessary equipment/supplies. D. Review weather/environmental conditions for assignment area. E. Brief subordinates on safety measures. F. Monitor work progress. G. Ensure adequate communications with supervisor and subordinates. H. Keep supervisor informed of progress and any changes. I. Inform supervisor of problems with assigned resources. J. Brief relief personnel, and advise them of any change in Complete and turn in all time and use records on personnel and equipment. AIR OPERATIONS BRANCH DIRECTOR The Air Operations Branch Director reports to the Operations Section Chief. This position is ground based, with primarily responsibility for preparing the air operations portion of the Incident Action Plan. The Air Operations Branch Director is responsible for providing logistical support to helicopters operating on the incident. The Air Tactical Group Supervisor, working with ground and air resources, normally performs specific tactical activities (target selection, suggested modifications to specific tactical actions in the Incident Action Plan). A. Review Common Responsibilities. B. Organize preliminary air operations. C. Coordinate and request declarations (or cancellation) of restricted air space area (FAA Regulation ). D. Participate in preparation of the Incident Action Plan through Operation Section Chief. Ensure that the Air Operations portion of the Incident Action Plan takes into consideration the Air Traffic Control requirements of assigned aircraft. E. Perform operational planning for air operations. F. Determine coordination procedures for use by air organization with ground Branches, Divisions or Groups. G. Coordinate with appropriate Operations Section personnel. H. Supervise all Air Operations activities associated with the incident. I. Establish procedures for emergency reassignment of aircraft. J. Schedule approved flights of non-incident aircraft in the restricted air space area. Annex G Incident Command System

223 K. Coordinate and schedule FLIR (Forward Looking InfraRed) aircraft flights. L. Consider requests for non-tactical use of incident aircraft. M. Resolve conflicts concerning non-incident aircraft. N. Update air operations plans. O. Report to the Operations Section Chief on air operations activities. P. Report special incidents/accidents. Q. Arrange for an accident investigation team when warranted. R. Maintain Unit/Activity Log (ICS Form 214). Helispot Manager The Helispot Manager reports to the Operations Section Chief unless the incident has expanded to include the Air Branch Director and Air Support Group Supervisor. If this expansion is the case, the position then reports to the Air Support Group Supervisor. These positions are ground based, with primarily responsibility for helicopter landing, patient or equipment loading/unloading, and take off. A. Review Common Responsibilities. B. Obtain Incident Action Plan including Air Operations Summary (ICS Form 220). C. Report to assigned helispot. D. Coordinate activities with the Operations Section Chief. E. Inform Helibase Manager of helispot activities. F. Manage resources/supplies dispatch to helispot. G. Request special air support items from Helibase Manager. H. Coordinate Air Traffic Control and Communications with pilots, Helibase Manager, Helicopter Coordinator, Air Tanker/Fixed Wing Coordinator and Air Tactical Group Supervisor when appropriate. I. Ensure aircraft rescue firefighting services are available. J. Ensure that dust control is adequate, debris cannot blow into rotor system, touchdown zone slope is not excessive and rotor clearance is sufficient. K. Supervise or perform retardant loading at helispot. L. Perform manifesting and loading of personnel and cargo. M. Coordinate with pilots for proper loading and unloading and safety problems. N. Maintain agency records and reports of helicopter activities. Annex G Incident Command System

224 . Unified Commander Liaison PIO Safety Operations Planning Logistics Finance PLANNING SECTION CHIEF Documentation Unit Situation Unit Display Processor Demobilization Unit Field Observer GIS Specialist Resources Unit Technical Specialists Check-In/Status Recorder Volunteer Coordinator Annex G Incident Command System

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226 PLANNING SECTION JOB AID PLANNING SECTION CHIEF The Planning Section Chief, a member of the General Command Staff, is responsible for collecting, evaluating, disseminating, and using information about the incident and status of resources. Information is needed to: 1) understand the current situation, 2) predict probable course of incident events, and 3) prepare alternative strategies for the incident. A. Understand the Common Responsibilities of all ICS Staff. B. Activate Planning Section units as needed for the event. C. Collect and process information about the incident. D. Supervise Incident Action Plan preparation. E. Provide input to the Incident Command and Operations Sections Chief in preparing the Incident Action Plan. F. Participate in planning and other meetings, as required. G. Establish information requirements and reporting schedules for all ICS organizational elements for use in preparing the Incident Action Plan. H. Determine need for any specialized resources in support of the incident. I. Provide Resources Unit with the Planning Section's organizational structure, including names, contact numbers, and locations of assigned personnel. J. Assign Technical Specialists, as needed. K. Assemble information on alternative strategies. L. Assemble and disassemble Strike Teams or Task Forces, as necessary. M. Provide periodic predictions on incident potential. N. Compile and display incident status summary information. O. Provide status reports to appropriate requesters. P. Advise General Staff of any significant changes in incident status. Q. Incorporate the incident Traffic Plan. R. Instruct Planning Section Units in distribution and routing of incident information. S. Prepare resource release recommendations for submission to Incident Command. T. Maintain Section records. U. Maintain Unit/Activity Log (ICS 214). Situation Unit Leader The Situation Unit Leader is responsible for collecting and evaluating information about the current and possible future, status of the incident and the incident response operations. This leader also includes providing information to the GIS Specialist(s) for mapping the current and possible future situation, and preparing reports for the Planning Section Chief. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Obtain briefing and special instructions from the Planning Section Chief. D. Participate in planning meetings, as required. Annex G Incident Command System

227 E. Prepare and maintain Incident Situation Display. F. Collect and maintain current incident data. G. Prepare periodic predictions, as requested by the Planning Section Chief. H. Prepare, post, and disseminate resource and situation status information, as required in the Incident Information Center. I. Prepare the Incident Status Summary (ICS 209). J. Provide status reports to appropriate requesters. K. Provide photographic services and maps. Display Processor The Display Processor is responsible for displaying incident status information obtained from field observers and resource status reports. A. Review Common Responsibilities. B. Determine: - Location of work assignments. - Numbers, types, and locations of displays required. - Priorities. - Map requirements for Incident Action Plan. - Time limits for completion. - Field Observer assignments and communications means. C. Obtain necessary equipment and supplies. D. Obtain copy of Incident Action Plan for each operational period. E. Assist Situation Unit Leader in analyzing and evaluating field reports. F. Develop required displays within time limits. Field Observer The Field Observer is responsible to collect situation information from personal observations at the incident and provide this information to the Situation Unit Leader. A. Review Common Responsibilities. B. Determine: - Location of assignment. - Type of information required. - Priorities. - Time limits for completion. - Method of communication. - Method of transportation. C. Obtain copy of Incident Action Plan for the Operational Period. D. Obtain necessary equipment and supplies. E. Perform Field Observer responsibilities including, but not limited to, the following: - Perimeters of incident. - Weather conditions. - Hazards. - Progress of operation resources. Annex G Incident Command System

228 F. Identify all facility locations (e.g., helispots, Division, and Branch boundaries). G. Report information to Situation Unit Leader by established procedure. H. Report immediately any condition observed which may cause danger or safety hazard to personnel. I. Gather information that will lead to accurate predictions. Geographical Information System Specialist The Geographic Information System (GIS) Specialist is responsible for gathering and compiling updated event information and providing various map products regarding the incident. The GIS team will work with the Situation Unit and the Information Officer to ensure accurate and rapid dissemination of event information to the IC. A. Review Common Responsibilities. B. Determine resource needs. C. Participate in planning meetings, as required. D. Gather and compile data from the different incident sections. E. Provide maps for various components of the incident. F. Provide status reports to appropriate requesters. G. Maintain Unit/Activity Log (ICS 214). Resource Unit Leader The Resources Unit Leader (RUL) is responsible for maintaining the status of all resources (primary and support) at an incident. The RUL achieves this result by developing and maintaining a master list of all resources, including check-in, status, current location, etc. This unit is also responsible for preparing parts of the Incident Action Plan (ICS 203, 204 and 207) and compiling the entire plan in conjunction with other members of the ICS, (e.g., Situation Unit, Operations, Logistics) and determining the availability of resources. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Obtain briefing and special instructions from the Planning Section Chief. D. Participate in Planning Meetings, as required. E. Establish check-in function at incident locations. F. Using the Incident Briefing (ICS 201), prepare and maintain the Incident Situation Display (organization chart and resource allocation and deployment sections). G. Establish contacts with incident facilities to track resource status. H. Gather, post, and maintain incident resource status. I. Maintain master roster of all resources checked in at the incident. J. Prepare Organization Assignment List (ICS 203) and Organization Chart (ICS 207). K. Prepare appropriate parts of Assignment Lists (ICS 204). L. Provide status reports to appropriate requesters. Check-in/Status Recorder Check-in/Status recorders are needed at each check-in location to ensure that all resources assigned to an incident are tracked. Annex G Incident Command System

229 A. Review Common Responsibilities. B. Obtain briefing from the Resource Unit Leader. C. Obtain work materials, including Check-in Lists (ICS 211), Resource Status Cards (ICS 219), and status display boards. D. Establish communications with the Communication Center(s). E. Insure check-in locations can be easily found. F. Record check-in information on Check-in Lists (ICS 211). G. Transmit check-in information to Resources Unit on regular, arranged schedule, or as needed. H. Receive, record, and maintain status information on Resource Status Cards (ICS 219) for incident resources. I. Forward completed Check-in Lists (ICS 211) and Status Change Cards (ICS 210) to the Resources Unit. J. Maintain files of Check-in Lists (ICS 211). Volunteer Coordinator The Volunteer Coordinator is responsible for managing and overseeing all aspects of volunteer participation, including recruitment, induction, and deployment. The Volunteer Coordinator is part of the Planning Section and reports to the Resources Unit Leader. A. Review Common Responsibilities. B. Coordinate with Resources Unit to determine where volunteers are needed. C. Identify any necessary skills and training needs. D. Verify minimum training needed, as necessary, with Safety Officer or units requesting volunteers (if special skill is required). E. Activate, as necessary, standby contractors for various training needs. F. Coordinate nearby or on-site training as part of the deployment process. G. Identify and secure other equipment, materials, and supplies, as needed. H. Induct convergent (on the scene) volunteers. I. Activate other volunteers if needed (individuals who have applied prior to an incident and are on file with the Volunteer Coordinator or other participating volunteer organizations). J. Recruit additional volunteers through news media appeals (if needed), using the Public Information Officer. K. Assess, train, and assign volunteers to requesting units. L. Coordinate with Logistics for volunteer housing and meal accommodations. M. Assist volunteers with other special needs. N. Maintain Unit/Activity Log (ICS 214). Documentation Unit Leader The Documentation Unit Leader is responsible for maintaining accurate, up-to-date incident files such as: Incident Action Plan; incident reports; communication logs; injury claims; situation status reports; etc. Thorough documentation is critical to post-incident analysis. Some of these documents may originate in other sections. Incident files will be stored for legal, analytical, and historical purposes. The Documentation Unit also provides duplication and copying services. Annex G Incident Command System

230 A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Obtain briefing and special instructions from Planning Section Chief. D. Participate in Planning Meetings, as required. E. Establish and organize incident files. F. Establish duplication service and respond to requests. G. File copies of all official forms and reports. H. Check on accuracy and completeness of records submitted for files and correct errors or omissions by contacting appropriate ICS units. I. Provide incident documentation to appropriate requesters. Demobilization Unit Leader The Demobilization Unit Leader is responsible for developing the Incident Demobilization Plan and assisting Sections/Units in ensuring that orderly, safe, and cost-effective demobilization of personnel and equipment is accomplished. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Obtain briefing and special instructions from Planning Section Chief. D. Review incident resource records to determine probable size of demobilization effort. E. Participate in planning meetings, as required. F. Evaluate logistics and transportation capabilities required to support demobilization. G. Prepare and obtain approval of Demobilization Plan, including required decontamination, if needed. H. Distribute Demobilization Plan to each processing point. I. Ensure that all Sections/Units understand their responsibilities within the Demobilization Plan. J. Monitor implementation and assist in coordinating the Demobilization Plan. K. Brief Planning Section Chief on progress of demobilization. L. Provide status reports to appropriate requesters. Technical Specialist Technical Specialists are advisors with special skills needed to support the incident. Technical Specialists may be assigned anywhere in the ICS organization. If necessary, Technical Specialists may be formed into a separate unit. The Planning Section will maintain a list of available specialists and will assign them where needed. Annex G Incident Command System

231 Unified Commander Liaison PIO Safety Operations Planning Logistics Finance LOGISTICS SECTION CHIEF Service Branch Director Support Branch Director Communication Unit Leader - Incident Comms Manager - Incident Dispatchers Medical Unit Leader - Responder Rehab Food Unit Leader Supply Unit Leader - Ordering Manager - Receiving & Distribution Manager - Tool / Equipment Specialist Facilities Unit Leader - Security Manager - Security Personnel Ground Support Unit Leader - Equipment Manager - Equipment Timekeeper - Mechanics - Drivers/Operators Annex G Incident Command System

232 LOGISTICS JOB AID LOGISTICS SECTION CHIEF The Logistics Section Chief, a member of the General Staff, is responsible for providing facilities, services, and material in support of the incident. The Section Chief participates in development and implementation of the Incident Action Plan and activates and supervises the Branches and Units within the Logistics Section. A. Review Common Responsibilities. B. Plan organization of Logistics Section. C. Assign work locations and preliminary work tasks to Section personnel. D. Notify Resources Unit of Logistics Section units activated including names and locations of assigned personnel. E. Assemble and brief Branch Directors and Unit Leaders. F. Participate in preparation of Incident Action Plan. G. Identify service and support requirements for planned and expected operations. H. Provide input to and review Communications Plan, Medical Plan and Traffic Plan. I. Coordinate and process requests for additional resources. J. Review Incident Action Plan and estimate Section needs for next operational period. K. Advise on current service and support capabilities. L. Prepare service and support elements of the Incident Action Plan. M. Estimate future service and support requirements. N. Receive Demobilization Plan from Planning Section. O. Recommend release of unit resources in conformity with Demobilization Plan. P. Ensure general welfare and safety of Logistics Section personnel. Q. Maintain Unit/Activity Log (ICS Form 214). SERVICE BRANCH DIRECTOR The Service Branch Director, when activated, is under the supervision of the Logistics Section Chief, and is responsible for the management of all service activities at the incident. The Service Branch Director supervises the operations of the Communications, Medical and Food Units. A. Review Common Responsibilities. B. Obtain working materials. C. Determine the level of service required to support operations. D. Confirm dispatch of Branch personnel. E. Participate in planning meetings of Logistics Section personnel. F. Review Incident Action Plan. G. Organize and prepare assignments for Service Branch personnel. H. Coordinate activities of Branch Units. J. Resolve Service Branch problems. K. Maintain Unit/Activity Log (ICS Form 214). Annex G Incident Command System

233 Communication Unit Leader The Communications Unit Leader, under the direction of the Service Branch Director or Logistics Section Chief, is responsible for developing plans for the effective use of incident communications equipment and facilities. Also, is responsible for installing and testing of communications equipment; supervision of the Incident Communications Center; distribution of communications equipment to incident personnel; and the maintenance and repair of communications equipment. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Determine unit personnel needs. D. Prepare and implement the Incident Radio Communications Plan (ICS Form 205). E. Ensure the Incident Communications Center and Message Center is established. F. Establish appropriate communications distribution/maintenance locations within base/camp(s). G. Ensure communications systems are installed and tested. H. Ensure an equipment accountability system is established. I. Ensure personal portable radio equipment from cache is distributed per Incident Radio Communications Plan. J. Provide technical information as required on: - Adequacy of communications systems currently in operation. - Geographic limitation on communications systems. - Equipment capabilities/limitations. - Amount and types of equipment available. - Anticipated problems in the use of communications equipment. K. Supervise Communications Unit activities. L. Maintain records on all communications equipment, as appropriate. M. Ensure equipment is tested and repaired. N. Recover equipment from relieved or released units. Medical Unit Leader The Medical Unit Leader, under the direction of the Service Branch Director or Logistics Section Chief, is primarily responsible for the development of the Medical Plan, obtaining medical aid and transportation for injured and ill incident personnel, and preparation of reports and records. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Participate in Logistics Section/Service Branch planning activities. D. Establish Medical Unit. E. Prepare the Medical Plan (ICS Form 206). F. Prepare procedures for major medical emergency. G. Declare major medical emergency, as appropriate. H. Respond to requests for medical aid, medical transportation, and medical supplies. I. Prepare and submit necessary documentation. Annex G Incident Command System

234 Food Unit Leader The Food Unit Leader is responsible for supplying the food needs for the entire incident, including all remote locations (i.e., Rehab, Staging Areas), as well as providing food for personnel unable to leave tactical field assignments. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Determine food and water requirements. D. Determine method of feeding to best fit each facility or situation. E. Obtain necessary equipment and supplies and establish cooking facilities. F. Ensure that well-balanced menus are provided. G. Order sufficient food and potable water from the Supply Unit. H. Maintain an inventory of food and water. I. Maintain food service areas, ensuring that all appropriate health and safety measures are being followed. J. Supervise caterers, cooks, and other Food Unit personnel as appropriate. SUPPORT BRANCH DIRECTOR The Support Branch Director, when activated, is under the direction of the Logistics Section Chief, and is responsible for development and implementation of logistics plans in support of the Incident Action Plan. The Support Branch Director supervises the operations of the Supply, Facilities and Ground Support Units. A. Review Common Responsibilities. B. Obtain work materials. C. Identify Support Branch personnel dispatched to the incident. D. Determine initial support operations in coordination with Logistics Section Chief and Service Branch Director. E. Prepare initial organization and assignments for support operations. F. Assemble and brief Support Branch personnel. G. Determine if assigned Branch resources are sufficient. H. Maintain surveillance of assigned units work progress and inform Section Chief of activities. I. Resolve problems associated with requests from Operations Section. J. Maintain Unit/Activity Log (ICS Form 214). Supply Unit Leader The Supply Unit Leader is primarily responsible for ordering personnel, equipment and supplies; receiving, and storing all supplies for the incident; maintaining an inventory of supplies; and servicing non-expendable supplies and equipment. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Participate in Logistics Section/Support Branch planning activities. D. Determine the type and amount of supplies enroute. E. Review Incident Action Plan for information on operations of the Supply Unit. Annex G Incident Command System

235 F. Develop and implement safety and security requirements. G. Order, receive, distribute, and store supplies and equipment. H. Receive and respond to requests for personnel, supplies and equipment. I. Maintain inventory of supplies and equipment. J. Service reusable equipment. K. Submit reports to the Support Branch Director. Ordering Manager The Ordering Manager is responsible for placing all orders for supplies and equipment for the incident. The Ordering Manager reports to the Supply Unit Leader. A. Review Common Responsibilities. B. Obtain necessary agency(s) order forms. C. Establish ordering procedures. D. Establish name and telephone numbers of agency(s) personnel receiving orders. E. Set up filing system. F. Get names of incident personnel who have ordering authority. G. Check on what has already been ordered. H. Ensure order forms are filled out correctly. I. Ensure orders are placed in a timely manner. J. Consolidate orders, when possible. K. Identify times and locations for delivery of supplies and equipment. L. Keep Receiving and Distribution Manager informed of orders placed. M. Submit all ordering documents to Documentation Receiving and Distribution Manager The Receiving and Distribution Manager reports to the Supply Unit Leader and is responsible for receiving and distribution of all supplies and equipment (other than primary resources) and the service and repair of tools and equipment. A. Review Common Responsibilities. B. Order required personnel to operate supply area. C. Organize physical layout of supply area. D. Establish procedures for operating supply area. E. Set up filing system for receiving and distribution of supplies and equipment. F. Maintain inventory of supplies and equipment. G. Develop security requirement for supply area. H. Establish procedures for receiving supplies and equipment. I. Submit necessary reports to Supply Unit Leader. J. Notify Ordering Manager of supplies and equipment received. K. Provide necessary supply records to Supply Unit Leader. Tool and Equipment Specialist The Tool and Equipment Specialist reports to the Receiving and Distribution Manager and is responsible for sharpening, servicing and repair of all hand tools. Annex G Incident Command System

236 A. Review Common Responsibilities. B. Determine personnel requirements. C. Obtain necessary equipment and supplies. D. Set up tool storage and conditioning area. E. Establish tool inventory and accountability system. F. Maintain all tools in proper condition. G. Assemble tools for issuance each operational period per Incident Action Plan. H. Receive and recondition tools after each operational period. I. Ensure that all appropriate safety measures are taken in tool conditioning area. Facilities Unit Leader The Facilities Unit Leader reports to the Support Branch Director and is primarily responsible for the layout and activation of incident facilities, e.g., Base, Camp(s) and Incident Command Post. The Unit provides sleeping and sanitation facilities for incident personnel and manages Base and Camp(s) operations. Each facility (Base, Camp) is assigned a manager who reports to the Facilities Unit Leader and is responsible for managing the operation of the facility. The basic functions or activities of the Base and Camp Managers are to provide security service, and general maintenance. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Receive a copy of the Incident Action Plan. D. Participate in Logistics Section/Support Branch planning activities. E. Determine requirements for each facility. F. Prepare layouts of incident facilities. G. Notify unit leaders of facility layout. H. Activate incident facilities. I. Provide Base and Camp Managers. J. Provide sleeping facilities. K. Provide security services. L. Provide facility maintenance services-sanitation, lighting, clean up. Security Manager The Security Manager is responsible to provide safeguards needed to protect personnel and property from loss or damage. A. Review Common Responsibilities. B. Establish contacts with local law enforcement agencies, as required. C. Contact the Resource Use Specialist for crews or Agency Representatives to discuss any special custodial requirements which may affect operations. D. Request required personnel support to accomplish work assignments. E. Ensure that support personnel are qualified to manage security problems. F. Develop Security Plan for incident facilities. G. Adjust Security Plan for personnel and equipment changes and releases. H. Coordinate security activities with appropriate incident personnel. Annex G Incident Command System

237 I. Keep the peace, prevent assaults, and settle disputes through coordination with Agency Representatives. J. Prevent theft of all government and personal property. K. Document all complaints and suspicious occurrences. Ground Support Unit Leader The Ground Support Unit Leader reports to the Support Branch Director and is responsible for supporting out of service resources, transportation of personnel, supplies, food, and equipment. Also responsible for fueling, service, maintenance, and repair of vehicles and other ground support equipment; and implementing the Traffic Plan for the incident. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Participate in Support Branch/Logistics Section planning activities. D. Develop and implement Traffic Plan. E. Support out-of-service resources. F. Notify Resources Unit of all status changes on support and transportation vehicles. G. Arrange for and activate fueling, maintenance, and repair of ground resources. H. Maintain inventory of support and transportation vehicles (ICS Form 218). I. Provide transportation services. J. Collect use information on rented equipment. K. Requisition maintenance and repair supplies (e.g., fuel, spare parts). L. Maintain incident roads. M. Submit reports to Support Branch Director as directed. Equipment Manager The Equipment Manager provides service, repair and fuel for all apparatus and equipment; provides transportation and support vehicle services; and maintains records of equipment use and service provided. A. Review Common Responsibilities. B. Obtain Incident Action Plan to determine locations for assigned resources, Staging Area locations, and fueling and service requirements for all resources. C. Obtain necessary equipment and supplies. D. Provide maintenance and fueling according to schedule. E. Prepare schedules to maximize use of available transportation. F. Provide transportation and support vehicles for incident use. G. Coordinate with Agency Representatives on service and repair policies, as required. H. Inspect equipment condition and ensure coverage by equipment agreement. I. Determine supplies (e.g., gasoline, diesel, oil and parts needed to maintain equipment in efficient operating condition), and place orders with Supply Unit. J. Maintain Support Vehicle Inventory (ICS Form 218). K. Maintain equipment rental records. L. Maintain equipment service and use records. M. Check all service repair areas to ensure that all appropriate safety measures are being taken. Annex G Incident Command System

238 Unified Commander Liaison PIO Safety Operations Planning Logistics Finance FINANCE SECTION CHIEF Procurement Unit Leader Time Unit Leader Personnel Time Recorder Cost Unit Leader Equipment Time Recorder Compensation/Claims Unit Leader Compensation for injury Claims Specialist Annex G Incident Command System

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240 FINANCE/ADMINISTRATION JOB AID FINANCE/ADMINISTRATION SECTION CHIEF The Finance/Administration Section Chief is responsible for all financial, administrative, and cost analysis aspects of the incident and for supervising members of the Finance/Administration Section. A. Understand the Common Responsibilities of all ICS Staff. B. Manage all financial aspects of an incident. C. Provide financial and cost analysis information as requested. D. Gather pertinent information from briefings with responsible agencies. E. Develop an operating plan for the Finance/Administration Section; fill supply and support needs. F. Meet with Assisting and Cooperating Agency Representatives as needed. G. Maintain daily contact with agency(s) administrative headquarters on Finance/Administration matters. H. Ensure that all personnel time records are accurately completed and transmitted to home agencies, according to policy. Time Unit Leader The Time Unit Leader is responsible for equipment and personnel time recording. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Determine incident requirements for time recording function. D. Contact appropriate agency personnel/representatives. E. Ensure that daily personnel time-recording documents are prepared and in compliance with agency(s) policy. F. Maintain separate logs for overtime hours. G. Submit cost estimate data forms to Cost Unit, as required. H. Maintain record(s) security. I. Ensure that all records are current and complete prior to demobilization. J. Release time reports from assisting agency personnel to the respective Agency Representatives prior to demobilization. K. Brief Finance/Administration Section Chief on current problems and recommendations, outstanding issues, and follow-up requirements. Equipment Time Recorder Under supervision of the Time Unit Leader, the Equipment Time Recorder is responsible for overseeing the recording of time for all equipment assigned to an incident. A. Review Common Responsibilities. B. Set up Equipment Time Recorder function in location designated by Time Unit Leader. Annex G Incident Command System

241 C. Advise Ground Support Unit, Facilities Unit, and Air Support Group of the requirement to establish and maintain a file for maintaining a daily record of equipment time. D. Assist units in establishing a system for collecting equipment time reports. E. Prepare a use and summary invoice for equipment (as required) within 12 hours after equipment arrival at incident. F. Submit data to Time Unit Leader for cost effectiveness analysis. G. Maintain current posting on all charges or credits for fuel, parts, and services. H. Verify all time data and deductions with owner/operator of equipment. I. Complete all forms according to agency specifications. J. Close out forms prior to demobilization. K. Distribute copies per agency and incident policy. Personnel Time Recorder Under supervision of the Time Unit Leader, the Personnel Time Recorder is responsible for overseeing the recording of time for all personnel assigned to an incident. A. Review Common Responsibilities. B. Establish and maintain a file for employee time reports within the first operational period. C. Initiate, gather, or update a time report from all applicable personnel assigned to the incident for each operational period. D. Ensure that all employee identification information is verified to be correct on the time report. E. Post personnel travel and work hours, transfers, promotions, specific pay provisions and terminations to personnel time documents. F. Ensure that time reports are signed. G. Close out time documents prior to personnel leaving the incident. H. Distribute all time documents according to agency policy. I. Maintain a log of excessive hours worked and give to Time Unit Leader daily. Procurement Unit Leader The Procurement Unit Leader is responsible for administering all financial matters pertaining to vendor contracts, leases, and fiscal agreements. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Review incident needs and any special procedures with Unit Leaders, as needed. D. Coordinate with local jurisdiction on plans and supply sources. E. Obtain Incident Procurement Plan. F. Prepare and authorize contracts and land use agreements. G. Draft memoranda of understanding. H. Establish contracts and agreements with supply vendors. I. Provide for coordination between the Ordering Manager, agency dispatch, and all other procurement organizations supporting the incident. J. Establish a system to meet agency property management requirements and ensure proper accounting for all new property. K. Interpret contracts and agreements; resolve disputes within delegated authority. Annex G Incident Command System

242 L. Coordinate with Compensation/Claims Unit for processing claims. M. Coordinate use of impress funds, as required. N. Complete final processing of contracts and send documents for payment. O. Coordinate cost data in contracts with Cost Unit Leader. P. Brief Finance/Administration Section Chief on current problems and recommendations, outstanding issues, and follow-up requirements. Compensation/Claims Unit Leader The Compensation/Claims Unit Leader is responsible for the overall management and direction of all administrative matters pertaining to compensation for injury and claims-related activities (other than injury) for an incident. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Establish contact with incident Safety Officer and Liaison Officer (or Agency Representatives if no Liaison Officer is assigned). D. Determine the need for Compensation for Injury and Claims Specialists and order personnel, as needed. E. Establish a Compensation for Injury work area within or as close as possible to the Medical Unit. F. Review Incident Medical Plan. G. Review procedures for handling claims with Procurement Unit. H. Periodically review logs and forms produced by Compensation/Claims Specialists to ensure compliance with agency requirements and policies. I. Ensure that all Compensation for Injury and Claims logs and forms are complete and routed to the appropriate agency for post-incident processing prior to demobilization. Compensation for Injury Specialist Under the supervision of the Compensation/Claims Unit Leader, the Compensation for Injury Specialist is responsible for administering financial matters resulting from serious injuries and fatalities occurring on an incident. Close coordination is required with the Medical Unit. A. Review Common Responsibilities. B. Collocate Compensation for Injury operations with those of the Medical Unit, when possible. C. Establish procedure with Medical Unit Leader on prompt notification of injuries or fatalities. D. Obtain copy of Incident Medical Plan (ICS Form 206). E. Provide written authority for persons requiring medical treatment. F. Ensure that correct agency forms are being used. G. Provide correct billing forms for transmittal to doctor and/or hospital. H. Keep informed and report on status of hospitalized personnel. I. Obtain all witness statements from Safety Officer and/or Medical Unit and review for completeness. J. Maintain log of all injuries occurring on incident. K. Coordinate/handle all administrative paper work on serious injuries or fatalities. L. Coordinate with appropriate agency(s) to assume responsibility for injured personnel in local hospitals prior to demobilization. Annex G Incident Command System

243 Claims Specialist Under the supervision of the Compensation/Claims Unit Leader the Claims Specialist is responsible for managing all claims-related activities (other than injury) for an incident. A. Review Common Responsibilities. B. Develop and maintain a log of potential claims. C. Coordinate claims prevention plan with applicable incident functions. D. Initiate investigation on all claims other than personnel injury. E. Ensure that site and property involved in investigation are protected. F. Coordinate with investigation team, as necessary. G. Obtain witness statements pertaining to claims other than personnel injury. H. Document any incomplete investigations. I. Document follow-up action needs by local agency. J. Keep the Compensation/Claims Unit Leader advised on nature and status of all existing and potential claims. K. Ensure use of correct agency forms. Cost Unit Leader The Cost Unit Leader is responsible for collecting all cost data, performing cost effectiveness analyses and providing cost estimates and cost saving recommendations for the incident. A. Review Common Responsibilities. B. Review Unit Leader Responsibilities. C. Coordinate with agency headquarters on cost reporting procedures. D. Collect and record all cost data. E. Develop incident cost summaries. F. Prepare resources-use cost estimates for the Planning Section. G. Make cost-saving recommendations to the Finance/Administration Section Chief. H. Complete all records prior to demobilization. Annex G Incident Command System

244 RESPONSIBILITIES AND SPECIFIC PLANNING ACTIVITIES. The following is a checklist of planning responsibilities and specific planning activities: 1. General Responsibilities. The general responsibilities associated with the Planning Meeting and the developments of the IAP are described below. The Planning Section Chief should review these with the General Staff prior to the planning meeting. a. Planning Section Chief. 1. Conduct the Planning Meeting and coordinate preparation of the IAP. b. Incident Commander. 1. Provide overall control objectives and strategy. 2. Establish procedures for off-incident resource ordering. 3. Establish procedures for resource activation, mobilization, and employment. 4. Approve completed IAP plan by signature. c. Finance Section Chief. 1. Provide cost implications of control objectives, as required. 2. Evaluate facilities being used to determine if any special arrangements are needed. 3. Ensure that the IAP is within the financial limits established by the IC. d. Operations Section Chief. 1. Determine division work assignments and resource requirements. e. Logistics Section Chief. 1. Ensure that incident facilities are adequate. 2. Ensure that the resource ordering procedure is made known to appropriate agency dispatch center(s). 3. Develop a transportation system to support operational needs. 4. Ensure that the section can logistically support the IAP. 5. Place order(s) for resources. 2. Preplanning Steps: Understanding the Problem and Establishing Objectives and Strategy. The Planning Section Chief should take the following actions prior to the initial Planning Meeting (if possible, obtaining a completed Incident Briefing Form ICS 201): a. Evaluate the current situation and decide whether the current planning is adequate for the remainder of the operational period (i.e., until next plan takes effect). b. Advise the IC and the Operations Section Chief of any suggested revisions to the current plan, as necessary. c. Establish a planning cycle for the IC. d. Determine Planning Meeting attendees in consultation with the IC. For major incidents, attendees should include Annex G Incident Command System

245 1. Incident Commander 2. Command Staff members 3. General Staff members 4. Resources Unit Leader 5. Situation Unit Leader 6. Air Operations Branch Director (if established) 7. Communications Unit Leader 8. Technical and/or Specialists (as required) 9. Agency representatives (as required). Establish the location and time for the Planning Meeting. Ensure that planning boards and forms are available. Notify necessary support staff about the meeting and their assignments. Ensure that a current situation and resource briefing will be available for the meeting. Obtain an estimate of regional resource availability from agency dispatch for use in planning for the next operational period. Obtain necessary agency policy, legal, or fiscal constraints for use in the Planning Meeting. 3. Conducting the Planning Meeting. The Planning Meeting is normally conducted by the Planning Section Chief. The checklist that follows is intended to provide a basic sequence of steps to aid the Planning Section Chief in developing the IAP. The planning checklist is used with the ICS Planning Matrix Board and/or ICS Form 215 Operational Planning Worksheet.8 (The worksheet is laid out in the same manner as the Planning Matrix Board.) Every incident must have an action plan. However, not all incidents require written plans. The need for written plans and attachments is based on the requirements of the incident and the decision of the IC. The Planning Meeting checklist is as follows: give briefing on situation and resource status (Planning Section) set control objectives (IC) plot control lines and division boundaries (Operations Section) specify tactics for each Division or Group (Operations Section) specify resources needed by Division or Group (Operations Section, Planning Section) specify facilities and reporting locations plot on map (Operations Section, Planning Section, and Logistics Section) place resource and overhead personnel order (Logistics Section) consider communications, medical, and traffic plan requirements (Planning Section, Logistics Section) finalize, approve, and implement IAP (IC, Planning Section, and Operations Section). 4. Brief on Situation and Resource Status. Annex G Incident Command System

246 The Planning Section Chief and/or Resources and Situation Unit Leaders should provide an up-to-date briefing on the situation. Information for this briefing may come from any or all of the following sources: Initial Incident Commander Incident Briefing Form (ICS 201) field observations operations reports 5. Set Control Objectives. This step is accomplished by the IC. The control objectives are not limited to any single operational period but will consider the total incident situation. The IC will establish the general strategy to be used; will state any major policy, legal, or fiscal constraints on accomplishing the objectives; and will offer appropriate contingency considerations. 6. Plot Control Lines and Division Boundaries on Map. This step is normally accomplished by the Operations Section Chief (for the next operational period) in conjunction with the Planning Section Chief who will determine control line locations, establish division and branch boundaries for geographical divisions, and determine the need for functional group assignments for the next operational period. These will be plotted on the map. 7. Specify Tactics for Each Division. After determining division geographical assignments, the Operations Section Chief will establish the specific work assignments to be used for each division for the next operational period. (Note that it may be necessary or desirable to establish a functional group in addition to geographical divisions.) Tactics (work assignments) must be specific and must be within the boundaries set by the IC's general control objectives (strategies). These work assignments should be recorded on the planning matrix. The IC, Operations Section Chief, and Logistics Section Chief should also at this time consider the need for any alternative strategies or tactics and ensure that these are properly noted on the planning matrix. 8. Specify Resources Needed by Division. After specifying tactics for each division, the Operations Section Chief, in conjunction with the Planning Section Chief, will determine the resource needs by division to accomplish the work assignments. Resource needs will be recorded on the planning matrix. Resource needs should be considered on basis of the type of resources required to accomplish the assignment. 9. Specify Operations Facilities and Reporting Locations and Plot on Map. The Operations Section Chief, in conjunction with the Planning and Logistics Section Chiefs, should designate and make available the facilities and reporting locations required to accomplish Operations Section work assignments. The Operations Section Chief should also at this time indicate the reporting time requirements for the resources and any special resource assignments. Annex G Incident Command System

247 10. Place Resource and Personnel Order. At this time, the Planning Section Chief should assess resource needs assessment using the needs indicated by the Operations Section Chief and resources data available from the Planning Section's Resources Unit. The planning matrix, when properly completed, will show resource requirements and the resources available to meet those requirements. Subtracting the resources available from those required will indicate any additional resource needs. From this assessment, a new resource order can be developed and provided to the IC for approval and then placed through normal dispatch channels by the Logistics Section. 11. Consider Communications, Medical, and Traffic Plan Requirements. The IAP will normally consist of the Incident Objectives (ICS 202), Organization Chart (ICS 203), Division Assignment List (ICS 204), and a map of the incident area. Larger incidents may require additional supporting attachments, such as a separate Communications Plan (ICS 205), a Medical Plan (ICS 206), and possibly a Traffic Plan. (For examples of ICS forms, see Appendix A, Tab 9.) The Planning Section Chief must determine the need for these attachments and ensure that the appropriate units prepare such attachments. For major incidents, the IAP and attachments will normally include the items listed in the Table. Components Incident Objectives (ICS 202) Organization List or Chart (ICS 203) Assignment List (ICS 204) Communications Plan (ICS 205) Logistics Plan Incident Map Health and Safety Plan Other Potential Components (Scenario dependent) Air Operation Summary Traffic Plan Decontamination Plan Waste Management or Disposal Plan Demobilization Plan Operation Medical Plan Evacuation Plan Site Security Investigative Plan Evidence Recovery Plan Other Normally Prepared By Incident Commander Resource Unit Resource Unit Communications Unit Logistics Unit Situation Unit Safety Officer Air Operations Ground Support Unit Technical Specialist Technical Specialist Demobilization Unit Technical Specialist Technical Specialist Law Enforcement Specialist Law Enforcement Specialist Law Enforcement Specialist As Required Annex G Incident Command System

248 The IAP and Typical Attachments Prior to the completion of the plan, the Planning Section Chief should review the division and group tactical work assignments for any changes due to lack of resource availability. The Resource Unit may then transfer division assignment information including alternatives from the planning matrix board or form (ICS 215) onto the Division Assignment Lists (ICS 204). 12. Finalize, Approve, and Implement the Incident Action Plan. The Planning Section is responsible for seeing that the IAP is completed, reviewed, and distributed. The following is the sequence of steps for accomplishing this: Set the deadline for completing IAP attachments. Obtain plan attachments and review them for completeness and approvals. Determine the number of IAPs required. Arrange with the Documentation Unit to reproduce the IAP. Review the IAP to ensure it is up to date and complete prior to the operations briefing and plan distribution. Provide the IAP briefing plan, as required, and distribute the plan prior to beginning of the new operational period. ICS Forms that Can Aid the Planning Process Number ICS 201 ICS ICS 201 ICS 201 ICS 202 ICS 203 ICS 204 ICS 205 ICS 206 ICS 207 ICS 209 ICS ICS 211 ICS 213 ICS 214 ICS 215 ICS 215 A Purpose Incident Briefing Summary of Current Actions Current Organization Resource Summary Incident Objectives Organization Assignment List Assignment List Incident Radio Communications Plan Medical Plan Organizational Chart Incident Status Summary, with Instructions Status Change Card Check-In-List General Message Unit Log Operational Planning Worksheet Safety Analysis Worksheet Annex G Incident Command System

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250 GLOSSARY OF KEY TERMS For the purposes of the NIMS, the following terms and definitions apply: Agency: A division of government with a specific function offering a particular kind of assistance. In ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Agency Representative: A person assigned by a primary, assisting, or cooperating Federal, State, local, or tribal government agency or private entity that has been delegated authority to make decisions affecting that agency's or organization's participation in incident management activities following appropriate consultation with the leadership of that agency. Area Command (Unified Area Command): An organization established (1) to oversee the management of multiple incidents that are each being handled by an 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 an incident command post. Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision-making. Assignments: Tasks given to resources to perform within a given operational period that are based on operational objectives defined in the IAP. Assistant: Title for subordinates of principal Command Staff positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions. Assistants may also be assigned to unit leaders. Assisting Agency: An agency or organization providing personnel, services, or other resources to the agency with direct responsibility for incident management. See also Supporting Agency. Available Resources: Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a Staging Area. Branch: The organizational level having functional or geographical responsibility for major aspects of incident operations. A branch is organizationally situated between the section and the division or group in the Operations Section, and between the section and units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional area. Chain of Command: A series of command, control, executive, or management positions in hierarchical order of authority. Annex G Incident Command System

251 Check-In: The process through which resources first report to an incident. Check-in locations include the incident command post, Resources Unit, incident base, camps, staging areas, or directly on the site. Chief: The ICS title for individuals responsible for management of functional sections: Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established as a separate section). Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority. Command Staff: In an incident management organization, the Command Staff consists of the Incident Command and the special staff positions of Public Information Officer, Safety Officer, Liaison Officer, and other positions as required, who report directly to the Incident Commander. They may have an assistant or assistants, as needed. Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence. Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to support an Incident Communications Center. Cooperating Agency: An agency supplying assistance other than direct operational or support functions or resources to the incident management effort. Coordinate: To advance systematically an analysis and exchange of information among principals who have or may have a need to know certain information to carry out specific incident management responsibilities. Deputy: A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional operation or perform a specific task. In some cases, a deputy can act as relief for a superior and, therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors. Dispatch: The ordered movement of a resource or resources to an assigned operational mission or an administrative move from one location to another. Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Chief. A division is located within the ICS organization between the branch and resources in the Operations Section. Emergency: Absent a Presidentially declared emergency, any incident(s), human-caused or natural, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement State Annex G Incident Command System

252 and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States. Emergency Operations Centers (EOCs): 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. Emergency Operations Plan: The "steady-state" plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards. Emergency Public Information: 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. Emergency Response Provider: Includes Federal, State, local, and tribal emergency public safety, law enforcement, emergency response, emergency medical (including hospital emergency facilities), and related personnel, agencies, and authorities. See Section 2 (6), Homeland Security Act of 2002, Pub. L , 116 Stat (2002). Also known as Emergency Responder. Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas. Event: A planned, non-emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events. Federal: Of or pertaining to the Federal Government of the United States of America. Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics, and Finance/Administration. The term function is also used when describing the activity involved, e.g., the planning function. A sixth function, Intelligence, may be established, if required, to meet incident management needs. General Staff: A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief. Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. (See Division.) Annex G Incident Command System

253 Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome. Incident: An occurrence or event, natural or human-caused, which requires an emergency response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wild land 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. Incident Action 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. Incident Command Post (ICP): The field location at which the primary tactical-level, on-scene incident command functions is performed. The ICP may be collocated with the incident base or other incident facilities and is normally identified by a green rotating or flashing light. Incident Command System (ICS): 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. Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the 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. Incident Management Team (IMT): The IC and appropriate Command and General Staff personnel assigned to an incident. Incident Objectives: Statements of guidance and direction necessary for selecting appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow strategic and tactical alternatives. Initial Action: The actions taken by those responders first to arrive at an incident site. Initial Response: Resources initially committed to an incident. Annex G Incident Command System

254 Intelligence Officer: The intelligence officer is responsible for managing internal information, intelligence, and operational security requirements supporting incident management activities. These may include information security and operational security activities, as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information, or export-controlled information) is handled in a way that not only safeguards the information, but also ensures that it gets to those who need access to it to perform their missions effectively and safely. Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC. Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort. Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., city, county, tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health). Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation. Liaison Officer: A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies. Local Government: A county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2 (10), Homeland Security Act of 2002, Pub. L , 116 Stat (2002). Logistics: Providing resources and other services to support incident management. Logistics Section: The section responsible for providing facilities, services, and material support for the incident. Major Disaster: 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, Annex G Incident Command System

255 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. Management by Objective: A management approach that involves a four-step process for achieving the incident goal. The Management by Objectives approach includes the following: establishing overarching objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable objectives for various incident management functional activities and directing efforts to fulfill them, in support of defined strategic objectives; and documenting results to measure performance and facilitate corrective action. Mitigation: The activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident. Mitigation measures are often informed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard- related data to determine where it is safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury. Mobilization: The process and procedures used by all organizations Federal, State, local, and tribal for activating, assembling, and transporting all resources that have been requested to respond to or support an incident. Multiagency Coordination Entity: A multi-agency coordination entity functions within a broader multi-agency coordination system. It may establish the priorities among incidents and associated resource allocations, resolve conflicting agency policies, and provide strategic guidance and direction to support incident management activities. Multiagency Coordination Systems: Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The components of multi-agency coordination systems include facilities, equipment; emergency operation centers (EOCs), specific multi-agency coordination entities, personnel, procedures, and communications. These systems assist agencies and organizations to fully integrate the subsystems of the NIMS. Multi-jurisdictional Incident: An incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of an incident. In ICS, these incidents will be managed under Unified Command. Mutual-Aid Agreement: Written agreement between agencies and/or jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and/or expertise in a specified Annex G Incident Command System

256 manner. National: Of a nationwide character, including the Federal, State, local, and tribal aspects of governance and polity. National Disaster Medical System: A cooperative, asset-sharing partnership between the Department of Health and Human Services, the Department of Veterans Affairs, the Department of Homeland Security, and the Department of Defense. NDMS provides resources for meeting the continuity of care and mental health services requirements of the Emergency Support Function 8 in the Federal Response Plan. National Incident Management System: A system mandated by HSPD-5 that provides a consistent nationwide approach for Federal, State, local, and tribal governments; the privatesector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among Federal, State, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; multi-agency coordination systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources. Plan: A plan mandated by HSPD-5 that integrates Federal domestic prevention, preparedness, response, and recovery plans into one all-discipline, all-hazards plan. Nongovernmental Organization: An entity with an association that is based on interests of its members, individuals, or institutions and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include faith-based charity organizations and the American Red Cross. Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually not over 24 hours. Operations Section: The section responsible for all tactical incident operations. In ICS, it normally includes subordinate branches, divisions, and/or groups. Personnel Accountability: The ability to account for the location and welfare of incident personnel. It is accomplished when supervisors ensure that ICS principles and processes are functional and that personnel are working within established incident management guidelines. Planning Meeting: A meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. For larger incidents, the planning meeting is a major element in the development of the Incident Action Plan (IAP). Planning Section: Responsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the preparation and documentation of the IAP. This Annex G Incident Command System

257 section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident. Preparedness: 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. Preparedness Organizations: The groups that provide interagency coordination for domestic incident management activities in a non-emergency context. Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities. They represent a wide variety of committees, planning groups, and other organizations that meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area. Prevention: 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. Private Sector: Organizations and entities that are not part of any governmental structure. It includes for-profit and not-for-profit organizations, formal and informal structures, commerce and industry, and private voluntary organizations (PVO). Processes: Systems of operations that incorporate standardized procedures, methodologies, and functions necessary to provide resources effectively and efficiently. These include resource typing, resource ordering and tracking, and coordination. Public Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident-related information requirements. Publications Management: The publications management subsystem includes materials development, publication control, publication supply, and distribution. The development and distribution of NIMS materials is managed through this subsystem. Consistent documentation is critical to success, because it ensures that all responders are familiar with the documentation used in a particular incident regardless of the location or the responding agencies involved. Qualification and Certification: This subsystem provides recommended qualification and certification standards for emergency responder and incident management personnel. It also Annex G Incident Command System

258 allows the development of minimum standards for resources expected to have an interstate application. Standards typically include training, currency, experience, and physical and medical fitness. Reception Area: This refers to a location separate from staging areas, where resources report in for processing and out-processing. Reception Areas provide accountability, security, situational awareness briefings, safety awareness, distribution of IAPs, supplies and equipment, feeding, and bed down. Recovery: The development, coordination, and execution of service- and site-restoration 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. Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area. Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC. Resource Management: Efficient incident management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the NIMS includes mutual-aid agreements; the use of special Federal, State, local, and tribal teams; and resource mobilization protocols. Resources Unit: Functional unit within the Planning Section responsible for recording the status of resources committed to the incident. This unit also evaluates resources currently committed to the incident, the effects additional responding resources will have on the incident, and anticipated resource needs. Response: 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. Annex G Incident Command System

259 Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety. Section: The organizational level having responsibility for a major functional area of incident management, e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established). The section is organizationally situated between the branch and the Incident Command. Span of Control: The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. (Under the NIMS, an appropriate span of control is between 1:3 and 1:7.) Staging Area: Location established where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas. State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Pub. L , 116 Stat (2002). Strategic: Strategic elements of incident management are characterized by continuous long-term, high-level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities; the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness. Strike Team: A set number of resources of the same kind and type that have an established minimum number of personnel. Strategy: The general direction selected to accomplish incident objectives set by the IC. Supporting Technologies: Any technology that may be used to support the NIMS is included in this subsystem. These technologies include orthophoto mapping, remote automatic weather stations, infrared technology, and communications, among various others. Task Force: Any combination of resources assembled to support a specific mission or operational need. All resource elements within a Task Force must have common communications and a designated leader. Technical Assistance: Support provided to State, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design and hazardous material assessments). Terrorism: 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 and is intended to intimidate or coerce the Annex G Incident Command System

260 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). Threat: An indication of possible violence, harm, or danger. Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities. Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians. Type: A classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size; power; capacity; or, in the case of incident management teams, experience and qualifications. Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multi-jurisdictional. (See Area Command.) Unified Command: An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP. Unit: The organizational element having functional responsibility for a specific incident planning, logistics, or finance/administration activity. Unity of Command: The concept by which each person within an organization reports to one and only one designated person. The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective. Volunteer: 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 Annex G Incident Command System

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262 NIMS - ACRONYMS ALS Advanced Life Support DOC Department Operations Center EMAC Emergency Management Assistance Compact EOC Emergency Operations Center EOP Emergency Operations Plan FOG Field Operations Guide GIS Geographic Information System HAZMAT Hazardous Material HSPD-5 Homeland Security Presidential Directive - 5 IAP Incident Action Plan IC Incident Commander ICP Incident Command Post ICS Incident Command System IC/UC Incident Command or Unified Command IMT Incident Management Team JIS Joint Information System JIC Joint Information Center LNO Liaison Officer NDMS National Disaster Medical System NGO Nongovernmental Organization NIMS National Incident Management System NRP National Response Plan POLREP Pollution Report PIO Public Information Officer PVO Private Voluntary Organizations R&D Research & Development RESTAT Resources Status ROSS Resource Ordering and Status System SDO Standards Development Organizations SITREP Situation Report SO Safety Officer SOP Standard Operating Procedure UC Unified Command US&R Urban Search and Rescue Annex G Incident Command System

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264 DURHAM / DURHAM COUNTY EMERGENCY OPERATIONS PLAN ANNEX H EAST DURHAM EVACUATION PLAN EAST DURHAM EVACUATION PLAN Revised August 2009 Annex H East Durham Evacuation Plan

265 EAST DURHAM EVACUATION PLAN I. PURPOSE The purpose of the East Durham Evacuation Plan is to establish a coordinated and effective system for evacuating the residence of East Durham in the event of a significant hazardous materials incident. This plan also identifies shelter locations and contacts for the specific area evacuated. II. SITUATION AND ASSUMPTIONS A. Situation 1. There are several industries located in the East Durham Area that would require evacuation of a significant hazardous material incident. 2. Along with industries a major rail runs through all of Durham to included East Durham Area which would require evacuation of a significant hazardous material incident. 3. The designated risk area breaks down into two (2) segments: ½ mile, and one (1) mile radii from the 2000 block of East Pettigrew Street. 4. Traffic will be prevented from entering the evacuation area (except for emergency vehicles). This includes thoroughfare on the Durham Freeway (NC Hwy 147) and Southern Railroad. B. Assumptions 1. General public will cooperate with evacuation notice 2. The principle mode of transportation will be privately owned vehicles. Public or specialized transportation will be made available to those who require such transportation. III. CONCEPT OF OPERATIONS In the event that there is a release of hazardous substance in a fixed facility or transportation accident, the Command Staff will evaluate the need for an evacuation to occur. In the event an evacuation is needed, all areas within a ½ mile radius of the 2000 block of East Pettigrew Street will be evacuated. If the incident escalates, areas ½ to 1 mile will be evacuated in Quadrants (Northeast, Northwest, Southwest, and Southeast), as determined by prevailing winds. Emergency Management and pre-designated Block Captains will convey this information to the public when the evacuation notice is given. Specific after hours contact for each of the facilities will be kept and maintained by Emergency Management. Copies of the plan will be distributed to the following: HazMat 13, Engine 3, Battalion Chief Vehicles, and Watch Commander for the Durham City Police Annex H East Durham Evacuation Plan

266 Department. Other copies of the East Durham Evacuation Plan (without the afterhours contacts) to each District 1, 4, and 5 car, EMS, Durham Emergency Communications, and to the block captains in the East Durham area. IV. ORGANIZATION AND ASSIGNMENTS OF RESPONSIBILITIES Reference Emergency Operations Plan, Section BP. IV. V. DIRECTION AND CONTROL Reference Emergency Operations Plan, BP. V. and ESF 1. VI. CONTINUITY OF GOVERNMENT Reference Emergency Operations Plan, Section BP. VI. VII. PLAN DEVELOPMENT AND MAINTENANCE Reference Emergency Operations Plan, Section BP. VII. VIII. AUTHORITIES AND REFERENCES Reference Emergency Operations Plan, Section BP. VIII. (*) Population estimates are based on 2000 Census information in the Durham GIS Demographic map. Annex H East Durham Evacuation Plan

267 ½ Mile Radius from the 2100 block of East Pettigrew Street Included streets north of East Pettigrew are: (population estimates 2,015*) Angier Avenue from 1404 Angier to 2616 Angier Ashe Street from S Maple St to 2508 Ashe St Bingham Street from dead end south of Angier Ave to Owen St. (including 406, 408 and 410 Bingham St) Briggs Avenue north from E. Main to 109 Cherry Grove St Bruce Street all Cardens Lane/Alley all Cherry Grove Street north from E. Main to 109 Cherry Grove St Clay Street all Cody Street all Crane Street all Cross Street all Driver Street from E. Pettigrew St to 111 N Driver St Goley Street north from Cross St to E. Main St Gratham Street all Guthrie Street from E. Main St to Angier Ave Hart Street from E. Main to 2400 Hart St Harvard Avenue from S. Maple St 2408 Harvard St Hyde Park Avenue from E. Main St to Morning Glory Ave Kate Street all King Street all Main Street, East from S. Goley St to Guthrie Ave Maple Street from Angier Ave to 204 Maple St Owen Street between Angier Ave and Benjamin St Peabody Street from Clay St to Salem St Pettigrew St, East north side of street from Holman St to 2700 E. Pettigrew St Plum Street north from E. Main St to Morning Glory Ave Robertson Street all Salem Street all Vale Street all Vine Street all Young Street all Annex H East Durham Evacuation Plan

268 Included streets south of East Pettigrew are: (population estimate 2,015 *) Amber Place all Bacon Street from E. Pettigrew to Cooper St Bernice Street all Bowen Street all Briggs Avenue, South from E. Pettigrew St to Cooper St Byrd Street all Cooper Street from Bacon St to Briggs Ave Cotton Street all Eugene Street all Harnett Street south from E. Pettigrew St to dead end; south from Bowen to dead end Humphrey Street all Hwy 147 from Briggs Ave to S. Alston Ave (both directions of travel) Joplin Street from Ridgeway to Hwy 147 Lakeland Street from Ridgeway Ave to S. Briggs Ave Lawson Street from Ridgeway Ave to S. Alston Ave Mathison Avenue from Potter St to the dead end Middle Street all Mint Street all Pettigrew Street, East south side of street from Holman St to 2700 E. Pettigrew St Potter Street east side of street from Mathison St to dead end Plum Street south from E. Pettigrew St to dead end; south from Sima St to Lawson St Reservoir Street all Scoggins Avenue south from E. Pettigrew St to dead end Sima Avenue from Ridgeway to Bacon St Sowell Street all Sullivan Street all Troy Street from Bowen St to dead end Wabash Street from Ridgeway Ave to Plum St Any residents living on the streets listed above that are north of East Pettigrew St. needing shelter should report to Northern High School, 117 Tom Wilkerson Road. Any residents living on the street listed above that are south of East Pettigrew St. needing shelter should report to Hillside High School, 3727 Fayetteville Road. Annex H East Durham Evacuation Plan

269 Annex H East Durham Evacuation Plan

270 1 Mile radius of the 2100 block of East Pettigrew Street Northeastern Quadrant Streets: (population estimates 3,600 *) Angier Avenue Street from E. Main to Odell St (include 3000 Angier Ave) Ashe Street from Maple St to Hoover Rd Benjamin Street From Owen St to Felix St Bingham Street all Boone Court all Briggs Avenue north from Pettigrew St to include 808 and 809 N. Briggs Ave Bruce Street all Bryant Street - from Odell St to include 3001, 3002, 3003, 3005 Bryant St Brye Street Liberty St to Lathrop St (include 802 Brye St only) Capri Terrace all Cody Street all Condor Place all Crane Street all Creasy Street all Driver Street from E. Pettigrew to include 802 and 805 N. Driver St East End Avenue from Angier Ave to include 314 East End Ave Ellis Road From Angier Ave to E. Pettigrew St Felix Street all Gary Street from E. Main to include 618 Gary St Grantham Street all Griffith Place all Guthrie Street from E. Main St to include 801 N. Guthrie St Hart Street from N. Driver to Harvard Ave Harvard Avenue from Ashe St to Felix St Hilltop Street all Hoover Road from Boone Ct to Ashe St, and Ashe to Hilltop St Kate Street all Keats Street all King Street all Lathrop Street all Liberty Street from N. Driver St to Felix St Long Street all Marlin Drive all Main Street, East from N. Driver St to Felix Mozelle Street all Odell Street all Owen Street all Park Avenue from Southgate St to include 808 and 809 Park Ave Peabody Street from N. Driver St to Salem St Pettigrew Street, East north side of street from N. Driver St to Ellis Rd Quincy Street all Annex H East Durham Evacuation Plan

271 Raynor Street from Long St to include 611 and 622 Raynor St Salem Street all Sater Street all Southgate Street from N. Driver St to Raynor St Taylor Street from N. Driver St to Felix St Truce Street all Weldon Terrace all Woods Street all Any resident living on the street listed under Northeast Quadrant Streets needing shelter should report to Southern High School, 800 Clayton Road. Annex H East Durham Evacuation Plan

272 Annex H East Durham Evacuation Plan

273 1 Mile radius of the 2100 block of East Pettigrew Street Northwestern Quadrant Streets: (population estimates 4,600 *) Alston Avenue from E. Pettigrew St to 803 N. Alston Ave Angier Avenue from E. Main St to N. Driver St Ashe Street from Maple St to N. Driver St Barnes Avenue all Belt Street from Morning Glory Ave to Worth St, and Taylor St to Hopkins St Blacknall Street all Calvert Street all Cardens Lane all Cherry Grove Street all Clay Street all Cross Street all Dale Street all Driver Street from E. Pettigrew St to include 802 and 805 N. Driver St Elm Street from Morning Glory Ave to Liberty St Eva Street all Franklin Street all Goley Street north from Cross St to Morning Glory Ave. Hart Street from S. Maple St to N. Driver St Henderson Street all Holman Street all Hopkins Street Belt St to dead end east of N. Alston Ave Hyde Park Avenue from E. Main St to include 801 N. Hyde Park Ave Kinston Mill Court all Laurel Street all Liberty Street from N. Elm St to N. Driver St (including 726, 728, & 730 on the south side of the 700 block) Lyon Street all Main Street, East, from Fayetteville St to N. Driver St Maple Street all Morning Glory Avenue all Peabody Street all Pettigrew Street, East from Fayetteville St to S. Driver St Plum Street from E. Pettigrew St to Morning Glory Ave Ramseur Street 809 & 810 Ramseur St to Peabody St Roberson Street all Southgate Street from N. Driver St to Hopkins St Spruce Street from Southgate St to Eva St, excluding 805 Spruce St Stokes Street all Taylor Street from N. Driver St. to Hopkins St Vale Street all Vine Street all Annex H East Durham Evacuation Plan

274 Young Street all Walker Street all Worth Street all Any resident living on the street listed under Northwestern Quadrant Streets needing shelter should report to Riverside High School, 3218 Rose of Sharon Road. Annex H East Durham Evacuation Plan

275 Annex H East Durham Evacuation Plan

276 1 Mile radius of the 2100 block of East Pettigrew Street Southeastern Quadrant Streets: (population estimates 1,268 *) Anson Street all Bacon Street from E. Pettigrew St to 1508 Bacon St Bowen Street all Briggs Avenue, South from E. Pettigrew St to 1313 S. Briggs Ave Byrd Street all Cooper Street from Bacon St to S. Briggs Ave Cotton Street all Duane Street all Ellis Road from E. Pettigrew St to include 801 Ellis Rd Harnett Street south from E. Pettigrew St to dead end; south from Bowen St to dead end Hearthside Street east from Bacon St to Bacon St Hwy 147 from Ellis Rd overpass to Fayetteville St (both directions of travel) Lawson Street from Bacon St to S. Briggs Ave Middle Street all Person Street all Pettigrew Street, East from south side of street from Bacon St to 2700 Ellis Rd Reservoir Street all Sergeant Place all Scoggins Avenue all Troy Street all Welch Place all Yadkin Street all Any resident living on the street listed under Southeastern Quadrant Streets needing shelter should report to Hillside High School, 3727 Fayetteville Street. Annex H East Durham Evacuation Plan

277 Annex H East Durham Evacuation Plan

278 1 Mile radius of the 2100 block of East Pettigrew Street Southwestern Quadrant Streets: (population estimates 6,987 *) Alston Avenue, South from Hwy 147 south to include 1707 S. Alston Ave Amber Place all Athens Avenue from Majestic Dr south to include 1800 and 1801 Athens Ave Bernice Street all Capps Street include 1919, 1922, 1923 Capps St to Bacon St Cecil Street from Hwy 55 to S. Alton Ave and from Plum St to Bacon St Chatham Street all Cole Street all Colfax Street all Cooper Street from Ridgeway Ave to Bacon St Cox Avenue all Dayton Street all Dunbar Street to include 614 and 615 Dunbar St to Lincoln St Dupree Street to include 615 and 617 Dupree St to S. Alton Ave Eugene Street all Fleetwood Street all Gann Street all Grant Street all Haytai Lane all Hearthside Street from Bacon St west to include 1410 and 1411 Hearthside St Hickory Street all Highway 55 from S. Alston Ave south to Cecil St Humphrey Street all Jacob Street all Joplin Street all Lakeland Street all Lawson Street from Lincoln St to Bacon St Lincoln Street all Linwood Avenue from Merrick St to S. Alston Ave Majestic Drive from S. Alston Ave north east to dead end Massey Avenue from Merrick St to S. Alston Ave Mathison Avenue all Merrick Street north from Linwood Ave to Grant St Mint Street all Murphy Street all Nixon Street north to include 1810 and 1811 Nixon St to dead end Pettigrew Street, East south side of street from Fayetteville St to Bacon St Potter Street all Plum Street south from E. Pettigrew St to dead end and Sima St to Cecil St Annex H East Durham Evacuation Plan

279 Price Avenue to include 603, 605, and 606 Price Ave to Lincoln St and from Grant St to S. Alston Ave Ridgeway Avenue all Rosewood Street all Savannah Court all Sima Avenue all Simmons Street to include 508 and 509 Simmons St to Merrick St Sowell Street all Spaulding Street all Sullivan Street all Truman Street all Umstead Street to include 512 and 514 Umstead St to Grant St Wabash Street from S. Alston Ave to Plum St Withers Court all Any resident living on the street listed under Southwestern Quadrant Streets needing shelter should report to Jordan High School, 6806 Garrett Road. Annex H East Durham Evacuation Plan

280 Annex H East Durham Evacuation Plan