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Home My WebLink About040 09 STATE OF WASHINGTON County of Jefferson Adoption of the Jefferson County-City of Port Townsend Comprehensive Emergency Management Plan } } } RESOLUTION NO. '+0-09 WHEREAS, Chapter 38.52.070 Revised Code of Washington directs each political subdivision of the state of Washington to establish a local organization for emergency management, and to develop a plan as to how that jurisdiction will carry out a coordinated program of disaster mitigation, preparedness, response, and recovery; and WHEREAS, the Jefferson County Comprebensive Emergency Management Plan (CEMP) (2009 revision) was submitted to the State of Washington Emergency Management Division for review for consistency with the National Response Framework, The National Incident Management System and the State Comprehensive Emergency Management Plan as required by Chapter 38.52.070 RCW; and WHEREAS, on April 8,2009 Jefferson County received confirmation from the State of Washington Emergency Management Division that the Jefferson County CEMP (2009 revision) as submitted met or exceeded the requirements of the law; and WHEREAS, the review documents stated that the Jefferson County CEMP was an excellent plan, addressing all essential areas of emergency planning and management; and could be used as a template for other jurisdictions; and WHEREAS, the Jefferson County Department of Emergency Management is responsible for maintaining currency of the CEMP and program, and will, from time to time, make those modifications as may be needed to component parts of the plan, including annexes; NOW, THEREFORE BE IT RESOLVED, that the Jefferson County Comprehensive Emergency Management Plan (2009 revision) is hereby approved and adopted by the Board of County Commissioners, and repeals and replaces the plan adopted by Resolution 60-05 approved on September 19, 2005; and BE IT FURTHER RESOL VED, that the plan shall be distributed to all County Offices and Departments, and that they be encouraged to be familiar with the contents and be prepared to discharge their special emergency duties as defined in the plan. \ , SJ~~.~' _ t., "",," !~i~\~ , (~i:t:-:~{_~. .' ,~......... ".j ~ .... ' '<-, ~"-_.----- -- -.,fiDOPTED this 6th day of '/'f~-'....... - - \-..... .' . '~....\... ~r'" -. ~--~ Julv ,2009. 'A JEFFERSON COUNTY BOARD,.r . COMM,I~SIONERS I~~~ David ~llitlan~halfman ~/J:~ PhnJohJ~" Jtti" M=b" : ~J . . - 'II t ... ,I .. ~," ATTEST: . ~~cmC tfurie Matthes, CMC Deputy Clerk of the Board I I I I I I I I I I I I I I I I I I I Destrucbon Island (Olympic Coast National Marine Sanctuary) I . I I I I I I I I I I I I I I Jefferson County Department of Emergency Management EMERGENCY OPERATIONS CENTER, 81 Elkins Road, Port Hadlock, WA 98339 Phone: 360.385.9368 - Fax: 360.385.9376 - Emaii: jcdem@Co.jefferson.wa.us After hours: 360-385-3831, x1 - Web site: wwwJeffcoeoc.org Also serving the City of Port Townsend JEFFERSON COUNTY - CITY OF PORT TOWNSEND COMPREHENSIVE EMERGENCY MANAGEMENT PLAN 2009 REVISION LETTER OF PROMULGATION This is the Comprehensive Emergency Management Plan for Jefferson County and the City of Port Townsend consistent with the requirements of the Revised Code of Washington, Chapter 38.52. This Strategic Plan, and the subordinate plans and procedures as may from time to time be implemented, is the recognized and adopted strategy for overall direction and coordination of resources in time of emergency. This plan is the baseline for further development of the procedures necessary for carrying out the responsibilities defined herein. Collaboration is the vital theme of this effort. A common management system, close inter-jurisdictional coordination, the sharing of essential resources, and full engagement of the community, is critical to meeting crisis needs. We strongly urge each office and department of Jefferson County and the City of Port Townsend, and the many partner organizations identified in this plan; to become familiar with its contents and be prepared to discharge their special duties; and, in time of emergency, to coordinate their respective resources according to plan. The Comprehensive Emergency Management Plan is a working document, and will be regularly updated to meet changing needs. The Department of Emergency Management will continue to coordinate ongoing planning, training, drills, and exercises necessary to assure effective implementation in time of disaster. David Immons City Manager City of Port Townsend I I I I I I I I I I I I I I I I I I I I I I 1.3 1.4 1.5 1.6 1.7 1.8 Jefferson County - City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan CONTENTS April 15, 2009 1,1 Introduction and Strategy 1.2 Emergency Management and Coordination Emergency Services and Support Public Works and Utilities Resource Management Public Affairs and Community Outreach Local Government Operations and Administration Addenda 1.8.1 County Government Organization 1.8.2 City Government Organization 1.8.3 Disaster Roles 1.8.4 Coordinating Agencies 1.8.5 EOC Activation Criteria 1,8,6 EOC Incident Management Team Organization 1.8.7 Emergency Management Operational Areas 1,8,8 Cross Reference to State and Federal Plans (ESF Format) Page 1 of 1 I * I I I I I I I I I I I I I I I I I I Planning Concept Comprehensive Emergency Management Plan Part ,..- 0 Part .... fj Part 1-0 8 Part -+ e Part i-o 0 Part .... 0 Emergency Management Strategic Plan (Basic Plan) ~ 'I'IIIS ))()(~UMIlNl' Hazard Identification and Vulnerability Analysis (HIVA) Emergency Operations Guide (EOG) 3.1 - Hazard-specific annexes 3.2 - Functional annexes 3.3 - Special subjects Supporting Plans and Procedures Resource Manual Emergency Action Checklists (EAC) Overall strategy for Emergency Management in compliance with the law and consistent with National and State plarming. Articulation of the types of hazards in the community as the basis for plarming. The hazard-specific and functional armexes, and other important subjects for implementation of the plan; a training manual. Major plans and procedures developed by partner/support agencies for specific response Materiel sources, contact information, and the frequently changing data needed to obtain, account for and deploy essential resources. Rapid access to information needed to implement the system in an emergency (keyed to the EOG). -. I - I I I I I I I I I I I I I I I I I I VERSION: This plan is dated April 15, 2009. To assure you have the current plan, please discard all previous versions. It is available in print form or electronically in a .pdt. COMPLIANCE WITH RCW 38.52: This version was reviewed by the State of Washington Emergency Management Division as required by law. According to the reviewers report, the plan meets or exceeds standards in every area. ABOUT THE FORMAT: The format for this plan was selected to meet the unique needs of Jefferson County. Some emergency plans use different layouts. To coordinate this plan with the State of Washington Comprehensive Emergency Management Plan as required, a cross reference can be found at Part 1, Attachment 1.8.8. . LEGAL REFERENCE: Any mention in this plan, or attachments, of local, state, or federal laws or regulations, is for reference purposes only. Use the full text of the referenced documents for a precise definition. ATTRIBUTION: Excerpts from this plan quoted elsewhere should contain reference and attribution, CLARIFICATION: For further information on this plan or the Jefferson County/City of Port Townsend Emergency Management program, contact Jefferson County Department of Emergency Management, 81 Elkins Road, Port Hadlock, WA 98339; phone 360.385.9368, email icdem@co.iefferson.wa.us. Our web site is www.ieffcoeoc.oro. COVER PHOTO: Destruction Island - Pacific Ocean - Olympic Coast National Wildlife Refuge, West Jefferson County, WA, (@ 2008 R. Hamlin). <!l The printed version is published on 95% recyciable material. - i i I I I I I I I I I I I I I I I I I I Jefferson County - City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan Section 1 Introduction and Strategy April 15, 2009 MISSION AND STRATEGIC VISION - This emergency management plan and program defines how we will carry out the duties of the governments of Jefferson County and the City of Port Townsend to meet the needs of our geographically unique community in the event of a major emergency or disaster. Our vision is to affect an agenda of preparedness and collaboration among government and non- government entities, the private sector, and our citizens to restore critical services and re- establish public health and order following a disaster. It is through this process of joint effort that we can reduce the impact of the emergency, and make the best use of our strengths, resources, and will. NATIONAL PLANNING ENVIRONMENT - The Nationai Response Framework (NRF), approved by the President, explains a common discipline for managing incidents at the local, state, or national level. With this unified strategy comes the duty of local government to plan for effective shared response. The common discipline and structures of disaster response recommended by the NRF are based on best practices for managing incidents at all levels of complexity. Local planning will be consistent with this national initiative. REQUIREMENTS OF THE LAW - Chapter 38.52 Revised Code of Washington, requires each political subdivision of the State of Washington to establish and maintain a program of disaster mitigation, preparedness, response, and recovery to deal with the hazards identified in the community. The emergency management program, established by resolution and defined by an approved plan, must be consistent with State and Federal expectations and best practices to assure the maximum coordination and use of resources at all levels. SCOPE AND APPLICABILITY - This plan addresses the disaster responsibilities of the personnel, services, equipment, supplies, and facilities of the offices and departments of Jefferson County and the City of Port Townsend, as well as the emergency roles of those special purpose districts, quasi municipal corporations, private sector organizations and commercial resources that participate in the overall program by agreement or understanding. PHASES OF EMERGENCY MANAGEMENT - Expectations are different in the four phases of emergency management - Mitigation, Preparedness, Response, and Recovery. This plan, and the sub-elements included by reference, addresses all phases. JEFFERSON COUNTY DEPARTMENT OF EMERGENCY MANAGEMENT - The Department of Emergency Management (OEM) is established to administer the program and coordinate activities according to the plan. Administrative offices of the department are located at the Emergency Operations Center (EOC) in Port Hadlock. The EOC is also the primary location for overall implementation of the CEMP. Page 1 of 5 I I I I I I I I I I I I I I I I I I I THE COMPREHENSIVE EMERGENCY MANAGEMENT PLAN - The Jefferson County-Port Townsend Comprehensive Emergency Management Plan (CEMP) meets the requirements of the law by defining how a program for emergency management will be implemented. The CEMP, in its various component parts, identifies the hazard or threat, establishes the strategy, guides operations, and organizes resources to meet the emergency response and recovery needs of the community. JOINT EMERGENCY MANAGEMENT ORGANIZATION - The law allows a joint organizatitm of emergency management between jurisdictions. An agreement between Jefferson County and the City of Port Townsend defines how the multi-jurisdictional program will be achieved, and how collaborative disaster planning, training and coordination of operations makes the best use of limited locai resources. HAZARD IDENTIFICATION AS A BASIS FOR PLANNING - A Hazard Identification and Vulnerability Analysis (HIVA) enumerates the hazards this community may face, the potential impact of these hazards, and the overall probability of occurrence. The HIVA is the foundation for emergency planning and therefore establishes the context in which a disaster plan and program is developed and executed. UNIQUE PLANNING CHALLENGES - The North Olympic Peninsula presents some special challenges to emergency planning. With our desirable rural character comes a shortfall in response and recovery resources (surge capacity) necessary to meet all emergency needs. Isolation from timely outside aid, caused by the damage to just a few roads or bridges, extends our self-sufficiency target to a minimum of five to seven days. In the event of a larger event impacting the Western Washington region, we are a lower priority relative to the larger population centers, requiring even more capacity for self-sufficiency. These unique challenges highlight the necessity for planning, coordination, and organized sharing of response and recovery resources. PLANNING OBJECTIVES - This is an all-hazards plan covering the full range of natural or man- made/technological disasters (including the consequences of terrorism) in a single flexible concept of operations. The execution of the plan is based on the universal coordination methods defined in the National Response Framework to assure consistency and seamless collaboration. The National Incident Management System is recognized throughout the plan as the basis for organization and management of resources. NATIONAL RESPONSE FRAMEWORK - The National Response Framework (NRF) is a guide to how the nation conducts all-hazards response and recovery. NRF gives a clear view of how joint responsibilities for disaster response and recovery will be carried out. It organizes federal resources for support of state and local disaster response and recovery. The National Response Framework establishes a universal, standardized method of coordination known as the National Incident Management System. NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) - NIMS provides a nationwide template to enable Federal, State, local, and tribal governments, the private sector and non-governmental organizations to work together. NIMS represents a core set of doctrine, concept, principles, terminology, and organizational processes to foster collaboration at all levels. The Jefferson County CEMP is based on NIMS throughout the entire spectrum of planning, training, exercises, and operations coordination. This approach is in harmony with State and Federal expectations. The Incident Command System (ICS), the resource coordination and management module of the National Incident Management System, is recognized and employed by all local emergency management partner agencies involved in complex multi-agency and multi-jurisdiction operations. Page 2 of 5 ~ I I I I I I I I I I I I I I I I I I STATE COMPREHENSIVE EMERGENCY MANAGEMENT PLAN - The State of Washington Comprehensive Emergency Management Plan mirrors the NRF by defining how state, local, and tribal entities will coordinate under the overall national scheme. LOCAL EMERGENCY PLANNING MODEL - Jefferson County has developed a planning model that reflects our local concept of operations. The plan's major elements are consistent with the requirements of the law and best practices, and are centered on the standards and expectations of the State of Washington Comprehensive Emergency Management Plan. The following six parts collectively make up the Jefferson County-Port Townsend Comprehensive Emergency Management Plan. Each component is designed to add incrementally to the overall view. Part 1 - Emergency Management Strategic Plan (EMSP). The EMSP (this document- also known as the Basic Plan) defines the overall strategy for development and delivery of a program of disaster mitigation, preparedness, response, and recovery. Part 2 - Hazard Identification and Vulnerability Analysis (HIVA) '. This is an inventory ot conditions in the community that have a potential for larger impact and can adversely affect people, property, the environment, and the economy. Part 3 - Emergency Operations Guide (EOG)'. The EOG provides details by which the plan is implemented. The EOG serves as a training manual, and the associated Emergency Action Checkiists support rapid implementation, Part 3 consists of: . Part 3.1 - Hazard-Specific Annexes . Part 3.2 - Functional Annexes . Part 3.3 - Special Subjects Part 4 - Supporting Emergency Plans and Procedures3. This is a compendium of plans and procedures developed by partner agencies for specific response and recovery scenarios. Part 5 - Resource Manual'. This frequently changing component contains the data necessary to support operations. It includes contact information, resource inventories, and the information needed to obtain, deploy and account for essential resources. Part 6 - Quick Reference Manual. This segment provides for rapid access to the key information needed to implement the system in an emergency. PURPOSE OF THE EMERGENCY MANAGEMENT BASIC PLAN - The Emergency Management Basic Plan is the central defining element of the Comprehensive Emergency Management Plan required by law. It is a macro-view of how the authority and responsibility for emergency management will be implemented. The EMSP is adopted by individual resolution of the Jefferson County Board of County Commissioners and the Port Townsend City Council. The supporting elements of the CEMP, (subjectto frequent modifications to assure currency), are consistent with the EMSP and are included in the overall strategy by reference. I Published separately. Available on disk. 2 Published separately in limited numbers to facilitate frequent additions. 3 On file at the Department of Emergency Management. 4 Located at the Emergency Operations Center. Contains material that is changed frequently. Page 3 of5 I - I I I I I I I I I I I I I I I I I I STRUCTURE OF THE STRATEGIC PLAN - The EMSP (Basic Plan) is divided into seven sections: S 1.1 -Introduction and Strategic Vision. An overview of the emergency management plan and program and an outline of the concept of operations (this document). S 1.2- Emergency Management and Multi-Agency Coordination. This section defines the mechanism for coordination of multiple agencies and organizations involved in the emergency or disaster, and explains the roles and responsibilities of the Emergency Operations Center and the Incident Management Team. S 1.3 - Emergency Services and Support Agencies. This section discusses how the first line response agencies and their support services will conduct emergency operations under the overall coordination schematic. S 1.4 - Engineering and Utilities. Section 1.4 covers issues relating to public works, utilities restoration, and public facilities. S 1.5 - Resource Management. Discussion of acquisition and distribution of essential material support. S 1.6 - Community Operations. This section provides for coordination of community partners in delivering essential services to special needs populations. It also includes provisions for neighborhood preparedness groups, animal welfare services, shelter and assistance (mass care), and discusses the conduit for communication with community groups and private business. Schools are included in the Community Operations segment. A major component of Community Operations is a process for dissemination of emergency public information. S 1.7- Government Operations, Administration and Finance. This element addresses policy-level support, financial issues and procurement, damage assessment, and coordination of short term and long term recovery. Declaration of emergency, the enactment of emergency powers, and continuity of government are also outlined here. S 1.8 - Addenda. This section includes a matrix of roles and responsibilities, a compendium of legal references and other documents that support the strategic concept of operations. SUPPORTING PLANS AND PROCEDURES - Local emergency response and recovery partners develop internal plans and procedures that support the overall concept of operations. Local agency plans identify how they will conduct and coordinate their activities to support collaboration with all the partners under a single overarching concept of operation. The major supporting plans are included in the CEMP by reference. These partner agencies recognize the necessity for overall coordination in accordance with this plan, but retain their full authority and responsibility for direction and control of their own assets and execution of their individual agency plans and procedures. IMPLEMENTATION TRAINING AND EXERCISES - The Department of Emergency Management will coordinate training aimed at implementation of the plan according to agency roles and responsibilities. DISASTER ROLES AND RESPONSIBILITIES - Overall coordination is implemented by a multi- agencylmulti-jurisdiction Incident Management Team at the Emergency Operations Center (EOC). The Incident Management Team (IMT) is structured according to the Incident Command System. Page 4 of5 r I I I I I I I I I I I I I I I I I I INDIVIDUAL RESPONSIBILITIES - The success of the plan is based on the assumption that our citizens will take some personal accountability for their own preparedness. A number of neighborhood disaster preparedness organizations have taken up this important challenge. Individual and family self-sufficiency for a minimum of five to seven days is the objective. Neighborhood Preparedness Groups (NPGs) will be discussed in detail in S 1.5 - Community Operations. Public education and disaster preparedness outreach materials will be made available from a number of sources to encourage and support individual and family preparedness. SPECIAL NEEDS POPULATIONS - Persons with disabilities or other special needs are an important priority in our emergency planning. These already vulnerable citizens become even more so in an emergency or disaster. All associated emergency plans will include a special needs component to assure this segment of the population is included at every level. ASSUMPTIONS AND LIMITATIONS - Not all emergency/disaster situations can be foreseen, and it would not be possible to define all scenarios that might occur. Some limitations should be noted: . Local resources may be overwhelmed, damaged, or otherwise limited in their ability to respond as planned. It may not be possible to meet all needs under extreme circumstances. . The lack of funds or a shortage of resources may limit the ability to conduct emergency operations as planned. . The inability to disseminate local warnings may result in some citizens not receiving emergency information. This plan relies heavily on the capabilities of the State and Federal governments and the news media. . Geographic isolation or impaired access may limit or prevent timely delivery of outside aid. PARTICIPATION IN THE PLANNING PROCESS - Development of emergency plans and procedures, the design and conduct of drills and exercises, and the ongoing training necessary to keep the program current is facilitated by Emergency Planning Work Groups. The Emergency Planning Work Groups are the core of the planning process, and provide valuable insight into how community assets can be maximized. Collectively the Emergency Planning Works Group makes up the Jefferson County - Port Townsend Regional Emergency Planning Council (JPREP). PLAN REVIEW AND REVISION - The Comprehensive Emergency Management Plan is revised as necessary every four calendar years. Components of the CEMP are reviewed annually and updated as needed to assure currency with best practices. PLAN DISTRIBUTION - The adopted Emergency Management Strategic Plan (Basic Plan) will be distributed in paper version to all partner agencies. An electronic version in .pdf format will also be available for distribution. Additional copies of this plan can be obtained by contacting the Department of Emergency Management, 81 Elkins Road, Port Hadlock, WA 98339 or by calling our business line at 360- 385-9368. Our e-mail addressisicdem@coJefferson.wa.us. Reference to important parts of this plan can be found on-line at www.ieftcoeoc.orq. Page 5 of5 . , I I I I I I I I I I I I I I I I I I I Jefferson County - City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan Section 2 Emergency Management and Coordination April 15, 2009 LOCAL EMERGENCY MANAGEMENT ORGANIZATION - The Jefferson County Board of County Commissioners established the Department of Emergency Management by resolution and assigned overall supervision of the department to the County Administrator. The Interlocal Agreement for Emergency Management assigns that duty to the City Administrator for city-only operations. A Program Manager, appointed by the County Administrator, is responsible for day-to-day operation of the program, supervision of Emergency Management staff, and coordination of planning, training, drills, and exercises to assure readiness to implement the plan in an emergency. The Program Manager and the department staff are County employees and operate under the personnel rules of the county. The City provides designated personnel to the program as a part of their support obligation under the Agreement. The existing departments, offices, and agencies of the City and County, including municipal corporations and special districts, shall be utilized to the extent possible in carrying out the responsibilities for emergency management. Nongovernmental organizations and the private sector entities cooperate and coordinate with the Emergency Management program through various formal and informal mechanisms. EMERGENCY OPERATIONS CENTER (EOC) - The EOC is a dedicated facility for the joint agency coordination of overall response and recovery according to this plan, and was established at the Public Safety Complex in Port Hadlock. Interoperability and communications are enhanced by proximity to Jeffcom, the county Public Safety Answering Point. An Alternate Emergency Operations Center (A-EOC) is established at Fire Station 1-6 in the City of Port Townsend. The A-EOC also serves as the primary Command Center for city-only incidents and for coordination of City assets. Continuity of operations under a wide range of conditions requires robustness of the physical plant. Backup (alternate) communications, emergency power, extended operations support, and immediate access to public safety radio (Jeffcom) are important design components of the EOC. INCIDENT MANAGEMENT TEAM - An EOC Incident Management Team (EOC IMT) is established to provide overall coordination and support. It is a combination of Emergency Management staff, agency representatives, and trained volunteers. The team is organized according to the Incident Command System (ICS) consistent with the NIMS compliance requirement.' The EOC IMT acts as a coordinating body to aid and assist Unified Command by providing central coordination for regional incidents, and while acting in support for site-specific events. 1 Additional reference: Attachment \.8.5 - Incident Management Team Organization Chart Page 1 of3 ! - I I I I I I I I I I I I I I I I I I The EOC Manager leads the Incident Management Team. The EOC IMT may be expanded to meet the nature and scope of the incident. PARTNER AGENCIES AND ORGANIZATIONS - Response to an emergency or disaster under this plan employs a partnership approach for bringing to bear all the available assets and capabilities needed to reduce injury and mitigate damage. The community partners, by agreement, support the emergency response agencies as needed to provide critical services to our citizens. Contact with those partnerships is provided by the EOC incident Management Team utilizing a wide variety of communications tools. Each stakeholder is afforded unique connectivity to the team for development of plans, training, exercises, and emergency operations coordination. These partnerships are multilateral, and coordinated through a central point to assure the best use of resources. INTERNAL CONTROL RETAINED - Each partner organization retains its own identity and internal control. There is no intent in this plan to subordinate any entity. Coordination and support through the Incident Management Team in the Emergency Operations Center is voluntary and undertaken by agreement in the best interest of the community, The EOC Incident Management Team is structured to provide an identifiable point of contact for each partner discipline. Participating emergency response agencies maintain their incident command status, while recognizing overall coordination of the Emergency Operations Center. Active !:No-way communication is essential to ensure optimum efficiency. timeliness, and effective ness, Nothing in this plan is intended to interfere with the existing chain-of-command of any participating agency or organization. AGENCY REPRESENTATIVES. Coordination is supported by the assignment of representatives from each partner agency to the EOC Incident Management Team. Some agencies require direct representation while others recognize surrogates based on the Incident Command System structure. Agency representatives to the EOC Incident Management Team are authorized to speak for their parent agency regarding coordination of emergency operations. OPERATIONAL AREAS - Span of control is maintained by segmenting Jefferson County into Operational Areas (OA)'. These OAs, roughly approximating the five existing Fire Districts and West Jefferson County, apportion the community by geography and common resources. The basic facilities of an Operational Area are: . Coordination Center (for primary direction and control point) . Point of Distribution (for distribution of critical supplies). More than one POD may be identified to cover geographic separation . Air transportation capabilities (landing strips or suitable LZ's) . Marine transportation capabilities (for movement of goods and people by water) . Communications capabilities (development of a communications plan or each OA consistent with the overall communications ne!:Norks) . Critical facilities inventory (identification of vulnerable facilities) . Shelter facilities (community points of refuge and mass care shelters) 2 Additional reference: Attachment 1.8.7 - Emergency Management Operational Areas, Emergency Operations Guide (EOG) 3.3.07 - Operational Areas and Incident Segmentation Page 2 of3 - I I I I I I I I I I I I I I I I I I I CITY OF PORT TOWNSEND LIAISON - Coordination between the Emergency Operations Center and the City of Port Townsend response and recovery resources will be facilitated by assignment of a Liaison to the EOC Incident Management Team. The duty of the PT Liaison is to assure the exchange of communication with the City Command Center when activated jointly with the EOC. CITY COMMAND CENTER (CCC) - For incidents only involving the city, the City Command Center will act as the primary direction and control point for city resources. The Emergency Operations Center may be activated in support as needed, or members of the EOC Incident Management Team assigned to the CCC to assist where needed. Page 3 of3 -r . I I I I I I I I I I I I I I I I I I I Jefferson County. City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan Section 3 Emergency Services April 15, 2009 EMERGENCY SERVICES - This section describes emergency response agencies (fire, emergency medical, law enforcement, coroner, search and rescue, and public safety communications), how they plan to augment local capabilities with outside help (surge capacity), and how they will coordinate overali response. Surge capacity is the ability of the agency or organization to obtain, coordinate, deploy and communicate with like resources when local assets are exhausted or overwhelmed. ORGANIZATION AND DELIVERY OF FIRE/EMERGENCY MEDICAL SERVICES - Fire and Emergency Medical (pre-hospital) Services (EMS) are organized into six Rural Fire Protection Districts (Fire Districts) encompassing the populated areas of East Jefferson County and a segment of West Jefferson County. Fire Districts are municipal corporations and considered political subdivisions of the state. The Fire Districts are organized and equipped to deliver both fire suppression and EMS. Career personnel make up about 20% of the workforce, the remainder being qualified volunteers. FIRE/EMERGENCY MEDICAL SERVICES SURGE CAPACITY - The Fire Districts maintain formal and informal agreements with adjacent fire agencies for augmentation of local forces as need. Some of these agreements call for automatic response to certain kinds of calls. Formalized mutual aid understandings address cost recovery and other administrative issues relating to sharing resources. When immediate Jefferson County mutual aid resources are exhausted, and the incident is not resolved, the Incident Commander may request activation of the Olympic Region Fire Defense Plan, mobilizing requested resources from Clallam County. Should additional resources be needed, the State Fire Mobilization Plan can be implemented to provide assistance from throughout the state. Fire Districts have the option of establishment of Area Command. Area Command means they assume direct control and prioritization of their own assets within their individual areas of operation. Area Command protocols provide for the prioritization of limited resources at the district level. Overall coordination of Fire/Emergency Medical Services is accomplished by representation on the EOC Incident Management Team in the Operations Section. Fire/EMS may also be assigned to Unified Command in some circumstances. ORGANIZATION AND DELIVERY OF LAW ENFORCEMENT - The Jefferson County Sheriffs Office and the Port Townsend Police Department comprise the local law enforcement agencies. The Sheriff is an elected Constitutional Officer of the County; the Chief of Police is appointed by the City Manager. Page 1 of4 . I I I I I I I I I I The Sheriff's Office performs law enforcement duties in the unincorporated portions of the county, and executes Civil Process in both the County and the City. The Sheriff also provides jail services. The Port Townsend Police Department provides law enforcement duties within the boundaries of the City. The Police Department is headquartered in Port Townsend, and the Sheriff's Office is located at Port Hadlock, Sheriff's Office annexes are located in the Quilcene and Clearwater areas to provide additional outreach. Both the Sheriff's Office and the Police Department maintain a small force of volunteer reserve personnel available for limited duties as needed. LAW ENFORCEMENT SURGE CAPACITY - Sheriff's Office and the Police Department personnel frequently interact on an informal, mutual aid basis. This temporary arrangement is also supported by local troopers from the Washington State Patrol when available. More formal mutual aid understandings are in place between the Sheriff and law enforcement agencies in adjacent jurisdictions. When local and immediate mutual aid resources are exhausted, including assistance from Clallam County, the State Law Enforcement Mobilization Plan can be implemented to provide requested assistance from throughout the state. Law Enforcement representation in the EOC is assigned to the Operations Section. ORGANIZATION AND DELIVERY OF PUBLIC HEALTH SERVICES - Jefferson County Public Health (JCPH) provides programs and services to help protect and improve the health of the community. JCPH serves both the County and the City. They coordinate several programs essential to disaster response and recovery including food safety, water quality, immunizations and control of communicable diseases. Critical services aiso include family support and developmental disabilities programs. The Jefferson County Health Officer has overall responsibility for direction of the program under the law. The Jefferson County Board of Health defines overall policy. A Department Director and professional staff carry out their duties on a daily basis. I I I I I I I I I A Public Health Emergency Response Plan defines how the JCPH plans to deal with a health emergency, and how their activities will be coordinated with the Emergency Operations Center. PUBLIC HEALTH SURGE CAPACITY - Jefferson County Public Health is a partner in the Homeland Security Region 2 Health Emergency plan. This partnership augments local resources by mutual aid with both Clallam and Kitsap Counties health organizations. Additional resources are available in an emergency from the State Department of Health. The Health Department is assigned to the Operations Section, Health Unit in the EOC. A Health Command Center may be established to carry out detailed deployment according to internal plans. HOSPITAL SERVICES - Jefferson County Hospital District NO.2 operates Jefferson Healthcare (previously Jefferson General Hospital) in Port Townsend. It is the only hospital serving East Jefferson County. Hospital services in West Jefferson County are provided by the Forks Community Hospital (West Clallam County) serving West Jefferson County as Hospital District NO.1. Jefferson Healthcare is a municipal corporation, operating under a five member elected commission. Jefferson Healthcare is an integrated rural health care system that includes the single hospital, physicians' clinics, home health and hospice, outpatient diagnostic services, and rehabilitation services. Limited emergency room facilities are provided. It is not a certified trauma center. Page 2 of 4 -T , I I I I I I I I I I I I I I I I I I I An internal disaster plan defines how the hospital will coordinate resources in an emergency. HOSPITAL SURGE CAPACITY - The ability of Jefferson Healthcare to staff up to meet extraordinary need is provided by implementation of a Surge Capacity Plan. This plan makes maximum use of hospital-related clinics, local retired medical professionals (Medical Reserve Corps) and volunteer resources to augment existing personnel and capabilities. The Jefferson County Healthcare Coalition, a component of Homeiand Security Region 2 Healthcare Coalition, coordinates planning and emergency preparedness. Communication with Jefferson Healthcare is through the Operations Section in the EOC. DUTIES OF THE CORONER AND DISPOSITION OF HUMAN REMAINS - The Jefferson County Prosecutor is the Coroner. The death of all persons, with certain limited exceptions, falls within the jurisdiction of the County Coroner. The Coroner is responsible for identification, determination of cause of death, notification of next of kin, and disposition of unclaimed bodies. Deputy Prosecutors assume the duty of Deputy Coroner. The Coroner is not a medical examiner, and outside ME services are used when an autopsy is required. A single funeral home in Port Townsend assists with removal and temporary storage of human remains. A Multiple Fatality Plan defines surge capacity for disposition of human remains above local capabilities. Law enforcement personnel can be authorized by the Coroner to act as Deputy Coroner in emergency circumstances. The Coroner is represented on the EOC Incident Management Team by the Law Enforcement Unit in the Operations Section. PUBLIC SAFETY COMMUNICATIONS SERVICES - A Public Safety Answering Point (PSAP) and dispatch center was established jointly by the law enforcement and fire agencies. Jeffcom is the 9-1-1 center and public safety dispatching service for all of Jefferson County. Jeffcom receives 9-1-1 cails, communicates with law enforcement and fire/EMS assets, tracks the status of resources, and acts as the primary point of contact for mutual aid services requested by the incident command agency. Jeffcom is also the 24-hour warning point for larger incidents impacting Jefferson County. Dispatchers monitor the National Warning System (NAWAS) for this purpose, and have internal procedures for timely notification of key personnel. In the event of the need to evacuate the primary dispatch center at Port Hadlock, Jeffcom maintains an Alternate Public Safety Answering Point (A-PSAP) at Port Townsend. The A-PSAP provides much the same services as the primary location, and is co-located with the Alternate Emergency Operations Center. Jeffcom maintains internal procedures for rapid expansion of capability should emergency overload occur. The Jeffcom Director coordinates all public safety communications services, including support services, in an emergency. SUPPORT COMMUNICATIONS SERVICES - AMATEUR (HAM) RADIO - Supporting communications services are provided by the Radio Amateur Civil Emergency Service (RACES) organization within the Amateur Radio (HAM) community. An extensive communications network has been established to -augment existing capabilities when needed, under the coordination of the Emergency Operations Center. RACES utilizes the existing personnel and facilities of the HAM community, organized to provide back-up communications between several critical facilities and the Emergency Operations Center. Page 3 of 4 I I I I I I I I I I I I I I I I I I I The RACES Plan is CEMP Part 3, Section 3.2.03, Attachment 8, and it defines how Amateur Radio resources will be utilized to the best advantage. Amateur Radio resources are coordinated by the Logistics Section (Service Branch) of the EQC Incident Management Team. SEARCH AND RESCUE - A Search and Rescue (SAR) capability has been established by the Jefferson County Sheriff. The SAR organization is focused on wilderness and rough county search and rescue, and operates under the program standards established by the State of Washington. Local SAR capabilities are augmented by mutual aid arrangements with adjacent jurisdictions. Additional resources, when needed (including specialty services, aviation support, etc.), are requested through the State Emergency Management Duty Officer. Urban SAR (collapsed buildings, buming structures, etc.) is performed by certified fire/EMS personnel. JCSO SAR resources are available to support fire/EMS efforts when appropriate. Search and Rescue is coordinated through the Law Enforcement Unit of the Operations Section in the EOC. Page 4 of 4 I I I I I I I I I I I I I I I I I I I Jefferson County - City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan Section 4 Public Works and Utilities April 15, 2009 DELIVERY OF PUBLIC WORKS AND ENGINEERING SERVICES - The City's Department .of Public Warks maintains the city infrastructure. It is dedicated ta street maintenance, wastewater treatment, surface water management, and the maintenance .of city buildings. In additian, the Public Warks Department pravides engineering services far canstruction .of public infrastructure, support far the Development Services Department and capital impravements pragram. The County Department .of Public Works has respansibility for roads, traffic and bridges in the unincarparated portians .of Jeffersan Caunty. It is alsa respansible far surface water cantral, solid waste management, and hazardaus waste management. Parks and recreatian pragrams and faciiities are alsa under Public Warks. PUBLIC WORKS SURGE CAPACITY AND DISASTER STRATEGY - Bath the City and Caunty Department .of Public Warks are signatary ta the Washington State Public Works Emergency Response Mutual Aid Plan. . Overall coordination .of Public Works activities is accamplished through representatian an the EOC Incident Management Team in the Operatians Sectian. (Public Warks unit when activated.) The City Department .of Public Warks may wark through the City Cammand Center when activated. WATER DISTRIBUTION SYSTEMS - The City .of Part Tawnsend Utilities (within the City Department .of Public Warks) .operates a water distributian within the city. Private wells, and same small private water systems, make up the majarity .of the hausehald water saurces in the caunty. Jeffersan Caunty Public Utility District Na. 1 maintains several cammunity water systems including Gardiner, Glen Cave, Tri-Area, Bywater Bay, and several smaller units. WATER DISTRIBUTION SURGE CAPACITY AND PLANNING STRATEGY - Public water systems maintain emergency plans and pracedures, caardinated with this plan, far response ta water emergencies. There is same connectivity between systems allawing for limited redirectian of water resaurces to systems in need. Emergency Plans are filed in CEMP Part 4 - Supporting Emergency Plans and Pracedures. Water utilities are represented an the Incident Management Team thraugh the Operatians Sectian (Public Warks unit when activated). ELECTRICITY DISTRIBUTION SYSTEMS - Jeffersan Caunty is served by fcur electrical utilities: . Masan Caunty PUD in the Brinnan area (SE Jeffersan Caunty) . Puget Sound Energy (PSE) in the City .of Part Tawnsend and East Jeffersan County (except Brinnan) . Grays Harbar PUD in SW Jeffersan County (Narth ta approximately Kalalach) Page 1 of2 I I I I I I I I I I I I I I I I I I I . Clallam County PUD in NW Jefferson County (Gardiner) and Bogachiel River South to Kalaloch. POWER SURGE CAPACITY AND PLANNING STRATEGY. There is interconnectivity among the some of the electric utilities providers that can accommodate shortages. In addition, mutual aid plans and agreements cover sharing of repair resources. Emergency plans are included in CEMP Part 4 ~ Supporting Plans and Procedures. Plans include safety, reduction of outage duration. and coordinated restoration strategy. OTHER FRANCHISE UTILITIES - A cable television system, and various internet service providers (ISP), make up the balance of franchise utilities in Jefferson County, The cable network uses PSE infrastructure for distribution. Cable company repair and restoration is coordinated with PSE. Page 2 of2 I I I I I I I I I I I I I I I I I I I Jefferson County. City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMeNT PLAN Part 1: 8asic Plan Section 5 Resource Management April 15, 2009 RESOURCE MANAGEMENT STRATEGY - The resource management objective is to identify unmet community emergency needs, establish strategic priorities for meeting those needs, acquire the essential resources, and coordinate the best application of those resources toward the overali incident objectives. In addition, the emergency management system provides coordination of materiel support to the emergency response and recovery partners. RESOURCES - The general term "resource", as used here, means personnel, supplies, equipment, services, or funds. Such resources, vital to the execution of this plan, may be drawn from existing government agencies, rented, leased, purchased, loaned, conscripted, or donated. STATUS OF ORGANIC (INTERNAL) RESOURCES - Local emergency response organizations have existing plans and procedures for augmenting their capabilities (surge capacity). This includes agreements with adjacent agencies and jurisdictions, regional mutual aid agreements, state mobilization plans, and similar instruments of coliaboration. For purposes of this plan these are "organic" resources, and considered for direct coordination by the emergency management system only where there is a critical scarcity. An organic resource is coordinated by the recipient agency according to a pre-arranged command structure. INFORMATION SHARING AND COORDINATION - Although many organic resources may be obtained, assigned and applied without direct involvement of the Emergency Operations Center, coordination of that information with the EOC is important to understand the scope of the response, reduce the possibility of duplication, and flli in the big-picture information necessary to grasp the scope of the response. That process is particularly important when local and mutual aid resources are about to become exhausted or depleted and may need to be replaced with outside help. IDENTIFICATION OF UNMET NEEDS" Unmet needs are those critical life and safety elements associated with the incident for which there are no apparent and timely solutions. Meeting those needs may require re-prioritization of local capabilities. acquisition of external resources, or some other combination of efforts to mitigate the hardship. LOCAL GOVERNMENT RESOURCES AS FIRST PRIORITY - It is the responsibility of local government to aid persons suffering from injury or damage. Jefferson County and the City of Port Townsend are required to utilize their personnel, faciiities, services and equipment (resources) to the extent possible to mitigate the emergency.' This is the first level in the cost assignment hierarchy. Externai resources are utilized in support of local efforts, SPECIAL PROVISIONS OF THE LAW - EMERGENCY POWERS - In carrying out response to an emergency within this plan, when a Declaration of Emergency has been made, the County and the City have the power to enter into contracts and incur the obligations necessary to protect health and safety of persons and property and provide emergency assistance to victims. These 1 RCW 38.52.110. Page lof3 I I I I I I I I I I I I I I I I I I I I , actions can be taken without regard to time-consuming procedures. This includes such fonnalities as budget law limitations, competitive bidding, etc.' BORROWING SERVICES AND EQUIPMENT FROM CITIZENS - In the event of a disaster. after proclamation by the governor, the County and the City shall have the power to command services and equipment of private citizens, PROVIDED, that they are entitled to the privileges, benefits, and immunities identified in the law. RESOURCE MANAGEMENT PROCESS - The Emergency Operations Center Incident Management Team will establish a resource ordering and tracking process to assist with the acquisition and coordination of requested resources. This system will provide the tracking procedures necessary to document the request, ordering, receiving and delivery of ordered resources. Resource management is the responsibility of the Logistics Section of the EOC Incident Management Team. CENTRAL RECEIVING AND DISTRIBUTION - Consistent with state and federal requirements, a central material staging depot may be identified to serve Jefferson County, with additional points of distribution planned for each of the Operational Areas. CONTROL OF A TRANSFERRED RESOURCE - When requested resources, processed through the resource management system, are received and assigned to a requesting agency they will be considered transferred to the direct management control of the requestor until released. When a transferred resource has an internai command/supervision structure, that structure will remain intact within the overall organization of the requesting agency. RESOURCES REQUESTED BY OTHER AGENCIES - Where essential resources are being acquired through the emergency management system at the request of other response agencies, the cost of those resources will be assigned to the requesting agency. Whenever possible, the costs will be pre-identified. RESOURCES NOT OFFICIALLY REQUESTED - There is a prescribed resource ordering process in place through the Emergency Operations Center. The cost for resources that are not requested through this resource management process (including those that respond spontaneously) may not be eligibie for reimbursement should it become available. Unrequested/unplanned resources are seldom used, and may interfere with the resource management system. REIMBURSEMENT ELIGIBILITY - Some incident related costs may become reimbursable (or partially reimbursable) under state or federal law. An example of reimbursable expenses is those extraordinary costs associated with emergency action of a certain qualified nature under the Robert T. Stafford Disaster Relief Act. Reimbursement eligibility, if any, will require detailed records. No emergency action should be undertaken with the advanced expectation of reimbursement. Some reimbursement may require local matching funds (either direct or indirect). DONA TED GOODS AND SERVICES - Procedures are in place, within the resource management system, to receive and process donated goods and services. To the extent possible, the spontaneous donation of goods and services will be directed to one of the several non-profit relief organizations for use in their disaster related activities. Where special resources are needed, there may be a direct appeal. The Logistics Section of the EOC Incident Management Team will be responsible for overall coordination of donated goods and services. 'RCW 38.52.070(2) Page 2 of3 I I I VOLUNTEER MANAGEMENT - Every citizen who wishes to volunteer their services in an emergency should have the opportunity to do s6 where possible. There are many essential functions that can be perfonned by trained or untrained volunteers consistent wtth their abilities. The resource management system will include provisions for their recruitment, screening, processing, assignment and tracking. To the extent possible, the administration of volunteer management will be assigned to the existing non-profit relief agencies. I When volunteers are utilized by private agencies, assumption of liability will be in accordance with their internai policies. Other volunteers, assigned outside of existing groups, will be provided the special protections defined by the law for emergency workers.3 I 3 Reference RCW 38.52 and WAC 118-04. I I I I I I I I I I I I Page 3 of3 I I I I I I I I I I I I I I I I I I I I I Jefferson County - City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan Section 6 Public Affairs and Community Outreach April 15, 2009 CITIZEN PREPAREDNESS - Disaster preparedness of our citizens is a key component of our emergency management strategy. The promotion and support of local family and business readiness will result in a reduction of demand for limited resources in an emergency and accelerate community recovery. A comprehensive emphasis on responsibility and collaboration, along with a four-way communication scheme, is the basis of our community outreach. PUBLIC EDUCATION - The emergency management system strongly supports preparedness education at the family and neighborhood level. Jefferson County Emergency Management fully utilizes a wide variety of pre-planned events in the community as well as traditional media outlets to promote awareness and preparedness education. Additionally, through the department's web page, links can be found to assist the community in better understanding the potential for various weather and non-weather related events or disasters. NEIGHBORHOOD PARTNERSHIP - The promotion of preparedness activities neighborhood-by- neighborhood is a way to increase partnership. Self-sustaining neighborhoods, with internal plans for initial response to disasters at the block level, provide a support base that accommodates both our scarcity of assets as well as our sense of community. Organized neighborhoods are an emergency preparedness core value. Prepared neighborhoods share resources, expertise, and communications, relieving emergency responders to concentrate on broader priorities. NEIGHBORHOODS ARE A COMPONENT OF THE WARNING NETWORK - Whenever possible, the use of organized neighborhood communications networks will be employed as an adjunct to the traditional warning and emergency information dissemination processes. Leveraging these relationships reinforces saturation of information. EMERGENCY PUBLIC INFORMATION. The timely dissemination of public information following a major emergency expands the warning component by filling in the details. The demand for information exceeds most other emergency elements. The regional and national media provide some elements of this information, but localization best fulfills the need. Our emergency public information strategy is to augment traditional outlets with details essential to our community using methods known to work in our community. LIMITATIONS TO EMERGENCY INFORMATION DISSEMINATION - A single local broadcast outlet (KPTZ), with partial coverage of the Northern part of our operational area, limits local control over emergency public information. Outside of the Port Townsend/KPTZ coverage area we rely on regional media (large Puget Sound area radio and television stations) to carry important local information to the majority of our population. This is sometimes problematic due to prioritization of information aimed at the large market areas of those commercial outlets. Our local print media, while limited in an emergency as well, plan to support our information dissemination efforts in protracted events. Page 1 of3 I I I I I I I I I I I I I I I I I I I JOINT INFORMATION PROCESS - The multiple emergency response and recovery partners represented on the EOC Incident Management Team understand and support the need for coordinated community message. The concept of a Joint Information Center will be used to make sure all stakeholders have message saturation in an emergency, and speak with a common, unified voice. RESPONSIBILITY FOR MASS CARE, SHELTER, AND ASSISTANCE - Coordination of a program ". . . to aid victims suffering from injury or damage resulting from disasters caused by all hazards. . . " is an essentiai responsibility of emergency management. The strategy for this essential function is to make the best coordinated use of resources from the many non-profit relief agencies and community organizations.' COMMUNITY OPERATIONS - To assure coordination of disaster relief, a Community Operations Branch (COB) has been established in the EOC Incident Management Team. The COB is responsible for coordination of: . Special needs populations (uniquely vulnerable citizens) . Expedient shelter and temporary housing . Food programs (mass feeding and bulk food/water distribution) . Short term assistance to individuals . Neighborhood preparedness groups . Disaster animal welfare SPECIAL NEEDS IDENTIFIED - Vulnerable citizens include those who may need additional assistance in an emergency because of reduced mobility, dependency on medical technology, impaired vision or hearing, or fragile age. INDIVIDUAUFAMIL Y RESPONSIBILITY TO PREPARE - Our strategy for meeting emergency needs of vulnerable persons is to support individual/family responsibility for preparedness as the primary level, adding progressive layers of neighborhood collaboration, care agencies, and assistance groups. Should the need overwhelm our local capabilities, assistance can be marshaled from the larger community. SPECIAL NEEDS COORDINATION - A Special Needs Task Force of health care agencies, service providers, adult care facilities, support groups, and individuals is established in the EOC Community Operations Branch to coordinate emergency services to vulnerable persons. THE JEFFERSON COUNTY BUSINESS COMMUNITY - Economic stability and recovery following a major emergency depends largely on the level of preparedness of the business community. Continuity of critical business functions, the protection of essential data, protection of inventory, the welfare of the workforce, and partnership in the response and recovery effort, are the objectives of our business and industry component. COORDINATION OF BUSINESS AND INDUSTRY RECOVERY - A long term recovery group will be established jointly by County and City leadership. Constituents of the recovery group will be determined by the nature and scope of the impact. SCHOOL EMERGENCY PLANS - There are four East Jefferson County public school districts (Port Townsend District 50, Chimacum District 49, Quilcene District 48, and Brinnon District 46). West Jefferson elementary students attend Queets-Clearwater School, other grades travel to Forks schools (Quillayute Valley School District). All schools have Safe Schools Plans in I Additional reference EOG 3.2.04. Attachment A - Coordination with the American Red Cross in Jefferson County Page 2 of3 I I I I I I I I I I I I I I I I I I I I accordance with the requirements of the law2 There are some private independent and faith- based schools that have varying degrees of emergency preparedness. COORDINATION WITH SCHOOLS - Schools do not have an individual representative in the Emergency Operations Center. Coordination with the school districts (a designated point of contact) depends on the nature and scope of the incident. Default communication with local schools is through EOC Liaison. NON-GOVERNMENTAL AND VOLUNTEER ORGANIZATIONS - The resources of NGO's are an important part of the community response and recovery capability. They will be integrated with the emergency management system to the extent possible. ANIMAL EMERGENCY PLANS - Pets and iivestock can become victims of disaster. Although it is an individual/family responsibility for having animal emergency plans, the emergency management system takes an organized approach to support this. Procedures are in place for animal rescue evacuation, expedient shelter and veterinary services, and mortality management." The Jefferson County Disaster Animal Welfare Group (DAWG) is eslabiished as the central coordinating organization, coordinated through the Community Operations Branch in the EOC. UNMET NEEDS - It is challenging to foresee all the possible needs of our citizens impacted by a disaster. For this purpose an Unmet Needs capability can be activated in the EOC Community Operations Branch to identify and consider solutions for unique emergency needs for which there is no obvious solution. The Unmet Needs Unit will make maximum use of private sector community resources as well as non-traditional services. 'Chapter 28A.320.125 Revised Code of Washington - Safe Schools J Additional reference CEMP Part 4, Jefferson County Animal Disaster Protection Plan (ESF 25) Page 3 of3 I I I I I I I I I I I I I I I I I I I Jefferson County - City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan Section 7 Government Operations and Administration April 15, 2009 GovERNMENT LEADERSHIP - The continuation of essential government operations under emergency conditions is expected by our citizens. Some elements of services -law enforcement, fire/EMS, emergency management, public health, etc. - become even more essential. Sustained government services are vital to economic stability and recovery. Some constitutional requirements - for instance some responsibilities of the criminal court system - cannot be suspended. Rallying community response, marshaling resources, meeting emergency needs, and reacting to the crisis at hand, while sustaining or restoring critical government operations, is a major leadership challenge, COUNTY ORGANIZATION - Legislative responsibility for county government is vested in the three-person Board of Jefferson County Commissioners. Constitutional offices consist of Clerk of the Court, Prosecutor, Sheriff, and the Judiciary. The Statutory offices are Assessor, Treasurer, and Auditor. The Jefferson County Administrator is an appointed official who serves as the Chief Executive Officer for the County, and is responsible for carrying out all decisions, directives, policies, ordinances and resolutions made by the Board of County Commissioners. Administrative departments, under the County Administrator, include Central Services, Public Health, Public Works, Community Development, WSU Cooperative Extension, and Emergency Management. CITY ORGANIZATION - The legislative responsibility for city government is assigned to a seven- member City Council. The executive authority is vested in the City Manager (appointed by the City Council). City departments are: Administration (City Attorney, City Clerk), Development Services, Finance, Library, Public Works (Engineering, Parks, Streets and Utilities), and Police. The City Manager is responsible for Emergency Management in the City, and executes that duty through the interlocal agreement for Emergency Management. ESTABLISHMENT OF AN EMERGENCY MANAGEMENT - The requirements of Chapter 38.52, Revised Code of Washington. are fulfilled by the establishment of a Department of Emergency Management in the County and an interlocal agreement for Emergency Management services by that department to the City of Port Townsend. This plan is a part of that requirement. USE OF COUNTY AND CITY PERSONNEL AND SERVICES IN AN EMERGENCY - County and City personnel, services, and equipment are a part of the local emergency management system. Washington State law directs the heads of governments to utilize those assets, along with those of the other municipal corporations and special districts, to the "maximum extent practicable". \ It is the responsibility of the Department of Emergency Management t6 assist them in developing the internal procedures necessary for execution of their emergency duties as identified in this plan. I RCW 38.52.110(1) Page 1 of3 I I I I I I I I I I I I I I I I I I I LEGISLATIVE SUPPORT TO EMERGENCY MANAGEMENT - The City Council and the Board of County Commissioners provide emergency legislative support to the Emergency Management program in an emergency. Such support includes declarations of emergency and special emergency measures needed to meet emergency needs. EMERGENCY POWERS - The law provides certain unique powers to the heads of local government in the event of an emergency. Such powers may be enacted when an emergency or disaster occurs that demands immediate action to preserve public health, protect life and public property. and provide relief to the stricken community'> In carrying out this plan the Board of County Commissioners and/or the City Council may exercise those powers without regard to the time-consuming procedures and formalities prescribed by law (except mandatory constitutional requirements) including (but not limited to)3: . Budget law limitations . Requirements of competitive bidding . Publication of notices . Provisions pertaining to the performance of public works . Entering into contracts . Incurring obligations . Employment of temporary workers . Rental of equipment . Purchase of supplies and materials . Levying of taxes . Appropriation and expenditure of public funds The activation of these emergency powers is contingent upon a formal Declaration of Emergency by a majority vote of the Board of County Commissioners or the City Council (for City-only emergencies). In all cases, the test of prudence and best value in the execution of emergency procurement will be observed whenever such diligence does not interfere with the immediate response to life safety. DECLARATION OF EMERGENCY - A local declaration of emergency activates the emergency powers described above. and is the prerequisite for requesting state and federal assistance in a major emergency. Such declaration is made by the county or city legislative body by adoption of an ordinance or resolution. A city declaration/resolution is made under RCW 35.33,081 whereas a county declaration is covered by RCW 36.40.180. A joint resolution can be made under RCW 38.52,070(2)4 For regional emergencies, a Declaration of Emergency made by the Board of County Commissioners covers both the County and the City for purposes of activation of this plan. ALTERNATE LOCATION FOR THE CONDUCT OF PUBLIC BUSINESS - The emergency affairs of the county or city can be conducted in an alternate place for the duration of the emergency provided reasonable effort is made to notify the public of the emergency relocation, TELEPHONIC VOICE VOTE. When exigent circumstances require, a telephone vote of the legislative body can adopt a declaration of emergency. This action needs to be on the record. witnessed, and later affirmed, Telephonic voice vote will be coordinated by the City Manager or the County Administrator 2 RCW 38.52.010(6)(a) 3 RCW 38.52.070(2) 4 Additional reference: Emergency Operations Guide (EOG) 3.3.13 - Procedures for Local Declaration of Emergency Page 2 of3 I I I I I I I I I I I I I I I I I I I RESPONSIBILITY FOR COST TRACKING - All county and city offices and departments, along with municipal and quasi-municipal corporations. special districts organized under the laws of the state of Washington, are responsible for tracking incident-related costs. Cost recuperation, if any, will hinge on the type and detail of extraordinary expenditures directly related to the execution of this plan. Should the Stafford Act, or any other similar reimbursement mechanism, be implemented, each entity is responsible for filing for cost recovery. CONTINUITY OF GOVERNMENT - The law provides the authority for identification of a succession of powers in an emergency5 The Board of County Commissioners and the City Council have adopted resolutions defining how their powers and duties will be uninterrupted. In addition, each department or office will designate a line of succession for the discharge of emergency actions in the event the incumbent office holder or department head is unavailable. The available responsible person shall have full authority of the incurnbent office holder or department head in carrying out the ernergency actions of the department. 5 RCW 42.14 6 Additional reference: Jefferson County Resolution No. 54-05 - Continuity of Govemment in Case of an Emergency or Disaster Page 3 of3 I I I I I I I I I I I I I I I I I I I Jefferson County - City of Port Townsend COMPREHENSIVE EMERGENCY MANAGEMENT PLAN Part 1: Basic Plan Section 1.8 Addenda April 15, 2009 1.8.1 County Government Organization 1.8.2 City Government Organization 1.8.3 Disaster Roles of County and City Offices and Departments and Partner Agencies 1.8.4 Designated Coordinating Agencies 1.8.5 EOC Activation Criteria 1.8.6 EOC Incident Management Team Organization 1.8.7 Emergency Management Operational Areas 1.8.8 Cross Reference to State and Federal Plans (ESF Format) Page 1 of 1 I I Attachment 1.8.1 COUNTY GOVERNMENT ORGANIZATION I THE CITIZENS OF JEFFERSON COUNTY I I CONSTITUTIONAL OFFICERS I Clerk of the Court Prosecutor Sheriff Judiciary BOARD OF COUNTY COMMISSIONERS STATUTORY OFFICERS BOARD OF HEALTH Assessor Treasurer Auditor I Clerk of the Board BOE/Civil Service Veterans Relief Records Preservation Leg & Admin Support CITIZEN ADVISORY BOARDS I I HEARING EXAMINER COUNTY ADMINISTRATOR HEALTH OFFICER I Strategic Planning Public Information Public Safety/Security Risk Management JEFFCOM ADMINISTRATIVE BOARD I Jeffcom (9-1-1) I I I Community Development Planning Building Development Review WSU Cooperative Extension Learning Center Youth Development Conservation Public Works Central Services Public Health I Roads Solid Waste Parks & Recreation Budget & Finance GIS Info. Services Facilities Fleet Services Public Heallh Substance Abuse Developmental Disabilities Natural Resources Envo. Health I I I I ~ I I I I I I I I I I I I I I I I I I I Attachment 1.8.2 City Government Organization THE CITIZENS OF PORT TOWNSEND CITIZEN BOARDS AND COMMISSIONS ADMINISTRATIVE ASSISTANT CITY CLERK FINANCE PUBLIC WORKS ENGINEERING DIVISION PARKS AND RECREATION DIV. STREETS/SEWER/STORM DIVISION WATER AND FACILITIES DIVISION CITY COUNCIL CITY MANAGER , , , , "an._.__a POLICE DEVELOPMENT SERVICES LIBRARY GRANT ADMINISTRATION - I I I I I I I I I I I I I I I I I I Attachment 1.8.3 Disaster Roles of County/City offices and departments, and public sector and private sector partner agencies and organizations All county and city government personnel, services, equipment and facilities become part of the emergency management system as needed in carrying out the requirements of this plan according to the law. Most assignments mirror daily operations; some require a local declaration of emergency to expedite. Emergency activities of local government offices and departments are coordinated by the EOC Incident Management Team until demobilized when the emergency is over. Post disaster activities are coordinated by the Joint County - City Long Term Recovery Group. Numerous other government agencies, special districts, quasi-municipal corporations, non- governmental organizations. and private sector entities cooperate and coordinate with the Emergency Management program through various formal and informal mechanisms. Each of these partners retains their internal structure and responsibilities, while collaborating where possible with the community response effort. State and federal agencies with local ties may opt to coordinate locally to the extent possible, while remaining within the overall responsibility of their parent organization. Many of our other partners cooperate where they can, while focusing on their individual responsibilities. COUNTY OFFICES AND DEPARTMENTS Assessor Emergency tax relief (property value adjustment) Assistance with damage assessment Continuation of essential services Auditor Fiscal management Budget emergencies Recovery support (contracts administration) Records preservation and recovery Continuation of essential services Board of County Commissioners Policy and oversight Emergency measures and legislative support Emergency appropriation Declarations of emerqency Central Services Technical support Internal telephone services and restoration Network administration and restoration County building damage assessment County facilities repair and restoration Continuation of essential services Community Development Long term recovery coordination Support to damaqe assessment Coroner Identification of human remains Determine cause of death Provide for temporary storage of human remains Establish and maintain official casualtv list County Administrator Emergency Management Policy level communication (BOCC and EOC IMT) Policy level communication County to City Restoration of county government services Page 1 of 4 -! I I I I I I I I I I I I I I I I I I I District Court Continuation of essentiai court services Emergency Management Emergency management planning Coordination of training Emergency Operations Center management Inter-agency and inter-jurisdictional coordination Execution of emeraencv plans and procedures Health Department Immunization Sanitation inspection Food and water quality control Environmental health Home health services Special needs populations Prosecutor Acts as Coroner per charter Legal advisor to the BOCC for policy Legal advisor to the County Administrator Continuation of essential services Public Works Restoration of roads and bridges County infrastructure damage assessment Support to law enforcement for traffic control Debris removal Solid waste disposal Sheriff Law enforcement Search and rescue Traffic control (on county roads) Accident investiaation Superior Court Continuation of essential court services Treasurer Fiscal management (with Auditor) Budget support Emergency procurement Continuitv of aovernment services CITY OFFICES AND DEPARTMENTS Administration Clerical support City Attorney Legal advisor to the City Council Legal advisor to the City Manager Assists in draftina emeraencv ieaislation City Council Policy and oversight Appropriation of emergency funds Emergency declaration Leaislative support Citv Clerk Preservation and recoverv of essential records City Manager Executive powers Director of Emergency Management for the City Communication with the City Council Restoration of essential city services Development Services Long term recovery coordination Assistance with damaae assessment Finance Fiscal management and support Cost tracking Contracts administration (recovery) Grants Administration Post disaster mitigation Assistance with recovery coordination Facilitation of the Citv Command Center (alternate EOC) Page 2 of 4 I I I I I I I I I I I I I I I I I I I Information Services Network restoration T eleohone service restoration Library Alternate city offices Police Department Law enforcement Traffic control Coordination of mutual aid law enforcement Evacuation Search and rescue coordination Public Works Streets and bridges Water and sewer Public facilities damage assessment Washington State Patrol OTHER GOVERNMENT AGENCIES (State and Federal) Washington State Department of Transportation Washington State Parks Washington State Department of Natural Resources Washington State Ferries U, S. Navy (Naval Magazine Indian Island) U. S. Forest Service Traffic control (state routes) Assistance with evacuation Augment local law enforcement resources (mutual aid) Assistance with dissemination of warnin s State highway clearance and restoration Damage assessment (state routes) Augment local public works resources (mutual aid) Assistance with dissemination of warnin s HAR si ns, etc, Activation of internal emergency plans and procedures Coordination of park resources Coordination of the use of park facilities for emergency purposes Dama e assessment ark facilities Wildland fire suppression Clearance and restoration of DNR roads Dama e assessment DNR roads Activation of internal emergency plans and procedures Assistance with emer enc trans ortation fer assets Coordination of Navy personnel and facilities Provision of mutual aid fire services Provision of 10 istics su ort to local overnment Wildland fire suppression (federal lands) Wildland fire suppression - mutual aid (state lands) Au mentation of local law enforcement mutual aid SPECIAL DISTRICTS AND QUASI-MUNICIPAL CORPORATIONS Jefferson County Fire Protection Activation of emergency plans and procedures Districts Fire suppression Urban/technical rescue and evacuation Fire investigation Emergency Medical Services (pre-hospital aid) Hazardous materials emergency response (support) Assistance with initial damage assessment Assistance with dissemination of warninas Jefferson County Public School Activation of emergency plans and procedures Districts Coordination of school resources Emergency communication with staff and students Assistance with emergency transportation Damaae assessment -(school facilities\ Page 3 of 4 I I I I I I I I I I Jefferson County Hospital District Activation Of emergency plans and procedures NO.2 (Jefferson Healthcare) Provision of basic hospital services Coordination of hospital resources Coordination with regional hospitals Coordination of clinics and surQe capacitv faciiities Jefferson County Public Utility Activation of emergency plans and procedures District Damage assessment (water systems) Restoration of the water svstem (served areas) NON-GOVERNMENT ORGANIZATIONS AND PRIVATE SECTOR ENTITIES American Red Cross Shelter operations Mass care Assistance to disaster victims Olympic Community Action Assistance with emergency food Programs (Olycap) Special needs populations (Olycap clients) Point of refu e coordination 01 ca communi Jefferson County Ministerial Designated points of refuge Association Assistance with shelter and mass care Communi Service Or anizations Assistance with communit recove ro Neighborhood Preparedness Individual and family preparedness Groups Neighborhood communications Nei hborhood dam a e assessment and re ortin Private business Activation of business recovery plans Assistance with community recovery programs Critical oods and services I I I I I I I I I page 4 of 4 I i I I I I I I I I I I I I I I I I I I Attachment 1.8.4 Coordinating Agency A lead coordinating agency is identified for each hazard category.' The support agencies are those most likely to have a major role, but does not exclude other participation. Strategy and overall coordination of larger scope incidents (earthquake, storms, etc.) is typically the role of the Emergency Operations Center (EOC). Specific hazards have clear lead agencies, and the EOC will provide support if requested. All jurisdictions and agencies retain their internal command authority, and recognize the coordination role of the EOC Incident Management Team. Each participating agency has representation or a designated point of contact in the EOC. Unified Command may be established at the EOC when the command function affects multiple jurisdictions. Some hazards are best handled by the designated command agency/Unified Command at the scene. HAZARD LOCAL COORDINATING ASSISTING AGENCIES AGENCY 01 Damaging Winds Emergency Management Fire/EMS Public Works Law Enforcement 02 Winter Storms Emergency Management Public Works Law Enforcement 03 Flood Emergency Management Public Works 04 Earthquake Emeraencv Manaaement All 05 Public Health Emergency Public Health Fire/EMS 06 Terrorism Law Enforcement Fire/EMS Emergencv Manaaement 07 Tsunami Emergency Management Fire/EMS Law Enforcement 08 Volcanic Activity Emergency Management Public Works 09 Heat Wave Public Health Fire/EMS 10 Drought Public Health Emergencv Manaaement 11 Power Outage, Extended Puget Sound Energy Fire/EMS Public Works Public Health 12 911 Outage/Overload Jeffcom Emeraencv Manaaement 13 Civil Emergency, Other Law Enforcement Fire/EMS 14 Wildland Fire Fire/EMS Mutual aid Fire Law Enforcement 15 Marine Oil Spill Coast Guard Dept. of Ecology Fire/EMS Responsible Party Environmental Health 16 Water Shortage City Utilities (citv) Public Health 1 Reference purposes only. Actual conditions will determine organizational structure. Page 1 of 2 I I I I I I I I I I I I I I I I I I I PUD (countv) 17 Mass Casualtv Incident Fire/EMS Law Enforcement 18 Maritime Emeroency Coast Guard Fire/EMS 19 Major Fire Fire/EMS Mutual aid Fire/EMS Law Enforcement 20 Major Law Enforcement Law Enforcement Mutual aid LE Incident Washinqton State Patrol 21 Hazardous Materials Washinqton State Patrol Fire/EMS 22 Military Ordinance NAVMAG Indian Island Fire/EMS Law Enforcement 23 Aircraft Mishap Fire/EMS Law Enforcement Aircraft Parent Aaencv 24 Dam Failure Fire/EMS City Utilities (Lords Lake) 25 Mudslide with exposures Fire/EMS Public Works Page 2 of 2 .-- I I I I I I I ra "C 1O.I!l cO .;:: ....:U _s:: s:: 0 ~~ .s:: .~ U- ra U =<C <Cu o w I I I I I I I I I I I ........ . ' . . , . . . : f-o i: ...... ~ : Z Q t-< ~ : <lo;l~ : . u>> . ,. 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'" C::'- C ._~-'E o..c 0 ~~].~'5 BI;:l .3.d:L=~g-~ p ~ i):-=E- ~ ..o~..o== .5 B ~ ~ ~ ~ '" ~ "'.a <<l -caf-21Cl-t I-tl E~~B t3 ~- g5'n u ~.- 1ij... n ~';.~n~ [j -9 ","0 >. ~ ~~~~~~ <t:tl<t:Cl", * ... '" z p-15 ~8 ~H ~v Cl c c,;... :::E ~ <~ _w t ~e; '" ~-:g$ '5 Q, "Cl -a E ~!:l s.... w'-' o 8 ~;:: @!E ~o ~o ~z '" ......................................................................................:t- -~ . -= ... ~ " Gl E ., ., Gl ., ., <( "0 C;g~ ~- <;I 0 ~ :l <.'I:l 0'.::1.... ' c 8~<S ~~ ... 0"0 ... 0 q) u 4) ... ,~ .D ~ ~ 0"0 ~ fi sua-R.g S'- 0.- q) co:l !l:l a w ~..:'~ .fS S q) '.;:::.- u "'....;5 g N <'d '<::' 8 q) C .Gl:Eieo~;jl Clo,g~f K .c:_ ~ ~~ 5 S",g c V> "0 u~t::'~ 8 a.~ @E~tfJ ~~~ '" 0 ;g'.::I:E '" 0- .5 ~'~ g ;q ;g ~ ~ ~.s-o~..s 'E .a ;,.,~ S a ~,="@ E ~ ","""gf;.: g<03 ~ .5 2 .- ~ a P-l~ c E e.g.;:: Cl~8;~P-la ~ " " N .. - << = - " .:: .. ~ '. u << I I I I I I I I I I I I I I I I I I I I Attachment 1.8.6 Emergency Operations Center Incident Management Team Organization Chart The EOC Incident Management Team is structured according to the Incident Command System (ICS) and can be scaled to meet the needs of the incident. This team provides overall coordination where appropriate and/or support of the command authority according to plan. The team is responsible for selting overall objectives, assuring a coordinated flow of information, a single joint planning process, a method of acquiring essential resources, and support of emergency response agencies in the field. All response partners and participating elements have a designated point of contact on the coordinating team. I UNIFIED COMMAND" I ~':::':.:.~::.:: I~~'t,. '...doolc......'..".I..'l'_ EDC MANAGER DEPEOCMGR LI,USON DEPEOCMGR Il!COVERY 1-~;rrE:L1G~il--- L_......_~~_~..__J (LI': "".1'.... onI~) ~uc IN[I()J1M.nl~ ~~ ~ SUPPORT DJUNCtl SERVICE BRANCH ~ c=J I ~ I I I I I I I I I I I I I I I I I I Attachment 1.8.7 Emergency Management Operational Areas Area 4 Command BRINNON STATION 41 }.... ,''''-''7 Area I Command (/ &~ / 0' {, ~,."'\ '"~. 'I , . ~, . ~ '"\ & Area 5 Command j"-'" 1 " ! , GARDINER I '......... .~~~. ~ il} COMMUNITY -1+- *...,\ j *1. '\ \ CENTER ! i i \.."'f",. ~. "I f r. ~ \'( f i "'" I EOe \ .../ (e"-""'/' EJF&R ~\... I FIRE DIST. 5 r..J ~ Area 3 Command L. *....1 PORT LUDLOW I I ,. STATION 31 FIRE DIST. 2 '1. <....J../ ~ 8 . \, ! r......-...-...: Area~3~~~~E ! )) PLF&Rj\ COMMUNITY : __ * t\. J \ ," CENTER L r) 71 (/ ,..._.._.._.i t V I ( I FIRE DIST. 4 \) j l i t-o' (' .) I .. (J\l \.f' I~) f'"({ (--*) ()-) i 4t 0 i I......t 8 I ;./r" 8 , t e Brinnon - South I.. o Gardiner - Discovery Bay - Eaglemount <D West Jefferson County - Clearwater EJF&R STATION 16 (ALTERNATE EOe) Port Townsend & North Quimper Peninsula Quilcene - Dabob - Coyle Port Ludlow - Shine - Hood Canal Br. October 29, 2008 I I I I I I I I I I I I I I I I I I I Attachment 1.8.8 Cross Reference to State and Federal Plans (ESF Format) The National Response Framework uses the Emergency Support Function (ESF) format. State plans are also keyed to ESFs. Smaller jurisdictions with limited resources can adopt other formats, provided there is a cross reference to the ESF scheme. The ESF arrangement in the State Comprehensive Emergency Management Plan is shown here, with the location of the referenced subjects in this plan and supporting documents. EMERGENCY SUPPORT FUNCTION EQUIVALENT IN THIS PLAN EOG 3.2.06 - Transportation ESF 1 - Transportation Part 1.5 - Resource Management EOG 3.2.07 - Resources EOG 3.2.01 - Warning and Alert EOG 3.2.03 - Communications Coordination ESF 2 - Communications and Warning EOG 3.2.03, Attachment B - Amateur Radio Emergency Service EOG 3.2.03, Attachment A - Communications Inventorv ESF 3 - Public Works and Engineering Part 1.4 - Engineering and Utilities ESF 4 - Firefighting Part 1.3 - Emergency Services and Support ESF 5 - Emergency Management Part 1.2 - Emergency Management Part 1.3 - Emergency Services and Support ESF 6 - Mass Care and Human Services Part 1.6 - Public Affairs and Community Outreach ESF 7 - Logistics and Resource Support Part 1.5 - Resource Management EOG 3.2.07 - Resources ESF 8 - Public Health and Medical Services Part 1.3 - Emergency Services EOG 3.2.12 - Wilderness Search and Rescue ESF 9 - Search and Rescue EOG 3.2.12, Attachment A - EOC Support to SAR ESF 10 - Hazardous Materials Response Part 4.1 - Hazardous Materials Response ESF 11 - Agriculture and Natural Resources Not used in this plan ESF 12 - Energy Part 1.3 - Engineering and Utilities ESF 13 - Law Enforcement Part 1.2 - Emergency Services Part 4.4 - WashinQton State LE Mobilization Part 1.6 - Public Affairs and Community ESF 14 - Long Term Recovery Outreach Part 1.7 - Government Operations EOG 3.2.11 - Recoverv Page 1 of 2 I - I I I I I I I I I I I I I I I I I l ESF 15 - Public Affairs Part 1.6 - Public Affairs and Community Outreach ESF 16 - Not used ESF 17 - Not used ESF 18 - Not used ESF 19 - Not used ESF 20 - Military Support to Civil Authorities EOG 3.2.09 - Military Support to Civil Gov!. KEY: Part 1 = Basic Plan Part 4 = Support Plans and Agency Emergency Procedures EOG 3.1 = Emergency Operations Guide - Hazard Specific Annexes EOG 3.2 = Emergency Operations Guide - Functional Annexes EOG 3.3 = Emergency Operations Guide - Special Subjects Page 2 of 2