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HomeMy WebLinkAbout080 96STATE OF WASHINGTON COUNTY OF JEFFERSON In the Matter of Adopting the Jefferson } County Emergency Management Plan } Resolution No. 80-,96 WItEREAS, the Jefferson County Department of Emergency Management has completed revisions to the 1985 Jefferson County Emergency Services Operations Plan pursuant to criteria prescribed in WAC 118-30-060, and the official title of the County's disaster plan was changed to Jefferson County Emergency Management Plan; and, WHEREAS, the plan has been presented for review to the Board of County Commissioners as a comprehensive set of guidelines for coordinating countywide disaster preparedness, response and recovery in compliance with RCW 38.52.070; and, WHEREAS, the Board has reviewed said plan, and it appears to be in the best interest of the public to adopt the plan for Jefferson County; NOW, TIIEREFORE BE IT RESOLVED that the aforesaid Jefferson County Emergency Management Plan is hereby approved and adopted by the Board of County Commissioners, Jefferson County, Washington; and, SEAL: ATTEST: ~ Lorna Delaney, Clerk of the Board(~ BE IT FURTHER RESOLVED that said plan shall be distributed to all County Departments to make them fully aware of their responsibilities and functions which have been incorporated into the Emergency Management Plan. ~J~ ADOPTED this ///_O~Day of September, 1996. / , ,--'-2'1' · ', ", BOARD OF S Glen H JEFFERSON COUNTY COURTHOUSE Jefferson County Board of County Commissioners P.O. Box 1220 Port Townsend, Washington 98368 Phone (360) 385-9100 · 1-800-831-2678 · Fax (360) 385-9382 ROBERT H. HINTON, DISTRICT 1 GLEN HUNTINGFORD, DISTRICT 2 RICHARD E. WOJT, DISTRICT 3 September 11, 1996 TO: Jefferson County Departments, Offices and Agencies FROM: Richard Wojt, Chairman Jefferson County Emergency Management Plan Pursuant to Jefferson County Resolution 80-96 and 38.52 RCW, I am promulgating the Jefferson County Emergency Management Plan to provide guidance for the County concerning emergency management policies, responsibilities, training and education activities Each department, office and agency of Jefferson County is to become familiar with the contents of this plan and be prepared to discharge its emergency responsibilities or to support the emergency responsibilities of others who will respond. The Department of Emergency Management will continue to coordinate ideas and updates to this plan, and to work with Jefferson County Departments, Offices and Agencies in the continuing emergency planning process. Thanks for your continued support to our community emergency management program. Recycled Paper Jefferson County Department of Emergency Management 1344 JEFFERSON COUNTY EMERGENCY MANAGEMENT PLAN "Reasonable people, when apprised of a reasonable danger, will prepare themselves," JEFFERSON COUNTY DEPT. OF EMERGENCY MANAGEMENT 81 Elkins Road, Port Hadlock, WA 98339 Jefferson County Emergency Management Plan CONTENTS LETTER OF PROMULGATION EXECUTIVE SUMMARY PART 1: EMERGENCY MANAGEMENT - Overall emergency management policy; program management; concept of operation; inter-jurisdictional coordination. PART 2: EMERGENCY OPERATIONS - Coordination of first line emergency services - fire, rescue, emergency medical, law enforcement, and public works. PART 3: PLANNING AND INFORMATION MANAGEMENT - Strategic planning; disaster analysis; documentation; status display; EOC management; communications coordination. PART 4: LOGISTICS AND SUPPORT - Materiel support; supplies and equipment; warehousing; transportation; facilities and maintenance. PART 5: FINANCE AND ADMINISTRATION - Emergency fiscal management; procurement and contracts administration; cost tracking; records; clerical support; employee welfare coordination. PART 6: EMERGENCY RELIEF AND ASSISTANCE - Emergency shelter and housing; mass care; emergency feeding; essential household goods; disaster assistance to individuals and families. PART 7: RECOVERY - Damage assessment coordination; public entities recovery; rehabilitation and restoration; community outreach; state and federal liaison. PART 8 SPECIAL SUBJECTS - Miscellaneous disaster preparedness, response, and recovery issues not covered elsewhere in this plan. ADDENDUM: EMERGENCY MANAGEMENT RESOLUTION GLOSSARY CROSS REFERENCE (as required by chapter~ 118-30-060(4)WAC) PLAN DISTRIBUTION LIST Jefferson County Emergency Management Plan RECORD OF CHANGES NOTICE TO PLAN HOLDERS: In order to maintain a current plan, changes will be issued periodically by the Director of Emergency Management. Please make those changes upon receipt, and record them on this page. If a previous change number shows no entry, you may not have an up to date version of the plan. CHANGE # DATE MADE LOCATION/PAGE(S) CHANGED INITIALS 01 O2 03 O4 05 06 O7 O8 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 {~1.34S Jefferson County Emergency Management Program April 1996 EXECUTIVE SUMMARY This plan was developed under contract April 1996 for Jefferson County, Washington by R. W. HAMLIN & Associates Emergency Management Consultants 233 Patterson Road Port Angeles, WA 98362 (360) 457-1495 Jefferson County Emergency Management Program EXECUTIVE SUMMARY Bo GOAL: Develop and implement an omnibus disaster preparedness strategy for Jefferson County consistent with the unique needs and capabilities and resources of the community, and the requirements of the law. PURPOSE: Each political subdivision of the State of Washington is required by law to establish an organization for emergency management for disaster mitigation, preparedness, response, and recovery; and to develop and maintain a plan as to how such an organization will function. The Jefferson County Emergency Management Plan is intended to meet the requirements of Chapter 38.52, Revised Code of Washington (Emergency Management). THIS PLAN: This document is Volume One (the Basic Plan with Operational Elements) of a five part comprehensive planning scheme. The other documents, published separately, support the emergency management framework defined in this plan. (Figure 1 shows the five elements of the planning scheme). REGIONAL EMERGENCIES: Guidance in the development of emergency plans and procedures, 'and cooperation between Jefferson County and the City of Port Townsend, is provided for through the East Peninsula Regional Emergency Planning Council. That council, co-chaired by the county and city emergency management officials, is made up of representatives from local public and private agencies and organizations with disaster preparedness, response, and recovery roles. The purpose of the EPREP council is to provide a central forum for the development and maintenance of a comprehensive, multi-jurisdictional emergency management capability. (Figure 2 shows the inter- jurisdictional planning). ORGANIZATION: The emergency management organization for Jefferson County has been established in the Sheriff's Office, and is identified throughout this plan as the "Jefferson County Department of Emergency Management". The Jefferson County Sheriff is designated as the Director of Emergency Management, and is responsible for the development, administration, and execution of a program of disaster preparedness accordidg to this plan. All of the personnel, services, and facilities of the county augment the emergency management organization as necessitated by the nature and scope of the incident. (Figure 3 shows how Jefferson County government is organized for daily operations). CONCEPT OF OPERATION: In time of emergency, an emergency management organization is formed from various elements of county government. Which of the resources that are used will depend upon the nature and scope of the incident. (Figure 4 shows the emergency management organization, and defines the functions of each organizational element). The Board of County Commissioners provides emergency management policy guidance and legislative support in times of emergency; and they have responsibility for overall direction of emergency response and recovery. Executive Summary (April 1996) - Page 1 Jefferson County Emergency Management Program The command structure for direction and control of disaster response and recovery will be configured as needed according to Incident Command System practices. The plan defines the roles and responsibilities of each element of County government, and the relationship to the overall emergency management organization. County departments and cooperating agency representatives will coordinate their activities through the Emergency Management organization. Designated representatives to the emergency management organization will have sufficient knowledge of the capabilities of their department or agency, and the appropriate authority to commit resources. 4. The county Emergency Operations Center (EOC) is the central location for management of the emergency. ACTIVATION OF PLANS AND PROCEDURES: (Figure 5 in this section clarifies the progressive response to disaster by local, state and federal resources). This plan may be implemented progressively by phases (identified as "levels") so as to match commitment of resources to the needs of the emergency. Initial activation of coordinated response can be ordered by on-duty supervisors of the Sheriffs Office, or the Department of Public Works (identified in the plan as "Level 1"). 2. A larger commitment of response can be activated by the Chair of the Board of County Commissioners or the Director of Emergency Management (identified in the plan as "Level 2"). Full activation of county resources, and the enactment of special emergency powers provided by law necessary to respond to a major emergency, is the responsibility of the Board of County Commissioners and is accomplished by a declaration of emergency by the Board (identified as "Level 3"). 4. Recovery activities, characteristic of the long period of rehabilitation and reconstruction following a disaster, is identified for planning purposes as "Level 4". H. HOW TO USE THIS PLAN: This plan was organized consistent with the basic structure of the Incident Command System. The general areas of responsibility mirror the five foundation elements - incident command, operations, planning, logistics, and finance (administration). A special section for Relief and Recovery was added to assure special attention to this important subject. The Table of Contents shows the general arrangement of subjects. Detailed contents are located at the beginning of each Part. A graphic behind each tab illustrates where that responsibility lies in the emergency management organization. A glossary of terms is located in the Addendum. Due to the necessity for brevity, supporting procedures (SOP's) which detail how each department and each cooperating agency will carry out their emergency assignments must be published separately. Executive Summary (April 1996) - Page 2 Jefferson County Emergency Management Program April 1996 Figure 1 JEFFERSON COUNTY EMERGENCY MANAGEMENT COMPREHENSIVE PLANNING SCHEME VOLUME TWO: Emergency Action Checklists VOLUME THREE: Standard Operating Procedures VOLUME FOUR: Hazard- Specific Procedures VOLUME FIVE: Emergency Resource Manual CONCEPT OF OPERATION Overall emergency I1 mana.~ement policy - direction and control system IMPLEMENTATION Quick access outline of the functional duties of the emergency management organization FUNCTIONAL DETAILS Prepared by each department/agency - Shows how assigned duties are carried out SPECIAL SUBJECTS Subordinate plans as needed - details how to deal with unique problems RESOURCE DIRECTORY supplies, materiel and personnel needed to respond to an emergency Arranged by elements of the Incident Command System Keyed to the layout of the basic plan (Volume I) Arranged by county department or cooperating agency Arranged by hazard or incident type Arranged by resource type and/or source R. ~Tv: Hamlin ....... Irmer~e~cy Management Consultants Jefferson County Emergency Management Plan April 1996 Figure 2 INTER-JURISDICTIONAL PLANNING AND COORDINATION State Emergency Management Plan Washington State Emergency Management Peninsula Regional Emergency Program Clallam County City of Port A~geies City of Sequim City of Forks Jefferson County Standard Operating Procedures (sop) Cooperating Agencies Standard Operating Procedures (SOP) County Departments East Peninsula Regional Emergency Program East Peninsula Regional Emergency Planning Council (EPREP) Jefferson County City of Port Townsend I I L. I Port Townsend Emergency Management Plan City of Port Townsend II I Operating Procedures · (SOP) City Departments Standard Operating Procedures (SOP) Cooperating Agencies 0 1353 lefferson County Emergency Management Program April 1996 Figure 3 JEFFERSON COUNTY GOVERNMENT ORGANIZATION JEFFERSON COUNTY ELECTORATE ASSESSOR ISHERIFF t AUDITOR [ PROSECUTOR r EOA.DOF I TREASURER COUNTY DISTRICT COURT corm ss O.ERS SUPERIOR COURT I DIRECTOR OF PUBLIC SERVICES I HEALTH AND HUMAN SERVICES Public Health Program Environmental Health Program Animal Services Substance Abuse Program Developmental Disabilities I DEPUTY DIR. J OF PUBLIC SERVICES Personnel Management Risk Management Training Coordination I PUBLIC WORKS Capital Project Administration Equipment Rental Facilities, Parks and Recreation Road Maintenance Solid Waste I I DEVELOPMENT SERVICES Development Review Building Review Long Range Planning MIS Coordination Budget Administration Grants & Contracts Coordination Activated as needed in time of emergency (Made up of appropriate elements of County government and cooperating agencies) See FIGURE 4 (Emergency Management Organization) R. W. Hamlin ....... Jefferson County Emergency Management Program April 1996 Figure 4 EMERGENCY MANAGEMENT ORGANIZATION PT. TOWNSEND LIAISON Mutual Aid BOARD OF COUNTY COMM SSIONERS (PART 1) I IDEPUTY EM DIRECTOR Special Assignments I LIAISON OFFICER I OPERATIONS SECTION Fire & EMS Branch Law Enforcement Branch 'Public Works Branch t (PART 2) P2NING SECTION Situation and Documentation ECC Manager Communications Coordination ! (PART 3) I I OFFICER OFFICER Warning and Emergency Public Information I I LOGISTICS I FINANCE/AZ)MIN. SECTION SECTION I RELIEF GROUP Shelter and Mass Care Disaster Aid to Individuals Disaster Welfare Inquiries (PART 6) Supply and Fiscal Management Transport and Procurement Facilities and Records and Cost Maintenance Tracking Donated Employee Goods Welfare t t (PART 4) (PART $) ASSISTANCE SECTION I RECOVERY , GROUP Public Entities Recovery Recove~ Task .Force State and Federal Liaison (PART 7) (PART 8) R. ~ Hamlin ...... Emergency blans[ement Cansultants Jefferson County Emergency Management Program April 1996 Figure 5 LOCAL - STATE - FEDERAL INCREMENTAL DISASTER RESPONSE PROGRESSION Initial response to emergency carls. First size up and needs assessment. More help required. Accellerated emergency operations. Some special skills/equipment needed. Multi-agency event requIHng special coordination me.ods and commitment of support Large Multi-agency/multi- jurisdictional event requiring central coordination. May involve activation of the EOC. Commitment of all the Jurisdlction's resources and activation of emergency powers required. Emergency needs EXCEED local capabilities to respond. Specific outside assistance needed. Help required beyond local and state capabilltias. Some Federal disaster assistance needed. Major disaster involving several communlUes. Significant help needed for recovery. ROUTINE (automatic) emergency response INITIAL RESPONSE BY syst~n activated by b ON-DUTY RESOURCES on.duty personnel. Response agency STANDING ORDERS provide for calling mutual aid when needed. · KEY PERSONNEL authorized to call for Level t response to meet special needs. I KEY PERSONNEL authorized to call for Level 2 response to meet special needs. Governor's DECLARATION OF DISASTER made as request for federal disaster assistance. Governor asks the' President for full activation of federal disaster assistance. ADD LOCAL OFF DUTY AND MUTUAL AID RESOURCES STATE EMERGENCY PLAN ACTIVATED BY GOV'S. DECLARATION OF EMERGENCY I PORTIONS OF THE I FEDERAL RESPONSE PLAN I ACTNATEB BY PRESIDENTIAL DECLARATION OF EMERGENCY PRESIDENTIAL MAJOR DISASTER DECLARATION TRIGGERS FULL FEDERAL RESPONSE R. W. Hamlin FOR QUICK REFERENCE PURPOSES ONLY. THIS PROCESS IS ROUGHLY REPRESENTATIVE OF A TYPICAL ACTIVATION FROM OCCURRENCE TO MAJOR PRESIDENTIAL DECLARATION, AND MAY NOT APPLY TO EVERY CASE Jefferson County Emergency Management Program April 1996 Figure 6 EMERGENCY STAFFING ASSIGNMENTS NOTE: Job titles noted mean the incumbent or the designee as indicated in the continuity of government provisions of this plan. BOARD OF COUNTY COMM SS ONERS I PT. TOWNSEND LIAISON Not assigned I LIAISON OFFICER Not assigned I OPERATIONS SECTION Shenff's Office Not assigned - Sheriff - Public Works Director - Others as appropriate I SAFETY OFFICER Not assigned I I LOGISTICS SECTION I I INFORMATION OFFICER Deputy Director of Public Services Public Works I FINANCE/ADMIN. SECT ON Auditor Treasurer I ASSISTANCE I ~sessor SECTION I I ~ RELIEF I RECOVERYI GROUP GROUP Red Cross Dept of Community Development R. x~r. H~mlin ....... 0 a. as? NOTE 1: NOTE 2: NOTE 3: NOTE 4: JEFFERSON COUNTY GOVERNMENT EMERGENCY ASSIGNMENT MATRIX Only those ICS positions needed, based on the scope of the emergency, will be assigned. Incident command will determine the configuration of the staffing on a case by case basis. The "or designee" provisions of the plan are applicable in all cases where specific job titles are used. All departments are responsible for establishing internal procedures to provide for succession of authority. County personnel may be temporarily assigned out of their normal job classification. Personnel without specific emergency assignments may be requested to assist in execution of the county business resumption and continuation of services plan. Board of County Commissioner's Assessor Auditor Cl~rk District court Prosecutor Sheriff Supedor Court 1. Legislative support and oversight 2. Community relations 1. Assessor is Assistance Section Chief 2. Personnel assigned to the Assistance Section 1. Auditor is Finance and Administration Section Chief 2. Personnel are assigned to the Finance and Administration Section 1. No specific emergency assignment 2. Assist the Director of Public Services with business resumption plan 3. May provide available personnel as needed to support emergency operations 1. No specific emergency assignment 2. Resume District Court business 3. Provide available personnel as needed to support emergency operations 1. Legal counsel to the Board of Commissioners and the emergency management organization 2. Coroner 1. Director of Emergency Management 2. Incident Commander (unified command) 3. Provide qualified personnel to the Operations Section (Section Chief and Law Enforcement Branch Director) 1. No specific emergency assignment 2. Provide available personnel as needed to support emergency operations 3. Resume Superior Court business Emergency Assignment Matrix Page 2 Treasurer Director of Public Services Deputy Director of Public Services Department of Community Development Department of Public Works Department of Health and Human Services Information Services 1. Treasurer is Deputy Finance and' Administration Section Chief 2. Provide personnel to the Finance and Administration Section 1. Liaison with the Board cf County Commissioners 2. Facilities coordinator- Jefferson County Courthouse (facilities emergency protocols and business resumption plan) 3. Deputy Information Officer 1. Information Officer 2. Deputy facilities coordinator (business resumption plan) 1. Director is Recovery Branch Director (Assistance Section) 2. Deputy Assistance Section Chief 1. Director is Deputy Incident Commander (unified command) 2. Provide personnel to the Public Works Branch (Operations Section) 3. Provide personnel to the Logistics Section 4. When possible, building maintenance personnel will assist the Director of Public Services (facilities coordinator) in execution of the facility emergency and business resumption plan 1. Director is Health Unit Leader (Operations Section) 2. Provide personnel to the Special Population Unit (Assistance Section) 3. Provide personnel to the Animal Control Unit (Law Enforcement Branch - Operations Section) 1. Provide personnel to the Finance and Administration Section as required 2. Assist with execution of the business resumption plan ~ o LLI o O0 (Dui Jefferson County Emergency Management Program April 1996 Part 1: EMERGENCY MANAGEMENT Overall emergency management policy; program management; concept of operation; inter-jurisdictional coordination PORT TOWNSEND INFORMATION OFFICER I PLANNING SECTION I OPERATIONS SECTION LOGISTICS SECTION I I FINANCL=~ADMIN I ASSISTANCE SECTION SECTION Emergency Management Consultants Jefferson County Emergency Management Program Part 1 EMERGENCY MANAGEMENT GENERAL PROGRAM MANAGEMENT 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 1.14 1.15 1.16 PART 1 CONTENTS Background and Purpose Concept of Operations Assumptions and Limitations Jefferson County Emergency Management Organization Duties and Responsibilities of County Departments and Personnel Coordination, and Plan Implementation City, State, and Federal Emergency Management Other Local Government Agencies Private Voluntary Organizations Coordination with Other Jurisdictions Continuity of Government Non-Discrimination Review and Revision Training and Exercises Public Education Plan Distribution 1.1 BACKGROUND AND PURPOSE .01 PURPOSE OF PART 1: This portion of the Comprehensive Emergency Management Plan clarifies County policy and provides the general guidelines for implementation of a program of emergency management in Jefferson County, Washington. Part 1 identifies the overall concept of operations, outlines the emergency management organization, defines the emergency duties of County personnel, and shows the relationship with the disaster assistance elements of cooperating agencies, adjacent jurisdictions, the state of Washington and the federal government. .02 MISSION STATEMENT: The potential for natural and man-made disaster poses an ever present threat to the quality of life on the North Olympic Peninsula. It is the responsibility of the government of Jefferson County, with the assistance and support of its citizens, to take appropriate action to mitigate the effects of disaster as a part of a commitment to public safety. This Emergency Management Plan defines the policies and procedures necessary for the preservation of lives, protection of property in response to a disaster, and the execution of special measures needed to ensure timely and effective relief from calamity. Jefferson County and the City of Port Townsend have established emergency management organizations and the supporting plans and procedures necessary for carrying out emergency response and recovery within their respective jurisdictions. .03 EMERGENCY MANAGEMENT OBJECTIVES: These objectives provide guidance to the development and maintenance of the Jefferson County Emergency Management Program: (a) Recognize and sustain a comprehensive · program for Emergency Management consistent with the county's commitment to public safety and maintenance of a high quality of life. (b) Involve our citizens in preparation for disaster by encouraging and supporting self sufficiency for at least seventy-two hours or Part 1: Emergency Management (April 1996) - Page 1-1 Jefferson County Emergency Management Program longer following a major disaster. (c) Define the disaster responsibilities of each County department, and ensure that all County personnel are adequately trained and equipped to perform their special duties when needed. (d) Plan for and facilitate close cooperation with the City of Port Townsend in order to achieve the-maximum use of shared response and recovery resources. (e) Take the steps necessary to preserve County facilities and services from the effects of disaster. (f) Provide for coordination of the timely and complete restoration and repair of damaged public services and public and private property. ,04 AUTHORITIES: This plan is developed, promulgated, and maintained under the following authorities, among others: (a) Chapter 38.52,. Revised Code of Washington. (b) Chapter 36.40, Revised Code of Washington. (c) Jefferson County Resolution (data missing) dated (data missing). .05 IDENTIFICATION OF THE HAZARDS: The county is subject to a wide range of natural and man-made hazards that could present a serious threat to public safety and the maintenance of order. A hazard identification and risk assessment will be conducted to identify potential hazards and the possible consequences of those hazards on the health and safety of persons in the affected areas, possible property and infrastructure damage, interruption to essential services, environmental impact, and economic impact. Jefferson County hazard vulnerability analysis (published separately) provides some background information on potential hazards which may require coordinated response under some or all of the provisions of this Plan. .06 "ALL-HAZARDS" PLANNING: Except where noted otherwise, the material in this document is intended to be applicable to all disaster response and recovery opera!ions. In order to be as broadly applicable as possible these policies and-procedures are presented with two assumptions: (1) Regarding preparedness, the potential for a major disaster is high, and (2) regarding operations, a large scale multi-agency or multi-jurisdictional event is anticipated. The activities described will be scaled appropriately to the scope of the event. An "all-hazards" scheme has been used in the development of this plan. This means that the policies and procedures prescribed will be applied to all of the identified hazards as a single master plan for action. All-hazards planning establishes a standard approach for all plan participants, regardless of the nature and scope of the emergency. Incremental activation of the plan, described below, provides for adaptation of a uniform response concept to a broad range of possible disaster scenarios. .07 ORGANIZATION OF THIS PLAN: Because the primary local emergency management method is the Incident Command System (ICS), this plan is organized approximating the major elements ICS. .08 REQUIREMENTS OF THE WASHINGTON ADMINISTRATIVE CODE, CHAPTER 1'18-30: All of the components as identified in WAC 118- 30, are included. The specific residence of each major WAC requirement is identified in a cross reference located in the Addendum to this plan. .09 SPECIAL NOTES: (a) There are frequent references throughout the plan to job descriptions, duties and responsibilities of the various participating Part 1: Emergency Management (April 1996) - Page 1-2 vol 01,364, Jefferson County Emergency Management Program departments, agencies and organizations. All emergency assignments are made on the basis of "position", without regard to the incumbent of that position. (b) Any reference to a specific job title or position (e.g., "Sheriff', "Assessor", "Fire Chief" etc.) means the current holder of that position or th~ person designated to act on their behalf for the purpose of the execution of em"~rgency plans and procedures. (c) The emergency roles of some county employees may differ significantly from their normal daily roles and responsibilities. 1.2 CONCEPT OF OPERATIONS .01 CONCEPT OF OPERATIONS - JEFFERSON COUNTY EMERGENCY MANAGEMENT: (a) The Board of Jefferson County Commissioners will designate a Director of Emergency Management who shall be responsible for the development, administration and execution of a program of disaster preparedness, response, and recovery in accordance with Resolution (data missing). (b) An Emergency Management Committee of designated County personnel, and others having appropriate expertise in disaster response and recovery, will be established by the Board of Commissioners to assist in the preparation, implementation, testing and evaluation of the emergency management program. (c) Operational direction and control in an emergency will be accomplished by an incident command team comprised of designated County department heads, representatives of some cooperating agencies, and other qualified persons, including certain volunteers. Staffing will be expanded and configured as needed. (d) (e) (f) (g) (h) To prepare for meeting the needs of a multi- jurisdictional emergency, and to provide an ongoing forum for interlocal cooperation, Jefferson County and the City of Port Townsend have jointly organized the East Peninsula Regional Emergency Program (EPREP) as a means of planning for and coordination of shared resource~ In an emergency, all of the necessary personnel, facilities, and services of Jefferson County will be used as appropriate to combat the effects of disaster and to assist with rapid recovery. Identified cooperating public and private agencies and organizations concur with this plan and will coordinate their disaster response and recovery activities with the County as a part of the emergency management organization. Mutual aid agreements or other documents which describe interagency linkages will be established where needed to provide for maximum coordination. The Incident Command System (ICS) is the basic management scheme for disaster response and recovery under this plan. A Recovery Task~ Force may be established following a major emergency to provide for input from the community on long term recovery and rehabilitation issues. 1.3 ASSUMPTIONS AND LIMITATIONS: .01 ADAPTABILITY: Not all emergency situations can be foreseen. The emergency management system must adapt rapidly to unique and complex conditions. This may include ~The "Disaster Recovery Task Force" is defined in Part 7, paragraph 7.5.04. Also, see the Glossary attached for explanation of unfamiliar terms found in this plan. Part 1: Emergency Management (April 1996) - Page 1-3 01365 Jefferson County Emergency Management Program transboundary situations as well as simultaneous major events. No attempt has been made to define all the disaster possibilities which might Occur. .02 RE-ESTABLISHMENT OF CENTRAL DIRECTION AND CONTROL: Initial stages of a major disaster are often characterized by chaos and confusion. Much of the early official activity is undertaken independently due to the overwhe"l~ning simultaneous demands for help. This plan is not intended to limit or restrict initiative, judgement, or independent action required to respond to emergency needs, provided that the ultimate objective of all emergency action is to reestablish centralized coordination as rapidly as practical. .03 ALL EMERGENCY NEEDS MAY NOT BE MET: The response capability of the county is usually adequate for daily (routine) response to common emergencies. Mutual aid agreements provide for response capability to be augmented when necessary. However, depending upon the magnitude of the occurrence, County resources may become overwhelmed, damaged or limited in their ability to respo.nd. The county may not be able to meet all of the emergency needs ofits citizens under these extreme circumstances, and the emergency management system may be required to prioritize the delivery of assistance based on the greatest need as apparent at the time. .04 SEVENTY-TWO HOUR REQUIREMENT: The responsibility for disaster preparedness falls equally on county government and each individual citizen. This plan is based on the presumption that there may be a minimum of seventy-two hours following a major disaster without expectation of help, or before some basic services may be restored to a bare minimum level. .05 BUSINESS DISASTER PLANS: Local businesses should be encouraged to develop internal disaster response plans, and Business Resumption Plans, that integrate with Jefferson County emergency management concept on a cooperative basis. Close cooperation with the emergency management organization, through the Recovery Task Force, may help expedite relief. (See Part 7 for information on the Recovery Task Force). .06 FUNDING LIMITATIONS: Carrying out the duties prescribed in this plan may depend upon appropriations and availability of fundi~.g. Lack of County funds may limit the ability of some departments to conduct all disaster preparedness, response and recovery activities as planned. .07 LIMITED RESOURCES AND GEOGRAPHICAL ISOLATION: Because of the limited emergency response and recovery resources of the North Olympia Peninsula area, and the relative isolation from timely outside help, a comprehensive method of sharing resources and combining local forces is necessary. In addition, geographical separation of the population centers requires plans and procedures that are sensitive to the unique needs of each community while retaining central coordination in order to ensure uniform county-wide response and recovery. .08 RELATIONSHIP TO THE EAST PENINSULA REGIONAL EMERGENCY PROGRAM (EPREP): The need for inter-jurisdictional cooperation in the event of a major incident is crucial. In order for the multi-jurisdictional approach to work effectively, it is essential that all of the member jurisdictions, and cooperating agencies, standardize, integrate, understand, and accept the cooperative emergency management environment posited in the EPREP program. This plan recognizes and concurs with the approved East Peninsula Regional Emergency Planning concept. The provisions of this plan have been standardized with the EPREP architecture to the degree possible. 1.4 JEFFERSON COUNTY EMERGENCY MANAGEMENT ORGANIZATION .01 JEFFERSON COUNTY EMERGENCY Part 1: Emergency Management (April 1996) - Page 1-4 '0 1366 Ill Jefferson County Emergency Management Program MANAGEMENT ORGANIZATION: The designated elected and appointed officials, personnel of the departments and offices of the county, and identified supporting and cooperating agencies and organizations, will function under this plan as an emergency management organization under the direction of the Board of County Commissioners. (a) The Board of Commissioners comprises the'legislative body of the county. They have, by state statute, the ultimate responsibility for disaster mitigation, preparedness, response, and recovery within the jurisdiction of Jefferson County. They collectively have the responsibility to execute the emergency management policy in the event of disaster. and program. The EPREP council should consist of those having appropriate expertise and knowledge of the organization from all key functional areas within the county and external representatives as appropriate. Recommended council membership may include, but is not limited to the following: (a) County Director of Emergency Management (co-chair). (b) City Director of Emergency Management (co- chair). (c) Jefferson General Hospital. (d) Port Townsend Fire Department and Jefferson County Fire Districts. (b) The Director of Emergency Management has been designated by the Commissioners for the purpose of carrying out the provisions of the plan, and to assume direction and control of the emergency management organization. (e) Jefferson County Chapter, American Red Cross. (f) Jefferson Search and Rescue. (g) Chair, Recovery Task Force. (c) All of the personnel, services and facilities of Jefferson County become part of the emergency management organization as needed in times of community crisis2. As much as practical, the day-to-day organization of County departments will be maintained for disaster operations. (h) Jefferson County School Districts. (i) City of Port Townsend. (j) Puget Power. (k) Jefferson County Sheriff's Office. .02 EMERGENCY MANAGEMENT COMMITTEE: A standing Emergency Management Council, the EAST PENINSULA REGIONAL EMERGENCY PLANNING COUNCIL (EPREP) is established to provide ongoing advice and assistance in the preparation for disaster response and recovery. The planning council makes policy recommendations to the Board of County Commissioners regarding the emergency management program, and assists the Director of Emergency Management in the development and maintenance of the emergency management plan (I) Port Townsend Police Department. (m) Home Owners and Neighborhood Associations. (n) Amateur Radio representative. .03 STANDARD OPERATING PROCEDURES (SOP's): Each County department head will establish the internal departmental policies and procedures needed to ensure maximum use of all department resources, and define how they will carry out their assigned duties in an emergency. 2Reference RCW 38.52.110. .04 LIAISON: Each department and agency with Part t: Emergency Management (April 1996) - Page 1-5 Jefferson County Emergency Management Program MANAGEMENT ORGANIZATION: The designated elected and appointed officials, personnel of the departments and offices of the county, and identified supporting and cooperating agencies and organizations, will function under this plan as an emergency management organization under the direction of the Board of County Commissioners. (a) The Board of Commissioners comprises the legislative body of the county. They have, by state statute, the ultimate responsibility for disaster mitigation, preparedness, response, and recovery within the jurisdiction of Jefferson County. They collectively have the responsibility to execute the emergency management policy in the event of disaster. (b) The Director of Emergency Management has been designated by the Commissioners for the purpose of carrying out the provisions of the plan, and to assume direction and control of the emergency management organization. (c) All of the personnel, services and facilities of Jefferson County become part of the emergency management organization as needed in times of community crisis2. As much as practical, the day-to-day organization of County departments will be maintained for disaster operations. .02 EMERGENCY MANAGEMENT COMMI'I-i'EE: A standing Emergency Management Council, the EAST PENINSULA REGIONAL EMERGENCY PLANNING COUNCIL (EPREP) is established to provide ongoing advice and assistance in the preparation for disaster response and recovery. The planning council makes policy recommendations to the Board of County Commissioners regarding the emergency management program, and assists the Director of Emergency Management in the development and maintenance of the emergency management plan 2Reference RCW 38.52.110. and program. The EPREP council should consist of those having appropriate expertise and knowledge of the organization from all key functional areas within the county and external representatives as appropriate. Recommended council membership may include, but is not limited to the following: (a) County Director of Emergency Management (co-chair). (b) City Director of Emergency Management (co- chair). (c) Jefferson General Hospital. (d) Port Townsend Fire Department and Jefferson County Fire Districts. (e) Jefferson County Chapter, American Red Cross. (f) Jefferson Search and Rescue. (g) Chair, Recovery Task Force. (h) Jefferson County School Districts. (i) City of Port Townsend. (j) Puget Power. (k) Jefferson County Sheriff's Office. (I) Port Townsend Police Department. (m) Home Owners and Neighborhood Associations. (n) Amateur Radio representative. .03 STANDARD OPERATING PROCEDURES (SOP's): Each County department head will establish the internal departmental policies and procedures needed to ensure maximum use of all department resources, and define how they will carry out their assigned duties in an emergency. · .04 LIAISON: Each department and agency with Part 1: Emergency Management (April 1996) ._- Page 1-5 Jefferson County Emergency Management Program an emergency assignment will designate a liaison with the emergency management agency so as to ensure readiness to fulfill the assigned disaster mission under this plan. 1.5 DUTIES AND RESPONSIBILITIES OF JEFFERSON COUNTY DEPARTMENTS AND PERSONNEL .01 BOARD OF COUNTY COMMISSIONERS:, (a) Establish, fund and maintain an organization for emergency management under the provisions of RCW 38.52, and ensure that the necessary policies and procedures are in place to carry out an effective program. (b) Provide overall policy direction to the emergency management organization. (c) In an emergency, appropriate funds to support the emergency management organization to meet emergency needs; authorize expenditure of County funds necessary to combat the disaster. (d) Declare a state of emergency when necessary for full activation of the provisions of this plan. (e) Declare a disaster when necessary to formally request state and/or federal disaster assistance. (f) Enact special legislation which may be needed to support effective disaster response and recovery. (g) Conduct public hearings and public meetings and take other actions to assist in informing the public and identifying public needs following a major emergency; direct citizen's requests for assistance and information to the appropriate channels. (h) Activate the continuity of government provisions of the County Emergency Management Resolution as needed to maintain legislative support under crisis conditions. Enact special legislation which commands the services and equipment of private citizens as necessary in response to the disaster after proclamation by the governor. (j) Provide continuing oversight and legislative support during the recovery phase. .02 DIRECTOR OF EMERGENCY MANAGEMENT: (a) Develop and implement the Jefferson County Emergency Management plan and program under the guidance of the Board of County Commissioners (b) Advise the Board of Commissioners on matters regarding disaster mitigation, preparedness, response and recovery. (c) Chair the East Peninsula Regional Emergency Planning Council (Emergency Management Committee). (d) Coordinate the training, drills and exercises needed to ensure implementation of plans and procedures in times of crisis. (e) Coordinate with County departments and cooperating agencies in the development and production of Standard Operating Procedures to ensure implementation of the plan. (f) Represent the emergency management organization in all dealings with public or private agencies pertaining to disaster preparedness, response and recovery. (g) In time of emergency, execute the appropriate elements of the plan, and assume Incident Command as provided, or otherwise act to control and direct the emergency management organization. Part 1: Emergency Management (April 1996) - Page 1-6 01369 Jefferson County Emergency Management Program (h) Provide for coordination among local, state, federal, and private organizations involved in response to a disaster. Take the steps necessary to ensure the maximum use of resou roes. (i) Establish and maintain an Emergency Operations Center (EOC) for the purpose of centralized coordination, direction and control of County response to an emergency. Activate the EOC when needed. .03 ASSESSOR: (a) When activated by Incident Command the Assessor will act as the Assistance Section chief. Duties include oversight of individual assistance (in cooperation with the American Red Cross), damage assessment, short term and long term recovery (with the assistance of the Department of Community Development), and other activities necessary to meet community disaster recovery objectives. (b) Provide staff support to the Assistance Section when the section is activated by Incident Command. (c) Provide file information to the Recovery Group for use in the damage assessment process. (d) Provide for the rapid resumption of the essential services of the department. .04 AUDITOR: (a) Establish and maintain an emergency fiscal management capability including incident related cost tracking, procurement control, timekeeping, claims processing, contract administration, and other duties necessary to meet the financial needs of the county in an emergency. (b) Act as Finance Section Chief when the section is activated by Incident Command. (c) Establish Standard Operating Procedures for department personnel to ensure the ability to meet emergency objectives and continue essential public services. (d) Coordinate the preservation and restoration of essential County records. · 05 PROSECUTOR (CORONER): (a) Act as legal advisor to the Board of County Commissioners and the emergency management organization as needed. (b) Assist in the drafting of special legislation necessary to support emergency needs. (c) Assume responsibility as provided by law for all activities relating to the removal, transportation, identification, and disposition of human remains. (d) Provide for temporary storage of human remains. (e) Establish and maintain the official casualty list for all confirmed and identified fatalities. .06 SHERIFF: (a) Assume coordination of all incident related taw enforcement activities, including all law enforcement mutual aid. (b) Provide for public safety communications services through the facilities of the Sheriff's Office dispatch center. (c) Act as Operations Section Chief when activated by Incident Command. (d) Provide qualified personnel to act as Law Enforcement Branch Director when activated by Incident Command. [NOTE: Because the Sheriff is the designated Director of Emergency Management for Jefferson County; a senior staff member of the Sheriff's Office may be assigned to perform the law Part 1: Emergency Management~April 1996) ._- Page 1-7 Jefferson County Emergency Management Program enforcement operational duties of the Sheriff.] .07 TREASURER: (a) Assist the Auditor in the establishment of an emergency fiscal management capability. (b) Provide support to the emergency procurement activities of the Finance and Administration Section. (c) Act as Finance and Administration Section. Chief in the absence of the Auditor. (d) Provide for rapid restoration of essential public services. .08 DIRECTOR OF PUBLIC SERVICES: (a) In an emergency, coordinate the activities of the Board of County Commissioners. Ensure that the Board is fully briefed on the nature and scope of the incident and the actions being taken to respond. (b) Act as liaison between the Board and the Incident Commander (Unified Command). (c) Provide support to all county departments to ensure maximum cooperation with the emergency management organization and rapid restoration of public services. (d) Act as Facilities Coordinator for the Jefferson County Courthouse in the event of earthquake damage, bomb threat, fire, explosion, or any other major incident threatening the safety of the occupants or the facility. (e) Assume coordination of relocation and resumption of county business functions should the courthouse require evacuation. .09 DEPUTY DIRECTOR OF PUBLIC SERVICES: (a) Act as the county Information Officer, and coordinate all incident related Warning and Emergency Public Information. (b) Assume the emergency duties of the Director of Public Services in the event of absence. .10 DEPARTMENT OF COMMUNITY DEVELOPMENT: (a) Act as Recovery Group Leader when the section is activated by the Assistance Section Chief. (b) Establish and maintain a disaster damage assessment capability including identification of damaged public and private structures and facilities, determination and quantification of estimated losses, and other duties essential to the activities of the Assistance Section. (c) Provide coordination of long term recovery activities. (d) Act as Assistance Section.Chief in the absence of the Assessor. .11 DEPARTMENT OF HEALTH AND HUMAN SERVICES: (a) In an emergency, provide for coordination of all incident related public health activities including, immunization and disease control. (b) Coordinate all incident related Environmental Health activities including water and food quality inspection, sanitation and other essential duties. (c) Coordinate emergency animal control activities. (d) Provide for central coordination of services for special populations in Jefferson County, including disabled persons and the elderly. .12 DEPARTMENT OF PUBLIC WORKS: (a) Establish and maintain an emergency public works and engineering capability in order to meet the objectives of a disaster. Part 1: Emergency Management (April 1996) - Page 1-8 Jefferson County Emergency Management Program (b) (c) (d) (e) (0 (g) (h) (i) In an emergency, the Director of Public Works may be included in Unified Command. Provide qualified management to the Public Works Branch when that branch is activated by Incident Command. Assume coordination of public works activities through the Operations Section. Provide for maximum coordination and use of public works resources. Provide for management debris removal and the management of solid waste activities. Assist the Assistance Section, Recovery Branch, in the collection of damage data relating to county owned and operated structures and facilities. Coordinate restoration of county roads, bridges and facilities. Provide a point of contact for coordination and restoration activities of all utilities including public power and telephone systems. Provide qualified personnel to assume the duties of Logistics Section Chief when activated by Incident Command. 1.6 COORDINATION, AND PLAN IMPLEMENTATION .01 PROGRESSIVE ACTIVATION OF THIS PLAN: Upon 'the occurrence of an emergency incident requiring immediate coordinated action to preserve order or public health, activation of all or portions of this plan may be appropriate. In order to provide for the rapid start-up of special direction and control procedures, this plan can be implemented incrementally according to the nature and scope of the incident. Response for levels of incident severity are: (a) LEVEL ZERO: Normal conditions where daily (b) (c) emergencies can be handled by the routine resources of the County and routine supporting agencies. ACTIVATION: A twenty-four hour alert and notification capability is maintained through the facilities of the Jefferson County Sheriff's department in order to provide timely notification to the Emergency Manager in the event of a need for implementation of any of the provisions of this plan. EMERGENCY MANAGEMENT: Maintain ongoing readiness. LEVEL 1: Unusual occurrences, where coordination is needed between responding County departments, and which can probably be met with existing County resources without outside help (or mutual aid assistance), and which are short term in nature and limited in scope. This level may be activated as a "WATCH" condition where early information is received of a potential or imminent situation. ACTIVATION: May be activated by the on duty Supervisor of the Sheriff's Office or the Department of Public Works, and confirmed by the Director of Emergency Management. EMERGENCY MANAGEMENT: Assembly of the elements of the overhead team necessary to provide coordination; activation of a Level 1 notification list. The Emergency Manager will determine if activation of the EOC is necessary. LEVEL 2: Situations which may be larger in scope and require the use of mutual aid resources or special procedures for dealing with the emergency. Appropriate for multiple agency incidents involving more than one jurisdiction. This level may be activated as a "WARNING" condition where information is received of a likely imminent threat to lives and property. ACTIVATION: May be activated by the Director of Emergency Management or the Part 1: Emergency Management (April 1996)_- Page 1-9 Jefferson County Emergency Management Program Chair of the Board of County Commissioners.. EMERGENCY MANAGEMENT: Activation of the overhead team, and staffing of the emergency management organization as required; activation of a Level 2 notification list. This condition will require activation of the EOC. (d) LEVEL 3: Broad scope emergencies with long term impact; representing a significant threat to life and property. ACTIVATION: Because of the extensive mobilization of County resources, and the potential for complex policy and fiscal issues relating to disaster response and recovery, Level 3 must be activated by resolution by the Board of Commissioners. This resolution constitutes a Declaration of Emergency. EMERGENCY MANAGEMENT: Full activation of plans and procedures; full scale activation of the Jefferson County EOC; maximum commitment of County and supporting resources under the coordination of this plan. .02 EMERGENCY OPERATION CENTER (EOC): Overall direction, control and coordination of County response to an emergency will be carried out at the County EOC located at the Jefferson County Sheriff's Office, Port Hadlock. The Sheriff's Office will be responsible for ensuring operational readiness of the EOC. The EOC has the capability to operate on a 24-hour basis for a minimum of fourteen days as required. .03 EOC COMMUNICATIONS CAPABILITY: The EOC will be equipped with the communications equipment necessary to mobilize and coordinate County resources, and to communicate with Port Townsend EOC and the state Emergency Management Division where necessary. EOC communications will be supplemental to the communications provided by Jefferson County Sheriff's Office. .04 ALTERNATE EMERGENCY OPERATION CENTER(S): Should the primary EOC become inoperable or inaccessible as a result of the incident, an alternate EOC will be established at the following location: (a) Port Townsend Emergency Operation Center, or (b) Jefferson County Road Department shop, Port Hadlock. .05 (FIELD) COMMAND POST: If an incident occurs in a specific limited area within the county, a Command Post may be established for face-to- face coordination of on-scene emergency response. The EOC may be activated at minimum staffing to act as support to the site-specific situation. The Incident Commander, in such events, may be located at the CP rather than the EOC. .06 EOC STAFFING: The Director of Emergency Management will st.aff the EOC in time of emergency according to the recommended staffing plan for level of activation. An EOC Manager may be designated to provide for twenty- four hour operation of the facility. Cooperating agencies and organizations who assign representatives to the EOC according to the plan will ensure that those representatives have sufficient knowledge of the capabilities and resources of their agencies, with appropriate authority to commit those resources. .07 NOTIFICATION WHEN EMERGENCY PLAN IS ACTIVATED: (a) (b) The Director of Emergency Management will establish procedures to ensure proper notification of key County officials and all personnel who have emergency management duties. When possible, EOc staff will be recalled via an employee call down procedure. (c) To avoid'duplication and confusion, only those assigned to the Emergency Operation Center Part 1: Emergency Management (January 1996)_- Page 1-10 Jefferson County Emergency Management Program should report to the EOC when activated. .08 ASSIGNED DUTY STATION: All County personnel will be assigned a pdmary disaster duty station where they will be required, by department procedures, to report following a major emergency. Wherever possible, the assigned duty station will be their normal place of business. (The EOC is not a primary duty station unless the employee is assigned to the EOC.) Personnel who report their availability for duty will: (a) Be assigned initial response duties (Shift A)', or- (b) Be released for duty at a later specified time and place (Shift B), or - (c) Otherwise as required to meet emergency needs. (d) "Automatic" response procedures will be observed by County personnel when communications systems are inoperable and employees become aware of an emergency by direct observation or through the community warning system. All employees will report to their primary assigned duty station, or alternate assembly point as necessary. .09 EPREP OPERATIONAL ZONES (CZ): Jefferson County (the EPREP region) may be divided into Operational Zones for the purpose of maintaining an effective span of control. Northeast Jefferson County (including Fire Districts 1, 3, 5, and 6) is designated Operational Zone 1. Southeast Jefferson County (including Fire Districts 2 and 4) is designated Operational Zone 2. West Jefferson County (including Fire District 7) is designated Operational Zone 3, and the City of Port Townsend is Operational Zone 4. .10 DUTIES OF THE INCIDENT COMMANDER (UNIFIED COMMAND): (a) The Incident Commander (or Unified Command where appropriate) is responsible for the overall direction and control of the incident and central coordination of all participating resources. (b) Upon activation of this plan, the Emergency Management Director shall assume the responsibilities of Incident Commander. Unified Command may be established where appropriate. (c) Assignment of agency representatives to Unified Command will be made on the basis of statutory authority, commitment of resources, or by prior written procedures describing response to certain specific hazards. (d) The use of ICS for direction of field operations within the overall emergency response system is appropriate. In that event, reference to the "Incident Commander" in the field may mean "on-scene commander". .11 DUTIES OF THE LIAISON OFFICER: The Liaison Officer shall act as the point of contact for all assisting and cooperating agency representatives and "external" resources. The Liaison Officer may also be used to assure operational coordination with the City of Port Townsend. .12 DUTIES OF THE SAFETY OFFICER: the Safety Officer is responsible for monitoring and assessing hazardous and unsafe situations relating to response personnel safety. .13 DUTIES OF THE INFORMATION OFFICER: The Information Officer will act as the primary point of contact for all news media, ,and is responsible for the formulation and release of information about the incident. .14 INCIDENT ACTION PLAN: Standard ICS practices include production of an Incident Action Plan for each operational period which identifies overall incident strategies and objectives. (a) All incident related response activities will be coordinated according to the approved Incident Action Plan. Part 1: Emergency Management (April 1996) -_ Page 1-11 0 1374 Jefferson County Emergency Management Program (b) A Standing Incident Action Plan may be developed for the first twenty-four operational period following a major earthquake or other hazard as appropriate. 1.7 CITY, STATE AND FEDERAL EMERGENCY MANAGEMENT ORGANIZATIONS .01 CITY OF PORT TOWNSEND EMERGENCY MANAGEMENT: A emergency management agency for The City of Port Townsend has been established within the Police Department3. That organization coordinates all of the disaster related activities of City departments. The City of Port Townsend Department of Emergency Management has the following responsibilities: (a) Coordination of City disaster preparedness, response, and recovery according to the current emergency management plan and program. (b) Activation of the city EOC. (c) Assembly and transmission of required reports and damage assessment information to the County Emergency Management agency. .02 STATE OF WASHINGTON EMERGENCY MANAGEMENT ORGANIZATION: The State of Washington has established an organization for emergency management within the Military Department. That agency, known as Washington State Emergency Management (WSEM) has the following responsibilities: (a) Coordination of disaster related activities of the state agencies according to the Comprehensive Emergency Management Plan. 3Reference the City of Port Townsend Emergency Management Plan, dated January 1996. (b) Coordination of certain private voluntary organizations, and member organizations of the Washington State Disaster Assistance Council. (c) Liaison with state response and recovery resources. (d) Liaison with the Federal Emergency Management Agency. (e) Coordination of external support resources (beyond existing mutual aid) requested by local governments. (f) Activation of the state Emergency Operation Center as the central direction and control point for all state emergency response and recovery and the coordination of all assisting state agencies. .03 FEDERAL GOVERNMENT EMERGENCY MANAGEMENT ORGANIZATION: The Federal Emergency Management Agency (FEMA) is responsible for coordination of all federal response and recovery under the provisions of the Federal Response Plan (implementation of Public Law 93- 288 as amended). 1.8 OTHER LOCAL GOVERNMENT AGENCIES AND MUNICIPAL CORPORATIONS .01 DISASTER PLANS AND PROCEDURES: All other local government organizations, municipal and quasi-municipal corporations will establish and maintain Disaster Plans and supporting procedures for effective response to an emergency and to ensure coordination with Jefferson County Emergency Management. .01 AGENCIES AND ORGANIZATIONS: (a) Jefferson County School Districts. (b) Jefferson County Fire Protection Districts. (c) Jefferson Transit. Part 1: Emergency Management (April 1996) ~_ Page 1-12 0 :t'OTS Jefferson County Emergency Management Program (d) Jefferson County Hospital District No. 2 (Jefferson General Hospital). (e) Jefferson County Library System. (f) Port of Port Townsend. (g) Mason County PUD (Southeast Jefferson County); Clallam County PUD (Northwest Jefferson County; Grays Harbor PUD (Southwest Jefferson County) (h) Puget Power. (i) Clallam-Jefferson Counties Community Action Council. (j) Others as appropriate. .02 PLANS AND PROCEDURES WILL INCLUDE THE FOLLOWING COORDINATION ELEMENTS: (a) Establishment of an internal command and control method, including identification of a base of operations and a means of communicating with the county Emergency Operations Center. (b) Assignment of a liaison to Jefferson County Emergency Management to provide for coordination of pre-disaster preparedness activities consistent with the county plan. (c) Procedures for maximum coordination with Jefferson County Emergency Management in an emergency. (d) Provisions for providing assistance to Jefferson County Emergency Management as appropriate, including the coordinated use of agency personnel, equipment and facilities. (e) Procedures for the timely reporting of the status of agency resources and conditions to facilitate damage assessment. 1.9 PRIVATE VOLUNTARY ORGANIZATIONS AND COMMUNITY BASED ORGANIZATIONS .01 AMERICAN RED CROSS (ARC), JEFFERSON COUNTY CHAPTER: The American Red Cross has the primary responsibility to coordinate private relief organizations. The Jefferson County chapter is designated as the lead agency for the coordination of immediate private sector disaster relief to individuals and families. ARC will: (a) Identify, establish and operate public emergency relocation and shelter facilities according to local and national American Red Cross disaster plans. (b) Establish and operate public mass feeding facilities. (c) Coordinate with the Damage Assessment unit in the collection of damage information regarding private dwellings, (d) Provide individual disaster relief where appropriate according to ARC procedures. Provide a point of contact for ARC relief benefits at the Disaster Assistance Center when established after the incident. (e) Provide ongoing ARC liaison to the county Emergency Operation Center when requested. (f) Coordinate all activities through the Jefferson County Department of Emergency Management. .02 NEIGHBORHOOD COMMUNICATION: Existing neighborhood groups and community based organizations will be involved wherever possible as a means of communication of essential relief and recovery information, and the coordination of individual and family assistance. 1.10 COORDINATION WITH OTHER JURISDICTIONS Part 1: Emergency Management (April 1996) -_ Page 1-13 Jefferson County Emergency Management Program .0'1 INTER-JURISDICTIONAL COORDINATION POLICY: To provide for continuity, the Director of Emergency Management will be the primary point of contact between Jefferson County and any outside jurisdiction. Where necessary, a liaison or point of contact may be designated to assure detailed coordination. Although "policy level" contact with adjacent jurisdictions is the responsibility of the Board of County Commissioners, close consultation with Incident Command is crucial to maintaining operational . clarity. .02 CITY OF PORT TOWNSEND: Coordination with Jefferson County will be through the City of Port Townsend Department of Emergency Management at the city EOC. Policy level contact, when needed, will be made between the Mayor and the Chair of the Board of County Commissioners. .03 CLALLAM COUNTY: Coordination with Clallam County will be through the Clallam County Department of Emergency Services. Policy level contact, when needed, will be made between boards of County Commissioners. .04 STATE OF WASHINGTON: Coordination with Washington State will be through the state Emergency Operation Center. Policy level contact with the Office of the Governor is made through the director of Washington State Emergency Management. 1.1'1 CONTINUITY OF GOVERNMENT .01 REQUIREMENT FOR CONTINUITY OF GOVERNMENT: In the event that a county official charged with specific functions or duties becomes unable to perform, regardless of the cause, lines of succession must be established to ensure the continuity of emergency operations. Jefferson County Resolution (data missing), defines the succession. Policies and procedures will be adopted to ensure the timely designation of successors for all key personnel in order to assure continuity of leadership. .02 SUCCESSOR - DIRECTOR OF EMERGENCY MANAGEMENT: In the absence of the appointed Director of Emergency Management, the Director of the Department of Public Services shall assume those duties. .03 SUCCESSOR - COUNTY DEPARTMENT HEADS: Each county department head will establish internal procedures in accordance with Resolution (data missing) for succession of leadership within the department in the absence of the department head. The department heads will ensure that all designated successors are familiar with their emergency responsibilities according to this plan. .04 PROTECTION OF ESSENTIAL RECORDS: (a) In order to provide for the continuity and preservation of county government, methods for the preservation of publi.c documents which are essential in an emergency and for the reestablishment of normal operations after an emergency, shall be identified by each department. (b) Preservation methods may include vaulting, dispersal, or off-site storage of originals or reproductions. The Auditor may coordinate the preservation of county records with the state archivist. (c) Each department will identify and take the necessary steps to protect essential records, in cooperation with the Auditor. .05 ALTERNATE BUSINESS SITES: (a) BOARD OF COUNTY COMMISSIONERS: In the event that it becomes imprudent, inexpedient, or impossible to conduct the affairs of Jefferson. County at the regular or usual meeting place, the Commissioners may meet at any temporary place. (b) COUNTY DEPARTMENTS: Each department will identify in it's Standard Operating Part 1: Emergency Management (April 1996) ~_ Page 1-14 Jefferson County Emergency Management Program (c) Procedures two alternate business sites in their departmental procedures, and will determine what minimum support is necessary for the continuity of essential county business processes. In the absence of instructions to the contrary, the alternate assembly point for county personnel will be the Permit Center. 1.12 NON-DISCRIMINATION .01 FEDERAL REQUIREMENT FOR NON- DISCRIMINATION: (a) No services will be denied on the basis of race, color, national origin, religion, sex, sexual orientation, age or disability, and no special treatment will be extended to any persons or group over and above what normally would be expected in the way of county services under emergency conditions. (b) The non-discrimination policy applies to all local, state and federal disaster assistance. The office of the Director of Public Services will maintain the capability to receive public advice and comments about civil rights compliance issues regarding disaster assistance. (c) All training courses, meetings, and conferences funded in whole or in part with FEMA financial assistance will meet the federal non-discrimination policy. In addition, such events will meet the special needs of disabled persons as required by law. (d) The American Red Cross, having the responsibility according to this plan for the location and operation of community shelters during an emergency, has plans and procedures in place to meet the accessibility requirements of disabled persons at those shelters during shelter stays. (e) Evacuation orders for the protective (f) (g) movement of persons in danger will include provisions to identify individuals who will require assistance from place of residence to reception centers or shelters, including persons who are visually or mobility impaired or medically dependent. Local funding limitations prevent the development of community wide alternate emergency warning systems to alert persons who are hearing impaired. Where door-to- door warning dissemination methods are used, provisions will be made where possible to identify individuals who require special assistance. Emergency management public information materials are available in Spanish at County Emergency Management. Additional material will be developed where necessary when it is determined that a substantial portion of the population understands and requires information in a language other than English. 1.13 REVIEW AND REVISION .01 REQUIREMENT FOR REVIEWAND REVISION OF THE PLAN: A schedule will be established by the Director of Emergency Management for the periodic review of this plan, and appropriate tests will be conducted to ensure that all elements of the plan remain current. Selected segments of the plan will be reviewed and updated on an annual basis. .02 REVISION OF THE EAST PENINSULA REGIONAL EMERGENCY CONCEPT: A schedule will be established by the EPREP. council to provide for periodic review and revision of the East Peninsula Regional Emergency Plan. '1.14 TRAINING AND EXERCISES .01 EMERGENCY MANAGEMENT TRAINING: .Training in the implementation of the plan will be Part 1: Emergency Management (April 1996) ~_ Page 1-15 Jefferson County Emergency Management Program conducted at all levels to ensure that the county can effectively respond when necessary. (a) The Director of Emergency Management is responsible for coordination of disaster preparedness and response training, and for coordination of the development of plans and procedures within each department. (b) A comprehensive ongoing training program will be conducted to ensure skill development and awareness of roles and responsibilities for county elected officials, incident management staff, department heads and other key personnel, operational personnel, business and industry leaders, and others with emergency roles. (c) Provisions may be made for accelerated (expedient) training to correct any shortfalls during a disaster should time and circumstances permit. 1.15 PUBLIC EDUCATION .0'1 DISASTER PREPAREDNESS PUBLIC EDUCATION: A program of public awareness is essential to the preparedness, posture of the community. Self-help can substantially reduce the burden on emergency response organizations in. time of emergency. Members of the community who are prepared to deal with the impacts of disaster for the first seventy-two hours will release emergency resources to deal with the more critical needs of disaster victims. (a) A program of public education in disaster preparedness will be coordinated by the Director of Emergency Management, in concert with the America Red Cross and other appropriate disaster assistance and social service agencies. (b) Maximum use of neighborhood groups and private voluntary organizations should be made in the effort to make our citizens aware of how they can help themselves in times of major emergency. The Recovery Task Force may be a practical method of communicating with Jefferson County businesses. 1.16 PLAN DISTRIBUTION .01 DISTRIBUTION OF THE EMERGENCY MANAGEMENT PLAN: Copies of this emergency management plan will be distributed to all agencies, departments and employees having responsibilities designated in the plan. The Director of Emergency Management shall keep a record of all holders of the plan and a system implemented for issuing changes or revisions will be established. In addition, a reasonable number of copies of this plan should be provided to libraries and other suitable repositories to allow for public access to community emergency policies, plans and procedures. Part 1: Emergency Management (April 1996) - Page 1-16 o[.~.first Irene. emergen servmces: .fi're.' resC:ue, emergen~ymedical. law enforcement, and 'public works COUNTY i COMMISSIONERS I INCIDENT COMMAND I LOGISTICS SECTION I SECTION OPE~~ONS INFORMATION OFFICER I FINANCE/ADMIN SECTION ! ASSISTANCE .SECTION .. ;. '- .....PART2 CONTENTS 2.1 Background and Purpose 2.2 Concept of Operations 2.3 Organization 2.4 Emergency Medical 2.5 Fire Services 2.6 Law Enforcement 2.7 Public Works and Utilities 2.8 Public Health EMERGENCY OpERATIONS FIRST LINE EMERGENCY sERVIcES ORGANIZATION AND RESPONSIBILITIES .01 ORGANIZATION OF THE EMERGENCY OPERATIONS SECTION: The Operations Section coordinates the following activities: (a) Emergency Medical Services (EMS) - (b) Fire Services · " BACKGROUND AND PURPOSE .01 PURPOSE OF PART 2: This portion of the identifies the methods of coordination of 'essential firSt line.emergency services including /medical, fire, law t,' and public works.. CONCEPT OF OP (c) Law Enforcement · 01 CONCEPT. OF~ OPERATION EMERGENCY OPERATIOI An Ope~tions Section Chief will ~.. assigned as needed for the purpose o~ :.~ coordinating flint hne se~c~s ~n an Funcfi0~al Bra~hes'"~a~ ~be ~stablish'ed within ~e s~fion to provide for (d) Public Works and Utilities (e) Public Health [NOTE: The Fire andl _ . Services Branches will · . Otherwise required by MEDICAL, .01 EMERGENCY MEDICAL.SERVICES:. 'm~v*ides foi:~m~)bilizafi~n-and; coordination of all pre-hOspital 'medical services (a) an emergency...The EMS Branch will: : Prioritize Emergency Medi~l Se~ices response ~nsistent wi~ ~e Incident Action Plan. COnduCt cOun~:~idePre- hospi~l needs assessment (nUmber,. ~p and sewd~ ofi "'(c) ~.Help coordinate the transportation of injured '~. ~¥.~'i ':?~? i?:' persons to the designated staging areas, ..' ~- "-. i. medical evacuation sites '~:)r the destination ' ~.-/! hospital..'~; ~'~ ~,:;.! ?,-:,'?'F:'?~.:.~i,: ... '.': ,:..';, ;~ '!.:. · ' ' ., .: .'"i .f ':.'?'{;t~;:!~:~. ;:" i:~:...?'': -: '. :,.: :':~..",.' .' .... Id) Coordinate requests for. additional EMS -:'t,L ....... personnel and equipment_ Coordinate requests for additional supplies with ~ ,. Jefferson General Ho., ~1. (e) Coordinate with Jefferson General Hospital regarding the proper distribution of patients. .02 MASS CASUALTY INCIDENT (MCI) PLAN: (a) Standing Washington State EMS protocols, and the special provisions of the Jefferson County area Mass Casualty Incident plan (published separately) will be observed in response to medical emergencies relating to the incident. (b) _ Jefferson General Hospital will coordinate with. medical facilities outside of Jefferson County for the effective distribution of 3SPITAL DISASTER PLAN: is the primary rement (a) As may be mqUire(j by'~ircumsmnces, ' '~-?': 'i. EMS Branch may activate'~ . - "collection point in eachof the Operational ""' Zones. In the event the transportation of injured persons to the destination hospital possible nor prudent based on conditions., the (data missing) has been designated by the Mass Casualty Incident plan as the alternate medical facility. EMS procedures will include the mobilization and use of ' pdvate sector medical resources in support of that expedient medical facility. (b) 2.5 FIRE SERVICES by the EMS" ~....:~.~,~;~:.~,~., ,-~ ~be~tyPe, and severity of :'-' i' ' ':. aid~ sUpplies;';Pe~n~'ej;~'~ ,- .,,,, ~. ~, ::.-. ,,,,, J · ~ p Is the .......... :, :,,... ,., mat ested . :..~. , .:,. ;:., . ~:::. ,,., destination hosp~l forWest Jeffemon ,~.. ~. , .: ,: .... ~-. ,~ ,~ :,,,:~.:_ ~, . , ..... .~.~,-.~.~,~-,,,_~,~,,~.;~;,.:r,:::. ~..: .~;....:,.;~ ..... . . (b) Pnontlze fire sewlce response conslsten "~¢ '~,~ ':'-(b) ~e hos ~1 d saster lan w~ll be ac~vated ' ',~ .~' -"-':'-.' ..... - '"'~ ....... , ....... .,.,. P P .... . ~ ......,:, ..:. .'. ;',:~' :' ' as needed. That plan identifies me. ods for ' .,- (c) Coordinate light and heaw rescue and ': :' '"'~'?,~:~'? ~ ::;":'-.t expand ng hosp!ta ~pabiliaes, reduction of '~:.. ''~ .:' .: .~ .~- e~rica~on ' (Establish a Separate Search _ . 'paaent populations 'as Rescue unit if needed for coordinaaon led, ~vaCUation"hf [ .01 FIRE SERVICES: The Jeffemon County Fire Districts will designate lead personnel for the Fire Services Branch as needed. The Fire Services Branch is responsible for providing overall coordination of fire suppression and -".-:~? support resources, and initial coordination( requested external 'assistance. The Fire mutual aid resources r : are responsible' for ~il s~ppression'a'n~ C~h~roi Services BranCh '~ill: ''~ .(~)...~Coordin services` a/id ~i~[ivi a se lency emen Coordinate other support services based on Coordinate resourceavailability. :~ :. - - '-.:~.... ~.,..~ ; 2.6 ~ ..~ (k) Provide se LAW ENFORCEMENT .0t LAW ENFORCEMENT SERVICES: The .";~- ~:- Sheriff's Office will provide command personnel ..:; --. to staff the Law Enforcement Branch as needed. The Law Enforcement Branch will provide for the coordination of all law enforcement activities associated with the incident. The Jefferson County Sheriff's Office, utilizing whatever mutual aid resources may be available and necessary to assist, is responsible for providing law enforcement services under the coordination of (a) the Law Enforcement Branch. The Law Enforcement Branch will: (a) (b) Prioritize law enforcement response consistent with the Incident Action Plan. · Coordinate traffic and crowd control. perimeter security, including of. scene' tess where (e) ~.Maintain law 'to the Emergency Operations Center and other essential ~ incident facilities as ,0~ AIR OPERATIONS: Coordination of air resources requested by the county is the responsibility of the Law Enforcement Branch at the EOC. Where multiple aircraft are involved. an Air Operations Unit may be established to provide for safe and efficient use of air resources. The Air Operations Unit will: Establish and maintain operational control over all aircraft resources used by the county in connection with the incident Cooperate with Jefferson General Hospital for the coordination of medical evacuation (b) Establish Communications fo~ safe and efficient oordinate evacuation. (Activate a .- - ,. '~ (c) Evacuation Unit when needed.) ..~ /zones wh, order': 'Provide for sustaining normal la~'~hforcement, .' ,~¥operations Wherever possible ' ': ASsist ~e Fire Districts 0n ~e scene with .:,,;",' :,," ~r':';: .::? helic0~t~m when' ~ordination of search and rescue. ' '"' ':' :~''; '";'?:'wi~ ~e I~f~'~l Provide'for incident related criminal - investigation. ':. · ~'.:.:' '~. :' ~ '~'~ ;~?'~:: ¥ ~'?'::'/;' f:~ ~*:'~-~';:,:, ,~ :. *: ' ":" ?' ."~:~ ~; '~'~:~03 S~RCH AND Provide pemonnel to assist the Jeffemon is res e dis ~ s~ne resour~, necess~ JE: of search 38.52 ,Part 2:. Emro may be assig ned as nee~ed~' PUBLIC WORKS AND ENGINEERING .01 COORDINATION OF PUBLIC WORKS, UTILITIES AND ENGINEERING: The :-.. Department of Public Works will staff the Public Works Branch as needed. The Public Works Branch is responsible for coordination of all public works activities during an emergency, and ensudng coordination with utility providers in the restoration of essential services. The first priodty of all public works efforts will be to assist public safety personnel in saving lives. The Department of Public Works, utilizing whatever mutual aid resources may be available, is res ponsible for providing all incident related engineering and public works activities. The Public Works Branch will: (a) - Prioritize Public Works response consistent with the Incident Action Plan. ~:" _.(b) Provide assistance to the Fire Districts in ;~, light rescue by.providing heavy equipment ?, :,, and other st} pport as, needed. "-,,. !:,. ~':.: *.,,~,t,., ( ) ProvideforclearanCeofdebdsaccording to established priorities, including coordination ?::" ?' of solid waste disposal. -': (e) (f) Coordinate collection of information ' regarding the condition of public Works Coordinate gency` :. protective measUres mlatin to property and facili' .... ~.,~'% Coordinate the inspection of County bddges and other public works Coordinate ncy fighting assistance needed.' (k) ~! Coor emergency equipment rental ,. -'replacement with the Logistics Sectiom (I) Coo~inate wi~ ~e Ci~ of Po~ Townsend Depa~ent of Public Wo~s regarding · ose areas where ci~ water ~cilities se~e coun~ residents. .02 UTILI~ES:~e Public Wo~s Depa~ment will coo~inate wi~ all public and p~vate utili~ provide~ in ~e count, including ~anchise utilizes where appropriate, to assure compatibili~ and ~ordination with the Incident A~ion Plan. A UtiliZes Unit may be activated within the Public Wo~s Branch as needed to provide for a central point of ~n~ct for all UBLlC mm IS ..... ~hd fo6d'i ~'rneAs~res. DISPOSITION OF HUMAN REMAINS: Part 2:: (c) The Coroner will provide for tempom~ Based on resource availability, the Shedffs Office may assist the Coroner with any casualties in the county.. The Port, Townsend Police Department may assist the Coroner with any casualties in the city. ement Jefferson County Emergency Management Program April 1996 Part 3: PLANNING -INFORMATION MANAGEMENT Tactical planning; disaster analysis;- documentation; status display; EOC management; communications coordination I I OPERATIONS SECTION PORT TOWNSEND COUNTY COMMISSIONERS I INCIDENT COMMAND I INFORMATION OFFICER I SECTION I FINANCE/ADMIN SECTION I I IASSISTANCE SECTION t PLANNING SECTION I RESOURCE UNIT LEADER I PLANS I SECTION CHIEF IEMERGENCY OPS. L CENTER MANAGER / I UNIT LEADER I ISTATUS/CHECK-IN RECORDER I Emergency Management Consultant~ I DISPLAY I PROCESSOR I DOCUMENTATION UNIT LEADER 1 I I COMMUNICATIONSl IUNIT LEADER I 22' ' 1388 Jefferson County Emergency Management Program Part 3 PLANNING AND INFORMATION MANAGEMENT INCLUDES EOc MANAGEMENT AND COMMUNICATIONS COORDINATION PART 3 CONTENTS AND COMMUNICATIONS: 3.1 Background and Purpose (a) 3.2 Concept of Operations - Planning and Communications 3.3 Organization 3.4 Information Management 3.5 Incident Documentation (b) 3.6 Resource Status Tracking 3.7 EOC Manager 3.8 Communications Coordination 3.1 (c) BACKGROUND AND PURPOSE .01 PURPOSE OF PART 3: This portion of the plan defines the incident information management system, including strategic planning, situation analysis, documentation, and management of the Emergency Operations Center. It also Outlines how communications will be coordinated. .02 PLANNING AND COMMUNICATIONS: Information ("intelligence") sustains emergency operations and coordination. Because communication is the mainstay of an information management system, the communications coordination and "planning" functions have been combined in this part of the plan. The EOC is primarily an information management tool, and coordination of the EOC has been included here as a logical part of the information management capability. 3.2 CONCEPT OF OPERATIONS .01 CONCEPT OF OPERATIONS - PLANNING The Planning Section Chief, when the section is activated, has the responsibility for overseeing the information management functions described in Part 3. The collection, analysis, organization, distribution, and display of incident information will be carried out at the Jefferson County Emergency Operations Center. Communications resources will be coordinated with the Shedfl's Office dispatch center. (d) The Planning Section Chief will staff the section and activate functional units as needed, coordinate the development of the Incident Action Plan, prepare incident reports and summaries, and coordinate staff briefings and planning meetings. 3.3 ORGANIZATION AND RESPONSIBILITIES .01 ORGANIZATION OF THE PLANNING SECTION: The Planning Section has these responsibilities: (a) Planning and information management. (b) Documentation. (c) Resources tracking. (d) Management of the Emergency Operations Center. Part 3: Planning and Information Management (April 1996) - Page 3-1 Jefferson County Emergency Management Program (e) Coordination of support communications. (f) Compilation of the Incident Action Plan for each operational period. 3.4 INFORMATION MANAGEMENT .01 DUTIES OF THE SITUATION UNIT: A Situation Unit may be staffed to provide for the collection and organization of incident intelligence. Duties may include: (a) Establish a method of collecting incident data. Request assistance from all incident elements in the collection of relevant information. (2) Assign Field Observers where necessary to collect situation information from personal observations. (3) Require periodic "Spot" reports. (b) Provide for mapping and charting as needed to graphically portray the nature and scope of the incident. (c) Assist the Planning Section Chief in the preparation of reports and summaries. (d) Assume the duties of EOC Manager if one has not been assigned. (e) Assume the duties of the Documentation Unit if necessary. (f) Post all relevant data on maps and displays in the EOC. - (g) Provide damage information to the Assistance Section. .02 "SPOT" REPORTS: Emergency response agencies may be requested to provide periodic Spot reports to the EOC. Spot reports consist of a bdef summary of activities and other information specifically requested by the EOC. Spot reports may be on a scheduled basis or as requested. .03 FIELD OBSERVERS: Where emergency agencies are otherwise occupied, the Situation Unit Leader may assign Field Observers for the purpose of collecting and reporting accurate and timely on-scene information to the EOC. Amateur radio operators, or other qualified volunteers, may be appropriate for this purpose. Communications and transportation are essential. In a county-wide event, assignment of Field Observer's to each Operational Zone will help to organize the information collection. .04 PHOTOGRAPHS AND VIDEO TAPE: The Situation Unit should make maximum use of photographs and video tape for planning purposes, briefings, and historical recording. ,05 EOC DISPLAYS: Status displays will be established in the EOC as required by the incident. The Standard Operating Procedure for the Emergency Operations Center (published separately) will define the type, location, and the method of maintenance of maps, charts, logs, and other common information important to incident management and coordination. .06 DAMAGE ASSESSMENT COORDINATION: Coordination of the Damage Assessment process is the responsibility of the Assistance Section. The Situation Unit will assist in the discovery of damage information, and help the Damage Assessment unit assemble, map, and organize the data needed for the damage assessment process. .07 AERIAL RECONNAISSANCE: Aircraft resources for conducting aerial surveys will be requested through the Logistics Section and coordinated by the Law Enforcement Branch. 3.5 INCIDENT DOCUMENTATION Part 3: Planning and Information Management (April 1996) - Page 3-2 Jefferson County Emergency Management Program .01 DOCUMENTATION UNIT: A Documentation Unit may be established in the Planning Section as warranted by the scope of the incident. Documentation may be assigned to the EOC Manager. The Documentation Unit will: (a) Establish and maintain an incident chronology and master log. (b) Organize incident files, and provide for the collection of historical documentation. (c) Assist the Planning Section Chief with the preparation of reports, summaries, and briefings. (d) Assume the duties of the EOC Manager, if one is not assigned, or assist the EOC Manager in the performance of his duties. (e) Assist with clerical and duplication services in the EOC. .02 DOCUMENTATION REQUIREMENTS: These incident records should be maintained: (a) CHRONOLOGY: A composite of all activities in a single document. This document should reflect the highlights and significant events by date and time. (b) SITUATION REPORT (SITREP): A compilation of data from all sources as the basis for a SITREP to WASEM. (c) DAMAGE ASSESSMENT: The data assembled by the Damage Assessment Teams. (d) (e) INCIDENT RELATED EXPENDITURES: Records which separately identify incident related expenditures and obligations (compiled by the Finance Section). DECLARATIONS: Emergency and Disaster declarations and all supporting resolutions and documentation. (f) UNIT LOGS: Logs of individual units'and personnel depicting their activities by date and time. (g) MAPS: Maps and graphics used to display or depict incident related activities. (h) OTHER DOCUMENTS: Other incident related documentation, including telephone logs, forms and supporting documents, and any data necessary for the accurate reconstruction of the activities associated with the incident. .03 SUPPORT OF THE INFORMATION MANAGEMENT SYSTEM: All county departments and cooperating agencies will support the information management system by furnishing timely reports and other information as requested. Effective coordination of response and recovery depends on that information. .04 REGIONAL AND STATE REPORTING REQUIREMENTS: (See Table 3-2 for a summary of reporting requirements by time phase). (a) REGIONAL REPORTING: The following reporting schedule is recommended: (1) INITIAL STATUS REPORT: As soon as possible after the occurrence. (2) SITREPS: Every 8 hours. These reports should be timed to arrive at the county EOC 1 hour prior to scheduled transmission of the regional SITREP to WASEM. (3) SPOT reports: As requested by the county EOC. (4) DAMAGE ASSESSMENT data: Provided to WASEM via the county EOC as it becomes available. 3.6 RESOURCE STATUS TRACKING Part 3: Planning and Information Management (April 1996) - Page 3-3 22 0 1391 Jefferson 'County Emergency Management Program .01 RESOURCES UNIT: A Resources Unit may be established in the Planning Section as needed. Duties may include: (a) Resources check-in. (b) Resource status tracking. (c) Maintenance of a master roster of all resources checked in. 3.7 EMERGENCY OPERATIONS CENTER MANAGEMENT .01 DUTIES OF THE EOC MANAGER: An Emergency Operations Center Manager may be assigned to provide for the efficient support of incident staff. Duties of the EOC Manager include: (a) ' Set up and equip the EOC, or Alternate EOC, according to the needs of the incident. (b) Establish and coordinate the EOC message routing system. (c) Assign a Display Processor or carry out status display procedures as requested. (d) Provide for facility security. Establish and supervise a pass system. (e) Staff and coordinate EOC support communications. 3.8 COMMUNICATIONS COORDINATION .01 REGIONAL COMMUNICATIONS: Coordination of communications services and facilities has been assigned to the Jefferson County Shedffs Office dispatch center. The dispatch manager is designated as the (regional) county-wide communications coordinator. The Communications Coordinator, or designee, will: / (a) Identify the pdmary and secondary disaster communications networks, and establish plans and procedures to ensure maximum use of public sector and pdvate sector radio and support communications resources in an emergency. (b) Locate communications resources, conduct equipment inventories, and provide for ongoing networking between communications providers to ensure close cooperation when needed. (c) Establish and maintain a communications capability at the Port Townsend Fire Department as a back-up to capabilities at the County EOC (Port Hadlock). .02 SUPPORT COMMUNICATIONS: Amateur Radio support in an emergency will be provided through the services of the Jefferson County Amateur Radio Emergency Services (ARES). Where Amateur Radio resources are limited, the Jefferson County ARES/RACES Organization Manual defines how available units may be prioritized. .03 SHELTER COMMUNICATIONS: The American Red Cross will determine the methods for communication between shelters. Typically, the facilities of the Amateur Radio Emergency Services are use for this function, and agreements are in place to provide for that. .04 COMMUNICATIONS WITH THE STATE EMERGENCY COORDINATION CENTER: Communication between Jefferson County and the WASEM (via the state EOC) will be as follows: (a) Telephone. (b) Via capabilities at the Regional EOC . (CEMNET [state Comprehensive Emergency Management Net], Amateur Radio facilities, etc.). (c) Via the Radio Amateur Civil Emergency Services (RACES) network. Part 3: Planning and Information Management (April 1996) - Page 3-4 0:t392 Jefferson County Emergency Management Program .05 REPAIR AND RESTORATION OF COMMUNICATIONS: The communications coordinator will coordinate repair of damaged communications equipment. Part 3: Planning and Information Management (April 1996) - Page 3-5 Table 3-1 INCIDENT PLANNING CLOCK (Typical information management activity in the first 24 hours) 1. City of Port Townsend will attempt to make INITIAL STATUS REPORT to the HOUR 0 County EOC within the first hour. TO 2. Determine the nature and scope of the incident. If the incident is an earthquake, HOUR 4 activate the EARTHQUAKE INCIDENT ACTION PLAN (first operational period). 3. Begin and sustain monitoring of operational conditions (Standing Incident Action Plan was executed at hour zero). Identify damage clusters. 4. Conduct initial assessment of emergency systems capability (law enforcement/fire/EMS). 5. Identify major community lifeline stoppages (water, energy, sanitation, communications, transportation routes). 6. Initiate STEP 1 Damage Assessment process as resources become available. 7. PT. will submit STEP 1 DA data to the Washington State Emergency Management EOC (within the first 3 hours if possible). 1. Assemble, chart and display basic operational data. HOUR 4 2. Conduct initial assessment of the status of pre-identified critical facilities. TO 3. Determine status of regional and state response. HOUR 8 4. Determine status of initial relief activity. Has ARC activated? 5. City of P.T. will submit SITREP to the County EOC. Additional SITREP's every 8 · hours or otherwise as scheduled. 6. Disseminate an IN-REPORT (and continue to disseminate IN-REPORTS every 4 hours for the first 72 hours or as needed). 1. Begin development of the Incident Action Plan for the next Operational Period. HOUR 8 2. Request information from Sections to be included in planning data prior to the Hour TO 12 planning meeting. HOUR 12 3. Notify all staff of the staff planning meeting. Prepare to conduct the staff planning meeting at Hour 12. 4. CONDUCT FULL STAFF PLANNING MEETING. 5. Schedule at least one planning meeting every twenty-four hours. 1. Receive and process Public Entities Damage reports. HOUR 12 2. Adjust draft Incident Action Plan to reflect recommendations made by staff at the TO planning meeting. HOUR 16 3. Begin development of final Incident Action Plan for the next Operational Period. 4. CONDUCT FIRST DAILY PUBLIC OFFICIALS BRIEFING at hour 15. Conduct a public officials briefing at least every twenty-four hours. 1. Begin development of final Incident Action Plan for the next Operational Period. HOUR 16 2. Request and receive SPOT reports from field units as needed. TO 3. Continue to monitor operational conditions. HOUR 20 4. Brief staff as needed. Assist the Information Officer in the development of emergency public information. 01394 HOUR 20 TO HOUR 24 1. 2. 3. 4. Distribute Incident Action Plan to all departments and agencies. Continue to monitor, chart, and display operational conditions throughout the incident. Monitor execution of Incident Action Plan. Continue to execute the Planning Cycle through the next Operational Period. - Table 3-2 REPORTING SCHEDULE INITIAL STATUS Jefferson County EOC Washington State Within the first hour (or REPORT (combine with Port Emergency as soon as EOC is Townsend INITIAL Management (WSEM) activated) SITREP - due at the county EOC ASAP) CRITICAL FACILITIES Identified critical Jefferson County EOC Immediately as INITIAL STATUS facilities (Jefferson available REPORT County School Districts, etc.) STEP 1 DAMAGE Jefferson County EOC WSEM Within the first 3 hours ASSESSMENT REPORT "SPOT" REPORTS All field and support Jefferson County EOC As requested by units and cooperating Emergency agencies Management INWARD SITREP Jefferson County EOC All field and supporting Every 4 hours or as units and cooperating needed agencies PUBLIC ENTITIES Identified public entities Jefferson County EOC Within the first 12 hours DAMAGE REPORT within the county STEP 2 DAMAGE Jefferson County EOC WSEM Within the first 24 hours ASSESSMENT REPORT PRELIMINARY Local American Red Appropriate Red Cross Within the first 24 hours DAMAGE Cross Higher Authority and ASSESSMENT (PDA Jefferson County EOC on ARC Form 6578) DETAILED DAMAGE Local American Red Appropriate Red Cross Within the first 72 hours ASSESSMENT (DDA Cross Higher Authority and on ARC Form 5739) Jefferson County EOC STEP 3 DAMAGE Jefferson County EOC WSEM Within the first 5 to 7 ASSESSMENT days (or as available) EPREP Recognized EPREP Jefferson County EOC Within the first 3 hours NEIGHBORHOOD community of as available ORGANIZATIONS organizations REPORT 0 ~.397 Jefferson County Emergency Management Program April 1996 Part 4: LOGISTICS AND SUPPORT Materiel support- supplies and equipment; warehousing; transportation; facilities; and maintenance PORT TOWNSEND · COUNTY COMMISSIONERS I INCIDENT COMMAND I INFORMATION OFFICER I OPERATIONS SECTION I PLANNING SECTION t I FINANCE/ADMIN SECTION I ASSISTANCE I SECTION LOGISTICS I I FOOD UNIT LEADER MEDICAL UNIT LEADER I LOGISTICS CHIEF I I SUPPLYUNIT ILEADER ORDERING MANAGER RECENING & DISTRIBUTION MANAGER I FACILITIESLEADER UNIT I GROUND SUPPORT UNIT LEADER I MAINTENANCE I EQUIPMENT SPECIAUST MANAGER ISECURITY MANAGER I EQUIPMENT TIMEKEEPERS I I. Emergency Management Consultants D :1398 Jefferso~ County Emergency Management Program Part 4 LOGISTICS AND SUPPORT MATI~RIEL SUPPORT PART 4 CONTENTS 4.1 Background and Purpose 4.2 Concept of Operations - Logistics and Support 4.3 Organization 4.4 Supplies and Equipment 4.5 Facilities and Maintenance 4.6 Transportation Coordination 4.7 Regional Resource Coordination 4.8 Miscellaneous 4.1 BACKGROUND AND PURPOSE .01 PURPOSE OF PART 4: This portion of the plan identifies the materiel support elements of the emergency management program, including acquisition of supplies and equipment, warehousing and distribution, facilities and maintenance, and transportation. .02 CENTRAL ORDERING: A single-point source logistics system for ordering and coordinating all mat6riel support is crucial to efficient operations, the avoidance of costly duplication, and delays in supplies and equipment where needed most. 4.2 CONCEPT OF OPERATIONS .0'1 CONCEPT OF OPERATIONS - LOGISTICS AND SUPPORT: (a) The Logistics Section Chief, when the section is activated, has the responsibility for overseeing the logistics functions described in Part 4. (b) (c) The Logistics Section provides coordination of all incident related material support from the Emergency Operations Center. The personnel, services, equipment, supplies, and facilities of the county are the primary resources for emergency response and recovery. Upon formal declaration of emergency by the Board of County Commissioners, the procurement of additional supplies and equipment from commercial sources may be authorized. 4.3 ORGANIZATION AND RESPONSIBILITIES .01 RESPONSIBILITIES OF THE LOGISTICS SECTION: The Logistics Section has these responsibilities. Functional units for any of the services below may be assigned as needed: (a) Supply, ordedng and warehousing. (b) Transportation coordination. (c) Facilities and maintenance. 4.4 SUPPLIES AND EQUIPMENT .01 DUTIES OF THE SUPPLY UNIT: The Supply Unit is responsible for mat6riel support of the incident, including: (a) Coordinate the acquisition of supplies and equipment requested by the incident staff. (b) Provide for the reception, storage, accountability and distribution of ordered Part 4: Logistics and Support (April 1995) - Page 4-1 (c) (d) (e) Jefferso6 County Emergency Management Program (0 supplies and equipment. Maintain an inventory of supplies. Coordinate rental or purchasing with the Finance Section. Assure that all requests for supplies and equipment are supported by propedy executed Purchase Orders. Provide for coordination of service or repair of non-expendable supplies and equipment. Coordinate with the Red Cross (Relief Branch) in the acquisition, storage, and distribution of bulk food. Coordinate with the Facilities Unit in the establishment and operation of a central logistics facility. 4.5 FACILITIES .01 DUTIES OF THE FACILITIES UNIT: The Facilities Unit is responsible for the physical plant needs of the incident, including: (a) Expedient pubiic shelter facilities and emergency rel6cation centers. (b) Goods staging and warehousing. (c) Disaster assistance center(s). (d) Emergency Operations Center(s). 4.6 TRANSPORTATION .01 DUTIES OF THE TRANSPORTATION UNIT: This unit is responsible for coordination of all incident related transportation needs. The Transportation Unit will: (a) Identify transportation needs and respond to requests for transportation support. (b) Coordinate the acquisition of transportation (c) (d) (e) (f) resources. Provide for the rental of trucks, vans, or other equipment needed for the movement of essential supplies and equipment. Provide for the use of private, donated transportation equipment. Establish and administer a fuel allocation system for emergency response and recovery agencies. Provide for coordination of maritime transportation resources. 4.7 REGIONAL EMERGENCY RESOURCE MANAGEMENT .01 CONTROLS ON COMMERCIAL RESOURCES: Commercial resource allocation policies envision the continued operation of a free market economy and existing distribution systems to the extent possible. VVhere necessary, certain economic stabilization measures may be required to ensure equitable distribution of emergency resources. This may include the rationing of food, petroleum and other essential items; stabilization of prices and rents; and other actions necessary. .02 MULTI-JURISDICTIONAL COORDINATION OF ECONOMIC POLICY: Fair and equitable policies regarding the distribution of resources requires close coordination between jurisdictions. .03 REGIONAL MATI'=RIEL STAGING: A regional facility for the reception, warehousing, and distribution of supplies and equipment from distant sources will be established by Jefferson County Emergency Management. The Emergency Resource Depot will be established at the Jefferson County Airport. All supporting resources not specifically requested will be., staged at the Regional Emergency Resource Depot for distribution as needed. Part 4: Logistics and Support (April 1995) - Page 4-2 Jefferso~ County Emergency Management Program .04 PORT TOWNSEND RESOURCE STAGING: The Port Townsend distribution point for incoming supplies and equipment will be the Jefferson County Fairgrounds. 4.8 MISCELLANEOUS LOGISTICS ISSUES .01 VOLUNTEER MANAGEMENT: Because the "raw" volunteer workforce is most valuable as an augmentation of private volunteer * organizations, the Assistance Section will be responsible for establishing a volunteer management capability. .02 EMERGENCY FOOD SUPPLIES: The American Red Cross is responsible for the acquisition and distribution of bulk food. A Food Unit may be established in the Assistance section as needed. The Logistics Section will support that activity to the extent possible, including assistance with transportation and warehousing. .O3 (a) RESOURCE LISTS: The Logistics ~ection Chief will establish and maintain emergency resource lists needed to gain rapid access to essential supplies and equipment in Jefferson County. (b) At a minimum, resource lists will include the general type of supplies and equipment available from various sources, and the primary and secondary contact person (with after hours contact method) for each supplier. (c) Where appropriate, advance agreements as to the means of acquisition, the costs, and the method of accountability will be established. Part 4: Logistics and Support (April 1995) - Page 4-3 01401 Jefferson County Emergency Management Program April 1996 Part 5: FINANCE AND ADMINISTRATION Emergency fiscal management; procurement; contracts administration; cost tracking; records; clerical support; employee welfare PORT TOWNSEND · COUNTY COMMISSIONERS I INCIDENT COMMAND INFORMATION OFFICER I OPERATIONS SECTION PLANNING SECTION LOGISTICS SECTION t ASSISTANCE SECTION FINANCE SECTION I COST U~ff R. w. Hamlin .~,~,.,., Emergency Management Consultants Jefferson County Emergency Management Program Part 5 FINANCE AND ADMINISTRATION EMERGENCY FISCALMANAGEMENT PART 5 CONTENTS 5.1 Background and Purpose 5.2 Concept of Operations 5.3 Organization and Responsibilities 5.4 Procurement 5.5 Cost Tracking 5.6 Administrative Procedures 5.7 Expedient Personnel Management 5.8 Employee Welfare 5.1 BACKGROUND AND PURPOSE .01 - PURPOSE OF PART 5: This portion of the plan identifies emergency fiscal management, procurement, and cost tracking. This section also includes expedient personnel management and implementation.of an employee welfare program. .02 ADMINISTRATIVE POLICY: Special fiscal monitoring is required to support emergency needs while remaining within the requirements of the law regarding the use of public funds. Except for certain emergency clauses which temporarily suspend some financial management constraints, the county remains obligated, even under extreme conditions, to account for its actions and conduct its business within the limits prescribed. 5.2 CONCEPT OF OPERATIONS .01 CONCEPT OF OPERATIONS - FINANCE AND ADMINISTRATION: (a) The Finance and Administration Section has the responsibility for overseeing the (b) (c) financial management functions described in Part 5. The execution of fiscal and administrative support activities will be carried out at the office of the Jefferson County Auditor whenever possible. The Finance Section Chief may activate and staff functional units as needed to carry out the responsibilities of the section. 5.3 ORGANIZATION AND RESPONSIBILITIES .01 RESPONSIBILITIES OF THE FINANCE AND ADMINISTRATION SECTION: The Finance Section has the following responsibilities. Functional units for any of the duties below may be assigned as needed: (a) Procurement. (b) Cost tracking and financial records. (c) Administrative support. 5.4 PROCUREMENT .01 DUTIES OF THE PROCUREMENT UNIT: The Procurement Unit is responsible for the fiscal administration needs of the incident, including: (a) Provide for the allocation of County financial resources in support of emergency operations and recovery. Part 5: Finance and Administration (April 1996) - Page 0 1404 Jefferso~ County Emergency Management Program (b) (c) (d) Establish and administer a separate Purchase Order system for controlling incident related expenditures. Administer all contractual matters regarding vendor contracts, rental agreements, and ensure that all obligation documents are properly prepared and executed. Provide for the receipt, processing, and payment of invoices relating to emergency expenditures. 5.5 COST TRACKING AND RECORDS .01 INCIDENT COST TRACKING: The Finance and Administration Section will establish procedures for the real time tracking of all expenditures, obligations and costs incurred relative to the incident. Detailed records will be kept from the onset of the emergency which include: (a) Work performed by force account (include appropriate ex?acts from payrolls, schedules of equipment used, invoices, warrants and checks issued for materials and supplies used, etc.). (b) Work performed by contract (include all associated documentation). (c) All other purchases, obligations or financial activities associated with the incident (include incident-specific purchase orders, etc.). .02 COOPERATION FROM ALL COUNTY DEPARTMENTS: All County departments will cooperate by maintaining those records necessary to accomplish cost analysis. EPREP Form (data missing) will be distributed to all departments to provide for collection of basic incident related cost data. 5.6 ADMINISTRATIVE PROCEDURES .01 NORMAL ADMINISTRATIVE PROCEDURES MAINTAINED: Normal administrative procedures and practices of County government will be followed to the extent possible. The Board of County Commissioners may amend, reduce or suspend certain administrative and fiscal procedures to provide for efficient emergency response and recovery. This may include temporary reassignment of personnel outside of their job classification, extension or modification of working hours, or other measures necessary to provide full response of county resources to the emergency. .02 MAINTENANCE OF CRITICAL BUSINESS FUNCTIONS: (a) Certain county business processes, if not performed, may directly result in lost revenue, increase in operations costs, costly legal challenge, or safety and health issues not directly related to the disaster incident. A County Business Resumption Plan should be prepared to assist in sustaining or restoring cdtical functions and business as usual. (b) The Director of Public Services is responsible for development and execution of the Business Resumption Plan. 5.7 'EXPEDIENT PERSONNEL MANAGEMENT .01 TEMPORARY HIRE: Circumstances may require the temporary hire of personnel to perform essential County services or to augment or support the relief and recovery effort. The Auditor will coordinate this activity. Suspension of certain County personnel rules may be needed to expedite the process in an emergency. Part 5: Finance and Administration (April i996) - Page $-2 Jefferson County Emergency Management Program The expectation of possible FEMA reimbursement for the cost of expedient hire employees will not be a factor in making the decision to hire extra help. 5.8 EMPLOYEE WELFARE .0'1 EMPLOYEE WELFARE AND ASSISTANCE PROGRAM: The Administration and Finance Section will be responsible for establishing and maintaining an Employee Welfare and Assistance program in order to meet the emergency needs of County employees and their families following a major emergency. Elements of the program will include: (a) (b) Provide for monitoring of employee home and family needs to determine if they were negatively impacted by the emergency. Provide for a child care system for employee families. (c) Coordinate employee disaster relief. (d) Coordinate Post Traumatic Stress debriefings for employees and their families. (5) Coordinate pre-disaster workplace safety surveys and modifications as appropriate. (6) Coordinate employee welfare plans with the. Facilities plan and the Business Resumption Plan and procedures. (7) Coordinate all Workman Compensation claims and other personnel issues relating to the incident, including injuries and illness. Part 5: Finance and Administration (April 1996) - Page 5-3 VOL ,r,r 01406 VOL iq ~_407 Jefferson County Emergency Management Program April 1996 Part 6: EMERGENCY RELIEF Emergency shelter and housing;-mass care; feeding; essential household goods; disaster assistance to individuals and families I COUNTY COMMISSIONERS I PORT INCIDENT TOWNSEND COMMAND INFORMATION r OFFICER , , r SECTION SECTION SECTION I RNANCE/ADMIN r SECTION ASSISTANCE SECTION RELIEF GROUP DIRECTOR I SHELTER, FEEDING & MASS CARE DISASTER RECOVERY ASSISTANCE CENTER ivomec. ~G~E.~iI S*"UC~.~LSAFm I COORDI.~TOR I ~N~DER. Emergency Management Consultants ASSISTANCE SECTION CHIEF I DIRECTOR II COMMUNITY ~ STATE&FEDERAL I RECOVERY TASK FORCE COORDINATOR IPUBUC ENTITLES RECOVERY SUPERVISOR 1 t Jefferso~ County Emergency Management Program Part 6 EMERGENCY RELIEF AND ASSISTANCE SHELTER AND AID TO INDIVIDUALS AND FAMILIES PART 6 CONTENTS 6.1 Background and Purpose 6.2 Concept of Operations - Emergency Relief and Assistance 6.3 Organization 6.4 Emergency Relief to Individuals and Families 6.1 BACKGROUND AND PURPOSE .01 THE PURPOSE OF PART 6: This part of the plan identifies the procedures for delivering immediate post disaster relief and assistance to the victims of disaster. .02 BACKGROUND: In addition to coordinated emergency response in a disaster, special measures may be necessary to provide timely relief from the losses suffered by its victims. When the County cannot recover from the effects of a major disaster on its own, the special assistance programs of the state and federal governments, along with pdvate sector emergency aid, are a necessary and appropriate remedy to a desperate condition. 6.2 CONCEPT OF OPERATIONS - EMERGENCY RELIEF AND ASSISTANCE .01 PRIORITIES: When disaster strikes, County government will mobilize all the necessary and possible resources, including requesting help from adjacent communities, in order to respond to calls for help. When the direct life threat has passed, available resources will then be directed toward short term relief of community distress, and the long term restoration of normal community life. .02 ASSISTANCE SECTION: An Assistance Section will be activated as needed for the purpose of providing oversight and central coordination of emergency relief related activities. .03 RELIEF BRANCH: A Relief Branch may be established within the section to coordinate incident related mass care needs, including feeding, temporary shelter, assistance to individuals, etc. .04 DISASTER ASSISTANCE CENTER: A central relief and information location may be established to provide for single-point access to all public and private aSsistance. This plan refers to that facility as the Joint Disaster Assistance Center. 6.3 ORGANIZATION AND RESPONSIBILITIES .01 ORGANIZATION OF THE ASSISTANCE SECTION: The Assistance Section Chief (Assessor) is responsible for oversight of both immediate relief activities and long term recovery (see Part 7 for RECOVERY). The "Assistance" capability can be organized as warranted by the needs of the emergency. In a major event, two branches may be configured as follows: (1) Relief Branch - coordinates all activities relating to temporary and expedient relief of the victims of disaster, including shelter, feeding, and short term individual assistance; (2) Recovery Branch - coordinates all activities relating to damage' Part 6: Emergency Relief and Assistance (April 1996) - Page 6-1 Jefferso~ County Emergency Management Program (b) (c) and impact assessment, and long term recovery, including public entities assistance (specified in Part 7). The Relief Branch is normally staffed by the American Red Cross, with assistance from other pdvate voluntary organizations. In the event that the Amedcan Red Cross is unable to activate local resources in a timely way, the Jefferson County Department of Parks and Recreation will establish temporary care facilities until Red Cross capabilities are in place. The Recovery Branch is staffed by the Department of Community Development. (d) Disaster victim registration and welfare inquiries processing. (e) Emergency worker feeding. (f) Organization and distribution of private sector individual assistance. (g) Management of relief volunteers and other non-emergency workers. .04 EMERGENCY MASS FEEDING: The ARC, along with cooperating private voluntary organizations, will establish and operate a disaster feeding capability consisting of a combination of fixed sites, mobile feeding units, and bulk food distribution. 6.4 EMERGENCy RELIEF TO INDIVIDUALS .01 COORDINATION OF EMERGENCY RELIEF: The Jefferson County Chapter of the Amedcan Red Cross (ARC) has the responsibility for coordination of private sector relief to individuals and families. The ARC will staff the Relief Bran.ch, and carry out relief activities according to ARC disaster response protocols. External ARC personnel may be used to augment limited local relief resources. .02 BASE OF OPERATIONS: Amedcan Red Cross operational activities will be coordinated from a Base of Operations at the Port Townsend Community Center. .03 RESPONSIBILITIES OF THE RELIEF BRANCH: The Relief Branch will be responsible for coordination of these activities: (a) Emergency mass feeding. (b) Temporary emergency shelter or housing. (c) Distribution of emergency relief items and household goods, including receipt and distribution of donated relief supplies and equipment. .05 TEMPORARY EMERGENCY SHELTER OR HOUSING: Sites for the temporary shelter of displaced persons have been pre-identified by the ARC. In a disaster the ARC will set up and operate public shelters as needed. Shelters may include existing structures or the creation of temporary facilities such as tents or temporary construction. .06 DISTRIBUTION OF BULK EMERGENCY RELIEF ITEMS: (a) Relief-essential provisions, including clothing, certain basic household goods, clean up supplies and equipment, and other items necessary to meet the urgent needs of disaster victims, will be distributed by the ARC and cooperating pdvate voluntary organizations. (b') A Joint Disaster Assistance Center may be established as the central coordination point for the relief stores system, including the direct distribution of emergency relief items. (c) The relief stores system will include the receipt, storage, sorting, and distribution donated re ief supp les and equipment ........ -' ,01 DISASTER VICTIM REGISTRATION AND Part 6: Emergency Relief and Assistance (April 1996) - Page 6-2 Jefferso~i County Emergency Management Program WELFARE INQUIRIES (DWI) PROCESSING: (a) Disaster welfare information regarding persons in the disaster area will be collected by the ARC and provided to immediate family members outside the affected area through the facilities of the ARC DVVI system. DWI will also provide for reunification of family members within the affected area. (b) ARC confidentiality regulations will be observed. Information will not be released via the DWI system unless it has been authorized for release by the individuals involved. (c) The emergency management organization may assist the DWI system by providing confirmed hospitalized/injured lists and other official information essential to the process of locating the victims of disaster. (d) Casualty lists will NOT be included in the DWI system. (e) Where the facilities and services used to support the DV~ system may be required for other essential emergency operations, an initial moratorium on response to welfare inquiries for up to 48 hours may be ordered by the Incident Commander. .08 EMERGENCY WORKER FEEDING: Messing for all emergency workers will be provided by the ARC. This may include feeding stations or mobile units depending upon conditions: .09 DISTRIBUTION OF PRIVATE SECTOR INDIVIDUAL ASSISTANCE: The American Red Cross, and other private relief organizations, have programs in place to provide grants and other direct financial assistance to the victims of disasters. Those organizations will establish an application process for that assistance at the Joint Disaster Assistance Center. .10 DISTRIBUTION OF FEDERAL DISASTER ASSISTANCE TO INDIVIDUALS AND FAMILIES: (a) The Robert T. Stafford Disaster Assistance and Emergency Relief Act (Public Law 93- 288) provides for special aid to the victims of major disasters. Federal disaster assistance is implemented through the Federal Response Plan under the coordination of the Federal Emergency Management Agency (FEMA). (b) In the event of a major disaster requiring Presidential declaration, application for federal disaster assistance to individuals will be provided by an application process with the appropriate FEMA coordinated federal agencies through the Joint Disaster Assistance Center. [NOTE: Because the specific details of federal disaster assistance to individuals is complex and dynamic, they will not be repeated here out of the necessity for brevity. Reference Public Law 93-288, and the FEMA National Response Plan for federal disaster assistance.] .11 VOLUNTEER MANAGEMENT: Where necessary to make effective use of community volunteers, a Volunteer Management capability will be established within the Relief Branch. (a) A Volunteer Coordinator will be designated to direct the recruiting, processing, training, and deploying of volunteers. b.) A portion of the joint Disaster Assistance Center will be identified for the management of volunteers. (c) All citizens who volunteer for emergency relief duties will be requested to go through the volunteer management system. .12 USE OF PRIVATE VOLUNTARY ORGANIZATIONS: Maximum use will be m~de of local private voluntary organizations in the delivery of immediate relief to the victims of Part 6: Emergency Relief and Assistance (April 1996) - Page 6-3 Jeffersoh County Emergency Management Program disaster and for other appropriate activities. The ARC will engender the necessary agreements to provide for the best possible use of all private relief resources. .13 INDIVIDUAL NEEDS ASSESSMENT: An emergency needs assessment (private damage assessment) will be conducted by the ARC within the first 24 hours following a disaster. (a) The individual needs assessment, conducted concurrently with Step 1~ Damage Assessment is the basis for activation of regional or national Red Cross aid. (b) Data collected during the ARC needs assessment may be forwarded directly through ARC channels. A summary will be made available to include in the county Situation Report. ~See Part 7, Section 7.6 for clarification of the phases of Damage Assessment Part 6: Emergency Relief and Assistance (April 1996) - Page 6-4 ITl -< ..VOL D1413 Jefferson County Emergency Management Program April 1996 Part 7: 'DISASTER RECOVERY Damage assessment coordination; public entities recovery; rehabilitation and restoration; community outreach; state and federal liaison I I OPERATIONS SECTION PORT TOWNSEND I PLANNING SECTION COUNTY I ' COMMISSIONERS ,I INCIDENT , COMMAND LOGISTICS SECTION INFORMATION OFFICER FINANCE/ADMIN J SECTION ASSISTANCE SECTION ASSISTANCE SECTION CHIEF I RELIEF GROUP I I RECOVERY GRP. I DIRECTOR DIRECTOR I ' PUBLIC ENTITIES COORDINATOR I UNIrr LF~)ER uNrr LE~[~ER 1~. W]. Hamlin Emergency Manall~ra~nt Cuuaultaats t VOL 141_4 Jefferso~ County Emergency Management Program Part 7 DISASTER RECOVERY COORDINATION OF COMMUNITY REHABILITATION PART 7 CONTENTS 7.1 Background and Purpose 7.2 Concept of Operation - Disaster Recovery 7.3 Organization and Responsibilities 7.4 Public Entities Disaster Assistance 7.5 Disaster Recovery 7.6 Damage Assessment 7.7 Post-Disaster Structural Evaluation 7.8 GovemmentAgency Recovery Policy 7.1 BACKGROUND AND PURPOSE .01 THE PURPOSE OF PART 7: In the event the county cannot assemble the resources to recover from the effects of a major disaster, the special assistance programs of the state and federal governments, along with private sector emergency aid, are a necessary and appropriate remedy to a desperate condition. .02 THE PROCESS OF REBUILDING: Rebuilding after a major disaster historically falls into four stages. These general observations can be used to guide the additional planning necessary to ensure effective recovery. (a) The first month is devoted to preliminary damage assessment, debris clearance, temporary housing, and emergency repairs. (b) The remainder of the first year largely involves demolition, provision of temporary facilities for dislocated businesses, and making more extensive repairs to damaged public infrastructure and public facilities. (c) (d) It may take typically two to four years to complete permanent reconstruction. Some historical information shows that it may take up to ten years for a community to recover to post-event vitality. 7.2 CONCEPT OF OPERATIONS - DISASTER RECOVERY .01 COORDINATION: Coordination of short term and long term recovery is provided by the assignment of a Recovery Branch within the Assistance Section. .02 RECOVERY TASK FORCE: Effective community outreach, and the involvement of all public and pdvate sector stake holders in the recovery process, may be provided by assembly of a Recovery Task Force. .03 STATE AND FEDERAL LIAISON: Coordination of public entities assistance is provided by assignment of the Recovery Branch as the point of contact for state and federal disaster assistance agencies. .04 CHANGING NEEDS DURING THE RECOVERY PHASE: The management concept for emergency response may not be appropriate in the recovery phase due to the changes in the kinds of decisions needed. The Recovery Branch may remain intact after demobilization of the incident management team, or may be otherwise modified to meet long term needs. 7.3 ORGANIZATION AND RESPONSIBILITIES Part 7: Disaster Recovery (April 1996) - Page 7-1 Jefferson County Emergency Management Program .01 ORGANIZATION OF THE RECOVERY BRANCH: The Assistance Section is responsible for oversight of both immediate relief activities (staffed by the American Red Cross as described in Part 6) and recovery. The Assistance Section can be typically organized as warranted by the needs of the emergency. Relief may be executed within a Relief Branch; short term and long term recovery within a Recovery Branch. 7.4 PUBLIC DISASTER ASSISTANCE .01 FEDERAL DISASTER AID TO PUBLIC ENTITLES: The Robert T. Stafford Act (when implemented by presidential disaster declaration) provides for some relief to public entities who have suffered damage. This may include reimbursement for certain eligible expenses, and the repair/restoration of public facilities. (a) (b) Federal assistance to public entities will be coordinated through state Emergency Management. Federal publi(~ assistance will be coordinated in Jefferson County through the Recovery Branch. [NOTE: The specific details of federal disaster assistance will not be repeated here out of necessity for brevity. The National Response Plan defines how the Federal Emergency Management Agency will implement the provisions of Public Law 93-288.] 7.5 DISASTER RECOVERY - .01 COORDINATION OF DISASTER RECOVERY: (a) · A Recovery Branch Director may be assigned by, and will answer to, the Assistance Section, as required by the magnitude of the event. (b) The Base of Operations for county recovery activities will be the Jefferson County EOC. (The alternate location will be the county Permit Center). (c) An alternate business site may be identified during the long term recovery process after deactivation of the EOC. .02 RESPONSIBILITIES OF THE RECOVERY Branch: The Recovery Branch will be responsible for coordination of these processes: (a) Processing of damage assessment. (b) Recovery Task Force - post-disaster community outreach. (c) Liaison with state and federal assistance teams. (d) Public entities disaster assistance. (e) Short term recovery objectives. (f) Long term recovery objectives. .03 DAMAGE ASSESSMENT: See segment 7.7 below for damage assessment protocols. .04 RECOVERY TASK FORCE: To provide for broad input from the community on disaster recovery, a Recovery Task Force may be established. The Task Force is intended to establish coordination and communication between all the local agencies and organizations with a stake in recovery. (a) The Emergency Management Director may establish the Recovery Task Force as a function of the preparedness phase. Constituency of the Task Force may include community based organizations, neighborhood associations, the merchants association, the chamber of commerce, pdvate relief agencies, churches, social and fraternal organizations, and others. (b) The Task Force will be activated as Part 7: VOL Disaster Recovery (April t996) - Page 7-2 Jefferso~ County Emergency Management Program necessary following a major disaster for the purpose of providing community communication and mobilization of local resources when needed. (c) The mission of the Recovery Task Force may include: (1) Assist the Recovery Coordinator and the Jefferson County Board of County Commissioners with the identification of short term and long term community recovery objectives. (2) Provide for the mobilization of local private sector resources in support of the disaster assistance process. (3) Assist with the dissemination of disaster recovery information. (4) Provide a community based mechanism for the receipt of public comment and concerns about disaster recovery. (5) Assist disaster impacted business and individuals with preparation of disaster assistance applications, (6) Assist with the collection of damage assessment and needs assessment information. (7) Assist and support the Disaster Assistance Center. .05 LIAISON WITH STATE AND FEDERAL DISASTER ASSISTANCE TEAMS: The Recovery Coordinator will act as the point of contact for state and federal disaster assistance when activated by a presidential disaster declaration. .06 PUBLIC ENTITLES DISASTER ASSISTANCE: The Recovery Branch will: (a) Provide a mechanism to assistance-eligible local qualifying public entities within Jefferson County for reporting damage. Public facilities do not include state or federal agencies who report damage by other means than through Jefferson County. (b) Assist with collection and codification of public facilities damage data. (c) Act as the point of contact for the distribution of relief information and submission of applications for disaster assistance when available through a presidential disaster declaration. .07 SHORT TERM RECOVERY OBJECTIVES: Short term recovery objectives are the "urgent" actions necessary to restore minimum life line services, reduce the incidence of further damage, and stabilize community life wherever possible. .08 LONG TERM RECOVERY: The long term recovery process is the protracted period of reconstruction and revitalization of community livelihood following major damage. Close cooperation between local, state, and federal agencies, the business community, and the citizens we serve will be essential to ensure that regional economics and fiscal health are not negatively impacted by the recovery process. The objectives during this period are typified by rehabilitation of damaged or destroyed public facilities (streets, bridges, and utilities), repairs or replacement of damaged public buildings, homes an.d businesses, accompanied by a wide range of unforeseeable issues requiring close management and policy level attention. The collective capabilities of Jefferson County, and the East Peninsula Regional Emergency Program, the Jefferson County and Port Townsend Disaster Recovery Task Forces (if activated), and the uniq ue resources of the state Emergency Management Division and the Federal Emergency Management Agency, provide the foundation for long term reparation: Part 7: Disaster Recovery (April '1996) - Page 7-3 0 14:17 Jefferso~ County Emergency Management Program The Recovery Branch is intended to furnish early attention and ongoing organization of essential cooperative recovery activities. 7.6 DAMAGE ASSESSMENT .01 DEFINITION AND PURPOSE OF DAMAGE ASSESSMENT: Damage assessment is the systematic collection of data regarding the scope of the emergency, identification of immediate hazards, and the estimation of possible public and private dollar losses. These estimates are the basis for requesting state and/or federal aid if necessary. These methods may be used for collection of damage information: (a) Spot reporting by emergency agencies. (b) Aerial surveys. (c) Drive-through of damage areas. (d) Reports from citizens. (e) Public entities damage reporting. (f) Interviews with persons who received damage. (g) Mail-in, phone-in, or drop-~n reporting procedures. (h) Detailed site-by-site inspection by joint damage assessment teams. .02 COORDINATION OF DAMAGE ASSESSMENT: (a) When necessary a Damage Assessment unit may be established in the Recovery Branch for assembling and preparing damage assessment data. (b) Damage assessment will be conducted by the Building Inspector, augmented where necessary by mutual aid resources, and voluntary or temporary-hire engineering professionals. (c) The Red Cross is responsible for conducting needs assessment concurrently with the county damage assessment process. (d) State and federal personnel may be sent to assist in STEP 3 (see paragraph .03(c) below). .03 DAMAGE ASSESSMENT PHASES: Damage assessment is accomplished in three · steps: (a) STEP 1 DAMAGE ASSESSMENT: OBJECTIVE - identification of immediate post-disaster public hazards, determination of general areas of damage, and assessment of community impact. STEP 1 (spot) damage assessment consists of these elements: (1) The Building Department conducts a rapid visual assessment (safety survey) of damaged buildings. (This is the first phase - RAPID EVALUATION - of the three-part Post-Disaster Structure Evaluation process. See Attachment 7-data missing on page data missing.) Damaged structures will be classified and tagged as apparent. (2) Collection of spot reported damage from emergency response agencies and the public. (3) Assembly of raw damage information by aerial survey, windshield survey or other expeditious means. (4) Red Cross initial needs assessment report. · (b) STEP 2 DAMAGE ASSESSMENT: OBJECTIVE- Preliminary measurement Part 7: VOL Disaster Recovery (April 1996) - Page 7-4 Jefferso~ County Emergency Management Program of community needs, and a rough estimate of dollar losses to public and private property. This may trigger state and federal assistance with STEP 3 if the degree of damage warrants. STEP 2 (windshield survey) consists of these elements: (1) Drive-through of the damage areas that were identified in STEP 1. (2) Collection of reports from public agencies with damaged facilities (automatic damage reporting requirement - see paragraph .07 below). (3) Expansion of the public damage reporting capability (initiation of drop- in, phone-in, and mail-in damage reporting). (4) Computation of estimated dollar losses. (c) STEP 3 DAMAGE ASSESSMENT: OBJECTIVE -.Ground verification of estimated public and individual damage/dollar losses as a basis for activating federal disaster aid. STEP 3 consists of these elements: (1) Joint local-state-federal damage assessment teams will conduct a site- by-site inspection of damaged structures identified in STEP 2. (2) The Department of Community Development (augmented) will conduct a DETAILED EVALUATION of damaged buildings tagged in the initial safety survey. This is the second phase of the Post-disaster Structure Evaluation process. .04 DISPOSITION OF DAMAGE ASSESSMENT INFORMATION: (a) STEP 1 DATA: Collected by the county in the first three hours (forwarded by Port Townsend to the County EOC in a local Situation Report (SITREP) format within the first 3 hours following occurrence). To be combined with the initial SITREP to state Emergency Management to be compiled by the county. (b) STEP 2 DATA: Forwarded to state Emergency Management within 24 hours of occurrence. (c) STEP 3 DATA: Compiled by the joint damage assessment team and forwarded to state Emergency Management when complete (five to seven days following occurrence). All damage in the region combined in a single report. Red Cross forwards needs assessment data through Red Cross channels. .05 PREPARATION FOR STEP 3 DAMAGE ASSESSMENT: Confusion in carrying out STEP 3 damage assessment could delay disaster relief. Advanced preparation for the arrival of the joint DA team should expedite the process. The Recovery Branch (Damage Assessment unit) will make the following preparations: (a) ASSEMBLE STEP 1 and STEP 2 RECORDS: Information about individual damage received during spot damage assessment, damage notes from the unit logs, data collected during the drive- through, reports from individuals, required 12 hour reports from public agencies. (b) COMPILE DATA: Assemble known damage data on the appropriate WASEM forms. (c) CHART THE DAMAGE AREAS: Prepare maps showing areas of damage to be surveyed in STEP 3. Cross reference the locations on the map with the tally sheets. Use the Management Sectors where necessary, and establish recommended survey routes. Part 7: Disaster Recovery (April 1996) - Page 7-5 Jefferso~i County Emergency Management Program (d) (e) TEAM ASSIGNMENTS: Pre-assign local representatives to accompany the joint assessment teams. Assigned personnel should be familiar with local geography and areas of damage. (f) SUPPORT ARRANGEMENTS: Coordinate with Logistics to arrange for transportation and communications for each damage assessment team; designate and equip a work space near the Jefferson County EOC for state and federal teams assigned. (g) ANNOUNCE SCHEDULING: Advise facility operators and building owners of the approximate time inspection teams will be on site. Provide for access where necessary. BRIEFINGS: Prepare to fully brief state and federal assessment team members upon their arrival. .06 DAMAGE CATEGORIES - INDIVIDUAL DAMAGE: The following may be eligible for federal disaster assistance:: (a) Owneroccupi~d homes. (b) Mobile homes, rental units, and apartments (considered business damage). (c) Business (including agriculture damage). .07 DAMAGE CATEGORIES - PUBLIC ENTITIES: The following may be eligible for partial federal disaster reimbursement: (a) Streets and roads (non-federal road systems). (b) (c) (d) Bridges. Water systems. Public buildings and equipment (including schools and libraries). (e) Public utility systems. (f) Parks and public recreation facilities. (g) The costs of other emergency actions and protective measures such as debds clearance. .08 PUBLIC AGENCIES DAMAGE REPORTING REQUIREMENT: To expedite collection of damage and other impacts to public buildings and facilities, the responsible public agency will be required to report any damage to the Jefferson County EOC within 12 hours of occurrence (this permits that information to be included in the STEP 2 report). Damage reporting forms will be provided for that purpose. .09 INDIVIDUAL REPORTING METHODS: Procedures will be established for the receipt of initial individual damage reports in the STEP 2 damage assessment pedod. This may include drop-in, phone-in, or write-in reporting. The wide distribution of initial reporting forms, including printing in the Leader and other print media outlets, will expedite individual reporting. .10 PUBLIC BUILDINGS AND FACILITIES INVENTORY: Advanced identification of all assistance eligible public facilities in the county will expedite collection of damage data. 7.7 POST-DISASTER STRUCTURE EVALUATION .01 REQUIREMENT FOR ESTABLISHING STANDARD STRUCTURAL EVALUATION: The Jefferson County Department of Community Development, Building Official will establish, administer, and enforce minimum standards for the post-disaster evaluation of damaged public and private structures. Those standards will address: (a) Methods for rapid evaluation to determine structural safety based on ATC-20 recommendations (Applied Technology Council; "Procedures for Postearthquake Safety Evaluation of Buildings", or equivalent). Those procedures will include Part 7: Disaster Recovery (April 1996) - Page 7-6 Jefferso~ County Emergency Management Program (b) County policy (by ordinance or resolution) which gives the building inspector authority to inspect buildings, even apparently undamaged structures, in the postevent period. Establishment of a technical basis for making status classification of damaged buildings as a basis for posting notices to the occupants. This includes buildings that are 1)obviously unsafe, 2)questionable, and 3) apparently OK but need repair. FOR ENTRY OR OCCUPANCY. .03 SAFETY EVALUATION PRIORITIES: The following list identifies priorities of safety evaluation of critical facilities. (a) Emergency Operation Center. (b) Schools. (c) Red Cross designated public shelters and mass care centers. (c) Identification of basic access, occupancy, and use restrictions for each classification. (d) Criterion for requiring emergency measures to be taken to protect the public, including demolition, shoring, rehabilitation. (e) Requirements for additional investigation of the damaged building at the owners expense as a basis for ordering abatement or allowing applications for permits to reconstruct. .02 BUILDING SAFETY EVALUATION AND OCCUPANCY RESTRICTIONS: Damaged structures may be "posted" by county building officials according to the ATC-20 recommendations. When classified by inspectors, the following occupancy restrictions will be in effect: (a) INSPECTED (green placard): No apparent hazard found (although repairs may be required). NO RESTRICTION ON USE OR OCCUPANCY. (b) LIMITED ENTRY (yellow placard): Dangerous condition believed to be present. ENTRY BY OWNER PERMITTED ONLY FOR EMERGENCY PURPOSES. NO USAGE ON A CONTINUOUS BASIS. ENTRY BY THE PUBLIC NOT PERMITTED. (d) Fire station(s). (e) Police stations. (f) Facilities for care of the injured. (g) Other community use buildings where failure poses an imminent threat to the public. 7.8 COMMUNITY DISASTER RECOVERY POLICY .01 BUSINESS CONTINUITY AND POST- DISASTER BUSINESS RESUMPTION: Certain county business processes, if not performed, may directly result in lost revenue, significant increased operations costs, costly legal challenge, or safety and health issues not directly related to the disaster incident. In addition to the readiness to respond to the needs of the community in an emergency, all county departments, and all cooperating agencies and institutions, need to plan for their own recovery. (c) UNSAFE (red placard): Extreme hazard, imminent danger, may collapse. UNSAFE Part 7: VOL Disaster Recovery (April 1996) - Page 7-7 m lefferson County Emergency Management Program April 1996 Part 8: SPECIAL SUBJECTS Important disaster preparedness, response, and recovery issues not covered elsewhere in this plan PORT TOWNSEND · Emergency Management Consultants .VOL 01423 Jefferso~ County Emergency Management Program Part 8 SPECIAL SUBJECTS CLARIFICATION - MISCELLANEOUS PART 8 CONTENTS 8.1 Background and Purpose 8.2 Warning and Emergency Public Information 8.3 Incident Command System 8.4 Community Mental Health 8.5 Provisions for Special Populations 8.6 Animal Control 8.7 Hazardous Materials 8.8 Declaration of Emergency 8.9 Declaration of Disaster 8.1 PURPOSE .01 THE PURPOSE OF PART 8: This portion of the plan provides'for important issues that do not have obvious residency in other parts. This section also allows for periodic expansion as circumstances change. .02 SUPPORTING PROCEDURES: Additional details on the implementation of emergency response and recovery plans will be defined by standard operations procedures developed by each County department and responsible agency. .03 SEPARATE DOCUMENTS: Except where necessary for clarity, detailed supporting procedures for the implementation of this plan are published elsewhere. 8.2 WARNING AND EMERGENCY PUBLIC INFORMATION .01 COMMUNITY WARNING AND ALERT: The Jefferson County warning capability consists of key personnel notification methods (pagers and radio communications), local, regional and state Emergency Alert System (EAS) activation, door-to-door dissemination by emergency agencies, and any and all other practical and expedient means of alerting to the presence of an immediate hazard to life and property. .02 REGIONAL WARNING RESPONSIBILITY: Jefferson County is responsible for the maintenance of a twenty-four hour warning information receipt and dissemination capability for the county. Warnings impacting the City of Port Townsend will be forwarded to Port Townsend Emergency Management. (a) (b) The Jefferson County Shedffs Office dispatch is the designated regional warning point. In addition to local conditions requiring notification, JCSO provides 24 hour monitoring of state and federal warning circuits through the wireline facilities of the National Warning System (NAWAS), the Washington State Patrol ACCESS teletype network, and telephoned reports from the state Emergency Management Duty Officer. .03 CITY OF PORT TOWNSEND WARNING RESPONSIBILITY: (a) The Port Townsend Emergency Management Director is responsible for dissemination of warnings within city limits. All warning information received which impacts the city will be forwarded to the Director, or designee, at the earliest possible opportunity. Part 8: Special Subjects (April 1996) - Page 8-1 0 defferso~ County Emen3ency Management Program Part 8 SPECIAL SUBJECTS CLARIFICATION - MISCELLANEOUS PART 8 CONTENTS 8.1 Background and Purpose 8.2 Warning and Emergency Public Information 8.3 Incident Command System 8.4 Community Mental Health 8.5 Provisions for Special Populations 8.6 Animal Control 8.7 Hazardous Materials 8.8 Declaration of Emergency 8.9 Declaration of Disaster 8.1 PURPOSE .01 THE PURPOSE OF PART 8: This portion of the plan provides-for important issues that do not have obvious residency in other parts. This section also allows for periodic expansion as circumstances change. .02 SUPPORTING PROCEDURES: Additional details on the implementation of emergency response and recovery plans will be defined by standard operations procedures developed by each County department and responsible agency. .03 SEPARATE DOCUMENTS: Except where necessary for clarity, detailed supporting procedures for the implementation of this plan are published elsewhere. 8.2 WARNING AND EMERGENCY PUBLIC INFORMATION .01 COMMUNITY WARNING AND ALERT: The Jefferson County warning capability consists of key personnel notification methods (pagers and radio communications), local, regional and state Emergency Alert System (EAS) activation, door-to-door dissemination by emergency agencies, and any and all other practical and expedient means of alerting to the presence of an immediate hazard to life and property. .02 REGIONAL WARNING RESPONSIBILITY: Jefferson County is responsible for the maintenance of a twenty-four hour warning information receipt and dissemination capability for the county. Warnings impacting the City of Port Townsend will be forwarded to Port Townsend Emergency Management. (a) (b) The Jefferson County Shedffs Office dispatch is the designated regional warning point. In addition to local conditiOns requiring notification, JCSO provides 24 hour monitoring of state and federal warning circuits through the wireline facilities of the National Warning System (NAWAS), the Washington State Patrol ACCESS teletype network, and telephoned reports from the state Emergency Management Duty Officer. .03 CITY OF PORT TOWNSEND WARNING RESPONSIBILITY: (a) The Port Townsend Emergency Management Director is responsible for dissemination of warnings within city limits. All warning information received which impacts the city will be forwarded to the Director, or designee, at the earliest possible opportunity. ', Part 8: Special Subjects (April 1996) - Page 8-1 vo . 22 0 I4'25 Jefferson County Emergency Management Program (b) .04 (a) (b) (c) (d) (e) The Director will coordinate with the regional warning point where necessary to ensure accurate and consistent warning information. EMERGENCY ALERT SYSTEM: The purpose of the Emergency Alert System (EAS) is to provide for immediate notification to the public of a major emergency, and to broadcast up-to-date disaster information to citizens. Emergency Alerting System facilities for the East Jefferson County area is radio station KONP, Port Angeles. Key County personnel are authorized to activate the Emergency Broadcast System under certain conditions. Authorized persons will be provided with current Emergency Alerting System activation procedures. The Emergency Alertin~ System will be activated by City of Port Townsend personnel ONLY in the event of a city-only impact emerge, ncy. Emergency Alerting System procedures require close coordination with Jefferson County Emergency Management for any activation of the warning system. Coverage of the KONP signal throughout the East Jefferson County' area is extremely limited, and may not be receivd in all households. Emergency Alerting System notification should always be augmented by other means. There is no locally accessible standard broadcast capability for West Jefferson County. Coverage of station KVAC Forks is limited to the extreme northern part of West Jefferson County. In the event of a major event involving significant parts of Western Washington, the Emergency Alerting System may be activated by state Emergency Management. Other stations capable of being received in the East Jefferson County area will provide general emergency information. (f) There are no public broadcast facilities serving West Jefferson County. Altemate methods will be used to warn residents in that area. .05 DISSEMINATION OF WARNINGS TO SPECIAL POPULATIONS: (a) There is presently no capability for individual dissemination of warnings to disabled persons (hearing or sight impaired) and non-English speaking persons. Efforts will be made through community outreach to identify individuals with special needs, and to accommodate them to the extent possible, based on the nature and scope of the incident. (b) There is presently no capability to provide warnings to special locations such as schools, nursing homes and places of public assembly. These special needs will be considered on a case-by-case basis as permitted by time and resources. .06 EMERGENCY PUBLIC INFORMATION: The purpose of the Emergency Public Information system is to provide for dissemination of essential information to the population in time of emergency. This activity is coordinated by the Emergency Management Director or a Public Information Coordinator (Information Officer) when designated. Objectives of the public information process include: (a) To warn the public of disaster dangers, their effects, and proper countermeasures. (b) (c) Part 8: Special Subjects (April 1996) - Page 8-2 vol Jefferso~ County Emergency Management Program and recovery procedures. (d) To control rumors. (e) To inform the public on the nature, scope, and anticipated courses of action. .07 DUTIES OF THE PUBLIC INFORMATION COORDINATOR (INFORMATION OFFICER): (a) Establish and coordinate an emergency information capability for the county. (b) Act as the primary point of contact for the news media in time of emergency. (c) Prepare and distribute public information releases to the public regarding disaster preparedness, response, and recovery. (d) Participate in a Joint Information Center (JIC) when activated (Jefferson County and the City of Port Townsend) for multiple agencies involved in disaster response. Coordinate the release of all information with the JIC in a transboundary incident. (e) Establish a rumor control and rumor countermeasures capability. (0 Provide for information coordination with neighborhood groups and other community outreach activities. (g) Monitor news media coverage of the incident. (h) Obtain approval for all releases from the Incident Commander. 8.3 INCIDENT COMMAND SYSTEM .01 PURPOSE: The Incident Command System (ICS) is a nationally recognized method for management of multiple resources. VVhere necessitated by the scope of an emergency, the Incident Command Team may structure response and recovery according to the standard ICS practices. [NOTE: ICS methods are adopted for local operations by reference, and will not be repeated here out of the need for brevity.] .02 INCIDENT COMMANDER: The Director of Emergency Management shall act as County Incident Commander in the execution of emergency plans and procedures. The authority of the Incident Commander is limited to those powers granted by statute or derived from this plan. Duties of the Incident Commander include: (a) Overall management and coordination of response and recovery. (b) Determines incident objectives, strategies and priorities. (c) Activates the plan as required. (d) Assigns personnel to the management team as needed. (e) Activates the necessary incident facilities (including the EOC). (f) Oversees the development of an Incident Action Plan. (g) Ensures that joint planning for tactical activities is accomplished. (h) Makes best practical use of all available resources. .03 UNIFIED COMMAND: Where appropriate to the conditions of the emergency, specifically complex multi-agency operations, a designated command officer from each major participating agency may be included in the Unified Command. They will jointly exercise the responsibilities of the Incident Commander. MENTAL HEALTH Part 8: Special Subjects (April t996) - Page 8-3 Jefferso~ County Emergency Management Program .0t PROVISION OF COMMUNITY MENTAL SERVICES: The Assistance Section will coordinate post-incident mental health services and religious affairs. (a) Services may include cdtical incident stress debriefing, information and referral, spiritual guidance, etc. (b) A region-wide inventory of qualified mental health professionals will be established at the regional level for this purpose. PROTOCOLS FOR DISASTER: The difficulties related to domestic pets set loose, injured or trapped in a disaster, and the negative impact of animal problems on the community, requires special attention. In addition, pets are prohibited in public shelters and temporary housing, placing a burden on responsible pet owners. .02 PLANS FOR DISASTER ANIMAL CONTROL: Under development. 8.7 HAZARDOUS MATERIALS 8.5 PROVISIONS FOR SPECIAL POPULATIONS .01 RESPONSIBILITY FOR SPECIAL POPULATIONS: A Special Populations Coordinator position may be established within the Assistance Section to ensure that the needs of the eldedy, children, persons with disabilities, and non-English speaking persons are met in a disaster. .02 DUTIES OF THE SPECIAL POPULATIONS UNIT: (a) Identify special populations needs. .01 RESPONSIBILITY FOR HAZARDOUS MATERIALS RESPONSE PLANS: The Local Emergency Planning Committee (LEPC) established in accordance with the requirements of the Emergency. Planning and Community Right-to-know Act (SARA Title III), is responsible for establishing and maintaining a capability to respond to hazardous materials incidents. That plan is published separately (contact the current Chair of the LEPC for updated information on the HAZMAT plan and procedures). 8.8 DECLARATION OF EMERGENCY (b) (c) (d) Coordinate with existing social service and disaster assistance/relief organizations to make sure needs are being addressed. Establish a capability at the Joint Disaster Assistance Center to provide support in understanding information and government regulations, completing forms, and obtaining the necessary relief. Coordinate with the Olympia Area Agency on Aging for provision of special needs for seniors. 8.6 ANIMAL CONTROL PROCEDURES .01 NEED FOR SPECIAL ANIMAL CONTROL .01 PURPOSE: A Declaration of Emergency, made by the Board of County Commissioners, is a notice that extreme measures may be necessary to preserve life and property and to protect the public peace. A Declaration of Emergency, executed by adoption of an emergency resolution, fully activates the emergency management plan, and activates certain emergency powers necessary to combat the disaster. .02 CONTENT OF THE DECLARATION: The Declaration of Emergency must include these (a) A description of the nature_ of the ::~;~i}!??;'~~?;.,~; ~ '~ emergency. (b) A definition of the impact area(s)... :;:::??~"~"~'~;,~? ..~.~ Part 8: Special Subjects (April 1996) - Page 8-4 (c) (d) (e) Jefferso~ County Emergency Management Program A statement that an emergency exists and that unusual measures will be necessary in order to safeguard life and property. (i) The appropriation and expenditure of public funds to combat the emergency. A statement that special procedures for emergency response and recovery (this plan) are being or have been activated. Notification that the release of specified County resources is authorized in responding to the emergency. (f) A time limitation to the emergency declaration. .03 EMERGENCY POWERS: The adoption of an emergency resolution (Declaration of Emergency) by the Board of County Commissioners under the provisions of RCW 38.52.070(2) and ROW 35.33.081, provide for certain powers not usually available. These actions may be taken without notice or hearing. These powers include the temporary suspension of certain rules and regulations, including~: (a) Budget law limitations. (b) Requirements'of competitive bidding and the publication of notices. (c) Provisions pertaining to the performance of public works. (d) Entering into contracts and incurring obligations. 8.9 DECLARATION OF DISASTER .01 PURPOSE: A Declaration of Disaster, made by the Board of County Commissioners, is a notice to the governor of the state of Washington that local (city and county) resources have (or may soon be) exhausted, and that special assistance is required to meet the needs of the emergency. A disaster declaration will be necessary prior to any direct assistance from the state. .02 CONTENTS OF A DECLARATION OF DISASTER: A disaster declaration will include the following elements: (a) A description of the nature of the emergency. (b) A description of the impact area. (c) A statement that a local emergency has been declared. (d) A statement that local capabilities are (or may soon be) exhausted or exceeded. (e) A description of the specific assistance needed. (e) Employment of temporary workers. (f) The rental or purchase of equipment. (g) The use of public funds for the purchase of supplies and equipment. (h) The levying of taxes. Zlncluded here for reference purposes only. See the applicable portions of the law for specific details. Part 8: Special Subjects (April 1996) - Page 8-5 ;'o~. 22 ~,; 0 1480 Jefferson County Emergency Management Program April 1996 ADDENDUM Emergency Management Resolution Glossary' Cross Reference to WAC 118-30 Plan Distribution List PORT ~_ _ · TOWNSEND ' Emergency ~[annEement Consultants vo~. 22 ~ 0 143:1. Jefferson County Emergency Management Program GLOSSARY Branch - An organizational element of the emergency management system with responsibility for major segments of incident operations (e.g., Law Enforcement, Fire, Emergency Medical, Public Works). Community emergency - An unusual occurrence with the potential for community-wide impact; an emergency .which requires implementation of special procedures to react effectively. Damage assessment - The post incident determination of the actual effects of the emergency on human, economic, and natural resources; the process of appraisal of estimated losses. Disaster - An occurrence of a wide spread emergency with severe damage, which exceeds the ability of the county to meet the critical needs of the community with existing resources. Distant resource - Any necessary resource outside of the normal mutual aid area of Jefferson County and adjacent jurisdictions. Washington State Emergency Management will assist in the acquisition of essential distant resources. East Peninsula Regional Emergency Program (EPREP) -A multi-jurisdictional organization for coordination of planning and the cooperative management of response and recovery resources; inter- jurisdictional cooperation is defined in the Plan. Emergency Alerting System (EAS) - A local, state, and national system for access to standard broadcast frequencies for the purpose of dissemination of official news and information in time of emergency. Previously called the Emergency Broadcast System (EBS). Emergency Operation Center (EOC) - The primary location for the central coordination of all county emergency response and recovery activities. (May be called an Emergency Coordination Center- ECC - in some communities). Evacuation - Orderly movement of persons at risk away from the area of danger. (See Shelter In Place). Federal Emergency Management Agency (FEMA) - The U. S. Government agency responsible for the coordination of federal response to disaster, and the implementation of Public Law 93-288 (Robert T. Stafford Disaster Assistance and Emergency Relief Act). Finance Section - The major element of the Incident Command Team responsible for management of incident related fiscal matters. Functional unit - A sub-element (of a Section or Branch) within the Incident Command Team with responsibilities for a specific set of duties. Incident Action Plan (lAP) - The general control objectives and overall incident management strategy; specific action plans prepared for each operational period. Incident Commander - The individual(s) responsible for overall management; pre-designated by the plan Glossary (April 1996) - Page I Jefferson County Emergency Management Program or determined based upon statutory responsibility, jurisdiction, or recognized expertise relating to the nature and scope of the incident. Incident Command System (ICS) - A nationally recognized mechanism for the management of resources and the coordination of complex multi-agency or multi-jurisdictional emergencies. Initial Status Report (ISR) - The ISR provides for the first contact between organizational elements and the Jefferson County EOC following a major event; contains brief information on the nature and scope of the event, and the observable impact. Inward-Situation Report (IN-SiTREP) - A periodic report broadcast to all departments and cooperating agencies on the status of the emergency. The IN-SITREP (usually simultaneously broadcasted on all operational frequencies) is intended to assure continuity of operations and a sense of teamwork. Logistics Section - The major element of the Incident Command Team responsible for the materiel support of the incident, including supplies, equipment, transportation, warehousing, etc. Management area - Geographical sub-zones within the county identified for the purpose of maintaining an effective span of control. (Also see Operational Zone). Mitigation - The activities undertaken to eliminate or reduce the degree of risk to life and property from a specific hazard. Operational period - The period of time scheduled for execution of an Incident Action Plan. Operations Section - The major element of the Incident Command Team responsible for the direct attack on the hazard (usually made up of law enforcement, tire, emergency medical, public works, and public health functional un~ts. ). Operational Zone (OZ) - Any of four geographical segments identified for the purpose of managing a multi-jurisdictional impact emergency; defined by geographical, resource, and political commonalities. Planning Section - The major element of the Incident Command Team responsible for tactical planning, information management, and management of the Emergency Operations Center. Preparedness - The activities taken before the emergency to plan for effective response and recovery. PriVate voluntary organizations - The individual local and national volunteer based groups with disaster relief and assistance roles in local, state, or federal plans; any local social, fraternal, religious, or community service organizations. Recovery - The actions and programs intended to return the community to it's pre-incident vitality following a major disaster. Regional emergency -An emergency which impacts two or more of the member jurisdictions of the East Peninsula Regional Emergency Program. Response - Those emergency activities necessary to address the immediate and short term effects of the disaster. VOL Glossary (April 1996) - Page 2 0 1433 Jefferson County Emergency Management Program Section - A major element of the Incident Command Team having primary responsibility for oversight of Operations, Planning, Logistics, or Finance. Shelter in place - Directing endangered persons to remain in a building or seek shelter in lieu of evacuation. Situation Report (SITREP) - Formal reports between EOC's that include the standard information required to show overall conditions; SITREP's are forwarded on a pre-determined schedule. (See Inward Situation Report). SPOT Report - A brief status a~d activity report from field units; may include specific information requested by the EOC. Standard Operating Procedures (SOP) - Detailed wdtten instructions (intemal procedures) which show how emergency roles and responsibilities prescribed in the Emergency Management Plan will be carried out by the individual departments and cooperating agencies. Transboundary - Any incident which has a measurable impact on more than one jurisdiction in the East Peninsula Regional Emergency Program. Unified Command - A method within the Incident Command System for all agencies who have jurisdictional responsibility to contribute equally to determining overall objectives of the incident, and selection of a strategy to achieve those objectives; cooperative, multi-jurisdictional coordination. Unit -A sub-element of the Incident Command Team (within. a Section) having functional responsibility for a specific activity. Commonly Used Acronyms: ARC ARES CAT CP DA EAS ECC EOC EMS EPREP ESF FEMA HAZMAT lAP ICS ISR JSAR American Red Cross Amateur Radio Emergency Services Crisis Action Team Command Post Damage Assessment Emergency. Alerting System (previously called Emergency Broadcast System) Emergency Coordination Center (used instead of EOC in some areas) Emergency Operations Center Emergency Medical Services East Peninsula Regional Emergency Program Emergency Support Function (an operational element of the Federal Emergency Response Plan) Federal Emergency Management Agency Hazardous Materials Incident Action Plan Incident Command System Initial Status Report Jefferson (volunteer) Search and Rescue Glossary (April 1996) - Page 3 Jefferson County Emergency Management Program LEPC MCI OZ PREP PVO RACES SAR SITREP SOP WSEM Local Emergency Planning Committee MaSs Casualty Incident Operation Zone Peninsula Regional Emergency Program; Private Voluntary Organizations Radio Amateur Civil Emergency Service Search and Rescue Situation Report Standard Operating Procedure Washington.State Emergency Management (formerly Washington State Emergency Management Division) Glossary (April 1996) - Page 4 Jefferson *County Emergency Management Plan CROSS REFERENCE TO WAC 1'18-30 (1) (a) (1) (b) (1) (c) (1) (d) (1) (e) (2) (a) (2) (b) (2) (c) (2) (d) (2) (e) (2) (f) (2) (g) (2) (h) (2) (i) (2) (j) (2) (k) (2) (I) (2) (m) (2) (n) (2) (o) (2) (p) (2) (q) Mission or Purpose Organization and responsibilities C~ncept of operations Administration and logistics Direction and control Direction, control and coordination Continuity of government Emergency resource management Warning Emergency public information Response and recovery operation reports Movement (evacuation) Shelter Human resources (manpower) Mass care and individual assistance Medical, health and mortuary Communication Food Transportation Radiological and technological protection Law enforcement Fire protection vol ~,~ ~? 'O' .ii. ~36 Cross Reference, Page 1 (2) (r) Emergency engineering services (2) (s) Search and rescue (2) (t) Military support (2) (u) Religious and volunteer agency affairs (2) (v) Emergency administrative procedures (2) (w) Emergency fiscal procedures and records (2) (x) Training and education (2) (y) Energy and utilities (2) (z) Special subjects Cross Reference, Page 2 Jefferson-County Emergency Management Plan PLAN DISTRIBUTION LIST Jefferson County Emergency Management 1,2,3 Board of County Commissioners 4 4, 5, 6, 7 Assessor - 1 8 Auditor 1 9 Prosecutor 1 10 Sheriff 1 11 Treasurer 1 12 Director of Public Services 2 13, 14 Department of Community Development 2 15, 16 Department of Health and Human Services 1 17 Department of Public Works 1 18 City of Port Townsend 3 19, 20, 21 State of Washington Emergency Management Division 2 22, 23 Jefferson County Fire District No. I 1 24 Jefferson County Fire District No. 2 I 25 Jefferson County Fire Distdct No. 3 1 26 Jefferson County Fire District No. 4 1 27 Jefferson County Fire Distdct No. 5 1 28 Jefferson County Fire District No. 6 1 29 Jefferson General Hospital 1 30 Jefferson County School Districts 3 31, 32, 33 Puget Power 1 34 Jefferson County Library System 1 35 Clallam County Emergency Management 1 36 American Red Cross, Jefferson County Chapter 2 37, 38