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2012-1825-Resolution No. 2012-121 Recorded 10/18/2012COUNTY OFFICIAL TES REVIE ED NANCYUBLANKENSHIP, COUNTY CLERKDS Q 20+5,+825 COMMISSIONERS' JOURNAL LEGAL COUNSEL 1011811012 08:08:44 AM 111111111 ILII II III 111111111111 2012-1825 For Recording Stamp Only BEFORE THE BOARD OF COUNTY COMMISSIONERS OF DESC1 UTES COUNTY, OREGON A Resolution Adopting the Emergency Operations Plan for the Sunriver Service District * * RESOLUTION NO. 2012-121 * * WHEREAS, Pursuant to ORS 401.305, the state legislature has authorized cities and counties to establish an emergency management agency, appoint an emergency program manager, and establish policies and procedures to identify and define the purpose, roles and responsibilities of emergency program managers and staff, protocols to follow in the event of an emergency and establish lines of communication, succession and authority for effectively and efficiently responding to an emergency; and WHEREAS, Deschutes County has prepared both an emergency operations plan and as part of its code, necessary lines of communication, succession and authority of its appointed and elected officials; and WHEREAS, With the assistance of the Oregon Office of Emergency Management, the Deschutes County emergency program manager and other members of the sheriff's office, the Sunriver Service District prepared an Emergency Operations Plan (EOP); and WHEREAS, The EOP was presented to the Board, which expressed its approval; now, therefore, BE IT RESOLVED BY THE BOARD OF COUNTY COMMISSIONERS OF DESCHUTES COUNTY, OREGON, as follows: Section 1. The Deschutes County Emergency Operations Plan, as it pertains to the Sunriver Service District, and which is marked Exhibit A, attached hereto and incorporated herein is hereby adopted. PAGE 1 OF 1- RESOLUTION NO. 2012-121 (10/17/12) Dated this _ of 006k4-,2012 ATTEST: Recording Secretary PAGE 2 OF 1 —RESOLUTION NO. 2012-121 (10/17/12) BOARD OF COUNTY COMMISSIONERS OF DESCHUTES COUNTY, OREGON ANTHONY DEBONE, Chair TAMMY BANE , Commiss er ALAN UNGER, Commissioner Sunriver Service District Deschutes County, Oregon EMERGENCY OPERATIONS PLAN February 2011 Prepared for: Sunriver Service District 57455 Abbot Drive Sunriver, OR 97707 Prepared by: Ecology and Environment, Inc. 333 SW Fifth Avenue, Suite 600 Portland, OR 97204 C7 DD 20'b03 • • • This document was prepared under a grant from the Office of Grants and Training, United States Department of Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not necessarily represent the official position or policies of the Office of Grants and Training or the U.S. Department of Homeland Security. • • • Preface This Emergency Operations Plan is an all -hazard plan that describes how the Sunriver Service District will organize and respond to emergencies and disasters in the community. It is based on, and is compatible with, Federal, State of Oregon, Deschutes County, and other applicable laws, regulations, plans, and policies, including the National Response Framework and the State of Oregon Emergency Management Plan and the Deschutes County Emergency Operations Plan. It is recognized that response to emergency or disaster conditions in order to maximize the safety of the public and to minimize property damage is a primary responsibility of government. It is the goal of the Sunriver Service District that responses to such conditions are conducted in the -most organized, efficient, and effective manner possible. To aid in accomplishing this goal, the Sunriver Service District has formally adopted the principles of the National Incident Management System, including use of the Incident Command System. This Emergency Operations Plan consists of three main components: a Basic Plan; Functional Annexes that complement the 15 Federal, State, and County Emergency Support Functions; and hazard -specific Incident Annexes. This plan provides a framework for coordinated response and recovery activities during a large-scale emergency. The plan describes how the Sunriver Service District and local response partners will coordinate resources and activities with other Federal, State, local, tribal, and private -sector partners. v • Letter of Promulgation To all Recipients: Promulgated herewith is the revised Emergency Operations Plan for the Sunriver Service District. This plan supersedes any previous plans. It provides a framework within which Sunriver can plan and perform its respective emergency functions during a disaster or national emergency. This Emergency Operations Plan attempts to be all-inclusive in combining the four phases of Emergency Management, which are (1) mitigation: activities that eliminate or reduce the probability of disaster; (2) preparedness: activities that governments, organizations, and individuals develop to save lives and minimize damage; (3) response: activities that prevent loss of lives and property and provide emergency assistance; and (4) recovery: short- and long-term activities that return all systems to normal or improved standards. This plan has been approved by the Sunriver Service District Managing Board and adopted by the Deschutes County Board of Commissioners. It will be revised and updated as required. All recipients are requested to advise the Sunriver Service District Emergency Manager of any changes that might result in its improvement or increase its usefulness. Plan changes will be transmitted to all addressees on the distribution list. DATED this l S�k day of & 2012. THE DESCHUTES COUNTY BOARD OF COMMISSIONERS ANTHONY DEBONE, Chair d ALAN UNGER, Vice Chair -� TAMMY BA-NEY, ComiAissioner ATTEST: Recording Secretary DC 2012,603 vii 0 • • Plan Administration The Sunriver Service District Emergency Operations Plan, including appendices and annexes, will be reviewed annually or as appropriate after an exercise or incident response. The Emergency Operations Plan will be formally re - promulgated by the Sunriver Service District Managing Board and the Deschutes County Board of Commissioners once every five years. Record of Plan Changes All updates and revisions to the plan will be tracked and recorded in the following table. This process will ensure that the most recent version of the plan is disseminated and implemented by emergency response personnel. 2010 Original Release ix Sunriver Service District E P Basic Plan 0 Plan Administration Emergency Operations Plan Assignments • Unless otherwise stated, the following table identifies agencies responsible for reviewing specific plan sections and annexes. Changes will be forwarded to the Sunriver Service District Emergency Manager for revision and dissemination of the plan. This does not preclude other departments and agencies with a vital interest in the annex from providing input to the document; such input is, in fact, encouraged. Basic Plan Emergency Manager r�rfi �rs� FA 1 Emergency Services O,"N m�ammm a Fire/Police FA 2 Human Services Emergency Manager FA 3 Infrastructure Services SROA Public Works FA 4 Recovery Strategy Emergency Manager Jrtctlertt� IAS IA 1 Drought ag c 3 Sunriver Resort IA 2 Earthquake Fire/Police IA 3 Flood Fire/Police IA 4 Severe Weather Fire/Police IA 5 Volcano Fire/Police IA 6 Wildland Fire Fire IA 7 Hazardous Materials Incident Fire IA 8 Transportation Accident Police IA 9 Utility Failure Sunriver Resort IA 10 Health/Medical Incident Fire/County Health Services IA 11 Terrorism Police xi r� Table of Contents Preface...................................................................................... v Letter of Promulgation ..........................................................vii PlanAdministration................................................................ ix Table of Contents.................................................................AN List of Tables and Figures...................................................Ax Basic Plan 1 Introduction.................................................................1-1 1.1 General....................................................................................1-1 1.2 Purpose and Scope.................................................................1-1 1.2.1 Purpose...................................................................................1-1 1.2.2 Scope.......................................................................................1-1 1.2.3 Plan Organization....................................................................1-2 1.2.3.1 Basic Plan................................................................................1-2 1.2.3.2 Functional Annexes.................................................................1-3 1.2.3.3 Incident Annexes.....................................................................1-5 1.3 Relationship to Other Plans.....................................................1-6 1.3.1 Federal Plans...........................................................................1-6 1.3.1.1 National Incident Management System...................................1-6 1.3.1.2 National Response Framework................................................1-6 1.3.2 State Plans..............................................................................1-7 1.3.2.1 State of Oregon Emergency Management Plan ......................1-7 1.3.3 County Plans...........................................................................1-8 1.3.3.1 Deschutes County Emergency Operations Plan......................1-8 1.3.4 Other Sunriver Plans...............................................................1-9 1.3.4.1 Continuity of Operations and Continuity of Government Plans 1-9 1.3.4.2 Natural Hazard Mitigation Plan................................................1-9 1.4 Authorities..............................................................................1-10 1.4.1 Legal Authorities....................................................................1-10 1.4.2 Mutual Aid and Intergovernmental Agreements .....................1-11 1.5 Emergency Powers................................................................1-11 1.5.1 Sunriver Declaration of a State of Emergency .......................1-11 1.5.2 Deschutes County Declaration Process.................................1-12 1.5.3 Lines of Succession1-12 1.5.4 Sunriver Service District Emergency Actions .........................1-13 Sunriver Service District EOP Basic Plan Table of Contents 3.2.3.10 Oil and Hazardous Materials Response.................................3-12 3.2.3.11 Agriculture and Natural Resources........................................3-12 3.2.3.12 Energy and Utilities................................................................3-13 3.2.3.13 Law Enforcement Services....................................................3-13 3.2.3.14 Recovery ................................................................................3-14 3.2.3.15 External Affairs......................................................................3-14 3.2.3.16 Evacuation and Population Protection...................................3-15 3.2.3.17 Damage Assessment.............................................................3-15 3.2.3.18 Legal Services.......................................................................3-16 3.2.3.19 Volunteer and Donation Management ................................... 3-17 3.2.3.20 Other Agency Responsibilities...............................................3-17 3.3 Local and Regional Response Partners.................................3-17 3.3.1 Private Sector........................................................................3-17 -5 3.3.2 Nongovernmental Organizations...........................................3-18 3.3.3 Individuals and Households...................................................3-18 3.4 County Response Partners....................................................3-18 3.5 State Response Partners.......................................................3-19 3.6 Federal Response Partners ................................................... 3-19 3.7 Response Matrix....................................................................3-19 4 Concept of Operations................................................4-1 4.1 4.2 General....................................................................................4-1 Phases of Emergency Management........................................4-1 4.3 Incident Levels.........................................................................4-2 4.3.1 Level .....................................................................................4-3 4.3.2 Level .....................................................................................4-3 4.3.3 Level .....................................................................................4-3 4.4 Response Priorities..................................................................4-3 4.4 Incident Management..............................................................4-3 4.4.1 Activation.................................................................................4-3 4.4.2 Initial Actions............................................................................4-4 4.4.3 Communications and Alert and Warning..................................4-4 4.4.4 Direction and Control...............................................................4-5 4.4.5 Demobilization.........................................................................4-5 4.4.6 Transition to Recovery .............................................................4 -5 4.5 Inter jurisdictional Coordination...............................................4-6 4.5.1 Municipalities...........................................................................4-6 4.5.2 Mutual Aid................................................................................4-6 4.5.3 Private Sector..........................................................................4-6 4.5.4 County Government.................................................................4-6 4.5.5 State Government....................................................................4-7 4.5.6 Federal Government................................................................4-7 5 Command and Control................................................5-1 5.1 General....................................................................................5-1 5.2 Emergency Operations Center ................................................ 5-1 xv • Sunriver Service District EOP Basic Plan Table of Contents SUNRIVER SERVICE DISTRICT EMERGENCY OPERATIONS PLAN INDEX OF ANNEXES Functional Annexes FA 1 — Emergency Services FA 2 — Human Services FA 3 — Infrastructure Services FA 4 — Recovery Strategy Incident Annexes IA 1 — Drought IA 2 — Earthquake IA 3 — Flood IA 4 — Severe Weather IA 5 —Volcano IA 6 — Wildland Fire IA 7 — Hazardous Materials Incident IA 8 — Transportation Accident IA 9 — Utility Failure IA 10 — Health/Medical Incident IA 11 — Terrorism Xvll • • List of Tables and Figures Figures Figure 2-1 Map of Sunriver Area ........................................................ 2-1 Figure 2-2 Map of Deschutes County ................................................. 2-2 Figure 5-1 Example of an Incident Command Structure for Sunriver. 5-4 Figure 5-2 Example of Unified Command for the Sunriver Service District............................................................................... 5-8 Tables Table 1-1 SSD Functional Annex 1 — Emergency Services .............. 1-3 Table 1-2 SSD Functional Annex 2 — Human Services ..................... 1-4 Table 1-3 SSD Functional Annex 3 — Infrastructure Services ........... 1-4 Table 1-4 SSD Functional Annex 4 — Recovery Strategy .................. 1-4 Table 1-5 SSD Coordination with Deschutes County ESFs ..............1-5 Table 1-6 SSD Incident Annexes(IAs)..............................................1-5 Table 1-7 Legal Authorities.............................................................1-10 Table 1-8 SSD Lines of Succession ................................................ 1-12 Table 2-1 Sunriver Hazard Analysis Matrix ....................................... 2-7 Table 3-1 Response Partners by Emergency Support Function ..... 3-20 Table 6-1 Minimum Training Requirements ...................................... 6-2 X1X 1 4 ' Cr F mow. s 4_ Y Y � k n Y= :S P t1Zi 2 tt • • Introduction 1.1 General This Emergency Operations Plan (EOP) establishes guidance for Sunriver Service District (SSD) actions during response to, and short-term recovery from, major emergencies or disasters. It promulgates a framework within which the community will combine technical capabilities and resources, plus the sense, judgment, and expertise of its emergency response personnel, department chiefs, and other decision makers. Specifically, this EOP describes the roles and responsibilities of SSD departments and personnel (including community response partners with whom the SSD has developed mutual aid agreements) when an incident occurs. It also establishes a strategy and operating guidelines that support implementation of the National Incident Management System (NIMS), including adherence to the concepts and principles of the Incident Command System (ICS). The SSD views emergency management planning as a continuous process that is linked closely with training and exercises to establish a comprehensive preparedness agenda and culture. The SSD Emergency Manager will maintain the EOP through a program of continuous improvement, including ongoing involvement of SSD departments and of local response partners with responsibilities and interests in these plans. 1.2 Purpose and Scope 1.2.1 Purpose The SSD EOP provides a framework for coordinated response and recovery activities during an emergency. This plan is primarily applicable to extraordinary situations and is not intended for use in response to typical, day-to-day, emergency situations. This EOP complements the Deschutes County (County) EOP, the State of Oregon (State) EOP, and the National Response Framework (NRF). It also identifies critical tasks needed to support a wide range of response activities. 1.2.2 Scope The Sunriver Service District EOP is intended to be invoked whenever the community must respond to an unforeseen incident or planned event, the size or complexity of which is beyond that normally handled by routine operations. Such occurrences may include natural or human -caused disasters and may impact the 1-1 Sunriver Service District EOP Basic Plan 1. Introduction community itself, neighboring cities, unincorporated areas of the county, or a combination thereof. Notwithstanding its reach, this plan is intended to guide only SSD emergency operations, complementing and supporting implementation of the emergency response plans of the various local governments, special districts, and other public- and private -sector entities within and around Sunriver, but not supplanting or taking precedence over them. Roles and responsibilities assigned to non -SSD community response partners, including the Sunriver Owners Association (SROA) and Sunriver Resort will be formalized through aid agreements and memorandums of understanding. The primary users of this plan are elected and appointed officials, department chiefs and their senior staff members, emergency management staff, leaders of local volunteer organizations that support emergency operations, and others who may participate in emergency response efforts. The general public is also welcome to review non -sensitive parts of this plan to better understand the processes by which the SSD manages the wide range of risks to which it is subject. 1.2.3 Plan Organization The SSD EOP is composed of three main elements: ■ Basic Plan, ■ Functional Annexes, and Is ■ Incident Annexes. 1.2.3.1 Basic Plan The purpose of the Basic Plan is to: ■ Provide a description of the legal authorities upon which the SSD has structured its emergency management organization, including the emergency declaration process, activation of mutual aid agreements, and request for resources and emergency spending powers. ■ Describe the context under which the SSD will respond to an incident, including a community profile and discussion of hazards and threats facing the community. ■ Assign and describe roles and responsibilities for SSD departments and local response partners tasked with emergency preparedness and response functions. ■ Describe a concept of operations for the SSD that provides a framework upon which the community will conduct its emergency operations and coordinate with other agencies and jurisdictions. 1-2 • • • Sunriver Service District FOP Basic Plan 1. Introduction ■ Describe the SSD emergency response structure, including activation and operation of the Emergency Operations Center (EOC) and implementation of ICS. ■ Discuss the SSD's protocols for maintaining and reviewing this EOP, including training, exercises, and public education components. 1.2.3.2 Functional Annexes. The Basic Plan is supplemented by four Functional Annexes (FAs). The FAs focus on critical tasks, capabilities, and resources provided by emergency response agencies for Sunriver throughout all phases of an emergency. In the event of an incident for which SSD and local response partner capabilities and/or resources are limited or exhausted, escalation pathways and resource request procedures for seeking additional support from Deschutes County agencies are clearly defined in each annex. For the purposes of this EOP, information regarding common management functions performed by the SSD and supporting agencies and organizations are streamlined into four FAs: ■ FA 1 — Emergency Services, ■ FA 2 — Human Services, ■ FA 3 — Infrastructure, and ■ FA 4 — Recovery Strategy. The fourth functional annex, the Recovery Strategy, identifies SSD's roles and responsibilities for ensuring the short-term protection of the community's life, health, and safety and for supporting response missions such as fire suppression. Additionally, it helps to guide the community's long-term efforts to regain normal functions, such as commerce and employment, public transportation, and the use of structures such as buildings, bridges, and roadways. Tables 1-1 through 1-4 show the relationship between the SSD FAs and the Emergency Support Functions (ESFs) in County, State, and Federal plans, as defined by the NRF. SSD emergency personnel should be familiar with the County's EOP and ESF structure and understand how the SSD's response would coordinate with the County during an emergency event. Table 1-1 SSD Functional Annex 1 - Emergency Services \\\\\\ SSD Function ESF 2 - Communications Emergency Communications Systems Alert and Warning ESF 4 —Firefighting I Fire Services ESF 5 — Emergency Management Emergency Management (EOC Operations) 1-3 Sunriver Service District EOP Basic Plan 1. Introduction Table 1-1 SSD Functional Annex 1 - Emergency Services rCounty ONWI' rFunction ESF 7 — Logistics Management and Resource Management Resource Support ESF 8 -Public Health and Medical Emergency Medical Services Services Emergency Assistance ESF 9 — Search and Rescue Search and Rescue ESF 10 — Oil and Hazardous Materials Hazardous Materials Response ESF 13 — Public Safety and Security Law Enforcement ESF 15 — External Affairs Emergency Public Information NOTE: Additional functions included in the Emergency Services Annex may include: ■ Evacuation and Population Protection Table 1-2 SSD Functional Annex 2 — Human Services Deschutes r Function Transportation Mass Care ESF 6 — Mass Care, Emergency Emergency Assistance Assistance, Housing and Human NOTE: Additional functions included in the Infrastructure Services Annex include: Services Housing Human Services ESF 8 — Public Health and Medical Public Health Services Environmental Health ESF 11— Agriculture and Natural Animals in Disaster Resources NOTE: Additional functions included in the Human Services Annex may include: ■ Volunteer and Donations Management ■ Worker Health and Safety Table 1-3 SSD Functional Annex 3 — Infrastructure Services SSD Function ESF 1— Transportation Transportation ESF 3 — Public Works and Engineering Infrastructure Repair and Restoration ESF 12 — Energy Energy and Utilities NOTE: Additional functions included in the Infrastructure Services Annex include: ■ Debris Management Table 1-4 r Functional Annex 4 — Recovery Strategy ig a. \ SSD Function Damage Assessment Long-TermCommunity Public Assistance Recovery Individual 1-4 • • • U unriver Service District E P Basic Plan 1. Introduction During a major emergency or disaster affecting the County or a portion thereof, Sunriver response partners may be asked to support the larger response. Request for such assistance would come from Deschutes County Emergency Management. Table 1-5 outlines the ESFs each agency/organization may be requested to support. 1.2.3.3 Incident Annexes Additionally, Incident Annexes (IAs) are included with the Basic Plan to provide tactical information and critical tasks unique to specific natural and human- caused/technological hazards that could pose a threat to the community. Incident types are based on the hazards identified in the most recent Hazard Identification and Vulnerability Assessment conducted for the SSD. Table 1-6 SSD Incident Annexes (IAs) Severe Weather 1-5 Sunriver Service District EOP Basic Plan 1. Introduction Table 1-6 Annex IA 6 SSD Incident Annexes IAs e Wildland Fire IA 7 Hazardous Materials Incident IA 8 Transportation Accident IA 9 Utility Failure IA 10 Health/Medical Incident IA 11 Terrorism ► Resource shortages and civil disobedience are considered secondary risks during any emergency situation. If the Deschutes County EOP is activated during an incident or Countywide emergency declaration, Sunriver will adopt command and control structures and procedures representative of County response operations in accordance with the requirements of NIMS and ICS. 1.3 Relationship to Other Plans 1.3.1 Federal Plans 1.3.1.1 National Incident Management System Homeland Security Presidential Directive -5 directed the Secretary of Homeland Security to develop, submit for review by the Homeland Security Council, and administer a NIMS. NIMS, including ICS, enhances the management of emergency incidents by establishing a single comprehensive system and coordinated command structure to help facilitate a more efficient response among departments and agencies at all levels of government and, if necessary, spanning jurisdictions. 1.3.1.2 National Response Framework The NRF is a guide to how the Federal government conducts all -hazards response. It is built upon scalable, flexible, and adaptable coordination structure to align key roles and responsibilities across the Country. It describes specific authorities and best practices for managing incidents that range from the serious, but purely local, to large-scale terrorist attacks or catastrophic natural disasters. The NRF organizes the types of Federal response assistance a state is most likely to need into 15 ESFs. Each ESF has a primary agency assigned for maintaining and coordinating response activities. m • • nriver Service District EOP Basic Plan 1. Introduction 1.3.2 State Plans 1.3.2.1 State of Oregon Emergency Management Plan The Oregon EMP is developed, revised, and published by the Director of Oregon Emergency Management (OEM) under the provisions of Oregon Revised Statutes (ORS) 401.270, which are designed to coordinate the activities of all public and private organizations that provide emergency services within the State and to provide for and staff a State Emergency Coordination Center (ECC) to aid the Governor. ORS 401.035 makes the Governor responsible for the emergency services system within the State of Oregon. The Director of OEM advises the Governor and coordinates the State's response to an emergency or disaster. The Oregon EMP consists of three volumes: ■ Volume I: Preparedness and Mitigation consists of plans and guidance necessary for State preparation to resist a disaster's effects. Sections include disaster hazard assessment, the Emergency Management Training and Exercise Program, and plans to mitigate (or lessen) a disaster's physical effects on citizens, the environment, and property. ■ Volume II.• Emergency Operations Plan broadly describes how the State uses organization to respond to emergencies and disasters. It delineates the emergency management organization; contains FAs that describe the management of functional areas common to most major emergencies or disasters, such as communications, public information, and others; and contains hazard -specific annexes. ■ Volume III: Relief and Recovery provides State guidance, processes, and rules for assisting Oregonians with recovery from a disaster's effects. It includes procedures for use by government, business, and citizens. Activation and implementation of the Oregon EMP (or specific elements of the plan) may occur under various situations. The following criteria would result in activation of the EMP, including the EOP: ■ The Oregon Emergency Response System (OERS) receives an alert from an official warning point or agency, indicating an impending or probable incident or emergency; ■ The Governor issues a "State of Emergency"; ■ A statewide disaster is imminent or occurring; ■ Terrorist activities or weapons of mass destruction (WMD) incidents are occurring or imminent; 1-7 Sunriver Service District EOP Basic Plan 1. Introduction ■ An alert, site emergency, or general emergency is declared at the Washington Hanford Nuclear Reservation in Washington State or at the research reactors at Oregon State University or Reed College; ■ A community emergency (or other appropriate Chemical Stockpile Emergency Preparedness Program Emergency Classification Level) occurs involving the Umatilla Chemical Depot; ■ A localized emergency escalates, adversely affecting a larger area or jurisdiction and exceeding local response capabilities; ■ A geographically limited disaster requires closely coordinated response by more than one State agency; and/or ■ An affected city or county fails to act. 1.3.3 County Plans 1.3.3.1 Deschutes County Emergency Operations Plan The Deschutes County EOP is an all -hazard plan describing how the County will organize and respond to events that occur in individual cities, across the County, and in the surrounding region. The plan describes how various agencies and organizations in the County will coordinate resources and activities with other Federal, State, local, tribal, and private -sector partners. Use of NIMS/ICS is a key element in the overall County response structure and operations. The County EOP Basic Plan describes roles, responsibilities, and concepts of operations, command, and control, while clearly defining escalation pathways and legal authorities involved with critical decision making and resource allocation by local and County governments. The 15 ESF annexes supplement the information in the Basic Plan and are consistent with the support functions identified in State and Federal plans. Each ESF serves as an operational -level mechanism for identifying primary and support entities to maintain capabilities for providing resources and services most likely needed throughout all phases of an emergency. In addition, the County EOP contains IAs to provide tactical information and critical tasks unique to specific natural and human-caused/technological hazards that could pose a threat to the County. If capabilities or resources prove limited or unavailable to Sunriver during an emergency or disaster, escalation pathways and resource request procedures for seeking additional resources through County, State, or Federal agencies are clearly defined in each County ESF. 0 Sunriver Service District E P Basic Plan 0 1. Introduction 1.3.4 Other Sunriver Plans • 1.3.4.1 Continuity of Operations and Continuity of Government Plans Sunriver has not formalized a Continuity of Operations (COOP) or a Continuity of Government (COG) plan to date. However, once they have been developed and implemented, these plans may be used in conjunction with the EOP during various emergency situations. The COOP and COG plans detail the processes for accomplishing administrative and operational functions during emergencies that may disrupt normal business activities. Parts of these plans identify essential functions of local government, private -sector businesses, and community services and delineate procedures to support their continuation. COOP/COG plan elements may include, but are not limited to: ■ Identification and prioritization of essential functions; ■ Establishment of orders of succession for key positions; ■ Establishment of delegations of authority for making policy determination and other decisions; ■ Identification of alternate facilities, alternate uses for existing facilities, and, as appropriate, virtual office options, including telework; ■ Development of interoperable communications systems; ■ Protection of vital records needed to support essential functions; ■ Management of human capital; ■ Development of a Test, Training, and Exercise Program for continuity situations; ■ Devolution of Control planning; and ■ Reconstitution and resumption of normal operations. 1.3.4.2 Natural Hazard Mitigation Plan Sunriver has not developed a Natural Hazard Mitigation Plan at this time. However, mitigation strategies and information provided in the Deschutes County Hazard Mitigation Plan may provide details specific to Sunriver and surrounding areas. IN. See Chapter 2 for a more detailed hazard analysis. 1-9 Sunriver Service District EOP Basic Plan 1. Introduction 1.4 Authorities 1.4.1 Legal Authorities In the context of this EOP, a disaster or major emergency is characterized as an incident requiring the coordinated response of all government levels to save the lives and protect the property of a large portion of the population. This plan is issued in accordance with, and under the provisions of, ORS Chapter 401, which establishes the authority for the Deschutes County Board of Commissioners, upon advisement of the Sunriver Emergency Manager or on -scene Incident Commander (IC), to declare a state of emergency for Sunriver. Sunriver conducts all emergency management functions in a manner consistent with NIMS. Procedures supporting NIMS implementation and training for Sunriver will be developed and formalized by the Sunriver Emergency Management Organization (EMO). As informally approved by the Sunriver Service District Board, the Sunriver Fire Department has been identified as the lead agency in the EMO. The Fire Chief, given the collateral title of Emergency Manager, has the authority and responsibility for the organization, administration, and operations of the EMO. Table 1-7 sets forth the Federal, State, and local legal authorities upon which the organizational and operational concepts of this EOP are based. Table 1-7 Legal Authorities Federal Federalof 1950, • 1 as amended — The Disaster Relief Act of • • :: as amended — Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707 99- 499 as amended Code of •Regulations, Executive Order 12656, • • • •:: Assignment Emergency Executive Order 12472, Assignmentof • and Emergency Preparedness Telecommunications Functions, of April 3, 1984 A ` V A� vA A � "VA A`� &00 AAS AVVA yV\` > • _•• Revised Statutes 401.305 • 401.335. — Executive Order •the• • Deschutes CountyOperations Plan Deschutes County••" Managing— Sunriver Service District i•. • Resolution 211 1 Resolution t• Adopt the National• _ 1-10 • • 1 1 L.J Sunriver Service District EOP Basic Plan 1. Introduction 1.4.2 Mutual Aid and Intergovernmental Agreements State law (ORS Chapter 402) authorizes local governments to enter into Cooperative Assistance Agreements with public and private agencies in accordance with their needs (e.g., the Omnibus Mutual Aid Agreement). Personnel, supplies, and services may be used by a requesting agency if the granting agency cooperates and extends such services. However, without a mutual aid pact, both parties must be aware that State statutes do not provide umbrella protection except in the case of fire suppression, pursuant to ORS 476 (the Oregon State Emergency Conflagration Act). ► Existing Mutual Aid Agreements are identified in Appendix D of this plan. Copies of these documents can be accessed through the Emergency Manager. During an emergency situation, a local declaration may be necessary to activate these agreements and allocate appropriate resources. 1.5 Emergency Powers 1.5.1 Sunriver Declaration of a State of Emergency The conditions required for the declaration of a state of emergency with the Sunriver Service District shall be as set out in ORS 401. A declaration of a state of emergency within the SSD may be issued by the SSD Board Chair, the Police Chief, or the Fire Chief if the nature of the emergency requires that immediate action be taken and it is not reasonably practical for the Board Chair to issue the declaration of emergency prior to the time immediate action must be taken. Any declaration of emergency by the Police or Fire Chief shall be subject to review and revision by the Board Chair. All declarations of emergency shall be subject to review and revision by the SSD Managing Board. A declaration of a state of emergency shall be terminated when the state of emergency ceases to exist. Once all local resources and mutual aid have been exhausted, the Emergency Manager or IC may request assistance from the County and recommend that the County declare a state of emergency to access State resources. ► A sample Declaration of Emergency is included in Appendix A. Is Sunriver Service District EOP 1.5.2 Deschutes County Declaration Process The Board of County Commissioners is responsible for declaring a state of emergency for Deschutes County. Based on local codes and state statutes, a local declaration can allow Deschutes County flexibility in managing resources under emergency conditions such, as: ■ Diverting funds and resources appropriated for other purposes in order to meet immediate needs. ■ Authorizing activation of local emergency operations plans and implementing extraordinary protective measures. ■ Initiating mutual aid and cooperative assistance agreements, and receiving resources from other organizations or individuals, including additional funding. ■ Providing specific legal protection for actions initiated under emergency conditions. ■ Setting the stage for requesting State and/or Federal assistance to augment local resources and capabilities. Basic Plan 1. Introduction OEM Criteria for Declaring a Local E ■ Describe the circw impacting an ident ■ Identify the proble assistance is neede ■ Clearly state what' locally to respond and needs. assistance nee( ' Language; stat county mutua. depleted, or n iergency: Stances ied area; s for which and ral de: N to be requested (e.g, type and quantity of equipment needed, purpose for which it is needed, and location of the area in need'. Multiple requests on the same declaration may be necessary. Be as detailed as possible, and explain the requested mission, not who could provide the requested resources. • Time element: expected duration of event or expected time required to gain control 1.5.3 Lines of Succession Table 1-8 provides the policy and operational lines of succession during an emergency for the City. Table 1-8 SSD Lines of Succession Incident Commander SSD Board Chair Fire Chief/Police Chief I SSD Managing Board Fire Chief/Police Chief Each Sunriver organization is responsible for pre -identifying staff patterns showing a line of succession in management's absence. Lines of succession for each department can be found in their respective emergency procedures. All employees should be trained on the protocols and contingency plans required to 1-12 • • • Sunriver Service District EOP Basic Plan 1. Introduction maintain leadership within the department. The Sunriver Emergency Manager will provide guidance and direction to department heads to maintain continuity of government and operations during an emergency. Individual department heads within the District are responsible for developing and implementing COOP/COG plans to ensure continued delivery of vital services during an emergency. 1.5.4 Sunriver Service District Emergency Actions The SSD Board may, by resolution, establish procedures to prepare for and carry out any activity to prevent, minimize, respond to, or recover from an emergency. These procedures may include, but are not limited to, the following measures: ■ Redirect District funds for emergency use and suspend standard District procurement procedures. ■ Establish a curfew that fixes the hours during which all persons other than officially authorized personnel may not be present on public streets or other public places. ■ Prohibit or limit the number of persons who may gather or congregate upon any public street, public place, or any outdoor place. ■ Barricade streets and prohibit vehicular or pedestrian traffic, or regulate such traffic on any public street leading to the emergency area for such distance as may be deemed necessary under the circumstances. ■ Evacuate persons. ■ Prohibit the sale of alcoholic beverages. ■ Prohibit or restrict the sale of gasoline or other flammable liquids. 1.5.5 Request, Allocation, and Distribution of Resources Resource requests and emergency/disaster declarations must be submitted by the Sunriver Emergency Manager/IC to the County Emergency Services Coordinator according to provisions outlined under ORS Chapter 401. The Sunriver Emergency Manager/IC (or designee) is responsible for the direction and control of Sunriver's resources during an emergency and for requesting additional resources required for emergency operations. All assistance requests are to be made through Deschutes County Emergency Management via the County EOC. County Emergency Management processes subsequent assistance requests to the State of Oregon. In the case of emergencies involving fires threatening life and structures, the Conflagration Act (ORS 476.510) can be invoked by the Governor through the Office of State Fire Marshal. This act allows the State Fire Marshal to mobilize 1-13 Sunriver Service District EOP Basic Plan 1. Introduction and fund fire resources throughout the State during emergency situations. The Sunriver Fire Chief and Deschutes County Fire Defense Board Chief assess the status of the incident(s) and, after determining that all criteria have been met for invoking the Conflagration Act, notify the State Fire Marshal via OERS. The State Fire Marshal reviews the information and notifies the Governor, who authorizes the act. 1.5.6 Financial Management During an emergency, Sunriver is likely to find it necessary to redirect funds to effectively respond to the incident. The authority to adjust the SSD budget and funding priorities rests with the SSD Managing Board. If an incident in Sunriver requires major redirection of fiscal resources, the Managing Board will meet in emergency session to decide how to respond to the emergency funding needs and will declare a State of Emergency and request assistance through the County as necessary. Expenditure reports should be submitted to the Sunriver Service District and managed through the SSD Board Treasurer to identify budgetary shortfalls. The Finance Director will support procurement issues related to personnel, both volunteer and paid. In addition, copies of expense records and all supporting documentation should be submitted for filing Federal Emergency Management Agency (FEMA) Public Assistance reimbursement requests. . The SROA and Sunriver Resort are responsible for emergency allocation of funds under the control of their respective organizations. 1.5.7 Liability Issues Liability issues and potential concerns among government agencies, private entities, and other response partners and across jurisdictions are addressed in existing mutual aid agreements and other formal memoranda established for Sunriver and its surrounding areas. 1.6 Safety of Employees and Family All organization/department heads (or designees) are responsible for the safety of employees. Employees should attempt to make contact with their supervisors and managers within the first 24 hours following an incident. Emergency 9-1-1 should only be utilized if emergency assistance is needed. Agencies and departments with developed COOPs will establish alternate facilities and staff locations, as applicable. Notification procedures for employee duty assignments will follow required procedures established by each agency and department. During biological incidents or public health emergencies such as influenza pandemics, maintaining a resilient workforce is essential to performing the overall response activities required to protect the district and surrounding community from significant impacts to human lives and the economy. Thus, personnel should be provided with tools to protect themselves and their families while they 1-14 Sunrivsr Service District EOP Basic Plan 0 1. Introduction provide health and medical services during a pandemic or other type of public health emergency. Support for Sunriver is available through Deschutes County Health Services. • • If necessary, the Oregon Occupational Safety and Health Administration may provide assistance and guidance on worker safety and health issues. Information about emergency procedures and critical tasks involved in a biological emergency incident or disease outbreak is presented in the Deschutes County Emergency Operations Plan, ESF 8 — Public Health and Medical Services. Processes that support employees and their families during emergency situations or disasters will be further developed through ongoing COOP and COG planning. 1-15 Sunriver Service District EOP Basic Plan 1. Introduction 0 THIS PAGE LEFT BLANK INTENTIONALLY • -16 • • • Situation and Planning Assumptions 2.1 Situation Sunriver is exposed to many hazards, all of which have the potential to disrupt the community, cause damage, and create casualties. Possible natural hazards include droughts, floods, wildfires, and winter storms. The threat of a war -related incident such as a nuclear, biochemical, or conventional attack is present as well. Other disaster situations could develop from hazardous material (HazMat) accidents, health-related incidents, conflagrations, major transportation accidents, or acts of terrorism. Figure 2-1 Map of Sunriver Area if 2-1 Sunriver Service District EO 2.1.1 Community Profile Basic Plan , 2. Situation and Assumptions Sunriver is located in the high desert plateau area of Central Oregon, near Highway 97, approximately 15 miles south of Bend in Deschutes County. Sunriver is a community of approximately 1,700 permanent residents and a population of visitors that can reach of 20,000 during major holidays and summer weekends. There are about 3200 single-family houses, 900 condominiums, a small shopping mall, and Sunriver Resort. The resort operates two golf courses, a group of stables, a marina, a spa and fitness center, and a local airport. The SROA maintains additional recreational facilities, including tennis courts, two swimming pools, and two parks. The Deschutes River, which flows along the western side of Sunriver, provides fishing and other river water activities. Figure 2-2 Map of Deschutes County 2.1.2 Capability Assessment 2.1.2.1 Fire Services The Sunriver Fire Department consists of eleven career personnel (including the Fire Chief and the Training Officer), up to twenty reserve personnel, and an Office Manager.. Fire suppression and Emergency Medical Services (EMS), including Advanced Life Support and Basic Life Support, are provided on a 24- hour basis. While the main responsibility for fire suppression lies within the boundaries of Sunriver, the department's two ambulances provide response and transport to over 320 square miles. The Department has an extensive training program that ensures that all members are qualified for fire suppression and EMS 2-2 • • • Sunriver Service District E P Basic Plan 0 2. Situation and Assumptions response. In addition to two ambulances, the Department's equipment includes two engines, a ladder, a forestry truck, and other light equipment. 2.1.2.2 Law Enforcement The Sunriver Police Department consists of 11 full-time sworn officers (including the Chief) and an administrative assistant. Officers work four 12 -hour shifts in a work week. They work two weeks of days and then two weeks of nights before the rotation starts again. The Police Department is assisted by the Sunriver Citizens Patrol, (a volunteer group) and in the summer by eight Bike Patrol officers. 2.1.2.3 Public Works Public Works in Sunriver is the responsibility of the Sunriver Owners Association. 2.1.2 Hazards and Threats Sunriver is exposed to a wide range of natural and human -caused hazards and threats, all of which have the potential to disrupt the community, cause casualties, and/or damage property and the environment. These are discussed in the following sections. 2.1.2.1 Drought Sunriver has extended hot and dry weather conditions during the summer and early fall months. Population growth and the drilling of many rural wells have increased the demand on the groundwater supply. This growth exacerbates the impact of drought years, as more wells have lower yields or go dry. Drought conditions also increase the risk of wildland fires, thus threatening the safety of the growing number of residences located in wildland-urban interface areas and rural communities. 2.1.2.2 Earthquake Central Oregon consists of portions of five physiographic provinces, including High Cascades, Blue Mountains, Basin and Range, High Lava Plains, and Deschutes -Columbia Plateau. Consequently, its geology and earthquake susceptibility vary considerably. Several significant earthquakes have occurred in the region; however, all have been located in Klamath and Lake Counties. Additionally, faults have been located in Klamath and Lake Counties. Historically, the region has been shaken by crustal and intraplate earthquakes, and prehistorically, it has experienced subduction zone earthquakes centered outside the area. Considering all of these factors, there is good reason to believe that the most devastating future earthquakes would probably originate along shallow crustal faults in the region. 2-3 Sunriver Service District EOP Basic Plan 2. Situation and Assumptions Numerous fault lines are present in Deschutes County. No definitive scientific studies have been conducted to prove that future earthquakes will not occur. One of the most significant earthquake risks is the region's proximity to the Cascadia Subduction Zone, which stretches from Northern California to British Columbia. 2.1.2.3 Flood Historically, river flooding has not been a serious problem in Deschutes County. This is due to the porous nature of the rock, irrigation diversion canals, and reservoir retention. The area would most likely experience the most severe flooding conditions when the effects of snowmelt and direct, heavy rainfall combine during the winter and early spring months. 2.1.2.4 Severe Weather Severe winter storms pose a significant risk to life and property in Deschutes County by creating conditions that disrupt essential regional systems, including, but not limited to, public utilities, telecommunications, and transportation routes. Severe winter storms can produce rain, freezing rain, ice, snow, cold temperatures, and wind. Severe winter storms involving heavy snow fall and cold temperatures occur more often than incidences of rain, freezing rain, and ice storms. Increased population, including new populations living in the high desert who are less familiar with cold, snowy winters, make Deschutes County more is vulnerable to severe winter storms. 2.1.2.5 Volcano Much of Deschutes County lies in the potentially active portion of the Cascade volcanic arc—a feature that is part of the "Ring of Fire" that surrounds the Pacific Ocean basin. Deschutes County and the surrounding region owes their scenic beauty to the landscape created by geologically recent eruptions. Three long-lived volcanic centers, Three Sisters and Mount Bachelor to the west and Newberry Volcano to the south, and many smaller volcanoes have experienced eruptions in geologically recent times that range widely in size and character. Some of these eruptions covered sizable, currently developed areas with lava flows or swiftly moving flows of searing ash and pumice. Others produced only small volumes of ash that blew downwind and were barely detectable in the geologic record, while still others produced lava flows in areas now protected as wilderness. Similar eruptions will occur in the future and, depending on their location and scale, will have minor to catastrophic effects on the County. In addition, an eruption of any of the major Cascade Range volcanoes could affect the County and the region with ash fall if the wind direction is favorable. • 2-4 Sunriver Service District E P Basic Plan 0 2. Situation and Assumptions 2.1.2.6 Wildland Fire Wildland fire plays a large, recurring, and high -impact role as a natural hazard in Central Oregon. Deschutes County has experienced a significant number of large, fast-moving, destructive wildland-urban interface wildfires in the last quarter century. The rapidly expanding population and the associated demand for housing has pushed areas of high-density residential development further into sites traditionally covered by wildland vegetation. 2.1.2.7 Hazardous Materials Incident Hazardous materials may be stored in commercial facilities throughout the area. Hazardous materials are transported through the area in freight trucks using the Highway 97 corridor and other roadways. Materials may also be transported by rail. 2.1.2.8 Transportation Accident With a full complement of railroad, highway, and airport facilities, Sunriver is subject to a variety of transportation accidents. The risks include airline crashes, train derailments, freight truck and vehicle accidents, and the associated potential for HazMat spills, fires, explosions, and mass casualties. The most frequent transportation accidents involve motor vehicle accidents on the . State highway system, streets, and County roads. 2.1.2.9 Utility Failure Public utilities in the County are supplied through privately owned, publicly regulated companies. Power is provided through a network of above- and below - ground pipelines and electrical lines. Power outages can result in the loss of light, heat, and, in some cases, well water. Power failure is most often caused by severe weather that downs trees or their limbs onto power lines and poles. Traffic accidents involving utility poles are another common cause of power outages. In the past few years, wildland fires have threatened transmission lines as well. 2.1.2.10 Health/Medical Incident The potential for pandemic influenza and the possibility of bioterrorism together generate the threat of a major health emergency in Sunriver. Major threats include flu outbreaks and food -/waterborne illness. Detection, surveillance, and epidemiology are crucial elements in responding to potential health hazards. 2.1.2.11 Terrorism This hazard may include bomb threats, arson, kidnapping, or other violent acts performed to intimidate a population or government into granting the demands of the perpetrators. This hazard is most often associated with insurrection, revolution, or making a political statement and may include threats to cause mass death or damage to critical infrastructure. Separatists groups such as cults, 2-5 Sunriver Service District EOP Basic Plan 2. Situation and Assumptions survivalists, and militias have used terrorism in the past to gain attention to their cause. A terrorist incident may involve the use of WMD, including biological, nuclear, incendiary, chemical, or explosive (CBRNE) materials. 2.1.3 Hazard Analysis In the Hazard Analysis, each of the hazards and threats described above is scored using a formula that incorporates four independently weighted rating criteria (history, vulnerability, maximum threat, and probability) and three levels of severity (low, moderate, and high). For each hazard, the score for a given rating criterion is determined by multiplying the criterion's severity rating by its weight factor. The four rating criteria scores for the hazard are then summed to provide a total risk score for that hazard. Note that while many hazards may occur together or as a consequence of others (e.g., dam failures cause flooding, and earthquakes may cause landslides), this analysis considers each hazard as a singular event. 2.2 Assumptions The assumptions upon which this EOP is predicated are outlined below. ■ Sunriver will continue to be exposed to the hazards noted above, as well as others that may develop in the future. ■ Outside assistance will be available in most emergency situations affecting the district. Although this plan defines procedures for coordinating such assistance, it is essential for Sunriver to be prepared to carry out disaster response and short-term actions on an independent basis. ■ It is possible for a major disaster to occur at any time and at any place in the County. In some cases, dissemination of warning and increased readiness measures may be possible. However, many disasters and events can occur with little or no warning. ■ Local government officials recognize their responsibilities for the safety and well-being of the public and will assume these responsibilities in the implementation of this emergency plan. ■ Proper implementation of this plan will reduce or prevent disaster - related losses. • 2-6 �a. C4 Q cc v 14 w W Lo M Ln Ln CD M C4 N N (o x x x x x I I x I x x I X xi I I ix E --A \\ ■■■ ■■■■■■■■■■ 3 s■■ ■■■■■■■■mm Al ■■© ■■■■■■■■©� Ion mallmalmou CL w c� U> .E (qD Vi V- 00 1 00 � COW� ©©©E x i x ©W2 I -M©© x I x x x x x x x x x x 101 • x y rn c� N � ca o � c O 'co O O :3o E ca C-) m c cu L)i a� Q a) �. �_ H 3 (D p a� a % N wa. z0 fn 5fn d v m U m m > UD M 2 = H 101 • L� • • Roles and Responsibilities 3.1 General Local and County agencies and response partners may have various roles and responsibilities throughout an emergency's duration. Therefore, it is particularly important that the local command structure be established to support response and recovery efforts and maintain a significant amount of flexibility to expand and contract as the situation changes. Typical duties and roles may also vary depending on the severity of impacts, size of the incident(s), and availability of local resources. Thus, it is imperative to develop and maintain depth within the command structure and response community. The Deschutes County Emergency Manager is responsible for emergency management planning and operations for the area of the County lying outside the corporate limits of the incorporated municipalities of the County. The Mayor, or other designated official of each incorporated municipality, pursuant to city charter or ordinance, is responsible for emergency management planning and operations for that jurisdiction. (These responsibilities may be shared with County Emergency Management under agreement.) In Sunriver, responsibility for emergency management planning and operations rests with the Sunriver Service District Managing Board. This authority is delegated to the Fire Chief as Emergency Manager for Sunriver. The Sunriver Service District conducts all emergency management functions in accordance with NIMS and to assist with training and preparing essential response staff and supporting personnel to incorporate ICS/NIMS concepts in all facets of an emergency, each agency and department is responsible for ensuring that critical staff are identified and trained at a level enabling effective execution of existing response plans, procedures, and policies. During a declared state of emergency in Sunriver, control is not relinquished to County or State authority but remains at the local level for the duration of the event. Some responsibilities may be shared under mutual consent. SSD departments and community response partners have emergency functions in addition to their normal duties. Each department is responsible for developing and maintaining its own emergency management procedures. Specific responsibilities are outlined below, as well as in individual annexes. 3-1 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities 3.2 Emergency Management Organization The SSD does not have an office or division of emergency management services separate from its existing departments. The Fire Chief serves as the Emergency Manager and may, depending on the size or type of incident, delegate the authority to lead response and recovery actions to other SSD staff. Additionally, some authority to act in the event of an emergency may already be delegated by ordinance or by practice. SSD also relies heavily on its community response partners, in particular the SROA and the Sunriver Resort, to assist in emergency response operations. As a result, the organizational structure for the SSD emergency management program can vary depending upon the location, size, and impact of the incident. For the purposes of this plan, the structure will be referred to generally as the Sunriver Emergency Management Organization (EMO). Subsequently, the Fire Chief would be considered the Emergency Manager, unless otherwise delegated. Roles and responsibilities of individual staff and agencies are described throughout the plan to further clarify the Sunriver EMO. The role of Emergency Manager is not to be confused with the role of IC during an actual emergency. Who will perform the role of IC will be determined by the type of emergency and who is responding to the scene. The IC has the authority to recommend declaration of a State of Emergency to the SSD Board. Further discussion of command and control is found in Chapter 5 of this Basic Plan. The EMO for Sunriver is divided into two general groups—the Executive Group and Emergency Response Agencies—organized by function. 3.2.1 Executive Group The Executive Group is referred to in this plan as a single body and may include representation from Sunriver response partners during an event. The members of the group include both elected and appointed executives with certain legal responsibilities or representatives of key partners. Members of the Executive Group include participants from these key agencies, as appropriate: ■ Sunriver Service District Managing Board, ■ Sunriver Fire Department, ■ Sunriver Police Department, ■ Sunriver Owners Association, and ■ Sunriver Resort. Key general responsibilities for local elected and appointed officials include the following: 3-2 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Establish strong working relationships with local jurisdictional leaders and core private -sector organizations, voluntary agencies, and community partners. ■ Lead and encourage local leaders to focus on preparedness by participating in planning, training, and exercises. ■ Support participation in local mitigation efforts within the jurisdiction and, as appropriate, with the private sector. ■ Understand and implement laws and regulations that support emergency management and response. ■ Ensure that local emergency plans take into account the needs of: • The jurisdiction, including persons, property, and structures; • Individuals with special needs, including those with service animals; and • Individuals with household pets. ■ Encourage residents to participate in volunteer organizations and training courses. 3.2.1.1 Sunriver Service District Managing Board General responsibilities of the SSD Managing Board include the following: ■ Establish emergency management authority by resolution. ■ Adopt this EOP and other emergency management—related resolutions. The EOP should be formally re -promulgated every five years. ■ Declare a State of Emergency and request assistance through the County (performed by the Chair or Fire/Police Chief). ■ Act as liaison to the community during activation of the EOC in support of the incident Public Information Officer (PIO). ■ Act on emergency funding needs. ■ Attend timely ICS update briefings. ■ Ensure that all SSD departments and community response partners develop, maintain, and exercise their respective service annexes to this plan. ■ Support the overall preparedness program in terms of its budgetary and organizational requirements. 3-3 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Implement the policies and decisions of the governing body. ■ Direct the emergency operational response of SSD services. ■ Ensure that plans are in place for the protection and preservation of SSD vital records. 3.2.1.2 Emergency Manager The Fire Chief serves as the Emergency Manager for the Sunriver Service District. The Emergency Manager has the day-to-day authority and responsibility for overseeing emergency management programs and activities. This position works with the Executive Group to ensure that there are unified objectives with regard to SSD's emergency plans and activities, including coordinating with community response partners. The Emergency Manager coordinates all components of the Sunriver EMO, including assessing the availability and readiness of local resources most likely required during an incident and identifying and correcting any shortfalls. In particular, responsibilities of the Emergency Manager include the following: ■ Serve as staff advisor to the SSD Managing Board on emergency matters. ■ Coordinate the planning and general preparedness activities of the government and maintenance of this plan. ■ Analyze the emergency skills required and arranging the training necessary to provide those skills. ■ Prepare and maintain a resource inventory. ■ Ensure the operational capability of the Sunriver EOC. ■ Activate the Sunriver EOC, when appropriate. ■ Keep the governing body apprised of the SSD's preparedness status and anticipated needs. ■ Serve as day-to-day liaison between Sunriver and Deschutes County Emergency Management. ■ Maintain liaison with organized emergency volunteer groups and private agencies. 3.2.1.3 Key Staff Key staff from Sunriver departments and community response partners collaborate with the Executive Group in developing local emergency plans and providing key response resources. These organizations develop, plan, and train to learn internal policies and procedures for meeting response and recovery needs 3-4 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities safely. They should also participate in interagency training and exercises to develop and maintain the necessary capabilities. Organizations not assigned a specific function in this plan will be prepared to make their resources available for emergency duty at the direction of the SSD Managing Board or Emergency Manager. 3.2.2 Responsibilities of All Departments Individual departments are an integral part of the emergency organization. While some departments' staff are first responders, the majority focus on supporting these first responders and/or on the continuity of services they provide to the public. Organizationally, they are a component that provides support and communication for responders. All SSD departments and community response partners have the following common responsibilities: ■ Support EOC operations to ensure that the SSD is providing for the public safety and protection of the citizens it serves. ■ Establish, in writing, an ongoing line of succession of authority for each department; this document must be made known to department employees, and a copy must be filed with the SSD Managing Board and Emergency Manager. ■ Develop alert and notification procedures for department personnel. ■ Develop operating guidelines to implement assigned duties specified by this plan. ■ Track incident -related costs incurred by the department. ■ Establish internal lines of succession of authority. ■ Ensure that vehicles and other equipment are equipped and ready, in accordance with existing standard operating procedures (SOPs). ■ Identify critical functions and develop procedures for maintaining and/or reestablishing services provided to the public and other SSD departments. ■ Assign personnel to the EOC, as charged by this plan. ■ Develop and implement procedures for protecting vital records, materials, and facilities. ■ Promote family preparedness among employees. ■ Ensure that staff complete any NIMS-required training. 3-5 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Ensure that department plans and SOPs incorporate NIMS components, principles, and policies. ■ Allow staff time for preparedness training and participation in exercises. 3.2.3 Responsibilities by Function This group includes services required for an effective emergency management program, of which response is a key element. These agencies include fire departments, law enforcement, EMS agencies, and the public health, environmental health, and public works departments. This section is organized by function, with the primary responsibility assigned to the appropriate SSD or County agency. SSD maintains mutual aid agreements/ Memoranda of Understanding with community response partners tasked in this plan to provide support for emergency response operations. 3.2.3.1 Transportation Sunriver Police Department/Sunriver Owners Association/Sunriver Resort Key transportation responsibilities include the following: ■ Provide transportation support to local response agencies requiring assistance in performing their disaster response and recovery missions. ■ Coordinate the flow of land, air, and rail traffic in and out of the disaster area for the effective movement of relief supplies, personnel, and equipment. ■ Coordinate with commercial transportation providers. ■ Support evacuation and re-entry operations for threatened areas. ■ Provide patrols and safety measures in the disaster areas and reassign personnel during the evacuation period. ► See FA 3 — Infrastructure Services and the County EOP, ESF 1— Transportation for more details. 3.2.3.2 Communications Alert and Warning Sunriver Fire Department/Sunriver Police Department/Deschutes County 911 Once an emergency has occurred, the following tasks are necessary to ensure that the proper agencies are notified, helping to facilitate a quick and coordinated response. ■ Disseminate emergency public information, as requested. 0 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Receive and disseminate warning information to the public and key Sunriver officials and response partners. ■ Prepare and maintain supporting SOPS and annexes. Communication Systems Deschutes County 911 /Sunriver Fire Department/Sunriver Police Department The primary agency for coordination of emergency communications is Deschutes County 911. The following tasks are necessary to ensure that the SSD maintains reliable and effective communications among responders and local government agencies during an emergency: ■ Establish and maintain emergency communications systems. ■ Coordinate use of all public and private communication systems necessary during emergencies. ■ Manage and coordinate all emergency communication operated within the EOC, once activated. ■ Prepare and maintain supporting SOPs and annexes. ► See FA I — Emergency Services and the County EOP, ESF 2 — Communications for more detail. 3.2.3.3 Public Works and Engineering Sunriver Owners Association/Sunriver Resort Public works agencies are responsible for the following tasks in an emergency: ■ Barricade hazardous areas. ■ Prioritize restoration of streets and bridges. ■ Protect and restore waste treatment and disposal systems. ■ Augment sanitation services, as appropriate. ■ Assess damage to streets, bridges, traffic control devices, wastewater treatment system, and other public works facilities. ■ Conduct debris removal operations. ■ Assess damage to Sunriver-owned facilities. ■ Condemn unsafe structures. ■ Direct temporary repair of essential facilities. ■ Prepare and maintain supporting SOPS and annexes. OVA Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ► See FA 3 — Infrastructure Services and the County EOP, ESF 3 — Public Works and Engineering for more detail. 3.2.3.4 Firefighting Sunriver Fire Department The Sunriver Fire Department is responsible for the following tasks during an emergency: ■ Provide fire prevention and suppression, Advanced Life Support treatment and transport, and inspection to prevent loss of life, loss of property, and damage to the environment. ■ Inspect damaged areas for fire hazards. ■ Conduct hazardous materials spills containment, cleanup, planning, and coordination. ■ Inspect shelters for fire hazards. ■ Prepare and maintain supporting SOPS and annexes. ► See FA I — Emergency Services and the County EOP, ESF 4 — Firefighting for more detail. 3.2.3.5 Emergency Management Emergency Operations Center Sunriver Fire Department/Sunriver Police Department The following tasks are necessary for the SSD to activate and utilize its EOC to support and coordinate response operations during an emergency: ■ Coordinate local operating forces. ■ Maintain contact with neighboring jurisdictions and the Deschutes County EOC. ■ Maintain the EOC in an operating mode at all times or have the ability to convert EOC space into an operating condition quickly. ■ Assign representatives (by position) to report to the EOC and develop procedures for crisis training. ■ Develop and identify duties of staff, use of displays and message forms, and procedures for EOC activation, operation, and demobilization. 0 W. Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ► See Chapter S — Command and Control, FA 1— Emergency Services, and the County EOP Basic Plan and ESF S — Emergency Management for more detail. 3.2.3.6 Mass Care, Emergency Assistance, Housing, and Human Services Deschutes County Health Services/American Red Cross The SSD relies on the support of Deschutes County to provide Mass Care and Shelter services and has adopted the procedures outlined the County EOP for provision of these services. Deschutes County Health Services, with support from the American Red Cross, is responsible for ensuring that the mass care needs of the affected population, such as shelter, food, first aid, and reuniting families, are met. General responsibilities include: ■ Supervise identification and assessment of shelters (stocking, marking and equipping, etc.) for use in the event of an emergency. ■ Coordinate support with other Sunriver, local, and County departments; relief agencies; and volunteer groups. ■ Designate a coordinator/liaison to participate in all phases of the County emergency management program, when necessary or as requested. ► See FA 2 — Human Services and the County EOP, ESF 6 — Mass Care, Emergency Assistance, Housing and Human Services and ESF 11— Agriculture and Natural Resources for more detail. 3.2.3.7 Logistics Management and Resource Support Sunriver Fire Department/Sunriver Police Department/Deschutes County Emergency Management The following tasks are necessary to identify and acquire resources before and during an emergency: ■ Establish procedures for employing temporary personnel for disaster operations. ■ Establish and maintain a staffing reserve. ■ Coordinate deployment of reserve personnel to Sunriver departments requiring augmentation. ■ Establish emergency purchasing procedures and/or a disaster contingency fund. ■ Maintain records of emergency -related expenditures for purchases and personnel. 3-9 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Prepare and maintain supporting SOPs and annexes. ► See FA 1— Emergency Services and the County EOP, ESF 7 — Logistics Management and Resource Support for more detail. 3.2.3.8 Public Health and Emergency Medical Services Emergency Medical Services Sunriver Fire Department ■ Coordinate provision of EMS. ■ Request additional EMS assets, as necessary. ■ See above under Firefighting. Limited medical capacity can be provided by High Desert Family Medicine in Sunriver. ► See FA I — Emergency Services and the County EOP, ESF 8 — Public Health and Medical Services for more detail. Public Health Deschutes County Health Services Sunriver relies on the County to provide public health and human services and has adopted the relevant parts of the County EOP. Deschutes County is responsible for coordinating the public health and welfare services required to cope with the control of communicable and non -communicable diseases associated with major emergencies, disasters, and/or widespread outbreaks caused by bioterrorism, epidemic or pandemic diseases, novel and highly fatal infectious agents, or biological or chemical toxin incidents in urban or rural areas in the County. Relevant operations are detailed in ESF 6, Housing and Human Services and ESF 8, Public Health and Medical Services of the Deschutes County EOP. General responsibilities include the following: ■ Advise responding agencies regarding the health effects of exposure to the agents or substances that have been deployed. ■ Coordinate and conduct epidemiological investigations and tracking, especially in the case of patients affected by biological releases. ■ Provide support for the medical health system by ensuring access to appropriate health care such as hospital inpatient, pre -hospital care, and behavioral health. ■ Provide personnel and laboratory facilities to assist in identifying agents or substances. • 3-10 Sunriver Service District EOP Basic Plan 0 3. Roles and Responsibilities ■ Recommend community -level and individual monitoring program and protocols for victims exposed to CBRNE agents. ■ Provide PIOs or press releases to support public information regarding the CBRNE agent and the basic precautions and actions the public should take. ■ Consider the needs of special populations (e.g., elderly residents and school-age children) that may be affected by the release and coordinate with law enforcement and fire agencies to provide specialized protection (e.g., shelter -in-place, minimum evacuations, or bringing prophylaxes to those who cannot mobilize to a POD site). ■ Manage medical volunteer placement, in coordination with the SSD EOC, County EOC, or State ECC. ■ Conduct triage and decontamination at the medical centers throughout the region. ■ Treat the victims of the CBRNE release. ■ Identify and prepare alternate care sites if there is a surge of victims. ► See FA 2 — Human Services and the County EOP, ESF 8 — Public Health and Medical Services for more detail. 3.2.3.9 Search and Rescue Deschutes County Sheriff's Office Search and Rescue (SAR) activities are a mandated function of the Sheriff's Office. Deschutes County SAR consists of a general ground search team plus specialized teams for winter search and medical evacuation; mountain rescue (technical climbing); water operations (SCUBA, ice, swift water); and canine search. SAR responsibilities include the following: ■ Provide life-saving assistance. ■ Conduct SAR operations. ■ Coordinate available resources to search for and rescue persons lost outdoors. ■ Cooperate with, and extend assistance to, surrounding jurisdictions, on request and as resources allow. ■ Establish and monitor training standards for certification of SAR personnel. ■ Prepare and maintain supporting SOPS and annexes. 3-11 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ► See FA I — Emergency Services and the County EOP, ESF 9 — Search and Rescue for more detail. 3.2.3.10 Oil and Hazardous Materials Response Sunriver Fire Department/Regional Hazardous Materials Team Hazardous Materials Response Oil and Hazardous Materials responsibilities include the following: ■ Conduct initial oil and HazMat (chemical, biological, etc.) response. ■ Assess the health effects of a HazMat release. ■ Identify the needs for HazMat incident support from regional and state agencies. ■ Distribute personal protective equipment. ■ Coordinate environmental short- and long-term cleanup. ■ Prepare and maintain supporting SOPs and annexes. Radiological Protection In the event of a radiological incident, the following tasks should be performed: ■ Establish and maintain a radiological monitoring and reporting network. ■ Secure initial and refresher training for instructors and monitors. ■ Provide input to the Statewide monitoring and reporting system. ■ Under fallout conditions, provide city and County officials and department heads with information on fallout rates, fallout projections, and allowable doses. ■ Coordinate radiological monitoring throughout the County. ■ Provide monitoring services and advice at the scene of accidents involving radioactive materials. No, See FA 1 — Emergency Services and the County EOP, ESF 10 — Oil and Hazardous Materials for more detail. 3.2.3.11 Agriculture and Natural Resources Deschutes County Health Services/Environmental Health Agriculture and Natural Resources—related responsibilities include the following: 3-12 Sunriver Service District EOP Basic Plan 0 3. Roles and Responsibilities ■ Provide nutrition assistance. • ■ Conduct animal and plant disease and pest response. ■ Monitor food safety and security. ■ Provide natural and cultural resources and historic properties protection and restoration. ■ Protect the safety and well-being of household pets. ► See FA 2 — Human Services and the County EOP, ESF 11— Agriculture and Natural Resources for more detail. 3.2.3.12 Energy and Utilities Sunriver Owners Association/Sunriver Resort/Private Utilities Local responsibilities for local utilities include the following: ■ Work with local utility providers to restore damaged utility infrastructure and accompanying systems. ■ Coordinate temporary emergency power generation capabilities to support critical facilities until permanent restoration is accomplished. Critical facilities may include primary and alternate EOCs, hospitals/critical care facilities, designated shelters, government offices/facilities, water/sewage systems, and other essential community services. ► See FA 3 — Infrastructure Services and the County EOP, ESF 12 — Energy for more detail. 3.2.3.13 Law Enforcement Services Sunriver Police Department City enforcement services are responsible for the following tasks: ■ Conduct law enforcement and criminal investigation. ■ Provide traffic, crowd control, and site security. ■ Manage isolation of damaged area. ■ Provide damage reconnaissance and reporting. ■ Assist in disaster area evacuation. ■ Prepare and maintain supporting SOPs and annexes. 3-13 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ► See FA 1 — Emergency Services and the County EOP, ESF 13 — Public Safety and Security for more information. 3.2.3.14 Recovery Sunriver Service District Managing Board ■ Direct emergency recovery in times of disaster by providing leadership in coordinating private and governmental sector emergency recovery efforts. ■ Participate with County and State partners to conduct damage assessments. Identify and facilitate availability and use of recovery funding. ■ Access recovery and mitigation grant and insurance programs, outreach, public education, and community involvement in recovery planning. ■ Coordinate logistics management and resource support, providing assistance as needed. ■ Provide support by locating, purchasing, and coordinating delivery of resources necessary during or after an incident in Sunriver. ► See FA 4 — Recovery Strategy and the County EOP, ESF 14 — Long -Term Community Recovery for more detail. 3.2.3.15 External Affairs Sunriver Fire Department PIO The following tasks are necessary to ensure provision of reliable, timely, and effective information/warnings to the public at the onset of, and throughout, a disaster: ■ Conduct ongoing hazard awareness and public education programs. ■ Compile and prepare emergency information for the public in case of emergency. ■ Arrange for media representatives to receive regular briefings on the SSD's status during extended emergency situations. ■ Secure printed and photographic documentation of the disaster situation. ■ Handle unscheduled inquiries from the media and the public. • 3-14 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Be aware of Spanish -only -speaking and/or bilingual population centers within the SSD and County; prepare training and news releases accordingly. ■ Prepare and maintain supporting SOPS and annexes. No. See FA I — Emergency Services and the County EOP, ESF 15 — External Affairs for more details. 3.2.3.16 Evacuation and Population Protection Sunriver Police Department/Sunriver Fire Department The following tasks are designed to implement and support protective actions by the public and coordinate an evacuation: ■ Define responsibilities of SSD departments and community response partners. ■ Identify high -hazard areas and the corresponding number of potential evacuees. ■ Coordinate evacuation planning and movement control. ■ Assess additional needs for the following and inform the EOC of 0 resource requirements: • Movement control, • Health and medical requirements, • Transportation needs, • Emergency Public Information materials, and • Shelter and reception location. ■ Develop procedures for sheltering in place. ■ Prepare and maintain supporting SOPS and annexes. ► See FA 1— Emergency Services for more details. 3.2.3.17 Damage Assessment Emergency Manager/Deschutes County Emergency Services Damage Assessment responsibilities include: ■ Establish a damage assessment team from among Sunriver departments with assessment capabilities and responsibilities. 0 ■ Train and provide damage plotting team members to the EOC. 3-15 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Assist in reporting and compiling information regarding deaths, injuries, and dollar damage to tax -supported facilities and to private property. ■ Assist in determining the geographic extent of the damaged area. ■ Compile estimates of damage for use by Sunriver officials in requesting disaster assistance. ■ Evaluate the effect of damage on the Sunriver's economic index, tax base, bond ratings, insurance ratings, etc. for use in long-range recovery planning. ■ Prepare and maintain supporting SOPs and annexes. ► See FA 4 — Recovery strategy for more details. 3.2.3.18 Legal Services Contracted Counsel Counsel is responsible for the following tasks in the event of an emergency: ■ Advise Sunriver officials regarding the emergency powers of local government and necessary procedures for invocation of measures to: • Implement wage, price, and rent controls; • Establish rationing of critical resources; • Establish curfews; • Restrict or deny access; • Specify routes of egress; • Limit or restrict use of water or other utilities; and • Remove debris from publicly or privately owned property. ■ Review and advise Sunriver officials regarding possible liabilities arising from disaster operations, including the exercising of any or all of the above powers. ■ Prepare and recommend local legislation to implement emergency powers when needed. ■ Advise Sunriver officials and department heads regarding record keeping requirements and other documentation necessary for the exercising of emergency powers. • 3-16 unriver Service District EOP Basic Plan 3. Roles and Responsibilities ■ Thoroughly review and maintain familiarity with current ORS 401 provisions as they apply to local government in disaster events. ■ Prepare and maintain supporting SOPs and annexes. 3.2.3.19 Volunteer and Donation Management Emergency Manager Responding to incidents frequently may exceed SSD resources. Volunteers and donors can support response efforts in many ways, and it is essential that the SSD plan ahead to effectively incorporate volunteers and donated goods into its response activities. 3.2.3.20 Other Agency Responsibilities Other SSD departments and community response partners not assigned a specific function in this plan should be prepared to make their resources (including personnel) available for emergency duty at the direction of the Emergency Manager. 3.3 Local and Regional Response Partners The Sunriver EMO is supported by a number of outside organizations, including the County, service organizations, and the private sector. 3.3.1 Private Sector Private -sector organizations play a key role before, during, and after an incident. First, they must provide for the welfare and protection of their employees in the workplace. In addition, the SSD and the County must work seamlessly with businesses that provide water, power, communication networks, transportation, medical care, security, and numerous other services upon which both response and recovery are particularly dependent. Essential private -sector responsibilities include the following: ■ Plan for the protection of employees, infrastructure, and facilities. ■ Plan for the protection of information and the continuity of business operations. ■ Plan for, respond to, and recover from incidents that impact private - sector infrastructure and facilities. ■ Collaborate with emergency management personnel before an incident occurs to ascertain what assistance may be necessary and how private - sector organizations can help. ■ Develop and exercise emergency plans before an incident occurs. 3-17 Sunriver Service District EOP Basic Plan 3. Roles and Responsibilities 0 ■ Where appropriate, establish mutual aid and assistance agreements to provide specific response capabilities. ■ Provide assistance (including volunteers) to support local emergency management and public awareness during response and throughout the recovery process. 3.3.2 Nongovernmental Organizations Nongovernmental organizations (NGOs) play enormously important roles before, during, and after an incident. In Sunriver, NGOs such as the American Red Cross provide sheltering, emergency food supplies, counseling services, and other vital support services to support response and promote the recovery of disaster victims. NGOs collaborate with responders, governments at all levels, and other agencies and organizations. The roles of NGOs in an emergency may include the following: ■ Train and manage volunteer resources. ■ Identify shelter locations and needed supplies. ■ Provide critical emergency services to those in need, such as cleaning supplies, clothing, food and shelter, and assistance with post - emergency cleanup. ■ Identify those whose needs have not been met and help coordinate the provision of assistance. 3.3.3 Individuals and Households Although not formally a part of the SSD's emergency operations, individuals and households play an important role in the overall emergency management strategy. Community members can contribute by: ■ Reducing hazards in their homes, ■ Preparing emergency supply kits and household emergency plans, ■ Monitoring emergency communications carefully, ■ Volunteering with established organizations, and ■ Enrolling in emergency response training courses. 3.4 County Response Partners The Deschutes County Emergency Manager has been appointed under the authority of the Board of County Commissioners. The County Emergency Manager is responsible for developing a Countywide emergency management 3-18 • nriver Service District E P Basic Plan 3. Roles and Responsibilities program that, through cooperative planning efforts with the incorporated communities of the County, will provide a coordinated response to a major emergency or disaster. 3.5 State Response Partners Under the provisions of ORS 401, the Governor has broad responsibilities for the direction and control of all emergency activities in a State -Declared Emergency. The administrator of OEM is delegated authority to coordinate all activities and organizations for emergency management within the State and to coordinate in emergency matters with other states and with the Federal government. Under the direction and control of department heads, agencies of State government represent the State emergency operations organization. Responsibility for conducting emergency support functions is assigned by the Governor to the department best suited to carry out each function applicable to the emergency situation. Some State agencies may call upon their Federal counterparts to provide additional support and resources following established procedures and policies for each agency. 3.6 Federal Response Partners Federal response partners are typically requested by OEM in the event that State resources become limited or specialized services are needed. In most instances, Federal resources become available following a formal declaration of emergency by the Governor. Thus, procedures and policies for allocating and coordinating resources at the Federal level follow the State EOP and, if necessary, the NRF. 3.7 Response Matrix Table 3-1 provides a matrix, by ESF, of the local, State, and Federal primary organizations that the SSD may rely on in the event of an emergency. WN W r N _ O CL d e� d O SE • o oN M • EL. 0C� E cYC ^ N U N O o Y F" ASU °� oma° � °•� �� ° t t o w ° a�ii p HE W H H ami A� o -° bo.- ASA 0y AUW�AU� ¢ AVA QuQ ° 2 a 0 3 ai a 0 � �3 A � � Q o to N r. 0 O N O := bo cid o on 0 o w co 'a o c c o o Q0 ; li coo Yv°i o ° b o. 'b LUi iii Y on c w U := Q O 3 o,o 0 co �•o o� O> ,��, Y c� Y o 42 U «t cC y A U. a;. CL � 2 0u. w U v�4. ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ U) C C 06 O a u Y c O .L C • 3 d t M N E M_V C 1m LL= LL E LL LL d wH w V waCL w wii • o oN M • O CL V �N N m a • .. uj 5 N LA N M �y Ell \\ F R '-\\ lk\ \ KUBill KivAy� vv 11,11M \\ \\ IS \\\\WI • N M M • • O ti W O W O A Q 0 • `41 o ® a� 4. UU U C on p a¢i y y O O 0 rA Lot Cd °U Owl Ow � o�� U U O o� U it a0+ O cy it o a. � v o a� • � i s AUWvn AUW�n AU AUWCA A oQU U rA to ' % '•a Cd o ai t./1 .,may as C • •� A A w A A b o L1r N cC U cd . '+�•+ b0 p y , CA O ..� (� �Uj Os, Cd w OcC •� N C U O O /^ U �4 �' O "� ❑ •�y O .bq O 0 O v WY U U o UUi G rh 2.1 vpi y O w O s,,, ; U O p 40 �,•N N U C cd UrA Cd In 0 t+ O OO cd n .O .0 In •13 O W .� CdEP .0 U) N O Ti Z¢ w° Z a v� w El w w w v� cd a V v°� .-pa v) a N L c L ca 03 A eC CD W Q 3 m iC T m N A M •� C3 d T G O LO T LL 'C �., LL d V LL C V LL w U) LAR NC fA7d U)00 NK LUaz w wacn w -iQw LULU • • • • • Concept of Operations 4.1 General Primary roles involved during the initial emergency response will focus on first responders, such as fire districts and police departments, sometimes also involving hospitals, local health departments, and regional fire and HazMat teams. Typically, as the emergency situation evolves and the immediate response subsides, a transition period will occur during which emergency responders will hand responsibility for active coordination of the response to agencies or organizations involved with recovery operations. In all emergency situations and circumstances, saving and protecting human lives receive priority. The basic concept of emergency operations focuses on managing and using all available resources at the local level for effectively responding to all types of emergencies. Local government has the primary responsibility for emergency management functions and for protecting life and property from the effects of emergency and disaster events. This EOP should be used when Sunriver or local emergency response agencies are reaching or have exceeded their abilities to respond to an emergency incident and not in response to day-to-day operations. Responsibilities include management and coordination of large-scale events, identifying and obtaining additional assistance and resources for emergency response agencies from the County, State, and/or Federal government through the Sunriver EMO. 4.2 Phases of Emergency Management This plan adheres to the emergency management principle of all -hazards planning, which is predicated on the fact that most responsibilities and functions performed during an emergency are not hazard -specific. It should be noted that this is an emergency operations plan rather than a comprehensive emergency management plan, as its emphasis is on incident management rather than program management. That said, this EOP impacts, and is informed by, activities conducted before and after any emergency operations take place. A brief description of the four phases of emergency management is provided below. 4-1 Sunriver Service District EOP Mitigation and activities seek to el'a reduce a disaster's like or consequences. Th actions to protect property from threats long-term activities tha Basic Plan 4. Concept of Operations 0 Prevention Preparedness activities serve to minate or devebg eO �'ox enhance the lihood and/ responses ��; that will be S ey involve, sh+� niergency Q lives and arise i�lanng, and as well as exercises are` or al!ities t lessen the that support prepays, baa m,.m undesirable effects of unavoidable Recovery is both a short-term and Response is the provision of long-term process,.,, , Short-term emergency services during a operations seek to restore vital crisis. These activities help to servicesto the community and reduce casualties and damage and provide for the basic needs of the speed 'recovery. Activities public. Long-term recovery include warning, ` ,protective focuses on restoring ° the actions, rescue, and ,�6ther such community to'its normal, or operations. Response is the focus improved, state of affairs: of this EOP Additionally, this plan is implemented within the context of a continuous stream of incidents, events, and occurrences, any of which may develop into an emergency. Constant situational awareness is essential to maintaining a forward - leaning posture that facilitates rapid response. Situational awareness refers to the ongoing process of collecting, analyzing, and disseminating intelligence, information, and knowledge to allow organizations and individuals to anticipate requirements and to react quickly and effectively. Situational awareness comprises an interactive process of sharing and evaluating information from multiple sources, integrating communications and reporting activities, and forecasting or predicting incidents to detect and monitor threats and hazards. These activities are the basis for advice, alert and warning, intelligence and information -sharing, technical assistance, consultations, notifications, and informed decision making at all interagency and intergovernmental levels, as well as on the part of the private sector and the public. 4.3 Incident Levels • Incident levels assist response agencies in recognizing the degree of intensity and potential impact of a particular situation. Emergency situations will not always fit neatly into these levels, and any incident has the potential to intensify and expand. Special circumstances or external pressures may warrant outside assistance for relatively minor incidents. 0 4-2 Sunriver Service District EOP Basic Plan 0 4. Concept of Operations 4.3.1 Level 1 Level 1 situations are often referred to as "routine" crisis management or emergency situations that can be handled using resources available at the incident location. For these situations, it may not be necessary to implement an emergency plan. Outside assistance is usually not required. 4.3.2 Level 2 Level 2 situations are characterized by a need for response assistance from outside agencies (specialized equipment or personnel, insufficient or inadequate on-site resources, etc.). Requests for assistance related to Level 2 situations often take the form of a 911 call for police, fire, or medical assistance. Examples include HazMat spills and traffic incidents with multiple injuries. The IC may activate selected portions of the Sunriver EOP. 4.3.3 Level 3 Level 3 situations are major incidents that require application of a broad range of community resources to save lives and protect property. Examples of such situations include an airliner crash in a populated area, a major earthquake, etc. Emergency plans should be implemented, and the EOC will be activated to coordinate response and recovery activities. 4.4 Response Priorities 1. Lifesaving/Protection of Property: This is a focus on efforts to save lives of persons other than City employees and their dependents. It may include prevention or mitigation of major property damage if results of such damage would likely present an immediate danger to human life. 2. Incident Stabilization: This is a focus on protection of mobile response resources, isolation of the impacted area, and containment of the incident (if possible). 3. Property Conservation: This is a focus on the protection of public facilities essential to life safety/emergency response, protection of the environment whenever public safety is threatened, and protection of private property. 4.4 Incident Management 4.4.1 Activation When an emergency situation arises and it is determined that the normal organization and functions of Sunriver government are insufficient to effectively meet response requirements, the Emergency Manager (or designee) will activate and implement all or part of this EOP. In addition, the Emergency Manager may partially or fully activate and staff the Sunriver EOC based on an emergency's 4-3 Sunriver Service District EOP Basic Plan 4. Concept of Operations type, size, severity, and anticipated duration. Concurrently, all involved Sunriver emergency services will implement their respective plans, procedures, and processes and will provide the Emergency Manager with the following information: ■ Operational status; ■ Readiness and availability of essential resources; ■ Changing conditions and status of resources (personnel, equipment, facilities, supplies, etc.); and ■ Significant concerns and issues dealing with potential or actual loss of life or property. 4.4.2 Initial Actions Upon activation of all or part of this EOP, the Emergency Manager (or designee) will immediately implement the following actions: ■ Alert threatened populations and initiate evacuation as necessary. ■ Initiate emergency sheltering procedures with the American Red Cross and other community partners if evacuation procedures are activated. Instruct appropriate Sunriver emergency service providers to activate necessary resources. ■ Assign radio frequencies and communications equipment, implement a communications plan, and confirm interoperability among EOC staff and response agencies. ■ Request the Sunriver Service District Managing Board to prepare and submit a formal Declaration of Emergency through Deschutes County Emergency Management when it is determined that local resources will not meet the need of local emergency operations. The official declaration may be preceded by a verbal statement. ■ Prepare to staff the Sunriver EOC on 12 -hour shifts. ■ Sunriver personnel and support staff will be deployed to restore normal activity and provide essential community services as soon as possible following the emergency. 4.4.3 Communications and Alert and Warning Traditional communication lines, such as landline telephones, cellular phones, faxes, pagers, intemet/e-mail, and radio, will be used by Sunriver response personnel throughout the duration of response activities. 0 HE Sunriver Service District E P Basic Plan Is4. Concept of Operations Emergency communications for Sunriver are handled through Deschutes County 911. The Emergency Manager shall provide the public with educational/ instructional materials and presentations on subjects regarding safety practices and survival tactics for the first 72 hours of a disaster. FA1 — Emergency Services provides detailed information regarding how these systems are accessed, managed, and operated throughout an emergency's duration. Emergency notification procedures are established among the response community, and call - down lists are updated and maintained through each individual agency. External partners can be activated and coordinated through the Sunriver EOC. 4.4.4 Direction and Control Direction and control of Sunriver emergency operations will be conducted via ICS and the Multi -Agency Coordination System (MACS), as described in Section 5, Command and Control. The Sunriver EMO, through the Emergency Manager, is responsible for maintaining the readiness of the EOC and identifying and training support staff. Sunriver departments will be requested to designate personnel who can be made available to be trained to work in the EOC during a major disaster. Other departments may be requested to provide assistance in a major emergency. ► See Section 5 — Command and Control for more detail. 4.4.5 Demobilization As the emergency situation progresses and the immediate response subsides, a transition period will occur during which emergency responders will hand responsibility for active coordination of the response to agencies or organizations involved with short- and long-term recovery operations. 4.4.6 Transition to Recovery Recovery comprises steps that Sunriver will take during and after an emergency to restore government function and community services to levels existing prior to the emergency. Recovery is both a short- and long-term process. Short-term operations seek to restore vital services to the community and provide for the basic needs of the public, such as bringing necessary lifeline systems (e.g., power, communication, water and sewage, disposal of solid and hazardous wastes, or removal of debris) to an acceptable standard while providing for basic human needs (e.g., food, clothing, and shelter). Once stability is achieved, Sunriver can concentrate on long-term recovery efforts, which focus on restoring the community to a normal or improved state of affairs. The recovery period is also an opportune time to institute mitigation measures, particularly those related to the recent emergency. This is also the phase of reassessing the applications, processes, and functions of all annexes of this disaster plan for deficiencies. Resources to restore or upgrade damaged areas may be available if it can be shown that extra repairs will mitigate or lessen the chances of, or damages caused by, another similar disaster. 4-5 Sunriver Service District EOP Basic Plan 4. Concept of Operations is ► See FA 4 — Recovery Strategy for more detail. 4.5 Inter -jurisdictional Coordination 4.5.1 Municipalities The chief executives of the incorporated cities within Deschutes County are responsible for the direction and control of their local resources during emergencies, including requesting additional resources not covered under mutual aid for emergency operations. Such requests shall be directed to County Emergency Management, including any requests for a State Declaration of Emergency or presidential disaster declaration. 4.5.2 Mutual Aid State law (ORS Chapter 402) authorizes local governments to enter into Cooperative Assistance Agreements with public and private agencies in accordance with their needs. Personnel, supplies, and services may be used by a requesting agency if the granting agency cooperates and extends such services. However, without a mutual aid agreement, both parties must be aware that State statute does not provide umbrella protection except in the case of fire suppression pursuant to ORS 476 (the Oregon State Emergency Conflagration Act). 4.5.3 Private Sector Disaster response by local government agencies may be augmented by business, industry, and volunteer organizations. The Emergency Manager (or designee), will coordinate response efforts with business and industry; this includes providing assistance, as appropriate, in action taken by industry to meet State emergency preparedness regulations governing businesses, such as utility companies, that provide essential services. Schools, hospitals, nursing/care homes and other institutional facilities are required by Federal, State, or local regulations to have disaster plans. The PIO will also work with voluntary organizations to provide certain services in emergency situations, typically through previously established agreements. In the preparedness context, essential training programs will be coordinated by the sponsoring agencies of such organizations as the American Red Cross, faith -based groups, amateur radio clubs, Community Emergency Response Teams, etc. 4.5.4 County Government The County EMO, as defined in the County EOP, can be activated through County Emergency Services. The County provides direct County agency support at the local level and serves as a channel for obtaining resources from outside the County structure, including the assistance provided by State, regional, and Federal agencies. Local resources (personnel, equipment, funds, etc.) should be exhausted or projected to be exhausted before the County requests State assistance. O • • • unriver Service District EOP 4.5.5 State Government Basic Plan 4. Concept of Operations The State emergency organization, as defined in the State of Oregon EOP, can be activated through the Oregon Military Department Office of Emergency Management (Oregon Emergency Management (OEM)). This division provides a duty officer at all times. The State provides direct agency support to the local level and serves as a channel for obtaining resources from outside the State structure, including the assistance provided by the Federal government. 4.5.6 Federal Government The County shall make requests for Federal disaster assistance to the State of Oregon Emergency Management Division. Federal resources may be requested and provided prior to the formal declaration of a disaster in emergency response situations. A Presidential Disaster Declaration makes available extensive disaster response and recovery assistance, including financial support to governments, businesses, and individual citizens. UFA Sunriver Service District EOP Basic Plan 4. Concept of Operations THIS PAGE LEFT BLANK INTENTIONALLY • • • Command and Control 5.1 General The responsibility for emergency management, direction, and control in a time of disaster belongs to the Sunriver Service District Managing Board. The Managing Board is empowered to assume executive control over all departments, divisions, and offices of the Sunriver Service District during a state of emergency. The Emergency Manager (or designee) becomes the EOC's IC and is responsible for performing such duties as causing emergency measures to be enforced and designating emergency areas. The SSD Managing Board (or designee) may declare a "state of emergency," place this plan into effect, and activate and staff the Sunriver EOC on full or partial basis. In the event that one or more of the above actions are implemented, a report of such action will be made to the SSD Managing Board at the first available opportunity. The Emergency Manager (or designee) is responsible for ensuring that coordinated and effective emergency response systems are developed and maintained. Existing government agencies will perform emergency activities closely related to those they perform routinely. Specific positions and agencies are responsible for fulfilling their obligations, as presented in this EOP and individual annexes. As the IC, the Emergency Manager (or designee) will provide overall direction of response activities for all Sunriver departments. In accordance with State statute (ORS 401), the Emergency Manager (or designee) may take extraordinary measures in the interest of effective emergency management. Department heads will retain control over their employees and equipment unless directed otherwise by the Emergency Manager (or designee). Each department or agency will be responsible for having its own SOPs to be followed during response operations. Outside assistance, whether from other political jurisdictions or from organized volunteer groups, will be requested and used only as an adjunct to existing Sunriver services, and then only when the situation threatens to expand beyond Sunriver's response capabilities. 5.2 Emergency Operations Center Response activities will be coordinated from an EOC and will be activated upon notification of a possible or actual emergency. The EOC will track, manage, and allocate appropriate resources and personnel. During large-scale emergencies, the 5-1 Sunriver Service District EO Basic Plan 5. Command and Control EOC will, in fact, become the seat of government for the duration of the crisis. The EOC will serve as a MACS, if needed. 5.2.1 Emergency Operations Center Activation During emergency operations, and upon EOC activation, the EOC staff will assemble and exercise Direction and Control, as outlined below. ■ The EOC will be activated by the Emergency Manager (or designee). The Emergency Manager will assume responsibility for all operations and direction and control of response functions. ■ The Emergency Manager will determine the level of staffing required and will alert the appropriate personnel, agencies,and organizations. ■ Emergency operations will be conducted by SSD departments, augmented as required by community response partners, trained reserves, volunteer groups, and forces supplied through mutual aid agreements. County, State, and Federal support will be requested if the situation dictates. ■ Communications equipment in the EOC will be used to receive information, disseminate instructions, and coordinate emergency operations. ■ The Emergency Manager may establish an on -scene command post at the scene to maintain close contact and coordination with the EOC. ■ Department heads and organization leaders are responsible for emergency functions assigned to their activities, as outlined in their respective annexes. ■ The EOC will normally operate on a 24-hour basis, rotating on 12 hour shifts, or as needed. ■ The Emergency Manager will immediately notify the County Emergency Management office upon activation. Periodic updates will be issued as the situation requires. 5.2.2 Emergency Operations Center Locations The primary location for the Sunriver EOC is: Sunriver Fire Department 57475 Abbot Drive Sunriver, OR 97707 • 5-2 Sunriver Service District E P Basic Plan 0 5. Command and Control If necessary, the alternate location for the Sunriver EOC is: La Pine Rural Fire Protection District Station 101 51550 Huntington Road La Pine, OR 97739 The Deschutes County EOC is located at: Deschutes County Sheriff's Office Emergency Operations Center 63333 Highway 20 Bend, OR 97701 5.3 Incident Command System In Oregon, implementation of NIMS and ICS is mandatory during an emergency incident. NIMS is a comprehensive, national approach to incident management, applicable to all jurisdictional levels and across functional disciplines. ICS is a standardized, flexible, scalable, all -hazard incident management system designed to be utilized from the time an incident occurs until the need for management and operations no longer exists. The ICS structure can be expanded or contracted, depending on the incident's changing conditions. The system consists of practices for managing resources and activities during an emergency response. It can be staffed and operated by qualified personnel from any emergency service agency and may involve personnel from a variety of disciplines. As such, the system can be utilized for any type or size of emergency, ranging from a minor incident involving a single unit to a major emergency involving several agencies and spanning numerous jurisdictions. ICS allows agencies to communicate using common terminology and operating procedures. It also allows for effective coordination and allocation of resources throughout an incident's duration. The Sunriver EOC has established a command structure, supporting activation and operational procedures, and position checklists compliant with NIMS/ICS. This information is contained within this EOP; however, this document is not an EOC manual. Detailed EOC procedures are maintained by the SSD Emergency Manager. A typical ICS organizational chart for Sunriver is presented in Figure 5-1. Plain language will be used during all multi jurisdictional emergency responses occurring in Sunriver and is essential to public safety, especially the safety of first responders and those affected by the incident. The use of common terminology enables area commanders, State and local EOC personnel, Federal operational coordinators, and responders to communicate clearly with each other and effectively coordinate response activities, regardless of an incident's size, scope, or complexity. The ability of responders from different jurisdictions and different disciplines to work together depends greatly on their abilities to communicate with each other. 60 Sunriver Service District EOP Basic Plan 5. Command and Control In certain instances, more than one ICS position may be managed by a single staff person due to limited personnel and resources available in Sunriver. Thus, it is imperative that all primary and alternate EOC staff be trained on ICS functions as well as those in their areas of expertise. Regularly exercising ICS, including sub - functions and liaison roles with volunteers and other support staff, will improve overall EOC operation efficiency and add depth to existing Sunriver emergency management and response organizations. Figure 5-1 Example of an Incident Command Structure for Sunriver Incident _ _ _ _ Executive Commander I Group • 5.3.1 Command Staff 5.3.1.1 Incident Commander The IC is responsible for the operations of the EOC when it is activated and has overall responsibility for accomplishing the EOC mission. In general, the IC is responsible for: ■ Approving and supporting implementation of an Incident Action Plan (IAP); ■ Coordinating activities supporting the incident or event; ■ Approving release of information through the PIO; and ■ Performing the duties of the following command staff if no one is assigned to the position: • Safety Officer, • PIO, and 0 5-4 • Sunriver Service District EOP Basic Plan 5. Command and Control • Liaison Officer. 5.3.1.2 Safety Officer The Safety Officer is generally responsible for: ■ Identifying initial hazards, determining personal protective equipment requirements, and defining decontamination areas; ■ Implementing site control measures; ■ Monitoring and assessing the health and safety of response personnel and support staff (including EOC staff); ■ Preparing and implementing a site Health and Safety Plan and updating the IC regarding safety issues or concerns, as necessary; and ■ Exercising emergency authority to prevent or stop unsafe acts. 5.3.1.3 Public Information Officer A lead PIO will most likely coordinate and manage a larger public information network representing local, County, regional, and State agencies; tribal entities; political officials; and other emergency management stakeholders. The duties of the PIO include: ■ Developing and coordinating release of information to incident personnel, media, and the general public; ■ Coordinating information sharing among the public information network through the use of a Joint Information System and, if applicable, establishing and staffing a Joint Information Center; ■ Implementing information clearance processes with the IC; and ■ Conducting and/or managing media briefings and implementing media -monitoring activities. 5.3.1.4 Liaison Officer Specific liaison roles may be incorporated into the command structure established at the local and/or County EOC, depending on the type of emergency incident that has occurred. Liaisons represent entities and organizations such as hospitals, school districts, tribes, public works/utility companies, and volunteer services such as the American Red Cross. Responsibilities typically associated with a liaison role include: ■ Serving as the contact point for local government officials, agency or tribal representatives, and stakeholders; 5-5 Sunriver Service District EOP Basic Plan 5. Command and Control ■ Coordinating information and incident updates among interagency contacts, including the public information network; and ■ Providing resource status updates and limitations among personnel, capabilities, equipment, and facilities to the IC, government officials, and stakeholders. The annexes attached to this plan contain general guidelines for Sunriver governmental entities, organizations, and County officials and departments to carry out responsibilities assigned at the Sunriver EOC or other designated facility where response efforts will be coordinated. 5.3.2 General Staff 5.3.2.1 Operations Chief The Operations Chief position is typically filled by the lead agency managing response activities for a specific type of incident. The Operations section is organized into functional units representing agencies involved in tactical operations. Thus, agencies typically included in the Operations Section are: 1) Fire (emergencies dealing with fire, earthquake with rescue, or hazardous materials); 2) Law Enforcement (incident(s) involving civil disorder/disturbance, significant security/public safety concerns, transportation -related accidents, and/or criminal investigations); 3) Public Health Officials (contamination issues, disease outbreaks, and/or emergency incidents posing threats to human, animal, and environmental health); and 4) Public Works (incidents resulting in major utility disruptions, damage to critical infrastructure, and building collapse). Private entities, companies, and NGOs may also support the Operations section. The Operations Chief is responsible for: ■ Providing organizational support and directing implementation of unit operational plans and field response activities; ■ Developing and coordinating tactical operations to carry out the IAP; ■ Managing and coordinating various liaisons representing community response partners and stakeholders; ■ Directing IAP tactical implementation; and ■ Requesting resources needed to support the IAP. 5.3.2.2 Planning Chief The Planning section is responsible for forecasting future needs and events of the response effort while ensuring implementation of appropriate procedures and processes. This section is typically supported by four primary units: Resources, Situation, Documentation, and Demobilization. The Planning Chief is responsible for: I* 5-6 Sunriver Service District EOP Basic Plan 0 5. Command and Control ■ Collecting, evaluating, and distributing information regarding the incident and providing a status summary; ■ Preparing and disseminating the IAP; ■ Conducting planning meetings and developing alternatives for tactical operations; and ■ Maintaining resource status. 5.3.2.3 Logistics Chief The Logistics section is typically supported by the units responsible for Supply, Food, Communications, Medical, Facilities, and Ground Support. Depending on the incident's type and size, these units can be divided into two branches: Service and Support. The Logistics Chief is responsible for: ■ Providing and managing resources to meet the needs of incident personnel; ■ Managing various coordinators of particular resources, such as transportation -related equipment, EOC staff support services, supplies, facilities, and personnel; ■ Estimating future support and resource requirements; and ■ Assisting with development and preparation of the IAP. 5.3.2.4 Finance/Administration The Finance/Administration section is specific to the incident type and severity of resulting impacts. In some instances, agencies may not require assistance, or only a specific function of the section may be needed that can be staffed by a technical specialist in the Planning section. Potential units assigned to this section include: Compensation/Claims, Procurement, Cost, and Time. The Finance and Administration Chief is responsible for: ■ Monitoring costs related to the incident; ■ Maintaining accounting, procurement, and personnel time records; and ■ Conducting cost analyses. 5.3.3 Unified Command In some incidents, several organizations may share response authority. ICS has the advantage of combining different local, county, regional, state, and Federal agencies into the same organizational system; maximizing coordination of response activities; and avoiding duplication of efforts. A structure called Unified Command (UC) allows the IC position to be shared among several agencies and organizations that maintain jurisdiction. UC members retain their original 5-7 Sunriver Service District EOP Basic Plan 5. Command and Control authority but work to resolve issues in a cooperative fashion to enable a more efficient response and recovery. In a large incident involving multiple jurisdictions and/or regional, state, and Federal response partners, a UC may replace a single organization IC. Each of the four primary ICS sections may be further subdivided, as needed. In smaller situations, where additional persons are not required, the IC will directly manage all aspects of the incident organization. Figure 5-2 is an example of a UC organizational chart for Sunriver. It provides operational flexibility to expand or contract staffing, depending on the incident's nature and size. Figure 5-2 Example of Unified Command for the Sunriver Service District i Joint Public ESF Liaisons Information Officers (resource providers) Local, County, Tribal, Local, County, Tribal, State, Federal State, Federal *Note: In any type of incident, a Section Chief may be assigned a Deputy. In addition, an Intelligence Section would be incorporated into the command structure in response to incidents of national significance or those presumed or confirmed to be terrorist -related. UK • Policy Unified Command Group/Stakeholders Appropriate County Agency Leads Mayor/City Council, City Manager, Appropriate City Agency Leads — — — — — — — — Local/County Agency Appropriate State Agency Leads Executives(s), State Agency ° Directors(s), Primary Federal tyffi;er(s) i i i i Joint Public ESF Liaisons Information Officers (resource providers) Local, County, Tribal, Local, County, Tribal, State, Federal State, Federal *Note: In any type of incident, a Section Chief may be assigned a Deputy. In addition, an Intelligence Section would be incorporated into the command structure in response to incidents of national significance or those presumed or confirmed to be terrorist -related. UK • • • • Plan Development, Maintenance and Implementation 6.1 Plan Review and Maintenance At a minimum, this EOP will be formally reviewed and re -promulgated every five years to comply with State requirements. This review will be coordinated by the Emergency Manager and will include participation by members from each of the organizations assigned as lead agencies in this EOP and its supporting annexes. This review will: ■ Verify contact information; ■ Review the status of resources noted in the plan; and ■ Evaluate the procedures outlined in this plan to ensure their continued viability. In addition, lead agencies will review the annexes and appendices assigned to their respective departments. A more frequent schedule for plan review and revision may be necessary. Recommended changes should be forwarded to: Sunriver Fire Department ATTN: Emergency Manager 57475 Abbot Drive (PO Box 2108) Sunriver, OR 97707 Email: info((a'Jsunriversd.org 6.2 Training Program The Emergency Manager specifically coordinates training for Sunriver personnel and encourages them to participate in trainings hosted by other jurisdictions throughout the region. Current training and operational requirements set forth under NIMS should be adopted and implemented by the SSD. The Emergency Manager maintains records and lists of training received by SSD personnel. Training requirements apply to all first responders and disaster workers, including first-line supervisors, 6-1 Sunriver Service District EOP Basic Plan 6. Plan Development, Maintenance and Implementation 0 middle management, and command and general staff. NIMS identifies these positions as follows: ■ EMS personnel, ■ Firefighters, ■ Law enforcement personnel, ■ Public works/utility personnel, ■ Skilled support personnel, ■ Other emergency management response personnel, and ■ Support/volunteer personnel at all levels. Table 6-1 provides the minimum training requirements for SSD's emergency personnel. Table 6-1 Minimum Training Requirements �Emergency PersonnelTrainingRequired Emergency Managers and Incident ICS -100, -200, -300, -400 Commanders IS -700, -701, -703, -704, -800 Other Command Staff, Section Chiefs, ICS -100, -200,-300 and Deputy Section Chiefs IS -700, -701, -703, -704 (-702 for PIOs) All other EOC personnel and first ICS -100, -200 responders IS -700, -701, -703, -704 All other emergency response ICS -100 personnel, including volunteers IS -700 Independent study courses can be found at http://trainin .fg ema.gov/IS/crslist.asp. 6.3 Exercise Program The SSD will conduct exercises throughout the year to test and evaluate this EOP. Whenever feasible, the SSD will coordinate with neighboring jurisdictions and State and Federal government to participate in joint exercises. These exercises will consist of a variety of tabletop exercises, drills, functional exercises, and full- scale exercises. As appropriate, the SSD will use Homeland Security Exercise and Evaluation Program (HSEEP) procedures and tools to develop, conduct, and evaluate these exercises. Information about the HSEEP program can be found at http: /lhseep. dhs. gov. 6-2 • • unriver Service District EOP Basic Plan 0 6. Plan Development, Maintenance and Implementation n The Emergency Manager will work with other City/County departments and agencies to identify and implement corrective actions and mitigation measures, based on exercises conducted through Emergency Management. 6.4 Event Critique and After Action Reporting In order to document and track lessons learned from exercises, the Emergency Manager will conduct a review, or "hot wash," with exercise participants after each exercise. The Emergency Manager will also coordinate an After Action Report (AAR), which will describe the objectives of the exercise and document the results of the evaluation. Similarly, reviews and AARs will be facilitated after an actual disaster that will document activities of the incident to improve Sunriver's readiness. 6.5 Community Outreach and Preparedness Education Educational tools are used to teach the public about threats, disasters, and what to do when an emergency occurs. The SSD maintains an active community preparedness program and recognizes that citizen preparedness and education are vital components of the community's overall readiness. Information about the SSD's public education programs, hazard and mitigation information, and other emergency management and emergency services can be found on the SSD website at bttp:Hwww.sunriversd.org/. 6-3 Sunriver Service District EOP Basic Plan 6. Plan Development, Maintenance and Implementation 0 THIS PAGE LEFT BLANK INTENTIONALLY 0 • RM • • • Sample Disaster Declaration Forms A-1 0 THIS PAGE LEFT BLANK INTENTIONALLY 9 • Sunriver Service District Et P Basic Plan Appendix A. Declaration of State of Emergency DECLARATION OF STATE OF EMERGENCY To: From: At a/an Deschutes County Emergency Services Sunriver Service District (time) on (date), (description of emergency incident or event type) occurred in the Sunriver Service District threatening life and property. The current situation and conditions are: The geographic boundaries of the emergency are: WE DO HEREBY DECLARE THAT A STATE OF EMERGENCY NOW EXISTS IN THE SUNRIVER SERVICE DISTRICT AND THAT THE CITY HAS EXPENDED OR WILL SHORTLY EXPEND ITS NECESSARY AND AVAILABLE RESOURCES. WE RESPECTFULLY REQUEST THAT THE COUNTY PROVIDE ASSISTANCE, CONSIDER THE CITY AN "EMERGENCY AREA" AS PROVIDED FOR IN ORS 401, AND, AS APPROPRIATE, REQUEST SUPPORT FROM STATE AGENCIES AND/OR THE FEDERAL GOVERNMENT. Signed: Title: Date & Time: This request may be passed to the County via radio, telephone, or FAX. The original signed document must be sent to the County Emergency Management Office, with a copy placed in the final incident package. A-3 Sunriver Service District EOP Basic Plan Appendix A. Declaration of State of Emergency 0 THIS PAGE LEFT BLANK INTENTIONALLY • • A-4 • • Incident Command System Forms In • THIS PAGE LEFT BLANK INTENTIONALLY 0 • Sunrier Service District ECP Basic Plan 0 Appendix B. Incident Command System Forms • • Index of Incident Command System (ICS) Forms The following ICS forms are included in this appendix. ICS Form 201 Incident Briefing ICS Form 202 Incident Objectives ICS Form 203 Organization Assignment List ICS Form 204 Assignment List ICS Form 205 Incident Radio Communications Plan ICS Form 205a Communications List ICS Form 206 Medical Plan ICS Form 207 Incident Organizational Chart ICS Form 208 Safety Message/Plan ICS Form 209 Incident Status Summary ICS Form 210 Resource Status Change ICS Form 211 Incident Check-in List ICS Form 213 General Message ICS Form 214 Activity Lo ICS Form 215 Operational Planning Worksheet ICS Form 215a Incident Action Plan Safety Analysis ICS Form 218 Support Vehicle/Equipment Inventory ICS Form 219 Resource Status Card(T-Card) ICS Form 220 Air Operations ummary ICS Form 221 Demobilization Plan ICS Form 225 Incident Personnel Performance Rating I: Sunriver Service District EOP Basic Plan Appendix B. Incident Command System Forms 0 THIS PAGE LEFT BLANK INTENTIONALLY • • • is • INCIDENT BRIEFING (ICS 201) 11. Incident Name: 12. Incident Number: I 3. Date/Time Initiated: I Date: Time: 4. Map/Sketch (include sketch, showing the total area of operations, the incident site/area, impacted and threatened areas, overflight results, trajectories, impacted shorelines, or other graphics depicting situational status and resource assignment): 5. Situation Summary and Health and Safety Briefing (for briefings or transfer of command): Recognize potential incident Health and Safety Hazards and develop necessary measures (remove hazard, provide personal protective equipment, warn people of the hazard) to protect responders from those hazards. 6. Prepared by: Name: ICS 201, Page 1 Position/Title: Signature: Date/Time: MR INCIDENT BRIEFING (ICS 201) 1. Incident Name: 2. Incident Number: 3. Date/Time Initiated: Date: Time: 7. Current and Planned Objectives: 8. Current and Planned Actions, Strategies, and Tactics: Time: Actions: 6. Prepared by: Name: Position/Title: Signature: ICS 201, Page 2 Date/Time: e is 0 INCIDENT BRIEFING (ICS 201) 11. Incident Name: 12. Incident Number: I 3. Date/Time Initiated: I Date: Time: 9. Current Organization (fill in additional organization as appropriate): Planning Section Chief 6. Prepared by: Name: ICS 201, Page 3 Incident Commander(s) Liaison Officer Safety Officer Public Information Officer Operations Section ChiefI I Finance/Administration I I Logistics Section Chief Section Chief Position/Title: Signature: Date/Time: INCIDENT BRIEFING (ICS 201) 1. Incident Name: 2. Incident Number: 3. Date/Time Initiated: Date: Time: 10. Resource Summary: Resource Resource Identifier Date/Time Ordered ETA v m Q Notes (location/assignment/status) El El El El El El El El 6. Prepared by: Name: Position/Title: Signature: ICS 201, Page 4 Date/Time: C 10 • • ICS 201 Incident Briefing Purpose. The Incident Briefing (ICS 201) provides the Incident Commander (and the Command and General Staffs) with basic information regarding the incident situation and the resources allocated to the incident. In addition to a briefing document, the ICS 201 also serves as an initial action worksheet. It serves as a permanent record of the initial response to the incident. Preparation. The briefing form is prepared by the Incident Commander for presentation to the incoming Incident Commander along with a more detailed oral briefing. Distribution. Ideally, the ICS 201 is duplicated and distributed before the initial briefing of the Command and General Staffs or other responders as appropriate. The "Map/Sketch" and "Current and Planned Actions, Strategies, and Tactics" sections (pages 1-2) of the briefing form are given to the Situation Unit, while the "Current Organization" and "Resource Summary" sections (pages 3-4) are given to the Resources Unit. Notes: • The ICS 201 can serve as part of the initial Incident Action Plan (IAP). • If additional pages are needed for any form page, use a blank ICS 201 and repaginate as needed. ME, Instructions Enter the name assigned to the incident. Block Number Block Title 1 Incident Name 2 Incident Number Enter the number assigned to the incident. 3 Date/Time Initiated Enter date initiated (month/day/year) and time initiated (using the 24- 0 Date, Time hour clock). 4 Map/Sketch (include sketch, Show perimeter and other graphics depicting situational status, showing the total area of resource assignments, incident facilities, and other special information operations, the incident on a map/sketch or with attached maps. Utilize commonly accepted site/area, impacted and ICS map symbology. threatened areas, overflight results, trajectories, impacted If specific geospatial reference points are needed about the incident's shorelines, or other graphics location or area outside the ICS organization at the incident, that depicting situational status and information should be submitted on the Incident Status Summary (ICS resource assignment) 209)• North should be at the top of page unless noted otherwise. 5 Situation Summary and Self-explanatory. Health and Safety Briefing (for briefings or transfer of command): Recognize potential incident Health and Safety Hazards and develop necessary measures (remove hazard, provide personal protective equipment, warn people of the hazard) to protect responders from those hazards. 6 Prepared by Enter the name, ICS position/title, and signature of the person • Name preparing the form. Enter date (month/day/year) and time prepared • Position/Title (24-hour clock). • Signature • Date/Time 7 Current and Planned Enter the objectives used on the incident and note any specific problem Objectives areas. ME, Block Block Number 8 Current and Planned Actions, Enter the current and planned actions, strategies, and tactics and time Strategies, and Tactics they may or did occur to attain the objectives. If additional pages are • Time needed, use a blank sheet or another ICS 201 (Page 2), and adjust • Actions page numbers accordingly. 9 Current Organization (fill in • Enter on the organization chart the names of the individuals additional organization as assigned to each position. appropriate) • Modify the chart as necessary, and add any lines/spaces needed for • Incident Commander(s) Command Staff Assistants, Agency Representatives, and the • Liaison Officer organization of each of the General Staff Sections. • Safety Officer • If Unified Command is being used, split the Incident Commander • Public Information Officer box. • Planning Section Chief • Indicate agency for each of the Incident Commanders listed if • Operations Section Chief Unified Command is being used. • Finance/Administration Section Chief • Logistics Section Chief 10 Resource Summary Enter the following information about the resources allocated to the incident. If additional pages are needed, use a blank sheet or another ICS 201 (Page 4), and adjust page numbers accordingly. • Resource Enter the number and appropriate category, kind, or type of resource ordered. • Resource Identifier Enter the relevant agency designator and/or resource designator (if any). • Date/Time Ordered Enter the date (month/day/year) and time (24-hour clock) the resource was ordered. • ETA Enter the estimated time of arrival (ETA) to the incident (use 24-hour clock). • Arrived Enter an "X" or a checkmark upon arrival to the incident. • Notes (location/ Enter notes such as the assigned location of the resource and/or the assignment/status) actual assignment and status. 1 10 10 • • 11 INCIDENT OBJECTIVES (ICS 202) 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 3. Objective(s): 4. Operational Period Command Emphasis: General Situational Awareness S. Site Safety Plan Required? Yes ❑ No ❑ Approved Site Safety Plan(s) Located at: 6. Incident Action Plan (the items checked below are included in this Incident Action Plan): ❑ ICS 202 ❑ ICS 206 Other Attachments: ❑ ICS 203 ❑ ICS 207 ❑ ❑ ICS 204 ❑ ICS 208 ❑ ❑ ICS 205 ❑ Map/Chart ❑ ❑ ICS 205A ❑ Weather Forecast/Tides/Currents ❑ 7. Prepared by: Name: Position/Title: Signature: 8. Approved by Incident Commander: Name: Signature: ICS 202 1 IAP Page Date/Time: B-11 ICS 202 Incident Objectives Purpose. The Incident Objectives (ICS 202) describes the basic incident strategy, incident objectives, command emphasis/priorities, and safety considerations for use during the next operational period. Preparation. The ICS 202 is completed by the Planning Section following each Command and General Staff meeting conducted to prepare the Incident Action Plan (IAP). In case of a Unified Command, one Incident Commander (IC) may approve the ICS 202. If additional IC signatures are used, attach a blank page. Distribution. The ICS 202 may be reproduced with the IAP and may be part of the IAP and given to all supervisory personnel at the Section, Branch, Division/Group, and Unit levels. All completed original forms must be given to the Documentation Unit. Notes: • The ICS 202 is part of the IAP and can be used as the opening or cover page. • If additional pages are needed, use a blank ICS 202 and repaginate as needed. Block Number Block Title Instructions Enter the name assigned to the incident. If needed, an incident 1 Incident Name number can be added. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour • Date and Time From clock) and end date and time for the operational period to which the • Date and Time To form applies. 3 Objective(s) Enter clear, concise statements of the objectives for managing the response. Ideally, these objectives will be listed in priority order. These objectives are for the incident response for this operational period as well as for the duration of the incident. Include alternative and/or specific tactical objectives as applicable. Objectives should follow the SMART model or a similar approach: Specific — Is the wording precise and unambiguous? Measurable — How will achievements be measured? Action -oriented — Is an action verb used to describe expected accomplishments? Realistic — Is the outcome achievable with given available resources? Time -sensitive — What is the timeframe? 4 Operational Period Command Enter command emphasis for the operational period, which may Emphasis include tactical priorities or a general weather forecast for the operational period. It may be a sequence of events or order of events to address. This is not a narrative on the objectives, but a discussion about where to place emphasis if there are needs to prioritize based on the Incident Commander's or Unified Command's direction. Examples: Be aware of falling debris, secondary explosions, etc. General Situational Awareness General situational awareness may include a weather forecast, incident conditions, and/or a general safety message. If a safety message is included here, it should be reviewed by the Safety Officer to ensure it is in alignment with the Safety Message/Plan (ICS 208). 5 Site Safety Plan Required? Safety Officer should check whether or not a site safety plan is Yes ❑ No ❑ required for this incident. Approved Site Safety Plan(s) Enter the location of the approved Site Safety Plan(s). Located At B-12 0 • • B-13 • Number BlockBlock 6 Incident Action Plan (the items Check appropriate forms and list other relevant documents that are checked below are included in included in the IAP. this Incident Action Plan): ❑ ICS 202 -Incident Objectives F-1 ICS 202 ❑ ICS 203 - Organization Assignment List ❑ ICS 203 E] ICS 204 - Assignment List ❑ ICS 204 ❑ ICS 205 - Incident Radio Communications Plan ❑ ICS 205 F] ICS 205A - Communications List F-1 ICS 205A F-1ICS206 -Medical Plan ❑ ICS 206 E] ICS 207 - Incident Organization Chart ❑ ICS 207 ❑ ICS 208 - Safety Message/Plan ❑ ICS 208 ❑ Map/Chart ❑ Weather Forecast/ Tides/Currents Other Attachments: 7 Prepared by Enter the name, ICS position, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (24-hour • Position/Title clock). • Signature 8 Approved by Incident In the case of a Unified Command, one IC may approve the ICS 202. Commander If additional IC signatures are used, attach a blank page. • Name • Signature • Date/Time B-13 • THIS PAGE LEFT BLANK INTENTIONALLY 0 • WE • • ORGANIZATION ASSIGNMENT LIST (ICS 203) 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 3. Incident Commander(s) and Command Staff: 7. Operations Section: IC/UCS Chief Deputy Deputy Staging Area Safety Officero Public Info. Officer R Branch Director Liaison Officer Deputy 4. Agency/Organization Representatives: Division/Group Agency/Organization Name Division/Group Resources Unit Division/Group Situation Unit Division/Group Documentation Unit Demobilization Unit Division/Group Air Ops Branch Dir. Director Branch Director Supply Unit Deputy 5. Planning Section: Division/Group Chief Division/Group Deputy Division/Group Resources Unit Division/Group Situation Unit Division/Group Documentation Unit Demobilization Unit En�si� e Branch Director Technical Specialists Deputy 9. Prepared by: Name: ICS 203 IAP Page Division/Group Division/Group Division/Group 6. Logistics Section: Division/Group Chief Division/Group Deputy►�rt7p,ara#ions$ranc ,,.,. �,..:�... .. ,..;...., ..,. Air Ops Branch Dir. Director Supply Unit Facilities Unit 8. Finance/Administration Section: Ground Support Unit Chief �. Deputy ... , :.:'' eputy Director Time Unit Communications Unit Procurement Unit Medical Unit Comp/Claims Unit Food Unit Cost Unit 9. Prepared by: Name: ICS 203 IAP Page Position/Title: Signature: Date/Time: R ICS 203 Organization Assignment List Purpose. The Organization Assignment List (ICS 203) provides ICS personnel with information on the units that are currently activated and the names of personnel staffing each position/unit. It is used to complete the Incident Organization Chart (ICS 207) which is posted on the Incident Command Post display. An actual organization will be incident or event -specific. Not all positions need to be filled. Some blocks may contain more than one name. The size of the organization is dependent on the magnitude of the incident, and can be expanded or contracted as necessary. Preparation. The Resources Unit prepares and maintains this list under the direction of the Planning Section Chief. Complete only the blocks for the positions that are being used for the incident. If a trainee is assigned to a position, indicate this with a "T" in parentheses behind the name (e.g., "A. Smith (T)"). Distribution. The ICS 203 is duplicated and attached to the Incident Objectives (ICS 202) and given to all recipients as part of the Incident Action Plan (IAP). All completed original forms must be given to the Documentation Unit. Notes: • The ICS 203 serves as part of the IAP. • If needed, more than one name can be put in each block by inserting a slash. • If additional pages are needed, use a blank ICS 203 and repaginate as needed. • ICS allows for organizational flexibility, so the Intelligence/Investigations Function can be embedded in several different places within the organizational structure. • go Block Number Block Title Instructions 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour clock) • Date and Time From and end date and time for the operational period to which the form • Date and Time To applies. 3 Incident Commander(s) Enter the names of the Incident Commander(s) and Command Staff. and Command Staff Label Assistants to Command Staff as such (for example, "Assistant • IC/UCs Safety Officer"). • Deputy For all individuals, use at least the first initial and last name. • Safety Officer For Unified Command, also include agency names. • Public Information Officer • Liaison Officer 4 Agency/Organization Enter the agency/organization names and the names of their Representatives representatives. For all individuals, use at least the first initial and last • Agency/Organization name. • Name 5 Planning Section Enter the name of the Planning Section Chief, Deputy, and Unit Leaders • Chief after each position title. List Technical Specialists with an indication of • Deputy specialty. • Resources Unit If there is a shift change during the specified operational period, list both • Situation Unit names, separated by a slash. • Documentation Unit For all individuals, use at least the first initial and last name. • Demobilization Unit • Technical Specialists • go • • • B-17 Instructions Block Number Block Title 6 Logistics Section Enter the name of the Logistics Section Chief, Deputy, Branch Directors, • Chief and Unit Leaders after each position title. • Deputy If there is a shift change during the specified operational period, list both Support Branch names, separated by a slash. • Director For all individuals, use at least the first initial and last name. • Supply Unit • Facilities Unit • Ground Support Unit Service Branch • Director • Communications Unit • Medical Unit • Food Unit 7 Operations Section Enter the name of the Operations Section Chief, Deputy, Branch • Chief Director(s), Deputies, and personnel staffing each of the listed positions. • Deputy For Divisions/Groups, enter the Division/Group identifier in the left column • Staging Area and the individual's name in the right column. Branch Branches and Divisions/Groups may be named for functionality or by • Branch Director geography. For Divisions/Groups, indicate Division/Group Supervisor. • Deputy Use an additional page if more than three Branches are activated. • Division/Group If there is a shift change during the specified operational period, list both Air Operations Branch names, separated by a slash. • Air Operations Branch For all individuals, use at least the first initial and last name. Director 8 Finance/Administration Enter the name of the Finance/Administration Section Chief, Deputy, and Section Unit Leaders after each position title. • Chief If there is a shift change during the specified operational period, list both • Deputy names, separated by a slash. • Time Unit For all individuals, use at least the first initial and last name. • Procurement Unit • Compensation/Claims Unit • Cost Unit 9 Prepared by Enter the name, ICS position, and signature of the person preparing the • Name form. Enter date (month/day/year) and time prepared (24-hour clock). • Position/Title • Signature • Date/Time B-17 THIS PAGE LEFT BLANK INTENTIONALLY 0 • • is ASSIGNMENT LIST (ICS 204) 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 3. Branch: Division: Group:. Staging Area: 4. Operations Personnel: Name Contact Number(s) Operations Section Chief: Branch Director: Division/Group Supervisor: 5. Resources Assigned: u, o E o (D at a Contact (e.g., phone, pager, radio frequency, etc.) Reporting Location, Special Equipment and Supplies, Remarks, Notes, Information Resource Identifier Leader 6. Work Assignments: 7. Special Instructions: 8. Communications (radio and/or phone contact numbers needed for this assignment): Name/Function Primary Contact indicate cell pager, or radio (freauencv/system/channel) 9. Prepared by: Name: Position/Title: Signature: ICS 204 1 IAP Page Date/Time: m ICS 204 Assignment List Purpose. The Assignment List(s) (ICS 204) informs Division and Group supervisors of incident assignments. Once the Command and General Staffs agree to the assignments, the assignment information is given to the appropriate Divisions and Groups. Preparation. The ICS 204 is normally prepared by the Resources Unit, using guidance from the Incident Objectives (ICS 202), Operational Planning Worksheet (ICS 215), and the Operations Section Chief. It must be approved by the Incident Commander, but may be reviewed and initialed by the Planning Section Chief and Operations Section Chief as well. Distribution. The ICS 204 is duplicated and attached to the ICS 202 and given to all recipients as part of the Incident Action Plan (IAP). In some cases, assignments may be communicated via radio/telephone/fax. All completed original forms must be given to the Documentation Unit. Notes: • The ICS 204 details assignments at Division and Group levels and is part of the IAP. • Multiple pages/copies can be used if needed. • If additional pages are needed, use a blank ICS 204 and repaginate as needed. Number BlockBlock 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour • Date and Time From clock) and end date and time for the operational period to which the • Date and Time To form applies. 3 Branch This block is for use in a large IAP for reference only. Division Group Write the alphanumeric abbreviation for the Branch, Division, Group, "Branch "Division "Group and Staging Area (e.g., 1," D," 1A") in large Staging Area letters for easy referencing. 4 Operations Personnel Enter the name and contact numbers of the Operations Section Chief, • Name, Contact Number(s) applicable Branch Director(s), and Division/Group Supervisor(s). — Operations Section Chief — Branch Director — Division/Group Supervisor 5 Resources Assigned Enter the following information about the resources assigned to the Division or Group for this period: • Resource Identifier The identifier is a unique way to identify a resource (e.g., ENG -13, IA -SCC -413). If the resource has been ordered but no identification has been received, use TBD (to be determined). • Leader Enter resource leader's name. • # of Persons Enter total number of persons for the resource assigned, including the leader. • Contact (e.g., phone, pager, Enter primary means of contacting the leader or contact person (e.g., radio frequency, etc.) radio, phone, pager, etc.). Be sure to include the area code when listing a phone number. 5 • Reporting Location, Special Provide special notes or directions specific to this resource. If (continued) Equipment and Supplies, required, add notes to indicate: (1) specific location/time whereJtheRemarks, Notes, Information resource should report or be dropped off/picked up; (2) special equipment and supplies that will be used or needed; (3) wheththe resource received briefings; (4) transportation needs; or (5) information. [ME • • • B-21 Block Bloc Num • er 6 Work Assignments Provide a statement of the tactical objectives to be achieved within the operational period by personnel assigned to this Division or Group. 7 Special Instructions Enter a statement noting any safety problems, specific precautions to be exercised, dropoff or pickup points, or other important information. 8 Communications (radio and/or Enter specific communications information (including emergency phone contact numbers needed numbers) for this Branch/Division/Group. for this assignment) • Name/Function If radios are being used, enter function (command, tactical, support, etc.), frequency, system, and channel from the Incident Radio • Primary Contact: indicate Communications Plan (ICS 205). cell, pager, or radio (frequency/system/channel) Phone and pager numbers should include the area code and any satellite phone specifics. In light of potential IAP distribution, use sensitivity when including cell phone number. Add a secondary contact (phone number or radio) if needed. 9 Prepared by Enter the name, ICS position, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (24-hour • Position/Title clock). • Signature • Date/Time B-21 • THIS PAGE LEFT BLANK INTENTIONALLY • ►j • • • ./\ r / O N ci z a J IL U) z 0 a z c0 CG G 0 V 0 O r W G z M N Y f6 E N N N N E c .L d CL C v o moo go `m Q li LL ui a� O Z6E c th 13 F- Q c °' L� X �z U Q Z H N N > VLL6 CD {C O Q z m E t � R � � y in EC y Q � NOF- E O Z CL co' .. o rn a� C Y (6 N y Sr- ` E J a N E a CO w Q z c 0 ui � U � U o E O E '� Z c fl .R U v =- o �� C _ m C. m N a m r N 0 �p V M N ICS 205 Incident Radio Communications Plan Purpose. The Incident Radio Communications Plan (ICS 205) provides information on all radio frequency or trunked radio system talkgroup assignments for each operational period. The plan is a summary of information obtained about available radio frequencies or talkgroups and the assignments of those resources by the Communications Unit Leader for use by incident responders. Information from the Incident Radio Communications Plan on frequency or talkgroup assignments is normally placed on the Assignment List (ICS 204). Preparation. The ICS 205 is prepared by the Communications Unit Leader and given to the Planning Section Chief for inclusion in the Incident Action Plan. Distribution. The ICS 205 is duplicated and attached to the Incident Objectives (ICS 202) and given to all recipients as part of the Incident Action Plan (IAP). All completed original forms must be given to the Documentation Unit. Information from the ICS 205 is placed on Assignment Lists. Notes: • The ICS 205 is used to provide, in one location, information on all radio frequency assignments down to the Division/Group level for each operational period. • The ICS 205 serves as part of the IAP. Number BlockBlock 1 Enter the name assigned to the incident. Incident Name 2 Date/Time Prepared Enter date prepared (month/day/year) and time prepared (using the 24-hour clock). 3 Operational Period Enter the start date (month/day/year) and time (using the 24-hour clock) and • Date and Time From end date and time for the operational period to which the form applies. • Date and Time To 4 Basic Radio Channel Enter the following information about radio channel use: Use Zone Group Channel Number Use at the Communications Unit Leader's discretion. Channel Number (Ch #) may equate to the channel number for incident radios that are programmed or cloned for a specific Communications Plan, or it may be used just as a reference line number on the ICS 205 document. Function Enter the Net function each channel or talkgroup will be used for (Command, Tactical, Ground -to -Air, Air -to -Air, Support, Dispatch). Channel Name/Trunked Enter the nomenclature or commonly used name for the channel or talk Radio System Talkgroup group such as the National Interoperability Channels which follow DHS frequency Field Operations Guide (FOG). Assignment Enter the name of the ICS Branch/Division/Group/Section to which this channel/talkgroup will be assigned. RX (Receive) Frequency Enter the Receive Frequency (RX Freq) as the mobile or portable subscriber (N or W) would be programmed using xxx.xxxx out to four decimal places, followed by an "N" designating narrowband or a "W" designating wideband emissions. The name of the specific trunked radio system with which the talkgroup is associated may be entered across all fields on the ICS 205 normally used for conventional channel programming information. RX Tone/NAC Enter the Receive Continuous Tone Coded Squelch System (CTCSS) subaudible tone (RX Tone) or Network Access Code (RX NAC) for the receive frequency as the mobile or portable subscriber would be programmed. 10 C7 t • B-25 Instructions Enter the Transmit Frequency (TX Freq) as the mobile or portable subscriber Block Number Block Title 4 TX (Transmit) (continued) Frequency (N or W) would be programmed using xxx.xxxx out to four decimal places, followed by an "N" designating narrowband or a "W" designating wideband emissions. TX Tone/NAC Enter the Transmit Continuous Tone Coded Squelch System (CTCSS) subaudible tone (TX Tone) or Network Access Code (TX NAC) for the transmit frequency as the mobile or portable subscriber would be programmed. Mode (A, D, or M) Enter "A" for analog operation, "D" for digital operation, or "M" for mixed mode operation. Remarks Enter miscellaneous information concerning repeater locations, information concerning patched channels or talkgroups using links or gateways, etc. 5 Special Instructions Enter any special instructions (e.g., using cross -band repeaters, secure - voice, encoders, private line (PL) tones, etc.) or other emergency communications needs). If needed, also include any special instructions for handling an incident within an incident. 6 Prepared by Enter the name and signature of the person preparing the form, typically the (Communications Unit Communications Unit Leader. Enter date (month/day/year) and time Leader) prepared (24-hour clock). • Name • Signature • Date/Time B-25 C7 THIS PAGE LEFT BLANK INTENTIONALLY 0 • Me • • • COMMUNICATIONS LIST (ICS ZU 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 3. Basic Local Communications Information: Method(s) of Contact Incident Assigned Position Name (Alphabetized) (phone, pager, cell, etc.) 4. Prepared by: Name: ICS 205A Position/Title: Signature: IAP Page Date/Time: B-27 ICS 205A Communications List Purpose. The Communications List (ICS 205A) records methods of contact for incident personnel. While the Incident Radio Communications Plan (ICS 205) is used to provide information on all radio frequencies down to the Division/Group level, the ICS 205A indicates all methods of contact for personnel assigned to the incident (radio frequencies, phone numbers, pager numbers, etc.), and functions as an incident directory. Preparation. The ICS 205A can be filled out during check-in and is maintained and distributed by Communications Unit personnel. This form should be updated each operational period. Distribution. The ICS 205A is distributed within the ICS organization by the Communications Unit, and posted as necessary. All completed original forms must be given to the Documentation Unit. If this form contains sensitive information such as cell phone numbers, it should be clearly marked in the header that it contains sensitive information and is not for public release. Notes: • The ICS 205A is an optional part of the Incident Action Plan (IAP). • This optional form is used in conjunction with the ICS 205. • If additional pages are needed, use a blank ICS 205A and repaginate as needed. Number BlockBlock 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour • Date and Time From clock) and end date and time for the operational period to which the • Date and Time To form applies. 3 Basic Local Communications Enter the communications methods assigned and used for personnel Information by their assigned ICS position. • Incident Assigned Position Enter the ICS organizational assignment. • Name Enter the name of the assigned person. • Method(s) of Contact (phone, pager, cell, etc.) For each assignment, enter the radio frequency and contact number(s) to include area code, etc. If applicable, include the vehicle license or ID number assigned to the vehicle for the incident (e.g., HAZMAT 1, etc.). 4 Prepared by Enter the name, ICS position, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (24-hour • Position/Title clock). • Signature • Date/Time 11 • • • MEDICAL PLAN (ICS 206) 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 3. Medical Aid Stations: Name Location Contact Number(s)/Frequency Paramedics on Site? ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes ❑ No 4. Transportation (indicate air or ground): Ambulance Service Location Contact Number(s)/Frequency Level of Service ❑ ALS ❑ BLS ❑ ALS ❑ BLS ❑ ALS ❑ BLS ❑ ALS ❑ BLS 5. Hospitals: Hospital Name Address, Latitude & Longitude if Helipad Contact Number(s)/ Frequency Travel Time Trauma Center Burn Center Helipad Air Ground ❑ Yes Level: ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes Level: ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes Level: ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes Level: ❑ Yes ❑ No ❑ Yes ❑ No ❑ Yes Level: ❑ Yes ❑ No ❑ Yes ❑ No 6. Special Medical Emergency Procedures: ❑ Check box if aviation assets are utilized for rescue. If assets are used, coordinate with Air Operations. 7. Prepared by (Medical Unit Leader): Name: Signature: 8. Approved by (Safety Officer): Name: Signature: ICS 206 1 IAP Page Date/Time: I: • ICS 206 Medical Plan Purpose. The Medical Plan (ICS 206) provides information on incident medical aid stations, transportation services, hospitals, and medical emergency procedures. Preparation. The ICS 206 is prepared by the Medical Unit Leader and reviewed by the Safety Officer to ensure ICS coordination. If aviation assets are utilized for rescue, coordinate with Air Operations. Distribution. The ICS 206 is duplicated and attached to the Incident Objectives (ICS 202) and given to all recipients as part of the Incident Action Plan (IAP). Information from the plan pertaining to incident medical aid stations and medical emergency procedures may be noted on the Assignment List (ICS 204). All completed original forms must be given to the Documentation Unit. Notes: • The ICS 206 serves as part of the IAP. • This form can include multiple pages. Block Number Block Title Instructions Enter the name assigned to the incident. 1 Incident Name 2 Operational Period • Date and Time From • Date and Time To Enter the start date (month/day/year) and time (using the 24-hour clock) and end date and time for the operational period to which the form applies. 3 Medical Aid Stations Enter the following information on the incident medical aid station(s): • Name Enter name of the medical aid station. • Location Enter the location of the medical aid station (e.g., Staging Area, Camp Ground). • Contact Number(s)/Frequency Enter the contact number(s) and frequency for the medical aid station(s). • Paramedics on Site? [-]Yes ❑ No Indicate (yes or no) if paramedics are at the site indicated. 4 Transportation (indicate air or ground) Enter the following information for ambulance services available to the incident: • Ambulance Service Enter name of ambulance service. • Location Enter the location of the ambulance service. • Contact Number(s)/Frequency Enter the contact number(s) and frequency for the ambulance service. • Level of Service [:]ALS ❑ BLS Indicate the level of service available for each ambulance, either ALS (Advanced Life Support) or BLS (Basic Life Support). E 0 • • B-31 Number BlockBlock 5 Hospitals Enter the following information for hospital(s) that could serve this incident: • Hospital Name Enter hospital name and identify any predesignated medivac aircraft by name a frequency. • Address, Latitude & Enter the physical address of the hospital and the latitude and longitude Longitude if Helipad if the hospital has a helipad. • Contact Number(s)/ Enter the contact number(s) and/or communications frequency(s) for Frequency the hospital. • Travel Time Enter the travel time by air and ground from the incident to the hospital. • Air • Ground • Trauma Center Indicate yes and the trauma level if the hospital has a trauma center. ❑ Yes Level • Burn Center Indicate (yes or no) if the hospital has a burn center. ❑ Yes ❑ No • Helipad Indicate (yes or no) if the hospital has a helipad. ❑ Yes ❑ No Latitude and Longitude data format need to compliment Medical Evacuation Helicopters and Medical Air Resources 6 Special Medical Emergency Note any special emergency instructions for use by incident personnel, Procedures including (1) who should be contacted, (2) how should they be contacted; and (3) who manages an incident within an incident due to a rescue, accident, etc. Include procedures for how to report medical emergencies. ❑ Check box if aviation assets Self explanatory. Incident assigned aviation assets should be included are utilized for rescue. If in ICS 220. assets are used, coordinate with Air Operations. 7 Prepared by (Medical Unit Enter the name and signature of the person preparing the form, typically Leader) the Medical Unit Leader. Enter date (month/day/year) and time • Name prepared (24-hour clock). • Signature 8 Approved by (Safety Officer) Enter the name of the person who approved the plan, typically the • Name Safety Officer. Enter date (month/day/year) and time reviewed (24-hour • Signature clock). • Date/Time B-31 • THIS PAGE LEFT BLANK INTENTIONALLY • B-32 • • • M M ICS 207 Incident Organization Chart Purpose. The Incident Organization Chart (ICS 207) provides a visual wall chart depicting the ICS organization position assignments for the incident. The ICS 207 is used to indicate what ICS organizational elements are currently activated and the names of personnel staffing each element. An actual organization will be event -specific. The size of the organization is dependent on the specifics and magnitude of the incident and is scalable and flexible. Personnel responsible for managing organizational positions are listed in each box as appropriate. Preparation. The ICS 207 is prepared by the Resources Unit Leader and reviewed by the Incident Commander. Complete only the blocks where positions have been activated, and add additional blocks as needed, especially for Agency Representatives and all Operations Section organizational elements. For detailed information about positions, consult the NIMS ICS Field Operations Guide. The ICS 207 is intended to be used as a wall -size chart and printed on a plotter for better visibility. A chart is completed for each operational period, and updated when organizational changes occur. Distribution. The ICS 207 is intended to be wall mounted at Incident Command Posts and other incident locations as needed, and is not intended to be part of the Incident Action Plan (IAP). All completed original forms must be given to the Documentation Unit. Notes: • The ICS 207 is intended to be wall mounted (printed on a plotter). Document size can be modified based on individual needs. • Also available as 8% x 14 (legal size) chart. • ICS allows for organizational flexibility, so the Intelligence/Investigative Function can be embedded in several different places within the organizational structure. • Use additional pages if more than three branches are activated. Additional pages can be added based on individual need (such as to distinguish more Division/GroUDs and Branches as thev are activated). Block lock Title Instructions Number 1 Incident Name Print the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the • Date and Time From 24-hour clock) and end date and time for the operational • Date and Time To period to which the form applies. 3 Organization Chart • Complete the incident organization chart. • For all individuals, use at least the first initial and last name. • List agency where it is appropriate, such as for Unified Commanders. • If there is a shift change during the specified operational period, list both names, separated by a slash. 4 Prepared by Enter the name, ICS position, and signature of the person • Name preparing the form. Enter date (month/day/year) and time • Position/Title prepared (24-hour clock). • Signature • Date/Time , 10 • • • • SAFETY MESSAGE/PLAN (ICS 208) 1. Incident Name: I 2. Operational Period: Date From: Date To: I Time From: Time To: 3. Safety Message/Expanded Safety Message, Safety Plan, Site Safety Plan: 14. Site Safety Plan Required? Yes ❑ No ❑ Approved Site Safety Plan(s) Located At: 5. Prepared by: Name: ICS 208 1 IAP Position/Title: Signature: Date/Time: B-35 ICS 208 Safety Message/Plan Purpose. The Safety Message/Plan (ICS 208) expands on the Safety Message and Site Safety Plan. Preparation. The ICS 208 is an optional form that may be included and completed by the Safety Officer for the Incident Action Plan (IAP). Distribution. The ICS 208, if developed, will be reproduced with the IAP and given to all recipients as part of the IAP. All completed original forms must be given to the Documentation Unit. Notes: • The ICS 208 may serve (optionally) as part of the IAP. • Use additional copies for continuation sheets as needed, and indicate pagination as used. Block Number Block Title Instructions Enter the name assigned to the incident. 1 Incident Name Operational Period Enter the start date (month/day/year) and time (using the 24-hour 2 • Date and Time From clock) and end date and time for the operational period to which the • Date and Time To form applies. Safety Message/Expanded Enter clear, concise statements for safety message(s), priorities, and Safety Message, Safety Plan, key command emphasis/decisions/directions. Enter information such 3 Site Safety Plan as known safety hazards and specific precautions to be observed during this operational period. If needed, additional safety message(s) should be referenced and attached. 4 Site Safety Plan Required? Check whether or not a site safety plan is required for this incident. Yes ❑ No ❑ Approved Site Safety Plan(s) Enter where the approved Site Safety Plan(s) is located. Located At Prepared by Enter the name, ICS position, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (24-hour 5 Position/Title clock). • Signature • Date/Time IV= 10 • • • INCIDENT STATUS SUMMARY (ICS 209) *1. Incident Name: 2. Incident Number: *3. Report Version (check *4. Incident Commander(s) & 5. Incident *6. Incident Start Daterrime: one box on left): Agency or Organization: Management Date: ❑ Initial Rpt # Agency Sent To: Organization: ❑ Update (if used): Latitude (indicate format): Other Minor Structures Time: ❑ Final 26. UTM Coordinates: 27. Note any electronic geospatial data included or attached (indicate data format, content, and collection time information and Time Zone: 7. Current Incident Size 8. Percent (%) *9. Incident 10. Incident *11. For Time Period: or Area Involved (use unit Contained Definition: Complexity label — e.g., "sq mi," "city Level: From Date/Time: block"): Completed To Date/Time: Approval & Routing Information *12. Prepared By: *13. DaterTime Submitted: Print Name: ICS Position: 19. Unit or Other: *20. Incident Jurisdiction: Time Zone: Date/Time Prepared: D. # Destroyed *14. Approved By: *15. Primary Location, Organization, or Print Name: ICS Position: Agency Sent To: Signature: Incident Location Information *16. State: *17. County/Parish/Borough: *18. City: 19. Unit or Other: *20. Incident Jurisdiction: 21. Incident Location Ownership C. # Damaged D. # Destroyed (if different than jurisdiction): 22. Longitude (indicate format): 23. US National Grid Reference: 24. Legal Description (township, section, F. Nonresidential Commercial Property range): Latitude (indicate format): Other Minor Structures *25. Short Location or Area Description (list all affected areas or a reference point): 26. UTM Coordinates: 27. Note any electronic geospatial data included or attached (indicate data format, content, and collection time information and labels): Incident Summary *28. Significant Events for the Time Period Reported (summarize significant progress made, evacuations, incident growth, etc.): 29. Primary Materials or Hazards Involved (hazardous chemicals, fuel types, infectious agents, radiation, etc.): 30. Damage Assessment Information (summarize damage and/or restriction of use or availability to residential or commercial property, natural resources, critical infrastructure and key resources, etc.): A. Structural Summary B. # Threatened (72 hrs) C. # Damaged D. # Destroyed E. Single Residences F. Nonresidential Commercial Property Other Minor Structures Other ICS 209, Page 1 of _ * Required when applicable. B-37 INCIDENT STATUS SUMMARY (ICS 209) *1. Incident Name: 1 2. Incident Number: Additional Incident Decision Support Information A. # This A. # This Reporting B. Total # Reporting B. Total # *31. Public Status Summary: Period to Date *32. Responder Status Summary: Period to Date C. Indicate Number of Civilians Public Below:------- --------- -- ------------------------ C. Indicate Number of Res onders Below: ---------------------- ---------------------- -D.--Fatalities ----------------------------------------- - D. Fatalities --------------------------------------------- E_ With_InLuries/Illness -------------------- -------------------------- ---------------------- E. With Injuries/Illness ----------------------------------- ---------------------- F: Trapped/In Need of Rescue____________ ___________ ___________ _F. Trapped/In Need_of Rescue - ------------- ---------------------- G._Missinp fnote if estimated)_____________ ---------------------- - G_Missing_________________________________ ---------- ----------- H. Evacuated fnote if estimated) ----------------------------------------- ----------------------- H._Sheltering in Place - ---------------------- ----------- ----------- I. Sheltering in Place (note if estimated) ------------ ------------ --- I. Have Received Immunizations --------------------------------------------------------- ----------- J. In Temporary Shelters (note if est.) ----- - ---------- ---- ----------------------- J_ Require Immunizations - - ------ ---------------------- ----------- ----------- K. Have Received Mass Immunizations -------------------------------------------- ----------------------- K. In Quarantine --------------------------------------------- ---------------------- L_ Require Immunizations - (note- if est) ------------------- --- ------------------------ --------------------------------------------------------- ----------- M. In Quarantine N. Total # Civilians Public Affected: I I N. Total # Responders Affected: 33. Life, Safety, and Health Status/Threat Remarks: *34. Life, Safety, and Health Threat Management: A. Check if Active A. No Likely Threat - 0 B. Potential Future Threat ❑ --------------------------------------------- C.- Mass Notifications in Progress _________ ----------------------- __________ E]--------- D. Mass Notifications Completed ---------- -------- ---- --------------- El--- ------------------------ E._No -EvacuationSs) Iinent ---------- - --mm--------------------- El- ----------------------- F. Planning for Evacuation ________________El---------------------- G_Planning_for Shelter_in_Place___________ H. Evacuation(s)_in gress______________ ---------------- Pro __________ 1-1 ---------- __________ ❑ ______ ---- - 35. Weather Concerns (synopsis of current and predicted weather; discuss related factors that may cause concern): I. Shelter -in -Place in Progress____________ El_J_ Repopulation_ in Progress_______________ 1i---------------------- K. Mass Immunization in Progress E] ---------------------- L. Mass Immunization Complete _________ --------------------------- El- ---------------------- _M_ Quarantine in Progress ❑ N. Area Restriction in Effect ❑ El --------------------------------------------- E] ---------- --------- --------------------------------------------- ----------------------- 36. Projected Incident Activity, Potential, Movement, Escalation, or Spread and influencing factors during the next operational period and in 12-, 24-, 48-, and 72 -hour timeframes: 12 hours: 24 hours: 48 hours: 72 hours: Anticipated after 72 hours: 37. Strategic Objectives (define planned end -state for incident): ICS 209, Page 2 of _ -Required when applicable. • • • INCIDENT STATUS SUMMARY (ICS 1 "1. Incident Name: 1 2. Incident Number: Additional Incident Decision Support Information (continued) 38. Current Incident Threat Summary and Risk Information in 12-, 24-, 48-, and 72 -hour timeframes and beyond. Summarize primary incident threats to life, property, communities and community stability, residences, health care facilities, other critical infrastructure and key resources, commercial facilities, natural and environmental resources, cultural resources, and continuity of operations and/or business. Identify corresponding incident -related potential economic or cascading impacts. 12 hours: 24 hours: 48 hours: 72 hours: Anticipated after 72 hours: 39. Critical Resource Needs in 12-, 24-, 48-, and 72 -hour timeframes and beyond to meet critical incident objectives. List resource category, kind, and/or type, and amount needed, in priority order: 12 hours: 24 hours: 48 hours: 72 hours: Anticipated after 72 hours: 40. Strategic Discussion: Explain the relation of overall strategy, constraints, and current available information to: 1) critical resource needs identified above, 2) the Incident Action Plan and management objectives and targets, 3) anticipated results. Explain major problems and concerns such as operational challenges, incident management problems, and social, political, economic, or environmental concerns or impacts. 41. Planned Actions for Next Operational Period: 42. Projected Final Incident Size/Area (use unit label — e.g., "sq mi"): 43. Anticipated Incident Management Completion Date: 44. Projected Significant Resource Demobilization Start Date: 45. Estimated Incident Costs to Date: 46. Projected Final Incident Cost Estimate: 47. Remarks (or continuation of any blocks above — list block number in notation): ICS 209, Page 3 of _ I ' Required when applicable. INCIDENT STATUS SUMMARY (ICS 209 1. Incident Name: Incident Resource Commitment Summary 2. Incident Number: 48. Agency or Organization: 49. Resources (summarize resources by category, kind, and/or type; show # of resources on top % of box, show # of personnel associated with resource on bottom 51. Total Personnel thoseassociatedwith resourcesor engines — i and individual overhead): IIIx): IAnlV11111(includes ��■u��Y■fit■■n,■� moi,■��,■■S,�R,S,■� �S,N■■■f�0�ss„■■� �SS�,■■SNS■Y„■■� 52. Total Resources 53. Additional Cooperating and Assisting Organizations Not Listed Above: ICS 209, Page — of Required when applicable. M 10 0 ICS 209 Incident Status Summary Purpose. The ICS 209 is used for reporting information on significant incidents. It is not intended for every incident, as most incidents are of short duration and do not require scarce resources, significant mutual aid, or additional support and attention. The ICS 209 contains basic information elements needed to support decisionmaking at all levels above the incident to support the incident. Decisionmakers may include the agency having jurisdiction, but also all multiagency coordination system (MACS) elements and parties, such as cooperating and assisting agencies/organizations, dispatch centers, emergency operations centers, administrators, elected officials, and local, tribal, county, State, and Federal agencies. Once ICS 209 information has been submitted from the incident, decisionmakers and others at all incident support and coordination points may transmit and share the information (based on its sensitivity and appropriateness) for access and use at local, regional, State, and national levels as it is needed to facilitate support. Accurate and timely completion of the ICS 209 is necessary to identify appropriate resource needs, determine allocation of limited resources when multiple incidents occur, and secure additional capability when there are limited resources due to constraints of time, distance, or other factors. The information included on the ICS 209 influences the priority of the incident, and thus its share of available resources and incident support. The ICS 209 is designed to provide a "snapshot in time" to effectively move incident decision support information where it is needed. It should contain the most accurate and up-to-date information available at the time it is prepared. However, readers of the ICS 209 may have access to more up-to-date or real-time information in reference to certain information elements on the ICS 209. Coordination among communications and information management elements within ICS and among MACS should delineate authoritative sources for more up-to-date and/or real-time information when ICS 209 information becomes outdated in a quickly evolving incident. Reporting Requirements. The ICS 209 is intended to be used when an incident reaches a certain threshold where it becomes significant enough to merit special attention, require additional resource support needs, or cause media attention, increased public safety threat, etc. Agencies or organizations may set reporting requirements and, therefore, ICS 209s should be completed according to each jurisdiction or discipline's policies, mobilization guide, or preparedness plans. It is recommended that consistent ICS 209 reporting parameters be adopted and used by jurisdictions or disciplines for consistency over time, documentation, efficiency, trend monitoring, incident tracking, etc. For example, an agency or MAC (Multiagency Coordination) Group may require the submission of an initial ICS 209 when a new incident has reached a certain predesignated level of significance, such as when a given number of resources are committed to the incident, when a new incident is not completed within a certain timeframe, or when impacts/threats to life and safety reach a given level. Typically, ICS 209 forms are completed either once daily or for each operational period — in addition to the initial submission. Jurisdictional or organizational guidance may indicate frequency of ICS 209 submission for particular definitions of incidents or for all incidents. This specific guidance may help determine submission timelines when operational periods are extremely short (e.g., 2 hours) and it is not necessary to submit new ICS 209 forms for all operational periods. Any plans or guidelines should also indicate parameters for when it is appropriate to stop submitting ICS 209s for an incident, based upon incident activity and support levels. Preparation. When an Incident Management Organization (such as an Incident Management Team) is in place, the Situation Unit Leader or Planning Section Chief prepares the ICS 209 at the incident. On other incidents, the ICS 209 may be completed by a dispatcher in the local communications center, or by another staff person or manager. This form should be completed at the incident or at the closest level to the incident. The ICS 209 should be completed with the best possible, currently available, and verifiable information at the time it is completed and signed. This form is designed to serve incidents impacting specific geographic areas that can easily be defined. It also has the flexibility for use on ubiquitous events, or those events that cover extremely large areas and that may involve many Jurisdictions and ICS organizations. For these incidents, it will be useful to clarify on the form exactly which portion of the larger incident the ICS 209 is meant to address. For example, a particular ICS 209 submitted during a statewide outbreak of mumps may be relevant only to mumps -related activities in Story County, Iowa. This can be indicated in both the incident name, Block 1, and in the Incident Location Information section in Blocks 16-26. While most of the "Incident Location Information" in Blocks 16-26 is optional, the more information that can be submitted, the better. Submission of multiple location indicators increases accuracy, improves interoperability, and increases information sharing between disparate systems. Preparers should be certain to follow accepted protocols or standards when entering location information, and clearly label all location information. As with other ICS 209 data, geospatial information may be widely shared and utilized, so accuracy is essential. If electronic data is submitted with the ICS 209, do not attach or send extremely large data files. Incident geospatial data that is distributed with the ICS 209 should be in simple incident geospatial basics, such as the incident perimeter, point of origin, etc. Data file sizes should be small enough to be easily transmitted through dial-up connections or other limited communications capabilities when ICS 209 information is transmitted electronically. Any attached data should be clearly labeled as to format content and collection time, and should follow existing naming conventions and standards. Distribution. ICS 209 information is meant to be completed at the level as close to the incident as possible, preferably at the incident. Once the ICS 209 has been submitted outside the incident to a dispatch center or MACS element, it may subsequently be transmitted to various incident supports and coordination entities based on the support needs and the decisions made within the MACS in which the incident occurs. Coordination with public information system elements and investigative/intelligence information organizations at the incident and within MACS is essential to protect information security and to ensure optimal information sharing and coordination. There may be times in which particular ICS 209s contain sensitive information that should not be released to the public (such as information regarding active investigations, fatalities, etc.). When this occurs, the ICS 209 (or relevant sections of it) should be labeled appropriately, and care should be taken in distributing the information within MACS. All completed and signed original ICS 209 forms MUST be given to the incident's Documentation Unit and/or maintained as part of the official incident record. Notes: • To promote flexibility, only a limited number of ICS 209 blocks are typically required, and most of those are required only when applicable. • Most fields are optional, to allow responders to use the form as best fits their needs and protocols for information collection. • For the purposes of the ICS 209, responders are those personnel who are assigned to an incident or who are a part of the response community as defined by NIMS. This may include critical infrastructure owners and operators, nongovernmental and nonprofit organizational personnel, and contract employees (such as caterers), depending on local/jurisdictional/discipline practices. • For additional flexibility only pages 1-3 are numbered, for two reasons: o Possible submission of additional pages for the Remarks Section (Block 47), and o Possible submission of additional copies of the fourth/last page (the "Incident Resource Commitment Summary") to provide a more detailed resource summary. *1 1 Incident Name I REQUIRED BLOCK. • Enter the full name assigned to the incident. • Check spelling of the full incident name. • For an incident that is a Complex, use the word "Complex" at the end of the incident name. • If the name changes, explain comments in Remarks, Block 47. • Do not use the same incident name for different incidents in the same calendar year. L B-42 • • Block Number Blockf 2 Incident Number • Enter the appropriate number based on current guidance. The incident number may vary by jurisdiction and discipline. • Examples include: o A computer-aided dispatch (CAD) number. o An accounting number. o A county number. o A disaster declaration number. o A combination of the State, unit/agency ID, and a dispatch system number. o A mission number. o Any other unique number assigned to the incident and derived by means other than those above. • Make sure the number entered is correct. • Do not use the same incident number for two different incidents in the same calendar year. • Incident numbers associated with host jurisdictions or agencies and incident numbers assigned by agencies represented in Unified Command should be listed, or indicated in Remarks, Block 47. *3 Report Version (check REQUIRED BLOCK. one box on left) • This indicates the current version of the ICS 209 form being submitted. • If only one ICS 209 will be submitted, check BOTH "Initial' and "Final' (or check only "Final'). ❑ Initial Check "Initial' if this is the first ICS 209 for this incident. ❑ Update Check "Update" if this is a subsequent report for the same incident. These can be submitted at various time intervals (see "Reporting Requirements" above). ❑ Final • Check "Final' if this is the last ICS 209 to be submitted for this incident (usually when the incident requires only minor support that can be supplied by the organization having jurisdiction). • Incidents may also be marked as "Final' if they become part of a new Complex (when this occurs, it can be indicated in Remarks, Block 47). Report # (if used) Use this optional field if your agency or organization requires the tracking of ICS 209 report numbers. Agencies may also track the ICS 209 by the date/time submitted. *4 Incident Commander(s) REQUIRED BLOCK. & Agency or • Enter both the first and last name of the Incident Commander. Organization • If the incident is under a Unified Command, list all Incident Commanders by first initial and last name separated by a comma, including their organization. For example: L. Burnett — Minneapolis FD, R. Domanski — Minneapolis PD, C. Taylor — St. Paul PD, Y. Martin — St. Paul FD, S. McIntyre — U.S. Army Corps, J. Hartl — NTSB 5 Incident Management Indicate the incident management organization for the incident, which may Organization be a Type 1, 2, or 3 Incident Management Team (IMT), a Unified Command, a Unified Command with an IMT, etc. This block should not be completed unless a recognized incident management organization is assigned to the incident. • M. Block Number Block Title Instruct I ions *6 Incident Start Date/Time REQUIRED. This is always the start date and time of the incident (not the report date and time or operational period). Date Enter the start date (month/day/year). Time Enter the start time (using the 24-hour clock). Time Zone Enter the time zone of the incident (e.g., EDT, PST). 7 Current Incident Size or • Enter the appropriate incident descriptive size or area involved (acres, Area Involved (use unit number of buildings, square miles, hectares, square kilometers, etc.). label — e.g., "sq mi," "city • Enter the total area involved for incident Complexes in this block, and list block") each sub -incident and size in Remarks (Block 47). • Indicate that the size is an estimate, if a more specific figure is not available. • Incident size may be a population figure rather than a geographic figure, depending on the incident definition and objectives. • If the incident involves more than one jurisdiction or mixed ownership, agencies/organizations may require listing a size breakdown by organization, or including this information in Remarks (Block 47). • The incident may be one part of a much larger event (refer to introductory instructions under "Preparation). Incident size/area depends on the area actively managed within the incident objectives and incident operations, and may also be defined by a delegation of authority or letter of expectation outlining management bounds. 8 Percent (%) Contained • Enter the percent that this incident is completed or contained (e.g., 50%), or Completed (circle one) with a % label. • For example, a spill may be 65% contained, or flood response objectives may be 50% met. *9 Incident Definition REQUIRED BLOCK. Enter a general definition of the incident in this block. This may be a general incident category or kind description, such as "tornado," "wildfire," "bridge collapse," "civil unrest," "parade," "vehicle fire," "mass casualty," etc. 10 Incident Complexity Identify the incident complexity level as determined by Unified/Incident Level Commanders, if available or used. *11 For Time Period REQUIRED BLOCK. • Enter the time interval for which the form applies. This period should include all of the time since the last ICS 209 was submitted, or if it is the initial ICS 209, it should cover the time lapsed since the incident started. • The time period may include one or more operational periods, based on agency/organizational reporting requirements. From Date/Time • Enter the start date (month/day/year). • Enter the start time (using the 24-hour clock). To Date/Time • Enter the end date (month/day/year). • Enter the end time (using the 24-hour clock). • M. • • Block Block Title Instructions Number APPROVAL &ROUTING INFORMATION *12 Prepared By REQUIRED BLOCK. When an incident management organization is in place, this would be the Situation Unit Leader or Planning Section Chief at the incident. On other incidents, it could be a dispatcher in the local emergency communications center, or another staff person or manager. Print Name Print the name of the person preparing the form. ICS Position The ICS title of the person preparing the form (e.g., "Situation Unit Leader"). Date/Time Prepared Enter the date (month/day/year) and time (using the 24-hour clock) the form was prepared. Enter the time zone if appropriate. *13 Date/Time Submitted REQUIRED. Enter the submission date (month/day/year) and time (using the 24-hour clock). Time Zone Enter the time zone from which the ICS 209 was submitted (e.g., EDT, PST). *14 Approved By REQUIRED. When an incident management organization is in place, this would be the Planning Section Chief or Incident Commander at the incident. On other incidents, it could be the jurisdiction's dispatch center manager, organizational administrator, or other manager. Print Name Print the name of the person approving the form. ICS Position The position of the person signing the ICS 209 should be entered (e.g., "Incident Commander"). Signature Signature of the person approving the ICS 209, typically the Incident Commander. The original signed ICS 209 should be maintained with other incident documents. *15 Primary Location, REQUIRED BLOCK. Organization, or Agency Enter the appropriate primary location or office the ICS 209 was sent to Sent To apart from the incident. This most likely is the entity or office that ordered the incident management organization that is managing the incident. This may be a dispatch center or a MACS element such as an emergency operations center. If a dispatch center or other emergency center prepared the ICS 209 for the incident, indicate where it was submitted initially. INCIDENT LOCATION INFORMATION • Much of the "Incident Location Information" in Blocks 16-26 is optional, but completing as many fields as possible increases accuracy, and improves interoperability and information sharing between disparate systems. • As with all ICS 209 information, accuracy is essential because the information may be widely distributed and used in a variety of systems. Location and/or geospatial data may be used for maps, reports, and analysis by multiple parties outside the incident. • Be certain to follow accepted protocols, conventions, or standards where appropriate when submitting location information, and clearly label all location information. • Incident location information is usually based on the point of origin of the incident, and the majority of the area where the incident jurisdiction is. *16 State REQUIRED BLOCK WHEN APPLICABLE. • Enter the State where the incident originated. • If other States or jurisdictions are involved, enter them in Block 25 or Block 44. *17 County / Parish / REQUIRED BLOCK WHEN APPLICABLE. Borough • Enter the county, parish, or borough where the incident originated. • If other counties or jurisdictions are involved, enter them in Block 25 or Block 47. B-45 Block Block Title instructions Number *18 City REQUIRED BLOCK WHEN APPLICABLE. • Enter the city where the incident originated. • If other cities or jurisdictions are involved, enter them in Block 25 or Block 47. 19 Unit or Other Enter the unit, sub -unit, unit identification (ID) number or code (if used), or other information about where the incident originated. This may be a local identifier that indicates primary incident jurisdiction or responsibility (e.g., police, fire, public works, etc.) or another type of organization. Enter specifics in Block 25. *20 Incident Jurisdiction REQUIRED BLOCK WHEN APPLICABLE. Enter the jurisdiction where the incident originated (the entry may be general, such as Federal, city, or State, or may specifically identify agency names such as Warren County, U.S. Coast Guard, Panama City, NYPD). 21 Incident Location • When relevant, indicate the ownership of the area where the incident Ownership (if different originated, especially if it is different than the agency having jurisdiction. than jurisdiction) • This may include situations where jurisdictions contract for emergency services, or where it is relevant to include ownership by private entities, such as a large industrial site. 22 22. Longitude (indicate • Enter the longitude and latitude where the incident originated, if available format): and.normally used by the authority having jurisdiction for the incident. • Clearly label the data, as longitude and latitude can be derived from Latitude (indicate various sources. For example, if degrees, minutes, and seconds are format): used, label as "33 degrees, 45 minutes, 01 seconds." 23 US National Grid • Enter the US National Grid (USNG) reference where the incident Reference originated, if available and commonly used by the agencies/jurisdictions with primary responsibility for the incident. • Clearly label the data. 24 Legal Description • Enter the legal description where the incident originated, if available and (township, section, range) commonly used by the agencies/jurisdictions with primary responsibility for the incident. • Clearly label the data (e.g., N 1/2 SE 1/4, SW 1/4, S24, T32N, R18E). *25 Short Location or Area REQUIRED BLOCK. Description (list all • List all affected areas as described in instructions for Blocks 16-24 affected areas or a above, OR summarize a general location, OR list a reference point for reference point) the incident (e.g., "the southern third of Florida," "in ocean 20 miles west of Catalina Island, CA," or "within a 5 mile radius of Walden, CO"). • This information is important for readers unfamiliar with the area (or with other location identification systems) to be able to quickly identify the general location of the incident on a map. • Other location information may also be listed here if needed or relevant for incident support (e.g., base meridian). 26 UTM Coordinates Indicate Universal Transverse Mercator reference coordinates if used by the discipline or jurisdiction. • I: I M• • Block Title Number InstructionsBlock 27 Note any electronic • Indicate whether and how geospatial data is included or attached. geospatial data included • Utilize common and open geospatial data standards. or attached (indicate data • WARNING: Do not attach or send extremely large data files with the ICS format, content, and 209. Incident geospatial data that is distributed with the ICS 209 should collection time information be simple incident geospatial basics, such as the incident perimeter, and labels) origin, etc. Data file sizes should be small enough to be easily transmitted through dial-up connections or other limited communications capabilities when ICS 209 information is transmitted electronically. • NOTE: Clearly indicate data content. For example, data may be about an incident perimeter (such as a shape file), the incident origin (a point), a point and radius (such as an evacuation zone), or a line or lines (such as a pipeline). • NOTE: Indicate the data format (e.g., .shp, Aml, .kmz, or .gml file) and any relevant information about projection, etc. • NOTE: Include a hyperlink or other access information if incident map data is posted online or on an FTP (file transfer protocol) site to facilitate downloading and minimize information requests. • NOTE: Include a point of contact for geospatial incident information, if included in the ICS 209 or available and supporting the incident. INCIDENT SUMMARY *28 Significant Events for REQUIRED BLOCK. the Time Period Describe significant events that occurred during the period being Reported (summarize reported in Block 6. Examples include: significant progress made, o Road closures. evacuations, incident o Evacuations. growth, etc.) o Progress made and accomplishments. o Incident command transitions. o Repopulation of formerly evacuated areas and specifics. o Containment. • Refer to other blocks in the ICS 209 when relevant for additional information (e.g., "Details on evacuations may be found in Block 33"), or in Remarks, Block 47. • Be specific and detailed in reference to events. For example, references to road closures should include road number and duration of closure (or include further detail in Block 33). Use specific metrics if needed, such as the number of people or animals evacuated, or the amount of a material spilled and/or recovered. • This block may be used for a single -paragraph synopsis of overall incident status. 29 Primary Materials or • When relevant, enter the appropriate primary materials, fuels, or other Hazards Involved hazards involved in the incident that are leaking, burning, infecting, or (hazardous chemicals, otherwise influencing the incident. fuel types, infectious • Examples include hazardous chemicals, wildland fuel models, agents, radiation, etc.) biohazards, explosive materials, oil, gas, structural collapse, avalanche activity, criminal activity, etc. Other Enter any miscellaneous issues which impacted Critical Infrastructure and Key Resources. • • Instructions Block Number Block Title • Include a short summary of damage or use/access restrictions/ Damage Assessment Information (summarize limitations caused by the incident for the reporting period, and damage and/or restriction cumulatively. of use or availability to • Include if needed any information on the facility status, such as residential or commercial operational status, if it is evacuated, etc. when needed. property, natural • Include any critical infrastructure or key resources damaged/destroyed/ resources, critical impacted by the incident, the kind of infrastructure, and the extent of infrastructure and key damage and/or impact and any known cascading impacts. resources, etc.) • Refer to more specific or detailed damage assessment forms and packages when they are used and/or relevant. A. Structural Summary Complete this table as needed based on the definitions for 30B—F below. Note in table or in text block if numbers entered are estimates or are confirmed. Summaries may also include impact to Shoreline and Wildlife, etc. B. # Threatened (72 hrs) Enter the number of structures potentially threatened by the incident within the next 72 hours, based on currently available information. C. # Damaged Enter the number of structures damaged by the incident. D. # Destroyed Enter the number of structures destroyed beyond repair by the incident. E. Single Residences Enter the number of single dwellings/homes/units impacted in Columns 3013—D. Note any specifics in the text block if needed, such as type of residence (apartments, condominiums, single-family homes, etc.). F. Nonresidential Enter the number of buildings or units impacted in Columns 306—D. This Commercial Properties includes any primary structure used for nonresidential purposes, excluding Other Minor Structures (Block 30G). Note any specifics regarding building or unit types in the text block. Other Minor Structures Enter any miscellaneous structures impacted in Columns 30B—D not covered in 30E—F above, including any minor structures such as booths, sheds, or outbuildings. Other Enter any miscellaneous issues which impacted Critical Infrastructure and Key Resources. • • • • Block Block Title Instructions Number ADDITIONALINCIDENT DECISION SUPPORT INFORMATION (PAGE 2) *31 Public Status Summary • This section is for summary information regarding incident -related injuries, illness, and fatalities for civilians (or members of the public); see 31 C—N below. • Explain or describe the nature of any reported injuries, illness, or other activities in Life, Safety, and Health Status/Threat Remarks (Block 33). • Illnesses include those that may be caused through a biological event such as an epidemic or an exposure to toxic or radiological substances. • NOTE: Do not estimate any fatality information. • NOTE: Please use caution when reporting information in this section that may be on the periphery of the incident or change frequently. This information should be reported as accurately as possible as a snapshot in time, as much of the information is subject to frequent change. • NOTE: Do not complete this block if the incident covered by the ICS 209 is not directly responsible for these actions (such as evacuations, sheltering, immunizations, etc.) even if they are related to the incident. o Only the authority having jurisdiction should submit reports for these actions, to mitigate multiple/conflicting reports. o For example, if managing evacuation shelters is part of the incident operation itself, do include these numbers in Block 31J with any notes in Block 33. • NOTE: When providing an estimated value, denote in parenthesis: "est." Handling Sensitive Information • Release of information in this section should be carefully coordinated within the incident management organization to ensure synchronization with public information and investigative/intelligence actions. • Thoroughly review the "Distribution" section in the introductory ICS 209 instructions for details on handling sensitive information. Use caution when providing information in any situation involving fatalities, and verify that appropriate notifications have been made prior to release of this information. Electronic transmission of any ICS 209 may make information available to many people and networks at once. • Information regarding fatalities should be cleared with the Incident Commander and/or an organizational administrator prior to submission of the ICS 209. A. # This Reporting Enter the total number of individuals impacted in each category for this Period reporting period (since the previous ICS 209 was submitted). B. Total # to Date • Enter the total number of individuals impacted in each category for the entire duration of the incident. • This is a cumulative total number that should be adjusted each reporting period. C. Indicate Number of • For lines 31 D—M below, enter the number of civilians affected for each Civilians (Public) Below category. • Indicate if numbers are estimates, for those blocks where this is an option. • Civilians are those members of the public who are affected by the incident, but who are not included as part of the response effort through Unified Command partnerships and those organizations and agencies assisting and cooperating with response efforts. D. Fatalities • Enter the number of confirmed civilian/public fatalities. • See information in introductory instructions ("Distribution") and in Block 31 instructions regarding sensitive handling of fatality information. E. With Injuries/Illness Enter the number of civilian/public injuries or illnesses directly related to the incident. Injury or illness is defined by the incident or jurisdiction(s). O e Number BlockBlock *31 F. Trapped/In Need of Enter the number of civilians who are trapped or in need of rescue due to (continued) Rescue the incident. G. Missing (note if Enter the number of civilians who are missing due to the incident. Indicate if estimated) an estimate is used. H. Evacuated (note if Enter the number of civilians who are evacuated due to the incident. These estimated) are likely to be best estimates, but indicate if they are estimated. I. Sheltering -in -Place Enter the number of civilians who are sheltering in place due to the incident. (note if estimated) Indicate if estimates are used. J. In Temporary Shelters Enter the number of civilians who are in temporary shelters as a direct result (note if estimated) of the incident, noting if the number is an estimate. K. Have Received Mass Enter the number of civilians who have received mass immunizations due to Immunizations the incident and/or as part of incident operations. Do not estimate. L. Require Mass Enter the number of civilians who require mass immunizations due to the Immunizations (note if incident and/or as part of incident operations. Indicate if it is an estimate. estimated) M. In Quarantine Enter the number of civilians who are in quarantine due to the incident and/or as part of incident operations. Do not estimate. N. Total # Civilians Enter sum totals for Columns 31 A and 31 B for Rows 31 D—M. (Public) Affected *32 Responder Status • This section is for summary information regarding incident -related Summary injuries, illness, and fatalities for responders; see 32C—N. • Illnesses include those that may be related to a biological event such as an epidemic or an exposure to toxic or radiological substances directly in relation to the incident. • Explain or describe the nature of any reported injuries, illness, or other activities in Block 33. • NOTE: Do not estimate any fatality information or responder status information. • NOTE: Please use caution when reporting information in this section that may be on the periphery of the incident or change frequently. This information should be reported as accurately as possible as a snapshot in time, as much of the information is subject to frequent change. • NOTE: Do not complete this block if the incident covered by the ICS 209 is not directly responsible for these actions (such as evacuations, sheltering, immunizations, etc.) even if they are related to the incident. Only the authority having jurisdiction should submit reports for these actions, to mitigate multiple/conflicting reports. Handling Sensitive Information • Release of information in this section should be carefully coordinated within the incident management organization to ensure synchronization with public information and investigative/intelligence actions. • Thoroughly review the "Distribution" section in the introductory ICS 209 instructions for details on handling sensitive information. Use caution when providing information in any situation involving fatalities, and verify that appropriate notifications have been made prior to release of this information. Electronic transmission of any ICS 209 may make information available to many people and networks at once. • Information regarding fatalities should be cleared with the Incident Commander and/or an organizational administrator prior to submission of the ICS 209. O • • • B-51 Instructions Block Number Block Title *32 Enter the total number of responders impacted in each category for this A. # This Reporting (continued) Period reporting period (since the previous ICS 209 was submitted). B. Total # to Date • Enter the total number of individuals impacted in each category for the entire duration of the incident. • This is a cumulative total number that should be adjusted each reporting period. C. Indicate Number of • For lines 32D—M below, enter the number of responders relevant for Responders Below each category. • Responders are those personnel included as part of Unified Command partnerships and those organizations and agencies assisting and cooperating with response efforts. D. Fatalities • Enter the number of confirmed responder fatalities. • See information in introductory instructions ("Distribution") and for Block 32 regarding sensitive handling of fatality information. E. With Injuries/Illness • Enter the number of incident responders with serious injuries or illnesses due to the incident. • For responders, serious injuries or illness are typically those in which the person is unable to continue to perform in his or her incident assignment, but the authority having jurisdiction may have additional guidelines on reporting requirements in this area. F. Trapped/In Need Of Enter the number of incident responders who are in trapped or in need of Rescue rescue due to the incident. G. Missing Enter the number of incident responders who are missing due to incident conditions. H. (BLANK; use however is appropriate.) I. Sheltering in Place Enter the number of responders who are sheltering in place due to the incident. Once responders become the victims, this needs to be noted in Block 33 or Block 47 and handled accordingly. J. (BLANK; use however is appropriate.) L. Require Immunizations Enter the number of responders who require immunizations due to the incident and/or as part of incident operations. M. In Quarantine Enter the number of responders who are in quarantine as a direct result of the incident and/or related to incident operations. N. Total # Responders Enter sum totals for Columns 32A and 32B for Rows 32D—M. Affected 33 Life, Safety, and Health • Enter any details needed for Blocks 31, 32, and 34. Enter any specific Status/Threat Remarks comments regarding illness, injuries, fatalities, and threat management for this incident, such as whether estimates were used for numbers given in Block 31. • This information should be reported as accurately as possible as a snapshot in time, as much of the information is subject to frequent change. • Evacuation information can be very sensitive to local residents and officials. Be accurate in the assessment. • Clearly note primary responsibility and contacts for any activities or information in Blocks 31, 32, and 34 that may be caused by the incident, but that are being managed and/or reported by other parties. • Provide additional explanation or information as relevant in Blocks 28, 36, 38, 40, 41, or in Remarks (Block 47). B-51 B-52 Block Number Block Title Instructions *34 Life, Safety, and Health Note any details in Life, Safety, and Health Status/Threat Remarks (Block Threat Management 33), and provide additional explanation or information as relevant in Blocks 28, 36, 38, 40, 41, or in Remarks (Block 47). Additional pages may be necessary for notes. A. Check if Active Check any applicable blocks in 34C—P based on currently available information regarding incident activity and potential. B. Notes Note any specific details, or include in Block 33. C. No Likely Threat Check if there is no likely threat to life, health, and safety. D. Potential Future Threat Check if there is a potential future threat to life, health, and safety. E. Mass Notifications In • Check if there are any mass notifications in progress regarding Progress emergency situations, evacuations, shelter in place, or other public safety advisories related to this incident. • These may include use of threat and alert systems such as the Emergency Alert System or a "reverse 911" system. • Please indicate the areas where mass notifications have been completed (e.g., "mass notifications to ZIP codes 50201, 50014, 50010, 50011," or "notified all residents within a 5 -mile radius of Gatlinburg"). F. Mass Notifications Check if actions referred to in Block 34E above have been completed. Completed G. No Evacuation(s) Check if evacuations are not anticipated in the near future based on current Imminent information. H. Planning for Check if evacuation planning is underway in relation to this incident. Evacuation I. Planning for Shelter -in- Check if planning is underway for shelter -in-place activities related to thiso Place incident. J. Evacuation(s) in Check if there are active evacuations in progress in relation to this incident. Progress K. Shelter -In -Place in Check if there are active shelter -in-place actions in progress in relation to Progress this incident. L. Repopulation in Check if there is an active repopulation in progress related to this incident. Progress M. Mass Immunization in Check if there is an active mass immunization in progress related to this Progress incident. N. Mass Immunization Check if a mass immunization effort has been completed in relation to this Complete incident. O. Quarantine in Progress Check if there is an active quarantine in progress related to this incident. P. Area Restriction in Check if there are any restrictions in effect, such as road or area closures, Effect especially those noted in Block 28. B-52 • • B-53 Block Number Block 35 • Complete a short synopsis/discussion on significant weather factors that Weather Concerns (synopsis of current and could cause concerns for the incident when relevant. predicted weather; • Include current and/or predicted weather factors, and the timeframe for discuss related factors predictions. that may cause concern) • Include relevant factors such as: o Wind speed (label units, such as mph). o Wind direction (clarify and label where wind is coming from and going to in plain language — e.g., "from NNW," "from E," or "from SW"). o Temperature (label units, such as F). o Relative humidity (label o Watches. o Warnings. o Tides. o Currents. • Any other weather information relative to the incident, such as flooding,. hurricanes, etc. 36 Projected Incident • Provide an estimate (when it is possible to do so) of the direction/scope Activity, Potential, in which the incident is expected to spread, migrate, or expand during the Movement, Escalation, next indicated operational period, or other factors that may cause activity or Spread and influencing changes. factors during the next • Discuss incident potential relative to values at risk, or values to be operational period and in protected (such as human life), and the potential changes to those as the 12-, 24-, 48-, and 72 -hour incident changes. timeframes • Include an estimate of the acreage or area that will likely be affected. 12 hours • If known, provide the above information in 12-, 24-, 48- and 72 -hour timeframes, and any activity anticipated after 72 hours. 24 hours 48 hours 72 hours Anticipated after 72 hours 37 Strategic Objectives Briefly discuss the desired outcome for the incident based on currently (define planned end -state available information. Note any high-level objectives and any possible for incident) strategic benefits as well (especially for planned events). B-53 TIONAL INCIDENT DECISION SUP Current Incident Threat Summary and Risk Information in 12-, 24-, 48-, and 72 -hour timeframes and beyond. Summarize primary incident threats to life, property, communities and community stability, residences, health care facilities, other critical infrastructure and key resources, commercial facilities, natural and environmental resources, cultural resources, and continuity of operations and/or business. Identify corresponding incident - related potential economic or cascading impacts. 38 12 hours 24 hours 48 hours 72 hours Anticipated after 72 hours IATION (continued) (PAGES) Summarize major or significant threats due to incident activity 4ased on currently available information. Include a breakdown of threats in terms of 12-, 24-, 48-, and 72 -hour timeframes. B-54 • • 39 Critical Resource Needs • List the specific critical resources and numbers needed, in order of in 12-, 24-, 48-, and 72- priority. Be specific as to the need. hour timeframes and • Use plain language and common terminology for resources, and indicate beyond to meet critical resource category, kind, and type (if available or known) to facilitate incident objectives. List incident support. resource category, kind, • If critical resources are listed in this block, there should be corresponding and/or type, and amount orders placed for them through appropriate resource ordering channels. needed, in priority order: • Provide critical resource needs in 12-, 24-, 48- and 72 -hour increments. 12 hours List the most critical resources needed for each timeframe, if needs have been identified for each timeframe. Listing critical resources by the time 24 hours they are needed gives incident support personnel a "heads up" for short - 48 hours range planning, and assists the ordering process to ensure these 72 hours resources will be in place when they are needed. • More than one resource need may be listed for each timeframe. For Anticipated after 72 example, a list could include: hours o 24 hrs: 3 Type 2 firefighting helicopters, 2 Type I Disaster Medical Assistance Teams 0 48 hrs: Mobile Communications Unit (Law/Fire) o After 72 hrs: 1 Type 2 Incident Management Team • Documentation in the ICS 209 can help the incident obtain critical regional or national resources through outside support mechanisms including multiagency coordination systems and mutual aid. o Information provided in other blocks on the ICS 209 can help to support the need for resources, including Blocks 28, 29, 31-38, and 40-42. o Additional comments in the Remarks section (Block 47) can also help explain what the incident is requesting and why it is critical (for example, "Type 2 Incident Management Team is needed in three days to transition command when the current Type 2 Team times out'). • Do not use this block for noncritical resources. 40 Strategic Discussion: • Wording should be consistent with Block 39 to justify critical resource Explain the relation of needs, which should relate to planned actions in the Incident Action Plan. overall strategy, • Give a short assessment of the likelihood of meeting the incident constraints, and current management targets, given the current management strategy and available information to: currently known constraints. 1) critical resource needs ' Identify when the chosen management strategy will succeed given the identified above, current constraints. Adjust the anticipated incident management completion target in Block 43 as needed based on this discussion. 2) the Incident Action Plan . Explain major problems and concerns as indicated. and management objectives and targets, 3) anticipated results. Explain major problems and concerns such as operational challenges, incident management problems, and social, political, economic, or environmental concerns or impacts. .M 10 10 Block Number Block Title Instructions 41 Planned Actions for • Provide a short summary of actions planned for the next operational Next Operational Period period. • Examples: o "The current Incident Management Team will transition out to a replacement IMT." o "Continue to review operational/ engineering plan to facilitate removal of the partially collapsed west bridge supports." o "Continue refining mapping of the recovery operations and damaged assets using GPS." o "Initiate removal of unauthorized food vendors." 42 Projected Final Incident • Enter an estimate of the total area likely to be involved or affected over Size/Area (use unit label the course of the incident. - e.g., "sq mi") • Label the estimate of the total area or population involved, affected, or impacted with the relevant units such as acres, hectares, square miles, etc. • Note that total area involved may not be limited to geographic area (see previous discussions regarding incident definition, scope, operations, and objectives). Projected final size may involve a population rather than a geographic area. 43 Anticipated Incident • Enter the date (month/day/year) at which time it is expected that incident Management objectives will be met. This is often explained similar to incident Completion Date containment or control, or the time at which the incident is expected to be closed or when significant incident support will be discontinued. • Avoid leaving this block blank if possible, as this is important information for managers. 44 Projected Significant Enter the date (month/day/year) when initiation of significant resource Resource demobilization is anticipated. Demobilization Start Date 45 Estimated Incident • Enter the estimated total incident costs to date for the entire incident Costs to Date based on currently available information. • Incident costs include estimates of all costs for the response, including all management and support activities per discipline, agency, or organizational guidance and policy. • This does not include damage assessment figures, as they are impacts from the incident and not response costs. • If costs decrease, explain in Remarks (Block 47). • If additional space is required, please add as an attachment. 46 Projected Final Incident • Enter an estimate of the total costs for the incident once all costs have Cost Estimate been processed based on current spending and projected incident potential, per discipline, agency, or organizational guidance and policy. This is often an estimate of daily costs combined with incident potential information. • This does not include damage assessment figures, as they are impacts from the incident and not response costs. • If additional space is required, please add as an attachment. 10 10 • • 1-1 B-57 Block r Numbe Blockf 47 Remarks (or continuation • Use this block to expand on information that has been entered in of any blocks above — list previous blocks, or to include other pertinent information that has not block number in notation) been previously addressed. • List the block number for any information continued from a previous block. • Additional information may include more detailed weather information, specifics on injuries or fatalities, threats to critical infrastructure or other resources, more detailed evacuation site locations and number of evacuated, information or details regarding incident cause, etc. • For Complexes that include multiple incidents, list all sub -incidents included in the Complex. • List jurisdictional or ownership breakdowns if needed when an incident is in more than one jurisdiction and/or ownership area. Breakdown may be: o By size (e.g., 35 acres in City of Gatlinburg, 250 acres in Great Smoky Mountains), and/or o By geography (e.g., incident area on the west side of the river is in jurisdiction of City of Minneapolis; area on east side of river is City of St. Paul jurisdiction; river is joint jurisdiction with USACE). • Explain any reasons for incident size reductions or adjustments (e.g., reduction in acreage due to more accurate mapping). • This section can also be used to list any additional information about the incident that may be needed by incident support mechanisms outside the incident itself. This may be basic information needed through multiagency coordination systems or public information systems (e.g., a public information phone number for the incident, or the incident Web site address). • Attach additional pages if it is necessary to include additional comments in the Remarks section. INCIDENT RESOURCE COMMITMENT SUMMARY (PAGE 4) • This last/fourth page of the ICS 209 can be copied and used if needed to accommodate additional resources, agencies, or organizations. Write the actual page number on the pages as they are used. • Include only resources that have been assigned to the incident and that have arrived and/or been checked in to the incident. Do not include resources that have been ordered but have not yet arrived. For summarizing: • When there are large numbers of responders, it may be helpful to group agencies or organizations together. Use the approach that works best for the multiagency coordination system applicable to the incident. For example, o Group State, local, county, city, or Federal responders together under such headings, or o Group resources from one jurisdiction together and list only individual jurisdictions (e.g., list the public works, police, and fire department resources for a city under that city's name). • On a large incident, it may also be helpful to group similar categories, kinds, or types of resources together for this summary. B-57 IM 10 10 10 Block Block Number 48 Agency or Organization • List the agencies or organizations contributing resources to the incident as responders, through mutual aid agreements, etc. • List agencies or organizations using clear language so readers who may not be from the discipline or host jurisdiction can understand the information. • Agencies or organizations may be listed individually or in groups. • When resources are grouped together, individual agencies or organizations may be listed below in Block 53. • Indicate in the rows under Block 49 how many resources are assigned to the incident under each resource identified. o These can listed with the number of resources on the top of the box, and the number of personnel associated with the resources on the bottom half of the box. o For example: ■ Resource: Type 2 Helicopters... 3/8 (indicates 3 aircraft, 8 personnel). ■ Resource: Type 1 Decontamination Unit... 1/3 (indicates 1 unit, 3 personnel). • Indicate in the rows under Block 51 the total number of personnel assigned for each agency listed under Block 48, including both individual overhead and those associated with other resources such as fire engines, decontamination units, etc. 49 Resources (summarize • List resources using clear language when possible — so ICS 209 readers resources by category, who may not be from the discipline or host jurisdiction can understand kind, and/or type; show # the information. of resources on top'/ of o Examples: Type 1 Fire Engines, Type 4 Helicopters box, show # of personnel • Enter total numbers in columns for each resource by agency, associated with resource organization, or grouping in the proper blocks. on bottom % of box) o These can listed with the number of resources on the top of the box, and the number of personnel associated with the resources on the bottom half of the box. o For example: ■ Resource: Type 2 Helicopters... 3/8 (indicates 3 aircraft, 8 personnel). ■ Resource: Type 1 Decontamination Unit... 1/3 (indicates 1 unit, 3 personnel). • NOTE: One option is to group similar resources together when it is sensible to do so for the summary. o For example, do not list every type of fire engine — rather, it may be advisable to list two generalized types of engines, such as "structure fire engines" and "wildland fire engines" in separate columns with totals for each. • NOTE: It is not advisable to list individual overhead personnel individually in the resource section, especially as this form is intended as a summary. These personnel should be included in the Total Personnel sums in Block 51. 50 Additional Personnel not List the number of additional individuals (or overhead) that are not assigned assigned to a resource to a specific resource by agency or organization. 51 Total Personnel • Enter the total personnel for each agency, organization, or grouping in (includes those the Total Personnel column. associated with resources • WARNING: Do not simply add the numbers across! — e.g., aircraft or engines • The number of Total Personnel for each row should include both: — and individual o The total number of personnel assigned to each of the resources overhead) listed in Block 49, and o The total number of additional individual overhead personnel from each agency, organization, or group listed in Block 50. IM 10 10 10 • • Number BlockBlock • 52 Total Resources Include the sum total of resources for each column, including the total for the column under Blocks 49, 50, and 51. This should include the total number of resources in Block 49, as personnel totals will be counted under Block 51. 53 Additional Cooperating • List all agencies and organizations that are not directly involved in the and Assisting incident, but are providing support. Organizations Not • Examples may include ambulance services, Red Cross, DHS, utility Listed Above companies, etc. • Do not repeat any resources counted in Blocks 48-52, unless explanations are needed for groupings created under Block 48 (Agency or Organization). Mme THIS PAGE LEFT BLANK INTENTIONALLY • :.m • • 1-1 RESOURCE STATUS CHANGE (ICS 210) 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 3. Resource 4. New Status 5. From (Assignment 6. To (Assignment and 7. Time and Date of Change: Number (Available, and Status): Status): Assigned, O/S) 8. Comments: 9. Prepared by: Name: Position/Title: Signature: ICS 210 1 Date/Time: ICS 210 Resource Status Change Purpose. The Resource Status Change (ICS 210) is used by the Incident Communications Center Manager to record status change information received on resources assigned to the incident. This information could be transmitted with a General Message (ICS 213). The form could also be used by Operations as a worksheet to track entry, etc. Preparation. The ICS 210 is completed by radio/telephone operators who receive status change information from individual resources, Task Forces, Strike Teams, and Division/Group Supervisors. Status information could also be reported by Staging Area and Helibase Managers and fixed -wing facilities. Distribution. The ICS 210 is maintained by the Communications Unit and copied to Resources Unit and filed by Documentation Unit. Notes: • The ICS 210 is essentially a message form that can be used to update Resource Status Cards or T -Cards (ICS 219) for incident -level resource management. • If additional pages are needed, use a blank ICS 210 and repaginate as needed. Block Number Block Title Instructions 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour clock) • Date and Time From and end date and time for the operational period to which the form applies. • Date and Time To 3 Resource Number Enter the resource identification (ID) number (this may be a letter and number combination) assigned by either the sending unit or the incident. 4 New Status (Available, Indicate the current status of the resource: Assigned, Out of Service) . Available — Indicates resource is available for incident use immediately. • Assigned — Indicates resource is checked in and assigned a work task on the incident. • Out of Service — Indicates resource is assigned to the incident but unable to respond for mechanical, rest, or personnel reasons. If space permits, indicate the estimated time of return (ETR). It may be useful to indicate the reason a resource is out of service (e.g., "O/S — Mech" (for mechanical issues), "O/S — Rest" (for off shift), or "O/S — Pers" (for personnel issues). 5 From (Assignment and Indicate the current location of the resource (where it came from) and the Status) status. When more than one Division, Staging Area, or Camp is used, identify the specific location (e.g., Division A, Staging Area, Incident Command Post, Western Camp). 6 To (Assignment and Status) Indicate the assigned incident location of the resource and status. When more than one Division, Staging Area, or Camp is used, identify the specific location. 7 Time and Date of Change Enter the time and location of the status change (24-hour clock). Enter the date as well if relevant (e.g., out of service). 8 Comments Enter any special information provided by the resource or dispatch center. This may include details about why a resource is out of service, or individual identifying designators (IDs) of Strike Teams and Task Forces. 9 Prepared by Enter the name, ICS position/title, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (24-hour clock). • Position/Title • Signature • Date/Time 10 11 I* N N U W U Z muff soomosaa o; papino-'d a;ea •g� suopeol}llenb a044O 'S L E m a. co D 'C ai h; ;uawu6lssV;uaploul •q E 0 s IaneJl10 p041OW 'E4 O El Etta. owll pue a;ea `;ulod empedea -u n ❑ �Coua6�r c ca ao muff awoH � 6 m U fir: m ❑ °-' a uol;ew tolul ;oe;uoa;uaploul '06 E cu o o m ar: o`� rn co - lauuosJad c jo aagwnN le;ol •6 °' ❑ c" c _ o c g Jx ev E: aweN s,Japea-1 •g �° ri ❑ . c= r,q asp ul-�oa4a L �T owive4ea 'L E z # ;senbaa japjp •g E c cc z =ll J0 is N �. •o Jouguepl m w Jo aweN M m a�anosa�{ a o z d 00 o pul>i r ti0691e0 c H c_ vi o Uy 3 N AOu96y C J 4) a3e3S m 0 w V ICS 211 Incident Check -In List Purpose. Personnel and equipment arriving at the incident can check in at various incident locations. Check-in consists of reporting specific information, which is recorded on the Check -In List (ICS 211). The ICS 211 serves several purposes, as it: (1) records arrival times at the incident of all overhead personnel and equipment, (2) records the initial location of personnel and equipment to facilitate subsequent assignments, and (3) supports demobilization by recording the home base, method of travel, etc., for resources checked in. Preparation. The ICS 211 is initiated at a number of incident locations including: Staging Areas, Base, and Incident Command Post (ICP). Preparation may be completed by: (1) overhead at these locations, who record the information and give it to the Resources Unit as soon as possible, (2) the Incident Communications Center Manager located in the Communications Center, who records the information and gives it to the Resources Unit as soon as possible, (3) a recorder from the Resources Unit during check-in to the ICP. As an option, the ICS 211 can be printed on colored paper to match the designated Resource Status Card (ICS 219) colors. The purpose of this is to aid the process of completing a large volume of ICS 219s. The ICS 219 colors are: • 219-1: Header Card — Gray (used only as label cards for T -Card racks) • 219-2: Crew/Team Card — Green • 219-3: Engine Card — Rose • 219-4: Helicopter Card — Blue • 219-5: Personnel Card — White • 219-6: Fixed -Wing Card — Orange • 219-7: Equipment Card — Yellow • 219-8: Miscellaneous Equipment/Task Force Card — Tan • 219-10: Generic Card — Light Purple Distribution. ICS 211s, which are completed by personnel at the various check-in locations, are provided to the Resources Unit, Demobilization Unit, and Finance/Administration Section. The Resources Unit maintains a master list of all equipment and personnel that have reported to the incident. Notes: • Also available as 8Y x 14 (legal size) or 11 x 17 chart. • Use reverse side of form for remarks or comments. • If additional pages are needed for any form page, use a blank ICS 211 and repaginate as needed. • Contact information for sender and receiver can be added for communications purposes to confirm resource orders. Refer to 213RR example (Appendix B) C •� BlockNumb er 1 Incident Name Enter the name assigned to the incident. 2 Incident Number Enter the number assigned to the incident. 3 Check -In Location Check appropriate box and enter the check-in location for the incident. ❑ Base Indicate specific information regarding the locations under each ❑ Staging Area checkbox. ICP is for Incident Command Post. ❑ ICP Other may include... ❑ Helibase ❑ Other 4 Start Date/Time Enter the date (month/day/year) and time (using the 24-hour clock)that • Date the form was started. • Time C •� • • 0 M. Block Number Block Title Instructions Check-in Information Self explanatory. 5 List single resource Enter the following information for resources: personnel (overhead) by agency and name, OR list resources by the following OPTIONAL: Indicate if resource is a single resource versus part of Strike Team or Task Force. Fields can be left blank if not necessary. format • State Use this section to list the home State for the resource. • Agency Use this section to list agency name (or designator), and individual names for all single resource personnel (e.g., ORC, ARL, NYPD). • Category Use this section to list the resource category based on NIMS, discipline, or jurisdiction guidance. • Kind Use this section to list the resource kind based on NIMS, discipline, or jurisdiction guidance. • Type Use this section to list the resource type based on NIMS, discipline, or jurisdiction guidance. • Resource Name or Use this section to enter the resource name or unique identifier. If it is a Identifier Strike Team or a Task Force, list the unique Strike Team or Task Force identifier (if used) on a single line with the component resources of the Strike Team or Task Force listed on the following lines. For example, for an Engine Strike Team with the call sign "XLT459" show "XLT459" in this box and then in the next five rows, list the unique identifier for the five engines assigned to the Strike Team. • ST or TF Use ST or TF to indicate whether the resource is part of a Strike Team or Task Force. See above for additional instructions. 6 Order Request # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline, since several incident numbers may be used for the same incident. 7 Date/Time Check -In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. 8 Leader's Name • For equipment, enter the operator's name. • Enter the Strike Team or Task Force leader's name. • Leave blank for single resource personnel (overhead). 9 Total Number of Personnel Enter total number of personnel associated with the resource. Include leaders. 10 Incident Contact Enter available contact information (e.g., radio frequency, cell phone Information number, etc.) for the incident. 11 Home Unit or Agency Enter the home unit or agency to which the resource or individual is normally assigned (may not be departure location). 12 Departure Point, Date and Enter the location from which the resource or individual departed for this Time incident. Enter the departure time using the 24-hour clock. 13 Method of Travel Enter the means of travel the individual used to bring himself/herself to the incident (e.g., bus, truck, engine, personal vehicle, etc.). 14 Incident Assignment Enter the incident assignment at time of dispatch. 15 Other Qualifications Enter additional duties (ICS positions) pertinent to the incident that the resource/individual is qualified to perform. Note that resources should not be reassigned on the incident without going through the established ordering process. This data may be useful when resources are demobilized and remobilized for another incident. M. • • • GENERAL MESSAGE (ICS 213) 1. Incident Name (Optional): 2. To (Name and Position): 3. From (Name and Position): 4. Subject: 5. Date: 6. Time 7. Message: 8. Approved by: Name: Signature: Position/Title: 9. Reply: 10. Replied by: Name: Position/Title: Signature: ICS 213 Date/Time: ICS 213 General Message Purpose. The General Message (ICS 213) is used by the incident dispatchers to record incoming messages that cannot be orally transmitted to the intended recipients. The ICS 213 is also used by the Incident Command Post and other incident personnel to transmit messages (e.g., resource order, incident name change, other ICS coordination issues, etc.) to the Incident Communications Center for transmission via radio or telephone to the addressee. This form is used to send any message or notification to incident personnel that requires hard -copy delivery. Preparation. The ICS 213 may be initiated by incident dispatchers and any other personnel on an incident. Distribution. Upon completion, the ICS 213 may be delivered to the addressee and/or delivered to the Incident Communication Center for transmission. Notes: • The ICS 213 is a three-part form, typically using carbon paper. The sender will complete Part 1 of the form and send Parts 2 and 3 to the recipient. The recipient will complete Part 2 and return Part 3 to the sender. • A copy of the ICS 213 should be sent to and maintained within the Documentation Unit. • Contact information for the sender and receiver can be added for communications purposes to confirm resource orders. Refer to 213RR example (Appendix B) Block Number Block Title Instructions 1 Incident Name (Optional) Enter the name assigned to the incident. This block is optional. 2 To (Name and Position) Enter the name and position the General Message is intended for. For all individuals, use at least the first initial and last name. For Unified Command, include agency names. 3 From (Name and Position) Enter the name and position of the individual sending the General Message. For all individuals, use at least the first initial and last name. For Unified Command, include agency names. 4 Subject Enter the subject of the message. 5 Date Enter the date (month/day/year) of the message. 6 Time Enter the time (using the 24-hour clock) of the message. 7 Message Enter the content of the message. Try to be as concise as possible. 8 Approved by Enter the name, signature, and ICS position/title of the person • Name approving the message. • Signature • Position/Title 9 Reply The intended recipient will enter a reply to the message and return it to the originator. 10 Replied by Enter the name, ICS position/title, and signature of the person replying • Name to the message. Enter date (month/day/year) and time prepared (24- Position/Title hour clock). • Signature • Date/Time • • • ACTIVITY LOG (ICS 214) 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 3. Name: 4. ICS Position: 15. Home Agency (and Unit): 6. Resources Assigned: Name ICS Position Home Agency (and Unit) 7. Activity Log: Date/Time Notable Activities 8. Prepared by: Name: Position/Title: Signature: ICS 214, Page 1 Date/Time: .• ACTIVITY LOG (ICS 214) 1. Incident Name: 2. Operational Period: Date From: Date To: Time From: Time To: 7. Activity Log (continuation): Date/Time Notable Activities 8. Prepared by: Name: Position/Title: Signature: ICS 214, Page 2 Date/Time: 1 • Is ICS 214 Activity Log Purpose. The Activity Log (ICS 214) records details of notable activities at any ICS level, including single resources, equipment, Task Forces, etc. These logs provide basic incident activity documentation, and a reference for any after - action report. Preparation. An ICS 214 can be initiated and maintained by personnel in various ICS positions as it is needed or appropriate. Personnel should document how relevant incident activities are occurring and progressing, or any notable events or communications. Distribution. Completed ICS 214s are submitted to supervisors, who forward them to the Documentation Unit. All completed original forms must be given to the Documentation Unit, which maintains a file of all ICS 214s. It is recommended that individuals retain a copy for their own records. Notes: • The ICS 214 can be printed as a two-sided form. • Use additional copies as continuation sheets as needed, and indicate pagination as used. B-71 Instructions Block Number Block Title 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour clock) • Date and Time From and end date and time for the operational period to which the form • Date and Time To applies. 3 Name Enter the title of the organizational unit or resource designator (e.g., Facilities Unit, Safety Officer, Strike Team). 4 ICS Position Enter the name and ICS position of the individual in charge of the Unit. 5 Home Agency (and Unit) Enter the home agency of the individual completing the ICS 214. Enter a unit designator if utilized by the jurisdiction or discipline. 6 Resources Assigned Enter the following information for resources assigned: • Name Use this section to enter the resource's name. For all individuals, use at least the first initial and last name. Cell phone number for the individual can be added as an option. • ICS Position Use this section to enter the resource's ICS position (e.g., Finance Section Chief). • Home Agency (and Unit) Use this section to enter the resource's home agency and/or unit (e.g., Des Moines Public Works Department, Water Management Unit). 7 Activity Log • Enter the time (24-hour clock) and briefly describe individual notable • Date/Time activities. Note the date as well if the operational period covers • Notable Activities more than one day. • Activities described may include notable occurrences or events such as task assignments, task completions, injuries, difficulties encountered, etc. • This block can also be used to track personal work habits by adding columns such as "Action Required," "Delegated To," "Status," etc. 8 Prepared by Enter the name, ICS position/title, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (24-hour • Position/Title clock). • Signature • Date/Time B-71 • THIS PAGE LEFT BLANK INTENTIONALLY • B-72 • • r N U) V LU H W 2 O 5 z z a CL a z O W IL O M awil JeniJJy pa;senbab •p� uoi;e3o-1 Buipodaa •6 -a ui F- sailddng Q• t °' E m E 19 juewdinb3 ai o I-- .9 g m m o z a in 0 (s)uoi;isod pea4aan0 'L 0 0 U- U- -caE o� i 0 IL i o CL O N saoanosa a '9 Ni'a N N%'a d i m' N N"a d i CO j N NAV d j CO i N N'C a; d i f0 N i N'O d i N i N Us W •a fq L lx, S i Z of. S Z ; S; Z ! 2; Z �; S i Z � i S i Z L L L L o troC 70 o 0 NN� d NNd ISL ; ICS 215 Operational Planning Worksheet Purpose. The Operational Planning Worksheet (ICS 215) communicates the decisions made by the Operations Section Chief during the Tactics Meeting concerning resource assignments and needs for the next operational period. The ICS 215 is used by the Resources Unit to complete the Assignment Lists (ICS 204) and by the Logistics Section Chief for ordering resources for the incident. Preparation. The ICS 215 is initiated by the Operations Section Chief and often involves logistics personnel, the Resources Unit, and the Safety Officer. The form is shared with the rest of the Command and General Staffs during the Planning Meeting. It may be useful in some disciplines or jurisdictions to prefill ICS 215 copies prior to incidents. Distribution. When the Branch, Division, or Group work assignments and accompanying resource allocations are agreed upon, the form is distributed to the Resources Unit to assist in the preparation of the ICS 204. The Logistics Section will use a copy of this worksheet for preparing requests for resources required for the next operational period. Notes: • This worksheet can be made into a wall mount. • Also available as 8% x 14 (legal size) and 11 x 17 chart. • If additional pages are needed, use a blank ICS 215 and repaginate as needed. Instructions Block Number Block Title 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour clock) • Date and Time From and end date and time for the operational period to which the form applies. • Date and Time To 3 Branch Enter the Branch of the work assignment for the resources. 4 Division, Group, or Other Enter the Division, Group, or other location (e.g., Staging Area) of the work assignment for the resources. 5 Work Assignment & Enter the specific work assignments given to each of the Divisions/Groups Special Instructions and any special instructions, as required. 6 Resources Complete resource headings for category, kind, and type as appropriate for the incident. The use of a slash indicates a single resource in the upper portion of the slash and a Strike Team or Task Force in the bottom portion of the slash. • Required Enter, for the appropriate resources, the number of resources by type (engine, squad car, Advanced Life Support ambulance, etc.) required to perform the work assignment. • Have Enter, for the appropriate resources, the number of resources by type (engines, crew, etc.) available to perform the work assignment. • Need Enter the number of resources needed by subtracting the number in the "Have" row from the number in the "Required" row. 7 Overhead Position(s) List any supervisory and nonsupervisory ICS position(s) not directly assigned to a previously identified resource (e.g., Division/Group Supervisor, Assistant Safety Officer, Technical Specialist, etc.). 8 Special Equipment & List special equipment and supplies, including aviation support, used or Supplies needed. This may be a useful place to monitor span of control. 9 Reporting Location Enter the specific location where the resources are to report (Staging Area, location at incident, etc.). 10 Requested Arrival Time Enter the time (24-hour clock) that resources are requested to arrive at the reporting location. • Number BlockBlock 11 Enter the total number of resources required by category/kind/type as Total Resources Required preferred (e.g., engine, squad car, ALS ambulance, etc.). A slash can be used again to indicate total single resources in the upper portion of the slash and total Strike Teams/ Task Forces in the bottom portion of the slash. 12 Total Resources Have on Enter the total number of resources on hand that are assigned to the Hand incident for incident use. A slash can be used again to indicate total single resources in the upper portion of the slash and total Strike Teams/Task Forces in the bottom portion of the slash. 13 Total Resources Need To Enter the total number of resources needed. A slash can be used again to Order indicate total single resources in the upper portion of the slash and total Strike Teams/Task Forces in the bottom portion of the slash. 14 Prepared by Enter the name, ICS position, and signature of the person preparing the • Name form. Enter date (month/day/year) and time prepared (24-hour clock). • Position/Title • Signature • Date/Time • THIS PAGE LEFT BLANK INTENTIONALLY • • • • • INCIDENT ACTION PLAN SAFETY ANALYSIS (ICS 215A) 1. Incident Name: 2. Incident Number: 3. Date/Time Prepared: Date: Time: 4. Operational Period: Date From: Date To: Time From: Time To: 5. Incident Area 6. Hazards/Risks 7. Mitigations 8. Prepared by (Safety Officer): Name: Signature: Prepared by (Operations Section Chief): Name: Signature: ICS 215A I Date/Time: B-77 ICS 215A Incident Action Plan Safety Analysis Purpose. The purpose of the Incident Action Plan Safety Analysis (ICS 215A) is to aid the Safety Officer in completing a operational risk assessment to prioritize hazards, safety, and health issues, and to develop appropriate controls. This worksheet addresses communications challenges between planning and operations, and is best utilized in the planning phase and for Operations Section briefings. Preparation. The ICS 215A is typically prepared by the Safety Officer during the incident action planning cycle. When the Operations Section Chief is preparing for the tactics meeting, the Safety Officer collaborates with the Operations Section Chief to complete the Incident Action Plan Safety Analysis. This worksheet is closely linked to the Operational Planning Worksheet (ICS 215). Incident areas or regions are listed along with associated hazards and risks. For those assignments involving risks and hazards, mitigations or controls should be developed to safeguard responders, and appropriate incident personnel should be briefed on the hazards, mitigations, and related measures. Use additional sheets as needed. Distribution. When the safety analysis is completed, the form is distributed to the Resources Unit to help prepare the Operations Section briefing. All completed original forms must be given to the Documentation Unit. Notes: • This worksheet can be made into a wall mount, and can be part of the IAP. • If additional pages are needed, use a blank ICS 215A and repaginate as needed. Block Number Block Title Instructions Enter the name assigned to the incident. 1 Incident Name 2 Incident Number Enter the number assigned to the incident. 3 Date/Time Prepared Enter date (month/day/year) and time (using the 24-hour clock) prepared. 4 Operational Period Enter the start date (month/day/year) and time (24-hour clock) and end • Date and Time From date and time for the operational period to which the form applies. • Date and Time To 5 Incident Area Enter the incident areas where personnel or resources are likely to encounter risks. This may be specified as a Branch, Division, or Group. 6 Hazards/Risks List the types of hazards and/or risks likely to be encountered by personnel or resources at the incident area relevant to the work assignment. 7 Mitigations List actions taken to reduce risk for each hazard indicated (e.g., specify personal protective equipment or use of a buddy system or escape routes). 8 Prepared by (Safety Officer and Enter the name of both the Safety Officer and the Operations Section Operations Section Chief) Chief, who should collaborate on form preparation. Enter date • Name (month/day/year) and time (24-hour clock) reviewed. • Signature • Date/Time 10 9 • • • co T" N V N� 1.6 O Z W Z H Z 2 ILW W J �.i W a IL a) a) a) Co 5 a) Co t= — o a) �mE vii= S � U) m 0 m v a) aci a) � c W d v a) o V a) O OZ N N 0 > U — O O U a) @ aC m O OZO ai t a- a) 0 o _ a O a `oa)v, 0) U d L. .� a'a) > w 'i E C 0 aj Z' a G o >, a) ch c n c L) C13 ci E m L Z o C E nm z Z a) >w as CL d c oc� N �D N E w a) EUas L j a) Q y _ > W C E CL °' O ) Z aS Z w c� C d V; a) V V C 'E Q E r N u °w te'i z 0 ICS 218 Support Vehicle/Equipment Inventory Purpose. The Support Vehicle/Equipment Inventory (ICS 218) provides an inventory of all transportation and support vehicles and equipment assigned to the incident. The information is used by the Ground Support Unit to maintain a record of the types and locations of vehicles and equipment on the incident. The Resources Unit uses the information to initiate and maintain status/resource information. Preparation. The ICS 218 is prepared by Ground Support Unit personnel at intervals specified by the Ground Support Unit Leader. Distribution. Initial inventory information recorded on the form should be given to the Resources Unit. Subsequent changes to the status or location of transportation and support vehicles and equipment should be provided to the Resources Unit immediately. Notes: • If additional pages are needed, use a blank'ICS 218 and repaginate as needed. • Also available as 8'/ x 14 (legal size) and 11 x 17 chart. :1 Instructions Enter the name assigned to the incident. Block Number Block Title 1 Incident Name 2 Incident Number Enter the number assigned to the incident. 3 Date/Time Prepared Enter the date (month/day/year) and time (using the 24-hour clock) the form is prepared. 4 Vehicle/Equipment Enter the specific vehicle or equipment category (e.g., buses, generators, Category dozers, pickups/sedans, rental cars, etc.). Use a separate sheet for each vehicle or equipment category. 5 Vehicle/Equipment Record the following information: Information Order Request Number Enter the order request number for the resource as used by the jurisdiction or discipline, or the relevant EMAC order request number. Incident Identification Enter any special incident identification numbers or agency radio identifier Number assigned to the piece of equipment used only during the incident, if this system if used (e.g., "Decontamination Unit 2," or "Water Tender 14"). Vehicle or Equipment Enter the specific vehicle or equipment classification (e.g., bus, backhoe, Classification Type 2 engine, etc.) as relevant. Vehicle or Equipment Enter the vehicle or equipment manufacturer name (e.g., "GMC," Make "International'). Category/Kind/Type, Enter the vehicle or equipment category/kind/type, capacity, or size (e.g., 30 - Capacity, or Size person bus, 3/4 -ton truck, 50 kW generator). Vehicle or Equipment Indicate any vehicle or equipment features such as 2WD, 4WD, towing Features capability, number of axles, heavy-duty tires, high clearance, automatic vehicle locator (AVL), etc. Agency or Owner Enter the name of the agency or owner of the vehicle or equipment. Operator Name or Contact Enter the operator name and/or contact information (cell phone, radio frequency, etc.). Vehicle License or Enter the license plate number or another identification number (such as a Identification Number serial or rig number) of the vehicle or equipment. Incident Assignment Enter where the vehicle or equipment will be located at the incident and its function (use abbreviations per discipline or jurisdiction). :1 • • 0 Block Number Instructions Block Title 5 Incident Start Date and Indicate start date (month/day/year) and time (using the 24-hour clock) for (continued) Time driver or for equipment as may be relevant. Incident Release Date and Enter the date (month/day/year) and time (using the 24-hour clock) the Time vehicle or equipment is released from the incident. 6 Prepared by Enter the name, ICS position/title, and signature of the person preparing the • Name ' form. • Position/Title • Signature • THIS PAGE LEFT BLANK INTENTIONALLY • IM ICS 219 Resource Status Card (T -Card) Purpose. Resource Status Cards (ICS 219) are also known as "T -Cards," and are used by the Resources Unit to record status and location information on resources, transportation, and support vehicles and personnel. These cards provide a visual display of the status and location of resources assigned to the incident. Preparation. Information to be placed on the cards may be obtained from several sources including, but not limited to: • Incident Briefing (ICS 201). • Incident Check -In List (ICS 211). • General Message (ICS 213). • Agency -supplied information or electronic resource management systems. Distribution. ICS 219s are displayed in resource status or "T -Card" racks where they can be easily viewed, retrieved, updated, and rearranged. The Resources Unit typically maintains cards for resources assigned to an incident until demobilization. At demobilization, all cards should be turned in to the Documentation Unit. Notes. There are eight different status cards (see list below) and a header card, to be printed front -to -back on cardstock. Each card is printed on a different color of cardstock and used for a different resource category/kind/type. The format and content of information on each card varies depending upon the intended use of the card. • 219-1: Header Card — Gray (used only as label cards for T -Card racks) • 219-2: Crew/Team Card — Green • 219-3: Engine Card — Rose • 219-4: Helicopter Card — Blue • 219-5: Personnel Card — White • 219-6: Fixed -Wing Card — Orange • 219-7: Equipment Card — Yellow • 219-8: Miscellaneous Equipment/Task Force Card — Tan • 219-10: Generic Card — Light Purple • Acronyms. Abbreviations utilized on the cards are listed below: • AOV: Agency -owned vehicle • ETA: Estimated time of arrival • ETD: Estimated time of departure • ETR: Estimated time of return • O/S Mech: Out -of -service for mechanical reasons • O/S Pers: Out -of -service for personnel reasons • O/S Rest: Out -of -service for rest/recuperation purposes/guidelines, or due to operating time limits/policies for pilots, operators, drivers, equipment, or aircraft • POV: Privately owned vehicle C • • 0 ICS 219-1: Header Card Block Title Instructions Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). • �J 0 ICS 219-2: Crew/Team Card IM Instructions Block Title ST/Unit Enter the State and/or unit identifier (3-5 letters) used by the authority having jurisdiction. LDW (Last Day Worked) Indicate the last available workday that the resource is allowed to work # Pers Enter total number of personnel associated with the crew/team. Include leaders. Order # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline, since several incident numbers may be used for the same incident. Agency Use this section to list agency name or designator (e.g., ORC, ARL, NYPD). Cat/Kind/Type Enter the category/kind/type based on NIMS, discipline, or jurisdiction guidance. Name/ID # Use this section to enter the resource name or unique identifier (e.g., 13, Bluewater, Utility 32). Date/Time Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Leader Name Enter resource leader's name (use at least the first initial and last name). Primary Contact Enter the primary contact information (e.g., cell phone number, radio, etc.) for the Information leader. If radios are being used, enter function (command, tactical, support, etc.), frequency, system, and channel from the Incident Radio Communications Plan (ICS 205). Phone and pager numbers should include the area code and any satellite phone specifics. Crew/Team ID #(s) or Provide the identifier number(s) or name(s) for this crew/team (e.g., Air Monitoring Name(s) Team 2, Entry Team 3). Manifest Use this section to enter whether or not the resource or personnel has a manifest. If ❑ Yes they do, indicate the manifest number. ❑ No Total Weight Enter the total weight for the crew/team. This information is necessary when the crew/team are transported by charter air. Method of Travel to Check the box(es) for the appropriate method(s) of travel the individual used to bring Incident himself/herself to the incident. AOV is "agency -owned vehicle." POV is "privately ❑ AOV owned vehicle." ❑ POV ❑ Bus ❑ Air ❑ Other Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the crew/team's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the crew/team's estimated time of arrival (using the 24-hour clock) at the incident. IM Block Title Instructions Transportation Needs at Check the box(es) for the appropriate method(s) of transportation at the incident. Incident ❑ Vehicle ❑ Bus ❑ Air ❑ Other Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the crew/team was ordered to the incident. Remarks Enter any additional information pertaining to the crew/team. BACK OF FORM Incident Location Enter the location of the crew/team. Time Enter the time (24-hour clock) the crew/team reported to this location. Status Enter the crew/team's current status: ❑ Assigned • Assigned —Assigned to the incident ❑ O/S Rest • O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available • O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech • Available — Available to be assigned to the incident ❑ ETR: • O/S Mech — Out -of -service for mechanical reasons • ETR — Estimated time of return Notes Enter any additional information pertaining to the crew/team's current location or status. Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). 0 0 ICS 219-3: Engine Card Block ST/Unit Enter the State and or unit identifier (3-5 letters) used by the authority having jurisdiction. LDW (Last Day Worked) Indicate the last available workday that the resource is allowed to work # Pers Enter total number of personnel associated with the resource. Include leaders. Order # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline since several incident numbers may be used for the same incident. Agency Use this section to list agency name or designator (e.g., ORC, ARL, NYPD). Cat/Kind/Type Enter the category/kind/type based on NIMS, discipline, or jurisdiction guidance. Name/ID # Use this section to enter the resource name or unique identifier (e.g., 13, Bluewater, Utility 32). Date/Time Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Leader Name Enter resource leader's name (use at least the first initial and last name). Primary Contact Enter the primary contact information (e.g., cell phone number, radio, etc.) for the Information leader. If radios are being used, enter function (command, tactical, support, etc.), frequency, system, and channel from the Incident Radio Communications Plan (ICS 205). Phone and pager numbers should include the area code and any satellite phone specifics. Resource ID #(s) or Provide the identifier number(s) or name(s) for the resource(s). Name(s) Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the resource's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the resource's estimated time of arrival (using the 24-hour clock) at the incident. Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the resource was ordered to the incident. Remarks Enter any additional information pertaining to the resource. BACK OF FORM Incident Location Enter the location of the resource. Time Enter the time (24-hour clock) the resource reported to this location. Status Enter the resource's current status: ❑ Assigned • Assigned — Assigned to the incident ❑ O/S Rest • O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available • O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech • Available — Available to be assigned to the incident ❑ ETR: • O/S Mech — Out -of -service for mechanical reasons • ETR — Estimated time of return Notes Enter any additional information pertaining to the resource's current location or status. MIR • • • Block Title Instructions Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). l: • • • • ICS 219-4: Helicopter Card I: • Block Title Instructions ST/Unit Enter the State and or unit identifier (3-5 letters) used by the authority having jurisdiction. LDW (Last Day Worked) Indicate the last available workday that the resource is allowed to work. # Pers Enter total number of personnel associated with the resource. Include the pilot. Order # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline since several incident numbers may be used for the same incident. Agency Use this section to list agency name or designator (e.g., ORC, ARL, NYPD). Cat/Kind/Type Enter the category/kind/type based on NIMS, discipline, or jurisdiction guidance. Name/ID # Use this section to enter the resource name or unique identifier. Date/Time Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Pilot Name: Enter pilot's name (use at least the first initial and last name). Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the resource's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the resource's estimated time of arrival (using the 24-hour clock) at the destination point. Destination Point Use this section to enter the location at the incident where the resource has been requested to report. Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the resource was ordered to the incident. Remarks Enter any additional information pertaining to the resource. BACK OF FORM Incident Location Enter the location of the resource. Time Enter the time (24-hour clock) the resource reported to this location. Status Enter the resource's current status: ❑ Assigned • Assigned — Assigned to the incident ❑ O/S Rest • O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available • O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech • Available — Available to be assigned to the incident ❑ ETR: • O/S Mech — Out -of -service for mechanical reasons • ETR — Estimated time of return Notes Enter any additional information pertaining to the resource's current location or status. Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). I: • ST/Unit: Name: Position/Title: Front Date/Time Checked In: Name: Primary Contact Information: Manifest: Total Weight: ❑ Yes ❑ No Method of Travel to Incident: ❑ AOV ❑ POV ❑ Bus ❑ Air ❑ Other Home Base: Departure Point: ETD: ETA: Transportation Needs at Incident: ❑ Vehicle [-]Bus ❑ Air ❑ Other Date/Time Ordered: Remarks: Prepared by: Date/Time: ICS 219-5 PERSONNEL (WHITE CARD) ST/Unit: Name: Position/Title: Back Incident Location: Time: Status: ❑ Assigned ❑ O/S Rest ❑ O/S Pers ❑ Available ❑ O/S Mech ❑ ETR: Notes: Incident Location: I Time: Status: ❑ Assigned ❑ O/S Rest ❑ O/S Pers ❑ Available ❑ O/S Mech ❑ ETR: Notes: Incident Location: Time: 10 Status: ❑ Assigned ❑ O/S Rest ❑ O/S Pers ❑ Available ❑ O/S Mech ❑ ETR: Notes: Incident Location: I Time: Status: ❑ Assigned ❑ O/S Rest ❑ O/S Pers ❑ Available ❑ O/S Mech ❑ ETR: Notes: Prepared by: Date/Time: ICS 219-5 PERSONNEL (WHITE CARD) '10 • 0 • ICS 219-5: Personnel Card •" Instructions Block Title ST/Unit Enter the State and or unit identifier (3-5 letters) used by the authority having jurisdiction. Name Enter the individual's first initial and last name. Position/Title Enter the individual's ICS position/title. Date/Time Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Name Enter the individual's full name. Primary Contact Enter the primary contact information (e.g., cell phone number, radio, etc.) for the Information leader. If radios are being used, enter function (command, tactical, support, etc.), frequency, system, and channel from the Incident Radio Communications Plan (ICS 205). Phone and pager numbers should include the area code and any satellite phone specifics. Manifest Use this section to enter whether or not the resource or personnel has a manifest. If ❑ Yes they do, indicate the manifest number. ❑ No Total Weight Enter the total weight for the crew. This information is necessary when the crew are transported by charter air. Method of Travel to Check the box(es) for the appropriate method(s) of travel the individual used to bring Incident himself/herself to the incident. AOV is "agency -owned vehicle." POV is "privately ❑ AOV owned vehicle." ❑ POV ❑ Bus ❑ Air ❑ Other Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the crew's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the crew's estimated time of arrival (using the 24-hour clock) at the incident. Transportation Needs at Check the box(es) for the appropriate method(s) of transportation at the incident. Incident ❑ Vehicle ❑ Bus ❑ Air ❑ Other Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the crew was ordered to the incident. Remarks Enter any additional information pertaining to the crew. BACK OF FORM Incident Location Enter the location of the crew. Time Enter the time (24-hour clock) the crew reported to this location. •" Status Enter the crew's current status: ❑ Assigned • Assigned — Assigned to the incident ❑ O/S Rest • O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available • O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech • Available — Available to be assigned to the incident ❑ ETR: • O/S Mech — Out -of -service for mechanical reasons • ETR — Estimated time of return Notes Enter any additional information pertaining to the crew's current location or status. Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). • • ICS 219-6: Fixed -Wing Card Block Title Instructions ST/Unit Enter the State and or unit identifier (3-5 letters) used by the authority having jurisdiction. LDW (Last Day Worked) Indicate the last available workday that the resource is allowed to work. # Pers Enter total number of personnel associated with the resource. Include the pilot. Order # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline since several incident numbers may be used for the same incident. Agency Use this section to list agency name or designator (e.g., ORC, ARL, NYPD). Cat/Kind/Type Enter the category/kind/type based on NIMS, discipline, or jurisdiction guidance. Name/ID # Use this section to enter the resource name or unique identifier. Date/Time Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Pilot Name: Enter pilot's name (use at least the first initial and last name). Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the resource's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the resource's estimated time of arrival (using the 24-hour clock) at the destination point. Destination Point Use this section to enter the location at the incident where the resource has been requested to report. Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the resource was ordered to the incident. Manufacturer Enter the manufacturer of the aircraft. Remarks Enter any additional information pertaining to the resource. BACK OF FORM Incident Location Enter the location of the resource. Time Enter the time (24-hour clock) the resource reported to this location. Status Enter the resource's current status: ❑ Assigned • Assigned — Assigned to the incident ❑ O/S Rest • O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available • O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech • Available — Available to be assigned to the incident ❑ ETR: • O/S Mech — Out -of -service for mechanical reasons • ETR — Estimated time of return Notes Enter any additional information pertaining to the resource's current location or status. Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). O. 0 • ICS 219-6: Fixed -Wing Card Block ST/Unit Enter the State and or unit identifier (3-5 letters) used by the authority having jurisdiction. LDW (Last Day Worked) Indicate the last available workday that the resource is allowed to work. # Pers Enter total number of personnel associated with the resource. Include the pilot. Order # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline since several incident numbers may be used for the same incident. Agency Use this section to list agency name or designator (e.g., ORC, ARL, NYPD). Cat/Kind/Type Enter the category/kind/type based on NIMS, discipline, or jurisdiction guidance. Name/ID # Use this section to enter the resource name or unique identifier. Date/Time Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Pilot Name: Enter pilot's name (use at least the first initial and last name). Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the resource's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the resource's estimated time of arrival (using the 24-hour clock) at the destination point. Destination Point Use this section to enter the location at the incident where the resource has been requested to report. Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the resource was ordered to the incident. Manufacturer Enter the manufacturer of the aircraft. Remarks Enter any additional information pertaining to the resource. BACK OF FORM Incident Location Enter the location of the resource. Time Enter the time (24-hour clock) the resource reported to this location. Status Enter the resource's current status: ❑ Assigned • Assigned — Assigned to the incident ❑ O/S Rest • O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available • O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech • Available — Available to be assigned to the incident ❑ ETR: • O/S Mech — Out -of -service for mechanical reasons • ETR — Estimated time of return Notes Enter any additional information pertaining to the resource's current location or status. Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). • ICS 219-8: Miscellaneous Equipment/Task Force Card Block Title Instructions ST/Unit Enter the State and or unit identifier (3-5 letters) used by the authority having jurisdiction. LDW (Last Day Worked) Indicate the last available work day that the resource is allowed to work. # Pers Enter total number of personnel associated with the resource. Include leaders. Order # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline since several incident numbers may be used for the same incident. Agency Use this section to list agency name or designator (e.g., ORC, ARL, NYPD). Cat/Kind/Type Enter the category/kind/type based on NIMS, discipline, or jurisdiction guidance. Name/ID # Use this section to enter the resource name or unique identifier (e.g., 13, Bluewater, Utility 32). DatelTime Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Leader Name Enter resource leader's name (use at least the first initial and last name). Primary Contact Enter the primary contact information (e.g., cell phone number, radio, etc.) for the Information leader. If radios are being used, enter function (command, tactical, support, etc.), frequency, system, and channel from the Incident Radio Communications Plan (ICS 205). Phone and pager numbers should include the area code and any satellite phone specifics. Resource ID #(s) or Provide the identifier number or name for this resource. Name(s) Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the resource's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the resource's estimated time of arrival (using the 24-hour clock) at the incident. Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the resource was ordered to the incident. Remarks Enter any additional information pertaining to the resource. BACKOF FORM Incident Location Enter the location of the resource. Time Enter the time (24-hour clock) the resource reported to this location. Status Enter the resource's current status: ❑ Assigned - Assigned — Assigned to the incident ❑ O/S Rest - O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available - O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech - Available — Available to be assigned to the incident ❑ ETR: - O/S Mech — Out -of -service for mechanical reasons - ETR —Estimated time of return Notes Enter any additional information pertaining to the resource's current location or status. • • Block Title Instructions Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). B-103 • • • ICS 219-10: Generic Card B-105 Block ST/Unit Enter the State and or unit identifier (3-5 letters) used by the authority having jurisdiction. LDW (Last Day Worked) Indicate the last available workday that the resource is allowed to work. # Pers Enter total number of personnel associated with the resource. Include leaders. Order # The order request number will be assigned by the agency dispatching resources or personnel to the incident. Use existing protocol as appropriate for the jurisdiction and/or discipline since several incident numbers may be used for the same incident. Agency Use this section to list agency name or designator (e.g., ORC, ARL, NYPD). Cat/Kind/Type Enter the category/kind/type based on NIMS, discipline, or jurisdiction guidance. Name/ID # Use this section to enter the resource name or unique identifier (e.g., 13, Bluewater, Utility 32). Date/Time Checked In Enter date (month/day/year) and time of check-in (24-hour clock) to the incident. Leader Name Enter resource leader's name (use at least the first initial and last name). Primary Contact Enter the primary contact information (e.g., cell phone number, radio, etc.) for the Information leader. If radios are being used, enter function (command, tactical, support, etc.), frequency, system, and channel from the Incident Radio Communications Plan (ICS 205). Phone and pager numbers should include the area code and any satellite phone specifics. Resource ID #(s) or Provide the identifier number(s) or name(s) for this resource. Name(s) Home Base Enter the home base to which the resource or individual is normally assigned (may not be departure location). Departure Point Enter the location from which the resource or individual departed for this incident. ETD Use this section to enter the resource's estimated time of departure (using the 24-hour clock) from their home base. ETA Use this section to enter the resource's estimated time of arrival (using the 24-hour clock) at the incident. Date/Time Ordered Enter date (month/day/year) and time (24-hour clock) the resource was ordered to the incident. Remarks Enter any additional information pertaining to the resource. BACK OF FORM Incident Location Enter the location of the resource. Time Enter the time (24-hour clock) the resource reported to this location. Status Enter the resource's current status: ❑ Assigned • Assigned — Assigned to the incident ❑ O/S Rest • O/S Rest — Out -of -service for rest/recuperation purposes/guidelines, or due to ❑ O/S Pers operating time limits/policies for pilots, operators, drivers, equipment, or aircraft ❑ Available • O/S Pers — Out -of -service for personnel reasons ❑ O/S Mech • Available — Available to be assigned to the incident ❑ ETR: • O/S Mech — Out -of -service for mechanical reasons • ETR — Estimated time of return Notes Enter any additional information pertaining to the resource's current location or status. B-105 Prepared by Enter the name of the person preparing the form. Enter the date (month/day/year) and Date/Time time prepared (using the 24-hour clock). • • zi • ;' as E � � � Y Z m C O. c >1Q Ur y U) Y O O CLCDw :3 U �_ = O O Q � N Q O D) 9:1:C �Z 0 a) U o ca (A C d a) ? 0 y E U X ti N _ d K N a3 7 ri ccQ U 6E Q O rn Un LL a, as Q Q �o a) RC1 a o cc J i co m 3 a c 0ami X $ O v C a O od 0 > Q �� 0 m U 0= as m E U.E Q Q 0 O EO N N 0A w C O tC� Z a0 — — N LL 0 O CD IL y 0 0 a E a) 2 ° a Y 0 LL LL aoo U Z D ca E n. W �� NOH C a3 z O d (A N na)0 m a o co � CD L Y v7 Z, N cc 0 t a) O tm a) 0 Z 0 ai o m E r c 0 c a) m Z °� ,� ••: � a a cuv S o H i� T o o o m 0 �* V as � n o 0 p &- a o `o `o 0 QZQ Q d w aoi E E c- o o Q cu "_ .y o aCD w a o L N c a co CL ~_ ° U 0CL 'D V T le ai ` ` •` T T _ = ;' 0 N N � V � Q � � � CO) U) z O_ � � W CL 0 w 2 � � 0 F- 21 a L . § a ■ § k � \ E B 0 U- § LLLL w 0 _ t Cl) c w� S k c k �k F-/ k m 0) kEgk\ c � • 2 aca Ek m� / CD / E 0 a) moo@ ■ m t a). c 0,0 R kIL 75 c0 a. 2 % Gt k §§ C k ■��%%£ p222�0 C4 CL§ « 2 7 � / v � E IM K E 2 B 0 /� C4 U- 010 a m� m CC CL o § Q C4 _ . � � � v � � 0 • • ICS 220 Air Operations Summary Purpose. The Air Operations Summary (ICS 220) provides the Air Operations Branch with the number, type, location, and specific assignments of helicopters and air resources. Preparation. The ICS 220 is completed by the Operations Section Chief or the Air Operations Branch Director during each Planning Meeting. General air resources assignment information is obtained from the Operational Planning Worksheet (ICS 215), which also is completed during each Planning Meeting. Specific designators of the air resources assigned to the incident are provided by the Air and Fixed -Wing Support Groups. If aviation assets would be utilized for rescue or are referenced on the Medical Plan (ICS 206), coordinate with the Medical Unit Leader and indicate on the ICS 206. Distribution. After the ICS 220 is completed by Air Operations personnel, the form is given to the Air Support Group Supervisor and Fixed -Wing Coordinator personnel. These personnel complete the form by indicating the designators of the helicopters and fixed -wing aircraft assigned missions during the specified operational period. This information is provided to Air Operations personnel who, in turn, give the information to the Resources Unit. Notes: • If additional pages are needed for any form page, use a blank ICS 220 and repaginate as needed. Instructions Block Number Block Title 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month/day/year) and time (using the 24-hour • Date and Time From clock) and end date and time for the operational period to which the • Date and Time To form applies. 3 Sunrise/Sunset Enter the sunrise and sunset times. 4 Remarks (safety notes, Enter special instructions or information, including safety notes, hazards, air operations special hazards, and priorities for Air Operations personnel. equipment, etc.) 5 Ready Alert Aircraft Identify ready alert aircraft that will be used as Medivac for incident • Medivac assigned personnel and indicate on the Medical Plan (ICS 206). • New Incident Identify aircraft to be used for new incidents within the area or new incident(s) within an incident. 6 Temporary Flight Restriction Enter Temporary Flight Restriction Number, altitude (from the center Number point), and center point (latitude and longitude). This number is • Altitude provided by the Federal Aviation Administration (FAA) or is the order • Center Point request number for the Temporary Flight Restriction. 7 Personnel Enter the name and phone number of the individuals in Air Operations. • Name • Phone Number Air Operations Branch Director Air Support Group Supervisor Air Tactical Group Supervisor Helicopter Coordinator Helibase Manager B-110 Instructions Block Block Title Number 8 Frequencies Enter primary air/air, air/ground (if applicable), command, deck • AM coordinator, take -off and landing coordinator, and other radio • FM frequencies to be used during the incident. Air/Air Fixed -Wing Air/Air Rotary -Wing — Flight Flight following is typically done by Air Operations. Following Air/Ground Command Deck Coordinator Take -Off & Landing Coordinator Air Guard 9 Fixed -Wing (category/kind/type, Enter the category/kind/type based on NIMS, discipline, or jurisdiction make/model, N#, base) guidance, make/model, N#, and base of air assets allocated to the incident. Air Tactical Group Supervisor Aircraft Other Fixed -Wing Aircraft 10 Helicopters Enter the following information about the helicopter resources allocated to the incident. FAA N# Enter the FAA N#. Category/Kind/Type Enter the helicopter category/kind/type based on NIMS, discipline, or jurisdiction guidance. Make/Model Enter the make and model of the helicopter. Base Enter the base where the helicopter is located. Available Enter the time the aircraft is available. Start Enter the time the aircraft becomes operational. Remarks 11 Prepared by Enter the name, ICS position, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (24-hour • Position/Title clock). • Signature • Date/Time 12 Task/Mission/Assignment Enter the specific assignment (e.g., water or retardant drops, logistical (category/kind/type and function support, or availability status for a specific purpose, support backup, includes: air tactical, recon, Medivac, etc.). If applicable, enter the primary air/air and reconnaissance, personnel air/ground radio frequency to be used. Mission assignments may be transport, search and rescue, listed by priority. etc.) Category/Kind/Type and Function Name of Personnel or Cargo (if applicable) or Instructions for Tactical Aircraft Mission Start Fly From Enter the incident location or air base the aircraft is flying from. Fly To Enter the incident location or air base the aircraft is flying to. B-110 is • DEMOBILIZATION CHECK-OUT (ICS 221) 1. Incident Name: 2. Incident Number: 3. Planned Release Date/Time: 4. Resource or Personnel Released: 5. Order Request Number: Date: Time: 6. Resource or Personnel: You and your resources are in the process of being released. Resources are not released until the checked boxes below have been signed off by the appropriate overhead and the Demobilization Unit Leader (or Planning Section representative). LOGISTICS SECTION Unit/Manager Remarks Name Signature ❑ Supply Unit ❑ Communications Unit ❑ Facilities Unit ❑ Ground Support Unit ❑ Security Manager FINANCE/ADMINISTRATION SECTION Unit/Leader Remarks Name Signature ❑ Time Unit EJ OTHER SECTION/STAFF Unit/Other Remarks Name Signature Ej PLANNING SECTION Unit/Leader Remarks Name Signature ❑ Documentation Leader ❑ Demobilization Leader 7. Remarks: 8. Travel Information: Room Overnight: ❑ Yes [-]No Estimated Time of Departure: Actual Release Date/Time: Destination: Estimated Time of Arrival: Travel Method: Contact Information While Traveling: Manifest: ❑ Yes ❑ No Area/Agency/Region Notified: Number: 9. Reassignment Information: ❑ Yes ❑ No Incident Name: Incident Number: Location: Order Request Number: 10. Prepared by: Name: Position/Title: Signature: ICS 221 Date/Time: B-111 ICS 221 Demobilization Check -Out Purpose. The Demobilization Check- Out (ICS 221) ensures that resources checking out of the incident have completed all appropriate incident business, and provides the Planning Section information on resources released from the incident. Demobilization is a planned process and this form assists with that planning. Preparation. The ICS 221 is initiated by the Planning Section, or a Demobilization Unit Leader if designated. The Demobilization Unit Leader completes the top portion of the form and checks the appropriate boxes in Block 6 that may need attention after the Resources Unit Leader has given written notification that the resource is no longer needed. The individual resource will have the appropriate overhead personnel sign off on any checked box(es) in Block 6 prior to release from the incident. Distribution. After completion, the ICS 221 is returned to the Demobilization Unit Leader or the Planning Section. All completed original forms must be given to the Documentation Unit. Personnel may request to retain a copy of the ICS 221. Notes: • Members are not released until form is complete when all of the items checked in Block 6 have been signed off. • If additional pages are needed for any form page, use a blank ICS 221 and repaginate as needed. Block Number Block Title Instructions 1 Incident Name Enter the name assigned to the incident. 2 Incident Number Enter the number assigned to the incident. 3 Planned Release Date/Time Enter the date (month/day/year) and time (using the 24-hour clock) of the planned release from the incident. 4 Resource or Personnel Enter name of the individual or resource being released. Released 5 Order Request Number Enter order request number (or agency demobilization number) of the individual or resource being released. 6 Resource or Personnel Resources are not released until the checked boxes below have been You and your resources are in signed off by the appropriate overhead. Blank boxes are provided for the process of being released. any additional unit requirements as needed (e.g., Safety Officer, Resources are not released until Agency Representative, etc.). the checked boxes below have been signed off by the appropriate overhead and the Demobilization Unit Leader (or Planning Section representative). • Unit/Leader/Manager/Other • Remarks • Name • Signature Logistics Section The Demobilization Unit Leader will enter an "X" in the box to the left of ❑ Supply Unit those Units requiring the resource to check out. ❑ Communications Unit Identified Unit Leaders or other overhead are to sign the appropriate ❑ Facilities Unit line to indicate release. ❑ Ground Support Unit ❑ Security Manager • B-112 0 • • B-113 s ns NumberBlock 6 The Demobilization Unit Leader will enter an "X" in the box to the left of Finance/Administration (continued) Section those Units requiring the resource to check out. ❑ Time Unit Identified Unit Leaders or other overhead are to sign the appropriate line to indicate release. Other Section/Staff The Demobilization Unit Leader will enter an "X" in the box to the left of ❑ those Units requiring the resource to check out. Identified Unit Leaders or other overhead are to sign the appropriate line to indicate release. Planning Section The Demobilization Unit Leader will enter an "X" in the box to the left of ❑ Documentation Leader those Units requiring the resource to check out. ❑ Demobilization Leader Identified Unit Leaders or other overhead are to sign the appropriate line to indicate release. 7 Remarks Enter any additional information pertaining to demobilization or release (e.g., transportation needed, destination, etc.). This section may also be used to indicate if a performance rating has been completed as required by the discipline or jurisdiction. 8 Travel Information Enter the following travel information: Room Overnight Use this section to enter whether or not the resource or personnel will be staying in a hotel overnight prior to returning home base and/or unit. Estimated Time of Departure Use this section to enter the resource's or personnel's estimated time of departure (using the 24-hour clock). Actual Release Date/Time Use this section to enter the resource's or personnel's actual release date (month/day/year) and time (using the 24-hour clock). Destination Use this section to enter the resource's or personnel's destination. Estimated Time of Arrival Use this section to enter the resource's or personnel's estimated time of arrival (using the 24-hour clock) at the destination. Travel Method Use this section to enter the resource's or personnel's travel method (e.g., POV, air, etc.). Contact Information While Use this section to enter the resource's or personnel's contact Traveling information while traveling (e.g., cell phone, radio frequency, etc.). Manifest ❑ Yes ❑ No Use this section to enter whether or not the resource or personnel has Number a manifest. If they do, indicate the manifest number. Area/Agency/Region Notified Use this section to enter the area, agency, and/or region that was notified of the resource's travel. List the name (first initial and last name) of the individual notified and the date (month/day/year) he or she was notified. 9 Reassignment Information Enter whether or not the resource or personnel was reassigned to [-]Yes ❑ No another incident. If the resource or personnel was reassigned, complete the section below. Incident Name Use this section to enter the name of the new incident to which the resource was reassigned. Incident Number Use this section to enter the number of the new incident to which the resource was reassigned. Location Use this section to enter the location (city and State) of the new incident to which the resource was reassigned. Order Request Number Use this section to enter the new order request number assigned to the resource or personnel. B-113 10 Prepared by Enter the name, ICS position, and signature of the person preparing • Name the form. Enter date (month/day/year) and time prepared (using the • Position/Title 24-hour clock). • Signature • Date/Time B-114 • • • • • INCIDENT PERSONNEL PERFORMANCE RATING (ICS 225) I THIS RATING IS TO BE USED ONLY FOR DETERMINING AN INDIVIDUAL'S PERFORMANCE ON AN INCIDENT/EVENT I 1. Name: 12. Incident Name: 13. Incident Number: 4. Home Unit Name and Address: 15. Incident Agency and Address: 6. Position Held on Incident: 7. Date(s) of Assignment: 8. Incident Complexity Level:9. Incident Definition: From: To: IE]l E]2 ❑ 3 E]4 E]5 10. Evaluation Rating Factors 11. Knowledge of the Job/ Professional Competence: Ability to acquire, apply, and share technical and administrative knowledge and skills associated with description of duties. (Includes operational aspects such as marine safety, seamanship, airmanship, SAR, etc., as appropriate.) 12. Ability To Obtain Performance/Results: Quality, quantity, timeliness, and impact of work. 13. Planning/ Preparedness: Ability to anticipate, determine goals, identify relevant information, set priorities and deadlines, and create a shared vision of the Incident Management Team (IMT). 14. Using Resources: Ability to manage time, materials, information, money, and people (i.e., all IMT components as well as external publics). 15. Adaptability/Attitude: Ability to maintain a positive attitude and modify work methods and priorities in response to new information, changing conditions, political realities, or unexpected obstacles. 16. Communication Skills: Ability to speak effectively and listen to understand. Ability to express facts and ideas clearly and convincingly. N/A IN U n F N 1 — Unacceptable Questionable competence and credibility. Operational or specialty expertise inadequate or lacking in key areas. Made little effort to grow professionally. Used knowledge as power against others or bluffed rather than acknowledging ignorance. Effectiveness reduced due to limited knowledge of own organizational role and customer needs. Routine tasks accomplished with difficulty. Results often late or of poor quality. Work had a negative impact on department or unit. Maintained the status quo despite opportunities to improve. 3 — Met Standards Competent and credible authority on specialty or operational issues. Acquired and applied excellent operational or specialty expertise for assigned duties. Showed professional growth through education, training, and professional reading. Shared knowledge and information with others clearly and simply. Understood own organizational role and customer needs. El Got the job done in all routine situations and in many unusual ones. Work was timely and of high quality; required same of subordinates. Results had a positive impact on IMT. Continuously improved services and organizational effectiveness. ❑ I ❑I ❑ Got caught by the unexpected; appeared to be controlled by events. Set vague or unrealistic goals. Used unreasonable criteria to set priorities and deadlines. Rarely had plan of action. Failed to focus on relevant information. Consistently prepared. Set high but realistic goals. Used sound criteria to set priorities and deadlines. Used quality tools and processes to develop action plans. Identified key information. Kept supervisors and stakeholders informed. ❑ I❑I ❑ Concentrated on unproductive activities or often overlooked critical demands. Failed to use people productively. Did not follow up. Mismanaged information, money, or time. Used ineffective tools or left subordinates without means to accomplish tasks. Employed wasteful methods. Unable to gauge effectiveness of work, recognize political realities, or make adjustments when needed. Maintained a poor outlook. Overlooked or screened out new information. Ineffective in ambiguous, complex, or pressured situations. El Unable to effectively articulate ideas and facts; lacked preparation, confidence, or logic. Used inappropriate language or rambled. Nervous or distracting mannerisms detracted from message. Failed to listen carefully or was too argumentative. Written material frequently unclear, verbose, or poorly organized. Seldom proofread. Effectively managed a variety of activities with available resources. Delegated, empowered, and followed up. Skilled time manager, budgeted own and subordinates' time productively. Ensured subordinates had adequate tools, materials, time, and direction. Cost conscious, sought ways to cut waste. El Receptive to change, new information, and technology. Effectively used benchmarks to improve performance and service. Monitored progress and changed course as required. Maintained a positive approach. Effectively dealt with pressure and ambiguity. Facilitated smooth transitions. Adjusted direction to accommodate political realities. Effectively expressed ideas and facts in individual and group situations; nonverbal actions consistent with spoken message. Communicated to people at all levels to ensure understanding. Listened carefully for intended message as well as spoken words. Written material clear, concise, and logically organized. Proofread conscientiously. 5 — Exceeded Expectations Superior expertise; advice and actions showed great breadth and depth of knowledge. Remarkable grasp of complex issues, concepts, and situations. Rapidly developed professional growth beyond expectations. Vigorously conveyed knowledge, directly resulting in increased workplace productivity. Insightful knowledge of own role, customer needs, and value of work. Maintained optimal balance among quality, quantity, and timeliness of work. Quality of own and subordinates' work surpassed expectations. Results had a significant positive impact on the IMT. Established clearly effective systems of continuous improvement. El Exceptional preparation. Always looked beyond immediate events or problems. Skillfully balanced competing demands. Developed strategies with contingency plans. Assessed all aspects of problems, including underlying issues and impact. El Unusually skilled at bringing scarce resources to bear on the most critical of competing demands. Optimized productivity through effective delegation, empowerment, and follow-up control. Found ways to systematically reduce cost, eliminate waste, and improve efficiency. Rapidly assessed and confidently adjusted to changing conditions, political realities, new information, and technology. Very skilled at using and responding to measurement indicators. Championed organizational improvements. Effectively dealt with extremely complex situations. Turned pressure and ambiguity into constructive forces for change. Clearly articulated and promoted ideas before a wide range of audiences; accomplished speaker in both formal and extemporaneous situations. Adept at presenting complex or sensitive issues. Active listener; remarkable ability to listen with open mind and identify key issues. Clearly and persuasively expressed complex or controversial material, directly contributing to stated objectives. INCIDENT PERSONNEL PERFORMANCE RATING (ICS 225) 1. Name: 2. Incident Name: F.Incident Number: 10 10. Evaluation Rating Factors N/A 1 — Unacceptable 2 3 — Met Standards 4 5 — Exceeded Expectations 17. Ability To Work on a Used teams ineffectively or at wrong Skillfully used teams to increase unit Insightful use of teams raised unit Team: times. Conflicts mismanaged or effectiveness, quality, and service. productivity beyond expectations. Ability to manage, lead and often left unresolved, resulting in Resolved or managed group conflict, Inspired high level of esprit de corps, participate in teams, decreased team effectiveness. enhanced cooperation, and involved even in difficult situations. Major encourage cooperation, and Excluded team members from vital team members in decision process. contributor to team effort. Established develop esprit de corps. information. Stifled group Valued team participation. Effectively relationships and networks across a discussions or did not contribute negotiated work across functional broad range of people and groups, productively. Inhibited cross boundaries to enhance support of raising accomplishments of mutual goals functional cooperation to the broader mutual goals. to a remarkable level. detriment of unit or service goals. ❑ I ❑ Ell ❑ I ❑ 18. Consideration for Seldom recognized or responded to Cared for people. Recognized and Always accessible. Enhanced overall Personnel/Team Welfare: needs of people; left outside responded to their needs; referred to quality of life. Actively contributed to A Ability to consider and respond Aothers' resources untapped despite outside resources as appropriate. achieving balance among IMT to personal needs, apparent need. Ignorance of Considered individuals' capabilities to requirements and professional and capabilities, and individuals' capabilities increased maximize opportunities for success. personal responsibilities. Strong achievements; support for and sup chance of failure. Seldom Consistently recognized and rewarded advocate for subordinates; ensured application of; fe recognized or rewarded deserving deserving subordinates or other IMT appropriate and timely recognition, both concepts and skills. subordinates or other IMT members. members. formal and informal. ❑ ❑ ❑ I ❑ ❑ ❑ 19. Directing Others: Showed difficulty in directing or A leader who earned others' support An inspirational leader who motivated Ability to influence or direct influencing others. Low or unclear and commitment. Set high work others to achieve results not normally others in accomplishing tasks work standards reduced productivity. standards; clearly articulated job attainable. Won people over rather than or missions. Failed to hold subordinates requirements, expectations, and imposing will. Clearly articulated vision; accountable for shoddy work or measurement criteria; held empowered subordinates to set goals irresponsible actions. Unwilling to subordinates accountable. When and objectives to accomplish tasks. delegate authority to increase appropriate, delegated authority to Modified leadership style to best meet efficiency of task accomplishment. those directly responsible for the task. challenging situations. ❑ ❑ ❑ ❑ Ell ❑ 20. Judgment/Decisions Decisions often displayed poor Demonstrated analytical thought and Combined keen analytical thought, an Under Stress: analysis. Failed to make necessary common sense in making decisions. understanding of political processes, and Ability to make sound decisions, or jumped to conclusions Used facts, data, and experience, and insight to make appropriate decisions. decisions and provide valid without considering facts, considered the impact of alternatives Focused on the key issues and the most recommendations using alternatives, and impact. Did not and political realities. Weighed risk, relevant information. Did the right thing facts, experience, political effectively weigh risk, cost, and time cost, and time considerations. Made at the right time. Actions indicated acumen, common sense, risk considerations. Unconcerned with sound decisions promptly with the best awareness of impact of decisions on assessment, and analytical political drivers on organization. available information. others. Not afraid to take reasonable thought. risks to achieve positive results. ❑ I ❑ Ell ❑ ❑ I ❑ 21. Initiative Postponed needed action. Championed improvement through new Aggressively sought out additional Ability to originate and act on Implemented or supported ideas, methods, and practices. responsibility. A self-leamer. Made new ideas, pursue improvements only when directed to Anticipated problems and took prompt worthwhile ideas and practices work opportunities to learn and do so. Showed little interest in action to avoid or resolve them. when others might have given up. develop, and seek career development. Feasible Pursued productivity gains and Extremely innovative. Optimized use of responsibility without guidance improvements in methods, services, enhanced mission performance by new ideas and methods to improve work and supervision. or products went unexplored. applying new ideas and methods. processes and decisionmaking. ❑ ❑ ❑ ❑ ❑ ❑ 22. Physical Ability for the Failed to meet minimum standards Committed to health and well-being of Remarkable vitality, enthusiasm, Job: of sobriety. Tolerated or condoned self and subordinates. Enhanced alertness, and energy. Consistently Ability to invest in the IMT's others' alcohol abuse. Seldom personal performance through activities contributed at high levels of activity. future by caring for the considered subordinates' health and supporting physical and emotional well- Optimized personal performance through a physical health and emotional well-being. Unwilling or unable to being. Recognized and managed involvement in activities that supported well-being self and others. recognize and manage stress stress effectively. physical and emotional well-being. despite apparent need. Monitored and helped others deal with stress and enhance health and well-being ❑ ❑ ❑ ❑ Eli ❑ 23. Adherence to Safety: Failed to adequately identify and Ensured that safe operating procedures Demonstrated a significant commitment Ability to invest in the IMT's protect personnel from safety were followed. toward safety of personnel. future by caring for the safety hazards. of self and others. ❑ ❑ ❑ ❑ ❑ ❑ 24. Remarks: 25. Rated Individual (This rating has been discussed with me): Signature: Date/Time: 26. Rated by: Name: Signature: ink Home Unit: Position Held on This Incident: ICS 225 Datelrime: ?w • is ICS 225 Incident Personnel Performance Rating Purpose. The Incident Personnel Performance Rating (ICS 225) gives supervisors the opportunity to evaluate subordinates on incident assignments. THIS RATING IS TO BE USED ONLY FOR DETERMINING AN INDIVIDUAL'S PERFORMANCE ON AN INCIDENT/EVENT. Preparation. The ICS 225 is normally prepared by the supervisor for each subordinate, using the evaluation standard given in the form. The ICS 225 will be reviewed with the subordinate, who will sign at the bottom. It will be delivered to the Planning Section before the rater leaves the incident Distribution. The ICS 225 is provided to the Planning Section Chief before the rater leaves the incident. Notes: • Use a blank ICS 225 for each individual. • Additional pages can be added based on individual need. Instructions Block Number Block Title 1 Enter the name of the individual being rated. Name 2 Incident Name Enter the name assigned to the incident. 3 Incident Number Enter the number assigned to the incident. 4 Home Unit Address Enter the physical address of the home unit for the individual being rated. 5 Incident Agency and Address Enter the name and address of the authority having jurisdiction for the incident. 6 Position Held on Incident Enter the position held (e.g., Resources Unit Leader, Safety Officer, etc.) by the individual being rated. 7 Date(s) of Assignment Enter the date(s) (month/day/year) the individual was assigned to the • From incident. • To 8 Incident Complexity Level Indicate the level of complexity for the incident. ❑ 1 ❑ 2 ❑ 3 ❑ 4 ❑ 5 9 Incident Definition Enter a general definition of the incident in this block. This may be a general incident category or kind description, such as "tornado," "wildfire,", "bridge collapse,", "civil unrest," "parade," "vehicle fire," "mass casualty," etc. 10 Evaluation Enter "X" under the appropriate column indicating the individual's level of performance for each duty listed. N/A The duty did not apply to this incident. 1 — Unacceptable Does not meet minimum requirements of the individual element. Deficiencies/Improvements needed must be identified in Remarks. 2 — Needs Improvement Meets some or most of the requirements of the individual element. IDENTIFY IMPROVEMENT NEEDED IN REMARKS. 3 — Met Standards Satisfactory. Employee meets all requirements of the individual element. Block Number Block Title Instructions 4 —Fully Successful ON Employee meets all requirements and exceeds one or several of the requirements of the individual element. 10 5 — Exceeded Expectations Superior. Employee consistently exceeds the performance requirements. 11 Knowledge of the Job/ Ability to acquire, apply, and share technical and administrative Professional Competence: knowledge and skills associated with description of duties. (Includes operational aspects such as marine safety, seamanship, airmanship, SAR, etc., as appropriate.) 12 Ability To Obtain Quality, quantity, timeliness, and impact of work. Performance/Results: 13 Planning/Preparedness: Ability to anticipate, determine goals, identify relevant information, set priorities and deadlines, and create a shared vision of the Incident Management Team (IMT). 14 Using Resources: Ability to manage time, materials, information, money, and people (i.e., all IMT components as well as external publics). 15 Adaptability/Attitude: Ability to maintain a positive attitude and modify work methods and priorities in response to new information, changing conditions, political realities, or unexpected obstacles. 16 Communication Skills: Ability to speak effectively and listen to understand. Ability to express facts and ideas clearly and convincingly. 17 Ability To Work on a Team: Ability to manage, lead and participate in teams, encourage cooperation, and develop esprit de corps. 18 Consideration for Ability to consider and respond to others' personal needs, capabilities, Personnel/Team Welfare: and achievements; support for and application of worklife concepts and skills. 19 Directing Others: Ability to influence or direct others in accomplishing tasks or missions. 20 Judgment/Decisions Under Ability to make sound decisions and provide valid recommendations by Stress: using facts, experience, political acumen, common sense, risk assessment, and analytical thought. 21 Initiative Ability to originate and act on new ideas, pursue opportunities to learn and develop, and seek responsibility without guidance and supervision. 22 Physical Ability for the Job: Ability to invest in the IMT's future by caring for the physical health and emotional well-being of self and others. 23 Adherence to Safety: Ability to invest in the IMT's future by caring for the safety of self and others. 24 Remarks Enter specific information on why the individual received performance levels. 25 Rated Individual (This rating Enter the signature of the individual being rated. Enter the date has been discussed with me) (month/day/year) and the time (24-hour clock) signed. • Signature • Date/Time 26 Rated by Enter the name, signature, home unit, and position held on the incident • Name of the person preparing the form and rating the individual. Enter the • Signature date (month/day/year) and the time (24-hour clock) prepared. • Home Unit • Position Held on This Incident • Date/Time • • • Emergency Operations Center Position Checklists C-1 THIS PAGE LEFT BLANK INTENTIONALLY 0 • • nriver Service District E P Basic Plan Appendix C. Emergency Operations Center Position Checklists Index of EOC Position Checklists The following checklists are included in this appendix. 1. Communication Unit Leader Checklist 2. Compensation/Claims Unit Leader Checklist 3. Cost Unit Leader Checklist 4. Demobilization Unit Leader Checklist 5. Documentation Unit Leader Checklist 6. Facilities Unit Leader Checklist 7. Finance - Administration Section Chief Checklist 8. Food Unit Leader Checklist 9. Ground Support Unit Leader Checklist 10. Incident Commander Checklist 11. Liaison Officer Checklist 12. Logistics Section Chief Checklist 13. Medical Unit Leader Checklist 14. Operations Branch Director Checklist 15. Operations Section Chief Checklist 16. Planning Section Chief Checklist 17. Procurement Unit Leader Checklist 18. Public Information Officer Checklist 19. Resources Unit Leader Checklist 20. Safety Officer Checklist 21. Service Branch Director Checklist 22. Situation Unit Leader Checklist 23. Staging Area Manager Checklist 24. Supply Unit Leader Checklist 25. Support Branch Director Checklist 26. Time Unit Leader Checklist C-3 E w V x .a c CL a El LL v U • • • Communication Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. 12/14/09 Task 1. Obtain briefing from the Logistics Section Chief or Service Branch Director. 2. Organize and staff Unit as appropriate: ■ Assign Communications Center Manager and Lead Incident Dispatcher. • Assign Message Center Manager and ensure adequate staff is assigned to answer phones and attend fax machines. 3. Assess communications systems/frequencies in use; advise on communications capabilities/limitations. 4. Develop and implement effective communications procedures (flow) internal and external to the incident/Incident Command Post. 5. Assess Incident Command Post phone load and request additional lines as needed. 6. Prepare and implement Incident Communications Plan (ICS Form 205): ■ Obtain current organizational chart. ■ Determine most hazardous tactical activity; ensure adequate communications. • Make communications assignments to all other Operations elements, including volunteer, contract, or mutual aid. ■ Determine Command communications needs. ■ Determine support communications needs. ■ Establish and post any specific procedures for use of Incident Command Post communications equipment. C-5 1 Communication Unit Leader Position Checklist 7. Include cellular phones and pagers in Incident Communications Plan (ICS Form 205), if appropriate: ■ Determine specific organizational elements to be assigned telephones. • Identify all facilities/locations with which communications must be established (shelters, press area, liaison area, agency facilities, other governmental entities' Emergency Operations Centers (EOCs), etc.), identify and document phone numbers. ■ Determine which phones/numbers should be used by what personnel and for what purpose. Assign specific telephone numbers for incoming calls, and report these numbers to staff and off-site parties such as other local jurisdictions, State and Federal agencies. ■ Do not publicize OUTGOING call lines. 8. Activate, serve as contact point, and supervise the integration of volunteer radio organizations into the communications system. 9. Ensure radio and telephone logs are available and being used. 10. Determine need and research availability of additional nets and systems: Order through Supply Unit after approval by Section Chief. ■ Federal systems: • Additional radios and other communications devices, including repeaters, radio- telephone interconnects and satellite down -link capabilities may be available through FEMA or the USDA Forest Service. 11. Document malfunctioning communications equipment, facilitate repair. 12. Establish and maintain communications equipment accountability system. 13. Provide technical information, as required, on: ■ Adequacy of communications system currently in use. ■ Geographic limitation on communications equipment. ■ Equipment capabilities. ■ Amount and types of equipment available. ■ Anticipated problems in the use of communications equipment. 12/14/09 C-6 2 • • • Communication Unit Leader Position Checklist 14. Estimate Unit needs for expected operations; order relief personnel. 15. Provide briefing to relief on current activities and unusual situations. a16. Document all activity on Unit Log (ICS Form 214). 12/14/09 C_7 3 • THIS PAGE LEFT BLANK INTENTIONALLY 9 • Compensation/Claims Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident Task 1. Obtain briefing from Finance/Administration Section Chief: ■ Determine accidents/injuries to date. ■ Provide liaison with Occupational Safety and Health Administration (OSHA). ■ Provide analysis of injuries. ■ Ensure appropriate level of personal protective equipment (PPE) is being used, and that personnel have been trained in its use. 10. Maintain copies of hazardous materials and other medical debriefings; ensure they are included as part of the final incident package. 11. Provide briefing to relief on current activities and unusual events 12. Document all activity on Unit Log (ICS Form 214). 12/14/09 C-9 1 ■ Determine status of investigations. 2. Establish contact with incident Safety Officer and Liaison Officer or department/agency representatives. 3. Determine the need for Compensation for Injury and Claims Specialists, request additional personnel, as necessary. 4. Establish procedures with Medical Unit Leader on prompt notification of injuries or deaths. 5. Ensure that volunteer personnel have been appropriately registered. 6. Ensure written authority for persons requiring medical treatment. 7. Ensure correct billing forms for transmittal to doctor and/or hospital. 8. Ensure all witness statements and statements from Safety Officer and Medical Unit are reviewed for completeness. 9. Coordinate with Safety Officer to: ■ Provide liaison with Occupational Safety and Health Administration (OSHA). ■ Provide analysis of injuries. ■ Ensure appropriate level of personal protective equipment (PPE) is being used, and that personnel have been trained in its use. 10. Maintain copies of hazardous materials and other medical debriefings; ensure they are included as part of the final incident package. 11. Provide briefing to relief on current activities and unusual events 12. Document all activity on Unit Log (ICS Form 214). 12/14/09 C-9 1 Compensation/Claims Unit Leader Position Checklist LJ Claims Specialist: 1. Work closely with Operations and Planing for information from the field. 2. Some agencies/Units have "Claims Teams" who are trained to do claims investigation and documentation for large incidents. 3. Coordinate with FEMA, private aid organizations (Red Cross), and other Government agencies for claims documentation and their needs (the Liaison Officer can often be a help coordinate and obtain information from other agencies or private entities). 4. "Damage assessment" for ongoing disaster recovery is normally not the responsibility of the Compensation and Claims Unit. However, information gathered by the Unit may be forwarded to the agency as part of its recovery effort. Compensation for Injury Specialist: 1. Determine accidents/injuries to date. 2. Coordinate with incident Safety Officer, Liaison Officer and/or department/agency representatives. 3. Work with Safety Officer to determine trends of accidents and provide analysis of injuries. 4. Work with local agency representatives to find treatment options for injuries. 5. Establish procedures with Medical Unit Leader on prompt notification of injuries or deaths. 6. Prepare written authority for persons requiring medical treatment, and correct billing forms for transmittal to doctor and/or hospital. Ensure all witness statements are reviewed for completeness. 7. Keep informed and report on status of hospitalized personnel. 8. Maintain log of all injuries occurring on incident. 9. Arrange for notification of next of kin for serious injuries and deaths (this will be done through Command). • 12/14/09 C-10 2 • Cost Unit Leader Position Checklist The followingchecklist should be considered as the minimum requirements for this position. Note that q some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Finance/Administration Section Chief: ■ Determine reporting time -lines. ■ Determine standard and special reports required. • Determine desired report format. 2. Obtain and record all cost data: • Agency Equipment costs. ■ Contract or mutual aid equipment costs. • Contract or mutual aid personnel costs. • Damage to facilities, infrastructure, equipment or vehicles. • Supplies. • Food. ■ Facility rental. 3. Identify in reports all equipment/personnel requiring payment. 4. Prepare incident cost summaries by operational period, or as directed by the Finance/Administration Section Chief. 5. If cost share agreement is done, determine what costs need to be tracked. They may be different than total incident costs. 6. Prepare resources use cost estimates for Planning: ■ Make sure estimates are updated with actual costs as they become available. ■ Make sure information is provided to Planning according to Planning's schedule. 12/14/09 C-11 1 Cost Unit Leader Position Checklist 0 0 7. Make recommendations on cost savings to Finance/Administration Section Chief. This must be coordinated with Operations and Planning Sections—use of high cost equipment may have justifications unknown to Finance/Administration. 8. Maintain cumulative incident cost records. Costs should reflect each individual entity (individual or crew personnel, individual pieces of equipment, food, facilities) the entity's agency or contractor, pay premiums (overtime/hazard). These records should reflect: ■ Agency, contract, and/or mutual aid equipment costs. ■ Agency, contract, and/or mutual aid personnel costs and pay premiums (straight, hazard, and overtime). ■ Contract or mutual aid equipment costs. • Contract or mutual aid personnel costs. ■ Damage to agency facilities, infrastructure, equipment or vehicles. ■ Supplies. ■ Food. ■ Facility rental. 9. Ensure that all cost documents are accurately prepared. • 1] 10. Enter data into an agency cost analysis system (Incident Cost Analysis Reporting System (ICARS) or similar system, if appropriate). 11. Provide briefing to relief on current activity and unusual events. 12. Document all activity on Unit Log (ICS Form 214). �.J 12/14/09 C-12 2 • Demobilization Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Planning Section Chief: ■ Determine objectives, priorities and constraints on demobilization. 2. Review incident resource records to determine scope of demobilization effort: ■ Resource tracking system. ■ Check-in forms. ■ Master resource list. 3. Meet with agency representatives to determine: ■ Agencies not requiring formal demobilization. ■ Personnel rest and safety needs. 12/14/09 C-13 1 ■ Coordination procedures with cooperating -assisting agencies. 4. Assess the current and projected resource needs of the Operations Section. 5. Obtain identification of surplus resources and probable release times. 6. Determine logistical support needs of released resources (rehab, transportation, equipment replacement, etc.). 7. Determine Finance/Administration, Communications, Supply, and other incident check-out stops. 8. Determine de -briefing requirements. 9. Establish communications links with off -incident organizations and facilities. 12/14/09 C-13 1 Demobilization Unit Leader Position Checklist O D 0 • 10. Prepare Demobilization Plan (ICS Form 221): ■ General - Discussion of demobilization procedure. ■ Responsibilities - Specific implementation responsibilities and activities. ■ Release Priorities - According to agency and kind and type of resource. • Release Procedures - Detailed steps and process to be followed. ■ Directories - Maps, telephone numbers, instructions and other needed elements. ■ Continuity of operations (follow up to incident operations): • Public Information. • Finance/Administration. • Other. ■ Designate to whom outstanding paperwork must be submitted. ■ Include demobilization of Incident Command Post staff. In general, Incident Comman Post staff will not be released until: 4) • Incident activity and work load are at the level the agency can reasonably assume. • Incident is controlled. • On -scene personnel are released except for those needed for final tactical assignments. • Incident Base is reduced or in the process of being shut down. • Planning Section has organized final incident package. • Finance/Administration Section has resolved major known finance problems and defined process for follow-up. • Rehabilitation/cleanup accomplished or contracted. • Team has conducted or scheduled required debriefings. 11. Obtain approval of Demobilization Plan (ICS Form 221) from Planning Section Chief. 12. Distribute Demobilization Plan (ICS Form 221) to processing points both on and off incident. 13. Monitor implementation of Demobilization Plan (ICS Form 221). 12/14/09 C-14 2 Demobilization Unit Leader Position Checklist 0 0 0 0 • 14. Assist in the coordination of the Demobilization Plan (ICS Form 221). 15. Provide briefing to relief on current activities and unusual events. 16. Document all activity on Unit Log (ICS Form 214). 17. Give completed incident files to Documentation Unit Leader for inclusion in the final incident package. 12/14/09 C-15 3 • THIS PAGE LEFT BLANK INTENTIONALLY 0 • C-16 • • Documentation Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Planning Section Chief. 2. Organize, staff, and supervise Unit, as appropriate, and provide for adequate relief. 3. Establish work area: ■ Ensure adequate duplication capability for large-scale operations and adequate staff to assist in the duplication and documentation process. 4. Establish and organize incident files. F-1 5. Establish duplication services, and respond to requests. 6. Determine number needed and duplicate Incident Action Plan (IAP) accordingly. 7. Retain and file duplicate copies of official forms and reports. 8. Accept and file reports and forms submitted by incident personnel. 9. Check the accuracy and completeness of records submitted for files. 10. Ensure that legal restrictions on public and exempt records are observed. 11. Provide briefing to relief on current activities and unusual events. 12. Document all activity on Unit Log (ICS Form 214). 13. Give completed incident files to Planning Section Chief. 12/14/09 C-17 1 11 THIS PAGE LEFT BLANK INTENTIONALLY 0 • C-18 � 0 Facilities Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for thisP osition. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Logistics Section Chief or Support Branch Director: ■ Expected duration and scope of the incident. ■ Facilities already activated. ■ Anticipated facility needs. 2. Obtain a copy of the Incident Action Plan (IAP) and determine: ■ Location of Incident Command Post. ■ Staging Areas. ■ Incident Base. • Supply/Receiving/Distribution Centers. ■ Information/Media Briefing Center. • Other incident facilities. 3. Determine requirements for each facility to be established: ■ Sanitation. ■ Sleeping. ■ Feeding. ■ Supply area. ■ Medical support. ■ Communications needs. ■ Security needs. ■ Lighting. 12/14/09 C-19 1 Facilities Unit Leader Position Checklist • 4. In cooperation with other incident staff, determine the following requirements for each facility: ■ Needed space. ■ Specific location. • Access. • Parking. ■ Security. ■ Safety. 5. Plan facility layouts in accordance with above requirements. 6. Coordinate negotiation for rental office or storage space: • < 60 days - Coordinate with Procurement Unit. ■ > 60 days - Coordinate with Procurement Unit, agency Facilities Manager, and agency Finance Department. 0 7. Video or photograph rental office or storage space prior to taking occupancy. 8. Document all activity on Unit Log (ICS Form 214). • 12/14/09 C-20 2 • • • Finance/Administration Section Chief Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Tasks may be delegated to the appropriate Unit Leader. 12/14/09 Task 1. Obtain briefing from Incident Commander: ■ Incident objectives. ■ Participating/coordinating agencies. ■ Anticipated duration/complexity of incident. ■ Determine any political considerations. ■ Obtain the names of any agency contacts the Incident Commander knows about. ■ Possibility of cost sharing. ■ Work with Incident Commander and Operations Section Chief to ensure work/rest guidelines are being met, as applicable. 2. Obtain briefing from agency administrator: ■ Determine level of fiscal process required. ■ Delegation of authority to Incident Commander, as well as for financial processes, particularly procurement. • Assess potential for legal claims arising out of incident activities. ■ Identify applicable financial guidelines and policies, constraints and limitations. C-21 1 Finance/Administration Section Chief Position Checklist • 3. Obtain briefing from agency Finance/Administration representative: • Identify financial requirements for planned and expected operations. ■ Determine agreements are in place for land use, facilities, equipment, and utilities. ■ Confirm/establish procurement guidelines. • Determine procedure for establishing charge codes. ■ Important local contacts. ■ Agency/local guidelines, processes. • Copies of all incident -related agreements, activated or not. ■ Determine potential for rental or contract services. ■ Is an Incident Business Advisor (IBA) available, or the contact information for an agency Financial/Administration representative? • Coordinate with Command and General Staff and agency Human Resources staff to determine the need for temporary employees. • Ensure that proper tax documentation is completed. • Determine whether hosting agency will maintain time records, or whether the incident will document all time for the incident, and what forms will be used. 4. Ensure all Sections and the Supply Unit are aware of charge code. 5. Attend Planning Meeting: ■ Provide financial and cost -analysis input. ■ Provide financial summary on labor, materials, and services. ■ Prepare forecasts on costs to complete operations. ■ Provide cost benefit analysis, as requested. ■ Obtain information on status of incident; planned operations; changes in objectives, use of personnel, equipment, aircraft; and local agency/political concerns. • 12/14/09 C-22 2 • r� • Finance/Administration Section Chief Position Checklist 12/14/09 Sample Planning Meeting Agenda Agenda Item 1 Briefing on situation/resource status. 2 Discuss safety issues. 3 Set/confirm incident objectives. 4 Plot control lines & Division boundaries. 5 Specify tactics for each Division/Group. 6 Specify resources needed for each Division/Group. 7 Specify facilities and reporting locations 8 Develop resource order. 9 Consider communications/medical/ transportation plans. 10 Provide financial update. 11 Discuss interagency liaison issues. 12 Discuss information issues. 13 Finalize/approve/implement plan. 6. Gather continuing information: Responsible Party Planning/Operations Section Chiefs Safety Officer Incident Commander Operations Section Chief Operations Section Chief Operations/Planning Section Chiefs Operations/Planning/Logistics Section Chiefs Logistics Section Chief Logistics/Planning Section Chiefs Finance/Administration Section Chief Liaison Officer Public Information Officer Incident Commander/All ■ Equipment time - Ground Support Unit Leader and Operations Section. ■ Personnel time - Crew Leaders, Unit Leaders, and individual personnel. ■ Accident reports - Safety Officer, Ground Support Unit Leader, and Operations Section. ■ Potential and existing claims - Operations Section, Safety Officer, equipment contractors, agency representative, and Compensation/Claims Unit Leader. ■ Arrival and demobilization of personnel and equipment - Planning Section. ■ Daily incident status - Planning Section. ■ Injury reports - Safety Officer, Medical Unit Leader, and Compensation/Claims Unit Leader. ■ Status of supplies - Supply Unit Leader and Procurement Unit Leader. ■ Guidelines of responsible agency - Incident Business Advisor, local administrative personnel. • Use agreements - Procurement Unit Leader and local administrative personnel. • What has been ordered? - Supply Unit Leader. ■ Unassigned resources - Resource Unit Leader and Cost Unit Leader. C-23 3 Finance/Administration Section Chief Position Checklist 7. Meet with assisting and cooperating agencies, as required, to determine any cost -share agreements or financial obligation. 8. Coordinate with all cooperating agencies and specifically administrative personnel in hosting agency. D 9. Initiate, maintain, and ensure completeness of documentation needed to support claims for emergency funds, including auditing and documenting labor, equipment, materials, and services: ■ Labor - with breakdown of work locations, hours and rates for response personnel, contract personnel, volunteers, and consultants. ■ Equipment - with breakdown of work locations, hours and rates for owned and rented aircraft, heavy equipment, fleet vehicles, and other equipment. ■ Materials and supplies purchased and/or rented, including equipment, communications, office and warehouse space, and expendable supplies. ❑ 10. Initiate, maintain, and ensure completeness of documentation needed to support claims for injury and property damage. (Injury information should be kept on contracted personnel formally assigned to the incident, as well as paid employees and mutual aid personnel). 11. Ensure that all personnel time records reflect incident activity and that records for non - agency personnel are transmitted to home agency or department according to policy: ■ Notify incident management personnel when emergency timekeeping process is in effect and where timekeeping is taking place. • Distribute time -keeping forms to all Sections -ensure forms are being completed correctly. 12. Ensure that all obligation documents initiated by the incident are properly prepared and completed. 13. Assist Logistics in resource procurement: ■ Identify vendors for which open purchase orders or contracts must be established. ■ Negotiate ad hoc contracts. 14. Ensure coordination between Finance/Administration and other Command and General Staff. 15. Coordinate Finance/Administration demobilization. 16. Provide briefing to relief on current activities and unusual events. 0 12/14/09 C-24 4 Finance/Administration Section Chief Position Checklist • • 17. Ensure all Logistics Units are documenting actions on Unit Log (ICS Form 214). 18. Submit all Section documentation to Documentation Unit. 12/14/09 C-25 5 I] THIS PAGE LEFT BLANK INTENTIONALLY 0 • C-26 Food Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Logistics Section Chief or Service Branch Director: ■ Determine potential duration of incident. ■ Number and location of personnel to be fed. ■ Last .meal provided. 12/14/09 C_27 1 ■ Proposed time of next meal. 2. Determine food service requirements for planned and expected operations. 3. Determine best method of feeding to fit situation and obtain bids if not done prior to incident (coordinate with Procurement Unit). 4. Determine location of working assignment. 5. Ensure sufficient potable water and beverages for all incident personnel. 6. Coordinate transportation of food and drinks to the scene with Ground Support and Operations Section Chief. 7. Ensure that appropriate health and safety measures are taken and coordinate activity with Safety Officer. 8. Supervise administration of food service agreement, if applicable. 9. Provide copies of receipts, bills to Finance/Administration Section. 10. Let Supply Unit know when food orders are complete. 11. Provide briefing to relief on current activities and unusual situations. 12. Document all activity on Unit Log (ICS Form 214). 12/14/09 C_27 1 • THIS PAGE LEFT BLANK INTENTIONALLY 0 0 C-28 Ground Support Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Logistics Section Chief or Support Branch Director: ■ Fueling needs of apparatus on incident. ■ Transportation needed for responders. ■ Location of Supply Unit receiving and distribution point(s). ■ Incident transportation maps and restrictions on transportation routes. • 12/14/09 C-29 1 • Need for vehicle repair services, and policy toward repair and fueling of mutual aid and rental equipment. 2. Staff Unit by the above considerations, as indicated. 3. Consider the need to use agency pool vehicles or rental vehicles to augment transportation resources. 4. Support out -of -service resources according to agreement for mutual aid and rental equipment. 5. Notify Resources Unit of all changes on support and transportation vehicles. 6. Arrange for and activate towing, fueling, maintenance, and repair services. 7. Maintain fuel, parts, and service use records and cost summaries. Forward to Finance/Administration Section. 8. Maintain inventory of support and transportation vehicles. • 12/14/09 C-29 1 Ground Support Unit Leader Position Checklist • 9. Provide transportation services: ■ Review Incident Action Plan (IAP) for transportation requirements. ■ Review inventory for needed resources. ■ Request additional resources through Supply Unit. Give type, time needed, and reporting location. ■ Schedule use of support vehicles. ■ Document mileage, fuel consumption, and other costs. 10. Implement Transportation Plan: ■ Determine time -lines. ■ Identify types of services required. ■ Assign resources required to implement Transportation Plan. 11. Ensure that the condition of rental equipment is documented prior to use and coordinate with Procurement Unit Leader. 12. Document all activity on Unit Log (ICS Form 214). • 12/14/09 C-30 2 Incident Commander Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Ensure welfare and safety of incident personnel. 2. Supervise Command and General Staff. 3. Obtain initial briefing from current Incident Commander and agency administrator. 4. Assess incident situation: • Review the current situation status and initial incident objectives. Ensure that all local, State and Federal agencies impacted by the incident have been notified. 5. Determine need for, establish, and participate in Unified Command. 6. Authorize protective action statements, as necessary. 7. Activate appropriate Command and General Staff positions. Safety Officer must be appointed on hazardous materials incidents: ■ Confirm dispatch and arrival times of activated resources. ■ Confirm work assignments. 8. Brief staff: ■ Identify incident objectives and any policy directives for the management of the incident. ■ Provide a summary of current organization. ■ Provide a review of current incident activities. ■ Determine the time and location of first Planning Meeting. 9. Determine information needs and inform staff of requirements. 10. Determine status of disaster declaration and delegation of authority. 12/14/09 C-31 1 Incident Commander Position Checklist 11. Establish parameters for resource requests and releases: ■ Review requests for critical resources. ■ Confirm who has ordering authority within the organization. ■ Confirm those orders that require Command authorization. 12. Authorize release of information to the media: ■ If operating within a Unified Command, ensure all Incident Commanders approve release. 13. Establish level of planning to be accomplished: ■ Written Incident Action Plan (IAP). ■ Contingency planning. ■ Formal Planning Meeting. 14. Ensure Planning Meetings are conducted as indicated: Sample Planning Meeting Agenda Agenda Item 1 Briefing on situation/resource status. 2 Discuss safety issues. 3 Set/confirm incident objectives. 4 Plot control lines & Division boundaries. 5 Specify tactics for each Division/Group. 6 Specify resources needed for each Division/Group. 7 Specify facilities and reporting locations. 8 Develop resource order. 9 Consider communications/medical/ transportation plans. 10 Provide financial update. 11 Discuss interagency liaison issues. 12 Discuss information issues. 13 Finalize/approve/implement plan. Responsible Party Planning/Operations Section Chiefs Safety Officer Incident Commander Operations Section Chief Operations Section Chief Operations/Planning Section Chiefs Operations/Planning/Logistics Section Chiefs Logistics Section Chief Logistics/Planning Section Chiefs Finance/Administration Section Chief Liaison Officer Public Information Officer Incident Commander/All • 12/14/09 C-32 2 • • • Incident Commander Position Checklist 12/14/09 15. Approve and authorize implementation of the IAP: ■ Review IAP for completeness and accuracy. ■ Verify that objectives are incorporated and prioritized. ■ Sign ICS Form 202. 16. Ensure Command and General Staff coordination: ■ Periodically check progress on assigned tasks of Command and General Staff personnel. ■ Approve necessary changes to strategic goals and IAP. ■ Ensure that Liaison Officer is making periodic contact with participating agencies. 17. Work with agency staff to declare state of emergency according to agency protocol. 18. Keep agency administrator informed on incident -related problems and progress. C-33 3 • THIS PAGE LEFT BLANK INTENTIONALLY 0 • C-34 • Liaison Officer Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Incident Commander: ■ Obtain summary of incident organization (ICS Forms 201 and 203). ■ Determine companies/agencies/non-governmental organizations already involved in the incident, and whether they are assisting (have tactical equipment and/or personnel assigned to the organization), or cooperating (operating in a support mode "outside" the organization). 2. Obtain cooperating and assisting agency information, including: ■ Contact person(s). ■ Radio frequencies. ■ Phone numbers. ■ Cooperative agreements. ■ Resource type. ■ Number of personnel. • Condition of personnel and equipment. ■ Agency constraints/limitations. 3. Establish workspace for Liaison function and notify agency representatives of location. 4. Contact and brief assisting/cooperating agency representatives and mutual aid cooperators. 5. Interview agency representatives concerning resources and capabilities, and restrictions on use -provide this information at planning meetings. 6. Work with Public Information Officer and Incident Commander to coordinate media releases associated with inter -governmental cooperation issues. 12/14/09 C-35 1 Liaison Officer Position Checklist 7. Monitor incident operations to identify potential inter -organizational problems. Keep Command apprised of such issues: ■ Bring complaints pertaining to logistical problems, inadequate communications, and strategic and tactical direction to the attention of Incident Management Team (IMT). 8. Participate in Planning Meetings: Sample Planning Meeting Agenda Agenda Item Responsible Party 1 Briefing on situation/resource status. 2 Discuss safety issues. 3 Set/confirm incident objectives. 4 Plot control lines & Division boundaries. 5 Specify tactics for each Division/Group. 6 Specify resources needed for each Division/Group. 7 Specify facilities and reporting locations. 8 Develop resource order. 9 Consider communications/medical/ transportation plans. 10 Provide financial update. 11 Discuss interagency liaison issues. 12 Discuss information issues. 13 Finalize/approve/implement plan. 9. Document all activity on Unit Log (ICS Form 214). Planning/Operations Section Chiefs Safety Officer Incident Commander Operations Section Chief Operations Section Chief Operations/Planning Section Chiefs Operations/Planning/Logistics Section Chiefs Logistics Section Chief Logistics/Planning Section Chiefs Finance/Administration Section Chie* Liaison Officer Public Information Officer Incident Commander/All • 12/14/09 C-36 2 • • Logistics Section Chief Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Tasks may be delegated to the appropriate Branch Director or Unit Leader. 12/14/09 Task 1. Obtain briefing from Incident Commander: ■ Review situation and resource status for number of personnel assigned to incident. ■ Review current organization. ■ Determine which incident facilities have been/should be activated. 2. Ensure Incident Command Post and other incident facilities are physically activated, as appropriate. 3. Confirm resource ordering process. 4. Assess adequacy of current Incident Communications Plan (ICS Form 205). 5. Organize and staff Logistics Section, as appropriate, and consider the need for facility security, and Communication and Supply Units. 6. Assemble, brief, and assign work locations and preliminary work tasks to Section personnel: ■ Provide summary of emergency situation. ■ Provide summary of the kind and extent of Logistics support the Section may be asked to provide. 7. Notify Resources Unit of other Units activated, including names and location of assigned personnel. C-37 1 Logistics Section Chief Position Checklist O 0 12/14/09 8. Attend Planning Meetings: • Sample Planning Meeting Agenda Agenda Item 1 Briefing on situation/resource status. 2 Discuss safety issues. 3 Set/confirm incident objectives. 4 Plot control lines & Division boundaries. 5 Specify tactics for each Division/Group. 6 Specify resources needed for each Division/Group. 7 Specify facilities and reporting locations. 8 Develop resource order. 9 Consider communications/medical/ transportation plans. 10 Provide financial update. 11 Discuss interagency liaison issues. 12 Discuss information issues. 13 Finalize/approve/implement plan. Responsible Party Planning/Operations Section Chiefs Safety Officer Incident Commander Operations Section Chief Operations Section Chief Operations/Planning Section Chiefs Operations/Planning/Logistics Section Chiefs Logistics Section Chief Logistics/Planning Section Chiefs Finance/Administration Section Chief Liaison Officer Public Information Officer Incident Commander/All 9. Participate in preparation of Incident Action Plan (IAP): • ■ Provide input on resource availability, support needs, identified shortages, and response time -lines for key resources. ■ Identify future operational needs (both current and contingency), in order to anticipate logistical requirements. • Ensure Incident Communications Plan (ICS Form 205) is prepared. ■ Ensure Medical Plan (ICS Form 206) is prepared. ■ Assist in the preparation of Transportation Plan. 10. Review IAP and estimate section needs for next operational period; order relief personnel if necessary. 11. Research availability of additional resources. 12. Hold Section meetings, as necessary, to ensure communication and coordination among Logistics Branches and Units. 13. Ensure coordination between Logistics and other Command and General Staff. 14. Ensure general welfare and safety of Section personnel. C-38 2 • • Logistics Section Chief Position Checklist 12/14/09 15. Provide briefing to relief on current activities and unusual situations. 16. Ensure that all personnel observe established level of operational security. 17. Ensure all Logistics functions are documenting actions on Unit Log (ICS Form 214). 18. Submit all Section documentation to Documentation Unit. C-39 3 C; THIS PAGE LEFT BLANK INTENTIONALLY 0 C-40 Medical Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task a1. Obtain briefing from Service Branch Director or Logistics Section Chief: ■ Obtain information on any injuries that occurred during initial response operations. ■ Name and location of Safety Officer. 2. Determine level of emergency medical activities performed prior to activation of Medical Unit: ■ Number and location of aid stations. ■ Number and location of stand-by ambulances, helicopters, and medical personnel to assign to the incident. ■ Potential for special medical problems, i.e., hypothermia, dehydration, heat stroke, exposure to hazardous materials, etc. ■ Medical supplies needed. 3. Respond to requests for medical treatment and transportation. a 4. Request/supervise ambulance support. Order through established Incident chain of command. 5. Prepare the Medical Plan (ICS Form 206), including procedures for major medical emergency. This plan should be coordinated with the medical organization within the Operations Section. Plan should include: ■ Medical Assembly Area. ■ Triage Area. ■ Ambulance Traffic Route. ■ Landing Zone for Life flight (incident and hospital). • Aid Station Location(s). ■ Hazard specific information (HAZMAT treatment, etc.). • Closest hospitals. 0 - • Consideration should be given to separate treatment areas for responders and victims, as well as sending all responders to a single hospital. 12/14/09 C-41 1 Medical Unit Leader Position Checklist a6. Obtain Safety Officer approval for Medical Plan. a7. Coordinate Medical Plan with local hospitals. 8. Respond to requests for medical aid. 9. Notify Safety Officer and Logistics Section Chief of all accidents and injuries. 10. Respond to requests for medical supplies. 11. Prepare medical reports; provide copies to Documentation Unit. 12. Submit reports as directed; provide copies to Documentation Unit Leader. 13. Provide briefing to relief on current activities and unusual circumstances. 14. Document all activity on Unit Lo ICS Form 214 9C ). • 12/14/09 C-42 2 Operations Branch Director Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Operations Section Chief or Incident Commander: ■ Determine resources assigned to the Branch, current location, and activities. • Review assignments for Divisions and/or Groups within Branch and modify based on effectiveness of current operations. • If modification requires re -assignment or changes of status of resources, provide resource information to the Operations Section Chief or Incident Commander. • Determine general organizational structure, including identification of other Branches, Divisions, and Groups operating on the incident. 2. Attend Operations Briefing. 3. Develop tactical assignments, with subordinates, for Branch control operations. 4. Assign specific work tasks to Division/Group Supervisors. S. Resolve logistical problems reported by subordinates: • Monitor radio transmissions and cell phone use to assess communications needs. • Ensure resources receive adequate food, liquids, and rehabilitation. • Request additional resources through approved ordering channels. 6. Report to Operations Section Chief whenever: ■ Incident Action Plan (IAP) is to be modified. ■ Additional resources are needed. ■ Surplus resources are available. ■ Hazardous situations or significant events occur. 7. Coordinate activities with other Branch Directors. 12/14/09 C-43 1 Operations Branch Director Position Checklist 0 8. Attend Planning Meetings at the request of the Operations Section Chief. 9. Debrief on shift activities, prior to leaving shift, with Operations Section Chief and Planning Section Chief or Situation Unit Leader. 10. Ensure Branch fiscal record-keeping. 11. Document all activity on Unit Log (ICS Form 214). • 12/14/09 C-44 2 is Operations Section Chief Position Checklist The followingchecklist should be considered as the minimum requirements for this position. Note that Q some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. 12/14/09 Task 1. Obtain briefing from Incident Commander: ■ Determine incident objectives and recommended strategies. • Determine status of current tactical assignments. ■ Identify current organization, location of resources, and assignments. ■ Confirm resource ordering process. ■ Determine location of current Staging Areas and resources assigned there. 2. Organize Operations Section to ensure operational efficiency, personnel safety and adequate span of control. 3. Establish operational period. 4. Establish and demobilize Staging Areas. 5. Attend Operations Briefing and assign Operations personnel in accordance with Incident Action Plan (IAP): ■ Brief Staging Area Manager on types and numbers of resources to be maintained in Staging. ■ Brief tactical elements (Branches, Divisions/Groups, Task Force/Strike-Team Leaders) on assignments, ordering process, protective equipment, and tactical assignments. 6. Develop and manage tactical operations to meet incident objectives. MEAL, 1 Operations Section Chief Position Checklist 7. Assess life safety: ■ Adjust perimeters, as necessary, to ensure scene security. ■ Evaluate and enforce use of appropriate protective clothing and equipment. ■ Implement and enforce appropriate safety precautions. 8. Evaluate situation and provide update to Planning Section: • Location, status, and assignment of resources. • Effectiveness of tactics. ■ Desired contingency plans. 9. Determine need and request additional resources. 10. Notify Resources Unit of Section Branches, Divisions/Groups, Strike Teams/Task Forces, and single resources which are staffed, including location of resources and names of leaders. 0 11. Keep Resources Unit up to date on changes in resource status. 12. Write formal Operations portion of IAP with the Planning Section Chief, if so directed by the Incident Commander: ■ Identify assignments by Division or Group. ■ Identify specific tactical assignments. • Identify resources needed to accomplish assignments. 12/14/09 C-46 2 • Operations Section Chief Position Checklist 13. Ensure coordination of the Operations Section with other Command and General Staff: ■ Ensure Operations Section time -keeping, activity logs, and equipment use documents are maintained and passed to Planning, Logistics, and Finance/Administration Sections, as appropriate. ■ Ensure resource ordering and logistical support needs are passed to Logistics in a timely fashion -enforce ordering process. ■ Notify Logistics of communications problems. ■ Keep Planning up-to-date on resource and situation status. ■ Notify Liaison Officer of issues concerning cooperating and assisting agency resources. ■ Keep Safety Officer involved in tactical decision-making. ■ Keep Incident Commander apprised of status of operational efforts. ■ Coordinate media field visits with the Public Information Officer. 14. Attend the Tactics Meeting with Planning Section Chief, Safety Officer, and Incident Commander prior to the Planning Meeting to review strategy, discuss tactics, and o utline organization assignments. 15. Attend Planning Meetings: Sample Planning Meeting Agenda Agenda Item Responsible Party 1 Briefing on situation/resource status. Planning/Operations Section C hiefs 2 Discuss safety issues. Safety Officer 3 Set/confirm incident objectives. Incident Commander 4 Plot control lines &Division boundaries. Operations Section Chief 5 Specify tactics for each Division/Group. Operations Section Chief 6 Specify resources needed for each Operations/Planning Section C hiefs Division/Group. 7 Specify facilities and reporting locations. Operations/Planning/Logistics Section Chiefs 8 Develop resource order. Logistics Section Chief 9 Consider communications/medical/ Logistics/Planning Section Chiefs transportation plans. 10 Provide financial update. Finance/Administration Sectio n Chief 11 Discuss interagency liaison issues. Liaison Officer 12 Discuss information issues. Public Information Officer 13 Finalize/approve/implement plan. Incident Commander/All 16. Hold Section meetings, as necessary, to ensure communication and coordination among Operations Branches, Divisions, and Groups. 12/14/09 C-47 3 • THIS PAGE LEFT BLANK INTENTIONALLY 0 • C-48 Planning Section Chief Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Tasks may be delegated to the appropriate Unit Leader Task 1. Obtain briefing from Incident Commander: ■ Determine current resource status (ICS Form 201). ■ Determine current situation status/intelligence (ICS Form 201). ■ Determine current incident objectives and strategy. ■ Determine whether Incident Commander requires a written Incident Action Plan (IAP). ■ Determine time and location of first Planning Meeting. ■ Determine desired contingency plans. 2. Activate Planning Section positions, as necessary, and notify Resources Unit of positions activated. 3. Establish and maintain resource tracking system. 4. Complete ICS Form 201, if not previously completed, and provide copies to Command, Command Staff, and General Staff. a5. Advise Incident Command Post (ICP) staff of any significant changes in incident status. 6. Compile and display incident status summary information. Document on ICS Form 209, Incident Status Summary (or other approved agency forms): ■ Forward incident status summaries to Agency Administrator and/or other designated staff once per operational period, or as required. ■ Provide copy to Public Information Officer. 7. Obtain/develop incident maps. 8. Establish information requirements and reporting schedules for ICP and field staff. 12/14/09 C-49 1 Planning Section Chief Position Checklist L_A 9. Prepare contingency plans: • Review current and projected incident and resource status. ■ Develop alternative strategies. ■ Identify resources required to implement contingency plan. • Document alternatives for presentation to Incident Commander and Operations, and for inclusion in the written IAP. 10. Meet with Operations Section Chief and/or Command, prior to Planning Meetings, to discuss proposed strategy and tactics and diagram incident organization and resource location. 11. Conduct Planning Meetings according to following agenda: Agenda Item Sample Planning Meeting Agenda Responsible Party 1 Briefing on situation/resource status. Planning/Operations Section Chiefs 2 Discuss safety issues. Safety Officer 3 Set/confirm incident objectives. Incident Commander 4 Plot control lines & Division boundaries. Operations Section Chief 5 Specify tactics for each Division/Group. Operations Section Chief 6 Specify resources needed for each Operations/Planning Section Chiefs Division/Group. 7 Specify facilities and reporting locations. Operations/Planning/Logistics Section Chiefs 8 Develop resource order. Logistics Section Chief 9 Consider communications/medical/ Logistics/Planning Section Chiefs transportation plans. 10 Provide financial update. Finance/Administration Section Chief it Discuss interagency liaison issues. Liaison Officer 12 Discuss information issues. Public Information Officer 13 Finalize/approve/implement plan. Incident Commander/All 12. Supervise preparation and distribution of the written IAP, if indicated. Minimum distribution is to all Command, Command Staff, General Staff, and Operations personnel to the Division/Group Supervisor level: ■ Establish information requirements and reporting schedules for use in preparing the IAP. ■ Ensure that detailed contingency plan information is available for consideration by Operations and Command. ■ Verify that all support and resource needs are coordinated with Logistics Section prior release of the IAP. 0 12/14/09 C-50 2 Planning Section Chief Position Checklist ■ Include fiscal documentation forms in written IAP as requested by the Finance/Administration Section. 12/14/09 C-51 3 ■ Coordinate IAP changes with General Staff personnel and distribute written changes, as appropriate. 13. Coordinate development of Incident Traffic Plan with Operations and the Ground Support Unit Leader. 14. Coordinate preparation of the Safety Message with Safety Officer. 15. Coordinate preparation of the Incident Communications Plan and Medical Plan with Logistics. a16. Instruct Planning Section Units in distribution of incident information. 17. Provide periodic predictions on incident potential. 18. Establish a weather data collection system, when necessary. 19. Identify need for specialized resources; discuss need with Operations and Command; facilitate resource requests with Logistics. 20. Ensure Section has adequate coverage and relief. 21. Hold Section meetings as necessary to ensure communication and coordination among Planning Section Units. 22. Ensure preparation of demobilization plan, if appropriate. 23. Ensure preparation of final incident package and route to Agency Administrator for archiving or follow-up after Incident Management Team (IMT) demobilization. 24. Provide briefing to relief on current and unusual situations. 25. Ensure that all staff observe established level of operational security. 26. Ensure all Planning functions are documenting actions on Unit Log (ICS Form 214). 27. Submit all Section documentation to Documentation Unit. 12/14/09 C-51 3 • THIS PAGE LEFT BLANK INTENTIONALLY • C-52 • Procurement Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Finance/Administration Section Chief: ■ Determine charge code, and delegation of authority to commit agency funds. If the agency cannot delegate procurement authority to the Procurement Unit Leader, they will need to assign one of their procurement people to the incident. ■ Determine whether a buying team has been assigned to purchase all equipment, supplies, etc. for the incident. The Procurement Unit Leader will coordinate closely with this group. ■ Determine status of bid process. ■ Determine current vendor list. ■ Determine current blanket Purchase Order (PO) list. ■ Determine time -lines established for reporting cost information. 2. Contact Supply Unit on incident needs and any special procedures or requirements. 3. Prepare and sign offers for rental, as necessary. 4. Develop Incident Procurement Plan. This plan should address/include: ■ Spending caps. ■ Necessary Forms. ■ Identify who has purchasing authority. ■ Process for obtaining approval to exceed caps. • Coordination process with Supply Unit. ■ Supply of emergency purchase orders. 12/14/09 C-53 1 Procurement Unit Leader Position Checklist 0 a 5. Review equipment rental agreement and use statements for terms and conditions of use within 24 hours after equipment arrival at incident. Provide hourly rates and associated costs to Cost Unit. 6. Prepare and sign contracts, land -use agreements, and cost -share agreements, as necessary. 7. Draft Memorandums of Understanding as needed (obtain legal review and Incident Commander's signature prior to implementation). 8. Establish contact with supply vendors, as needed. 9. Determine whether additional vendor -service agreements will be necessary. 10. Interpret contracts/agreements, and resolve claims or disputes within delegated authority. 11. Provide cost data from rental agreements, contracts, etc. to Cost Unit Leader according to reporting time frames established for operational period. 12. Verify all invoices. 1 0 13. It is imperative that all contractors are accounted for and their time documented: ■ Coordinate with all Sections. ■ It may be helpful to hire one person (or more) to simply travel the incident and document everything they see being used. ■ Ensure that all equipment rental documents and inspections are complete (coordinate inspection information with Ground Support Unit and/or Operations) before signing. 14. Complete final processing and send documents for payment. 15. Maintain final incident receiving documents: • Obtain copies of all vendor invoices. ■ Verify that all equipment time records are complete. • Maintain comprehensive audit trail for all procurement documents. • Check completeness of all data entries on vendor invoices. • Compare invoices against procurement documents. 0 ■ Assure that only authorized personnel initiate orders. 12/14/09 C-54 2 • �J Procurement Unit Leader Position Checklist 12/14/09 16. Provide briefing to relief on current activities and unusual events. 17. Document all activity on Unit Log (ICS Form 214). C-55 3 • THIS PAGE LEFT BLANK INTENTIONALLY 0 C-56 Public Information Officer Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Incident Commander: ■ Determine current status of Incident (ICS Form 209 or equivalent). ■ Identify current organization (ICS Forms 201 and 203, resource lists, etc.). ■ Determine point of contact for media (scene or Command Post). ■ Determine current media presence. 2. Participate in Administrative Officer's briefing: ■ Determine constraints on information process. ■ Determine pre-existing agreements for information centers, Joint Information Centers (JICs), etc. 3. Assess need for special alert and warning efforts, including the hearing impaired, non- English speaking populations, and industries especially at risk for a specific hazard, or which may need advance notice in order to shut down processes. 4. Coordinate the development of door-to-door protective action statements with Operations. 5. Prepare initial information summary as soon as possible after activation. If no other information is available, consider the use of the following general statement: Sample Initial Information Summary We are aware that an [accident/incident] involving [type of incident] occurred at approximately [time], in the vicinity of [general location]. [Agency personnel] are responding, and we will have additional information available as we are able to confirm it. We will hold a briefing at [location], and will notify the press at least 1/2 hour prior to the briefing. At this time, this briefing is the only place where officials authorized to speak about the incident and confirmed information will be available. Thank you for your assistance. 12/14/09 C-57 Public Information Officer Position Checklist a 6. Arrange for necessary work space, materials, telephones, and staff. Consider assigning Assistant Public Information Officers to: ■ Joint Information Center (JIC). • Field (scene) Information. ■ Internal Information. 7. Establish contact with local and national media representatives, as appropriate. 8. Establish location of Information Center for media and public away from Command Post. 9. Establish schedule for news briefings. 10. Coordinate, with Logistics, the activation and staffing of message center "rumor control" lines to receive requests and answer questions from the public. Provide statement to operators. 11. Obtain current incident status reports from Planning Section; coordinate a schedule for updates. 12. Observe constraints on the release of information imposed by the Incident Commander and according to agency guidance. 13. Obtain approval for information release from Incident Commander: ■ Confirm details to ensure no conflicting information is released. ■ Identify site and time for press briefings, and confirm participation by other Incident Management Team (IMT) members. 14. Release news to media, and post information in Command Post and other appropriate locations. 15. Record all interviews and copy all news releases: • Contact media to correct erroneous or misleading information being provided to the public via the media. 12/14/09 C-58 2 • • Public Information Officer Position Checklist 16. Update off -incident agency personnel on a regular basis: ■ Utilize electronic mail for agency updates. • Establish phone line in the Command Post dedicated to internal communications to update agency personnel. ■ Provide standard statement which can be given to general requests for information. 17. Coordinate information releases with information staff from other impacted agencies and jurisdictions: ■ Ensure that information provided to the public is consistent across jurisdictional boundaries, when appropriate. 18. Attend Planning Meetings: Sample Planning Meeting Agenda 12/14/09 C-59 3 Agenda Item Responsible Party 1 Briefing on situation/resource status. Planning/Operations Section Chiefs 2 Discuss safety issues. Safety Officer 3 Set/confirm incident objectives. Incident Commander 4 Plot control lines & Division boundaries. Operations Section Chief 5 Specify tactics for each Division/Group. Operations Section Chief 6 Specify resources needed for each Operations/Planning Section Chiefs Division/Group. 7 Specify facilities and reporting locations. Operations/Planning/Logistics Section Chiefs 8 Develop resource order. Logistics Section Chief 9 Consider communications/medical/ Logistics/Planning Section Chiefs transportation plans. 10 Provide financial update. Finance/Administration Section Chief 11 Discuss interagency liaison issues. Liaison Officer 12 Discuss information issues. Public Information Officer 13 Finalize/approve/implement plan. Incident Commander/All 19. Respond to special requests for information. 20. Provide all news releases, bulletins, and summaries to Documentation Unit to be included in the final incident package. 21. Confirm the process for the release of information concerning incident -related injuries or deaths. 22. Document all activity on Unit Log (ICS Form 214). 12/14/09 C-59 3 • THIS PAGE LEFT BLANK INTENTIONALLY 9 • C-60 Resources Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task C� ■ Confirm resources assigned to Staging. ■ Confirm resources assigned to tactical Operations organization. ■ Confirm resources assigned to other Command and General Staff functions. 6. Establish and maintain resource tracking system. 7. Maintain master roster of all resources at the incident: ■ Total number of personnel assigned to the incident. ■ Total number of resources assigned to each Section and/or Unit. ■ Total number of specific equipment/apparatus types. 12/14/09 C-61 1 1. Obtain briefing from Planning Section Chief. 2. Organize, staff, and supervise Unit, as appropriate, and provide for adequate relief. 3. Establish check-in function at incident locations (ICS Form 211). 4. Establish contact with incident information sources such as Staging Area Manager, Operations Section Chief, and initial Incident Commander to determine what resources have been assigned to the incident, their status, and location. 5. Compile, maintain, and display resource status information on: 1) all tactical and support personnel and apparatus (including agency -owned, mutual aid, or hired), and 2) transportation and support vehicles: ■ Review ICS Form 201 for resource information. ■ Review Check -In List (ICS Form 211). C� ■ Confirm resources assigned to Staging. ■ Confirm resources assigned to tactical Operations organization. ■ Confirm resources assigned to other Command and General Staff functions. 6. Establish and maintain resource tracking system. 7. Maintain master roster of all resources at the incident: ■ Total number of personnel assigned to the incident. ■ Total number of resources assigned to each Section and/or Unit. ■ Total number of specific equipment/apparatus types. 12/14/09 C-61 1 Resources Unit Leader Position Checklist 8. Assist in preparation of the Incident Action Plan (IAP): ■ Prepare Organization Chart (ICS Form 207) and post in each room of the Incident Command Post (ICP). ■ Assist in preparing the Organizational Planning Worksheet (ICS Form 215). ■ Prepare Organization Assignment List (ICS Form 203). • Prepare Division/Group Assignment Sheets (ICS Form 204). 9. Participate in Planning Meetings, as assigned. 10. Provide briefing to relief on current and unusual situations. 11. Assist in identification of additional and special resources: ■ Other disciplines. ■ Technical Specialists. ■ Resources needed to implement contingency plans. 12. Document all activity on Unit Log (ICS Form 214). 12/14/09 C-62 2 • • • • Safety Officer Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 0 1. Obtain briefing from Incident Commander and/or from initial on -scene Safety Officer. 2. Identify hazardous situations associated with the incident. Ensure adequate levels of protective equipment are available, and being used. 3. Staff and organize function, as appropriate: ■ In multi -discipline incidents, consider the use of an Assistant Safety Officer from each discipline. ■ Multiple high-risk operations may require an Assistant Safety Officer at each site. 12/14/09 ■ Listen to tactical options being considered. If potentially unsafe, assist in identifying options, protective actions, or alternate tactics. ■ Discuss accidents/injuries to date. Make recommendations on preventative or corrective actions. 10. Attend Planning meetings: C-63 1 ■ Request additional staff through incident chain of command. 4. Identify potentially unsafe acts. 5. Identify corrective actions and ensure implementation. Coordinate corrective action with Command and Operations. 6. Ensure adequate sanitation and safety in food preparation. 7. Debrief Assistant Safety Officers prior to Planning Meetings. 8. Prepare Incident Action Plan Safety and Risk Analysis (USDA ICS Form 215A). 9. Participate in Planning and Tactics Meetings: 12/14/09 ■ Listen to tactical options being considered. If potentially unsafe, assist in identifying options, protective actions, or alternate tactics. ■ Discuss accidents/injuries to date. Make recommendations on preventative or corrective actions. 10. Attend Planning meetings: C-63 1 Safety Officer Position Checklist Sample Planning Meeting Agenda Agenda Item 1 Briefing on situation/resource status. 2 Discuss safety issues. 3 Set/confirm incident objectives. 4 Plot control lines & Division boundaries. 5 Specify tactics for each Division/Group. 6 Specify resources needed for each Division/Group. 7 Specify facilities and reporting locations 8 Develop resource order. 9 Consider communications/medical/ transportation plans. 10 Provide financial update. 11 Discuss interagency liaison issues. 12 Discuss information issues. 13 Finalize/approve/implement plan. Responsible Party Planning/Operations Section Chiefs Safety Officer Incident Commander Operations Section Chief Operations Section Chief Operations/Planning Section Chiefs Operations/Planning/Logistics Section Chiefs Logistics Section Chief Logistics/Planning Section Chiefs Finance/Administration Section Chief Liaison Officer Public Information Officer Incident Commander/All 11. Participate in the development of Incident Action Plan (IAP): • Review and approve Medical Plan (ICS Form 206). ■ Provide Safety Message (ICS Form 202) and/or approved document. ■ Assist in the development of the "Special Instructions" block of ICS Form 204, as requested by the Planning Section. 12. Investigate accidents that have occurred within incident areas: ■ Ensure accident scene is preserved for investigation. ■ Ensure accident is properly documented. ■ Coordinate with incident Compensation and Claims Unit Leader, agency Risk Manager, and Occupational Safety and Health Administration (OSHA). • Prepare accident report as per agency policy, procedures, and direction. ■ Recommend corrective actions to Incident Commander and agency. 13. Coordinate critical incident stress, hazardous materials, and other debriefings, as necessary. 14. Document all activity on Unit Log (ICS Form 214). 0 12/14/09 C-64 2 Service Branch Director Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Logistics Section Chief: ■ Determine number of personnel to be fed. ■ Determine communications systems in use. ■ Determine medical support needs of the incident ■ Confirm personnel already requested for Branch. 2. Assemble, brief, and assign work locations and preliminary work tasks to Branch personnel: ■ Provide summary of emergency situation. • 12/14/09 C-65 1 ■ Provide summary of the communications, food, and medical needs of the incident. 3. Ensure establishment of effective Incident Communications Plan (ICS Form 205). 4. Ensure that incident personnel receive adequate food and water. 5. Coordinate with Operations to ensure adequate medical support to incident personnel. 6. Participate in organizational meetings of Logistics Section personnel. 7. Coordinate activities of Branch Units. 8. Keep Logistics Section Chief apprised of Branch Activities. 9. Document all activity on Unit Log (ICS Form 214). • 12/14/09 C-65 1 • THIS PAGE LEFT BLANK INTENTIONALLY 0 • C-66 • • Situation Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. 12/14/09 Task 1. Obtain briefing from Planning Section Chief. ■ Review ICS Form 201 for incident status. ■ Determine incident objectives and strategy. ■ Determine necessary contingency plans. ■ Identify reporting requirements and schedules -both internal and external to the incident. 2. Organize and staff Unit, as appropriate: ■ Assign Field Observers. ■ Request Technical Specialists, as needed. 3. Supervise Technical Specialists as assigned (on very complex incidents, it may be necessary to assign a supervisor to oversee Technical Specialists): • Brief Technical Specialists on current incident status. ■ Assign analysis tasks. ■ Notify staff of time lines and format requirements. ■ Monitor progress. C-67 1 Situation Unit Leader Position Checklist • 4. Compile, maintain and display incident status information for Incident Command Post (ICP) staff: • Sort data into required categories of information (i.e. geographic area, population, facilities, environmental values at risk, location of facilities, etc.). • Determine appropriate map displays. • Review all data for completeness, accuracy, and relevancy prior to posting. ■ Plot incident boundaries, location of perimeters, facilities, access routes, etc. on display maps in Planning area. ■ Develop additional displays (weather reports, incident status summaries, etc.), as necessary. • Ensure displays and maps are kept up to date. a5. Provide photographic services and maps: • Photographic services may be used to document operations and intelligence activities, public information activities, and accident investigations. ■ Issue disposable or digital cameras to Field Observers and Operations personnel as appropriate. • Ensure photographs are processed at the end of each operational period. ■ Request or develop additional and specialized maps as required. ■ Provide Incident Map(s) for Incident Action Plan (IAP). 6. Provide situation evaluation, prediction and analysis for Command and Operations; prepare information on alternative strategies: ■ Review current and projected incident and resource status. • Develop alternative strategies. • Identify resources required to implement contingency plan. ■ Document alternatives for presentation to Incident Commander and Operations and inclusion in the written IAP, using the ICS Form 204, Contingency Plan. 7. Interview Operations personnel coming off duty to determine effectiveness of strategy and tactics, work accomplished and left to be accomplished. • 12/14/09 C-68 2 • • • Situation Unit Leader Position Checklist 12/14/09 8. Request weather forecasts and spot weather forecasts, as necessary, directly from the National Weather Service. 9. Prepare Incident Status Summary (ICS Form 209) and other status reports, as assigned prior to each Planning Meeting: ■ Provide copies to Command and General Staff. • Forward to agency administrator and to other entities, as directed. 10. Participate in Planning Meetings, as required. 11. Prepare predictions at periodic intervals, or upon request of the Planning Section Chief. Notify Command and General Staff if unforeseen changes occur. 12. Provide briefing to relief on current and unusual situations. 13. Document all activity on Unit Log (ICS Form 214). .t 3 • THIS PAGE LEFT BLANK INTENTIONALLY • C-70 Staging Area Manager Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain a briefing from Incident Commander or Operations Section Chief: ■ Determine types and numbers of resources to be maintained in Staging. ■ Confirm process for requesting additional resources for Staging. 12/14/09 C-71 1 ■ Confirm process for reporting status changes. D 2. Proceed to Staging Area; establish Staging Area layout (apparatus and vehicles in Staging should face outward to ensure quick response, general principle of "first in, first out" should be maintained). 3. Ensure efficient check-in and coordinate process with Planning Section Resources Unit Leader. 4. Identify and track resources assigned to staging; report resource status changes to Operations or Command and Resources Unit. 5. Determine any support needs for equipment, feeding, sanitation and security; request through Logistics. 6. Post areas for identification and traffic control. 7. Respond to requests for resources: ■ Organize Task Forces or Strike Teams, as necessary. 8. Request additional tactical resources for Staging through Logistics, according to established staffing levels. 9. Obtain and issue receipts for radio equipment and other supplies distributed and received at the Staging Area. 10. Maintain Staging Area in orderly condition. 11. Demobilize Staging Area in accordance with instructions. 12. Document all activity on Unit Log (ICS Form 214). 12/14/09 C-71 1 THIS PAGE LEFT BLANK INTENTIONALLY • C-72 Supply Unit Leader Position Checklist The following checklist should be considered as the minimum requirements for this position. Note that some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Logistics Section Chief or Support Branch Director: ■ Determine charge code for incident. ■ Confirm ordering process. ■ Assess need for 24-hour staffing. ■ Determine scope of supply process. 2. Organize and staff Unit, as appropriate: ■ Consider need for "lead agency" representation in ordering process. ■ Consider dividing ordering responsibilities either by discipline or by category is (equipment, personnel, supplies). 3. Determine ordering parameters, authorities and restrictions. Ensure that Unit staff observes ordering system and chain of command for ordering: • • Establish clearly defined time when the Supply Unit will assume responsibility for all ordering. This will require close coordination with Operations and Planning staff. ■ Confirm process for coordinating contract related activities with the Procurement Unit. ■ Confirm process for emergency purchase orders with Finance Section. 4. Determine type and amount of supplies and equipment on hand and en route: ■ Contact Resources Unit to determine resources on order. 12/14/09 C-73 1 Supply Unit Leader Position Checklist 11 5. Receive resource orders from authorized incident staff. Document on Resource Order Form (ICS Form 208): • Determine qualifying specifications (size, extra equipment, personnel protective equipment, qualifications, etc.). ■ Desired delivery time and location, person ordering, and person to whom the resource should report or be delivered. ■ Obtain estimated price for resources which expect reimbursement. • Coordinate delivery of rented equipment to Ground Support Unit for inspection before use. 6. Arrange to receive ordered supplies and equipment. Work with Facilities Unit to identify and activate appropriate facilities for supply storage. 7. Order, receive, distribute, and store supplies and equipment: ■ Obtain resource name, number, identifiers, etc., along with Estimated Times of Arrival (ETA's). ■ Relay this information to appropriate staff. 0 8. Advise affected Unit or Section of changes in arrival times of requested resources. Advise immediately if order cannot be filled. 9. Alert Section Chief to changes in resource availability which may affect incident operations. 10. Develop and implement safety and security requirements for supply areas. 11. Review Incident Action Plan (IAP) for information affecting Supply Unit. 12. Maintain inventory of supplies and equipment. 13. Service re -usable equipment. 14. Keep and submit copies of all orders and related documentation to the Documentation Unit. 15. Provide briefing to relief on status of outstanding orders, current activities, and unusual situations. 16. Document all activity on Unit Log (ICS Form 214). 0 12/14/09 C-74 2 Support Branch Director Position Checklist The followingchecklist should be considered as the minimum requirements for this position. Note that q some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Logistics Section Chief: ■ Determine facilities activated in support of the incident. ■ Determine ground support and transportation needs. ■ Determine resource ordering process. • Provide summary of emergency situation. • Provide summary of the facility, supply, and ground support needs of the incident. 8. Participate in organizational meetings of Logistics Section personnel. 9. Coordinate activities of Branch Units. 10. Keep Logistics Section Chief apprised of Branch Activities. 11. Document all activity on Unit Log (ICS Form 214). 12/14/09 C-75 1 ■ Confirm personnel already requested for Branch. 2. Confirm resource ordering process and who is authorized to order with Command and Logistics Section Chief. 3. Confirm facilities in use and determine the potential for additional facilities. 4. Determine need for fuel delivery and vehicle support. 5. Determine whether or not mutual aid and contract equipment are in use. Confirm method of inspection. 6. Staff Branch appropriately. 7. Assemble, brief, and assign work locations and preliminary work tasks to Branch personnel: • Provide summary of emergency situation. • Provide summary of the facility, supply, and ground support needs of the incident. 8. Participate in organizational meetings of Logistics Section personnel. 9. Coordinate activities of Branch Units. 10. Keep Logistics Section Chief apprised of Branch Activities. 11. Document all activity on Unit Log (ICS Form 214). 12/14/09 C-75 1 • THIS PAGE LEFT BLANK INTENTIONALLY 0 • C-76 • • Time Unit Leader Position Checklist The followingchecklist should be considered as the minimum requirements for this position. Note that q some of the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Task 1. Obtain briefing from Finance/Administration Section Chief: ■ Determine incident requirements for time recording. ■ Determine required time -lines for reports. ■ Determine location of timekeeping activity. ■ Determine number of personnel and rental equipment for which time will be kept. 2. Organize and staff Unit, as appropriate. 3. Advise Ground Support Unit, Air Support Group (if applicable), Facilities Unit (and other users of equipment) of the requirement of a daily record of equipment time. 4. Establish contact with appropriate agency personnel representatives: ■ Determine time -keeping constraints of individual agencies. ■ Time records should be maintained for volunteer and mutual aid resources regardless of whether time will be reimbursed. 5. Ensure that daily personnel and equipment time recording documents are prepared, and compliance with time policy is maintained. a6. Establish files for time records, as appropriate. 7. Provide for records security. 8. Ensure that all records are complete or current prior to demobilization. 9. Time reports from assisting agencies should be released to the respective agency representatives prior to demobilization. F -I 10. Brief Finance/Administration Chief on current problems, recommendations, outstanding issues, and follow-up requirements. 12/14/09C-77 Time Unit Leader Position Checklist • 11. Provide briefing to relief on current activity and unusual events. 12. Document all activity on Unit Log (ICS Form 214). • • 12/14/09 C-78 2 • • 0 Mutual Aid Agreements D-1 L r THIS PAGE LEFT BLANK INTENTIONALLY 0 • sunriver Service District E P Basic Plan 0 Appendix D. Mutual Aid Agreements • Mutual Aid Agreements The following is a quick reference list of mutual aid agreements entered into by the District. Copies of these mutual aid agreements can be found in the SSD EOC. D-3 Sunriver Service District EOP Basic Plan Appendix D. Mutual Aid Agreements 0 THIS PAGE LEFT BLANK INTENTIONALLY 40 M- • • • References E-1 THIS PAGE LEFT BLANK INTENTIONALLY 0 Sunriver Service District E P Basic Plan 0 Appendix E. References • Federal ■ Public Law 93 234, as amended, Flood Disaster Protection Act of 1973. ■ Public law 93-288, The Disaster Relief Act of 1974, as amended by Public Law 100-707, The Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988. ■ The Code of Federal Regulations, Title 44, Part 206. ■ Federal Emergency Management Agency, FEMA 64, Emergency Action Planning Guidelines for Dams, 1985. ■ Federal Emergency Management Agency, Comprehensive Planning Guide 101, 2009. ■ National Response Framework, 2008. ■ National Incident Management System, 2008. State ■ Oregon Emergency Management. State of Oregon Emergency Declaration Guidelines for Local Elected and Appointed Officials. March 2005. ■ Oregon Revised Statutes (ORS) 401.305 through 401.335. ■ Office of the State Fire Marshal. Oregon Fire Services Mobilization Plan. March 2004. County ■ Deschutes County Emergency Operations Plan, 2010. ■ Memoranda of Agreement / Understanding Sunriver Service District ■ Sunriver Service District Managing Board Resolution 2005-015, Resolution to Adopt the National Incident Management System ■ All other Public Laws or Executive Orders enacted or to be enacted which pertain to emergencies/disasters. E-3 Sunriver Service District EOP Basic Plan Appendix E. References 0 THIS PAGE LEFT BLANK INTENTIONALLY • E-4 • Acronyms and Glossary F-1 THIS PAGE LEFT BLANK INTENTIONALLY Is 0 nriver Service District EOP Basic Plan 0 Appendix F. Acronyms and Glossary Acronyms AAR After Action Report ADA Americans with Disabilities Act AOC Agency Operations Center CBRNE Chemical, Biological, Radiological, Nuclear, Explosive CERCLA Comprehensive Environmental Response, Compensation, and Liability Act CEMP Comprehensive Emergency Management Plan CERT Citizen Emergency Response Team CFR Code of Federal Regulations COG Continuity of Government COOP Continuity of Operations Plan County Deschutes County DAC Disaster Application Center DEQ Oregon Department of Environmental Quality DHS Department of Homeland Security DSHS Department of Social and Health Services EAS Emergency Alert System ECC Oregon Emergency Coordination Center EM Emergency Management EMD Emergency Management Director EMO Emergency Management Organization EMP State of Oregon Emergency Management Plan EMR Emergency Management Region EMS Emergency Medical Services EMT Emergency Medical Technician ENC Emergency Notification Center (911 services) EOC Emergency Operations Center EOP Emergency Operations Plan EPA United States Environmental Protection Agency ESF Emergency Support Function F-3 Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary 0 FA Functional Annex FEMA Federal Emergency Management Agency HazMat Hazardous Materials HIVA Hazard Identification and Vulnerability Assessment HSPD Homeland Security Presidential Directive HSEEP Homeland Security Exercise and Evaluation Program IA Incident Annex IAP Incident Action Plan IC Incident Commander ICP Incident Command Post ICS Incident Command System IP Improvement Plan JIC Joint Information Center JIS Joint Information System LEDS Law Enforcement Data System MACS Multi -Agency Coordination System MOC Medical Operations Center MOU Memorandum of Understanding NCP National Contingency Plan NGO Nongovernmental Organization NIMS National Incident Management System NRF National Response Framework NRS National Response System OAR Oregon Administrative Rules ODOT Oregon Department of Transportation OEM Oregon Emergency Management OERS Oregon Emergency Response System OR DHS Oregon Department of Human Services OSHA Occupational Safety and Health Administration ORS Oregon Revised Statutes PIO Public Information Officer F-4 F-5 Sunriver Service District E >P Basic Plan Appendix F. Acronyms and Glossary POD Point of Dispensing PPE Personal Protective Equipment RS Recovery Strategy SAR Search and Rescue SME Subject Matter Expert SOG Standard Operating Guidance SOP Standard Operating Procedure SROA Sunriver Owners Association SSD Sunriver Service District State State of Oregon (governing body) UC Unified Command USAR Urban Search and Rescue USCG United States Coast Guard USDA United States Department of Agriculture VA Veterans Administration WMD Weapons of Mass Destruction F-5 Sunriver Service District EUP Basic Plan Appendix F. Acronyms and Glossary Glossary of Key Terms Actual Event: A disaster (natural or man-made) that has warranted action to protect life, property, environment, public health or safety. Natural disasters include earthquakes, hurricanes, tornadoes, floods, etc.; man-made (either intentional or accidental) incidents can include chemical spills, terrorist attacks, explosives, biological attacks, etc. After Action Report: The After Action Report documents the performance of exercise -related tasks and makes recommendations for improvements. The Improvement Plan outlines the actions that the exercising jurisdiction(s) plans to take to address recommendations contained in the After Action Report. Agency: A division of government with a specific function offering a particular kind of assistance. In ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Agency Representative: A person assigned by a primary, assisting, or cooperating State, local, or tribal government agency or private entity that has been delegated authority to make decisions affecting that agency's or organization's participation in incident management activities following appropriate consultation with the leadership of that agency. All Hazards: Any incident caused by terrorism, natural disasters, or any CBRNE accident. Such incidents require a multi jurisdictional and multi -functional response and recovery effort. Area Command (Unified Area Command): An organization established (1) to oversee the management of multiple incidents that are each being handled by an ICS organization or (2) to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed. Area Command becomes Unified Area Command when incidents are multi - jurisdictional. Area Command may be established at an emergency operations center facility or at some location other than an incident command post. Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision making. Assignments: Tasks given to resources to perform within a given operational period that are based on operational objectives defined in the IAP. Assistant: Title for subordinates of principal Command Staff positions. The title indicates a level of technical capability, qualifications, and responsibility F-6 S nriver Service District EOP Basic Plan 0 Appendix F. Acronyms and Glossary subordinate to the primary positions. Assistants may also be assigned to unit leaders. Assisting Agency: An agency or organization providing personnel, services, or other resources to the agency with direct responsibility for incident management. See also Supporting Agency. Audit: formal examination of an organization's or individual's accounts; a methodical examination and review. Available Resources: Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a Staging Area. Branch: The organizational level having functional or geographical responsibility for major aspects of incident operations. A branch is organizationally situated between the section and the division or group in the Operations Section, and between the section and units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional area. Chain -of -Command: A series of command, control, executive, or management positions in hierarchical order of authority. Check -In: The process through which resources first report to an incident. Check-in locations include the incident command post, Resources Unit, incident base, camps, staging areas, or directly on the site. Chief: The ICS title for individuals responsible for managing the following functional sections: Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established as a separate section). Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority. Command Staff. In an incident management organization, the Command Staff consists of the Incident Commander; the special staff positions of Public Information Officer, Safety Officer, Liaison Officer; and other positions as required, who report directly to the Incident Commander. They may have an assistant or assistants, as needed. Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence. Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to support an Incident Communications Center. Cooperating Agency: An agency supplying assistance other than direct operational or support functions or resources to the incident management effort. F-7 Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary 0 Coordinate: To advance systematically an analysis and exchange of information among principals who have or may have a need to know certain information to carry out specific incident management responsibilities. Corrective Action: Improved procedures that are based on lessons learned from actual incidents or from training and exercises. Corrective Action Plan: A process implemented after incidents or exercises to assess, investigate, and identify and implement appropriate solutions to prevent repeating problems encountered. Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters. (Department of Homeland Security, National Response Plan (December 2004), 64.) Deputy: A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional operation or perform a specific task. In some cases, a deputy can act as relief for a superior and, therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors. Dispatch: The ordered movement of a resource or resources to an assigned operational mission or an administrative move from one location to another. Disciplines: A group of personnel with similar job roles and responsibilities. (e.g. law enforcement, firefighting, HazMat, EMS). Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Chief. A division is located within the ICS organization between the branch and resources in the Operations Section. Emergency: Absent a Presidential declared emergency, any incident(s), human - caused or natural, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency is any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement State and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States. Emergency Management Assistance Compact: The Emergency Management Assistance Compact is an interstate mutual aid agreement that allows states to assist one another in responding to all kinds of natural and man-made disasters. It is administered by the National Emergency Management Association. 0 WV Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary Emergency Operations Centers: The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., Federal, State, regional, County, City, tribal), or some combination thereof. Emergency Operations Plan: The "steady-state" plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards. Emergency Public Information: Information that is disseminated primarily in anticipation of an emergency or during an emergency. In addition to providing situational information to the public, it also frequently provides directive actions required to be taken by the general public. Emergency Response Provider: Includes state, local, and tribal emergency public safety, law enforcement, emergency response, emergency medical (including hospital emergency facilities), and related personnel, agencies, and authorities. See Section 2 (6), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Also known as Emergency Responder. Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas. Evaluation: The process of observing and recording exercise activities, comparing the performance of the participants against the objectives, and identifying strengths and weaknesses. Event: A planned, non -emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events. Exercise: Exercises are a planned and coordinated activity allowing homeland security and emergency management personnel (from first responders to senior officials) to demonstrate training, exercise plans, and practice prevention, protection, response, and recovery capabilities in a realistic but risk-free environment. Exercises are a valuable tool for assessing and improving performance, while demonstrating community resolve to prepare for major incidents. Federal: Of or pertaining to the Federal Government of the United States of America. Federal Preparedness Funding: Funding designated for developing and/or enhancing State, Territorial, local, and tribal preparedness capabilities. This includes all funding streams that directly or indirectly support Homeland Security F-9 Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary initiatives, e.g. Center for Disease Control and Health Resources and Services Administration preparedness funds. Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics, and Finance/Administration. The term "function" is also used when describing the activity involved, e.g., the planning function. A sixth function, Intelligence, may be established, if required, to meet incident management needs. General Staff. A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief. Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome. Homeland Security Exercise and Evaluation Program (HSEEP): A capabilities- and performance-based exercise program that provides a standardized policy, methodology, and language for designing, developing, conducting, and evaluating all exercises. Homeland Security Exercise and Evaluation Program also facilitates the creation of self-sustaining, capabilities - based exercise programs by providing tools and resources such as guidance, training, technology, and direct support. For additional information please visit the Homeland Security Exercise and Evaluation Program toolkit at http://www.hseep.dhs.gov. Improvement Plan: The After Action Report documents the performance of exercise -related tasks and makes recommendations for improvements. The Improvement Plan outlines the actions that the exercising jurisdiction(s) plans to take to address recommendations contained in the After Action Report. Incident: An occurrence or event, naturally or human -caused, that requires an emergency response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war -related disasters, public health and medical emergencies, and other occurrences requiring an emergency response. Incident Action Plan: An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the 0 F-10 unriver Service District E P Basic Plan 0 Appendix F. Acronyms and Glossary identification of operational resources and assignments. It may also include attachments that provide direction and important information for managing the incident during one or more operational periods. Incident Command Post: The field location at which the primary tactical -level, on -scene incident command functions are performed. The ICP may be collocated with the incident base or other incident facilities and is normally identified by a green rotating or flashing light. Incident Command System: A standardized on -scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to both small and large, complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field -level incident management operations. Incident Commander: The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. Incident Management Team: The IC and appropriate Command and General Staff personnel assigned to an incident. Incident Objectives: Statements of guidance and direction necessary for selecting appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow strategic and tactical alternatives. Incident -Specific Hazards: Anticipated events that may or may not occur that require coordinated response to protect life or property, e.g., pandemic flu, avian flu, etc. Initial Action: The actions taken by those responders first to arrive at an incident site. Initial Response: Resources initially committed to an incident. Intelligence Officer: The intelligence officer is responsible for managing internal information, intelligence, and operational security requirements supporting incident management activities. These may include information F-11 Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary security and operational security activities, as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information, or export -controlled information) is handled in a way that not only safeguards the information but also ensures that it reaches those who need it to perform their missions effectively and safely. Interagency: An organization or committee comprised of multiple agencies. Interoperability & Compatibility: A principle of NIMS that holds that systems must be able to work together and should not interfere with one another if the multiple jurisdictions, organizations, and functions that come together under NIMS are to be effective in domestic incident management. Interoperability and compatibility are achieved through the use of such tools as common communications and data standards, digital data formats, equipment standards, and design standards. (Department of Homeland Security, National Incident Management System (March 2004), 55.) Inventory: An itemized list of current assets such as a catalog of the property or estate, or a list of goods on hand. Joint Information Center: A facility established to coordinate all incident - related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the Joint Information Center. Joint Information System: Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort. Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., City, County, tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health). Lessons Learned: Knowledge gained through operational experience (actual events or exercises) that improve performance of others in the same discipline. For additional information please visit https://www.Ilis.dhs.gov/ Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation. 0 F-12 nriver Service District EOP Basic Plan 0 Appendix F. Acronyms and Glossary Liaison Officer: A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies. Local Government: A County, municipality, City, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Logistics: Providing resources and other services to support incident management. Logistics Section: The section responsible for providing facilities, services, and material support for the incident. Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is: "any natural catastrophe (including any hurricane, tornado, storm, high water, wind -driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of States, tribes, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby." Management by Objective: A management approach that involves a four -step process for achieving the incident goal. The Management by Objectives approach includes: establishing overarching objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable objectives for various incident management functional activities and directing efforts to fulfill them, in support of defined strategic objectives; and documenting results to measure performance and facilitate corrective action. Mitigation: The activities designed to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident. Mitigation measures are often informed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard -related data to determine where it is F-13 Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary 0 safe to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury. Mobilization: The process and procedures used by all organizations—state, local, and tribal—for activating, assembling, and transporting all resources that have been requested to respond to or support an incident. Multiagency Coordination Entity: A multiagency coordination entity functions within a broader multiagency coordination system. It may establish the priorities among incidents and associated resource allocations, de -conflict agency policies, and provide strategic guidance and direction to support incident management activities. Multiagency Coordination Systems: Multiagency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The components of multiagency coordination systems include facilities, equipment, emergency operation centers (EOCs), specific multiagency coordination entities, personnel, procedures, and communications. These systems assist agencies and organizations to fully integrate the subsystems of the NIMS. Multi -jurisdictional Incident: An incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of an incident. In ICS, these incidents will be managed under Unified Command. Mutual -Aid Agreement: Written agreement between agencies and/or jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and/or expertise in a specified manner. National: Of a nationwide character, including the State, local, and tribal aspects of governance and policy. National Disaster Medical System: A cooperative, asset -sharing partnership between the Department of Health and Human Services, the Department of Veterans Affairs, the Department of Homeland Security, and the Department of Defense. National Disaster Medical System provides resources for meeting the continuity of care and behavioral health services requirements of the ESF 8 in the National Response Framework. National Incident Management System: A system mandated by HSPD-5 that provides a consistent nationwide approach for state, local, and tribal governments; the private -sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among State, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; multiagency coordination systems; training; identification and management F-14 Sunriver Service District E IP Basic Plan 0 Appendix F. Acronyms and Glossary • of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources. National Response Plan: A plan mandated by HSPD-5 that integrates Federal domestic prevention, preparedness, response, and recovery plans into one all - discipline, all -hazards plan. National Response Framework: A guide to how the United States conducts all - hazards incident management. It is built upon flexible, scalable, and adaptable coordinating structures to align key roles and responsibilities across the nation. It is intended to capture specific authorities and best practices for managing incidents that range from the serious but purely local, to large-scale terrorist attacks or catastrophic natural disasters. The National Response Framework replaces the former National Response Plan. Non -Governmental Organization: An entity with an association that is based on interests of its members, individuals, or institutions and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit. Examples of Non -Governmental Organizations include faith -based charity organizations and the American Red Cross. No -Notice Events: An occurrence or event, natural or human -caused, that requires an emergency response to protect life or property (i.e. terrorist attacks and threats, wildland and urban fires, floods, hazardous materials spills, nuclear accident, aircraft accident, earthquakes, hurricanes, tornadoes, public health and medical emergencies etc.) . Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually not over 24 hours. Operations Section: The section responsible for all tactical incident operations. In ICS, it normally includes subordinate branches, divisions, and/or groups. Personnel Accountability: The ability to account for the location and welfare of incident personnel. It is accomplished when supervisors ensure that ICS principles and processes are functional and that personnel are working within established incident management guidelines. Plain Language: Common terms and definitions that can be understood by individuals from all responder disciplines. The intent of plain language is to ensure the clear and accurate communication of information during an incident. For additional information, refer to http://www.fema.gov/pdf`/emergency/aims/plain lan .pdf . F-15 Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary 0 Planning: A method to developing objectives to be accomplished and incorporated into an EOP. Planning Meeting: A meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. For larger incidents, the planning meeting is a major element in the development of the IAP. Planning Section: Responsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the preparation and documentation of the IAP. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident. Preparedness: The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process. Preparedness involves efforts at all levels of government and between government and private -sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources. Within NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management. Preparedness Organizations: The groups that provide interagency coordination for domestic incident management activities in a non -emergency context. Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities. They represent a wide variety of committees, planning groups, and other organizations that meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area. Preplanned Event: A preplanned event is a non -emergency activity. ICS can be used as the management system for events such as parades, concerts, or sporting events, etc. Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice. • F-16 nriver Service District EOP Basic Plan 0 Appendix F. Acronyms and Glossary s Private Sector: Organizations and entities that are not part of any governmental structure. It includes for-profit and not-for-profit organizations, formal and informal structures, commerce and industry, and private voluntary organizations. Processes: Systems of operations that incorporate standardized procedures, methodologies, and functions necessary to provide resources effectively and efficiently. These include resource typing, resource ordering and tracking, and coordination. Public Information Officer (PIO): A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident -related information requirements. Public Information Systems: The processes, procedures, and systems for communicating timely and accurate information to the public during crisis or emergency situations. Publications Management: The publications management subsystem includes materials development, publication control, publication supply, and distribution. The development and distribution of NIMS materials is managed through this subsystem. Consistent documentation is critical to success because it ensures that all responders are familiar with the documentation used in a particular incident regardless of the location or the responding agencies involved. Qualification and Certification: This subsystem provides recommended qualification and certification standards for emergency responder and incident management personnel. It also allows the development of minimum standards for resources expected to have an interstate application. Standards typically include training, currency, experience, and physical and medical fitness. Reception Area: This refers to a location separate from staging areas, where resources report in for processing and out -processing. Reception Areas provide accountability, security, situational awareness briefings, safety awareness, distribution of IAPB, supplies and equipment, feeding, and bed down. Recovery: The development, coordination, and execution of service- and site - restoration plans; the reconstitution of government operations and services; individual, private -sector, nongovernmental, and public -assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post - incident reporting; and development of initiatives to mitigate the effects of future incidents. Recovery Plan: A plan developed by a state, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area. F-17 Sunriver Service District EOP Basic Plan Appendix F. Acronyms and Glossary 0 Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC. Resource Management: Efficient incident management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements; the use of special state, local, and tribal teams; and resource mobilization protocols. Resource Typing: Resource typing is the categorization of resources that are commonly exchanged through mutual aid during disasters. Resource typing definitions help define resource capabilities for ease of ordering and mobilization during a disaster. For additional information, please visit hqp://www.fema.gov/emergency/nim.s/rm/rt.shtm . Resource Typing Standard: Categorization and description of response resources that are commonly exchanged in disasters through mutual aid agreements. The FEMA/NIMS Integration Center Resource typing definitions provide emergency responders with the information and terminology they need to request and receive the appropriate resources during an emergency or disaster. Resources Unit: Functional unit within the Planning Section responsible for recording the status of resources committed to the incident. This unit also evaluates resources currently committed to the incident, the effects additional responding resources will have on the incident, and anticipated resource needs. Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice. Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety. Is F-18 nriver Service District EOP Basic Plan is Appendix F. Acronyms and Glossary Scalability: The ability of incident managers to adapt to incidents by either expanding or reducing the resources necessary to adequately manage the incident, including the ability to incorporate multiple jurisdictions and multiple responder disciplines. Section: The organizational level having responsibility for a major functional area of incident management, e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established). The section is organizationally situated between the branch and the Incident Command. Span of Control: The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7.) Staging Area: Location established where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas. Standard Operating Procedures: A complete reference document that details the procedures for performing a single function or a number of independent functions. Standardization: A principle of NIMS that provides a set of standardized organizational structures (such as the ICS, multi -agency coordination systems, and public information systems) as well as requirements for processes, procedures, and systems designed to improve interoperability among jurisdictions and disciplines in various area, including: training; resource management; personnel qualification and certification; equipment certification; communications and information management; technology support; and continuous system improvement. (Department of Homeland Security, National Incident Management System (March 2004), 2.) State: When capitalized, refers to the governing body of Oregon. Strategic: Strategic elements of incident management are characterized by continuous long-term, high-level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities; the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness. Strategy: The general direction selected to accomplish incident objectives set by the IC. Strike Team: A set number of resources of the same kind and type that have an established minimum number of personnel. Supporting Technologies: Any technology that may be used to support the NIMS is included in this subsystem. These technologies include orthophoto F-19 Sunriver Service District EUP Basic Plan Appendix F. Acronyms and Glossary mapping, remote automatic weather stations, infrared technology, and communications, among various others. Task Force: Any combination of resources assembled to support a specific mission or operational need. All resource elements within a Task Force must have common communications and a designated leader. Technical Assistance: Support provided to state, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile home park design and hazardous material assessments). Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources and is a violation of the criminal laws of the United States or of any State or other subdivision of the United States in which it occurs and is intended to intimidate or coerce the civilian population or influence a government or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Threat: An indication of possible violence, harm, or danger. Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities. Training: Specialized instruction and practice to improve performance and lead to enhanced emergency management capabilities. Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians. Type: A classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size; power; capacity; or, in the case of incident management teams, experience and qualifications. Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multi jurisdictional. Unified Command: An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the F-20 • • upriver Service District E P Basic Plan Appendix F. Acronyms and Glossary senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP. Unit: The organizational element having functional responsibility for a specific incident planning, logistics, or finance/administration activity. Unity of Command: The concept by which each person within an organization reports to one and only one designated person. The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective. Volunteer: For purposes of NIMS, a volunteer is any individual accepted to perform services by the lead agency, which has authority to accept volunteer services, when the individual performs services without promise, expectation, or receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101. Source: https://nimcast.fema.gov/nimseast/index.isp F-21 Sunriver Service District EOP Basic Plart Appendix F. Acronyms and Glossary 0 THIS PAGE LEFT BLANK INTENTIONALLY • • F-22 n. a a r s + 3 r � i 4. Fu�nctidinl An, M Y i S i 4 F rye. b r n • FA 1 — Emergency Services THIS PAGE LEFT BLANK INTENTIONALLY • Table of Contents 1 Purpose and Scope .................................................. FA 1-1 2 Policies and Agreements ......................................... FA 1-1 FA 1 -iii 3 Situation and Assumptions ..................................... FA 1-2 3.1 Situation ...................... ..............:............................................ FA 1-2 3.2 Assumptions.......................................................................... FA 1-2 4 Roles and Responsibilities......................................FA 1-4 4.1 Emergency Manager/Incident Commander ............................ FA 1-4 4.2 Fire Chief............................................................................... FA 1-4 4.3 Police Chief............................................................................ FA 1-4 4.4 Public Works Director (SROA)............................................... FA 1-5 4.5 Finance.................................................................................. FA 1-6 4.6 Other SSD Organizations....................................................... FA 1-6 4.7 Response Partners................................................................ FA 1-6 5 Concept of Operations.............................................FA 1-6 5.1 Emergency Management Organization .................................. FA 1-6 5.2 Emergency Operations Center ............................................... FA 1-7 5.2.1 Facilities and Equipment .................................................... FA 1-7 5.2.2 EOC Activation................................................................... FA 1-7 5.2.3 EOC Activation Triggering Mechanism ............................... FA 1-8 5.2.4 Emergency Operations Center Access ............................... FA 1-8 5.2.5 Emergency Operations Center Staffing Pattern .................. FA 1-8 5.2.6 De -Activation Guidelines.................................................... FA 1-9 6 Emergency Services Functions .............................. FA 1-9 6.1 Communications.................................................................... FA 1-9 6.1.1 Emergency Communications Systems ............................... FA 1-9 6.1.2 Alert and Warning............................................................... FA 1-9 6.2 Fire Services........................................................................ FA 1-11 6.3 Resource Management........................................................ FA 1-11 6.3.1 General Guidelines........................................................... FA 1-12 6.3.2 Emergency Fiscal Management ....................................... FA 1-12 6.4 Emergency Medical Services ............................................... FA 1-13 6.5 Search and Rescue.............................................................. FA 1-13 6.6 6.7 Hazardous Materials Response ........................................... Law Enforcement Services .................................................. FA 1-13 FA 1-13 6.8 Emergency Public Information ............................................. FA 1-14 FA 1 -iii Sunriver Service District EOP Functional Annexes 7 Supporting Plans and Procedures ........................ FA 1-17 8 Appendices............................................................. FA 1-18 Appendix A EOC Operations....................................................... FA 1. Emergency Services 6.8.1 Information Flow............................................................... FA 1-14 6.8.2 Joint Information System .................................................. FA 1-14 6.8.3 Media Briefing Facilities.................................................... FA 1-15 6.8.4 Media Access to the Scene .............................................. FA 1-15 6.8.5 Public Assistance............................................................. FA 1-16 6.9 Evacuation and Population Protection ................................. FA 1-16 6.9.1 Identification of Need ........................................................ FA 1-16 6.9.2 Determination of Time Needed for Evacuation ................. FA 1-17 6.9.3 Shelter-in-Place................................................................ FA 1-17 7 Supporting Plans and Procedures ........................ FA 1-17 8 Appendices............................................................. FA 1-18 Appendix A EOC Operations....................................................... FA 1-19 Appendix A-1 EOC Organizational Chart ........................................ FA 1-21 Appendix A-2 EOC Floor Plan ........................................................ FA 1-23 Appendix A-3 Incident Briefing Agenda .......................................... FA 1-25 Appendix B Emergency Public Information Materials .................. FA 1-29 Appendix B-1 EAS Templates........................................................ FA 1-31 Appendix B-2 Guidelines for Release of Information to the Media.. FA 1-33 Appendix B-3 Sample Media Statement Format ............................. FA 1-35 Appendix C Evacuation............................................................... FA 1-37 Appendix C-1 Evacuation Order ..................................................... FA 1-39 Appendix C-2 Evacuation Routes ................................................... FA 1-41 Appendix C-3 Evacuation Checklist ................................................ FA 1-43 Appendix C-4 Evacuation Traffic Policy .......................................... FA 1-45 is FA 1 -iv is �•M I Sunriver Owners Association Deschut s County Emergency Management Deschutes County911 Deschutes County Health Department 1 Purpose and Scope The Emergency Services annex outlines the basic SSD emergency services necessary to respond to a disaster. Functions covered in the Emergency Services functional annex include: ■ Emergency Communications ■ Alert and Warning ■ Firefighting ■ Emergency Management (EOC Operations) ■ Resource Management ■ Search and Rescue ■ Hazardous Materials Response ■ Public Safety and Security ■ External Affairs ■ Evacuation and Population Protection Emergency services information that is specific to a unique hazard (e.g., hazardous materials releases, terrorism, flood response, etc.) can be found in the appropriate Incident Annex (IA). 2 Policies and Agreements The following policies and agreements are currently in place to support emergency services for the SSD: ■ Central Oregon Mutual Aid Agreement FA 1-1 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 3 Situation and Assumptions 3.1 Situation The SSD may encounter situations in which many, or all, of its emergency response agencies or capabilities need to be activated. The primary emergency service agencies of the SSD are the Sunriver Fire Department and the Sunriver Police Department. If additional response resources are needed, mutual aid is available from local community response partners (SROA, Sunriver Resort), neighboring local governments and from Deschutes County. 3.2 Assumptions ■ A natural or human -caused emergency or disaster may occur at any time requiring response capabilities beyond those normally available to the SSD. ■ All emergency personnel are trained in the Incident Command System (ICS)/National Incident Management System (NIMS). ■ Utilization of the SSD Emergency Operations Plan (EOP) does not require activation of the EOC. The need to activate the EOC will be determined at the time by the Emergency Manager or Incident Commander (IC). ■ In an emergency, the SSD will assume a Unified Command (UC) approach, with the highest-ranking Police and Fire Department representatives sharing the command responsibility. ■ Due to limited resources, and depending on how widespread the emergency, SSD may not be able to meet the requests for emergency response/recovery assistance from other units of local government in the area during a major emergency. ■ The SSD is responsible for coordinating the response and recovery activities for a major emergency/disaster within the district's boundaries, even when its own resources may be exhausted. ■ Adequate communications are vital for effective and efficient warning, response, and recovery operations. Current communications may be neutralized by a particular hazard occurrence. ■ Equipment is available to provide communications necessary for emergency operations. To the greatest extent possible, telephones, cell phones, and pagers will be considered the primary system for notification of key officials and critical workers. • FA 1-2 • Sunriver Service District E P Functional Annexes FA 1. Emergency Services ■ Additional communications equipment required for emergency operations will be made available from amateur radio operators, citizens, businesses, and/or other governmental agencies. ■ Both the media and the public will expect and demand that information regarding an emergency be provided in a timely manner. ■ The local media, particularly radio and television, can perform an essential role in providing emergency instructions and status information to the public, both through news bulletins and Emergency Alert System (EAS) broadcasts. ■ The public will receive and understand official information related to evacuation. Most of the public will act in its own interest and evacuate dangerous areas when advised to do so by local government authorities. However, some individuals may refuse to evacuate. It is also assumed that most evacuees will use private transportation means; however, transportation may have to be provided for some. ■ SSD staff/emergency responders will work to address the concerns of special needs populations who may have trouble understanding or accessing official emergency information. ■ Time constraints, route limitations, and hosting facilities' capacities to accommodate evacuees could significantly stress and deplete local resources. ■ A listing of resources available for Sunriver and neighboring jurisdictions can by found in the SSD Resource Directory. ■ The timely and accurate assessment of damage to public or private property will be of vital concern to local officials following a disaster and will have great bearing upon the manner in which recovery is conducted in the SSD. ■ Damage assessments may need to be undertaken at different periods during a disaster event: a "windshield" survey may be conducted initially to get an overall general impression of the event's impact as part of preparing to issue the disaster declaration. A more detailed damage assessment will need to be performed to document the need for State and Federal aid. ■ County, State, and Federal assistance will depend upon the adequate and timely documentation of the results of the disaster on the local community. FA 1-3 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 4 Roles and Responsibilities The roles and responsibilities for each department in support of emergency services will vary depending on the type of resource, the length of the warning period, and the duration of the incident. 4.1 Emergency Manager/Incident Commander ■ Activate the EOC, if necessary. ■ Report to the EOC to assume overall responsibility for emergency management activities. ■ In the event that the Emergency Manager is unavailable, his/her responsibilities will be assumed by a department head in the following order of availability: Fire/Police Chief, Public Works Director. ■ Designate an alternative EOC location, if necessary. ■ Assign a representative from the Sunriver EMO to the County EOC, if applicable. ■ Coordinate the flow of public information to ensure consistency and appropriateness. 4.2 Fire Chief Below are the roles of the Fire Chief, or his/her designee if the Fire Chief is acting as the SSD Emergency Manager. ■ Report to the EOC. ■ If necessary, provide for safety of personnel and their families prior to reporting to their duty station. Note: any firefighters who are unable to get to their home departments should report to the closest fire stations and offer to be part of the manpower pool. ■ Relocate equipment as necessary. ■ Assist in traffic/crowd control as necessary. ■ Coordinate activities through the SSD EOC. ■ Specific departmental duties and responsibilities are contained in the Fire Department Standard Operating Guidelines. 4.3 Police Chief Unless otherwise stated in this document, in the event that the Chief of Police is unavailable, his or her responsibilities will be assumed by a police officer in the as designated in the agency's emergency response procedures. FA 1-4 Sunriver Service District E P Functional Annexes 0 FA 1. Emergency Services ■ Report to the EOC. • ■ Provide for safety of personnel and their families prior to reporting to their duty station. Note: any police department employees who are unable to get to their home departments should report to the closest police department and offer to be part of the manpower pool. ■ Relocate equipment as necessary. ■ Assist in traffic/crowd control as necessary. ■ Assume primary responsibility for closing and/or rerouting traffic on city streets to assist movement of people and/or to keep people out of danger or impeding emergency response activities. ■ Coordinate and assist Oregon Department of Transportation (ODOT) and Oregon State Police (OSP) in closing state highway and/or rerouting traffic through the city, if applicable. ■ Specific departmental duties and responsibilities are contained in the Police Department Standard Operating Guidelines. 4.4 Public Works Director (SROA) Public Works in the SSD is coordinated by the SROA. In the event that the Public Works Director is unavailable, his or her responsibilities will be assumed by a Public Works employee as designated in the agency's emergency response procedures. ■ Report to the EOC to assume overall responsibility for Public Works activities under the direction of the IC. ■ Provide for safety of personnel and their families prior to reporting to their duty stations. Note: any public works employees who are unable to get to their home departments should report to the closest public works department and offer to be part of the staffing pool. ■ Relocate equipment as necessary. ■ Assist Police Department in closing streets and/or rerouting traffic, as applicable. ■ Provide damage assessment information to the SSD EOC, as applicable. ■ Follow the specific departmental duties and responsibilities contained in the Public Works Standard Operating Guidelines. FA 1-5 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 4.5 Finance ■ Report to the EOC and assume responsibility for all necessary fiscal activities. ■ Financial Department duties and responsibilities include tracking, analyzing, approving, and reporting fiscal activities in support of emergency operations. 4.6 Other SSD Organizations ■ Provide support activities as outlined in the Sunriver EOP. 4.7 Response Partners ■ Organizations such as ODOT, ODF, OSP and local hospitals should assign liaisons as points of contact within the Sunriver EOC for coordination and communication. 5 Concept of Operations 5.1 Emergency Management Organization The SSD has established this EOP in accordance with NIMS and designated the Fire Chief as the Emergency Manager. The Emergency Manager is responsible for developing and training an Emergency Management Organization capable of managing the response and recovery of a major emergency in accordance with the provisions of this plan. Oregon Revised Statutes (ORS) 401.305 and 401.335 give jurisdiction's guidance to direct activities that will allow Sunriver to mitigate, prepare for, respond to, and recover from emergencies or major disasters. Activation of the EOP may occur at the discretion of the Emergency Manager or IC. Day-to-day supervision of the EOP is the responsibility of the Emergency Manager. If the EOC is activated, the Emergency Manager (or designee) has the responsibility for organizing, supervising, and operating the EOC. Some emergencies may require a self -triggered response. In the event of an emergency in which telephone service is interrupted, pre -identified members of the Command and General Staff should ensure the safety of their families and then report to the EOC. The SSD Board of Directors has the authority to involve any or all SSD personnel in the response to a disaster or other emergency incident. The declaration of an emergency nullifies leaves and vacations as deemed necessary by the SSD Managing Board. Emergency contact information for the EOC staff is housed in the Emergency Manager's Office. FA 1-6 Sunriver Service District EOP Functional Annexes 0 FA 1. Emergency Services 5.2 Emergency Operations Center Response activities for localized incidents will be coordinated from a local EOC and will be activated upon notification of a possible or actual emergency. The EOC will track, manage, and allocate appropriate resources and personnel. During large-scale emergencies, the EOC will in fact become the seat of government for the duration of the crisis. The EOC will serve as a multiple agency coordination system (MACS), if needed. 5.2.1 Facilities and Equipment The SSD EOC is established at a location in which SSD officials and EMO representatives can receive relevant information regarding the emergency and provide coordination and control of emergency operations. The primary location for the Sunriver EOC is: Sunriver Fire Department 57475 Abbot Drive Sunriver, OR 97707 If necessary, the alternate location for the Sunriver EOC is: La Pine Rural Fire Protection District Station 101 51550 Huntington Road La Pine, OR 97739 The Deschutes County EOC is located at: Deschutes County Sheriff's Office Emergency Operations Center 63333 Highway 20 Bend, OR 97701 However, the location of the EOC can change, as dictated by the nature of the disaster and the resource requirements needed to adequately respond. Coordination and control for SSD emergency operations will take place from the EOC as long as environmental and incident conditions allow; however, the Emergency Manager will designate a facility should it be necessary to relocate. The SSD Managing Board (or designee) may request that Deschutes County Emergency Management allow Sunriver to utilize County facilities. 5.2.2 EOC Activation The Emergency Manager has primary authority to initiate activation of the EOC. If the Emergency Manager is not available, and conditions warrant, EOC activation can be ordered by the IC. Upon activation of the EOC, the Emergency Manager, at their discretion, may assume the role of the EOC Director. As soon as practical, the Emergency Manager should notify Deschutes County Emergency Management that the EOC has been activated. County Emergency FA 1-7 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services Management should be briefed and a preliminary determination made regarding the likelihood of a disaster declaration. The Emergency Contact List is housed in the Emergency Manager's Office. 5.2.3 EOC Activation Triggering Mechanism The level of response required by an incident will provide guidelines for EOC activation. LEVEL 1 Often referred to as "routine" crisis management or emergency situations, Level I situations can normally be handled using resources available at the incident location. It may not be necessary to implement an emergency plan for this level. Outside assistance is usually not required. LEVEL 2 Level 2 situations are characterized by a need for response assistance from outside agencies (specialized equipment or personnel, insufficient or inadequate on-site resources, etc.). The request often takes the form of a 911 call for police, fire, or medical assistance. Examples include hazardous materials spills and traffic incidents with multiple injuries. Portions of the Sunriver EOP may be activated. LEVEL 3 Level 3 situations are major incidents that require application of a broad range of community resources to save lives and protect property. Examples include an airliner crash in a populated area, a major earthquake, etc. Emergency plans should be implemented, and the EOC will be activated to coordinate response and recovery activities. 5.2.4 Emergency Operations Center Access Since the EOC is an operational center dealing with a large volume of incoming and outgoing, often sensitive, information, access shall be limited to designated emergency operations personnel. Others may be allowed access as determined by the Emergency Manager (or designee). Appropriate security measures will be in place to identify personnel who are authorized to be present. 5.2.5 Emergency Operations Center Staffing Pattern SSD departments and response partners involved in emergency response and personnel assigned to Command and General Staff (if previously designated) are required to report to the EOC upon activation. Personnel assigned to the EOC have the authority to make the decisions associated with their Command and General Staff position. Roles and Responsibilities for Command and General Staff are detailed in Section 5 of the Basic Plan of this EOP. FA 1-8 Sunriver Service District E F Functional Annexes FA 1. Emergency Services 5.2.6 De -Activation Guidelines Each situation will need to be evaluated to determine the need for continued operation of the EOC after the emergency response phase of the incident has been completed. The decision is made by the Emergency Manager. During the initial phase of the recovery period for major disaster, it may be desirable to continue to operate the Sunriver EOC during the day with limited staffing to facilitate the dissemination of information on disaster relief programs available for the public and local government. This alternative should be weighed against the option of immediately requiring the Emergency Manager and staff to handle the recovery phase as part of their daily responsibilities, which is the ultimate goal. The Emergency Manager has the final approval authority for activation and closure of the EOC. Once the decision has been made to limit hours/staff or close the EOC, the information needs to be disseminated to the same agencies that were notified when it was activated. NOTE: See ESF S — Emergency Management of the Deschutes County EDP. 6 Emergency Services Functions 0 6.1 Communications 6.1.1 Emergency Communications Systems Emergency communication systems for Sunriver include various radio systems, cellular phones and pagers. The Police Department serves as the formal alert and warning and emergency message distribution point for Sunriver. Emergency messages may be received via radio, telephone, or LEDS and will be distributed according to departmental procedures. Messages that affect the overall emergency preparedness of Sunriver, such as information about the movement of hazardous materials or weather alerts will be distributed to the Police Department and Fire Department. It is the responsibility of the Emergency Manager or IC, to determine what further notifications should be made and actions taken in response to the message. After normal working hours, the Police Department will use the Emergency Contact List to contact responding department representatives. Once contact with the responding department's representative is made, it is the responsibility of that employee to determine and to activate the appropriate departmental response and further contacts that must be made. 6.1.2 Alert and Warning Emergency communications for Sunriver are provided through Deschutes County 911. FA 1-9 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services The effectiveness of an alert and warning system depends largely upon the specificity and clarity of instructions and upon whether the public perceives the warning entity as credible at the time the warning is issued. In addition, messages must be geographically precise, repeated more than once, and broadcast in more than one medium. SSD alert and warning system utilizes the local EAS, police and fire vehicle public address systems, as well as door-to-door contact. Other local media (TV, radio, newspaper, etc.) may be utilized as appropriate. These methods may be used separately, or in combination to alert and warn the public of an emergency. In addition, special facilities such as schools, hospitals, utilities, and industrial facilities may need notification. Contact information for these facilities is housed in the Executive Department. 6.1.2.1 General Guidelines ■ Upon detection of an emergency condition arising within the SSD, the IC will decide whether there is a need for immediate alert and shall attempt to notify the Emergency Manager and direct its implementation. ■ The SSD may also receive warning information from the County by through County 911, the OSP, Fire Net, and Oregon Emergency Management through the Law Enforcement Data System (LEDS). When warning information is received by telephone, the information should be confirmed by a return telephone call. ■ If the emergency is localized, the Sunriver Police Department may alert residents in the area by telephone, mobile public address systems, and door-to-door contact. ■ The SSD will educate residents about the community's alert and warning system. ■ A log of warnings issued during the incident shall be maintained by the assigned Public Information Officer (PIO) (Appendix B). 6.1.2.2 Emergency Alert System The National EAS consists of linked broadcast stations and to governmental communication systems to provide emergency alert and warning to the public. The SSD's primary public broadcast stations have been identified as [AM] and [FM]. All participating television and radio stations rebroadcast the information given to the primary station. Detailed instructions for the activation and use of the EAS are outlined in the Deschutes County EAS Plan. The County EAS Plan can be activated by the Emergency Manager or the IC. 0 FA 1-10 Sunriver Service District EOP Functional Annexes 0 FA 1. Emergency Services 6.1.2.3 Other Methods of Alert • Most marked police vehicles and most fire vehicles are equipped with mobile or hand-held public address systems which may be used for alert and warning. Door to door alert may be necessary in the event of a rapidly emerging incident that poses a clear threat to public safety. Residents will be directed to temporary shelter depending upon the weather and the expected duration of the emergency. Direction of these assets shall be the responsibility of the IC through the Law Enforcement Branch Director, with input and support from the Planning, Logistics, and Operations Sections. NOTE: See ESF 2 — Communications of the Deschutes County EOP. 6.2 Fire Services The Fire Chief has been designated by the Sunriver EOP as the Sunriver Emergency Manager. The Sunriver Fire Department Chief or designee is responsible for directing SSD's fire protection response to a major emergency and coordinating response activities with the EOC. The Chief, or a designated representative, shall serve as the EOC Fire Protection Branch Chief, coordinating the flow of fire protection information and processing requests for allowing additional fire protection resources, as appropriate. The Fire Department is responsible for the timely issuance of fire warnings and information to the public and for notifying appropriate SSD management. In the event of an evacuation, warning may be delegated to the Police Department as part of the evacuation process. In the event of a natural or technological disaster that could increase the chances of fire, or during periods of extremely hot, dry and windy weather, additional public information briefings may be conducted. NOTE: See ESF 4 — Firefighting of the Deschutes County EOP. 6.3 Resource Management The SSD EOC Staff has the authority under emergency conditions to establish priorities for the assignment and use of all SSD resources. SSD will commit all its resources, if necessary, to protect life and property. The Emergency Manager, under the direction of the SSD Managing Board, has the overall responsibility for establishing resource priorities. In a situation where resource allocations are in dispute, the SSD Managing Board has the final allocation authority. The Logistics and Planning Sections have primary responsibility for coordinating the resource management effort. FA 1-11 Sunriver Service District EGP Functional Annexes FA 1. Emergency Services 0 6.3.1 General Guidelines Under emergency conditions, members of the EOC staff will allocate resources according to the following guidelines: ■ Deploy resources according to the following priorities: • Protection of life, • Protection of responding resources. • Protection of public facilities, and • Protection of private property. ■ Distribute resources in a manner that provides the most benefit for the amount of local resources expended. ■ Coordinate citizen appeals for assistance through the PIO at the EOC. Local media will be used to provide citizens with information about where to make these requests. ■ Escalate the activation of other available resources by activating mutual aid agreements with other jurisdictions. ■ Should the emergency be of such magnitude that all local resources are committed or expended, request assistance from County to access State, and Federal resources. ■ Activation of Federal resources will be accomplished in a timely manner through a State of Emergency Declaration and request for assistance from the County. 6.3.2 Emergency Fiscal Management During an emergency, the SSD is likely to find it necessary to redirect funds in order to effectively respond to the incident. Although the authority to adjust department budgets and funding priorities rests with the SSD Managing Board, emergency procurement authority is delegated to the Emergency Manager with the approval of the Managing Board. Tracking the expenditures related to an incident is the responsibility of the Finance Section. If an incident in Sunriver requires major redirection of fiscal resources, the following general procedures will be followed: ■ The SSD Managing Board will meet in emergency session to decide how to respond to the emergency funding needs. ■ The SSD Managing Board will declare a State of Emergency and request assistance through Deschutes County. FA 1-12 • Sunriver Service District EOP Functional Annexes FA 1. Emergency Services ■ If a quorum of Board members cannot be reached, and if a prompt decision will protect lives, SSD resources and facilities, or private property, the Emergency Manager (or designee) may act on emergency funding requests. The SSD Managing Board will be advised of such actions as soon as practical. ■ To facilitate tracking of financial resources committed to the incident, and to provide the necessary documentation, a discrete charge code for all incident -related personnel time, losses, and purchases will be established by the Finance Section. NOTE: See ESF. 7 — Logistics Management and Resource Support of the Deschutes County EOP. 6.4 Emergency Medical Services Ambulance services in Sunriver are provided by the Sunriver Fire Department. NOTE: See ESF 8 — Public Health and Medical Services of the Deschutes County EOP. 6.5 Search and Rescue Search and Rescue for Sunriver will be conducted by the Deschutes County Sheriff's Office. NOTE: See ESF 9 — Search and Rescue of the Deschutes County EOP. 6.6 Hazardous Materials Response The Sunriver Fire Department has a limited capacity to address a hazardous materials incident. Additional resources need to be requested through the State Regional Hazardous Materials Teams located in either Salem (Team 5) or Eugene (Team 2). NOTE: See ESF 10 — Oil and Hazardous Materials of the Deschutes County EOP. 6.7 Law Enforcement Services Law enforcement in the SSD is provided by the Sunriver Police Department. The Police Chief is responsible for directing SSD's law enforcement response to a major emergency and coordinating response activities with the EOC. The Chief, or a designated representative, shall serve as the EOC Law Enforcement Branch Chief coordinating the flow of law enforcement information and processing requests for and allocating additional law enforcement resources, as appropriate. NOTE: See ESF 13 — Public Safety and Security of the Deschutes County EOP. FA 1-13 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 6.8 Emergency Public Information Until the EOC is opened, the PIO on scene provides information to the media, with the approval of the IC. Once the EOC is activated, PIO functions are directed from the EOC, with news releases approved by the Emergency Manager and/or IC. In addition to formal news releases from the EOC PIO, the on -scene PIO can continue to provide information regarding response activities. 6.8.1 Information Flow Incident information flow shall be routed as follows. Information from On -Scene Sources Incident Command and Emergency Manager Mayor and Scene Sources Appendix C of this annex contains guidelines for the release of information to the media. 6.8.2 Joint Information System Providing timely and accurate public information during an emergency of any nature is critical to the overall response efforts. A joint information system will be implemented in conjunction with the ICS and a local and/or regional Joint Information Center (JIC) will be established under UC. Sunriver will ensure that procedures are consistent with those implemented by the existing regional and state public information network. FA 1-14 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services Depending on the size and nature of the incident, the JIC may be co -located with an existing EOC/Command Post or could be designated as an independent facility. A lead PIO, representing the lead agency for the response, will be assigned to the incident and will maintain the following responsibilities: ■ Coordinate information -sharing among the larger PIO network; ■ Develop and distribute materials to the general public and media partners; ■ Implement information clearance processes set by the IC; and ■ Schedule media briefings in a designated location away from the EOC and other emergency operations. 6.8.3 Media Briefing Facilities During an emergency, media briefing areas may be established in the closest available facility that is capable of handling the media briefings. 6.8.4 Media Access to the Scene ■ In cooperation with the EOC and the Safety Officer, the IC may allow media representatives restricted access to the scene, accompanied by a member of the Public Information staff. This should be done with consideration of the safety of media personnel, the impact on response, and the wishes and concerns of the victims. ■ If it is not safe or practical to admit all media representatives to the scene, a media "pool" may be created, in which media representatives select one camera crew to take video footage for all. If even such controlled access is impractical, a "staged" photo opportunity to tape response vehicles or support activities may satisfy the media's need for video footage. ■ Response personnel must be protected from unwanted media intrusion. Off -shift personnel should be provided uninterrupted rest. It may be necessary to provide security to facilities where response personnel are housed and disconnect the telephones to ensure privacy. ■ Victims and families should have access to public officials without having to face media. ■ The media may be allowed access to response personnel, at the discretion of the IC, only if such an interview does not interfere with the response effort. FA 1-15 Sunriver Service District EQP Functional Annexes FA 1. Emergency Services 0 ■ Response personnel will not comment on the incident without the consent of the IC. Inquiries should be directed to the designated PIO, with approval of the IC and the department of jurisdiction. 6.8.5 Public Assistance The PIO may establish a "Public Assistance" group as part of the public information staff. Public Assistance staff will receive inquiries and requests for non -emergency assistance from the general public. Public assistance telephone numbers may be publicized through the media. Sunriver communication points must receive up-to-date information about the incident, including the telephone numbers for public assistance, since the public will attempt to contact Sunriver agencies through these familiar routes. NOTE: See FA 4 — Recovery Strategy and ESF 15 — External Affairs of the Deschutes County EOP. 6.9 Evacuation and Population Protection The SSD Managing Board, Emergency Manager, or the Incident Commander (IC) may order an evacuation. The Managing Board must approve and sign the evacuation order after considering both the legal and social implications of this action. If, however, for the health and safety of citizens, time does not permit access to the Managing Board, the Emergency Manager or IC may order an evacuation and notify the Managing Board as soon as practical. See Appendix C of this annex, Sample Evacuation Order. Overall, evacuation operations fall under the direction of the City Sunriver Police Department. However, if the evacuation area is contaminated by hazardous materials, the evacuation will be conducted by the Fire Department. See Appendix C of this annex, Evacuation. Alert and warning functions notify affected persons of impending evacuations. 6.9.1 Identification of Need Not all emergencies requiring protective action on the part of the public require evacuation. The Emergency Manager and IC must weigh the risks of leaving the population unprotected against the risks of sheltering in place or evacuating. Before an evacuation can be implemented, the following activities must be performed: ■ Identify high -hazard areas, including those that may be impacted if the incident escalates or conditions change; ■ Identify potential evacuation routes, their capacities, and their vulnerability to the hazard (see Appendix E of this annex, Emergency Transportation Policy); and 0 FA 1-16 Sunriver Service District E P Functional Annexes FA 1. Emergency Services ■ Alert and warn the public at risk. Include specific information about the risk, the protective actions that need to be taken, and the possible risks of non-compliance. 6.9.2 Determination of Time Needed for Evacuation To determine evacuation time requirements, the following factors should be considered: ■ Time from response to decision to evacuate; ■ Time needed to alert and instruct the public, usually estimated to be from 15 to 60 minutes, depending upon the time of day and other factors; ■ Time needed to mobilize the population once warned; under ideal circumstances, 2500 vehicles can pass a single point in one hour (estimate four persons per vehicle); and ■ Time required to evacuate the hazard area. 6.9.3 Shelter -in -Place If sufficient time is not available to evacuate and/or the nature of the incident makes evacuation unsafe, Incident Command may choose to direct those in the affected area to shelter in place. Sheltering in place restricts affected people to their current locations. Other restrictions, may also be necessary (see Appendix B of this annex, EAS Message Format). 7 Supporting Plans and Procedures The following plans and procedures are currently in place to support emergency services for the Sunriver: ■ Deschutes County Emergency Operations Plan. 2010. • ESF 2 — Communications • ESF 4 — Firefighting • ESF 5 — Emergency Management • ESF 7 — Resource Management • ESF 9 — Search and Rescue • ESF 10 —Oil and Hazardous Materials • ESF 13 — Public Safety and Security 0 • ESF 15 — External Affairs FA 1-17 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 8 Appendices ■ Appendix A EOC Operations • A-1 EOC Organizational Chart • A-2 EOC Floor Plan • A-3 Incident Briefing Agenda ■ Appendix B Emergency Public Information Templates • B-1 EAS Templates • B-2 Guidelines for Release of Information to the Media • B-3 Sample Media Statement Format ■ Appendix C Evacuation • C-1 Evacuation Order • C-2 Evacuation Routes • C-3 Evacuation Contact Form • C-4 Evacuation Checklist • C-5 Evacuation Traffic Policy Appendix F Incident Briefing Agenda • FA 1-18 • • Sunriver Service [district EOP Appendix A EOC Operations A-1 EOC Organizational Chart A-2 EOC Floor Plan A-3 Incident Briefing Agenda FA 1-19 Functional Annexes FA 1. Emergency Services Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY is • FA 1-20 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services Appendix A-1 EOC Organizational Chart [INSERT ORG CHART] LJ FA 1-21 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • L FA 1-22 Sunriver Service District EOP Functional Annexes 0 FA 1. Emergency Services Appendix A-2 EOC Floor Plan • [INSERT EOC FLOOR PLAN] FA 1-23 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services THIS PAGE LEFT BLANK INTENTIONALLY • • FA 1-24 Sunriver Service District E F Functional Annexes 0 FA 1. Emergency Services • Appendix A-3 Incident Briefing Agenda Briefing Date and Time: SITUATION STATUS 1. Initial Assessment of Incident a. Cause and extent of damage b. Forecasts (threat projection, cascading effects, HazMat footprint) c. Casualty estimates d. Helicopter/airplane fly -over w/video 2. Assessment of damage (Initial Damage Assessment Reports - gathered by Plans/Intelligence Section) a. Government - county/cities b. Residential c. Business (downtown/shopping malls) d. Industrial 3. Critical infrastructure damage and restoration schedule a. Critical transportation routes b. Utilities (power, water, natural gas) c. Hospitals and mortuaries d. Prisons and jails e. Food and agriculture 4. Status of communications systems and restoration schedule a. 9-1-1 centers and interagency radio systems b. Telephones c. Commercial radio FA 1-25 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services RESOURCE STATUS 5. Outline EOC Management Structure Assignments (using the Incident Command System) for current shift and on -coming shift - include date/time of EOC activation and when shift changes occur a. Policy Group Liaison (Commissioner) b. Incident commander c. Command Staff 1) Liaison (Intergovernmental) 2) Public Information Officer d. General Staff 1) Operations Section Chief 2) Planning Section Chief 3) Logistics Section Chief 4) Finance Section Chief 6. Current public safety response, capability and need for assistance beyond mutual assistance: a. Transportation (emergency support) b. Communications 1) 9-1-1 centers and interagency radio systems 2) Telephones 3) Commercial radio and television c. Public Works / Engineering (Public assets and private construction companies) d. Firefighting e. Intelligence and Planning f. Mass Care g. Service and Support h. Health and Medical Services i. Search and Rescue FA 1-26 r� • Suriver Service District F P Functional Annexes FA 1. Emergency Services j. Hazardous Materials (Public assets and private companies with HazMat teams) k. Food and Water (delivery needs/resources) 1) American Red Cross 2) School cafeterias 3) Forest Service trucks - State and Federal contract 4) Jail cooking capability 5) Grocery stores and restaurants 6) For response workers 1. Energy m. Public Safety n. , Damage Assessment o. Evacuation isp. Shelters (needs and supply) 1) Number of established/locations 2) Number of people sheltered by location/total 3) Problems encountered q. Volunteers 7. Insurance claims procedures and response - establishment of Disaster Recovery Centers 8. Need for Declaration of Emergency Disaster by SSD Managing Board a. National Guard Assistance b. Financial assistance (County/State/Federal) c. Other State agency resources (people or equipment not available through mutual aid agreements) 9. Critical contacts established a. SSD Departments b. County and Cities c. Oregon Emergency Management/FEMA FA 1-27 Sunriver Service District EOP d. ODOT Functional Annexes FA 1. Emergency Services e. Elected Officials (Governor, State and Federal Representatives and Senators, Mayors, Adjacent County Commissioners or City Council members, Board of Commissioners) f. Media, local radio, EAS Station) 10. Documentation - video taping, logs, photos, minutes and tapes of meetings Proposed 12 -hour STRATEGIC RESPONSE PLAN 11. Need for evacuation and action being taken by police, fire, public works and the EAS, provision for vandalism protection for evacuated areas 12. Summary a. Major actions to be taken and priorities established b. Establish time lines and responsibilities c. Schedule meetings for next 8-12 hours (EOC, Policy Group, Department) d. Schedule of news release and location (schedule for last one, next one) 13. Continuing Concerns FA 1-28 • • • Sunriver Service District EP Functional Annexes FA 1. Emergency Services Appendix B Emergency Public Information Materials B-1 EAS Templates B-2 Guidelines for Release of Information to the Media B-3 Sample Media Statement Format FA 1-29 Sunriver Service District ECP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • • FA 1-30 Sunriver Service District E F Functional Annexes 0 FA 1. Emergency Services Appendix B-1 EAS Templates L_I EVACUATION: The Sunriver Service District is managing a(n) emergency. A State of Emergency has been declared. The Incident Command and Sunriver Service District Managing Board are requesting the immediate evacuation of the area between on the east, on the west, on the north and on the south due to Please take medications, and personal hygiene supplies with you and evacuate to (a point) by traveling . Failure to evacuate may result in life endangerment. The American Red Cross is opening shelters for those affected by the evacuation at . If you need help evacuating your home, please signal emergency workers by placing a white cloth on your front door or calling the Sunriver Service District at SHELTER IN PLACE: The Incident Command and Sunriver Service District Managing Board are urging citizens for the area between on the east, on the west, on the north and on the south south to take the following protective actions due to . Stay indoors with all windows closed. If you must go outdoors for any reason, . Failure to follow these instructions may result in damage to . Please stay tuned to this station for further details. FA 1-31 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • • FA 1-32 Sunriver Service District EOP Functional Annexes 0 FA 1. Emergency Services Appendix B-2 Guidelines for Release of Information to the Media • The following guidelines shall be used in evaluating and releasing information concerning the incident: Accurate information will be provided to the media. Facts that can be confirmed should be released as soon as possible. If little information is available, the following statement should be issued: "We are aware that an (incident/accident) involving (type of incident) occurred at approximately (time), in the vicinity of (general location). Emergency crews are responding, and we will have additional information available as we are able to confirm it. We will hold a briefing at (location), and will alert the media at least 1/2 hour prior to the briefing. At this time, the briefing is the only place where officials authorized to speak about the incident and confirmed information will be available. Thank you for your assistance." 2. Emergency information dissemination should be restricted to approved, specific, and verified information concerning the incident, and should include: a. Nature and extent of emergency occurrence; b. Impacted or potentially affected areas of the district; c. Advice on emergency safety procedures, if any; d. Activities being conducted by the SSD to combat the hazardous conditions, or mitigate the effects; and e. Procedures for reporting emergency conditions to the EOC. 3. Information concerning the incident should be consistent for all members of the media. 4. Information should be presented in an objective manner. 5. Rumor control is vital during emergency operations. Sensitive or critical information must be authorized and verified before release. Unconfirmed rumors or information from unauthorized sources may be responded to in the following manner: "We will not confirm until we have been able to check out the information through authorized sources. Once we have confirmed information, we will release it to all members of the press at the same time. " FA 1-33 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 6. Information that media representatives often request includes: a. Emergency: What is it? b. Location: Where is it? c. Time: When did it occur? How long will it last? d. Fatalities: Are there any? How many? e. Injuries: Are there any? How Many? What is the nature of the injuries? f. Injured: Where are they being treated? Where can family members call to get information? g. Involved agencies: What agencies responded? How many? What level of involvement do they have? 7. Do not release information that might hinder emergency response, prejudice the outcome of an investigation, or pose a further threat to public safety. Examples include: a. Personal conjecture about the course of the emergency or the conduct of response; b. Opinions about evidence, or a suspect or defendant's character, guilt, or innocence; c. Contents of statements used in alibis, admissions, or confessions; d. References to the results of various tests and examinations; e. Statements that might jeopardize the testimony of witnesses; f. Demeaning information/statements; and g. Information that might compromise the effectiveness of response and recovery. 8. In an incident involving fatalities, the names of the victims or the cause of death shall not be released without authorization from the District Attorney's and Medical Examiner's office. 9. Confidential information is not to be released. This includes home phone numbers of SSD personnel, volunteer emergency workers, and any unpublished fire stations and SSD telephone numbers. 10. Public information briefings, releases, interviews, and warnings shall be logged and tape-recorded. Copies shall become part of the final incident package. 11. Do not commit to firm briefing times unless it is certain these times can be kept. FA 1-34 Su-nriver Service District E F Functional Annexes 0 FA 1. Emergency Services Appendix B-3 Sample Media Statement Format TYPE OF INCIDENT: Location: Date: Narrative details about incident: For further information, please contact at FA 1-35 Date: Time: Press Release #: Time: Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • • FA 1-36 • Sunriver Service District EOF Functional Annexes FA 1. Emergency Services Appendix C Evacuation C-1 Evacuation Order C-2 Evacuation Routes C-3 Evacuation Checklist C-4 Evacuation Traffic Policy FA 1-37 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • • FA 1-38 Sunriver Service District EOP Functional Annexes 0 FA 1. Emergency Services Appendix C-1 Evacuation Order 1. An emergency condition, as a result of , exists in the Sunriver Service District, and the SSD Managing Board has declared a State of Emergency. 2. The Incident Command has determined that there is a need to evacuate portions of the Sunriver Service District. 3. Such evacuation is needed to ensure the safety of the public. Therefore: 4. The Sunriver Service District is requesting the immediate evacuation of: 5. The Sunriver Service District requests that those needing special assistance call or place a white flag, (towel, rag, paper, etc.) on the front door knob or in the front window. The above number has been established to respond to evacuation assistance requests. 6. The Sunriver Service District is restricting all entry into the hazard area. No one will be allowed to re-enter the area after am/pm. 7. Information and instructions from the Sunriver Service District will be transmitted by broadcast radio. Public information will also be available from American Red Cross representatives at shelters now being opened to the public for emergency housing. 8. As resources allow, a reception area or American Red Cross shelter is located at: 9. The Sunriver Service District will advise the public of the lifting of this order when public safety is assured. Date Signed Chair Date Signed Incident Commander • FA 1-39 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • • FA 1-40 Suniver Service District ECP Functional Annexes 0 FA 1. Emergency Services Appendix C-2 Evacuation Routes C, • [INSERT EVACUATION ROUTE MAP] FA 1-41 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • • FA 1-42 • • Sunriver Service District Ep Functional Annexes FA 1. Emergency Services Appendix C-3 Evacuation Checklist I�:�IP�cj M, 810 770 s rmine area(s) at risk: Determine population of risk area(s) ■ Identify any special facilities and functional needs populations in risk area(s) 2. Determine evacuation routes for risk area(s) & check the status of these routes. 3. Determine traffic control requirements for evacuation routes. 4. Estimate public transportation requirements & determine pickup points. 5. Determine temporary shelter requirements & select preferred shelter locations. E e 6. Provide advance warning to special facilities & advise them to activate evacuation, transportation & reception arrangements. Determine if requirements exist for additional support from local government. 7. Provide advance warning of possible need for evacuation to the public, clearly identifying areas at risk. 8. Develop traffic control plans & stage traffic control devices at required locations 9. Coordinate with special facilities regarding precautionary evacuation. Identify and alert functional needs populations. 10. Ready temporary shelters selected for use. 11. Coordinate with transportation providers to ensure vehicles & drivers will be available when and where needed. 12. Coordinate with school districts regarding closure of schools. 13. Advise neighboring jurisdictions that may be affected of evacuation plans. 4 14. Advise neighboring jurisdictions that evacuation recommendation or order will be issued. 15. Disseminate evacuation recommendation or order to special facilities and functional needs populations. Provide assistance in evacuating, if needed. 16. Disseminate evacuation recommendation or order to the public through available warning systems, clearly identifying areas to be evacuated. I�:�IP�cj Sunriver Service District EOP Functional Annexes FA 1. Emergency Services FA 1-44 • • MINEnern e•. 17. Provide amplifying information to the public through the media. Emergency public information should address: ■ What should be done to secure buildings being evacuated ■ What evacuees should take with them ■ Where evacuees should go & how should they get there ■ Provisions for functional needs population & those without transportation 18. Staff and open temporary shelters 19. Provide traffic control along evacuation routes & establish procedures for dealing with vehicle breakdowns on such routes. 20. Provide transportation assistance to those who require it. 21. Provide security in or control access to evacuated areas. 22. Provide Situation Reports on evacuation to the County. UM OF EYAG'1 %EES . 1 .. 23. If evacuated areas have been damaged, reopen roads, eliminate significant health and safety hazards, & conduct damage assessments. 24. Determine requirements for traffic control for return of evacuees. 25. Determine requirements for & coordinate provision of transportation for return of evacuees. 26. Advise neighboring jurisdictions that return of evacuees will begin. 27. Advise evacuees through the media that they can return to their homes and businesses; indicate preferred travel routes. 28. Provide traffic control for return of evacuees. 29. Coordinate temporary housing for evacuees that are unable to return to their residences. 30. Coordinate with special facilities regarding return of evacuees to those facilities. 31. If evacuated areas have sustained damage, provide the public information that addresses: ■ Documenting damage & making expedient repairs ■ Caution in reactivating utilities & damaged appliances ■ Cleanup & removal/disposal of debris ■ Recovery programs 32. Terminate temporary shelter & mass care operations. 33. Maintain access controls for areas that cannot be safely reoccupied. FA 1-44 • • Sunriver Service District EOP Functional Annexes 0 FA 1. Emergency Services Appendix C-4 Evacuation Traffic Policy • In the event of an evacuation in the Sunriver Service District (SSD): All SSD employees not directly involved in the incident shall be available for traffic control and direction; 2. The SSD has the authority to close local roads and to restrict access to and from all areas of the SSD; 3. Roads under the jurisdiction of the Oregon Department of Transportation (ODOT) would be authorized for closure by the ODOT District Manager, or in the case of a crime or fire, the authority includes the Oregon State Police (OSP) 4. The SSD Police Department has the authority to remove stalled and parked vehicles that impede the flow of traffic; 5. Traffic flow direction may be altered, reversed, etc. at the direction of the Incident Commander when the situation warrants; and 6. Changes in traffic flow will be coordinated with the County Sheriff, Oregon State Police, Oregon Department of Transportation, and SROA Public Works. FA 1-45 Sunriver Service District EOP Functional Annexes FA 1. Emergency Services THIS PAGE LEFT BLANK INTENTIONALLY �J • FA 1-46 • • • FA 2 — Human Services • THIS PAGE LEFT BLANK INTENTIONALLY 0 • • • Table of Contents 1 Purpose and Scope .................................................. FA 2-1 2 Policies and Agreements ......................................... FA 2-2 3 Situation and Assumptions ..................................... FA 2-2 3.1 Situation................................................................................. FA 2-2 3.2 Assumptions.......................................................................... FA 2-2 4 Roles and Responsibilities......................................FA 2-3 4.1 Emergency Manager/Incident Commander ............................ FA 2-3 4.2 American Red Cross.............................................................. FA 2-4 4.3 Sunriver Fire Department....................................................... FA 2-5 5 Concept of Operations............................................FA 2-5 5.1 General.................................................................................. FA 2-5 5.2 Direction and Control............................................................. FA 2-6 6 SSD Human Services Functions ............................. FA 2-6 6.1 Mass Care.............................................................................. FA 2-6 6.1.1 Shelter................................................................................ FA 2-7 6.1.2 Shelter of Animals in Disaster ............................................ FA 2-8 6.1.3 Bulk Distribution................................................................. FA 2-8 6.2 Emergency Assistance........................................................... FA 2-8 6.2.1 Disaster Welfare Information .............................................. FA 2-8 6.2.2 Disaster Resource Center(s).............................................. FA 2-9 6.3 Long -Term Housing............................................................. FA 2-10 6.4 Human Services................................................................... FA 2-10 6.4.1 Special Needs Populations ............................................... FA 2-10 6.4.2 Behavioral Health............................................................. FA 2-12 6.5 Public Health Services......................................................... FA 2-12 6.6 Volunteer and Donations Management ................................ FA 2-12 6.7 Emergency Response Personnel and EOC Sheltering and Feeding................................................................................ FA 2-12 7 Supporting Plans and Procedures ........................ FA 2-12 FA 2 -iii Sunriver Service District ECP Functional Annexes FA 2. Human Services 0 8 Appendices............................................................. FA 2-13 Appendix A Shelter Materials .................................................... FA 2-15 Appendix A-1 Potential Shelter Locations .................................... FA 2-17 Appendix A-2 Shelter Survey Form .............................................. FA 2-19 Appendix A-3 Sample Shelter Agreement .................................... FA 2-29 • FA 2 -iv Sunriver Service District FOP Functional Annexes IFA 2. Human Services \\ a \ \ \ \\ \ \Primary Agencies Sunriver Fire \ \ \ \\ \\\ Department Sunriver Police Department Sunriver Owners Association ResortSunriver SalvationSupporting Agencies American Red Cross Hospitals Police Department Fire Department Schoo -•. - •• County- •-Management County- Department 1 Purpose and Scope The Human Services Annex provides information regarding the Sunriver Service District's response to the needs for non -emergency medical mass care/sheltering, human services, and public health support for victims of natural and technological emergencies and disasters. Functions covered in the Human Services functional annex include: ■ Mass Care ■ Emergency Assistance ■ Housing ■ Human Services ■ Public Health Services ■ Volunteer and Donations Management ■ Care of Emergency Response Personnel and EOC Staff For larger events where short-term or long-term housing for disaster victims may be needed, County Emergency Management would coordinate this need with the SSD Emergency Manager. Emergency shelter includes the use of pre -identified shelter sites in existing structures, creation of temporary facilities or shelters, and use of other facilities outside the incident area, should evacuation be necessary. Victims are fed through a combination of fixed sites, mobile feeding units, and bulk distribution of food. Emergency first aid, consisting of basic first aid and referral to appropriate medical personnel and facilities, is provided at mass care/sheltering facilities. Bulk distribution of emergency relief items, such as FA 2-1 Sunriver Service District EQP Functional Annexes FA 2. Human Services 0 food, water, and ice is managed and coordinated via established sites within the SSD. If applicable to the situation, coordination and management of volunteer services and donated goods is necessary to maximize benefits without hindering response activities. Emergency response agencies for the SSD will also identify and coordinate regarding individuals with special needs within the impacted area. Special needs may be characterized by age (children and elderly), physical and/or mental disabilities, language (non -English-speaking), existing disease/medical conditions, dependency on service animals, and any other condition or threat that could warrant special consideration under emergency circumstances. 2 Policies and Agreements The following policies and agreements are currently in place to support emergency services for Sunriver: ■ Although a formal agreement has not been developed between the American Red Cross and the SSD, Human Services will be primarily implemented by American Red Cross when activated by County request. The agreement provides for shelter and mass care provisions if requested by the County. 3 Situation and Assumptions 3.1 Situation Emergencies or disasters can necessitate evacuation of people from residences that are temporarily uninhabitable, damaged, or destroyed. Providing for these victims will consist of making facilities and services available and coordinating activities with government agencies and volunteer disaster assistance organizations. Emergency shelter or housing needs may be short- or long-term. When the need arises, it is the responsibility of the SSD to work with the various human service agencies to meet those needs. 3.2 Assumptions ■ Although the SSD Managing Board has primary responsibility for implementing and coordinating resources and services included in this annex, the American Red Cross will manage and coordinate sheltering and mass care operations to the extent of its capability. The Salvation Army will support these operations, and other professional and/or volunteer organizations (e.g., faith -based organizations) that normally respond to emergency/disaster situations will continue to do so. ■ The American Red Cross will have agreements in place for use of specific shelters that could be activated by calling the local American FA 2-2 Sunriver Service District EOP Functional Annexes 0 FA 2. Human Services Red Cross representative. These shelters may be used for specific events associated with the SSD and Deschutes County as well as housing evacuees from neighboring counties when and if the need should arise. ■ Permission to use American Red Cross—approved facilities for disaster operations and sheltering will be obtained and agreed upon in writing. Pre -identified facilities intended for shelter and mass care will be available and operational at the time of need. ■ SSD and other available response agencies will manage and coordinate all shelter and mass care activities until the American Red Cross has arrived on scene, assessed the situation, and activated procedures for preparing and operating shelters. ■ Assistance will be available through mutual aid agreements with the County, other counties, regions, and State and Federal emergency agencies and organizations. ■ Unique demands will be placed upon the delivery of human services to include crisis counseling, emergency assistance, and the care of special needs groups. As a consequence, the clientele groups of both local and State human service organizations will increase. ■ Under localized emergency conditions, a high percentage (50% or more) of evacuees will seek lodging with friends or relatives rather than go to established facilities. ■ If the threat of an evacuation is due to a visible hazard, or has been discussed in the media, some spontaneous evacuation will occur prior to an implementing order. Therefore, mass care operations may have to commence early in any disaster period. 4 Roles and Responsibilities The roles and responsibilities for each department in support of emergency services will vary depending on the type of resource, the length of the warning period, and the duration of the incident. 4.1 Emergency Manager/Incident Commander ■ Coordinate emergency preparedness planning and exercise activities with the American Red Cross. ■ Identify local government's authority, responsibility, and role in providing long-term temporary emergency housing for disaster victims. FA 2-3 Sunriver Service District EOR Functional Annexes FA 2. Human Services ■ Assess the situation and make appropriate notifications to activate and staff the Emergency Operations Center (EOC), including notification of the American Red Cross, if it is determined that a representative is needed to coordinate emergency food and shelter. ■ Establish a communications link with affected jurisdictions, volunteer agencies, and the public and ensure that they are kept informed of available shelters. ■ Assist in coordinating logistics to support operations and ensure that the provisions of any memorandum of understanding (MOU) are implemented, as necessary. ■ Coordinate with local, State, and Federal agencies in damage assessment and cost recovery activities, as well as identifying long- term temporary emergency housing options. ■ Ensure that necessary communication activities are conducted to inform the public of disaster recovery activities, including information regarding long-term temporary emergency housing assistance. ■ Continue to assist in restoration of normal services and operations, as appropriate. ■ Conduct an after action debriefing/evaluation on the overall effectiveness of Sunriver's efforts in providing emergency food and shelter. 4.2 American Red Cross ■ Develop and maintain plans, procedures, and policies for establishing, managing, and operating a feeding and sheltering system to meet the needs created by a major disaster. ■ Develop and maintain MOUs with local governments to define and clarify roles and responsibilities in preparing for and responding to disasters. ■ Participate in the annual training exercises conducted by Sunriver Emergency Management Organization to test the Emergency Operations Plan (EOP). ■ Implement the response actions outlined in the MOU with Sunriver, as necessary. ■ Evaluate the direct or indirect effects of the hazard on available shelter resources. FA 2-4 • Sunriver Service District EOP Functional Annexes FA 2. Human Services ■ Provide specific resource requirements, including feeding support, clothing and bedding supplies, emergency registration of people, and trained shelter management volunteers. ■ Coordinate activities with voluntary organizations active in disaster, faith -based organizations, other social service agencies, and local, State and Federal government to provide emergency food and shelter. ■ Assist Sunriver in determining post -emergency needs for long-term emergency temporary housing, as requested. ■ Prepare report on condition of shelter facilities and make arrangements for returning to normal use. ■ Compile record of emergency expenditures. ■ Critique the provision of shelters for people displaced from their residences and institute reforms, as required. 4.3 Sunriver Fire Department ■ Provide personnel, supplies, materials, and facilities as available in support of this function; ■ Assist with medical care and treatment, as appropriate. ■ Provide fire and line safety inspections, as appropriate. 5 Concept of Operations 5.1 General The Sunriver Service District Managing Board has overall responsibility for ensuring the welfare of citizens and visitors within Sunriver during an emergency or disaster. In cooperation with available volunteer disaster assistance organizations, the Emergency Manager will ensure the provision of basic human services. Disaster victims will be encouraged to obtain housing with family or friends or in commercial facilities. To the greatest extent possible, the SSD will assist and coordinate post -disaster housing needs of the homeless. While coordinated SSD/American Red Cross decision-making is desirable, the American Red Cross may independently initiate operations. The Salvation Army and other charitable groups (e.g., faith -based organizations) will provide additional support for disaster victims. In the case of unmet needs, the Emergency Manager will make requests for County assistance via the Sunriver EOC to Deschutes County Emergency Management. Not all emergencies will entail mass care assistance; however, a limited amount of emergency food and clothing will be needed and provided. FA 2-5 Sunriver Service District EOP Functional Annexes FA 2. Human Services Initial preparedness efforts will begin with identification of population groups requiring special assistance during an emergency (e.g., senior citizens and the handicapped). Needs should be matched to capabilities and resources, and any gaps should be addressed through planning, training, and exercises. When an incident occurs and evacuation is required, preparations will begin to receive evacuees at selected facilities. Essential personnel, including volunteers, will be alerted, pre -positioned material resources (cots, blankets, food, etc.) will be made ready, and medical facilities will be alerted to the possibility of receiving evacuee patients. Participating agencies will provide food and clothing as needed, assist with registration of evacuees/victims, and provide information to assist victims needing additional services. Once the incident transitions to the recovery phase, human needs of victims should be continually assessed and met as necessary via one or more Disaster Application Centers (DACs). 5.2 Direction and Control The SSD will seek the assistance of the American Red Cross and other similar agencies in implementing this section of the EOP. A liaison from the American Red Cross will be requested to report to the SSD EOC to assist in coordinating emergency housing, sheltering, and feeding activities; however, depending upon the size and scope of the disaster, this coordination may occur at the Deschutes County EOC through the SSD EOC's liaison at that location. It is not the intent of the SSD to supplant the American Red Cross as the primary provider and coordinator of emergency housing, sheltering, and feeding services; however, the SSD is not relieved of its obligation for the welfare of its citizens in times of emergencies, as outlined in Chapter 401 of the Oregon Revised Statues. Shelter/lodging facility managers will be responsible for the operation of their individual facilities. The primary communications link between shelter facilities and the EOC will be landline and wireless telephone. If telephones cannot be used or are overloaded, law enforcement personnel will provide radio assistance. Shelter facility managers should arrange for persons in their facility to monitor prescribed communication sources for guidance and announcements. 6 SSD Human Services Functions 6.1 Mass Care Mass care includes the registration of evacuees, the opening and management of temporary lodging facilities, and the feeding of evacuees and workers through both mobile and fixed feeding sites. The American Red Cross will assist in registering evacuees and, as applicable, will coordinate information with appropriate government agencies regarding evacuees housed in American Red Cross Shelters. FA 2-6 Sunriver Service District EOP Functional Annexes 0 FA 2. Human Services 6.1.1 Shelter Protective shelters are life -preserving; they are designed to afford protection from the direct effects of hazard events and may or may not include the life -supporting features associated with mass care facilities. In contrast, mass care facilities are life -supporting; they provide protection from the elements and basic life- sustaining services when hazard events result in evacuations. The latter category of facilities is the focus of this annex and is designated as Reception and Care facilities in local American Red Cross Sheltering Plans. The designation of specific lodging and feeding facilities will depend on the actual situation and the location of the hazard area. Public school facilities will be a prime consideration for use as emergency mass care facilities; such use will be coordinated with school officials. Selected facilities will be located far enough from the hazard area to preclude the possibility of the threat extending to the mass care facility. Agreements for use of some facilities have been obtained by the American Red Cross. The Emergency Manager will obtain permission from owners to use other facilities as required. When American Red Cross facilities are opened, it will be the responsibility of the American Red Cross to maintain all functions and staffing according to American Red Cross policy. The American Red Cross will maintain listings of qualified and trained shelter and lodging facility managers. IsOptions for temporary shelter available to the SSD during the first 72 hours of an incident include: ■ Predetermined sheltering sites and supplies available through American Red Cross; ■ General purpose tents available through the Oregon National Guard and requested by the County EOC to Oregon Emergency Management; and ■ If a Presidential Declaration has been made, temporary buildings or offices requested through the Federal Coordinating Officer. A designated member of the SSD EOC staff may serve as the City Shelter Coordinator. Services will be provided through the coordinated efforts of staff members, the American Red Cross, the Salvation Army, other State -supported agencies, volunteer agencies, and mutual -aid agreements with various support groups. Law enforcement agencies will provide security at shelter facilities, where possible, and will also support back-up communications, if needed. Victims will be fed through a combination of fixed sites, mobile feeding units, and bulk distribution of food. Feeding operations are based on nutritional standards and, if possible, should include meeting dietary requirements of victims with special dietary needs. The American Red Cross will be responsible for meal planning, coordination of mobile feeding, and identifying feeding sites and FA 2-7 Sunriver Service District EOP Functional Annexes FA 2. Human Services 0 resources for the procurement of food and related supplies. The American Red Cross will coordinate all mass feeding and other services needed at open shelters within the SSD's jurisdiction with SSD Emergency Management via the SSD EOC. 6.1.2 Shelter of Animals in Disaster The SSD, the American Red Cross, and other organizations or groups providing sheltering and mass care will comply with Americans with Disabilities Act (ADA) requirements for service animals, with the facility owners' limitations, and with County and State of Oregon Health Code requirements. 6.1.3 Bulk Distribution Emergency relief items to meet urgent needs are distributed via established sites within the affected area. Distribution of food, water, and ice requirements through Federal, State, and local governmental entities and non-governmental organizations is coordinated at these sites. The American Red Cross will coordinate all bulk distribution activities needed within the SSD's jurisdiction with the Emergency Manager via the SSD EOC. Agencies and organizations involved in supporting and managing bulk distribution include: ■ SSD Emergency Manager; ■ Sunriver Fire Department; ■ American Red Cross; ■ Salvation Army; ■ Private sector partners; and ■ Disaster assistance personnel, paid and volunteer staff. 6.2 Emergency Assistance 6.2.1 Disaster Welfare Information Disaster Welfare Information collects and provides information regarding individuals residing within the affected area to immediate family members outside the affected area. The system also aids in reunifying family members within the affected area. The American Red Cross will establish a Disaster Welfare Inquiry Operation to answer requests from relatives and friends concerning the safety and welfare of evacuees or those in disaster areas. Welfare inquiry listings, along with registration listings, will be coordinated with the EOC and law enforcement agencies for comparison with missing persons lists. County Amateur Radio Emergency Services provides support to the American Red Cross and City FA 2-8 Sunriver Service District EOP Functional Annexes 0 FA 2. Human Services Emergency Management in gathering, disseminating, and managing disaster welfare information. 6.2.2 Disaster Resource Center(s) Upon a Presidential disaster declaration, Disaster Resource Centers may be established. In addition to numerous grant and assistance programs available through the Disaster Resource Center (DRC), the Individual and Family Grant Program provides grants to meet disaster -related necessary expenses or serious needs for which assistance for other means is either unavailable or inadequate. Logistics Section personnel may be called upon to arrange a large facility (often a school, church, or community center) to serve as a DRC. The Federal Emergency Management Agency (FEMA) is responsible for operating DRCs, which are often located in facilities such as schools, churches, and community centers. A DRC provides a location where citizens can meet with local, State, Federal, and volunteer agency representatives to apply for disaster assistance. Advertising of these facilities will be coordinated by the Public Information Officer (PIO) through the Joint Information Center (JIC), located in the Federal/State disaster field office. Federal, State, local, and volunteer agencies may provide or accept applications for the following services through the DRC: ■ Temporary housing for disaster victims whose homes are 0 uninhabitable as a result of a disaster; ■ Essential repairs to owner -occupied residences in lieu of temporary housing so that families can return to their damaged homes; ■ Disaster unemployment and job placement assistance for those unemployed as a result of a major disaster; ■ Disaster loans to individuals, businesses, and farmers for refinancing, repair, rehabilitation, or replacement of damaged real and personal property not fully covered by insurance; ■ Agricultural assistance payments, and technical assistance, and Federal grants for the purchase or transportation of livestock; ■ Information regarding the availability of and eligibility requirements for food stamps; ■ Individual and family grants to meet disaster -related expenses and other needs of those adversely affected by major disasters when they are unable to meet such needs through other means; ■ Legal counseling to low-income families and individuals; ■ Tax counseling concerning various disaster -related benefits; FA 2-9 Sunriver Service District EOP Functional Annexes FA 2. Human Services ■ Consumer counseling and assistance in obtaining insurance benefits; ■ Crisis counseling and referrals to mental health agencies to relieve disaster -caused mental health problems; ■ Social Security assistance for those who are eligible, such as death or disability benefits or monthly payments; ■ Veterans' assistance such as death benefits, pensions, insurance settlements, and adjustments to home mortgages held by the Veterans Administration if a VA -insured home has been damaged; and ■ Other specific programs and services appropriate to the disaster. Logistics may also arrange office space, document reproduction services, etc. for State and Federal damage assessment teams. If Federal mobile homes are to be supplied for use as emergency shelter, the Logistics section may assist in site choice and preparation consistent with the City's local comprehensive land use plan. 6.3 Long -Term Housing All housing needs identified during and following emergency incidents or disasters impacting the city will be coordinated through the County Emergency Manager via the County EOC. In some disaster situations, the Federal government may be requested to provide emergency housing. Disaster victims will be encouraged to obtain housing with family, friends, or in commercial facilities. To the greatest extent possible, local and County government will coordinate post -disaster housing needs for the homeless population. 6.4 Human Services 6.4.1 Special Needs Populations Disaster victims and special needs populations may require assistance to meet their necessary expenses and needs (food, clothing, housing, medical, and financial). Local and State human service organizations will identify any special needs groups (e.g., elderly, handicapped, and non -English-speaking) and, in the event of a disaster, ensure that their needs are met. The City will seek the assistance of the County Health Department and other human service agencies or organizations to assist in coordinating the emergency housing, sheltering, and feeding of special needs populations. Coordinating for and identifying individuals with special needs within the impacted area is a critical element of emergency response and recovery operations for the City. Special needs may be characterized by age (children and elderly), physical and/or mental disabilities, language (non -English-speaking), FA 2-10 Sunriver Service District EP Functional Annexes FA 2. Human Services r disease/medical conditions, service animals, and any other conditions or traits that could warrant special considerations under emergency circumstances. Agencies and organizations involved in managing, transporting, and communicating with special needs populations during an emergency and pertaining to mass care include: ■ SSD Managing Board, ■ Area hospitals, ■ Private clinics and care facilities, ■ American Red Cross and other volunteer agencies, ■ School Districts, and ■ Local radio stations serving the City. Nursing Homes and Residential Care Facilities are required to have disaster and emergency plans in place that ensure the transfer of clients to appropriate facilities. Special needs populations can be broken down into the three categories of sheltering outlined below. Category 1: Hospitalization Category 1 comprises persons who require recurring professional medical care, special medical equipment, and/or continual medical surveillance. Examples include persons who are dependant upon ventilators, IVs, or oxygen - supplementation; those with chest pain or shortness of breath; and others requiring the intensity of services provided at a hospital or skilled nursing facility. Category 2: Special Needs Shelter Category 2 includes persons who require some medical surveillance and/or special assistance. These are individuals whose age, frailty, mobility, or functional or medical disabilities make them particularly vulnerable in disaster situations. They may have medical impairments but have been able to maintain some independence prior to the disaster or emergency situation. Examples are those with mental illness, severely reduced mobility, or medical impairment that does not preclude activities with some assistance. Category 3: General Shelter Category 3 includes persons who are independent prior to the disaster or special emergency or who may have pre-existing health problems that do not impede activities of daily living. Examples are persons with prostheses or hearing or speech impediments, wheelchair users with no medical needs, or those with controlled diseases such as diabetes, muscular dystrophy, or epilepsy. FA 2-11 Sunriver Service District EO 6.4.2 Behavioral Health Functional Annexes FA 2. Human Services 0 Agencies and organizations involved with providing crisis counseling and mental health support to victims and families, the first responder community, and special needs populations include: ■ County Mental Health Department; ■ Area hospitals; ■ County and regional volunteer organizations; and ■ Local nursing homes and care facilities. 6.5 Public Health Services The County Health Department will direct the County response to medical and health emergency issues. Specific information regarding the County's response is available in ESF 8 of the County EOP. 6.6 Volunteer and Donations Management The SSD Emergency Manager will coordinate and manage volunteer services and donated goods through appropriate liaisons assigned at the SSD EOC, with support from the American Red Cross, Salvation Army, and other volunteer organizations. These activities seek to maximize benefits without hindering emergency response operations. Procedures for accessing and managing these services during an emergency will follow Incident Command System (ICS)/National Incident Management System (NIMS) standards. 6.7 Emergency Response Personnel and EOC Sheltering and Feeding Arrangements for the feeding and sheltering of EOC staff is the responsibility of the Logistics Section. As space allows, EOC staff will sleep and be fed at the EOC. Sleeping areas may also be set up in other facilities. Response personnel will be released to their homes or stations to sleep. If necessary, space may be arranged in a shelter. This shelter should be different than the one used for disaster victims or evacuees. Families of response personnel may be sheltered together in the event of an extended incident involving a major shelter operation. This will facilitate keeping families informed and help maintain the morale of response personnel. 7 Supporting Plans and Procedures ■ County Emergency Operations Plan • FA 2-12 Sunriver Service District FOP Functional Annexes 0 FA 2. Human Services • ESF 6 — Mass Care, Emergency Assistance, Housing and Human Services • ESF 8 — Public Health and Medical Services • ESF 11— Agriculture and Natural Resources • ESF 14 — Long -Term Community Recovery ■ Deschutes County Public Health Emergency Response Plan 8 Appendices Appendix A Shelter Materials A-1 Potential Shelter Locations A-2 Shelter Survey Form A-3 Sample Shelter Agreement FA 2-13 Sunriver Service District EOP Functional Annexes FA 2. Human Services 0 THIS PAGE LEFT BLANK INTENTIONALLY • FA 2-14 Sunriver Service District FOP Functional Annexes 0 FA 2. Human Services • • Appendix A Shelter Materials A-1 Potential Shelter Locations A-2 Shelter Survey Form A-3 Sample Shelter Agreement FA 2-15 Sunriver Service District EOP Functional Annexes FA 2. Human Services 0 THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 2-16 Sunriver Service District EOP Functional Annexes 0 FA 2. Human Services • • Appendix A-1 Potential Shelter Locations For Official Use Only FA 2-17 Sunriver Service District EOP Functional Annexes FA 2. Human Services THIS PAGE LEFT BLANK INTENTIONALLY 0 FA 2-18 • Sunri er Service District EOP Functional Annexes FA 2. Human Services Appendix A-2 Shelter Survey Form This form is intended to record information needed to make decisions when it becomes necessary to open a shelter. Directions: Please print all information. Complete one survey for each area within a facility that is to be used as a shelter or, if the entire facility is to be used as a shelter, for each facility. Complete all sections as thoroughly as possible, indicating numbers, space dimensions, etc. This form is generic to many types of facilities; some of the questions on this form may not apply to every site. In such cases, answer not applicable (N/A). General Facility Information FacilitN Information Facility Name: Name/description of area in this facility being surveyed for use as a shelter (e.g. Gymnasium): Are there other areas in this facility being surveyed? If yes, name them. Governing Agency/Owner: Street Address: Town/City: Zip Code: Latitude: Longitude: Map Locator Information (Map name, page, grid): Mailing Address (if different): Business Phone Number: ( ) - Fax Number: ( ) - Email address (if applicable): Primary Contact to Authorize Facility Use: Name: Alternate Contact to Authorize Facility Use: Name: Day Phone: ( ) - After Hours/Emergency Phone: ( ) - Mobile Phone: ( ) - Email: Day Phone: ( ) - After Hours/Emergency Phone: ( ) - Mobile Phone: ( ) Email: FA 2-19 Sunriver Service District EOP Functional Annexes FA 2. Human Services Primary Contact to Open Facility: Alternate Contact to Open Facility: Name: Name: Day Phone: ( ) Day Phone: ( ) - After Hours/Emergency Phone: ( ) After Hours/Emergency Phone: ( ) - Mobile Phone: ( ) - Mobile Phone: ( ) Email: Email: Facility Physical Information ***Attach a sketch or copy of the facility floor plan. *** Some facilities are only available during certain times due to other activities. Please indicate the periods that the facility is available. ❑ Facility available for use at any time of the year ❑ Facility only available for use during the following time periods: From: to From: to ❑ Facility is not available for use during the following time periods: From: to From: to Is the facility within 5 miles of an evacuation route? ❑ Yes ❑ No Is the facility within 10 miles of a nuclear or hazardous materials storage or disposal site? ❑ Yes ❑ No Are there trees, towers or other potential hazards that could impact the safety of the facility or block access to it after a disaster? ❑ Yes ❑ No If yes, please describe: Is smoking allowed in the facility buildings? ❑ Yes ❑ No Is smoking allowed on the facility grounds? ❑ Yes ❑ No Shelter Capacity - How many persons can be accommodated for sleeping? Area available for shelter use: Length: x Width: =Total Area: Record only useable space. For example, if a room is 600 square feet, but has furniture or fixtures that occupy half of that space and can't or won't be removed, the useable space is 300 square feet. The area listed above ❑ is ❑ is not ❑ is partially disabled accessible. Calculation of Shelter Capacity (Total Area - Square feet per person = Capacity) Recommended range of square feet per person by shelter type: Evacuation shelter: 15 to 30 square feet per person General shelter: 40 to 60 square feet per person Special Needs Shelter: 80 square feet per person FA 2-20 • • • • Sunriver Service District EP Functional Annexes FA 2. Human Services Type of Shelter Total Area Square Feet/ Capacity per person ❑ Evacuation ❑ General ❑ Special Needs * Does the actual layout of the area being surveyed decrease the usable space and significantly impact the capacity of the area? If so, explain. Seatina Capacity - How many persons can be accommodated in fixed (not pull-out) seating areas (bench and flip -up type seating)? ❑ Bench Measured Linear Feet of Bench _ 16 ft2/person = Bench Seating Capacity ❑ Chairs Number of chairs counted = = Seating Capacity ❑ Not applicable Number of on-site parking spaces (Do not include on -street parking in this figure): Number of handicap parking spaces: Do curb cuts exist in and exiting the parking area that are at minimum 35 inches wide? ❑ Yes ❑ No When the facility is in normal use (i.e., school in session): When the facility is not in normal use (i.e., school not ❑ On-site parking is adequate for shelter residents in session): ❑ Off-site parking is available as noted below (e.g. on ❑ On-site parking is adequate for shelter residents streets around the school): ❑ Off-site parking is available as noted below (e.g. on streets around the school): ❑ There is not adequate on-site or off-site parking available ❑ There is not adequate on-site or off-site parking General Facility Constructioii available Facility Construction Number of stories: Approximate year of ❑ Wood frame ❑ Prefabricated construction: ❑ Concrete ❑ Trailer Elevator: Chair Lift: ❑ Masonry ❑ Bungalow ❑ Yes ❑ No ❑ Yes [_-]No ❑ Metal ❑ Pod ❑ Portable Classroom ❑ Other Where, in relation to Quantity: If `Other,' describe: shelter area? FA 2-21 Sunriver Service District EOP Functional Annexes FA 2. Human Services ❑ Accessible doorways (minimum 35 inches wide) ❑ Ramps ( minimum 35 inches wide): ❑ Fixed ❑ Portable ❑ Level Landings ❑ Automatic doors or appropriate door handles Open Space: Indicate quantity and size (square feet) ❑ Athletic Field(s): ❑ Fenced Court(s): ❑ Secured playground area ❑ Other: Some facilities are that appear to be suitable for sheltering might not meet local fire codes based on building capacity. It is recommended that local codes be examined to determine if the facility meets them. Does the facility have inspected fire extinguishers? ❑ Yes ❑ No Does the facility have functional fire sprinklers? ❑ Yes ❑ No Does the facility have a fire alarm? ❑ Yes ❑ No If yes, choose one: ❑ Manual (pull down) ❑ Automatic Does the fire alarm directly alert the fire department? ❑ Yes ❑ No Does the facility have an internal fire hose system? ❑ Yes ❑ No Does the facility have smoke detectors in/near the shelter area? ❑ Yes ❑ No Sanitation Facilities Indicate the quantity of only those sanitation facilities that will be accessible to shelter staff and residents near the area being surveyed for use as a shelter. If more than one area within the facility is being surveyed, only describe the sanitation facilities that will be for the exclusive use of the shelter area described in this survey. Standards for ADA compliant accessible features for people with disabilities: Toilets: Bathroom stall (38 inches wide); Grab bars (33-36 inches wide) Showers: Shower stall (36 in x 36 in); Grab bars (33-36 inches in height); Shower seat (17-19 inches in height); Fixed shower heat (48 inches in height) or Hand-held spray unit with hose Accessible for people with disabilities: Sinks: Sink (34 inches in height); Towel dispenser (39 inches in height) Urinals Toilets Showers Sinks ADA Not ADA Not ADA Not ADA Not compliant compliant compliant compliant compliant compliant compliant compliant Men's P Women's Unisex Total Are there any limitations on the availability of these facilities? ❑ Yes ❑ No If yes, describe limitations. (Only during specific time blocks, etc.): Are there baby diaper changing tables in any of the restroom facilities? ❑ Yes ❑ No FA 2-22 • �J • .7 r� Sunriver Service District Eli Functional Annexes FA 2. Human Services Food Preparatiou Facilities ❑ There are no food preparation or food service capabilities at this facility ❑ Full -Service Kitchen: food is stored, prepared and served on-site. If full -serviced, number of meals that can be produced: ❑ Food is prepared off-site by a central kitchen and served on-site Central Kitchen Contact: Phone Number: ( ) ❑ Warming oven kitchen Appliances/Equipment: Indicate quantity and size (square feet) as appropriate. Refrigerators: Walk-in Refrigerators: Industrial Refrigerators: Freezers: Walk-in Freezers: Roasters: Burners: Griddles Warmers: Ovens: Convection ovens: Microwaves: Steamers: Steam kettles: Food processors: Ice Machines: Sinks: Number of sink compartments: Commercial dishwasher (approved sanitation levels): Non-commercial dishwasher: Location of equipment if in area other than kitchen: Diiiing Facilities Dining area on site: Location: ❑ Yes ❑ No Snack Bar: ❑ Yes ❑ No If yes, seating capacity: Cafeteria: ❑ Yes ❑ No If yes, seating capacity: Other indoor seating: ❑ Yes ❑ No If yes, describe, include size and seating capacity: Total estimated seating capacity for eating: Standards for accessible for people with disabilities Tables (28-34inches in height); Serving line/counter (28-34 inches in height); Aisles (minimum 38 inches wide) Are there accessible tables? ❑ Yes ❑ No If yes, number: Are serving line/counters accessible? ❑ Yes ❑ No Are aisles accessible? ❑ Yes ❑ No FA 2-23 Sunriver Service District EOP Functional Annexes FA 2. Human Services 0 Additional comments related to food preparation or dining areas: Health SerN ice Facilities Number of private rooms available: Access to locked refrigeration? ❑ Yes ❑ No Total square footage of available space for heath care needs: Location of health service area: Laundr.N Facilities Number of clothes washers: Number of clothes dryers: Availability to shelter operator ❑ Yes ❑ No Are laundry facilities coin operated? ❑ Yes ❑ No Special conditions or restrictions: x Facility Services Information Emergency (generator power) on site: ❑ Yes ❑ No Capacity in kilowatts: Is facility staff required to operate emergency generator? ❑ Yes ❑ No This generator powers: ❑ Throughout the shelter area. ❑ Only emergency lights and other critical circuits in shelter area. ❑ No generator serves the shelter area. Estimated run-time without refueling (in hours): ❑ Auto start ❑ Manual start Fuel type: Emergency fuel serve (fuel reserve) availability: ❑ Yes ❑ No If yes, quantity (in gallons): Utility Company/vendor: Emergency phone number: Generator fuel vendor: Emergency phone number: Generator repair contact: Emergency phone number: FA 2-24 • • • • • Sunriver Service District FOP Functional Annexes FA 2. Human Services Sourc7ofhejatV:,E] Electric ❑Natural Gas ❑Propane ❑Oil ❑Gasoline ❑Diesel Shelteated: ❑ Yes ❑ No Utility/vendor: Emergency phone number: Repair company: Emergency phone number: Source of cooling: F] Electric ❑Natural Gas E] Propane Shelter area is air conditioned: ❑ Yes ❑ No Utility/vendor: Emergency phone number: Repair company: Emergency phone number: Source of water: ❑ Municipal ❑ Well(s) ❑ Trapped Water If trapped, potable (drinkable) storage capacity in gallons: Non -potable (undrinkable) storage capacity in gallons: Utility/vendor: Emergency phone number: Repair company: Cookin(y: "refcr to Food Preparation Facilities lor additional Source of cooking energy: ❑ Electric ❑ Natural Gas ❑ Emergency phone number: inforniation on facility cookin- caliacitics. Propane Utility/vendor: Emergency phone number: Repair company: Emergency phone number: FA 2-25 Sunriver Service District EOE Functional Annexes FA 2. Human Services ME Communications Information Isthere a NOAA Weather Radio at this facility? [:1 Yes ❑ No If yes, where is it located? Is there an emergency communications (ham) radio at this facility? ❑ Yes ❑ No If yes, where is it located? Who is trained/authorized to operate it? Name: Contact #: ( ) Telephone service: ❑ Traditional land -line ❑ VOIP (internet line) Are there business telephone available to shelter staff If yes, list any restrictions: ❑ Yes ❑ No , Business telephone available to shelter occupants: If yes, list any restrictions: ❑ Yes ❑ No Are there accessible (49 inches from floor) telephones? Is there Telecommunications Devise for the Deaf ❑ Yes ❑ No (TDD) availability? If yes, number of accessible phones: ❑ Yes ❑ No Are there Earpiece telephones (volume adjustable)? Are there Fax machines available to shelter staff? ❑ Yes ❑ No ❑ Yes ❑ No Is there speaker telephone/conference availability? Total number of fax machine telephone lines: ❑ Yes ❑ No Utility/vendor: Emergency phone number: Repair company: Emergency phone number: Type of internet service connection: ❑ Dial-up ❑ High -Speed ❑ Cable ❑ Wireless Computers available to shelter staff: Is there public access to computers? ❑ Yes ❑ No ❑ Yes ❑ No Number of computers: Location of computers for evacuee use: Utility/vendor: Emergency phone number: Repair company: Emergency phone number: FA 2-26 • • • • Sunriver Service District E P Functional Annexes FA 2. Human Services FA 2-27 Is there a TV available for shelter use? ❑ Yes ❑ No Location of cable TV drop for shelter area: IN Na ,mm �, " ° �� , m a. ��,�m� I m , Shelter Management Information This section is designed to identify shelter use capabilities of the facility for registration, management, and pet -care. Shelter Nlaimaenicift Location of shelter registration: Is there a computer network drop in this area? ❑ Yes ❑ No Location of office for shelter management team: Is there a computer network drop in this area? ❑ Yes ❑ No Phone number in this office: Shelter supply kit is located: Key for kit is located: Pet Care CapacitN: if applicable Pets could be housed: ❑ On-site in existing facility Capacity: ❑ On-site using additional resources (Tents/Trailers) Capacity: ❑ Combination of existing facility and additional resources ❑ Off -Site Location of pet intake area: Location of pet shelter area: Is the space used for the pet shelter area near chemicals: ❑ Yes ❑ No Location of outdoor pet walking area: I, acility Staff Facility personnel required when using facility: ❑ Yes ❑ No Facility kitchen staff required when using facility kitchen: ❑ Yes ❑ No Voluntary organizations (such as church or fire auxiliaries) required when using the facility: ❑ Yes ❑ No Sanitation/Maintenance staff required: ❑ Yes ❑ No Will any of the above groups be experienced or trained in shelter management? ❑ Yes ❑ No FA 2-27 Sunriver Service District EOP Functional Annexes FA 2. Human Services 0 M I Does the facility/owner have a current agreement for use as emergency shelter? ❑ Yes ❑ No Date: Updated: Additional information about agreement, if applicable: Additional Notes (use additional page as needed): Survey completed/updated by: Date: Printed name and title of authorized facility personnel: Signature of authorizedpersonnel: Agency/Organization of authorized facility personnel: Printed name and title of shelter surveyor: Signature of shelter surveyor Agency/Organization of surveyor: Shelter Determination: ❑ Facility can be used as general emergency shelter. ❑ Facility can be used as an evacuation shelter. ❑ Facility can be used as a special needs shelter. ❑ Facility can be used as a pet -friendly shelter ❑ Facility will not be used as a shelter. Facility is ADA Compliant: ❑ Partially ❑ Fully ❑ Not ADA Accessible Is this shelter entered in the National Shelter System (NSS)? ❑ Yes ❑ No NSS ID: FA 2-28 r- 7 Sunriver Service District EOP Functional Annexes 0 FA 2. Human Services • Appendix A-3 Sample Shelter Agreement [Jurisdiction] coordinates the provision of mass care services to individuals, families and communities impacted by a disaster. Certain disaster relief activities are supported by private facility owners who permit their buildings to be used as a temporary shelter for disaster victims and designated community organizations, like the American Red Cross or Salvation Army, who support relief activities. This agreement is between the [Jurisdiction] [Emergency Management] and a facility owner ("Owner") so that the City can use the facility as an emergency shelter during a disaster that directly or indirectly impacts the City. Parties and Facility Owner: Legal name: Chapter: 24 -Hour Point of Contact Name and title: Work phone: [Jurisdiction] County Department/Agency: Name and title: Work phone: Copies of legal notices must also be sent to: [insert contracts/procurement department information] FA 2-29 Cell phone/pager: Cell phone/pager: Sunriver Service District EOP Shelter Facility: Functional Annexes FA 2. Human Services (Insert name and complete street address of building or, if multiple buildings, write "See attached Facility List" and attach Facility List including complete street address of each building that is part of this Agreement). Terms and Conditions ■ Use of Facility: Upon request and if feasible, the Owner will permit [Jurisdiction] to use the Facility on a temporary basis as an emergency public shelter. ■ Shelter Management: [Jurisdiction] will have primary responsibility for the operation of the shelter and will designate a relief organization personnel, the Shelter Manager, to manage the sheltering activities. The Owner will designate a Facility Coordinator to coordinate with the Shelter Manager regarding the use of the Facility by the [Jurisdiction]. ■ Condition of Facility: The Facility Coordinator and Shelter Manager (or designee) will jointly conduct a pre -occupancy survey of the Facility before it is turned over to the [Jurisdiction] to record any existing damage or conditions. The Facility Coordinator will identify and secure all equipment that the [Jurisdiction] should not use while sheltering in the Facility. The [Jurisdiction] will exercise reasonable care while using the Facility as a shelter and will make no modifications to the Facility without the express written approval of the Owner. ■ Food Services: Upon request by the [Jurisdiction], or Shelter Manager, and if such resources exist and are available, the Owner will make the food service resources of the Facility, including food, supplies, equipment and food service workers, available to feed the shelter occupants. The Facility Coordinator will designate a Food Service Manager to coordinate the provision of meals at the direction of and in cooperation with the Shelter Manager. The Food Service Manager will establish a feeding schedule, determine food service inventory and needs, and supervise meal planning and preparation. The Food Service Manager and Shelter Manager will jointly conduct a pre -occupancy inventory of the food and food service supplies in the Facility before it is turned over to the [Jurisdiction]. FA 2-30 • Sunriver Service District EOP Functional Annexes 0 FA 2. Human Services • ■ Custodial Services: Upon request by the [Jurisdiction] and if such resources exist and are available, the Owner will make its custodial resources, including supplies and custodial workers, available to provide cleaning and sanitation services at the shelter. The Facility Coordinator will designate a Facility Custodian to coordinate the provision of cleaning and sanitation services at the direction of and in cooperation with the Shelter Manager. ■ Securi : In coordination with the Facility Coordinator; the Shelter Manager, as he or she deems necessary and appropriate, will coordinate with law enforcement regarding any public safety issues at the Shelter. ■ Signage and Publicity: The [Jurisdiction] may post signs identifying the shelter as a [Jurisdiction] emergency shelter in locations approved by the Facility Coordinator and will remove such signs when the shelter is closed. The Owner will not issue press releases or other publicity concerning the shelter without the express written consent of the Shelter Manager. The Owner will refer all media questions about the shelter to the Shelter Manager. ■ Closing the Shelter: The [Jurisdiction] will notify the Owner or Facility Coordinator of the closing date for the shelter. Before the County vacates the Facility, the Shelter Manager and Facility Coordinator will jointly conduct a post -occupancy survey, to record any damage or conditions. The Shelter Manager and Facility Coordinator or Food Service Manager will conduct a post -occupancy inventory of the food and supplies used during the shelter operation. ■ Reimbursement: The [Jurisdiction] will reimburse the Owner for the following: • Damage to the Facility or other property of Owner, reasonable wear and tear excepted, resulting from the operations of the [Jurisdiction]. Reimbursement for facility damage will be based on replacement at actual cash value. The [Jurisdiction] will select from among bids from at least three reputable contractors. The [Jurisdiction] is not responsible for storm damage or other damage caused by the disaster. • Reasonable costs associated with custodial and food service personnel which would not have been incurred but for the [Jurisdiction]'s use of the Facility for sheltering. The [Jurisdiction] will reimburse at per -hour, straight -time rate for wages actually incurred but will not reimburse for (i) overtime or (ii) costs of salaried staff. FA 2-31 Sunriver Service District ECP Functional Annexes FA 2. Human Services 0 • Reasonable, actual, out-of-pocket operational costs, including the costs of the utilities indicated below, to the extent that such costs would not have been incurred but for the [Jurisdiction],'s use of the Premises (both parties must initial all utilities to be reimbursed by the [Jurisdiction]): Owner Water Gas Electricity Waste Disposal The Owner will submit any request for reimbursement to the County within 60 days after the shelter closes. Any request for reimbursement for food, supplies or operational costs must be accompanied by supporting invoices. Any request for reimbursement for personnel costs must be accompanied by a list of the personnel with the dates and hours worked at the shelter. ■ Insurance: The [Jurisdiction], and designated relief organizations support mass care activities, shall carry insurance coverage in the amounts of at least $1,000,000 per occurrence for Commercial General Liability and Automobile Liability. The [Jurisdiction] shall also carry Workers' Compensation coverage with statutory limits for the jurisdiction within which the facility is located and $1,000,000 in Employers' Liability. ■ Indemnification: The [Jurisdiction] shall defend, hold harmless, and indemnify the Owner against any legal liability, including reasonable attorney fees, in respect to bodily injury, death and property damage arising from the negligence of the [Jurisdiction] during the use of the Premises. ■ Term: The term of this agreement begins on the date of the last signature below and ends 30 days after written notice by either party. Owner (legal name) By (signature) By (signature) Name (printed) Name: Title Title : Date Date FA 2-32 • • • FA 3 - Infrastructure Services • THIS PAGE LEFT BLANK INTENTIONALLY 0 • • Fj Table of Contents 1 Purpose and Scope .................................................. FA 3-1 2 Policies and Agreements.........................................FA 3-1 3 Situation and Assumptions ..................................... FA 3-2 3.1 Situation................................................................................. FA 3-2 3.2 Assumptions.......................................................................... FA 3-2 4 Roles and Responsibilities ...................................... FA 3-3 4.1 General Responsibilities........................................................ FA 3-3 4.1.1 Emergency Manager.......................................................... FA 3-3 4.1.2 SROA Public Works........................................................... FA 3-4 4.1.3 Sunriver Fire Department ................................................... FA 3-4 4.1.4 Sunriver Police Department ................................................ FA 3-5 4.1.5 Utilities................................................................................ FA 3-5 5 Concept of Operations ............................................. FA 3-5 6 SSD Infrastructure Services Functions..................FA 3-6 6.1 Transportation........................................................................ FA 3-6 6.2 Infrastructure Repair and Restoration .................................... FA 3-7 6.3 Energy and Utilities................................................................ FA 3-7 6.4 Debris Management............................................................... FA 3-7 6 Supporting Plans and Procedures .......................... FA 3-7 7 Appendices............................................................... FA 3-8 FA 3 -iii THIS PAGE LEFT BLANK INTENTIONALLY C7 • Sunriver Service District E F Functional Annexes 0 FA 3. Infrastructure Services • Primary Agencies Sunriver Service District Sunriver Owners Association Supporting Agencies ` Deschutes County Road Department j Oregon Department of Transportation Water: Sunriver Resort Sewer: Sunriver Resort Electricity: Gas: Telephone(s): 1 Purpose and Scope The Infrastructure Services Functional Annex provides information regarding the coordination of infrastructure, public works, damage assessment, and engineering services during all phases of emergency management. Public Works resources (personnel, equipment, facilities, materials, and supplies) will be coordinated through the Sunriver Service District or the Sunriver Emergency Operations Center (EOC) (depending on the situation) following established procedures and agreements. Resources may also be obtained through contractors, vendors, and suppliers. This support function contains various sub -functions that are outlined below. Functions covered in the Infrastructure Services annex include: ■ Transportation ■ Infrastructure Repair and Restoration ■ Energy and Utilities ■ Damage Assessment ■ Debris Management 2 Policies and Agreements The following policies and agreements are currently in place to support infrastructure services for the SSD: FA 3-1 Sunriver Service District EOP Functional Annexes FA 3. Infrastructure Services ■ Deschutes County is a signatory of the Oregon Water/Wastewater Agency Response Network (ORWARN); ORWARN is comprised of member utilities providing voluntary, emergency assistance to each other. ORWARN facilitates rapid and short-term deployment of emergency services, in the form of personnel, equipment and materials. 3 Situation and Assumptions 3.1 Situation The SSD has identified critical infrastructure and resources to be protected and prioritized during an emergency event or disaster, to the greatest extent possible. During an emergency situation, the protection of human lives will take precedence during all facets of response, and essential services within Sunriver will be maintained as long as conditions permit. In addition, a utility failure would impact the availability of essential services such as the water supply, electrical power, natural gas, telephone, and sanitary sewer services. While causes of a failure may be natural or man-made, the severity of the incident must be measured by the duration of the disruption of the service and its impact on life and property. 40 3.2 Assumptions ■ The transportation infrastructure in Sunriver will sustain damage, limiting access to the disaster area. Access will improve as routes are cleared and repaired or as detours are built. ■ In a disaster, the requirements for transportation capacity will exceed locally controlled or accessible assets, requiring assistance from the State and Federal Government. ■ Infrastructure damage and communications disruptions will inhibit efficient coordination of transportation support during the immediate post -disaster period. ■ Gradual clearing of access routes and improved communications will permit an increased flow of emergency relief, although localized distribution patterns might remain unusable for a significant period. ■ The movement of relief supplies may create congestion in the local transportation network requiring imposition of traffic controls. ■ Access to the disaster areas will be dependent on the reestablishment of ground and water routes. In many locations, debris clearance and FA 3-2 Sunriver Service District EOP Functional Annexes 0 FA 3. Infrastructure Services emergency road repairs will be given top priority to support immediate lifesaving emergency response activities. ■ Early damage assessments will be general, incomplete, and may be inaccurate. Rapid assessment of the disaster area is required to determine critical response times and potential workloads. ■ To minimize threats to public health, emergency environmental waivers and legal clearances will be needed to dispose of emergency debris and materials from demolition activities. Local authorities are responsible for obtaining required waivers and clearances. ■ Significant numbers of personnel having engineering and construction skills and construction equipment and materials may be required from outside the disaster area. ■ Previously inspected structures will require reevaluation if aftershocks occur following an earthquake. ■ There may be widespread and possibly prolonged electric power failures. ■ The transportation and telecommunications infrastructures may be affected. ■ Delays in the production, refining, and delivery of petroleum-based products may occur as a result of loss of commercial electric power. 4 Roles and Responsibilities 4.1 General Responsibilities The activities and responsibilities for each department in support of infrastructure services will vary depending on the type of resource, the length of the warning period, and the duration of the incident. 4.1.1 Emergency Manager ■ Maintains lists of public works/infrastructure-related resources. ■ Maintain contact and coordinate with utility and energy providers. ■ Coordinate planning with providers as needed. ■ Regularly brief the SSD Board of Directors on developing situation. ■ Collect resource requirement information from all SSD departments and mutual aid response partners. FA 3-3 Sunriver Service District EOP Functional Annexes FA 3. Infrastructure Services 0 ■ Evaluate situation and determine whether plan implementation is called for. ■ Assess developing conditions, evaluate potential impact. ■ Implement curtailment and/or rationing plans. ■ Research sources of needed resources. ■ Establish and maintain contact with Deschutes County Emergency Management; provide updates on conditions. ■ Consider activation of EOC. ■ Document actions taken and costs incurred. ■ Facilitate post incident analysis. 4.1.2 SROA Public Works ■ Provides debris clearance except on private property, emergency protective measures, emergency and temporary repairs and/or construction on jurisdictional lands, roads and facilities. ■ Provides construction and emergency equipment, supplies and personnel. ■ Conducts flood fighting operations. ■ Provides damage assessments, inspections and emergency restoration for roads, bridges and facilities. ■ Review Public Works standard operating procedures (SOPs) as they relate to the developing incident. ■ Identify additional sources of scarce resources. 4.1.3 Sunriver Fire Department ■ Notify appropriate personnel of the developing situation. ■ Assess the department's minimum resource needs to maintain operations. ■ Evaluate potential safety issues and make recommendations to Planning Section Chief. ■ Provide communication resources and support as needed. 0 FA 3-4 Sunriver Service District EOP Functional Annexes FA 3. Infrastructure Services ■ Provide fire suppression personnel and equipment to support Public Works response and recovery activities. 4.1.4 Sunriver Police Department ■ Alert personnel of developing conditions. ■ Assess the department's minimum resource needs to maintain operations. ■ Evaluate potential security and safety issues, and make recommendations to the Planning Section Chief. ■ Provide police personnel and equipment to support public works response and recovery activities. ■ Provide communication resources and support as needed. 4.1.5 Utilities ■ Coordinating response activities with the Public Works Department regarding restoration of services; 0 ■ Making repairs and restore services as soon as possible; and ■ Supporting Sunriver emergency operations with equipment, personnel, etc., as appropriate. 5 Concept of Operations When this Emergency Operations Plan (EOP) is activated, all activities and resources in support of infrastructure services will be coordinated by the Sunriver EOC staff as identified and managed using the Incident Command System (ICS). The SROA Public Works Department is the lead agency for infrastructure operations and solid waste (debris) management. Public Works will focus on restoring vital lifeline systems to the community, with an emphasis on critical roads. Public Works will also place emphasis on supporting law enforcement, fire, and search and rescue with evacuation and traffic control capabilities. Other operational priorities will be: ■ Damage assessment; ■ Stabilization of damaged public and private structures to facilitate search and rescue and/or protect the public's health and safety; ■ Identification and labeling of uninhabitable/unsafe structures; ■ Coordination of the closure and repair of transportation infrastructure; FA 3-5 Sunriver Service District EOP Functional Annexes FA 3. Infrastructure Services ■ Repair and restoration of damaged public systems (e.g., water, wastewater, and stormwater systems); ■ Coordination with utility restoration operations (power, gas, telecommunications); and ■ Prioritization of efforts to restore, repair, and mitigate Sunriver- and County -owned infrastructure. Public Works will use local contractors to supplement its emergency response capabilities, escalating unmet needs through the County EOC and/or mutual aid partners. The County Road Department division will address larger debris management issues for the County. If needed, SSD would request the following infrastructure services from Deschutes County Emergency Services: ■ Identification and labeling of uninhabitable/unsafe structures; ■ Establishment of priorities and processes for issuing demolition and building permits; ■ Stabilization of damaged public and private structures to facilitate search and rescue and/or protect the public's health and safety; and ■ Development and designation of emergency collection, sorting, and debris routes and sites for debris clearance from public and private property. 6 SSD Infrastructure Services Functions 6.1 Transportation Transportation tasks may include: ■ Monitor and report on the status of and damage to the transportation system and infrastructure as a result of an emergency incident. ■ Identify temporary alternative transportation solutions that can be implemented. ■ Coordinate with County and State transportation agencies to implement the restoration and recovery of transportation systems and infrastructure. Transportation systems available in the SSD include: ■ [INSERT SSD TRANSPORTATION ASSETS] FA 3-6 Sunriver Service District EOP Functional Annexes 9 FA 3. Infrastructure Services NOTE: See ESF 1— Transportation of the Deschutes County EOP. 6.2 Infrastructure Repair and Restoration SSD Public Works actions may include: ■ Conduct pre -incident and post -incident assessments of public works and infrastructure. ■ Execute emergency contract support for life-saving and life-sustaining services. ■ Coordinate technical assistance to include engineering expertise, construction management, and contracting and real estate services. ■ Provide emergency repair of damaged public infrastructure and critical facilities. NOTE: See ESF 3 — Public Works and Engineering of the Deschutes County EOP. 6.3 Energy and Utilities Energy and utility related actions may include: ■ Collect, evaluate and share information on energy/utility system damage and estimations of the impact of outages/failures within affected areas. ■ Coordinate restoration of service in impacted areas. ■ Ensure backup power and utility sources for critical facilities. NOTE: See ESF 12 — Energy of the Deschutes County EOP. 6.4 Debris Management A Debris Management Plan defines the roles, responsibilities, and procedures and provides guidance for development and implementation of all elements involved in managing debris removal operations in the response and recovery phases of a disaster. SSD debris management activities would be coordinated by the City SROA in coordination with the SSD agencies. NOTE: See ESF 3 — Public Works and Engineering of the Deschutes County EOP. 6 Supporting Plans and Procedures ■ Deschutes County Emergency Operations Plan e ESF 1 — Transportation FA 3-7 Sunriver Service District EOP Functional Annexes FA 3. Infrastructure Services 9 • ESF 3 — Public Works and Engineering • ESF 12 — Energy 7 Appendices None at this time. FA 3-8 11 • • • FA 4 - Recovery Strategy • THIS PAGE LEFT BLANK INTENTIONALLY 0 • 0 • • Table of Contents 1 Purpose and Scope .................................................. FA 4-1 2 Policies and Agreements....................................................... FA 4-1 3 Situation and Assumptions ..................................... FA 4-1 4 Roles and Responsibilities ...................................... FA 4-2 4.1 EOC Staff............................................................................... FA 4-2 4.1.1 Planning Section................................................................. FA 4-2 4.1.2 Logistics Section................................................................. FA 4-2 4.1.3 Finance Section..................................................................FA 4-2 4.1.4 Public Information Officer...................................................FA 4-3 4.2 SSD Departments..................................................................FA 4-3 4.2.1 Emergency Management ................................................... FA 4-3 4.2.2 Other SSD Agencies.......................................................... FA 4-3 5 Concept of Operations ............................................. FA 4-4 5.1 Short -Term Recovery Activities .............................................. FA 4-4 5.2 Long -Term Recovery Activities .............................................. FA 4-4 5.3 Requests for State and Federal Assistance ........................... FA 4-5 5.3.1 Local Emergency Declaration ............................................. FA 4-5 5.3.2 Local Request for State Assistance .................................... FA 4-5 5.3.3 County and Federal Recovery Efforts ................................. FA 4-6 6 SSD Recovery Functions ......................................... FA 4-6 6.1 Damage Assessment............................................................. FA 4-6 6.1.1 Windshield Surveys............................................................ FA 4-6 6.1.2 Initial Damage Assessment ................................................ FA 4-7 6.1.3 Secondary Damage Assessment ....................................... FA 4-8 6.2 Public Assistance................................................................... FA 4-8 6.2.1 Eligible Entities and Projects .............................................. FA 4-8 6.2.2 Request for Public Assistance ............................................ FA 4-9 6.3.3 Steps to Obtain Disaster Assistance .................................. FA 4-9 6.3 Individual Assistance.............................................................. FA 4-9 6.3.1 Insurance.......................................................................... FA 4-10 6.3.2 Voluntary Agency Assistance ........................................... FA 4-10 6.3.3 Disaster Recovery Centers .............................................. FA 4-10 7 Supporting Plans and Procedures ........................ FA 4-11 FA 4 -iii Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy • 8 Appendices............................................................. FA 4-11 Appendix A Damage Assessment Materials ............................. FA 4-13 Appendix A-1 Initial Damage Assessment Checklist .................... FA 4-15 Appendix A-2 Preliminary Damage Assessment Checklist .......... FA 4-19 Appendix A-3 Initial Damage Assessment Summary Report ................... Form...................................................................... FA 4-25 Appendix B Public Assistance Materials ................................... FA 4-27 Appendix B-1 Contract Summary Record .................................... FA 4-29 Appendix B-2 Force Account Equipment Record ......................... FA 4-31 Appendix B-3 Force Account Labor Record ................................. FA 4-33 Appendix B-4 Force Account Materials Summary Record ........... FA 4-35 Appendix B-5 Rented Equipment Record ..................................... FA 4-37 Appendix B-6 Employee Payroll Data .......................................... FA 4-39 Appendix B-7 Equipment Inventory Form ..................................... FA 4-41 Appendix C Individual Assistance Materials .............................. FA 4-43 Appendix C-1 Disaster Recovery Center Requirements Checklist................................................................ FA 4-45 Appendix C-2 FEMA DRC Site Requirements List ....................... FA 4-47 Appendix D Typical Individual Assistance Programs ................. FA 4-49 • • FA 4 -iv Sunriver Service District EOP Functional Annexes 0 FA 4. Recovery Strategy 1 Purpose and Scope The Recovery Strategy annex outlines the basic Sunriver Service District (SSD) services and resources necessary to recover from a disaster. Functions covered in the Recovery Strategy functional annex include: ■ Damage Assessment ■ Public Assistance ■ Individual Assistance 2 Policies and Agreements The following policies and agreements are currently in place to support recovery for the SSD: ■ None at this time. 3 Situation and Assumptions The recovery phase of an emergency is the period of time following the response period when actions are taken to help citizens return to a normal, or safer, life as soon as possible after an emergency. Recovery is both a short- and long-term process. In the short term, emphasis is placed on restoring vital services to the community and identifying and providing basic needs to the public. Long-term recovery restores the community to its normal state, or better. It is at this point that knowledge gained by the incident is converted to mitigation measures for future hazard risks. Local, county, and the Federal government are responsible for assisting the public and private sector in disaster recovery. A widespread disaster may affect the functionality of business, disrupt employment, interrupt government services, and impact tax revenue. Recovery is an emergency management function undertaken during and after an event, along with the response. Expeditious recovery will limit costs, damages, and long-term impacts on the community. The purpose of this Recovery Strategy annex is to provide a strategy for the SSD for coordinating its recovery efforts with its partners at the State and Federal level. In most cases, recovery begins during an event's response phase, when damage is identified and assessed. Damages are classified as being in the private or public sectors. The extent of damages in dollars will determine what, if any, State or Federal assistance may be available during the recovery phase. To request this FA 4-1 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy assistance, a local proclamation of emergency must be made and communicated to the Governor. Good record keeping and mitigation planning will support recovery efforts and ensure post -emergency compensation. In addition to assistance available from governments, private non-profit organizations support recoveries. The American Red Cross and Salvation Army are examples of those involved in such efforts. The Governor can also request direct assistance from selected Federal agencies without a formal presidential declaration. A comprehensive guide to Community Recovery in the State of Oregon can be found at the following internet site: http://www.oregon.gov/OMD/OEM/fin rec/disaster recover guide.shtml. 4 Roles and Responsibilities 4.1 EOC Staff During recovery, many of the Section Chiefs' responsibilities and activities continue, but sometimes with a change in focus. These include the following: 4.1.1 Planning Section ■ Demobilization of resources; ■ Documentation of emergency activities; ■ Situation status reports; ■ Coordination of resource management with Logistics Section and Incident Commander (IC); ■ Mapping; and ■ Initial Damage Assessment. 4.1.2 Logistics Section ■ Arrangements for Disaster Recovery Center for the Federal Emergency Management Agency (FEMA); ■ Documentation of emergency activities; ■ Temporary housing and feeding of displaced persons; and ■ Coordinate resource management with Planning and Finance Sections. 4.1.3 Finance Section ■ Record keeping of all costs incurred; 0 FA 4-2 Sun -river Service District EOP Functional Annexes 0 FA 4. Recovery Strategy ■ Documentation of emergency activities; ■ Preparation of documents for submission to State and Federal government; and ■ Damage Assessment Coordination/Documentation. 4.1.4 Public Information Officer ■ Dissemination of public information; and ■ Documentation of all emergency activities. 4.2 SSD Departments 4.2.1 Emergency Management ■ Activate the disaster assessment team or process. Ensure that damage information is received from private non-profit organizations. ■ Receive and compile disaster information to: • Share the information with the appropriate county and municipal agencies. • Prioritize response and recovery activities. • Determine if additional resources are needed. • Submit forms to Deschutes County Emergency Services as needed. ■ Coordinate with appropriate agencies to address unmet needs. ■ Receive and disseminate information to decision makers to prioritize recovery efforts and determine the need for state or federal assistance. ■ Coordinate the involvement of community response partners regarding the Preliminary Damage Assessment and disaster declaration process. ■ Assist county, state and federal agencies with conducting PDAs. ■ Ensure documentation of disaster -related response and recovery costs. ■ Coordinate with local officials to identify and recommend mitigation projects. 4.2.2 Other SSD Agencies ■ Assist with the damage assessment process and disaster declaration process as requested. FA 4-3 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy ■ Document disaster -related response and recovery costs. ■ Coordinate with local officials to identify and recommend mitigation projects. 5 Concept of Operations 5.1 Short -Term Recovery Activities During the recovery phase of an emergency, the Emergency Manager or IC has the final authority to establish priorities for recovery activities and the allocation of resources to support them. Some activities, such as damage assessment, will most likely begin during the response phase of the emergency once the incident is stabilized. Short-term recovery activities may include: ■ Damage assessment and posting of unsafe and unusable buildings, roads, or bridges; ■ Assessment of victims' needs; ■ Removal of disaster debris; ■ Removal of human and animal remains; ■ Testing of drinking water and, if necessary, establishing new or additional drinking water supplies; ■ Emergency repairs of sanitary, sewer, and storm drainage systems; ■ Repair of utility lines, e.g., electriSSD and natural gas; and ■ Establish security in affected areas. 5.2 Long -Term Recovery Activities Long-term recovery activities are generally conducted by the same resources used for similar activities during non -emergency times. These activities include: ■ Restoration of non -vital government services; ■ Demolition and reconstruction of damaged areas; ■ Monitoring restoration activities; ■ Establishing, in coordination with the Federal government, a Disaster Recovery Center (See FA 2, Human Services for more detain, if necessary; and FA 4-4 is L-1 • Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy ■ Identifying areas to improve and implement changes (such as building codes, emergency plan, training deficiencies, etc.) that could mitigate damage in future emergencies. 5.3 Requests for State and Federal Assistance 5.3.1 Local Emergency Declaration When the SSD is faced with an emergency or disaster condition that requires a coordinated response beyond that which occurs routinely, and the required response is not achievable solely with the added resources acquired through mutual aid or cooperative assistance agreements, the Mayor (or designee) may decide to declare a local emergency. A local emergency declaration provides SSD officials with the additional authority that may be needed to address emergency conditions; can facilitate large-scale evacuations; and, once the appropriate response is beyond the capability of the county, can set the stage for requesting state assistance. See the Chapter 1 of the Basic Plan for procedures for declaring a state of emergency. 5.3.2 Local Request for State Assistance If an emergency has occurred wholly within the boundaries of the SSD, the request for assistance from the State must be submitted to the County for transmittal to OEM for consideration by the Governor. The state has a reasonable expectation that counties will endeavor to assist cities within their jurisdictions before turning to the State and/or Federal government for assistance. Requests for assistance submitted to the County for transmittal to the State must include: ■ The type of emergency or disaster, ■ The location(s) affected, ■ Deaths, injuries, population still at risk, ■ The current emergency conditions or threat, ■ An initial estimate of the damage and impacts, ■ Actions taken and resources committed by local governments, and ■ Specific information about the assistance being requested. FA 4-5 Sunriver Service District EOP 5.3.3 County and Federal Recovery Efforts Functional Annexes FA 4. Recovery Strategy 0 Community recovery assistance from the county and Federal levels comes in the form of activating ESF 14 — Long -Term Community Recovery. This support function provides a mechanism for coordinating Federal support to State, tribal, regional, and local governments, Non -Governmental Organizations (NGOs), and the private sector to enable community recovery from the long-term consequences of extraordinary disasters. ESF 14 accomplishes this by identifying and facilitating availability and use of sources of recovery funding and by providing technical assistance for community recovery and recovery planning support. For information regarding County recovery procedures, refer to ESF 14 in the County Emergency Operations Plan. For information at the federal level, ESF 14 can be found at htII2://www.fem.a.gov/pdf/emergency/nrf/nrf-esf- 14.Rdf. NOTE: Detailed information on Local and State Recovery Processes is provided in the State Disaster Recovery Guidebook, Part I — Overview. 6 SSD Recovery Functions 6.1 Damage Assessment Damage assessment is conducted in two phases: initial damage assessment and secondary damage assessment. The initial assessment, a Planning Section responsibility, provides supporting information for the disaster declaration and is the responsibility of the SSD. The secondary damage assessment is an in-depth analysis of long-term effects and costs of the emergency and is performed with the combined efforts of local, State, and Federal agencies and the American Red Cross. 6.1.1 Windshield Surveys During the initial phase of an event with widespread property damage (such as windstorm, earthquake, train derailment, etc.) normal communication links may not exist. It will be important to get an account of the damage as soon as possible so resources can be assigned as priorities dictate. Immediately after the event, Fire Department units are to begin a process called "Windshield Surveys." The Senior Officer is to assign someone as the Damage Report Sector. The Damage Report Sector will set up a communication center in the Fire Station to record incoming damage reports and coordinate the field units. Fire Department personnel should not wait to be toned out because of possible damage to the radio communication system. Windshield Surveys consists of Fire Department apparatus driving throughout the SSD in a systematic manner looking for damage. When damage is discovered, a description of the situation is to be relayed to the Damage Report Sector. Units are not to stop at incidents unless an immediate life hazard exists because a delay might hinder help from being dispatched to a more important situation. The goal FA 4-6 Sunriver Service District EOP Functional Annexes 0 FA 4. Recovery Strategy is is to get a quick overview of the entire situation and then assign resources to the priority situations. 6.1.2 Initial Damage Assessment During an emergency or disaster, local governments conduct a quick initial assessment of damages and impacts, sometimes as part of a request for State or Federal resources to augment local ones. The Emergency Manager coordinates this assessment and usually assigns some Initial Damage Assessment responsibilities to other departments of local government. The Initial Damage Assessment evaluates the damages and costs related to a disaster, the impact of the disaster on the community, and which State, Federal, or volunteer agency programs might be appropriate for providing needed assistance. With respect to Federal assistance, a determination during the Initial Damage Assessment of the extent of affected homes, businesses, and public facilities assists State officials to determine whether they need to follow-up with other damage or impact assessments, including perhaps a Preliminary Damage Assessment for Individual Assistance, Public Assistance, or both. As soon as it can safely be done during or following the event, local officials should complete the Initial Damage Assessment Summary Report Form and forward it to the County. Counties should forward the completed form to Oregon Emergency Management (OEM). Table RS -1 below outlines the SSD's priorities for damage assessment. Table RS -1 — SSD Damage Assessment Priorities Emergency EOC Operations Fire Department Police Department facilities Hazardous Hazardous occupancy industry Industries Natural gas pipelines Electrical power stations and other like facilities Utilities & Sanitary sewer Transportation Storm and water lines Infrastructure Bridges and overpasses Medical Mass care and shelter facilities Facilities Medical clinics Other Vital Schools and other public facilities Public Services Food suppliers Other major businesses Note: Each facility should be analyzed on structural integrity, safety, functional capability, and estimated costs to repair or replace. FA 4-7 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 9 Table RS -1 — SSD Damage Assessment Priorities Multi -family complexes Single-family residences Other businesses 6.1.3 Secondary Damage Assessment The initial damage assessment should provide the basis for subsequent assessment activities. Secondary Damage Assessments most often occur during the recovery phase after initial response activities have taken place. Finance Section personnel should be able to perform the tasks outlined below. ■ Identify damaged facilities and lead State and Federal damage assessment teams to them. ■ Document expenditures in response to events for which a declaration has been requested. The State of Oregon standard for cost estimating is contained in the State Forestry Fire Plan. If the SSD can document actual costs, these should be used to develop accurate cost estimates. ■ In the event that the Finance Section is not staffed, the Emergency Manager (or designee will) coordinate this activity. The SSD Department of Public Works will provide personnel to lead damage assessment teams. Volunteers may be trained and can be expected to lead damage assessment teams for Priority #2 Initial Damage Assessments. Additional support may be available from the County. See the State Disaster Recovery Guidebook, Part I — Overview for more detailed information on damage assessment. 6.2 Public Assistance Requests for Public Assistance for the SSD will be coordinated with County Emergency Management. 6.2.1 Eligible Entities and Projects Eligible applicants under the Public Assistance Program are units of local government, state agencies, organizations and agencies of native peoples, and private nonprofit organizations which meet certain criteria. To be eligible for assistance, a project must result from a Presidentially declared emergency or major disaster, must lie within the designated disaster area, must be the responsibility of an eligible applicant, and must not fall within the authority of another federal agency. . FA 4-8 Suniver Service District FOP Functional Annexes 0 FA 4. Recovery Strategy 6.2.2 Request for Public Assistance Filing a Request for Public Assistance ("Request") form is an applicant's official notification to FEMA of their intent to apply for Public Assistance. The form outlines general information identifying the applicant, including the applicant's name, address, and primary and secondary contacts. If the applicant is unable to submit the Request to OEM at the Applicants' Briefing, the applicant must submit the form within 30 days of the date of designation of the county for Public Assistance. An applicant need not wait until all damage is identified before requesting assistance. Federal and state personnel will review each Request to ensure applicant eligibility. Once a Request has been submitted, the project formulation process can begin. 6.3.3 Steps to Obtain Disaster Assistance There are five primary steps to obtaining public disaster assistance: ■ Request for Public Assistance is submitted by the applicant. ■ Public Assistance Coordinator (PAC) is assigned to each applicant. ■ The applicant presents a list of damages to the PAC at the Kickoff Meeting. This list is the basis for building Project Worksheets. The applicant then has 60 days from the date of the ■ Kickoff Meeting to report or identify damages to FEMA.5 ■ The PAC and state staff work with the applicant/subgrantee to identify any special considerations, ensure that all damage and emergency work costs are identified, and that the scope -of -work on Project Worksheets is eligible and complete. ■ Upon approval of Project Worksheets, the funds are obligated to OEM, who is the grantee and will disburse Public Assistance funds to the subgrantee. Federal funds for small projects will be disbursed after approval and federal funds for large projects will be disbursed as work is accomplished. See the State Disaster Recovery Guidebook, Part IV — Programs Which Assist Public Agencies for more detailed information on public assistance. 6.3 Individual Assistance Individual Assistance programs strive to meet the disaster -related needs of individuals and families while utilizing disaster assistance resources as efficiently as possible. Disaster recovery officials especially strive to avoid duplication of benefits. Efficient use of recovery resources is also aided by providing assistance FA 4-9 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy through a sequence of programs. Those with serious unmet disaster -related needs proceed through each step until all avenues, public and private, have been explored to meet those needs. 6.3.1 Insurance Claims should be made in accordance with appropriate insurance policies in effect for the peril which caused the disaster. Disaster assistance programs are not a replacement for proper insurance, nor can any disaster assistance program provide cost recovery for those affected by disaster as good as that provided by insurance. Also, most natural disasters that affect an individual or family are not widespread enough to result in the implementation of federal disaster assistance programs. Hence, in the vast majority of cases, insurance and voluntary agency assistance are the only avenues for helping families and individuals to recover. 6.3.2 Voluntary Agency Assistance Many voluntary agencies provide disaster recovery assistance to individuals and families. Like insurance, voluntary agencies should be viewed as having resources which are utilized prior to governmental disaster assistance programs. In cases for which there is a Presidential declaration, access to some voluntary agency assistance may be gained at or through Disaster Recovery Centers (DRCs). Most voluntary agency assistance is intended to meet immediate disaster -related needs such as shelter, food, clothing, health and medical care including counseling and mental health assistance, essential household furnishings, bedding, transportation, and sometimes temporary assistance to rent housing. See Appendix D, Typical Individual Assistance of this annex for additional individual assistance programs. 6.3.3 Disaster Recovery Centers Local, State, and Federal entities will: ■ If individual assistance is authorized, establish a local disaster recovery assistance center to assist qualified citizens with filing claims for financial or housing assistance; ■ If public assistance is authorized, dispatch assessors to develop, in coordination with local representatives, disaster survey reports for public damage and response costs; ■ Provide technical assistance and advice regarding recovery and mitigation activities to both citizens and public agencies, as appropriate; and ■ Coordinate public information and assistance activities with the EOC Public Information Officer (PIO); and keep local authorities informed of assistance provided to local residents, businesses, and local entities. FA 4-10 • Sunriver Service District E P Functional Annexes FA 4. Recovery Strategy Identify and coordinate with State and Federal agencies regarding a location for the Disaster Recovery Center. See the State Disaster Recovery Guidebook, Part II — Programs Which Assist Families and Individuals for more detailed information on individual assessment. 7 Supporting Plans and Procedures ■ County Emergency Operations Plan • ESF 14 — Long -Term Recovery ■ State of Oregon Disaster Recovery Guidebook 8 Appendices ■ Appendix A • A-1 • A-2 • A-3 ■ Appendix B • B-1 • B-2 • B-3 • B-4 • B-5 • B-6 • B-7 ■ Appendix C • C-1 • C-2 Damage Assessment Materials Initial Damage Assessment Checklist Preliminary Damage Assessment Checklist Initial Damage Assessment Summary Report Form Public Assistance Materials Contract Summary Record Force Account Equipment Record Force Account Labor Record Force Account Materials Summary Record Rented Equipment Record Employee Payroll Data Equipment Inventory Form Individual Assistance Materials Disaster Recovery Center Requirements Checklist FEMA DRC Requirements Worksheet ■ Appendix D Typical Individual Assistance Programs FA 4-11 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 9 THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 4-12 Suniver Service District E P Functional Annexes 0 FA 4. Recovery Strategy C7 Appendix A Damage Assessment Materials A-1 Initial Damage Assessment Checklist A-2 Preliminary Damage Assessment Checklist A-3 Initial Damage Assessment Summary Report Form FA 4-13 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 4-14 Sunriver Service District EDP Functional Annexes 0 FA 4. Recovery Strategy Appendix A-1 Initial Damage Assessment Checklist The Initial Damage Assessment is meant to be just that, an initial assessment of the damage and impacts caused by the disaster. Don't "overdo" the IDA. Try not to spend time on work that will be repeated later, or that doesn't lead anywhere. The IDA only must outline enough damage and impacts to the community to bring in the right programs to take a closer look. All those using this information should be cautioned concerning the limitations of the data, and the fact that variations should be expected between this initial assessment and the actual number of applications received should disaster assistance programs be offered. General ■ Examine and note areas of major damage, and "big dollar" damage during the IDA. ■ Although insured losses should be noted, DO NOT spend a whole lot of time trying to collect detailed insurance information during the IDA. Determining the details of insurance in place is time consuming and unnecessary at this stage. If detailed insurance information is needed, it can be collected during a second assessment, such as the joint PDA. Note: There is an exception which may require an effort to more accurately estimate insurance coverage in-place; "small disasters " may require collecting insurance information during the IDA in order that the Small Business Administration can make a decision on whether or not to dispatch personnel to Oregon to lead an SBA "damage survey. " ■ The Individual Assistance Initial Damage Assessment (IDA) Field Data Collection Form is designed to assist you in conducting the IDA for homes and businesses. ■ The Infrastructure (Public Assistance) Initial Damage Assessment Data Collection Form may assist you in conducting the IDA for public sector damages. ■ Analyze IDA data based on the following questions: • Is the damage such that only immediate personal needs exist? If so, these needs can probably be met by volunteer organizations such as the American Red Cross, Salvation Army, Mennonite Disaster Service, and others. FA 4-15 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 9 • Is the damage primarily to the agricultural sector? If so, you may want to ask the state to look into U.S. Department of Agriculture assistance. • Are the impacts primarily to businesses which have suffered significant damage or other problems which would cause loss of revenue? If so, you may want to ask the state to look into Small Business Administration (SBA) programs. • Is the damage primarily to homes? If so, perhaps the state should request SBA assistance, or request an Individual Assistance joint PDA. • Is the damage primarily to publicly owned facilities? If so, perhaps the state should request a Public Assistance joint PDA. Who to Involve Since speed and accuracy are essential in obtaining the maximum amount of information in the shortest amount of time, there should be more than one person involved in the IDA process. The Local Emergency Program Manager should assemble a team to assist, such as: ■ American Red Cross (ARC) officials: depending on the capabilities of the ARC which serves your area, you may want to ask the ARC to coordinate the Initial Damage Assessment effort with respect to homes, and to assess the number of persons significantly impacted by the disaster. In some cases, the ARC will have already done so; you may be able to utilize information they have already gathered. ■ Building inspectors and tax assessors from local governments, and appraisers from lending institutions or insurance companies to evaluate buildings, manufactured homes, and businesses. ■ SSD / county engineers, public works officials, utility officials, etc. for an assessment of damages to roads, bridges, other public facilities, and utility systems. ■ Hospital and urgent care facility officials for information on injuries and fatalities. ■ School district officials to provide school damage figures. ■ County health officials for an assessment of disaster effects on community health. ■ Officials in charge of levees, drainage systems, private nonprofit and recreational facilities, etc. 0 FA 4-16 Sunriver Service District EOP Functional Annexes 9 FA 4. Recovery Strategy ■ County agent for farm and ranch damage assessment. Collecting Initial Damage Assessment Data by Telephone Bank Local jurisdictions may want to establish a telephone bank to collect initial damage assessment information on damage and impacts to homes and businesses. If you decide to utilize the telephone bank approach, work with local media to reach affected individuals, families, and businesses. For each, try to collect at least the following: ■ Name of individual, family, or business. ■ Address of the damaged or impacted structure. ■ Mailing address if different. ■ Telephone numbers where the person reporting the damage or impacts can be reached. ■ If a home, is it a primary home or a second home? Is it a rental? If so, count the home twice; once as a home, a second time as a business. Try to obtain the appropriate points -of -contact for both. • ■ Is the loss / damage insured? • ■ Obtain a brief description of, and - if possible - estimated cost associated with the damage or impact: collect only enough information to be able to categorize the damage as minor, major, or destroyed. Also, note homes and businesses that are not damaged, but which are directly impacted, such as loss of potable water, loss of septic system, loss of driveway access, etc. Homes meeting this criteria should be noted as affected habitable; businesses as interrupted. FA 4-17 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 9 THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 4-18 Sunriver Service District ECP Functional Annexes FA 4. Recovery Strategy Appendix A-2 Preliminary Damage Assessment Checklist In order to prepare for the arrival of state and federal joint Preliminary Damage Assessment (PDA) officials, local jurisdictions should do as much of the following as time permits. General ■ The Local Emergency Program Manager should coordinate the PDA or designate a PDA Coordinator. This person should have a working knowledge of the PDA process and forms, and thorough familiarity with local geography, government officials, and public facilities. ■ Line-up appropriate officials who will become the local government representatives on the joint PDA Teams. For Individual Assistance consider assessors, building department inspectors, etc. For Public Assistance consider building department inspectors, road department engineers and technicians, bridge engineers, etc. ■ Prepare maps which note the locations and nature of the damage. • Delineate any areas where the damage is primarily to homes, • businesses, • and agricultural land. • Indicate the location of each damaged public facility, and the government agency responsible for its care. • Mark the location of sites where disaster related costs were incurred. • If possible, all damage sites should be identified by local officials before state/federal inspectors arrive. ■ On the same maps, indicate the best routes of travel accounting for roads and bridges which are out -of service due to the disaster, and considering travel "loops" likely to be taken by the joint PDA Teams. ■ Also on the maps, indicate areas where major utilities are still out -of - service, areas with septic tanks or wells, areas that are still experiencing the effects of the disaster, and health and safety hazards such as hazardous materials spills, biological hazards, downed power lines, etc. ■ If possible, have photographs of damage sites available for the state and federal inspectors. FA 4-19 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy is ■ Assemble and briefly summarize information on the resources committed by the jurisdiction in responding to the disaster. Be sure to include the time commitment, overtime, etc. of the people who have been involved. ■ Ask everyone involved in the joint PDA to look for ways of rebuilding so there is less damage and hardship next time; provide these ideas to the hazard mitigation PDA teams. ■ Set-up a joint PDA Team support facility which includes: • tables and chairs, • displays, such as maps, chalk boards, dry erase boards, flip charts, bulletin boards, etc., • telephones and telephone directories, • copies of the Oregon Blue Book, • one or more photocopiers, • availability of drinking water, coffee, etc., • restrooms • If available and appropriate, your EOC can serve as the joint PDA Team support facility. ■ Make arrangements for a facility to conduct the joint PDA public official and team briefings such as a courtroom, public auditorium, lecture hall, etc. ■ Be prepared to provide high clearance vehicles for the use of the teams; these vehicles should be driven by the local representative, and should comfortably seat up to five people. ■ If necessary, assist state and federal joint PDA team members to find lodging and meals during their stay in the disaster area. Individual Assistance ■ Develop a written summary of the impacts of the disaster: ■ Have there been deaths, injuries? Are persons missing? • Are families isolated due to the disaster? • Is public health and safety significantly compromised? FA 4-20 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy • Is debris on private property a health and safety hazard? Does it prevent access to homes? • Are services such as medical care, schools, mail delivery, public transportation, communication, etc. significantly affected? • Are utilities out of service? Electric, gas, water, sewer, drainage systems, dikes, etc.? When will service be restored? Are outages widespread or concentrated in one area? • Were many private vehicles destroyed? • Is there increased unemployment due to the disaster? ■ Gather and assemble the following information about the area(s) affected by the disaster: • Which affected areas are urban, suburban, rural? Commercial? Industrial? Delineate these areas on the teams' maps. • What was the economic base and condition prior to the disaster? • What was the pre -disaster market value of homes in the disaster area(s)? Be prepared to provide dollar ranges to fit "high," "medium," and "low" categories. ■ Ask the American Red Cross to make available any information they have collected during their "windshield" and "on-site detailed" damage assessments. ■ Work with OEM and FEMA to find out what you can about insurance coverage in force in the disaster areas. FEMA will be doing some of this research from their regional office. ■ What resources are available in the area to provide temporary housing for displaced persons? Vacant rental homes, mobile homes or apartments? ■ If flooding occurred, make estimates for the team about water depths and velocities, and the duration of flooding. Was the water contaminated with chemicals? Sewage? Other? ■ Assign local, state, federal, and volunteer agency officials to each team; have each team cover both dwellings and businesses in a geographic area. FA 4-21 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy ■ Dispatch teams to their areas; have each team report back into the central PDA support facility periodically by radio or telephone. Some teams may cover ground more quickly than others. If so, you may want to reassign one or more geographic areas to a team or teams likely to finish before others. Public Assistance ■ Develop a written description of the impacts of the disaster on local government: • Population served by the local government. • Budget balance before and after the disaster. • What is the capability of local government to deal with the interruption or loss of essential public services, continuing public health and safety problems, and the loss of public facilities, equipment, materials, etc? • Outline the public service impacts that will continue without federal assistance, including deferral of permanent repairs, reductions in ongoing services, delays in planned capital improvements, continued isolation of families or communities, etc. ■ If the time the joint PDA will begin has been well established, go ahead and make appointments for the team at sites where the damage or the impact of the damage is greatest. ■ In lieu of making appointments, develop a list of contacts for each damage site, including telephone numbers, and times easiest to reach. ■ See that local government representatives designated to serve on joint PDA Teams have a knowledge of repairs already done and repairs needing to be done, as well as a knowledge of the location of damage sites. ■ Be prepared to provide state and federal officials a detailed cost breakdown of labor, equipment, materials, and supplies for all completed work, including that work completed through contracts with private sector companies. While a variety of forms can be used to summarize these items, the format chosen must document: who, what, when, where, and how. ■ Be prepared to describe which sites will be repaired or reconstructed by contract, and those which will be repaired by local forces. If a • FA 4-22 Sunriver Service District FOP Functional Annexes 0 FA 4. Recovery Strategy • contractor's estimate has been received, have it available for the state and federal inspectors. ■ If damaged facilities are to be rebuilt to conform with new codes, specifications, or standards, be prepared to provide inspectors with copies of the specifications, local resolutions, ordinances, etc., which require upgrading of the facilities. ■ Time permitting: Using as many "Infrastructure (Public Assistance) Initial Damage Assessment Field Data Collection Forms" as necessary, develop a list of work performed and facilities damaged as a direct result of the disaster. Estimate the cost of repair or restoration of damaged public facilities. Be sure to include both work that has been completed and that which has not. Organize the information by category -of -work. ■ Assign local, state, and federal officials to each team; have each team cover a geographic area. ■ Dispatch the teams to their areas; have each team report back into the central PDA support facility periodically by radio or telephone. Some teams may cover ground more quickly than others. If so, you may want to reassign one or more geographic areas to a team or teams likely to finish before the others. Hazard Mitigation ■ Think of the joint PDA as an opportunity to quickly identify hazard mitigation opportunities before much of the permanent repair work has been accomplished. ■ Talk with the people who helped you to accomplish the Initial Damage Assessment about hazard mitigation opportunities they discovered during the IDA; provide this information to the state and federal inspectors (FEMA and SBA). ■ Resources permitting, assign a local representative to join FEMA and OEM hazard mitigation staff assigned to accomplish the hazard mitigation portion of the joint PDA. Assemble as many teams as appropriate and as resources permit; often there will be only one hazard mitigation PDA team per local jurisdiction. FA 4-23 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 0 THIS PAGE LEFT BLANK INTENTIONALLY • FA 4-24 Sunriver Service District EOP Functional Annexes 0 FA 4. Recovery Strategy • • Appendix A-3 Initial Damage Assessment Summary Report Form Electronic copies of the Initial Damage Assessment Summary Report Form as well as other IDA related forms can be found at http://www.oregon.gov/OMD/OEM/fin rec/section b fonn.shtml FA 4-25 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 4-26 • • Sunriver Service District E P Functional Annexes FA 4. Recovery Strategy Appendix B Public Assistance Materials B-1 Contract Summary Record B-2 Force Account Equipment Record B-3 Force Account Labor Record B-4 Force Account Materials Summary Record B-5 Rented Equipment Record B-6 Employee Payroll Data B-7 Equipment Inventory Form FA 4-27 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy Is THIS PAGE LEFT BLANK INTENTIONALLY 1-1 FA 4-28 • • • Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy Appendix B-1 Contract Summary Record FA 4-29 N 0: UJ to � N Q O C N O U 0 O Z d � U O : Q H c� m d U m Ua w 5 0 ¢ E 04 o d w g � � w z 0 Z ~ c w ij Z N d w a M 06 • Z a it W V 5 W 0 r C3 z LL 0 aF) O > C O m o 0 m d y v d 2 w F t O a c > A Z m � J Q C FA 4-29 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy THIS PAGE LEFT BLANK INTENTIONALLY • FA 4-30 • Sunriver Service District F P Functional Annexes FA 4. Recovery Strategy Appendix B-2 Force Account Equipment Record FA 4-31 ivii uniin iii MOOMMOMMOMMOMI MOMMEMEMOM MOOMMMOMMOMMOM MOMMOMMOMME mill go 11 1 1 11111 IN 11 iin u FA 4-31 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy • THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 4-32 • Sunriver Service district EOP Functional Annexes FA 4. Recovery Strategy Appendix B-3 Force Account Labor Record 00moo WOMEN mom MCEMNEEM SEEN ONO mommommomm M ENO mom no EMNEEMISM mom SOMME! 000MEMMEM 0 mom MEN= mom im on 0 MOEN MOM ME NINE Elmo I FA 4-33 0 nu iiia ii �: 9 �III1 IIIa13 MIEN 11111 IN 11 HIM 11 Mill IIIIIIIIII MEMEMMENOMMEMMOM go 0�m MEN 0 tu`j MOMMMENNOMMEMSE mom MEMEN cc MEMO EMMONS no mom mom mommommom 0 NONE FA 4-33 0 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 0 THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 4-34 • • Sunriver Service District FOP Functional Annexes FA 4. Recovery Strategy Appendix B-4 Force Account Materials Summary Record FA 4-35 w Q a J 0' w¢ g z D O U w 0 of O LL `o CD E w ~ 0 Q LO O OC «� o O m A m P3 O o U Z Z C a_ O j O LU m y � o °' r z a 0 w E U Q h ¢ 10 U ro z U R E w ¢ m LU h .� aa a d Z oc m a z UJ w 'o ¢ � r2 a E E g LL Uj = h 00 wC LL � ro a v 0 n O O L o E r 0 �m 0 c C jro z m J a U FA 4-35 w Q a J 0' w¢ g z D O U w 0 of O LL Functional Annexes FA 4. Recovery Strategy 0 THIS PAGE LEFT BLANK INTENTIONALLY • FA 4-36 0 E 0 SunHVerService District EOP Functional Annexes FA 4 Recovery Strategy Appendix B- Rented Equipment Rec0r FA 4-37 \ k z ) % § j w a { §�\ \ � � ■ Dk. 0 E k $/ z ) . z 2 U- 0 0 z o / z U w® 2 Wk 2 j z o it » _ % U k § Q } LU - - a z (L k wU �0 /a E § CL \ \ o ¥ � k -7 ! ƒ§ ] k & f \ z CO) Uj . zi I FA 4-37 \ k z ) % § j w Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy THIS PAGE LEFT BLANK INTENTIONALLY 0 FA 4-38 • • • Sunriver Service District EP Functional Annexes FA 4. Recovery Strategy Appendix B-6 Employee Payroll Data FA 4-39 p n n N n N n n r n n n r n n n n n n n n n r $mow yzS� �2 W H N d: N Abb" N N Le abye� ae be aNNe 2YY�� YYae�� N XNNe uhyf� uay4f� abbe aR N N � N .ipR ae Yae1 payne� uaueff YYae�� y2n�� YYX�� r �2ynq n �Yyt°f� R I n n r r n gay rc io 0 2 2 j € x X m e a 1 g wx d O a� 8 8 8 8 8 8 8 m 8 8$ 8$ 8 8 8 S 8 8 8 S 8 8 8 8 S S 8 8 8 8 8 8 8 8 of R W i° 8$$ & 4 S m$ 3$ S$ 8 m 9 8 a 8, h w 9$$ 9 4$ h� �w- $ <� R a N N a a d Wz2 O Q Fw F w o 3 W w, N N g -5 E ti � W g Q � J FA 4-39 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 0 THIS PAGE LEFT BLANK INTENTIONALLY 0 • FA 4-40 • • • Sunriver Service District E p Functional Annexes FA 4. Recovery Strategy Appendix B-7 Equipment Inventory Form FA 4-41 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 0 THIS PAGE LEFT BLANK INTENTIONALLY • • FA 4-42 Sunriver Service District E P Functional Annexes 0 FA 4. Recovery Strategy • • Appendix C Individual Assistance Materials C-1 Disaster Recovery Center Requirements Checklist C-2 FEMA DRC Requirements Worksheet FA 4-43 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 0 THIS PAGE LEFT BLANK INTENTIONALLY 0 FA 4-44 0 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy Appendix C-1 Disaster Recovery Center Requirements Checklist General Information DRCs are sited only in jurisdictions where the need exists and local officials request them. There is no state or federal reimbursement for costs associated with use of the building selected (e.g.: rent and utility costs). Local officials must be willing to provide security at the facility during daily operations. DRCs may be open for as short as a few days, and as long as a few weeks. Site selection for Disaster Recovery Centers (DRCs) is a joint local, state, and federal responsibility. This process is facilitated when local officials have prepared ahead of time, and identified buildings that could serve as DRCs. Required The following should be considered in identifying possible facilities to serve as DRCs: ■ The building must be large enough for the needs of the situation (number of agencies and clients anticipated in the DRC). This may vary from as few as 1200 square feet to more than 4500 square feet. Consequently, it is good to identify a variety of buildings of different sizes in different locations within your jurisdiction. ■ Sufficient tables and chairs for the needs of the situation should be readily available (in the facility, or easily moved to the facility). Each agency working at the facility will need at least one table and five chairs. ■ The building must have heat, electricity, good lighting, potable water, rest rooms, and adequate parking. ■ Appropriate emergency medical support should be quickly available to the building. ■ Appropriate fire protection should be readily available. ■ Access to and through the building must be barrier -free for disabled persons. (DRCs must meet ADA requirements and have a certification to that effect from the local building official on file prior to the disaster.) ■ The building owner must be willing to allow FEMA and the SBA to install telephone lines. FA 4-45 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy Preferred ■ The public should generally be familiar with the building. ■ The building should be proximate to most of the affected population. Travel time should be reasonable for most of the people affected by the disaster. Public transportation should be available, if possible. ■ Custodial support should be available at the facility. ■ An indoor waiting area near the entrance to the building is helpful. ■ . Bilingual support should be available, if appropriate. ■ Child care is a useful addition if it can be provided at the facility. ■ Local officials should be prepared to help provide supplies, such as trash cans, writing pads, pencils, local telephone directories, maps of the disaster area(s), string, masking tape, etc. FA 4-46 Sun river Service District E p Functional Annexes 0 FA 4. Recovery Strategy • Appendix C-2 FEMA DRC Site Requirements List FEMA DRC SITE REQUIREMENTS WORKSHEET The following is the worksheet that FEMA uses to evaluate potential DRC facilities: Date site evaluated: Prima or seconda site circle one Site address: County name: Site contactitele phone number: City name: After hours contactftele hone: County E.M. Directorttele hone: Site accessible hrs: Site ke s: location and who has them? DRC SITE REQUIREMENTS YESAI0 COMtMENTS Proximate to affected area(s)? Parking adequate? (preferably 40 spaces or more, but no fewer than 20 space I Electricity, water, lighting adequate? adequate power available for fax machines and computers? water system functioning? emergency lighting system available? exterior lighting available? Secure, safe, and sanitary facility? building sound, of good construction, and non -leaking condition? electric wiring in sound condition or sealed off from contact with staff and clients? (no exposed wiring - no missing receptacle cover plates or damaged receptacles) sprinkler system operating or fire extinguishers available? dry floors with no holes or other obstructions? heating and/or cooling system(s) verified as inspected and functioning properly? restrooms functional or portable units available? - adequate ventilation of working area? can doors be locked? are windows secure? Darkino lot li hted/safe for staff and clients to walk to their cars? Lease or use agreement? Agreement between county/city county/cityofficials? Building is handicap accessible? adequate handicap parking? ramp for wheelchair (if necessary)? doorways wide enough to accommodate wheelchair? restrooms handicapped accessible including wheelchair? Space reaumred� (1,200 So. Existing telephones available to FEMA? Number? Incoming telephone cable capacity? number of pairs feeding the facility and cable type? pre-existing service and telephone or circuit numbers? contact local telephone company to verify availability of circuits to support minimum of 16 phone lines Verify that inside wiring can be easily accomplished. Existing cabling may not be reliable. Insure that access to areas including ceilings, telephone rooms and crawls aces is available. Tables and chairs available to FEMA? Number? minimum 15 tables, 60-75 chairs Fax available to FEMA? number of faxes: make/model #: fidento Janitorial and trash pickup services? Frequency?. Crowd control devices such as ro es, cones, etc.? Oregon Emergency Management Disaster Recovery Assistance Guidebook 0408-05 0 Disaster Recovery Center Requirements Checklist - 2 FA 4-47 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy THIS PAGE LEFT BLANK INTENTIONALLY • FA 4-48 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy Appendix D Typical Individual Assistance Programs �AAAV �� A A vvV vV AVV� V� \� VA�A \V A� ��A VA A V �y ��A A A Vvv SAA \�A a w �AAAAAAA v HUMANITARIAN SERVICE GROUPS (e.g., American Red Cross, Church Groups, Voluntary Organizations, Community Service Groups) Funded by: Agency or group Administered by: Agency or group at temporary or permanent locations Details: These services can be requested by individuals or by local or state officials. Services provided include immediate emergency aid, such as clothing, food, medical assistance, shelter, cleanup help, transportation, furniture, and medical supplies EMERGENCY FOOD STAMP PROGRAM Funded by: Food and Nutrition Services (U.S. Department of Agriculture [USDA]) . Administered by: State Department of Social and Health Services (DSHS) Details: Provides food coupons to qualified disaster victims. Requires a request to the USDA by the Department of Social and Health Services, based on request to DSHS by State Emergency Management in coordination with local Emergency Management. • INSURANCE ASSISTANCE Administered by: American Insurance Association, FEMA, and National Flood Insurance Program Details: Provide counseling regarding insurance problems or questions. CONSUMER PROTECTION Administered by: State Attorney General's Office Details: Provides counseling regarding consumer problems, such as non- availability of products and services needed for reconstruction, price gouging, and disreputable business concerns and practices. May involve coordination with the Insurance Commissioner and/or legal counsel. FA 4-49 , � -2 oyi ,iiral Individiial Assigtanr_p Pmr Functional Annexes FA 4. Recovery Strategy 0 CRISIS COUNSELING Administered by: Deschutes County Health Department Details: Available only after a special request by the Governor and approved by FEMA. Provides referral services and short-term counseling for mental health problems caused or aggravated by a disaster. INDIVIDUAL AND FAMILY GRANT PROGRAM Funded by: 75% Federal, 25% State Administered by: State Emergency Management Intended to provide assistance to individuals and families to permit them to meet disaster -related necessary expenses and serious needs for which other assistance is either unavailable or inadequate. It is not intended as a replacement for an insurance program. TEMPORARY HOUSING PROGRAM Funded by: 100% Federal Administered by: Federal Emergency Management Agency Details: Provides financial assistance or government-owned dwellings, if available, for those whose primary residences are uninhabitable due to a disaster. DISASTER LOANS Funded by: U.S. Small Business Administration Administered by: U.S. Small Business Administration Physical Disaster Loans - Low-interest loans to individuals for repair, replacement, or rehabilitation of owner -occupied primary residences or personal property loss for renters. Business Loans (Physical Disaster Loans) - Low-interest loans to businesses for repair, replacement, or rehabilitation of disaster -damaged property. Economic Injury Disaster Loans - For businesses suffering economic loss as a result of a single sudden physical event of catastrophic nature. The Small Business Administration's maximum loan is up to $500,000. Funds can be used for indebtedness and operating expenses. FA 4-50 • 0 • • Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy EMERGENCY LOANS, FARMERS HOME ADMINISTRATION Administered by: U.S. Department of Agriculture Details: Low-interest loans to farmers, ranchers, and agricultural operators (either tenant -operator or owner -operator) for physical and production losses. Loans may also be used to repair or replace farm property and supplies or for repayment of farm operating debts incurred during the disaster year. Loans may also be available if approved by the USDA, following a governor's request DISASTER UNEMPLOYMENT ASSISTANCE Funded by: Federal Emergency Management Agency Administered by: U.S. Department of Labor through the State Employment Security Department Details: Provides weekly benefit payments to those out of work due to a disaster, including self-employed persons, farm workers, farm and ranch owners, and others not normally covered under regular unemployment insurance programs. TAX ASSISTANCE Administered by: Internal Revenue Service and Tax Information for Indian Tribal Governments Details: Provides counseling and assistance in the form of income tax rebates to disaster victims who file income tax returns during the year of the disaster or during any of the three previous years. These earlier returns may be amended to receive an immediate tax rebate for non-insured casualty losses to homes, personal property, businesses, or farming/ranching operations. Benefits may also result from filing amended state income tax returns. SOCIAL SECURITY BENEFITS Funded by: Social Security Administration Administered by: Social Security Administration Details: Assistance to annuitants with address changes and expedited check delivery. Assistance in applying for disability, death, survivor benefits, and Social Security Insurance payments. FA 4-51 Sunriver Service District EOP Functional Annexes FA 4. Recovery Strategy 0 VETERAN'S BENEFITS Funded by: Veterans Administration (VA) Administered by: Veterans Administration Details: Assistance in applying for VA death benefits, pensions, insurance settlements, and adjustments to VA -insured home mortgages. VA representatives will also record address changes, if necessary. LEGAL SERVICES Administered by: Federal Emergency Management Agency Details: Free legal counseling to low-income persons for disaster -related problems. May include replacing legal documents, transferring titles, contracting problems, will probates, and insurance problems. • • FA 4-52 ' •rz 7~�� j' y u 3r I nide-tit Att � e � ;z WOO .t h i � x57Y$ .N 5 _ J=3 ll'✓ T'F £ L 1 ion Or low MF � 1 `� Qac '3- � a%� a�,, ° �� -x,.��* "•na . _ Flaw- INNIS s' shot10 21 costs i *� \ A RX MY mz� MOM -r ?r c GO - S ,•`i i t c't �Ser"rrzk sk ..,�. 4411 ON INN: t PA fflpi w aF' � :, .r� 5 � ,�, a mss= :t��«. ,� ; �T ,gra s •� ",� MR - x�-* '� .tea ''v,,s r s' ° g _ „4 Gu ,�- > ✓ �m :a"� �' � '� � s `� -: i"�`t,� ,, % e•. xi* Gam,- ��'`Y � .i c'.9re F ' ! om, T moll f not Y f f� b� fi r r3 ;fF r€ x v4 'lav i '�q s NEW, • • IA 1 - Drought THIS PAGE LEFT BLANK INTENTIONALLY 0 • • • C unriver Service District EOP Incident Annexes IA 1. Drought Note: Ultimate responsibility for providing water service to the citizens lies with the local water districts. Each jurisdiction is responsible for its own water supplies and maintenance of facilities. Assistance from the County and State will be provided in the form of personnel and equipment, as requested by the affected area. IA 1-1 Drought Incident Checklist R 0 0 k � Q � ❑ Continue to maintain and revise, as needed, applicable response plans pertaining to drought, including the SSD and County EOPs and supporting rocedures and plans. ❑ Pre -designate alternative sources of drinking water in case of drought or other water shortage event. ❑ Conduct pre -incident planning related to drought and determine vulnerabilities in various drinking waters stems. - Prepare scripts to be used on local television station(s) for L1J emergency broadcast. Include release instructions. U) - Prepare radio messaging to be used by local radio stations for Q emergency broadcast. _ ❑ Have personnel participate in necessary training and exercises, as d determined by SSD and County Emergency Management. Z ❑ Participate in drought preparedness activities, seeking Z LLI understanding of interactions with participating agencies in a G drought scenario. V ❑ Ensure that emergency contact lists are updated and establish a Z pre -event duty roster allowing for 24/7 operational support for the EOC. L3 Identify local contractors and vendors that could assist during a W drought and developMOUS with those private businesses. d ❑ Inform SSD and County Emergency Management of any major developments that could adversely affect response operations e.., personnel shortages, loss of firefighting equipment, etc. . ❑ Work with the local planning commission to ensure that new construction does not increase hazards or vulnerability threat. ❑ Ensure that SSD maps of water mains, valves, and public sewer systems are up-to-date and accessible. ❑ Provide public safety information and educational programs regarding emergency re aredness and response. ❑ When deemed necessary, activate the EOP when drought and other water shortage incidents pose a threat. W ❑ Activate the appropriate EOCs and establish Incident Command. U) W For larger events that cross multiple jurisdictions, establish a Z Q Unified Command. The County EOC may be staffed. Staffing levels the At 0. = vary with the complexity and needs of response. a C a minimum, the IC, all Section Chiefs, the Resource Coordinator, W and management support positions will most likely be needed. ❑ Estimate emergency staffing levels and request personnel support. ❑ Ensure that action is taken to protect personnel and emergency equipment from possible damage by drought. IA 1-1 Sunriver Service District EOP Incident Annexes IA 1. Drought 0 IA 1-2 • Drought Incident Checklist hase• Action Items plemental °ctivitv nformation ❑ Develop work assignments for ICS positions (recurring). ICS Form 203: Organization Assignment List ❑ Notify supporting agencies. - Identify local, regional, State, and Federal agencies/entities that may be able to mobilize resources to support local response efforts and EOC staffing. ❑ Determine the type, scope, and extent of the incident (recurring). ICS Form 209: Incident Verify reports and obtain estimates of the area that may be Status Summary. affected. Obtain status of impacts within the jurisdiction. - Notify command staff, support agencies, adjacent jurisdictions, ESF leads/coordinators, and liaisons of any situational changes. ❑ Develop and initiate shift rotation plans, including briefing of replacements during shift changes. - Dedicate time during each shift to preparing for shift change ICS Form 201: Incident briefings. Briefing ❑ Confirm or establish communications links among local and county EOCs, other AOCs, and the State ECC. Confirm operable phone numbers and verify functionality of alternate communications resources. ❑ Ensure that all required notifications have been completed. Established emergency Consider other local, regional, State, and Federal agencies/entities contact lists maintained at that may be affected by the incident. Notify them of the status. the EOC ❑ Manage and coordinate interagency functions. Providing multi - agency coordination is the primary goal. Assimilate into a Unified Command structure if the scope of the incident so dictates. ❑ Implement local plans and procedures for drought and/or water Local, agency, and facility - shortage operations. Ensure that copies of all documents are specific Standard Operating available to response personnel. Implement agency -specific Procedures protocols and SOPS. ❑ Conduct and obtain current damage reports and determine the affected area (recurring). ❑ Repair and restore essential services and vital systems as required. ❑ Secure assistance from private contractors/vendors as needed. ❑ Provide emergency power as needed to maintain service to the community. ❑ Initiate curtailment procedures if shortages or overload conditions appear imminent. ❑ Determine the need for additional resources and request as necessary through appropriate channels (recurring). ❑ Submit a request for emergency/disaster declaration, as applicable. ❑ Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. IA 1-2 • • • • Sunriver Service District EOP Incident Annexes IA 1. Drought IA 1-3 t Incident Checklist a ❑ Coordinate resource access, deployment, and storage in the ICS Resource Tracking operational area. Resources to coordinate include equipment, Forms personnel, facilities, supplies, procedures, and communications. Track resources as they are dispatched and/or used. ❑ Develop plans and procedures for registering mutual aid and other first responders as they arrive on the scene and receive deployment orders. ❑ Establish a JIC and designate a lead PIO for the jurisdiction. ❑ Formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). - Public information will be reviewed by the IC (or designee). Information will be approved for release by the IC and lead PIO, with support from Tribal liaison(s) prior to dissemination to the public. ❑ Record all EOC and individual personnel activities (recurring). EOC Planning Section job All assignments, person(s) responsible, and actions taken should action guide be documented in logbooks. ❑ Record all incoming and outgoing messages (recurring). All messages, and the names of those sending and receiving them, should be documented as part of the EOC log. ❑ Develop and deliver situation reports (recurring). At regular intervals, the IC/EOC manager and staff will assemble a situation report. ❑ Develop and update the IAP (recurring). This document is ICS Form 202: Incident developed by the Planning Section and approved by the IC. The Objectives. IAP should be discussed at regular intervals and modified as the situation changes. ❑ Implement objectives and tasks outlined in the IAP (recurring). ❑ Ensure that all reports of injuries, deaths, and major equipment damage accrued during response activities are communicated to the IC and/or the Safety Officer. ❑ Ensure an orderly demobilization of emergency operations in W accordance with current demobilization plans. Q❑ Once the threat to public safety is eliminated, conduct and/or coordinate recovery operations. = d ❑ Activate, if necessary, the appropriate recovery strategies, continuity of operations plans, and/or continuity of government Oplans. ❑ local Make recommendations to and county governments 0 regarding changes in planning, zoning, and building V codes/ordinances to lessen the impact of future drought or water W J shortage emergencies. W m ❑ Release mutual aid resources as soon as possible. 0 ❑ Conduct a post -event debriefing to identify success stories, 2 opportunities for improvement, and development of the After W Action Report/Improvement Plan. 0 ❑ Deactivate/demobilize EOCs, AOCs, and command posts. ❑ Correct response deficiencies reflected in the Im rovement Plan. IA 1-3 Sunriver Service District EQP Incident Annexes IA 1. Drought IA 1-4 • • • Ll • C7 IA 2 - Earthquakes THIS PAGE LEFT BLANK INTIENTIONALLY • 0 unriver Service District EOP Incident Annexes 0 IA 2. Earthquake NOTE: This annex also includes landslides as a secondary hazard. An earthquake of 5 or greater on the Richter Scale may or may not cause widespread damage, but it is a situation that would warrant activating the EOC to better coordinate the flow of information and damage assessment. Initially, the lead agencies for earthquake response will be the Police Department and the Fire Department. After the initial assessment to determine the extent of damage, injury, and loss of life has been accomplished, the ICS/Operations section lead may transition to the fire service. As emergency response transitions from rescuing casualties to recovery of deceased victims, Public Works may be expected to assume the role of lead department in the ICS/Operations section for the SSD's earthquake response. Public Works efforts in this response and early recovery phase of the disaster are likely to concentrate on reestablishing public infrastructure facilities. IA 2-1 Earth uake/Seismic Activit Checklist A � � e ❑ Continue to maintain and revise, as needed, applicable response plans pertaining to earthquakes and other seismic activity, including the EOP and supporting rocedures and plans. ❑ Pre -designate evacuation routes and alternate routes for areas vulnerable to earthquakes. ❑ Conduct pre -incident planning for sheltering and evacuation related to earthquakes. - Prepare map(s) and script to be used on local television station(s) for emergency broadcast. Include release instructions. W - Prepare radio messaging to be used by local radio stations for emergency broadcast. _ ❑ Have personnel participate in necessary training and exercises, as CL needed.. I— ❑ Participate in earthquake preparedness activities, seeking Z understanding of interactions with participating agencies in an W earthquake scenario. ❑ Ensure that emergency contact lists are updated, and establish a V pre -event duty roster allowing for 24/7 operational support for the Z County and SSD EOCs. L 1 ❑ Ensure that earthquake response equipment and personnel W inventories are updated. Test and maintain response and a communications equipment. Keep a stock of necessary response supplies. ❑ Inform Emergency Management Director of any major developments that could adversely affect response operations (e.g, personnel shortages, loss of firefighting equipment, etc. . ❑ Work with planning department and local planning commissions to establish appropriate infrastructure protection measures in landslide -prone areas. - Implement seismic inspection procedures on a regular basis and incorporate improvements to structures, while also 0 updating appropriate miti ation plans. IA 2-1 Sunriver Service District EOP Earthquake/Seismic Activitv Checklist Incident Annexes IA 2. Earthquake 0 IA 2-2 • • . . ❑ Provide public safety information and educational programs regarding emergency re aredness and response. ❑ Activate the EOP when earthquake and/or seismic incidents pose threats. ❑ Activate the appropriate EOCs and establish Incident Command. For larger events that cross multiple jurisdictions, establish a Unified Command. The SSD and/or the County EOC may be staffed. Staffing levels vary with the complexity and needs of the response. At a minimum, the IC, all Section Chiefs, the Resource Coordinator, and management support positions will most likely be needed. ❑ Estimate emergency staffing levels and request personnel support. ❑ Ensure that action is taken to protect personnel and emergency equipment from possible damage by earthquake, also being cognizant of aftershocks. ❑ Develop work assignments for ICS positions (recurring). ICS Form 203: Organization Assignment List ❑ Notify supporting agencies. W - Identify local, regional, State, and Federal agencies/entities that may be able to mobilize resources to support local Q response efforts and EOC staffing. _ ❑ Determine the type, scope, and extent of the incident (recurring). ICS Form 209: Incident d Verify reports and obtain estimates of the area that may be Status Summary. W affected. Obtain status of impacts within the jurisdiction. U) Notify command staff, support agencies, adjacent jurisdictions, ESF leads/coordinators, and liaisons of any dZ situational changes. U) ❑ Develop and initiate shift rotation plans, including briefing of W replacements during shift changes. - Dedicate time during each shift to preparing for shift change ICS Form 201: Incident briefings. Briefing ❑ Confirm or establish communications links among local and County EOCs, other AOCs, and the state ECC. Confirm operable phone numbers and verify functionality of alternate communications resources. ❑ Ensure that all required notifications have been completed. Established emergency Consider other local, regional, tribal, State, and Federal contact lists maintained at agencies/entities that may be affected by the incident. Notify the EOC them of the status. ❑ Manage and coordinate interagency functions. Providing multi - agency coordination is the primary goal. Assimilate into a Unified Command structure if the scope of the incident so dictates. ❑ Implement local plans and procedures for earthquake operations. Local, agency, and facility - Ensure that copies of all documents are available to response specific Standard Operating personnel. Implement agency -specific protocols and SOPS Procedures ❑ Conduct and obtain current damage reports and determine the affected area (recurring). IA 2-2 • • • • • unriver Service District EOP Incident Annexes IA 2. Earthquake Earthquake/Seismic Activitv Checklist IA 2-3 e ❑ Determine the need to conduct evacuations and sheltering activities (recurring). Evacuation activities will be coordinated among County ESF-1 (Transportation), ESF-5 (Emergency Management), ESF-6 (Mass Care, Housing, and Human Services), and ESF-15 Public Information and External Affairs). ❑ Determine the need for additional resources and request as necessary through appropriate channels (recurring). ❑ Submit a request for emergency/disaster declaration, as applicable. ❑ Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. ❑ Coordinate resource access, deployment, and storage in the ICS Resource Tracking operational area. Resources to coordinate include equipment, Forms personnel, facilities, supplies, procedures, and communications. Track resources as they are dispatched and/or used. ❑ Develop plans and procedures for registering mutual aid and other first responders as they arrive on the scene and receive deployment orders. ❑ Establish a JIC and designate a lead PIO for the jurisdiction. ❑ Formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). - Public information will be reviewed by the IC (or designee). Information will be approved for release by the IC and lead PIO prior to dissemination to the public. ❑ Record all EOC and individual personnel activities (recurring). EOC Planning Section job All assignments, person(s) responsible, and actions taken should action guide be documented in logbooks. ❑ Record all incoming and outgoing messages (recurring). All messages, and the names of those sending and receiving them, should be documented as part of the EOC log. ❑ Develop and deliver situation reports (recurring). At regular intervals, the IC/EOC Manager and staff will assemble a situation report. ❑ Develop and update the IAP (recurring). This document is ICS Form 202: Incident developed by the Planning Section and approved by the IC. The Objectives. IAP should be discussed at regular intervals and modified as the situation changes. ❑ Implement objectives and tasks outlined in the IAP (recurring). ❑ Coordinate with private sector partners, as needed. ❑ Ensure that all reports of injuries, deaths, and major equipment damage accrued during response activities are communicated to the IC and/or the Safety Officer. IA 2-3 Sunriver Service District EOP Earthquake/Seismic Activitv Checklist Incident Annexes IA 2. Earthquake 9 Phase of F Activity ActNW, ms ❑ Ensure an orderly demobilization of emergency operations in w accordance with current demobilization plans. Q❑ Once the threat the public safety is eliminated, conduct and/or coordinate cleanup and recovery operations. = d ❑ Activate, if necessary, the appropriate recovery strategies, Z continuity of operations plans, and/or continuity of government plans. 0 ❑ Release mutual aid resources as soon as possible. 0 0 ❑ Conduct a post -event debriefing to identify success stories, _ opportunities for improvement, and development of the After W J Action Report/Improvement Plan. m ❑ Deactivate/demobilize EOCs, AOCs, and command posts. 0 ❑ Correct response deficiencies reflected in the Improvement Plan. M ❑ Revise any applicable emergency response plans based on the LTJ success stories and/or lessons learned during the response. C ❑ Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website www.Ilis. ov • • IA 2-4 n • IA 3 - Flood (including Dam Failure) THIS PAGE LEFT BLANK INTENTIONALLY 0 • • unriver Service District EOP Incident Annexes IA 3. Flood (including Dam Failure) Flood Incident Checklist e o ❑ Arrange for personnel to participate in necessary training and develop exercises relative to flood events. ❑ Coordinate SSD preparedness activities, seeking understanding of interactions with participating agencies in flooding scenarios. ❑ Ensure that emergency contact lists are updated and establish a pre -event duty roster allowing for 24/7 operational support to the SSD EOC. ❑ Contact supporting emergency response agencies to review and W determine whether major developments have arisen that could = adversely affect response operations (e.g., personnel shortages, IL loss of equipment, etc.). I-- ❑ Annually review and update the EOP and SOPs, as needed. SSD EOP, Z Annexes, and W agency -specific G SOPS 5 ❑ Review flood prone areas. Z ❑ Familiarize staff with requirements for requesting State and Stafford Act, W Federal Disaster Assistance. FEMA guidance, and Oregon EMP 0- ❑ Ensure that supplies, such as communications devices and FA 1 of the SSD sandbags, are prepared and ready for use. This includes primary EOP and alternate communications and warning systems. ❑ Identify and review local contractor lists to see who may provide support specific to flood response. ❑ Review, revise, and, where necessary, establish mutual aid agreements with other SSD agencies and private contractors relative to multiple aenc response to floods. ❑ The SSD Emergency Manager will provide overall guidance for the deployment of resources. ❑ Activate mutual aid agreements. W ❑ Activate the SSD EOC and implement appropriate staffing SSD Basic Plan, U) plans. Contact appropriate private partners to assign liaisons to agency and = the EOC for coordination of specific response activities. company -specific laps CL ❑ Estimate emergency staffing levels and request personnel W U) support, including specialized staff such as engineers, building Z inspectors, heavy equipment operators, and/or environmental IL remediation contractors. U) ❑ Develop and initiate shift rotation plans, including briefing of SOPS and W replacements during shift changes. command structure for SSD EOC ❑ Submit request for disaster/emergency declaration, as SSD Basic Plan applicable. IA 3-1 Sunriver Service District EOP Incident Annexes IA 3. Flood (including Dam Failure) 0 Phase of Flood Incident Checklist a. Activit ❑ Items Coordinate the evacuation of the affected area, if necessary. FA 1 of the SSD Assign appropriate agency liaisons to the SSD EOC, as the EOP situation requires. ❑ Support Search and Rescue operations by coordinating resource FA 1 of the SSD requests outside of the jurisdiction. EOP ❑ Request the American Red Cross to activate sheltering plans and American Red open/staff shelters, if needed. Cross Shelter Plans ❑ Establish a JIC. FA 1 of the SSD ❑ Formulate emergency public information messages and media EOP responses using "one voice, one message" concepts. ❑ Record all EOC activities, completion of personnel tasks, Existing ICS and incoming and outgoing messages, and the names of those EOCforms sending and receiving them. ❑ These should be documented in EOC logbooks. ❑ Begin damage assessments in coordination with the Public FA 3 of the SSD Works Department and County/local overnment. EOP ❑ Assist with in coordinating Public Works activities, such as FA 3 of the SSD debris removal from: EOP • Storm Drains ■ Bridge viaducts • Main arterial routes • Public rights-of-way ■ Dams (via established liaisons at the SSD EOC) • Other structures, as needed ❑ Contact local contractors for support, if necessary. Establish Existing contact contact with private sector partners and/or dam operators (if the lists at EOC flood is associated with dam failure or malfunction). ❑ Coordinate with SSD Police Departments, County Sheriff's FA 1 of the SSD Office, and other local police departments to provide law EOP enforcement to affected areas (curfew enforcement, road closures, security, etc.). ❑ Collect and chronologically file records and bills generated during the incident in order to ensure timely submittal of documents for reimbursement. IA 3-2 • • • • • Sunriver Service District EF Incident Annexes IA 3. Flood (including Dam Failure) Flood Incident Checklist IA 3-3 ❑ Monitor secondary hazards associated with floods (landslides, contamination, damage to bridges/roads, impacts to utility lines/facilities) and maintain on-call personnel to support potential response to these types of hazards. W ❑ Deactivate/demobilize the SSD EOC. Deactivate mutual aid FA 1 of the SSD resources as soon as possible. EOP Q ❑ Activate and implement applicable mitigation plans, community FA 1 of the SSD CL recovery procedures, and continuity of operations/government EOP and agency- . plans until normal daily operations can be completely restored. specific recovery laps W❑ Implement revisions to the SSD EOP and supporting documents >O based on lessons learned and best practices adopted during response. ❑ Offer recommendations to SSD government and Public Works departments for changes in planning, zoning, and building code ordinances. ❑ Participate in After Action Reports and critiques. Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website (www.11is.gov). IA 3-3 Sunriver Service District EOP Incident Annexes IA 3. Flood (including Dam Failure) 0 THIS PAGE LEFT BLANK INTENTIONALLY 0 • IA 3-4 • • • IA 4 — Severe Weather (including Landslides) THIS PAGE LEFT BLANK INTENTIONALLY • • • Sunriver Service District SOP Incident Annexes IA 4. Severe Weather (including Landslides) IA 4-1 Severe Weather Incident Checklist . . O Continue to maintain and revise, as needed, applicable response plans pertaining to severe weather and landslides, including the SSD EOP and supporting rocedures/ lans. O Monitor weather and flood reports. O Pre -designate evacuation routes and alternate routes for areas vulnerable to landslides or other hazards relating to severe weather. O Conduct pre -incident planning for sheltering and evacuation related to severe weather and landslides. ■ Prepare map(s) and scripts for use by local television station(s) during emergency broadcasts. Include release instructions. W ■ Prepare radio messages for use by local radio stations U) during emergency broadcasts. Include release instructions. Q 2 O Have personnel participate in necessary training and exercises, CL as determined by SSD Emergency Management in H coordination with lead agencies and coordinators. W O Participate in SSD and County severe weather and landslide in preparedness activities, seeking understanding of interactions () with participating agencies in a severe weather scenario. Z O Ensure that emergency contact lists are updated and establish a W pre -event duty roster allowing for 24/7 operational support for the SSD EOC. a 0 Ensure that landslide and flood response equipment and personnel inventories are current for the SSD. Test and maintain response and communications equipment. Keep a stock of necessary response supplies. O Inform SSD and County Emergency Management of any major developments that could adversely affect response operations (e.g., personnel shortages, loss of firefighting equipment, etc. . O Work with the count planning department for establishment of appropriate infrastructure protection measures in landslide/flood-prone areas. O Provide public safety information and educational programs regarding emergency preparedness and response. IA 4-1 Sunriver Service District EOP Incident Annexes IA 4. Severe Weather (including Landslides) 0 Phase Severe Weather Incident Checklist of Activity 0 Activate the SSD EOP when severe weather and/or landslides incidents pose threats to the SSD. O Activate the appropriate EOCs and establish Incident FA I of the SSD Command. For larger events that cross multiple jurisdictions, EOP establish a Unified Command. SSD and/or County EOCs may be staffed. Staffing levels vary with the complexity and needs of the response. At a minimum, the IC, all Section Chiefs, the Resource Coordinator, and management support positions will most likely be needed. O Estimate emergency staffing levels and request personnel support. 0 Ensure that action is taken to protect personnel and emergency equipment from possible damage by severe weather, landslides, or floodwaters. 0 Develop work assignments for ICS positions (recurring). ICS Form 203: W Organization Assi nment List _ 0 Notify supporting agencies as well as the Mayor and SSD IL Council. W■ Identify local, County, and regional agencies/entities that Z may be able to mobilize resources to support local response efforts and EOC staffing. CL CL 0 Determine the type, scope, and extent of the incident ICS Form 209: W (recurring). Verify reports and obtain estimates of the area that Incident Status may be affected. Obtain status of impacts within the SSD. Summary ■ Notify command staff, support agencies, adjacent jurisdictions, agency leads/coordinators, and liaisons of any situational changes. 0 Develop and initiate shift rotation plans, including briefing of replacements during shift changes. ■ Dedicate time during each shift to preparing for shift ICS Form 201: change briefings. Incident Briefing 0 Confirm or establish communications links among local and FA I of the SSD County EOCs and other AOCs. Confirm operable phone EOP numbers and verify functionality of alternate communications resources. 0 Ensure that all required notifications have been completed. Established Consider other local, County, and regional agencies/entities emergency contact that may be affected by the incident. Notify them of the status. lists maintained at the EOC • IA 4-2 • • Snriver Service District EOP Incident Annexes IA 4. Severe Weather (including Landslides) IA 4-3 Severe Weather Incident Checklist O Hill. . Manage and coordinate interagency functions. Providing multi -agency coordination is the primary goal. Assimilate into a Unified Command structure if the scope of the incident so dictates. • Implement local plans and procedures for severe weather, Local, agency, and landslide, and/or flood operations. Ensure that copies of all facility -specific documents are available to response personnel. Implement SOPS agency -specific rotocols and SOPs. O Obtain current and forecasted weather to project potential damage and determine the affected area (recurring). 13 Determine the need to conduct evacuations and sheltering FA of the SSD EOP activities (recurring). O Determine the need for additional resources, and request as FA 1 of the SSD necessary through appropriate channels (recurring). EOP O Submit a request for an emergency/disaster declaration, as Section 1 of the SSD applicable. EOP O Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. • Coordinate resource access, deployment, and storage in the ICS Resource operational area. Resources to coordinate include equipment, Tracking Forms; FA personnel, facilities, supplies, procedures, and 1 of the SSD EOP communications. Track resources as they are dispatched and/or used. 0 Develop plans and procedures for registering mutual aid and other first responders as they arrive on the scene and receive deployment orders. 13 Establish a JIC and designate a lead PIO for the SSD. FA I of the SSD EOP 0 Formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). • Public information will be reviewed by the IC (or designee). FA I of the SSD Information will be approved for release by the IC and Lead EOP PIO before dissemination to the public. 13 Record all EOC and individual personnel activities (recurring). EOC Planning All assignments, person(s) responsible, and actions taken Section job action should be documented in logbooks. guide O Record all incoming and outgoing messages (recurring). All messages, and the names of those sending and receiving them, should be documented as part of the EOC log. IA 4-3 Sunriver Service District EOP Incident Annexes IA 4. Severe Weather (including Landslides) Severe Weather Incident Checklist 0 Develop situation reports (recurring). At regular intervals, the EOC Director and staff will assemble a situation report. O Develop and update the IAP (recurring). This document is ICS Form 202: developed by the Planning Section and approved by the IC. Incident Objectives The IAP should be discussed at regular intervals and modified as the situation changes. O Implement objectives and tasks outlined in the IAP (recurring). 13 Coordinate with private sector partners as needed. 13 Ensure that all reports of injuries, deaths, and major equipment damage accrued during response activities are communicated to the IC and/or the Safety Officer. O Ensure an orderly demobilization of emergency operations in accordance with current demobilization plans. O Once the threat to public safety is eliminated, conduct cleanup and recovery operations. 0 Activate, if necessary, the appropriate recovery strategies, FA 1 of the SSD continuity of operations plans, and/or continuity of EOP 1 O Release mutual aid resources as soon as possible. I I O 'Conduct a post -event debriefing to identify success stories, opportunities for improvement, and development of the After Action Report/Improvement Plan. 0 Deactivate/demobilize the EOCs, AOCs, and command posts. 13 Correct response deficiencies reflected in the Improvement Plan. 0 Revise any applicable emergency response plans based on the success stories and/or lessons learned during the response. O Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website (www.Ilis.gov) IA 4-4 • • • • • IA 5 - Volcano • THIS PAGE LEFT BLANK INTENTIONALLY 0 • • Sunriver Service District EOP Incident Annexes IA 5. Volcano Volcano Incident Checklist , „ x 0JArrange for personnel to participate in necessary training and develop exercises relative to volcanic events. ❑ Provide information and training on volcano -hazard response FA 1 of the SSD to emergency workers and the public. EOP W ' Implement a public outreach program on volcano U) Q hazards. _ • Review public education and awareness requirements. a ❑ Participate in SSD and County preparedness activities, seeking Zunderstanding of interactions with participating agencies in a W volcano scenario. c L3 Ensure that contact lists are current and establish a pre -event Zduty roster allowing for 24/7 operational support to the SSD EOC. UJ❑ Familiarize staff with requirements for requesting State and Stafford Act, IL Federal Disaster Assistance. FEMA guidance, and Oregon EMP ❑ Inform SSD Emergency Management of any major developments that could adversely affect response operations (e.g., personnel shortages, loss of firefighting equipment, etc. . ❑ Activate the SSD EOC and establish Incident Command or FA 1 of the SSD Unified Command, as appropriate. Contact appropriate private EOP, agency partners to assign liaisons to the EOC for coordination of and company - specificplans specific response activities. Staffing levels vary with the complexity and needs of the response. At a minimum, the IC, all Section Chiefs, the Resource Coordinator, and management W N support positions should be included. ❑ Activate and implement the SSD EOP. Q C=.. ❑ Notify supporting agencies. ■ Identify local, regional, and State agencies that may be `W Z able to mobilize resources and staff to the SSD EOC for p support CL ❑ Provide local warnings and information and activate FA 1 of the SSD V%EOP Wappropriate warning/alert sstems. ❑ Support a Regional Coordination Center, if necessary. ❑ Establish a JIC. FA I of the SSD � Provide a PIO for the JIC. EOP ' Formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). IA 5-1 Sunriver Service District EOP Incident Annexes IA 5. Volcano 0 Phase of Volcano Incident Checklist Supplemental Activity 0 ip ❑ Initiate and coordinate local emergency declarations or requests Information for assistance from mutual aid partners, County, State, and/or Federal resources. If applicable, submit request for local disaster/emergency declaration following established County procedures. ❑ Estimate emergency staffing levels and request personnel support. ❑ Develop work assignments for ICS positions (recurring). ICS Form 203 - Organization Assignment List ❑ Develop and initiate shift rotation plans, including briefing of ICS Form 209 - replacements during shift changes. Incident Status Summary ■ Dedicate time during each shift to prepare for shift change briefings. ❑ Confirm or establish communications links among primary and support agencies, the SSD EOC, County EOC, and State ECC; confirm operable phone numbers and backup communication links. ❑ Ensure that all required notifications have been completed. ICS Form 201 - Consider other local, regional, State, and Federal agencies that Incident Briefing may be affected by the incident. Notify them of the status. ❑ Manage and coordinate interagency functions. Providing multi- Established agency coordination is the primary goal. Assimilate into a emergency Unified Command structure if scope of response increases. contact lists maintained at the SSD EOC ❑ Obtain current and forecasted weather to project potential spread of ash, fires, and/or gases (recurring). ❑ Determine need to conduct evacuations and sheltering activities FA 2 Annex of (recurring). Request that the American Red Cross activate and the SSD EOP implement local sheltering plans. and American Red Cross Shelter Plans ❑ Coordinate evacuation of affected areas, if necessary. Assign FA 1 of the SSD appropriate ESF liaisons to the SSD and/or County EOCs, as EOP the situation requires. The following emergency functions may provide lead roles during various phases of evacuation: ■ ESF 1 - Transportation ■ ESF 2 - Emergency Telecommunications and Warning ■ ESF 13 - Public Safety and Security • ESF 15 - Emergency Public Information ❑ Determine the need for additional resources and request as FA 1 of the SSD necessary through the SSD EOC (recurring). EOP IA 5-2 �J • • Sunriver Service District EOP Incident Annexes II_T-7MV7- 1 - Volcano Incident Checklist ❑ Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. ❑ Coordinate resource access, deployment, and storage in the FA I of the SSD operational area. Resources to coordinate include equipment, EOP personnel, facilities, supplies, procedures, and communications. Track resources as they are dispatched and/or used. ❑ Develop plans and procedures for registration of task forces/strike teams as they arrive on scene and receive deployment orders. ❑ Record all EOC activity and completion of individual ICS Resource personnel tasks (recurring). All assignments, person(s) Tracking forms responsible, and significant actions taken should be and EOC forms documented in logbooks. ❑ Record all incoming and outgoing messages (recurring). All Existing EOC messages, and the names of those sending /receiving, them forms/templates should be documented as part of the EOC log. ❑ Produce situation reports (recurring). At regular periodic EOC Planning intervals, the EOC Director and staff will assemble a situation Section job report. action guide ❑ Develop an IAP (recurring). This document is developed by the Planning Section and approved by the IC. The IAP should be discussed at regular periodic intervals and modified as the situation changes. ❑ Implement elements of the IAP (recurring). ❑ Coordinate with private sector partners as needed. ICS Form 202 - Incident ONectives ❑ Ensure that all reports of injuries, deaths, and major equipment damage due to volcano/earthquake response are communicated to the IC and/or Safety Officer. ❑ Activate and implement applicable mitigation plans, FA I of the SSD Z 0 community recovery procedures, and continuity of EOP and >operations/government plans until normal daily operations can agency -specific � W be completely restored. Deactivate/demobilize the SSD EOC. recovery W ❑ Release mutual aid resources as soon as possible. Uin= L3Monitor secondary hazards associated with volcano eruption W p and/or significant activity (e.g. landslides, fires, contamination, W 2 damage to infrastructure, impacts to utility lines/facilities, and W D air quality issues) and maintain on-call personnel to support potential response to these types of hazards. IA 5-3 Sunriver Service District EOP Incident Annexes IA 5. Volcano 0 Volcano Incident Checklist ❑ Conduct post -event debriefing to identify success stories, opportunities for improvement, and development of the After Action Report/Improvement Plan. ❑ Correct response deficiencies reflected in the Improvement Plan. ❑ Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website (www.Ilis.gov: • • IA 5-4 Aux • • IA 6 - Wildland Fire • THIS PAGE LEFT BLANK INTENTIONALLY • • Sunriver Service District EOP Incident Annexes IA 6. Wildland Fire Wildland Fire Incident Checklist milli, ❑ Arrange for personnel to participate in necessary training and W exercises, as determined by SSD Emergency Management and Q Fire Department. _ a ❑ Participate in SSD preparedness activities, seeking H understanding of interactions with participating agencies in a Z major fire scenario. W D ❑ Ensure that emergency contact lists are current and establish a V pre -event duty roster allowing for 24/7 operational support to Z the SSD EOC. LI ❑ Inform SSD Emergency Management of any major developments that could adversely affect response operations �- (e.g, personnel shortages, loss of firefighting equipment, etc.). ❑ Activate the SSD EOC and establish Incident Command or Section 5 of the Unified Command, as appropriate. Staffing levels vary with the SSD EOP, agency complexity and needs of the response. At a minimum, the IC, and company - specificplans all Section Chiefs, the Resource Coordinator and management support positions will be included. ❑ Estimate emergency staffing levels and request personnel support. ❑ Develop work assignments for ICS positions (recurring). ICS Form 203 - Organization Assignment List ❑ Notify supporting fire services agencies. FA 1 of the SSD W EOP U) Q ❑ Identify local, regional, and/or State agencies that may be able 2 to mobilize resources and staff to the SSD EOC for support. d ❑ Determine the scope and extent of the fire (recurring). Verify ICS Form 209- 0 reports and obtain estimates of the area that may be affected. Incident Status Vi Summary Z ❑ Notify command staff, support agencies, adjacent jurisdictions, IL coordinators, and/or liaisons of any situational changes. ❑ Develop and initiate shift rotation plans, including briefing of U) W replacements during shift changes. ❑ Dedicate time during each shift to prepare for shift change ICS Form 201 - briefings. Incident Briefing. ❑ Confirm or establish communications links among SSD EOC, FA I of the SSD County EOC, and other ADCs, as applicable. Confirm operable EOP phone numbers and verify functionality of alternative communication equipment/channels. ❑ Ensure that all required notifications have been completed. FA 1 of the SSD Consider other local, County, regional, State, and Federal EOP; Established agencies that may be affected by the incident. Notify them of emergency contact lists at the the status. SSD EOC IA 6-1 Sunriver Service District EOP Incident Annexes IA 6. Wildland Fire 0 Of Wildland Fire Incident Checklist rm ation FA I of the SSD Activity Items ❑ Fire Chief assumes duties to direct resources for fires within the SSD. In the event of multiple fire agencies responding to the EOP incident, the Fire Defense Board Chief, acting as the Fire Services Coordinator, will be integrated into the Operations Section of the County EOC. ❑ Manage and coordinate interagency functions. Providing multi - agency coordination is the primary goal. Assimilate into a UC structure if scope of response increases. ❑ Implement local plans and procedures for fire operations. Agency -specific SOPS ❑ Obtain current and forecasted weather to project potential spread of the fire (recurring). ❑ Determine the need to conduct evacuations and sheltering FA I of the SSD activities (recurring). EOP ❑ Determine the need for additional resources and request as FA 1 of the SSD necessary through appropriate channels (recurring). EOP ❑ Submit request for a local or countywide disaster/emergency Section 1.4.2 of declaration, as applicable. SSD EOP ❑ Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers with potential needs as well as current needs. ❑ Coordinate resource access, deployment, and storage in the ICS Resource operational area. Resources to coordinate include equipment, personnel, facilities, supplies, procedures, and communications. Track resources as they are dispatched and/or used. Tracking Forms; FA I of the SSD EOP ❑ Develop plans and procedures for registration of task fire forces/strike teams as they arrive on scene and receive deployment orders. ❑ Establish a JIC. FA I of the SSD EOP ❑ Formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). ❑ Public information focusing on fire prevention, control, and FA I of the SSD suppression will be reviewed by the Fire Chief (or designee). EOP Information will be approved for release by the IC and Lead PIO prior to dissemination to the public. ❑ Record all EOC and individual personnel activities (recurring). EOC Planning All assignments, person(s) responsible, and actions taken should be documented in logbooks. Section job action guide ❑ Record all incoming and outgoing messages (recurring). All messages, and the names of those sending and receiving them, should be documented as part of the EOC log. IA 6-2 • • 11 • • nriver Service District EOP Incident Annexes IA 6. Wildland Fire IA 6-3 Wildland Fire Incident Checklist 8MIMI ❑ Produce situation reports (recurring). At regular periodic 17 intervals, the EOC Director and staff will assemble a Situation Report. ❑ Develop an IAP (recurring). This document is developed by the ICS Form 202 - Planning Section and approved by the IC. The IAP should be Incident discussed at regular periodic intervals and modified as the Objectives situation changes. ❑ Implement objectives and tasks outlined in the IAP (recurring). ❑ Coordinate with the private sector partners as needed. ❑ Ensure that all reports of injuries, deaths, and major equipment damage due to fire response are communicated to the IC and/or Safety Officer. ❑ Ensure an orderly demobilization of emergency operations in accordance with current demobilization plans. ❑ Release mutual aid resources as soon as possible. Z ❑ Activate and implement applicable mitigation plans, community FA I of the SSD O recovery procedures, and continuity of operations/government EOP; > Q plans until normal daily operations can be completely restored. Agency recovery plans W N_ ❑ Conduct post -event debriefing to identify success stories, J M opportunities for improvement, and development of the After W9 Action Report/Improvement Plan. a, 0 ❑ Deactivate/demobilize the SSD EOC. FA I of the SSD W EOP p ❑ Implement revisions to the SSD EOP and supporting documents based on lessons learned and best practices adopted during response. ❑ Correct response deficiencies reflected in the Improvement Plan. ❑ Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website www.Ilis. ov IA 6-3 • THIS PAGE LEFT BLANK INTENTIONALLY 0 • • • IA 7 - Hazardous Materials Incident • THIS PAGE LEFT BLANK INTENTIONALLY 0 • • Sunriver Service District EOP Incident Annexes IA 7. Hazardous Materials Incident Hazardous Materials Incident Checklist • • s ME ❑ Have personnel participate in necessary training and exercises, W U) as determined by SSD Emergency Management, the Fire = Protection District, and the County ESF-10 Lead. a ❑ Participate in SSD and County preparedness activities, seeking understanding of interactions with participating agencies in Z HazMat scenarios. W D ❑ Ensure that emergency contacts lists are updated and establish a V pre -event duty roster allowing for 24/7 operational support for Z the SSD EOC. LLJ ❑ Inform SSD Emergency Management of any major developments that could adversely affect response operations d (e.g., personnel shortages, loss of equipment, etc.). ❑ In most incidents, the local fire district will initially respond, FA 1 of the assume initial IC responsibilities, and request SSD EOP activation/deployment of the HazMat Team. ❑ Determine the type, scope, and extent of the HazMat incident ICS Form 209: (recurring). Verify reports and obtain estimates of the area that Incident Status may be affected. Summary • Notify 9 -1 -1 -dispatch, support agencies, adjacent jurisdictions, ESF coordinators, and liaisons of the situation. W ' Assess the type, severity, and size of the incident. If Qpossible, characterize the hazardous material(s) of concern = and determine appropriate personal protection equipment d requirements. W■ Ensure that a health and safety plan is developed by the Z designated Safety Officer, including monitoring first O responders in accordance with all applicable guidance. IL � ❑ Provide support for implementation of applicable Geographic pp p pp Northwest W Response Plans established by the Oregon Department of Area Environmental Quality to guide activities throughout the Contingency Plan (NWACP) duration of the incident.. ❑ Ensure that proper containment methods have been implemented by the first responders until HazMat response teams arrive. ❑ Establish access control to the incident site through local law enforcement agencies. ❑ If the situation warrants, request activation of the SSD or FA 1 of the County EOCs via the IC through the SSD Emergency Manager. 1 SSD EOP IA 7-1 unriver EOP Incident Annexes IA 7. Hazardous Materials Incident of Hazardous Materials Incident Checklist Supplemental#hase Aktion Items ❑ Activate the SSD EOC, coordinate response activities among FA 1 of the AOCs and ICPs, and establish IC or UC as appropriate. Staffing SSD EOP levels vary with the complexity and needs of the response. At a minimum, the IC, all Section Chiefs, the Resource Coordinator, and management support positions may be necessary. ❑ If applicable, establish immediate gross decontamination capability for victims. ❑ Estimate emergency staffing levels and request personnel support. ❑ Develop work assignments for ICS positions (recurring). ❑ Notify HazMat supporting agencies. FA 1 of the SSD EOP ■ Identify local, regional, and/or State agencies that may be able to mobilize resources to the SSD EOC for support. ❑ Contact the Oregon Emergency Response System at 1-800-452- OERS is 0311 for technical assistance and support in requesting the available 24 regional HazMat Team. Note: The primary regional HazMat hours a day. response team is located in Salem. ❑ Assign liaisons to the SSD EOC representing government agencies, private entities (e.g, railroad companies, chemical manufacturers, etc.), and other stakeholders. ❑ Develop and initiate shift rotation plans, including briefing of replacements during shift changes. ' Dedicate time during each shift to prepare for shift change ICS Form 201: briefings. Incident Briefing. ❑ Confirm or establish communications links among primary and FA 1 of the support agencies, the SSD EOC, County EOC, and the State SSD EOP ECC. Confirm operable phone numbers and backup communication links. ❑ Ensure that all required notifications have been completed. FA 1 of the Consider other local, State, and Federal agencies that may be SSD EOP, affected by the incident. Notify them of the status. Established emergency contact lists maintained at the SSD EOC • For incidents occurring on State highways, ensure that the Oregon Department of Transportation has been notified. • Contact appropriate key stakeholders and partners if the incident poses an actual or potential threat to State parks, recreational areas, historical sites, environmentally sensitive areas, tourist routes, or other designated areas. IA 7-2 • • • 0 • 0 upriver EOP Incident Annexes IA 7. Hazardous Materials Incident IA 7-3 Hazardous Materials Incident Checklist ■ If agricultural areas and livestock are potentially exposed or ESF 11 Annex impacted, notify local extension services (OSU), ODA, and of the County EOP the State Veterinarian. ❑ A lead PIO will be designated by the SSD Manager. The PIO FA 1 of the will issue information individually or through the JIC, if SSD EOP established, in coordination with appropriate local, regional, and State agencies. ❑ Manage and coordinate interagency functions. Providing multi - agency coordination is the primary goal. Assimilate into a UC structure as dictated by incident. ❑ Implement local plans and procedures for HazMat operations. FA 1 of the Implement agency -specific protocols and SOPs. Ensure that SSD EOP copies of all documents are available to response personnel. • For responses requiring assistance from the Oregon DEQ Regional Response Team, refer to the Geographic Response Plan applicable to the incident site and support procedures according to the Northwest Area Contingency Plan. ❑ Obtain current and forecasted weather to project potential spread FA 1 of the of the plume (recurring). SSD EOP ❑ Based upon the incident's size, type of chemical/substance, and weather projections, establish a safe zone and determine a location for an on-site staging and decontamination. Re- evaluate as the situation changes. ❑ Determine the need for implementing evacuation and sheltering FA 1 of the activities(recurring). SSD EOP ❑ Establish a victim decontamination and treatment area(s). ❑ Determine the need for additional resources and request as FA 1 of the necessary through appropriate channels (recurring). SSD EOP ❑ Submit a request for emergency/disaster declaration, as Section 1.4.2 applicable. of the SSD EOP ❑ Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. ❑ Coordinate resource access, deployment, and storage in the ICS Resource operational area. Resources to coordinate include equipment, Tracking personnel, facilities, supplies, procedures, and communications. Forms FA 1 of the Track resources as they are dispatched and/or used. SSD EOP ❑ Develop plans and procedures for registering regional HazMat teams as they arrive on the scene and receive deployment orders. IA 7-3 Sunriver EOP Incident Annexes IA 7. Hazardous Materials Incident Hazardous Materials Incident Checklist Phase of NN I N i1pplemental Activity 6, n Items rmation FA 1 of the ❑ Establish the JIC, as needed. SSD EOP ❑ Formulate emergency public information messages and media FA 1 of the responses using "one message, many voices" concepts SSD EOP (recurring). • Public information will be reviewed and approved for release by the IC and the lead PIO before dissemination to the public and/or media partners. ❑ Record all EOC and individual personnel activities (recurring). EOC Planning All assignments, person(s) responsible, and significant actions Section job taken should be documented in logbooks. action guide ❑ Record all incoming and outgoing messages (recurring). All messages and names of those sending and receiving them should be documented as part of the EOC log. ❑ Develop and deliver situation reports (recurring). At regular intervals the IC/EOC Director and staff will assemble a Situation Report. ❑ Develop an IAP (recurring). This document is developed by the ICS Form 202: Planning Section and approved by the IC. The IAP should be Incident discussed at regular intervals and modified as the situation Objectives changes. ❑ Implement objectives and tasks outlined in the IAP (recurring). ❑ Coordinate with private sector partners, as needed. ❑ Ensure that all reports of injuries, deaths, and major equipment damage due to HazMat incidents are communicated to the IC and/or Safety Officer. ❑ As applicable, clean-up activities will most likely be conducted by private contractors and coordinated among the SSD EOC, the responsible party (if known), and the Oregon DEQ. ❑ Ensure an orderly demobilization of emergency operations in FA 1 of the accordance with current demobilization plans. SSD EOP Z O ❑ Consider long-term environmental decontamination and remediation needs and coordinate tasks with the appropriate >_ N State agencies and/or private sector partners. W N ❑ Release mutual aid resources as soon as possible. >O m = ❑ Conduct a post -event debriefing to identify success stories, V O a opportunities for improvement, and development of the After LU 2 Action Report/Improvement Plan. W G ❑ Deactivate/demobilize the SSD EOC. ❑ Correct response deficiencies reflected in the Improvement Plan. ❑ Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website www.Ilis. ov IA 7-4 • • • • IA 8 - Transportation Accidents Sunriver Service [district EOP Incident Annexes IA 8. Transportation Accidents 0 THIS PAGE LEFT BLANK INTENTIONALLY 0 • unriver Service District EOP Incident Annexes 0 IA 8. Transportation Accidents Two major types of transportation accidents are considered in this incident annex: air and rail. Motor vehicle accidents that occur on roadways within the SSD would not normally constitute a major emergency under the Emergency Operations Plan (EOP), unless hazardous materials or mass casualties/fatalities complicate the incident. Those contingencies are covered in other annexes. • • The Fire Department and Police Department will assume initial command if the transportation accident involves a fire and/or casualties and to secure the incident site. The Federal Aviation Administration (FAA) has the authority and responsibility to investigate all accidents involving aircraft. The National Transportation Safety Board (NTSB) has the authority and responsibility to investigate accidents involving all aircraft and selected rail accidents. It is NTSB policy to be on the scene of a major accident as soon as possible. In minor aircraft accidents, the FAA may respond to the scene instead of the NTSB. The Department of Defense has the authority to investigate any accident involving military aircraft. IA 8-1 Trans ortation Accidents ❑ $ Arrange for personnel to participate in necessary training 8 t and exercises, as determined b SSD Emer enc Mana er. ❑ Participate in SSD preparedness activities, seeking understanding of interactions with participating agencies in a major transportation incident scenario. ❑ Ensure that emergency contact lists are current and establish Maintained by SSD Na pre -event duty roster allowing for 24/7 operational support Emergency Q to the SSD EOC. Mana ement. IL ❑ Inform SSD Emergency Manager of any major Z developments that could adversely affect response Coperations (e.g., personnel shortages, loss of equipment, V etc.). Z ❑ Arrange for personnel to participate in necessary training LUand exercises, as determined by the SSD Emergency CL Manager and Fire Department. ❑ Assess the SSD's transportation infrastructure (e.g. roads, bridges, and traffic control devices) and implement an emergency transportation route plan. ❑ Develop alternate routes based on assessment of hazard threats to transportation infrastructure and based on input from the County EOC, ODOT, and other road owners. ❑ Notification of the occurrence of a transportation incident W N will come through Deschutes County 911 or observance by = field personnel. IL ❑ Conduct a scene assessment to determine appropriate level ICS Form 209: Incident Nof emergency medical, transportation, and HazMat response. Status Summary Z Based on the location of the accident, mass casualty and/or 0 CL evacuation procedures may be required. ❑ Determine the type, scope, and extent of the HazMat IA 4. Hazardous LU incident (recurring). Verify reports and obtain estimates of Material Incident the area that may be affected. Annex IA 8-1 Sunriver Service District EOP Incident Annexes IA 8. Transportation Accidents IA 8-2 • • • Transportation Accidents - SofPhase .. Activity ME Action Itemi,�,111 ❑ Develop alternate routes based on assessment of damages to Information SSD transportation infrastructure and based on input from the SSD EOC, ODOT, and other road owners. Estimate emergency staffing levels and request personnel support. ❑ SSD personnel should not attempt to remove accident - related debris from the accident area except as necessary to facilitate fire suppression, rescue, and emergency medical care. ❑ The Police Department has the authority to secure the crash site to maintain the integrity of the accident site (after fire suppression and victim rescue operations are complete). ❑ Contact the NTSB prior to removing deceased victims or moving aircraft wreckage. Call: NTSB Safety Office 425-227-2000 24 hrs ❑ For railroad accidents, the IC should contact the railroad company's emergency response center, as well as the NTSB prior to removing any victims or wreckage. ❑ Coordinate the collection, storage, and disposition of all human remains and their personal effects from the crash site. ❑ Activate the SSD EOC and establish Incident Command or Unified Command, as appropriate. Staffing levels vary with the complexity and needs of the response. At a minimum, the IC, all Section Chiefs, the Resource Coordinator, and management support positions should be included. ❑ If appropriate, the IC (or designee) will activate the EAS by contacting the National Weather Service (453-4561/2081) to initiate a public broadcast message. Radio and television stations will copy the message and interrupt regular programming for the emergency broadcast. ❑ Develop work assignments for ICS positions (recurring). ICS Form 203: Organization Assignment List ❑ Identify local, regional, and/or State agencies that may be able to mobilize resources and staff to the SSD EOC for support. ❑ Notify supporting emergency response agencies, ODOT, NTSB, and FAA if the accident involves an aircraft. ❑ Notify command staff, support agencies, adjacent jurisdictions, coordinators, and/or liaisons of any situational changes. IA 8-2 • • • • • Sunriver Service district EOP Incident Annexes IA 8. Transportation Accidents IA 8-3 Trans ortation Accidents ❑ Confirm or establish communications links among the SSD EOC, the County EOC, and other AOCs, as applicable. Confirm operable phone numbers and verify functionality of alternative communication equipment/channels. ❑ Ensure that all required notifications have been completed. Maintained by SSD Consider other local, County, regional, State, and Federal Emergency agencies that may be affected by the incident. Notify them Management. of the status. ' For incidents occurring on State highways, ensure that the ODOT has been notified. • Contact appropriate key stakeholders and partners if the incident poses an actual or potential threat to State parks, recreational areas, historical sites, environmentally sensitive areas, tourist routes, or other designated areas. • If agricultural areas and livestock are potentially ESF 11 Annex of the exposed or impacted, notify local extension services County EOP OSU , ODA, and the State Veterinarian. ❑ Appoint a PIO to formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). ❑ Public information focusing on transit access points, control, and traffic control will be reviewed by the Chief of Police (or designee). Information will be approved for release by the IC and Lead PIO prior to dissemination to the public. ❑ If necessary, establish a JIC staffed by PIOs from various FA I of the SSD EOP agencies. ❑ Allow the airline or agency affected by the accident to confirm casualties and to notify the next of kin via prescribed methodology. ❑ Advise the County EOC and ODOT of road restrictions and resource/support needs. ❑ Coordinate provision of up-to-date information to friends and family of victims. Consideration should be giving to keeping all such people in a central location, protected from the press, and where information can be provided as it becomes available. ❑ Support the removal of debris in coordination with, or under the direction of, investigative agencies such as the TSA, NTSB, and FBI. ❑ Submit a request for emergency/disaster declaration, as Chapter I of the SSD applicable. EOP ❑ If necessary, determine the need to conduct evacuations and sheltering activities. IA 8-3 Sunriver Service District EOP Incident Annexes IA 8. Transportation Accidents Transportation Accidents Phase of e• Activity A•XINO Ms• • ❑ Coordinate with the American Red Cross to provide Shelter and Family Referral Services through the EOC. ❑ Determine the need for additional resources and request as necessary through appropriate channels. ❑ Develop an IAP (recurring). This document is developed by ICS Form 202: the Planning Section and approved by the IC. The IAP Incident Objectives should be discussed at regular intervals and modified as the situation changes. ❑ Implement objectives and tasks outlined in the IAP (recurring). ❑ Record all EOC and individual personnel activities EOC Planning Section (recurring). All assignments, person(s) responsible, and job action guide actions taken should be documented in logbooks. ❑ Record all incoming and outgoing messages (recurring). All messages, and the names of those sending and receiving them, should be documented as part of the EOC log. ❑ Produce situation reports (recurring). At regular periodic ICS Form 209: Incident intervals, the EOC Director and staff will assemble a Status Summary Situation Report. ❑ Ensure that all reports of injuries, deaths, and major equipment damage due to fire response are communicated to the IC and/or Safety Officer. ❑ Coordinate with the American Red Cross to assist families affected by the transportation incident ❑ Ensure an orderly demobilization of emergency operations ICS Form 221 - W v� in accordance with current demobilization plans. Demobilization Plan Q ❑ Release mutual aid resources as soon as possible. CL ❑ If necessary, provide critical incident stress management to 0 first responders. > ❑ Conduct post -event debriefing to identify success stories, V N opportunities for improvement, and development of the W J After Action Report/Improvement Plan. m ❑ Deactivate/demobilize the SSD EOC. 2 ❑ Implement revisions to the SSD EOP and supporting W D documents based on lessons learned and best practices adopted during response. ❑ Correct response deficiencies reflected in the Improvement Plan. ❑ Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website www.11is. ov IA 8-4 • • r� • IA 9 - Utility Failure • THIS PAGE LEFT BLANK INTENTIONALLY 0 • • • • nriver Service District FOP Incident Annexes IA 9. Utility Failure Notation: Most major power failures are the result of other incidents such as winter storms, tornados, etc. You should refer to the specific cause event checklist IA 9-1 Utilit Failure Incident Checklist d R � ❑ Coordinate with local electric utilities for information f O affecting local jurisdictions, obtain historical information on average outages and extended outages. Gather emergency contact information from each utility that provides service. ❑ Coordinate with schools, daycare centers, nursing homes, rest homes, hospitals, etc. in proper precautions and emergency actions prior to a major power failure. Encourage the purchase and installation of emergency enerators. W ❑ Coordinate with local planning boards and inspections 2 departments regarding building codes and code enforcement to minimize damages that might occur CL from a prolonged power failure. Z❑ Conduct hazard analysis of vital facilities and the W impact of a major power failure on one or more of those facilities. Encourage such facilities to V Z incorporate stand by generators in their respective emergency lan. W W ❑ Coordinate with local broadcast media to ensure d timely and accurate Emergency Alert System activation. ❑ Procure or produce information pamphlets for distribution to the public with assistance from utilities. "What to do When the Lights Go Out". ❑ Ensure the public is informed to contact their electric utility to report outages. ❑ Determine the availability of shelters and obtain shelter agreements if the Red Cross has not. ❑ Coordinate with Red Cross, public agencies and/or the Salvation Army for shelter operations, as appropriate. ❑ Establish incident command. W ❑ Identify immediate action or response requirements. ZW < ❑ Immediately carry out those action requirements p necessary to preserve life and or property, including CL = the deployment of required resources. W d ❑ Activate the EOC as appropriate. ❑ Organize or establish the EOC, based on operational procedure IA 9-1 Sunriver Service District EOP Incident Annexes IA 9. Utility Failure 0 IA 9-2 • • Utility Failure Incident Checklist Phase Of Activity Ad .. Information ❑ Issue alert and warning based on procedure, as warranted ❑ Establish communications with responding agencies. ❑ Through communications with responding agencies determine as quickly aspossible: - General boundary of the effected area - The general extent of power or other utility disruption - Immediate needs of response forces or utilities - Estimated time of repair or duration of outage - Estimated population affected ❑ Evaluate overall county situation. ❑ Communicate with National Weather Service for forecast information for estimated duration of outage / failure.(Freezing temperatures, etc. ❑ Establish communications with the state. ❑ Establish communications with and request a liaison from electric and gas utilities as appropriate. ❑ Establish ongoing reporting from the response forces and utilities. ❑ Coordinate with Red Cross (or designated lead agency) the opening of appropriate number of shelters in the appropriate areas, based on shelter procedure. ❑ On order, evacuate effected areas using available response forces. ❑ Conduct first staff briefing as soon as practical after EOC activation. ❑ Activate or establish rumor control through the public information officer PIO . ❑ Establish a schedule for briefings. ❑ Brief SSD/county/agency/utility executives. ❑ Provide PIO with updated information. ❑ Provide response forces with updated information, as appropriate. ❑ Cause public information to be released, via the public information officer PIO as soon as practical. ❑ If appropriate, establish a Joint Information Center (JIC) with the utility. ❑ Issue action guidance as appropriate. ❑ Establish 24/7 duty roster for the EOC and or command post. ❑ Develop and post any required maps or diagrams. IA 9-2 • • �J unriver Service District EOP Incident Annexes IA 9. Utility Failure Utilit Failure Incident Checklist , , ❑ Activate an events log. ❑ Review and follow resource procurement procedure. ❑ Inventory additional resources that may be used or called upon for use. ❑ Activate formal resource request procedure and resource tracking. ❑ Coordinate all resource requests being forwarded to the state. ❑ Activate financial tracking plan coordinated by the Finance Officer. ❑ Activate damage assessment and follow damage assessment procedure. ❑ Develop a 12 hour incident action plan outlining actions that must be accomplished in the next 12 hours. ❑ Conduct a "second shift" or relieving shift briefing. ❑ Discuss with and present to your relief, the incident action plan for the next 12 hours. ❑ Gather damage assessment information (public, housing, business) from damage assessment teams. ❑ Gather information from utilities regarding potential for additional immediate or prolonged outages. ❑ Obtain information from Red Cross regarding number of shelterees and support necessary for continued W operation. Obtain from Red Cross an estimated duration period Q❑ = for continued shelter operations, if any. j d ZO ❑ Assess citizen / community needs for individual assistance and or public assistance. ❑ Activate local unmet needs committee if appropriate. O N L3Gather financial information from the Finance Officer. WJ ❑ As appropriate gather additional information to m include: - Personnel that responded and the time involved in O 2 the response. W D -Time sheets or time logs. - Supplies used. - Contracts issued. - Purchase orders issued. - Any other expenditures. - Damages to public buildings, equipment, utilities, etc. IA 9-3 Sunriver Service District EOP Incident Annexes IA 9. Utility Failure Utilft Failure Incident Checklist Phase• •• • ,Activity a Informa• - Loss of life of any public servant. - Documents regarding economic impact. ❑ Develop or generate reports for the following, as appropriate: - FEMA - State - Local elected officials - County/SSD /Town Managers - Others requiring or requesting reports ❑ Coordinate recovery organizations including federal and state agencies and private or volunteer relief organizations. ❑ Establish donations management based on policy and procedure. ❑ Local power outages are unlikely to lead to a Presidential declaration of disaster, however, if a Presidential declaration of disaster is made, file "Request for Public Assistance" to apply for assistance as soon as possible with the proper state or federal agency. ❑ Ensure public officials are made aware of the assistance application process, if applicable. ❑ Ensure the general public is made aware, through the public information officer, of the assistance application process, if applicable. ❑ Perform an incident critique as soon as possible with all possible response organizations. ❑ Review agency and self performance. ❑ Review the weaknesses of the plan. ❑ Correct weaknesses. ❑ Implement hazard mitigation or modify hazard mitigation plan accordingly. ❑ Brief elected officials with updated information and disaster recovery progress. IA 9-4 • • IA 10 - Health/Medical Incident THIS PAGE LEFT BLANK INTENTIONALLY 9 0 • • t Sunriver Service District EOP Incident Annexes IA 10. Public Health -Related Health/Medical Incident Checklist IA 10-1 E;iiiiii;; IN milEM A ❑ Have personnel participate in training and exercises, as determined by SSD and County Emergency Management and/or the Public Health Department. ❑ Participate in preparedness activities, seeking understanding of interactions with participating agencies in a public health emergency scenario. ❑ Ensure that emergency contact lists are updated and establish a pre -event duty roster allowing for 24/7 operational support. ❑ Engage the other county public health departments, W Oregon Department of Human Services, Centers for N Q Disease Control and Prevention, and FEMA in public = health planning and preparedness activities to ensure a' that lines of communication and roles/responsibilities ~ Z are clear across the participating entities. W ❑ Inform Emergency Management of any major developments that could adversely affect response V operations (e.g., personnel shortages, loss of Tequipment, etc.). W W ❑ Monitor and report the presence of contagious d infections within the SSD. ❑ Evaluate the ability of existing health care facilities to handle public health emergencies. ❑ Maintain medical supplies and equipment. Hospital Standard Operating Procedures ❑ Coordinate with the Sanitarian to ensure drinking Water District water quality. Standard Operating Procedures ❑ Coordinate with the Sanitarian to provide safe Water District wastewater and sewage disposal. Standard Operating Procedures ❑ The County Public Health Department will initially respond, assume initial IC responsibilities, and W determine the level of EOC activation necessary to ZW y manage the public health threat. O ❑ Determine the type, scope, and extent of the public ICS Form 209: a = health incident (recurring). Verify reports and obtain Incident Status W (- W estimates of the area that may be affected. Summary Notify 9-1-1 dispatch, support agencies, adjacent jurisdictions, ESF coordinators, and liaisons of the situation. IA 10-1 Sunriver Service District EOP Incident Annexes IA 10. Public Health -Related Health/Medical Incident Checklist Phase•Acti Activity m ,.lemental Information `Ilm ■ Assess the type, severity, and size of incident. If possible, characterize the public health threat and determine appropriate personal protection equipment re uirements. ■ Ensure that a health and safety plan is developed by the designated Safety Officer, including health monitoring of first responders in accordance with all applicable guidance. ❑ Ensure that area hospitals have been notified. ❑ Once the public health threat has been characterized, determine the appropriate methods needed to minimize the spread of disease through collaboration with other county public health departments and the Oregon State Public Health Department. ■ If the pathogen or agent requires laboratory analysis, County Public Health may request analytical assistance from the Oregon State Public Health Laboratory. ■ If animal health and vector control is required, these services are to be requested through Emergency Management or from Extension Services. ■ Coordinate sanitation activities and potable water supply rovisions. ■ Determine the need for emergency disease control stations and, if deemed necessary, implement such stations. ❑ If quarantine is in place, establish access control to the area through local law enforcement agencies. ❑ Collect and report vital statistics. ❑ Plan for transportation of mass casualties to suitable care facilities and mass fatalities to suitable emergency morgue facilities. ■ Implement the collection, identification, storage, and disposition of deceased victims in a mass fatality situation. ❑ If necessary, conduct a damage assessment for public health facilities ands stems. ❑ Hospital conducts an inventory of its Health Resources and Services Administration cache. If more health resources are needed, requests for these supplies should be made through the County EOC. IA 10-2 • 0 • Sunriver Service District EOP Incident Annexes IA 10. Public Health -Related Health/Medical Incident Checklist A � e® ❑ Activate the County EOC, coordinate response activities among ADCs and ICP, and establish Incident Command or Unified Command, as appropriate. Staffing levels vary with the complexity and needs of the response. At a minimum, the IC, all Section Chiefs, the Resource Coordinator, and management support positions may be necessary. ❑ Estimate emergency staffing levels and request personnel support. ❑ Develop work assignments for ICS positions (recurring). ❑ Notify all other supporting agencies of the response, requesting additional support as necessary. • Identify local, regional, State, and Federal agencies that may be able to mobilize resources to the County EOC for support. ❑ Assign a liaison to other County EOCs to facilitate resource requests. ❑ Develop and initiate shift rotation plans, including briefing of replacements during shift changes. ■ Dedicate time during each shift to prepare for shift ICS Form 201: Incident change briefings. Briefing ❑ Confirm or establish communications links among primary and support agencies, other EOCs, and the State ECC. Confirm operable phone numbers and backup communication links. ❑ The County Emergency Management Director, in collaboration with the County Public Health Department, designates a County PIO representative. The PIO will issue public health information individually or through the JIC, if established, in coordination with appropriate local, regional, and State agencies. ❑ Manage and coordinate interagency functions. Providing multi -agency coordination is the primary goal. Assimilate into a Unified Command structure, as dictated by the incident. ❑ Implement local plans and procedures for public health emergencies. Ensure that copies of all documents are available to response personnel. Implement agency -specific rotocols and SOPs. IA 10-3 Sunriver Service District EOP Incident Annexes IA 10. Public Health -Related 0 Health/Medical Incident Checklist Of S,.. �ttjvity Acti items 071, &0, 'on ❑ Determine the need for implementing evacuation and sheltering activities (recurring). Evacuation assistance should be coordinated among ESF-1 (Transportation), ESF-5 (Emergency Management), ESF-6 (Mass Care, Housing, and Human Services), and ESF-15 (Public Information and External Affairs ❑ Establish treatment area(s). ❑ Determine the need for additional resources, and request as necessary through appropriate channels (recurring). ❑ Submit a request for emergency/disaster declaration, as applicable. ❑ Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. ❑ Coordinate resource access, deployment, and storage ICS Resource Tracking in the operational area. Resources to coordinate Forms include equipment, personnel, facilities, supplies, procedures, and communications. Track resources as they are dispatched and/or used. ❑ Establish a JIC, as needed. ❑ Formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). ■ Public information will be reviewed and approved for release by the IC and the PIO prior to dissemination to the public and/or media partners. ■ Develop and disseminate public information programs regarding ersonal health and hygiene. ❑ Record all EOC activity and completion of individual personnel tasks (recurring). All assignments, person(s) responsible, and significant actions taken should be documented in logbooks. ❑ Record all incoming and outgoing messages (recurring). All messages, and the names of those sending and receiving them, should be documented as art of the EOC log. IA 10-4 • • • • • Sunriver Service District EOP Incident Annexes IA 10. Public Health -Related Health/Medical Incident Checklist IA 10-5 ❑ Develop and deliver situation reports (recurring)7At regular intervals, the EOC Manager and staff wil assemble a situation report. ❑ Develop an IAP (recurring). This document is ICS Form 202: developed by the Planning Section and approved by Incident Objectives the IC. The IAP should be discussed at regular intervals and modified as the situation changes. ❑ Implement objectives and tasks outlined in the IAP (recurring). ❑ Coordinate with private sector partners as needed. ❑ Ensure that all reports of injuries and deaths due to a public health emergency are communicated to the County EOC for transmittal to the [County] Health Department as soon as it is available. ❑ For handling of fatalities, coordination between the County Health Department and County EOC is needed for medical examiner services. ❑ Ensure an orderly demobilization of emergency W operations in accordance with current demobilization Qand community recovery plans. _ a ❑ Release mutual aid resources as soon as possible. Z ❑ Conduct a post -event debriefing to identify success p stories, opportunities for improvement, and � H development of the After Action Report/Improvement O Plan. W J ❑ Deactivate/demobilize the County EOC. ❑ Correct response deficiencies reflected in the m Q Improvement Plan. ❑ Submit valuable success stories and/or lessons learned W G to the Lessons Learned Information Sharing website (www.11is. ov IA 10-5 Sunriver Service District EOP Incident Annexes IA 10. Public Health -Related THIS PAGE LEFT BLANK INTENTIONALLY IA 10-6 • • IA 11 - Terrorism • THIS PAGE LEFT BLANK INTENTIONALLY 0 • • • • Sunriver Service District EOP Incident Annexes IA 11. Terrorism Background Information This annex can be applied to incidents involving Weapons of Mass Destruction (WMD) and Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) materials. Law enforcement agencies will normally take the lead role in crisis management. The SSD Police department has the lead role in terrorism crisis management within the SSD and the County Sheriff's Office elsewhere in the county. The lead agencies for the State and Federal government are Oregon State Police and the Federal Bureau of Investigations. The laws of the United States assign primary authority to State and local governments to respond to the consequences of terrorism; the Federal government provides assistance as required. The SSD and County EOCs typically will be activated and have the lead role in terrorism consequence management for most types of terrorist incidents, but the County Health Department will be assigned the lead local role in terrorism consequence management for incidents involving biological agents. The Oregon Office of Emergency Management and Federal Emergency Management Agency are the State and Federal consequence management leads. Definitions for crisis management and consequence management can be found in Appendix G of this EOP. IA 11-1 Terrorism Incident Checklist a r t a ❑ Continue to maintain and revise, as needed, the appropriate a • emergency response plans relating to Terrorism response, including the SSD EOP and annexes. L3 Have personnel participate in necessary training and exercises, as determined b SSD Emergency Management. ❑ Participate in SSD, County, regional, State, and Federal W terrorism preparedness activities, seeking understanding of Q interactions with participating agencies in a terrorism scenario. CL E3Ensure that emergency contact lists are updated and establish a Existing pre -event duty roster allowing for 24/7 operational support for emergency Zthe SSD EOC. Include appropriate regional, State, and Federal contact lists W C emergency contacts for terrorism response. V L3 Ensure that terrorism response equipment and personnel Z inventories for the SSD and for the regional teams are updated. T W This includes response to chemical, biological, radiological, nuclear, and explosive agents. Test and maintain response and IL communications equipment. ment. Kee a stock of necessary supplies. ❑ Inform SSD Emergency Management of any major developments that could adversely affect response operations (e.g., personnel shortages, loss of firefighting equipment, etc. . ❑ Provide public safety information and educational programs for terrorism emergency preparedness and response. IA 11-1 IA 11-1 Sunriver Service District EOP Incident Annexes IA 11. Terrorism Phase of Terrorism Incident Checklist .. It p ems ❑ Activate Incident/Unified Command upon recommendation from the SSD Police Department. Unified Command may consist of County, regional, State, and Federal crisis management and consequence management agencies. ❑ Mobilize appropriate emergency personnel and first responders. When necessary, send fire, HazMat, law enforcement, public health, and others to the site. Determine responder activities and establish non -contaminated areas prior to mobilizing resources. ❑ Evaluate the safety of emergency personnel. Initiate development of site- and agent -specific health and safety plan. ❑ Assess the situation/confirm the WMD/CBRNE incident. ICS Form 209: Gather all available data regarding the status of the incident. Incident status Record the information using established forms, log sheets, and Summary W templates. Use of standard ICS forms may be necessary. ❑ Activate public notification procedures. Contact agency and _ IL .-. partner emergency personnel to ensure that they are aware of the incident status and are available and staffed to respond. VZ ❑ Control the scene. Alert the public and consider shelter -in-place Z p needs, relocation of people/animals, and special needs. This task should be coordinated with law enforcement. J m ❑ Conduct hazard assessment. In the case of a possible intentional LLJ`'' release, begin addressing information needs for criminal > investigation. For example, what is the ultimate purpose of the biological release? What is the target? Do further hazards and U) secondary threats exist? What is the source of release? ❑ Draft an IAP. Outline response goals and timelines and prepare for longer term 1-7 da logistics, staffing, and operations. ❑ Maintain communication between field response crews, local/County EOCs, Regional EOC, and State ECC, as applicable. Communication should be ongoing throughout the duration of the response and include incident status reports, resource requests, and projected staffing and equipment needs. ❑ Gather additional information. Include photographs and video recording. ❑ Determine whether the threat level for the affected area should be elevated and inform appropriate a encies. ❑ Determine if any advisories should be issued to the public. IA 11-2 • • r� • • Sunriver Service District EOP Incident Annexes IA 11. Terrorism IA I1-3 Terrorism Incident Checklist L3 If an explosive device is found, clear the immediate area and W notify appropriate first responders. Be cognizant of any secondary devices that may be on site. ■ Be cognizant of any secondary devices that may be on site. ■ Be cognizant that CBRNE agents may be present. ❑ Investigate the crime scene and collect vital evidence. ❑ Activate the SSD EOP. ❑ Activate the appropriate EOCs and establish Incident Command. For larger events that cross multiple jurisdictions, establish a Unified Command. During terrorism incidents, local and/or County EOCs may be staffed. Staffing levels vary with the complexity and needs of the response. At a minimum, the IC, all Section Chiefs, the Resource Coordinator, and management support positions will most likely be needed. W ❑ Estimate emergency staffing levels and request personnel Qsupport. Form 203: _ ❑ Develop work assignments for ICS positions (recurring). ICS CL Organization Assijznment List W U) ■ Establish an ICP near the incident location. The ICP should Z be located uphill and upwind of the incident location. Off. ❑ Notify supporting agencies (dependent on the type of incident) FA 1 of the SSD W and the SSD Council. EOP ' Identify local, County, regional, and/or State agencies that may be able to mobilize resources to the EOC for support. ❑ Determine the type, scope, and extent of the Terrorism incident ICS Form 209: (recurring). Verify reports and obtain estimates of the area that Incident Status may be affected. Also verify the status of critical infrastructure. Summary ■ Notify the regional HazMat team, public health agencies, support agencies, dispatch centers/public safety answering points, adjacent jurisdictions, Federal agencies (including FBI), and ESF leads/coordinators of any situational changes. ■ Verify that the hazard perimeter and hazard zone security have been established. ■ Ensure that a health and safety plan is developed by the designated Safety Officer, including health monitoring of first responders in accordance with all applicable guidance. IA I1-3 Sunriver Service District EOP Incident Annexes IA 11. Terrorism Phase Of Terrorism Incident Checklist Items Supplemental Activity ■ Assess the type, severity, and size of the incident. If Information possible, characterize the hazardous material(s) of concern and determine appropriate personal protection equipment requirements. ❑ Determine whether the threat level for the affected area should be elevated and inform appropriate a encies. ❑ Disseminate appropriate warnings to the public. FA 1 of the SSD EOP ❑ Develop and initiate shift rotation plans, including briefing of replacements during shift changes. ■ Dedicate time during each shift to preparing for shift change ICS Form 201: briefings. Incident Briefing ❑ Confirm or establish communications links among primary and FA 1 of the SSD support agencies, the SSD EOC, the County EOC, and State EOP ECC. Confirm operable phone numbers and backup communication links. ❑ Ensure that all required notifications have been completed. Established Consider other local, regional, State, and Federal agencies that emergency may be affected by the incident. Notify them of the status. contact lists maintained at the EOC ■ Notification to the Oregon State Police and the FBI is required for all terrorism incidents. • If an incident occurs on State highways, ensure that the Oregon Department of Transportation has been notified. • Contact appropriate key stakeholders and partners if the incident poses an actual or potential threat to State parks, recreational areas, historical sites, environmentally sensitive areas, tourist routes, or other designated areas. ■ If agricultural areas and livestock are potentially exposed, ESF 11 Annex to contact local Extension Services (OSU), County Health the County EOP Department, ODA, and the State Veterinarian, as applicable to situation. ❑ Manage and coordinate interagency functions. Providing multi - agency coordination is the primary goal. Assimilate into a Unified Command structure as dictated by the incident. ❑ Implement local plans and procedures for terrorism operations. County Ensure that copies of all documents are available to response Terrorism personnel. Implement agency -specific protocols and SOPs. Response Plan IA 11-4 • • • • • Incident Annexes IA 11. Terrorism IA 11-5 Terrorism Incident Checklist 0L30 ON Obtain current and forecasted weather to project potential FA 1 of the SSD HazMat vapor plumes (recurring). EOP ■ Note: Vapor plume modeling support may be obtained through regional HazMat teams and/or through State, and/or Federal environmental protection agencies. ❑ Determine the need to implement evacuations and sheltering FA I of the SSD activities (recurring). A determination of the use of shelter -in- EOP place for surrounding residences and public facilities should be made. ■ Note: Refer to the USDOT Emergency Response Guidebook for determining the appropriate evacuation distance from the source. ❑ Determine the need for and activate emergency medical services FA 1 of the SSD (recurring). EOP ❑ Determine the need for additional resources and request as FA 1 of the SSD necessary through appropriate channels (recurring). EOP ❑ Submit a request for emergency/disaster declaration, as Section 1. 4.2 of applicable. the SSD EOP ❑ Activate mutual aid agreements. Activation includes placing backup teams on standby and alerting resource suppliers of both potential and current needs. ❑ Coordinate resource access, deployment, and storage in the ICS Resource operational area. Resources to coordinate include equipment, Tracking Forms personnel, facilities, supplies, procedures, and communications. Track resources as they are dispatched and/or used. ❑ Develop plans and procedures for registering regional HazMat or health and medical teams as they arrive on the scene and receive deployment orders. ❑ Establish a JIC. FA 1 of the SSD EOP ❑ Formulate emergency public information messages and media responses utilizing "one message, many voices" concepts (recurring). ' Public information will be reviewed and approved for FA 1 of the SSD release by the IC and lead PIO before dissemination to the EOP public and/or media partners. ❑ Record all EOC activity and completion of individual personnel EOC Planning tasks (recurring). All assignments, person(s) responsible, and Section job significant actions taken should be documented in logbooks. action guide ❑ Record all incoming and outgoing messages (recurring). All messages, and the names of those sending and receiving them, should be documented as part of the EOC log. IA 11-5 Sunriver Service District EOP Incident Annexes IA 11. Terrorism W Terrorism Incident Checklist Phase of "M Items Activity an 0 011 111 i*,mation ❑ Develop and deliver situation reports (recurring). At regular intervals, the EOC Director and staff will assemble a situation report. ❑ Develop an IAP (recurring). This document is developed by the ICs Form 202: Planning Section and approved by the IC. The IAP should be Incident discussed at regular intervals and modified as the situation Objectives changes ❑ Implement objectives and tasks outlined in the IAP (recurring). ❑ Coordinate with private sector partners, as needed. ❑ Ensure that all reports of injuries, deaths, and major equipment damage due to the terrorist incident are communicated to the IC and/or Safety Officer. ❑ Ensure an orderly demobilization of emergency operations in FA 1 of the SSD accordance with current demobilization and community EOP recovery plans. ❑ As applicable, clean-up activities will most likely be conducted LV by private contractors and coordinated among the SSD, the U) responsible party (if known), and the Oregon DEQ. Support = from the EPA may be necessary. IL ❑ Activate, if necessary, the appropriate recovery strategies, } Z continuity of operations plans, and/or continuity of government WO plans. 9 Q ❑ Release mutual aid resources as soon as possible. VN L3Conduct a post -event debriefing to identify success stories, LU J opportunities for improvement, and development of the After m Action Report/Improvement Plan. O ❑ Deactivate/demobilize the EOC. W❑ Correct response deficiencies reflected in the Improvement C Plan. ❑ Revise any applicable emergency response plans based on the success stories and/or lessons learned during the response. ❑ Submit valuable success stories and/or lessons learned to the Lessons Learned Information Sharing website www.11is. ov IA 11-6 • •