HomeMy WebLinkAbout178-26 RESOLUTION
Page 1
113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
Resolution: 178-26
File Number: 2026-2335
A RESOLUTION TO APPROVE AND ADOPT THE UPDATED CITY OF FAYETTEVILLE EMERGENCY
OPERATIONS PLAN
WHEREAS, on May 17, 2011, the City Council passed Resolution 81-11 and approved the current Emergency
Operations Plan; and
WHEREAS, an updated Emergency Operations Plan has been developed to provide a comprehensive framework for
how the City prepares for, responds to, and recovers from emergencies and disasters affecting the community.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the updated City of
Fayetteville Emergency Operations Plan, a copy of which is attached to this Resolution.
PASSED and APPROVED on August 4, 2026
Approved:
_______________________________
Molly Rawn, Mayor
Attest:
___________________________________
Courtney Spohn, Senior Deputy City Clerk Treasurer
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Mailing address:
113 W. Mountain Street
Fayetteville, AR 72701
www.fayetteville-ar.gov
CITY COUNCIL MEMO
2026-2335
MEETING OF AUGUST 4, 2026
TO: Mayor Rawn and City Council
THROUGH: Brad Hardin, Fire Chief
FROM: Granville Wynn, Fire Operations Manager
SUBJECT: Adoption of Updated Emergency Operations Plan
RECOMMENDATION:
Staff recommends City Council approval adopting the Updated City of Fayetteville Emergency Operations
Plan.
BACKGROUND:
The original Emergency Operations Plan was approved by City Council on May 17, 2011, per Resolution #81-
11. The Updated City of Fayetteville Emergency Operations Plan (EOP) has been developed to provide a
comprehensive framework for how the City prepares for, responds to, and recovers from emergencies and
disasters affecting the community. The Updated EOP establishes a coordinated, citywide approach to
emergency management by outlining the responsibilities of City departments, partner agencies, and
community stakeholders during incidents ranging from severe weather and flooding to hazardous materials
incidents, wildfires, pandemics, and other large-scale emergencies. The plan follows the National Incident
Management System (NIMS) and Incident Command System (ICS), ensuring that Fayetteville’s response
operations are consistent with state and federal emergency management standards.
The Updated EOP also establishes the operational structure for activation of the Emergency Operations
Center (EOC), coordination of emergency resources, public information efforts, damage assessment,
evacuation operations, sheltering, and recovery activities. In addition to the Basic Plan, the document includes
multiple functional and hazard-specific annexes designed to address the unique operational challenges
associated with different emergency scenarios. Adoption and continued maintenance of the EOP strengthens
the City’s ability to protect lives, preserve property, maintain continuity of government operations, and support
rapid recovery following disasters.
DISCUSSION:
The proposed Updated Emergency Operations Plan (EOP) provides the City of Fayetteville with an updated,
comprehensive framework for coordinating emergency preparedness, response, recovery, and mitigation
activities during disasters and major incidents. The plan establishes clear roles and responsibilities for City
departments, outlines Emergency Operations Center (EOC) activation procedures, and incorporates nationally
recognized emergency management standards, including the National Incident Management System (NIMS)
and Incident Command System (ICS). The Updated EOP also includes functional and hazard-specific annexes
addressing severe weather, wildfires, mass evacuation, sheltering, damage assessment, public warning,
pandemics, and other emergency operations. Adoption of the updated EOP strengthens the City’s ability to
protect life, property, infrastructure, and continuity of government operations while enhancing coordination with
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Mailing address:
113 W. Mountain Street
Fayetteville, AR 72701
www.fayetteville-ar.gov
county, state, federal, and community partners.
BUDGET/STAFF IMPACT:
There is no direct cost associated with this plan.
ATTACHMENTS: 3. Staff Review Form, 4. City of Fayetteville EOP Complete Document with Annexes
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1
City of Fayetteville, Arkansas
Legislation Text
113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
File #: 2026-2335
A RESOLUTION TO APPROVE AND ADOPT THE UPDATED CITY OF FAYETTEVILLE
EMERGENCY OPERATIONS PLAN
WHEREAS, on May 17, 2011, the City Council passed Resolution 81-11 and approved the current
Emergency Operations Plan; and
WHEREAS, an updated Emergency Operations Plan has been developed to provide a comprehensive
framework for how the City prepares for, responds to, and recovers from emergencies and disasters
affecting the community.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
FAYETTEVILLE, ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the
updated City of Fayetteville Emergency Operations Plan, a copy of which is attached to this Resolution.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
City of Fayetteville Staff Review Form
2026-2335
Item ID
8/4/2026
City Council Meeting Date - Agenda Item Only
N/A for Non-Agenda Item
Brad Hardin 7/9/2026 FIRE (300)
Submitted By Submitted Date Division / Department
Action Recommendation:
Staff recommends City Council approval adopting the Updated City of Fayetteville Emergency Operations Plan.
Budget Impact:
Account Number Fund
Project Number Project Title
Budgeted Item?No Total Amended Budget $-
Expenses (Actual+Encum)$-
Available Budget $-
Does item have a direct cost?No Item Cost $-
Is a Budget Amendment attached?No Budget Amendment $-
Remaining Budget $-
Purchase Order Number:Previous Ordinance or Resolution #81-11
Change Order Number:Approval Date:
Original Contract Number:
Comments:
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
CITY OF FAYETTEVILLE
EMERGENCY OPERATIONS PLAN
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 31
Table of Contents
Basic Plan Introduction ................................................................................................................... 3
Purpose, Scope, Situation Overview, and Assumptions ................................................................. 4
Purpose ....................................................................................................................................... 4
Scope ........................................................................................................................................... 4
Limitations................................................................................................................................... 4
Situation ...................................................................................................................................... 5
Planning Assumptions ................................................................................................................. 5
Concept of Operations .................................................................................................................... 6
Mutual Aid................................................................................................................................... 8
Phases of Emergency Management ............................................................................................... 9
Mitigation .................................................................................................................................... 9
Preparedness .............................................................................................................................. 9
Response ................................................................................................................................... 13
Recovery .................................................................................................................................... 14
Organization and Assignment of Responsibilities ........................................................................ 15
Emergency Management Organization .................................................................................... 15
City Organization ....................................................................................................................... 16
Assignment of Responsibilities ................................................................................................. 16
Direction, Control, and Coordination ........................................................................................... 21
Emergency Operations Center (EOC) ........................................................................................ 21
EOC Activation and Deactivation .............................................................................................. 21
EOC Activation Authority .......................................................................................................... 21
EOC Activation Levels ................................................................................................................ 22
EOC Organization ...................................................................................................................... 24
City Department Responsibilities for EOC Staffing ................................................................... 23
Emergency Powers .................................................................................................................... 25
Other Powers ................................................................................................................................ 26
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 31
Information Collection, Analysis, and Dissemination ................................................................... 27
Information Collection .............................................................................................................. 27
Internal Communications and Coordination ............................................................................ 27
External Communications and Coordination ............................................................................ 27
Coordination with the Field Responders .................................................................................. 28
Coordination with the Washington County Operational Area ................................................. 28
Administration, Finance, and Logistics ......................................................................................... 29
Administration and Finance ...................................................................................................... 29
Logistics ..................................................................................................................................... 29
Plan Development and Maintenance ........................................................................................... 30
Record of Changes .................................................................................................................... 30
Authorities and References .......................................................................................................... 31
Local .......................................................................................................................................... 31
State .......................................................................................................................................... 31
Federal ...................................................................................................................................... 31
Acronym List ................................................................................................................................. 32
Functional Annexes (Published Separately).................................................................................. 33
Hazard Specific Annexes (Published Separately) .......................................................................... 33
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 31
Basic Plan Introduction
This Emergency Operations Plan (EOP) Basic Plan outlines how the City of Fayetteville—its government,
stakeholder agencies, community-based organizations, business community and residents—coordinate
their response to major emergencies and disasters. The EOP identifies operational strategies and plans
for managing inherently complex and potentially catastrophic events. City assets, resources, and
departments are potentially vulnerable and may become overwhelmed. The EOP is designed to promote
flexibility whenever possible and is not intended to limit the use of good judgment and common sense.
The city has adopted a “Whole Community” approach in which the inclusion and integration of community
partners, neighbors, and other stakeholders are actively promoted in all phases of emergency
management. Through these collaborative efforts, the city will be better prepared to meet the needs of its
residents and daytime populace alike, especially those with disabilities and others with access and
functional needs.
This plan also demonstrates how the City complies with and implements the requirement of the Arkansas
Emergency Services Act of 1973 and the Americans with Disabilities Act (ADA) in order to protect the
lives, property, and environment of the residents of Fayetteville.
The EOP is organized and defined as follows:
• Basic Plan: presents the planning assumptions, policies, and concept of operations that guide the
responsibilities for emergency preparedness, response, recovery, and mitigation for the City of
Fayetteville.
• Functional Annexes: outlines the scope and procedures utilized for specific technical functions of
an emergency such as Care and Shelter (A), Alert and Warning (Annex B), and Damage
Assessment (Annex C). Each Functional Annex is published separately.
• Hazard Specific Annexes: outlines the scope and procedures utilized for hazard-specific
responses impacting the City such as Storm (Annex F), and Wildfire (Annex H). Each
Hazard Specific Annex is published separately.
There are several City plans, procedures and other documents that support or relate to the EOP.
These plans provide additional detail and guidance for specific hazards, functions, or operations.
• Continuity of Operations Plan/Continuity of Government (COOP/COG)
• Emergency Operations Center Manual (includes EOC Position Checklists)
• Washington County Pre-Hazard Mitigation Plan (WCHMP)
• Department Emergency Plans and other related procedures
The Emergency Operations Center (EOC) provides a centralized location for the implementation of the
processes and procedures outlined in this plan. It is where emergency management coordination and
decision making can be supported during a critical incident, major emergency, or disaster. When
activated, the EOC provides support for several critical tasks related to communications, coordination,
resource management, and executive leadership.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 31
Purpose, Scope, Situation Overview, and Assumptions
Purpose
The primary purpose of the EOP is to:
1) Provide the framework, concepts and policies that will ensure the effective management and
coordination of the City’s response to major emergencies and disasters.
2) Identify roles and responsibilities for City departments as they pertain to preparedness, response, recovery, and mitigation activities.
3) Codify the City’s understanding and adoption of state and federal policies and guidance through
which operational coordination, mutual aid, and other requests for support will be integrated.
4) Serve as a foundational document for supporting City plans, as well as support emergency plans of other governments and others (e.g., private businesses, etc.).
5) Comply with state and federal laws and regulations.
Scope
The EOP serves as the foundational document for the City’s emergency management activities. While all
City resources may be called upon as needed, specific departmental responsibilities are outlined in the
EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all City
departments are required to actively participate in preparedness and planning activities to include the
development and review of departmental plans, policies, procedures, resource information and contact
information as necessary to fulfill their assigned roles and obligations.
Limitations
While many of the elements outlined in the EOP are designed for flexibility and can be used as needed to
address several emergency and non-emergency events, some activities require special activation or a
formal disaster proclamation by the City Mayor. Similarly, the EOP is not meant to outline procedures for
routine incidents or minor emergencies which are adequately addressed through existing processes.
The EOP identifies operational strategies and plans for managing inherently complex and potentially
catastrophic events. City assets, resources, and departments are potentially vulnerable and may become
overwhelmed. Deviations from the organizational and response structures outlined in the EOP may be
required, based upon evolving needs and available resources. The EOP is designed to promote flexibility
whenever possible and is not intended to limit the use of good judgment and common sense in matters
not foreseen or adequately addressed by elements of the EOP and its associated annexes and
supporting plans.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 31
Situation
The city and surrounding region are susceptible to a number of hazards such as natural disasters and
human-caused events, as well as technological failures and pandemics. Accordingly, the EOP uses an
"all-hazards" approach to ensure the city is able to prepare for, respond to, recover from, and mitigate (to
the extent possible) all potential hazards and critical incidents.
Emergency Management is based on an understanding of community risk. The City has undergone
multiple hazard analysis processes per FEMA's “Comprehensive Preparedness Guide 201 (CPG 201).1
This current best practice places risk into three categories: natural, technological (accidental), and
human-caused (deliberate). Detailed information regarding Fayetteville's geography, demographics, and
potential hazards are contained in the Washington County Pre-Hazard Mitigation Plan (WCHMP).
Planning Assumptions
The following assumptions were used during the development of the EOP and are recommended for the
readers’ own plans:
1. The City of Fayetteville is susceptible to hazards and risks that may result in critical incidents.
2. Critical incidents include natural, technological, or human-caused emergencies and disasters.
3. Emergencies may occur at any time with little or no warning and may exceed capabilities of local,
state, federal and the private sector in the affected areas.
4. The City of Fayetteville is committed to the preservation of life, property, and the environment.
5. All City departments will participate in planning and preparedness activities as required.
6. City personnel will be adequately trained to perform the roles in which they are assigned.
7. The City’s EOC will be partially or fully activated to support operations during critical incidents.
8. City personnel may be unable or unavailable to report to work or as assigned.
9. Non-essential City operations may be reduced or cancelled in order to prioritize resources.
10. The city will commit its resources to a reasonable degree before requesting mutual aid
assistance.
11. Emergencies may result in casualties, fatalities and displace individuals from their homes.
12. Communications equipment and infrastructure may be damaged or disrupted.
13. Transportation infrastructure may be disrupted and access to critical facilities may be blocked.
14. Critical infrastructure and utilities (natural gas, water, and electricity) may be severely impacted.
15. Residents, businesses, and other entities may need to be self-sufficient for one week or more.
16. Additional planning, resources, and support will be needed to support individuals with disabilities
and others with access and functional needs.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 31
Concept of Operations
In accordance with state and federal laws, the City of Fayetteville has officially adopted and integrated
the following emergency management, response, and coordination systems:
• Incident Command System (ICS)2
• National Incident Management System (NIMS)3
Together, these operational systems outline how critical incidents, emergencies, and disasters will be
coordinated in the field, at the local level, and up through the county, region, state, and federal levels.
The five coordination levels expand outward from the impacted area at the field level, with each
successive level representing a larger geographic area. The five coordination levels include: Field
Response, Local Government, Operational Area, Regional, State, and Federal.
1. Field Response
• As mandated by NIMS, the City utilizes ICS to manage response activities in the field
and in the EOC. ICS provides for common terminology, processes, and position titles,
while allowing the delegation of functions (or tasks) to subordinate positions in order to
promote proper span of control and unity of command. ICS is applicable to any size
incident and is designed to be expandable as the needs of an incident expand or
contract.
• Field response includes on-scene activities and coordination, consistent with ICS, and
includes the use of an Incident Command Post (ICP). Resource requests and situation
reports are routed from the field to the next organizational level, either through
participating response agencies or the local EOC if activated.
2. Local Government
• The City of Fayetteville, as the local government, retains the responsibility and authority
for managing response activities within its jurisdiction. To support these efforts, the City
may coordinate to open the Emergency Operations Center (EOC) and Department
Operations Centers (DOCs). The EOC provides agency coordination, provides logistical
support, establishes common operating procedures, identifies overarching priorities,
and prioritizes available resources.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 7 of 31
3. Operational Area (OA)
• The OA provides response coordination for all political subdivisions within the county’s
geographic borders. The OA coordinates response activities within the county’s
geographic area through the County EOC, if activated. The OA also serves as a link to
regional level and all other OAs within the region.
• The City of Fayetteville is part of the Washington County OA and coordinates closely
with the Washington County Department of Emergency Management (DEM). The City
participates in Washington County OA planning and, during a critical incident,
coordinates with the OA through either the Washington County DEM or the
Washington County EOC, if activated.
4. State
• When required, Arkansas’s State Emergency Operations Center (SEOC) is activated to
facilitate state agency response, mobilize mutual aid, and coordinate with other regions,
states, and the federal government.
5. Federal
• NIMS provides a comprehensive national framework for incident management applicable
at all jurisdictional levels and across all functional disciplines. Additional elements of
NIMS outline coordination between federal agencies and the use of federal assets and
resources.
• The National Response Framework (NRF) is built upon the premise that incidents are
typically handled at the lowest jurisdictional level. The NRF provides the framework for
federal interaction with state, local, tribal, private sector, and non-governmental entities in
the context of domestic incident management to ensure timely and effective federal
support.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 8 of 31
Mutual Aid
The City will assume responsibility for the support of mutual aid personnel and their equipment. Not all requests for
mutual aid will exceed the limits of the county or state.
Figure 1: Mutual Aid Request Process
Federal Emergency Management
Agency
City of Fayetteville
LOCAL GOVERMENT
Washington County Department of
Emergency Management
Arkansas Department of Emergency
Management
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 9 of 31
Phases of Emergency Management
Mitigation
The mitigation phase includes actions and measures taken to reduce or eliminate the degree of long-term
risk from natural and technological hazards. Whereas preparedness activities increase the City’s ability to
respond to the impacts of a hazard, mitigation activities reduce the potential for those impacts in the
future, thereby reducing overall risk.
The City participates in local and regional mitigation activities such as the development of risk
assessments and mitigation plans. The Washington County Pre-Hazard Mitigation Plan (WCHMP)
contains detailed hazard assessments and potential mitigation strategies.
Preparedness
The preparedness phase of emergency management includes activities undertaken prior to an
emergency in order to improve the City’s ability to coordinate, respond, and recover from a critical
incident. These activities focus on maintaining or improving capabilities that will be used in the response
or recovery phases. The City’s preparedness activities emphasize emergency planning, training, and
exercises as well as public education and outreach. The City conducts drills and exercises regularly in
order to validate ongoing activities, identify areas for improvement, and prioritize or justify future effort and
funding.
• Planning
Emergency planning includes a wide variety of plans at the strategic, operational, and tactical
levels. Strategic plans include the EOP and many of its associated hazard-specific or functional
annexes, while operational and tactical planning includes more detailed information such as
standard operating procedures (SOP), checklists, personnel assignments, notification rosters,
resource lists, and forms.
All City departments are required to participate in the development of relevant strategic and
operational plans while ensuring that internal tactical planning is sufficient to meet the needs of
their outlined roles and assigned objectives. This includes the development of department-
specific SOPs required to meet the objectives outlined for each department.
• Training
Training is an essential component of preparedness and greatly impacts the City's ability to
respond to, and recover from, a critical incident. The City works with City departments and other
stakeholders to provide training for staff. The City actively manages training activities and
allocates funding in relation to fluctuating needs, personnel turnover, and course availability. In
addition, the City consistently prioritizes training that promotes staff understanding and familiarity
with the following concepts:
• ICS
• NIMS
• EOC functions
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 10 of 31
• Exercises
Exercises are the primary tool for assessing preparedness activities and identifying areas for
improvement while allowing all levels of personnel to simulate their response and recovery roles
in a learning environment. The City follows the best practices of the Homeland Security Exercise
and Evaluation Program (HSEEP), including the building block concept of seminars, small-scale
tabletop exercises, functional exercises, and full-scale exercises.
• Public Awareness and Education
The City and its partners actively promote public awareness and education in order to strengthen
overall preparedness and community resilience. By providing community education, outreach,
training, and coordination, the City increases the ability of community members and organizations
to adequately prepare for and meet their own needs. In promoting self-reliance and individual
preparedness, the City reduces the overall burden on limited resources and competing needs that
emerge during critical incidents.
• Whole Community Approach
The City’s ability to respond and recover from significant emergencies and major disasters is
highly dependent upon planning for the unique needs and specific requirements of the City’s
residents and non-resident commuters and visitors. To further identify and meet these needs, the
City has adopted a “Whole Community” approach in which the inclusion and integration of
community partners, neighbors, and other stakeholders are actively promoted in all phases of
emergency management. Through these collaborative efforts, the City will become more resilient
and better prepared to meet the needs of its residents and daytime populace alike, especially
those with disabilities and others with access and functional needs.
o Residents
Residents of Fayetteville play a fundamental role in emergency management by ensuring
that they are prepared for emergencies and disasters. In most disasters, City residents
will be the first to respond—family members caring for one another, neighbor helping
neighbor. In a major disaster, residents may not have access to City services for days.
Individual preparedness will ensure that the City’s limited resources can go where they
are most needed.
The City recommends that all residents prepare for disaster by taking first aid and CPR
training, maintaining disaster supplies of food and water, and safekeeping personal
documentation (e.g., personal identification and individual medical records). These
actions will better prepare residents to evacuate or shelter-in-place for up to a week.
Those families or residents with disabilities and others with access and functional needs
may require additional personal planning before, during, and after an emergency to
accommodate their need for assistance with communication, maintaining health and
medical supplies, independence, support and safety, or transportation.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 11 of 31
o Individuals with Disabilities
Individuals with disabilities may require additional planning and support to ensure they
receive equal access and services as required under the Stafford Act as well as other
state and federal legislation such as the ADA of 1990. Covered disabilities are not always
apparent and may include impairments of mobility, vision, and hearing as well as some
cognitive disorders and mental illnesses.
The City has a diverse population which includes a wide variety of individuals with
disabilities. To meet the needs of these individuals, the City is committed to supporting
efforts and activities designed to improve and develop capabilities in support of
individuals with disabilities, including but not limited to:
Notification and warning procedures (ex. non-verbal communications for the deaf
and hard of hearing community)
Evacuation, transportation, and sheltering considerations (ex. use of appropriate
vehicles and transportation for those with mobility issues or special equipment)
Accommodations for service animals (ex. shelter or mass care settings when
safety of others can be developed)
Accessibility to information (ex. use of existing community and social networks to
extend communications beyond social and traditional media systems)
The City requires vendors and third-party vendors providing services in an emergency to
comply with Title II of the ADA. In addition, the City looks to integrate individuals with
disabilities and their advocates directly into preparedness activities such as plan
development and review. These efforts have included targeted outreach to publicize the
development of this EOP and solicit input and participation in the subsequent
development and review of associated operational annexes and appendices.
o Individuals with Access and Functional Needs
In addition to individuals with disabilities, the City recognizes that supplementary or
adjusted support may also be needed to support those individuals with access and
functional needs. Access and functional needs are not necessarily related to a specific
condition, diagnosis, or impairment and are based upon functional areas such as:
Maintaining independence
Effective communication
Transportation
Supervision
Medical care
Individuals with access and functional needs (AFN) may face barriers that limit their
ability to prepare for, respond to, or recover from emergencies independently. These
individuals may not have reliable support systems beyond their immediate community
and may require additional assistance during evacuations or other protective actions.
Populations that may experience AFN considerations include, but are not limited to:
Individuals with disabilities
Individuals residing in congregate, institutional, or assisted living settings
Individuals from diverse cultural or linguistic backgrounds
Individuals with limited English proficiency (LEP)
Individuals without reliable access to transportation
Individuals experiencing economic hardship
Children, older adults, and visitors to the community
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 12 of 31
When the Emergency Operations Center is activated, the City may assign an Access and
Functional Needs Liaison within the Planning Section to support coordination of services
and ensure these considerations are integrated into operational decision-making.
The Public Information Unit (PIU) will prioritize:
Delivering accessible, culturally appropriate, and multilingual communications
Utilizing multiple formats (e.g., visual, auditory, digital, and print)
Coordinating messaging with community-based organizations and trusted
partners
When available, the City may utilize accessible and paratransit resources to assist with
evacuation and transportation needs
o Considerations for Pets and Other Animals
As a result of deficiencies in emergency planning uncovered in the aftermath of Hurricane
Katrina, the federal government passed the Pets Evacuation and Transportation
Standards (PETS) Act in 2006 as an amendment to the Stafford Act. Recognizing the
unwillingness of many displaced individuals to take advantage of evacuation or shelter
resources without accommodating for their pets or companion animals, the PETS Act
directs that state and local preparedness plans address the needs of individuals with pets
and companion animals during a disaster or emergency.
The City works to include considerations for the needs of pets and companion animals in
plans as appropriate. Furthermore, although not required under the PETS Act, additional
resources for the evacuation of larger animals and livestock, such as horses, may be
available through coordination and requests through the County.
o Private Sector
The City of Fayetteville is home to a diverse and vibrant business community including
traditional retail, entertainment, technology, and agriculture sectors as well as many
nationally recognized companies. Representing tens of thousands of employees, the
business community swells the City’s daytime population and serves as a foundation for
economic prosperity.
The City actively engages with the private sector to better understand their needs,
identify resources, and develop partnerships. Many of the City’s private sector partners
proactively address preparedness planning internally as a way to minimize business
disruptions, to support the wellbeing of their employees and also offer their resources and
technical capabilities to the larger community. The City acknowledges this valuable
support and will continue collaborative efforts with the private sector as an integral
component of the City’s overarching emergency management program.
Much of the City’s critical infrastructure is owned or maintained by businesses and must
be protected during a response to ensure a quick and complete recovery from an
emergency. This includes communications, utilities, medical care facilities,
transportation, and food supplies. These businesses provide valuable resources before,
during and after an emergency and play a critical role in meeting the needs of those
impacted by an emergency. The City recommends that all businesses develop
comprehensive emergency plans that include employee injury and illness prevention
programs, business resumption and continuity of operations elements.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 13 of 31
Response
The response phase includes any actions taken immediately before, during, or directly after a critical
incident in order to minimize the potential or existing impacts of the incident.
• Pre-Event Response
Some incidents may provide enough warning to allow for pre-event or precautionary measures.
Depending upon the probability and likelihood of significant impacts, pre-event response activities
may include:
o Public Warning
o Evacuations
o Resource Mobilization
o Staging
o Mutual Aid Requests
o Proclamation of a Local Emergency
• Emergency Response
Emergency response activities are actions taken during, or in the immediate aftermath, of a
critical incident to reduce actual impacts. While these activities are most often associated with
traditional response agencies including law enforcement, fire protection, EMS, utilities, and public
works, the size and complexity of an incident may require robust support from additional
governmental agencies, NGOs, and other partners.
When coordinating emergency response activities and addressing competing needs and
objectives, the City has established the following broad response priorities:
1. Support Life Safety
2. Protect Property and Infrastructure
3. Reduce Impacts to the Environment
Emergency response may also include activities related to short-term recovery and often overlaps
with long-term recovery operations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 14 of 31
Recovery
The recovery phase includes short-term activities focused on returning the community to pre-incident
conditions. In some instances when a state or federal disaster declaration has been made, recovery
activities include the critical task of identifying, documenting, and quantifying response, and recovery
costs eligible for reimbursement.
Damage Assessment
Damage assessment activities involve identifying, recording, compiling, and analyzing damage
information in order to determine the type of recovery assistance needed. Following major disasters, a
process known as a Preliminary Damage Assessment (PDA) is used to determine preliminary eligibility
for certain state and federal financial assistance and reimbursement programs. More information on
Damage Assessment can be found in Annex C: Damage Assessment
Disaster Assistance Programs
If the disaster is significant enough to warrant a gubernatorial and a presidential federal disaster
declaration, additional state and federal assistance may become available. If determined to be eligible,
the City and its residents may be able to participate in state and federal disaster assistance programs for
the following:
• Individuals - may be eligible for loans and grants for housing assistance programs (for
homeowners and renters), and uninsured disaster-related necessities (including personal
property, medical, dental, and transportation expenses). Other Robert T. Stafford Disaster Relief
and Emergency Assistance Act (Stafford Act) programs including crisis counseling, disaster
unemployment assistance, and legal services, may be available.
• Businesses - may be eligible for low-interest loans to assist with uninsured physical damage
through the U.S. Small Business Administration (SBA).
• Government - assistance may be available through state assistance under the State Individual
Assistance Program, as well as several federal programs including the FEMA Public Assistance
(PA) Grant Program and the Hazard Mitigation Grant Program (HMGP).
• Non-profit Organizations - assistance may be available through the Arkansas Volunteer
Organizations Active in Disasters (ARVOAD), as well as several federal programs including
FEMA PA Grant Program for eligible non-profit organizations.
Recovery Documentation
Documentation is the key to recovering eligible emergency response and recovery costs. Damage
assessment documentation will be critical in establishing the basis for eligibility of disaster assistance
programs. Various state and federal assistance programs require different types of documentation for
eligible costs and in addition to structural damage, may include staff time, equipment, and materials used
in response to the incident. To support the maximum recovery of eligible reimbursement, City
departments and agencies must identify and support internal mechanisms for tracking and documenting
appropriate costs.
After Action Report
As part of the recovery phase the State of Arkansas requires any city and/or county proclaiming a local
emergency for which the Governor proclaims a State of Emergency, to complete and transmit an after
action report (AAR) to the Arkansas Division of Emergency Management (ADEM) within 90 days of the
close of the incident period.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 15 of 31
City Organization
All City Departments have a role in emergency response. Table 1 (below) details City department
responsibilities for key response functions in the EOC, either as a Primary (P) or Secondary (S)
responsibility.
Table 1: City Department Emergency Response Function Responsibilities
Emergency
Support
Transportation P
Communications P
Public S P S
Firefighting P
Emergency P S S
Mass Care/Sheltering P
Logistics/Resource P S S S
Public Health/Medical P
Search & Rescue P
Hazardous Materials P S
Agri/Natural
Resources
P
Energy P S
Law Enforcement P
Community Recovery P S
External Affairs P S S
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 16 of 33
Additional
Support
Fi
n
a
n
c
e
/
P
u
r
c
h
a
s
i
n
g
Fi
r
e
De
v
e
l
o
p
m
e
n
t
S
e
r
v
i
c
e
s
Hu
m
a
n
R
e
s
o
u
r
c
e
s
In
f
o
r
m
a
t
i
o
n
T
e
c
h
n
o
l
o
g
y
Pl
a
n
n
i
n
g
&
E
c
o
n
o
m
i
c
De
v
e
l
o
p
m
e
n
t
Po
l
i
c
e
S
Supply &
Procurement
Personnel
Finance &
Administration
Damage Assessment P
Debris Clearance P S
Assignment of Responsibilities
The following lists summarize the primary and significant disaster response roles and responsibilities
for each City department and stakeholder organization. To the extent resources are available,
departments may aid other departments.
City Attorney
• Support proclamations of local emergency.
• Assess City operations and provide legal counsel as needed.
City Clerk
• Facilitate and administer proclamations of local emergency.
• Oversee preservation of vital records.
• Monitor continuity of government.
• Administer loyalty oath to Disaster Service Worker volunteers as needed.
City Mayor’s Office
• Coordinate incident management and response efforts.
• Establish response priorities.
• Authorize proclamations of local emergency.
• Direct resources and human capital.
• Develop and maintain communication with City Councilmembers.
• Lead emergency public information.
• Manage media and community relations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 17 of 33
City Council
• Support public information efforts as needed.
• Support community engagement.
• Attend public meetings as needed.
• Review potential or threatened litigation as needed.
• Serve as a liaison with other city, county, state and/or federal representatives as needed.
• Review and approve the Proclamation of Local Emergency.
• Visit impacted areas, shelters, and other temporary facilities.
• Review requirements for special legislation and development of policy.
• Consider short- and long-term recovery staff recommendations.
Communications and Marketing
• Support emergency public information.
• Develop and maintain communication with Mayor and City Councilmembers.
Housing & Community Services
• Support and facilitate community relations.
• Manage pet care and shelter operations.
Finance
• Provide emergency procurement support for lifesaving and emergency protective measures.
• Provide resource support (facility space, office equipment/supplies, contracting services, etc.).
• Provide parking support to police department for access and traffic control.
• Anticipate, obtain, and track resources for city staff, mutual aid resources, and volunteers.
• Develop financial mechanisms, procurement vehicles, and contracts to support procurement.
• Oversee staff timekeeping.
• Oversee compensation and claims.
• Provide fiscal oversight and track expenses.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 18 of 33
Fire
• Conduct wildland, rural, and urban firefighting operations.
• Conduct EMS operations and liaison with County EMS regarding hospital functions.
• Lead mass casualty/fatality management.
• Conduct Search and Rescue operations.
• Conduct hazardous materials response operations.
• Support emergency public warning as needed.
• Activate and coordinate EOC operations.
• Conduct assessment of facilities with underground storage tanks with fuel.
• Conduct assessment of facilities with hazardous materials.
• Lead Fire and Rescue Mutual Aid coordination.
• Emergency Management Staff Lead Emergency Management Mutual Aid (EMMA)
coordination.
• Support damage assessment efforts.
• Provide incident planning and management support as needed.
Community Development
• Coordinate and provide emergency assistance.
• Develop and coordinate interim and long-term disaster housing.
• Support damage assessment efforts.
• Coordinate social services.
• Lead initial planning for long-term recovery.
• Assist with damage assessment efforts.
Human Resources
• Protect, restore, and sustain City staff.
• Develop and coordinate human resources including contractors.
• Establish internal City staff communications.
• Identify any employee needs (ex. childcare, shelter).
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 19 of 33
Information Technology
• Protect, restore, and sustain City cyber and information technology resources.
• Oversee communications within the incident management and response structures.
• Coordinate with telecommunications service providers.
• Restore and repair telecommunications infrastructure.
• Provide GIS mapping support as needed.
Development Services
• Manage and conduct post-event city facility safety assessments.
• Manage structural safety assessment function and establish structure re-entry standards.
• Coordinate and direct Safety Assessment Program (SAP) resources.
• Lead damage assessment efforts.
Police
• Conduct law enforcement operations.
• Lead evacuation operations.
• Conduct emergency public warning as needed.
• Provide facility and resource security.
• Establish liaison with Coroner.
• Lead Law Enforcement Mutual Aid coordination.
• Conduct security planning and technical resource assistance.
• Impose and enforce curfew as directed.
• Provide public safety and security support.
• Provide traffic control.
• Provide support to access, traffic management, and crowd control at mass care facilities.
• Support damage assessment efforts.
• Provide incident planning and management support as needed.
Parks & Recreation
• Manage emergency shelter operations.
• Manage mass care operations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 20 of 33
Public Works
• Conduct infrastructure protection and emergency repair.
• Conduct infrastructure restoration.
• Support evacuation operations including individuals requiring assistance.
• Establish and support movement restrictions.
• Conduct debris clearance and manage debris operations.
• Conduct flood fighting operations.
• Coordinate restoration/recovery of Electrical Infrastructure.
• Lead Public Works Mutual Aid coordination.
• Provide engineering services and construction management.
• Provide facility repairs and maintenance in support of mass care and emergency shelter
operations.
• Coordinate with ARDOT regarding state and federal highways.
• Restore transportation infrastructure.
• Support damage assessment efforts.
• Manage City facilities and coordinate use of non-City facilities.
• Supervise transit safety and accessibility.
• Support transportation function.
• Provide tree clearance from public rights of way.
Sustainability Department
• Coordinate to disposal of waste and debris.
Utilities
• Coordinate potable water system resources for prioritized public safety operations.
• Monitor potable water quality and perform sampling/testing as needed.
• Restore/maintain water and wastewater infrastructure.
• Restore/maintain wastewater treatment plant operations.
• Provide potable water in support mass care operations as possible.
• Support damage assessment efforts.
• Ensure compliance with regulatory permits.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 21 of 33
Direction, Control, and Coordination
Emergency Operations Center (EOC)
The EOC provides a centralized location where emergency management coordination and decision
making can be supported during a critical incident, major emergency, or disaster. When activated, the
EOC provides support for several critical tasks related to communications, coordination, resource
management, and executive leadership.
EOC Activation and Deactivation
The EOC facility and equipment are maintained and used regularly by County/ City Emergency
Manager(s) and other EOC staff and may be used for coordination and monitoring activities at any time
without the need for a formal activation (“steady state”). However, depending upon the need and
circumstances, an official EOC activation may be appropriate to support several activities, including:
• Field response
• Pre-planned events
• Local Proclamation of Emergency
• Governor’s Proclamation of Emergency
• Presidential Declaration of a National Emergency
• State of War
Detailed EOC activation and notification criteria and procedures will be contained in the EOC Manual.
EOC Activation Authority
The EOC may be activated by the following City officials:
• City Emergency Manager
• Mayor
• Fire Chief
• Police Chief
• Other City department heads in consultation with the Emergency Manager(s).
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 22 of 33
EOC Activation Levels
EOC activation levels are scalable based on the nature of the incident and the evolving needs. Activation
may include full or partial staffing as required. Activation and staffing levels are established by the EOC
Director. The three levels of EOC activation include:
1. Full Activation: All Command and General Staff positions and support unit positions are filled.
2. Partial Activation: Command and General Staff positions are filled, based on incident need.
3. Monitor: City Emergency Management staff begin setup of the EOC and provide assistance as
requested.
The City may also establish a Department Operations Center (DOC) for specific departments (e.g.,
Transportation/Public Works, Water, etc.), as required to support field operations and coordinate other
functions within their respective departments.
Similarly, the deactivation of the EOC will be scaled based on the decreasing needs of the City.
Appropriate EOC functions and roles will be demobilized as the situation permits.
EOC Organization
The EOC is organized by the five major functional areas:
• Management
• Planning and Intelligence
• Operations
• Logistics
• Finance/Administration
See the “EOC Manual” for position descriptions. Key EOC positions are outlined in Figure 3 (Key EOC
Positions) below.
Figure 3: Key EOC Positions
Finance and
Administration
Section
Logistics Section Operations
Section Intelligence
Section
Liaison Officer
Legal Officer Information
Officer
EOC Director /
EOC Manager
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 23 of 33
City Department Responsibilities for EOC Staffing
Table 3 (City Department EOC Function Responsibilities) below summarizes City department
responsibilities for staffing key EOC functions.
Position
Te
c
h
n
o
l
o
g
y
Management Section
EOC Coordinator X
Public Information Officer X
Liaison X
Safety Officer X
Security Officer X
Operations Section
Operations Section Chief X
Fire & Rescue X
Law Enforcement X
X
Utilities X
Care & Sheltering X X
Planning & Intel Section
Planning & Intel Section Chief X
Situation Analysis X
Damage Assessment X
Resource Status X
Documentation X
Advanced Planning X
Technical Specialist X X
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 24 of 33
Position
Co
m
m
u
n
i
c
a
t
i
o
n
s
&
Ma
r
k
e
t
i
n
g
Ho
u
s
i
n
g
&
C
o
m
m
Se
r
v
i
c
e
s
De
v
e
l
o
p
S
e
r
v
i
c
e
s
En
v
i
r
o
n
m
e
n
t
a
l
Fi
n
a
n
c
e
Fi
r
e
Hu
m
a
n
R
e
s
o
u
r
c
e
s
In
f
o
r
m
a
t
i
o
n
Te
c
h
n
o
l
o
g
y
Po
l
i
c
e
Ut
i
l
i
t
i
e
s
Logistics Section
Logistics Section Chief
Supply/Procurement X
Transportation X
Communications/GIS/Mapping X
Personnel X
Resource Tracking X
Facilities X
Finance & Administration Section
Finance & Admin Section Chief X
Purchasing X
Time Keeping/Claims X
Cost Accounting X
Compensation & Claims X
Recovery X
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 25 of 33
Emergency Powers
Local Proclamation of Emergency
The State of Arkansas Government Code allows a local emergency to be proclaimed by a city
council, county, or by an official designated by ordinance adopted by the governing body.
If the City of Fayetteville determines that the effects of an emergency are, or may become, beyond
the capability of local resources, a local emergency can be proclaimed. The Fayetteville City Council
has empowered the Mayor to issue a proclamation of a local emergency when the City Council is not
in session. Such a proclamation of local emergency is invalid after seven days, unless ratified by the
City Council. Proclamations must be made within 10 days of occurrence to qualify for assistance and
must be renewed every 30 days until terminated.
A local proclamation of emergency allows the Mayor to take measures necessary to protect and
preserve public health and safety and supports requests for state and federal assistance. A local
proclamation clearly communicates to City residents, staff and other stakeholders the severity of the
emergency. A proclamation also provides City staff with additional powers and authorities to increase
the speed and effectiveness of City response activities.
A local proclamation of emergency does not automatically make the City eligible for state or federal
disaster assistance. The City may simultaneously proclaim a local emergency and request a
gubernatorial (state) or presidential (federal) disaster proclamation/declaration.
Washington County can proclaim an emergency separately from the City. Their proclamation may
also make the City eligible for future participation in state or federal disaster response/recovery
efforts.
State of Emergency
After a proclamation of a local emergency, the governing body of the City, having determined that
local resources are not sufficient to mitigate the situation, may request by letter or resolution that the
Governor proclaim a state of emergency in the area to fully commit state and mutual aid assistance
and provide resources to assist the local government.
To support its request for a gubernatorial proclamation, it is essential that the City forward an
estimate of damage and financial loss to ADEM through Washington County DEM as quickly as
possible. Estimates of loss are an important part of the criteria that ADEM considers when making a
determination to proclaim a state of emergency and request a presidential declaration of emergency
or disaster. A copy of the request for a Governor’s proclamation, with the following supporting data,
must be forwarded to the Washington County DEM Coordinator for transmission to the ADEM
Director: Copy of the local emergency proclamation Initial Damage Estimate (IDE) summary that
estimates the severity and extent of the damage.
ADEM prepares a recommendation as to the action that should be taken by the Governor. If the
action recommends a Governor’s proclamation, ADEM prepares the proclamation. The Governor may
also proclaim a State of Emergency without a local request if the safety of persons and property in the
state are threatened by conditions of extreme peril, or emergency conditions are beyond the
emergency response capacity and capabilities of local authorities.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 26 of 33
State of War Emergency
In addition to declaring a State of Emergency, the Governor can proclaim a State of War
Emergency17 whenever the state or the nation is attacked by an enemy of the United States, or
upon receipt by the state of a warning from the federal government indicating that such an enemy
attack is probable or imminent. The provisions of the Governor granted under a State of War
Emergency are the same as those granted under a State of Emergency.
Presidential Declaration
Following the proclamation of a State of Emergency, and with or without the City’s request to do so,
the ADEM Director may recommend that the Governor request a Presidential Declaration18 of a major
disaster under the authority of Public Law 93-288. The Governor's request to the President is
submitted through the FEMA. Supplementary justification data may be required to accompany the
state and local proclamations and initial damage estimate. Note: A Presidential Declaration of Major
Disaster is required in order to access the bulk of federal disaster assistance programs.
Other Powers
Other local, state, and federal authorities such as public health emergencies or quarantines may
grant broad powers to certain government officials to restrict movement or impose other restrictions in
proclaimed emergencies.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 27 of 33
Information Collection, Analysis, and Dissemination
During emergencies and major disasters, physically having agency representatives—from
responding agencies—in the EOC to actively facilitate communication is crucial. The EOC will
incorporate agency representatives from City Departments to facilitate interagency communication.
Each agency representative will coordinate between the EOC and their respective organizations at both
the administration-level and/or with personnel in the field, as required.
The EOC has the equipment and capability to communicate and coordinate with a broad array of internal
(field personnel, incident commanders, DOCs) and external stakeholders (response partners, critical
infrastructure, and key resources, outside agencies).
Information Collection
Information collection is crucial for successful emergency operations, for both incident management in the
field and the EOC. The EOC and other emergency operations/coordination centers need updated
information to assess whether the needs of field personnel are being met. Without this information, those
facilities are unable to assist or resupply the needs of an Incident Commander (IC). Conversely, ICs and
other field personnel need to know when they can expect requested support. The EOC actively collects
information concerning conditions observed throughout the City from all available sources, such as: phone
calls from residents, updates from impacted communities, and reports from the news media. These
information sources help with the initial response, delegating resources, assisting residents, and
positioning damage assessment teams. Additionally, the EOC’s Planning Section analyzes and compiles
information regarding developing conditions and disseminates it to stakeholders in order to support the
development of incident objectives and decision-making.
Internal Communications and Coordination
Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly with
an Incident Commander.
Additionally, the EOC will communicate and coordinate with other cities within Washington County.
Each city, including Fayetteville, will provide situational awareness and relevant resource status to the
EOC, and in turn the EOC will push aggregated county-wide information back to each city.
In some cases, mutual aid for disciplines with other established mutual aid systems (such as law
enforcement) will use such systems while in other cases (commonly known as single-point ordering), the
requests will go from the Logistics section to the Washington County EOC.
External Communications and Coordination
The EOC will also coordinate with outside agencies such as special districts, public utilities, volunteer
organizations and/or private agencies. These agencies will communicate directly with the City and may
provide a representative to the EOC, as outlined in the EOC manual. The level of involvement of special
districts, public utilities, volunteer organizations, and private agencies will vary considerably depending
upon the type of incident. EOC staff will make use of the existing voice and data systems as available.
The EOC also utilizes two systems called InformaCast and ReGroup to provide alert and warning
messages to the public within the county limits in the event of an imminent threat requiring the public to
take a specific action.
Details about public alerts and warning can be found in Annex B: Alert and Warning.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 28 of 33
The Joint Information Center/Joint Information System (JIC/JIS) is the central distribution point
for communicating with the news media and the public. News media channels on radio and
television communicate public information provided the JIC, as does the City’s
Information Webpage that becomes active during incidents.
Coordination with the Field Responders
In a major emergency, the EOC may be activated to coordinate and support the overall response while
field responders use ICS. The Incident Commander will initially be the most senior officer of the first
responding agency. Responding agencies will determine the most appropriate agency and officer to
assume Incident Command. Field coordination occurs under the leadership of the Incident Commander
at the ICP.
Incident Commanders for public works, utilities, fire, and police may communicate with their respective
DOC, which in turn will coordinate with the EOC. Incident Commanders may also report directly to the
EOC, usually to their counterpart in the Operations Section. When the EOC is directly overseeing Incident
Command teams, the EOC is operating in a centralized coordination and support mode.
Coordination with the Washington County Operational Area
When and where possible, Washington County will include jurisdictional representatives in planning for
jurisdictional support.
Figure 2 (Hierarchy of Disaster Response in Fayetteville, Arkansas) below shows the different levels of
government emergency response during large-scale disasters and how they relate to one another (lines
of communications and coordination).
Figure 2: Hierarchy of Disaster Response in Fayetteville, Arkansas
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 29 of 33
Administration, Finance, and Logistics
Administration and Finance
Any eligible entity desiring federal disaster assistance is responsible for tracking, compiling, and
submitting accurate and complete disaster-related expenditures incurred during the incident period to the
EOC Finance Section Chief. The City will add this information to the State’s Preliminary Damage
Assessment for requesting supplemental federal assistance under the Robert T. Stafford Disaster Relief
and Emergency Assistance Act (Stafford Act).
During the disaster recovery process that follows a federal declaration approved under the Stafford Act,
the Director of Emergency Services is designated as City of Fayetteville’s “applicant agent.” As applicant
agent, the Chief Financial Officer is authorized to submit incident-related reimbursement requests from
eligible entities of city government for federal disaster assistance provided under the Stafford Act.
Logistics
Resource acquisition and distribution is divided into pre-incident—which is usually preventative, although
can also be in anticipation of a specific event—incident specific, and post-incident phases. Grant or
FEMA procedures are implemented by centralized procurement staff, utilizing either federal/grant or City
policy for procurement, whichever is more restrictive. Incident- specific acquisitions for an impacted entity
typically begin with a localized declaration of emergency, resource requests from field personnel, such as
an Incident Commander, or in anticipation of an event by an authorized official. Procurement of both
incident specific (exigent) and post-incident resources may occur through processes allowed via City
Code, either by quoted process, direct purchase (from a supplier/vendor) when appropriate, through local
government mutual aid, or existing contracts if established with correct terms/conditions for the particular
incident.
During EOC activations, the EOC’s Logistics Section - under the direction of the EOC Manager -
manages resources provided in support of emergency operations. When there are multiple competing
resource requests for a limited supply of resources, the EOC Manager prioritizes resource acquisition
and/or distribution according to the EOC Action Plan, and under advisement from the Operations Section
Chief. The scale or complexity of incident, competing requests, ongoing threats to life safety or property
and the environment, current or expected conditions (such as weather), location of the resource relative
to the incident scene, and the means of distribution/delivery are several of the factors that can influence
prioritization of resource requests.
The EOC will track all resources provided for responding to and recovering from emergencies and major
disasters. Whenever possible, resources are returned to their original configuration/condition upon
demobilization.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 30 of 33
Plan Development and Maintenance
The City Emergency Manager is responsible for the review, revision, management, and distribution of the
EOP. The EOP will be reviewed on a biennial basis but may be modified at any time as a result of a post-
incident or post-exercise evaluation, and changes in responsibilities, procedures, laws, or regulations.
This EOP Basic Plan is subject to five-year formal review and approval by the City Council, whereas the
Hazard Specific and Functional Annexes are revised as needed and are not subject to formal review. The
annexes are considered an extension of this EOP. The EOP will be distributed to City staff, key
stakeholder organizations, and will be posted on the City’s website for public reference.
This shall be the official “Emergency Operations Plan for the City of Fayetteville” and shall supersede
previous plans. Nothing in this plan shall be construed in a manner that limits the use of good judgment
and common sense in matters not foreseen or covered by the elements of the plan or any appendices
Record of Changes
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 31 of 33
Authorities and References
Local
Per Fayetteville Municipal Code this EOP is promulgated under the authority of the Mayor and
adopted by the City Council.
State
State authority is to be found, in part, in Arkansas Emergency Services Act of 1973. Arkansas Code Title
12, Subtitle 5 Chapter 75
The following authorities and references are also applicable:
• Orders and Regulations that may be promulgated by the Governor during a State of Emergency
or a State of War Emergency
Federal
Federal authority is found in the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988
(Public Law 93-288), Homeland Security Presidential Directive 5, “Management of Domestic Incidents”
and Homeland Security Presidential Directive 8, “National Preparedness”. The emergency management
system used nationally is NIMS.
The following authorities and references are applicable:
• Robert T. Stafford Emergency Disaster Relief and Emergency Assistance Act (42 U.S.C. §5121
et seq., as amended)
• Code of Federal Regulations: Title 44, Part 206
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, National
Incident Management System, February 28, 2003
• National Response Framework, Second edition, U.S. Department of Homeland Security, July
2014
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 32 of 33
Acronym List
• ADA Americans with Disabilities Act
• ADEM Arkansas Division of Emergency Management
• AFN Access and Functional Needs
• CBO Community Based Organization
• COOP/COG Continuity of Operations Plan / Continuity of Government
• DEM Department of Emergency Management
• DOC Department Operations Center
• DSW Disaster Service Worker
• EMMA Emergency Management Mutual Aid
• EMS Emergency Medical Services
• EOC Emergency Operations Center
• EOP Emergency Operations Plan
• FEMA Federal Emergency Management Agency
• ICS Incident Command System
• ICP Incident Command Post
• JIC/JIS Joint Information Center / Joint Information System
• MJHMP Multijurisdictional Hazard Mitigation Plan
• NIMS National Incident Management System
• NRF National Response Framework
• OA Operational Area
• PSPS Public Safety Power Shutoff
• SOP Standard Operational Procedure
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 33 of 33
Functional Annexes (Published Separately)
A: Care & Shelter Annex
B: Alert & Warning Annex
C: Damage Assessment Annex
D: Mass Evacuation Annex
E: Debris Management Annex
Hazard Specific Annexes (Published Separately)
F: Storm Annex
G: Terror Annex
H: Wildfire Annex
I: Earthquake Annex
J: Pandemic Annex
Continuity of Operations Plan (Published Separately)
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 9
Emergency Operations Plan (EOP)
Care and Shelter Annex
Purpose:
This Annex to the City of Fayetteville’s Emergency Operations Plan (EOP) serves as a guide for the City
of Fayetteville operations for the care and sheltering of individuals who have been displaced by a major
emergency or disaster, including those persons with access or functional needs.
Mass care and shelter services are intended to address the immediate, disaster-caused needs of
individuals and families (including household pets) through the provision of the following essential
services:
• Sheltering.
• Feeding / Water / Sanitation.
• Distribution of emergency supplies.
• Family reunification services.
• Immediate health, behavioral health, social and spiritual care services.
• Access to information.
This plan is designed to accomplish the following:
• Identify City departments, allied agencies, and other stakeholders with roles in mass care and
sheltering operations and define their responsibilities.
• Serve as a planning document to support further development of coordinating procedures and
tools by City departments and agencies.
Scope:
The City of Fayetteville is charged with the responsibility to act on behalf of the health, welfare, and
safety of its residents. In a major emergency or disaster, the City will expand the scope and level of
services it provides to its residents. The City may partner with non-governmental and community-based
organizations to ensure the best possible resources are quickly provided to those with the greatest need.
Such groups may include the American Red Cross and the Salvation Army. However, the City retains the
primary responsibility for the care of its residents.
The Parks, Natural Resources and Cultural Affairs Department is assigned the lead role in coordinating
the provision of care and shelter services. A variety of other City staff, volunteers, community
organizations and vendors will be engaged to identify needs and deliver resources. Care and shelter
operations must integrate and provide resources for individuals with Access and Functional Needs.
The EOP defines the City’s general emergency response organization, authorities, policies, priorities, and
procedures. In the event of a major emergency or disaster event, this annex provides potential specific
mass care and shelter objectives that the emergency response organization may integrate into its
operations. This annex is primarily focused on response and short-term recovery operations.
The following issues related to mass care and sheltering are addressed in detail by the annex:
• Providing care and sheltering for people who have been displaced by the disaster.
• Providing care and sheltering for persons with access and functional needs.
• Transitioning displaced residents out of shelters into interim housing.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 9
The Plan briefly describes the following mass care and shelter operations:
• Mass feeding.
• Bulk distribution of supplies and packaged goods to people outside of shelters.
• Providing animal care when people with animals present themselves at shelters.
This annex does not alter existing City department emergency response standard operating procedures
(SOPs), processes, or resources. Emergency response agencies (such as fire, law enforcement, and
emergency medical services) will adhere to existing department SOPs in accordance with all legal
requirements.
Agencies, organizations, facilities, and individuals subject to statutory legal care and custody
requirements are statutorily obligated to continue to provide care and custody in emergencies and
disasters. When evacuation to a shelter is necessary, they retain those obligations and may not delegate
them to shelter staff or residents. For example:
• Anyone having care or custody of an elder or dependent adult may not desert or willfully forsake
that person. Anyone having such responsibilities must accompany the elderly or dependent adult
and continue to provide care if evacuation to a shelter is necessary. Abandoned elder or
dependent adults will be referred to the State Adult Protective Services program.
• Children under the age of 18 years are the responsibility of their custodial parents/legal
guardians, who must accompany them and continue to provide care and supervision if evacuation
to a shelter is necessary. Unaccompanied minors in a shelter will be referred to the State
Children’s Protective Services program.
• Licensed care facilities retain responsibility for the care of their clients and must provide staff to
accompany them and continue to provide care if evacuation to a shelter is necessary. The
Arkansas Department of Health requires licensed facilities to adopt and exercise a written
emergency plan that addresses possible evacuation of their facility.
Planning Assumptions:
This Annex is based on a major emergency or disaster creating a significant demand for care and shelter
services and resources. Each event is different and will result in a broad range of potential impacts and
corresponding demands for services and resources. The following planning assumptions guide the
concept of operations in this annex:
• Mass care and shelter services may be requested with little notice and some immediacy in an
emergency or disaster situation.
• During evacuations, evacuees may opt for friends and relatives or commercial accommodations
rather than a congregate shelter. This will vary based on the demographics, suddenness of the
event, time of day, and other factors. However, in major events with extended power and water
system outages, many will choose to relocate to an existing congregate shelter when their own
resources are depleted.
• Hundreds of residents may require care and/or shelter services because of evacuations or
damage to homes. Care and shelter services resources may also be needed by tourists, stranded
travelers, and evacuees from areas outside the City.
• Approximately 25% of those seeking shelter will have functional and access needs. Every effort
will be made to provide reasonable accommodation for those individuals. In the event that
needed accommodations cannot be adequately addressed, the City may coordinate with the
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 9
Washington County Operational Area and/or the State of Arkansas to develop appropriate resources
and services.
• Most people who will require sheltering will not arrive at the shelter with a 72-hour supply of
essential life-sustaining items. Many may not have essential medication, prescriptions, and other
items they need to maintain health, safety and independence.
• Some displaced residents will converge on public parks and open spaces, as an alternative to
using indoor congregate care shelters.
• Many residents who suffer some structural damage to their home, following a major disaster, may
choose to remain on their property (i.e., camp-out), versus going to a public disaster shelter. Yet,
they will still have needs and expectations for disaster assistance from local government.
• If a major emergency or disaster generates large-scale care and shelter operations day-to-day
activities at schools, community centers, churches and other facilities used for these operations
may have to be curtailed.
• Additional shelter and respite centers may be needed to support responders and other workers.
• An emergency or disaster could damage government facilities and/or disrupt communication,
transportation, and utilities. This could result in the loss of, or inaccessibility to, customary
operating resources, including staff.
• Community based and faith-based organizations (CBOs) and private-sector organizations, e.g.,
local churches, civic clubs, local businesses, may respond spontaneously, outside of any
organized response effort. These groups may be incorporated into mass care and shelter
operations. However, they may not have the infrastructure, resources and/or capacity to sustain
their operations and may need support to serve their communities.
• Some of these agencies, organizations and groups may subsequently request support and
resources through the EOC.
• Sheltering-in-place, restriction of movement, and non-congregate sheltering are required to
prevent the spread of contagious diseases during a pandemic incident which may occur
concurrent to another natural or man-made disaster.
• Major disaster events could produce significant regional competition for resources. Local care
and shelter resources will be limited as other jurisdictions face similar circumstances.
• The Governor may authorize the use of state agencies and military forces to support care and
shelter operations if or when requested.
• State and Federal resources will take up to 72 hours to arrive and become operational.
• Inquiries regarding the welfare of individuals believed to be within the impacted area could begin
immediately after the public is made aware of the emergency or disaster.
• The demand for emergency public information related to mass care and shelter services will be
immediate and sustained. Social and traditional media coverage will be extensive.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 9
• Interim housing needs will be driven by the timeline to restore damaged housing or construct new
housing. Housing restoration timelines are highly dependent on the availability of financing; local,
State, and Federal assistance; the availability of contractors; and local planning and permitting
decisions.
Roles and Responsibilities:
The following lists summarize the primary and significant roles and responsibilities for each City
department and stakeholder organization relative to the care and shelter function:
Parks, Natural Resources and Cultural Affairs Department– Primary
• Lead coordination of mass care and shelter operations.
• Assess status of critical Department facilities and potential shelter sites. Identify facilities suitable
for emergency shelters, respite centers, mass feeding operations and Commodity Points of
Distribution (C-PODs).
• Prepare and establish emergency shelters and other mass care facilities as needed.
• Assess shelter staff availability and assign teams.
• Maintain an inventory of shelters, shelter supplies and equipment.
• Conduct a twice-daily shelter census.
• Coordinate with the American Red Cross, Salvation Army and other non-profit or
community-based organizations that are working in support of mass care and shelter
operations.
• Develop and coordinate mobile feeding operations.
• Evaluate the need to activate or secure vendor agreements in support of sheltering activities.
• Coordinate with Housing & Community Services for the delivery of social and health services to
impacted residents at shelter sites.
• Coordinate with the Washington County Operational Area for the care of unaccompanied minors.
City Mayor’s Office
• Activate the EOP and EOC as needed.
• Implement COOP as needed.
• Establish and communicate policy regarding City staff reporting for assignments.
• Lead and manage proclamations of local emergency.
• Develop and maintain communication with City Councilmembers.
• Lead emergency public information.
• Assess City operations and provide legal counsel as needed.
Finance
• Provide emergency procurement support for mass care and shelter operations.
• Oversee staff timekeeping.
• Provide fiscal oversight and track expenses.
Fire
• Provide support to ensure fire safety in mass care and shelter facilities.
• Provide EMS support to large emergency shelters as available.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 8
Community Resources
• Coordinate with the Washington County Health Department to provide social and health services
including medical evaluations, behavioral health outreach, services for older adults, economic
assistance, employment assistance, substance abuse education, domestic violence resources,
and medical/health services.
• Coordinate with City of Fayetteville Animal Control for animal services.
• Coordinate with the Arkansas Department of Health for priority inspections of mass feeding
and mass shelter facilities.
• Coordinate and support the transition of disaster survivors from emergency shelters into interim
and/or permanent housing.
Information Technology
• Support communications with mass care and shelter facilities.
• Coordinate with telecommunications service providers.
Development Services
• Lead damage assessment efforts including critical facilities/infrastructure that supports mass care
and shelter operations.
• Coordinate with Parks, Natural Resources and Cultural Affairs Department estimate the
potential number of displaced/evacuated residents and others that may require mass care and
shelter services.
Police
• Provide law enforcement and support for security at shelter facilities.
• Provide support for access, traffic, and crowd control at mass care facilities.
Public Works
• Manage City facilities and coordinate use of non-City facilities in support of mass care and shelter
operations.
• Provide alternate or enhanced transportation services for displaced or evacuated residents.
• (Park Ops) Assist with setup of mas care and shelter sites, ensure that parking areas and access to the
sites are cleared of debris etc. Provide personnel where needed.
Utilities
• Estimate duration, impacted area and number of affected households for any potable water or
wastewater systems disruptions.
• Provide bulk or sourced potable water in support of mass care operations as possible.
City Council
• Support community engagement.
• Provide feedback on identified unmet community needs.
American Red Cross (ARC)
The ARC is federally mandated to provide mass care and shelter services in emergencies and disasters.
ARC may establish and operate mass care and shelter services both independent of and in conjunction
with other agencies and organizations. The City maintains an MOU with the local chapter. ARC
maintains MOU’s with predesignated shelter locations within the COF. ARC mass care and shelter
services may include:
Emergency Shelter
• Fixed and Mobile Feeding.
• Emergency First Aid.
• Mental Health Support.
• Blood Drives.
• Disaster Welfare Inquiry Services.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 8
• Vouchers for Clothing, Occupational Supplies, Basic Home Furnishings
Salvation Army
Through its various local organizations and with the assistance of divisional headquarters, the Salvation
Army may provide the following services to individuals and families:
Mass care feeding (including mobile kitchen units)
• Sheltering.
• Clothing distribution.
Concept of Operations:
As the City responds to a potential or actual major emergency/disaster, City departments and allied
stakeholder organizations will carry out the care and shelter function simultaneously with all other
readiness, response, and recovery operations:
Preparedness
If conditions permit advance notice of a potential major emergency or disaster, City departments will
increase their readiness to conduct mass care and shelter operations. These efforts may include:
• Enhanced staffing.
• Adjusting work hours.
• Readying equipment and supplies.
• Reducing non-critical operations.
• Updating plans, references, and points of contact.
• Reviewing MOUs and contracts with service providers.
• Providing just-in-time training.
The EOC may be activated to develop enhanced situational awareness, expedite decision making, conduct
stakeholder notification and coordination, develop public information, and provide greater support to City
departments.
These steps are to be used as initial activation steps to be taken by Care and Shelter staff during a no-
notice incident.
For Care & Shelter Operations:
□
Contact the American Red Cross and Washington County Emergency Operations Center (EOC)
Care and Shelter Branch to discuss shelter options (congregate and non-congregate) should an
evacuation take place.
□ Request that Emergency Management notify the Shelter Support Team of the incident and
ensure they are ready to deploy to the shelter site immediately upon activation.
□ Provide any necessary just-in-time training for Shelter Support Team on their roles and
responsibilities.
□
Determine any resource needs and submit requests to EOC:
• Shelter supplies
• Staff food & water
• Evacuee food and water
□ Ensure supply kit is fully stocked and ready to be utilized when necessary.
□ Put out sandwich board signs on roadway to guide evacuees to shelter prior to opening.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 7 of 8
Response
Once an actual major emergency or disaster strikes, the City will activate the EOC, and the Care and
Shelter Branch Director will be established in the Operations Section. The City’s EOC will provide support
to field personnel, coordinate the efforts of other City departments, and collaborate with the Washington
County Operational Area and other allied stakeholders.
Depending on the scope, severity and duration of the event, the City will assess the need for providing
care and shelter services. Should the City decide to open a congregate shelter, the Parks, Natural
Resources and Cultural Affairs Department shall lead the effort to locate, open, and manage care and
shelter facilities. Other City departments will support these operations by providing staff, equipment,
supplies, and transportation as directed. The American Red Cross, the Salvation Army, and other non-
governmental organizations may provide support to City operations or directly to residents. Coordination
– including allocation of resources - will occur via the EOC. Care and shelter are considered a
critical function second only to life safety operations – resources will be allocated accordingly.
Emergency shelters will utilize management procedures and tools from either the American Red Cross or
the FEMA Shelter Field Guide. Integration and support for persons with access and functional needs will
take place in shelters in accordance with federal guidance or recommendations. The EOC Care and
Shelter Branch Director will coordinate with the EOC Access and Functional Needs Coordinator to
identify relevant issues and resources.
Independent, spontaneous shelters and mass care activities may also be established by community or
faith-based organizations. The City will identify these and either monitor their status or integrate them into
the care and shelter operation as appropriate.
In the event the City cannot support all care and shelter missions, the EOC will coordinate with the
Washington County Operational Area EOC Care and Shelter Coordinator to procure sufficient personnel,
resources, or supplies from the Operational Area, the State of Arkansas, or the federal government.
Note: the state and federal agencies may provide support through Emergency Support Function (ESF) #6
(Mass Care).
The following detailed procedures have been put in place for the activation and operation of the city-
operated Congregate Shelter:
Congregate Shelter(s)
• The first staff that arrive onsite should follow the Shelter Manager checklist.
• Once the shelter is set up, begin registering evacuees for residing in the shelter using the
Shelter Intake Form.
The Shelter Manager will provide regular updates to the Care and Shelter Branch Director in the EOC on
the numbers of evacuees at each location, along with any resource needs.
Short-Term Recovery
As the City transitions to a phase in which recovery operations take precedence, impacted residents may
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 8 of 8
require continued or even enhanced services and resources. Rapid initiation of recovery operations is
critical to restoring confidence in the community and ensuring that impacted residents maintain access to
vital services and resources.
Key care and shelter activities in this phase include initial or follow-on structural safety assessments,
utilities restoration, resident re-entry, rapid permitting, and repair of housing units, sustained public
information, and coordination of non-governmental as well as local, state, and federal assistance
programs.
The City may establish a temporary Local Assistance Center (LAC) to facilitate the ability of residents to
access a broad range of community and government services. The LAC provides a “one-stop shop” for
the consolidation and distribution of information and resources to residents and businesses affected by a
disaster event. Representatives from many organizations meet with disaster victims and provide services
at the LAC, which is in as close proximity as possible to the location of the disaster. This enables affected
people to obtain a wide range of information and services without spending considerable time traveling to
visit many different office locations.
Depending on the severity of the disaster and the damage or destruction of housing stock, a critical task
will be transitioning shelter residents into interim and/or permanent housing. As residents leave the
emergency shelters, some consolidation of shelters may occur as well as closing the shelters and
demobilizing staff and resources.
Resources
FEMA Shelter Field Guide
Shelter Field Guide FEMA P-785 (nationalmasscarestrategy.org)
CDC Shelter Assessment Form and Guide
Environmental Health Assessment Form (cdc.gov)
Environmental Health Disaster Shelter Assessment Guide (cdc.gov)
American Red Cross Shelter Dormitory Registration Form
ShelterDormitoryRegistrationForm.pdf (nationalmasscarestrategy.org)
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 6
Emergency Operations Plan (EOP)
Alert and Warning Annex
Purpose:
This Annex establishes general and specific policies, procedures, and protocols for the use of Alert and
Warning systems in the City of Fayetteville during actual or potential emergencies that pose a significant
threat to life or property. This plan serves as a functional annex to the City of Fayetteville Emergency
Operations Plan (EOP).
Timely and effective alerts and warnings are critical to life safety of Fayetteville residents, visitors, and
first responders. Residents and visitors must be informed of threats and directed to take appropriate
action as quickly and as accurately as possible.
Scope:
This Annex has been developed in accordance with the City EOP. In keeping with the EOP’s “all-hazards”
approach for local emergency management, the response policies and protocols for Alert and Warning
will align with those established in the EOP. The Annex supplements the EOP by providing
considerations for utilizing Alert and Warning tools in the City.
This annex does not alter existing City department emergency response standard operating procedures
(SOPs), processes, or resources. Emergency response agencies (such as fire, law enforcement, and
emergency medical services) will adhere to existing department SOPs in accordance with all legal
requirements.
Planning Assumptions:
This Annex is based on the need to issue emergency alerts to the public. General assumptions include:
• Proactively warn the public of threats by providing timely, targeted, accurate, and actionable
information.
• Use multiple, redundant and overlapping alerting systems to ensure the best possible
dissemination of alerts and warnings.
• Incorporate social equity measures and ensure the ability to reach individuals with Access and
Functional Needs (AFN) and those who are non-English speaking by identifying potential barriers
and implementing mitigation strategies as required.
• Coordinate the delivery of alerts and warnings across jurisdictional boundaries to assure
continuity of messaging.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 6
Roles and Responsibilities:
City Mayor’s Office
• Activate the EOP and EOC as needed
• Implement COOP as needed
• Establish and communicate policy regarding City staff reporting for assignments
• Lead and manage proclamations of local emergency
• Develop and maintain communication with Mayor and City Councilmembers
• Lead emergency public information
• Assess City operations and provide legal counsel as needed
Communications and Marketing
• Work with Emergency Manager(s), Fire and Police to conduct regular public education and
outreach on alert and warning systems.
• Lead for social media messaging on all city platforms, in coordination with response
departments
Emergency Manager(s)
• Issue (through Central Dispatch Center) emergency alerts for the City as directed by Incident
Command.
• Ensure emergency alerts are issued timely and efficiently, and in as many formats as reasonable
to give the public as much time to evacuate as possible given the circumstances of the incident
prompting evacuations, including those with limited mobility or other disabilities.
• Coordinate with Washington County Department of Emergency Management on timing of
emergency alerts being issued to the City.
Fire
• Establish field Incident/Unified Command
• Coordinate public warning and evacuation functions, through CDC, when needed.
• Assist in evacuations when needed.
• Support public education efforts
Police
• Establish field Incident/Unified Command
• Prioritize and conduct law enforcement, evacuation, and security operations
• Develop and maintain perimeter and access control
• Support public education efforts
• Issue emergency alerts for the City as directed by Incident Command.
Washington County Department of Emergency Management
• Issue emergency alerts for the unincorporated County as directed by Incident Command
• Coordinate with jurisdictions in the Washington County Operational Area on timing of
emergency alerts being issued to the City.
• Serve as a backup to City Emergency Manager(s) to issue alerts for the City as needed.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 6
Concept of Operations:
The City of Fayetteville uses multiple notification and warning systems to make sure emergency alerts
are delivered to the people who need the information. Each of these systems has different benefits,
limitations, and utilizes different types of technology to ensure there is redundancy in our ability to get
emergency alerts to the public. To the extent possible, each of these systems are utilized during life-
threatening situations. These systems include:
• Emergency Alert System (EAS)
National public warning system that will interrupt local broadcast tv and radio programming to
provide an alert in the event of a large-scale emergency. No registration required.
• Wireless Emergency Alerts (WEA)
Urgent alerts sent as text-like messages to your mobile phone based on your location (you will
only receive notification if you are in the area of the emergency). WEAs have three alert
categories-- Imminent Threat, AMBER, Presidential. You must keep the factory settings on to
your WEA- capable phone to receive a WEA. WEA can be sent by the City of Fayetteville,
using InformaCast. The decision to send a WEA using InformaCast, can be made by the
following COF designees:
• Mayor
• Chief of Staff
• Fire Department Chief Officer
• Police Department Command Staff
• Emergency Manger
No registration required.
• All Hazards NOAA Weather Radio
All Hazards NOAA Weather Radio (NWR) is a low-cost home alerting tool that can be remotely
activated by the National Weather Service (NWS) to broadcast life-saving warnings issued by first
responders. NWRs include battery backups. For those residents that are hard of hearing, there is
also bed-shaking devices and strobes that can be attached to the radio to ensure that the alert is
received.
To work, Washington County residents must tune their NWR to frequency WXJ52 162.475
(Fayetteville) or WNG643 162.400 (Springdale).
• Local Radio and Television
The City communicates with local news broadcasters to provide updates during an emergency.
Alert and Warning System – Prioritization of Use
While use of warning systems is often thought of in terms of escalating incident severity, the City of
Fayetteville will prioritize use of warning systems in the following order to maximize the timeliness and
scope of warning efforts:
1. Wireless Emergency Alerts (WEA): for use in short-notice incidents with threat to life, health or
property. WEA messages should be augmented with InformaCast messages to provide
additional coverage and detailed information.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 6
2. InformaCast: because of the additional time required to prepare an InformaCast, these will
ordinarily be issued following a WEA to provide additional coverage and detailed information. For
incidents that provide a long lead time (e.g., flood or power shutoffs), InformaCast should be the
primary means of alerting. InformaCast messages may be requested by fire or police Incident
Commanders, when needed, to notify the public.
3. NOAA Weather Radio (NWR): Alerts should be sent at the same time as a WEA, InformaCast
and/or EAS message. The NWR should target challenging service areas, areas impacted by loss
of power, as well as the deaf and hard of hearing community. Note: NWR messages may be
vetoed for dissemination by the NWS.
4. Emergency Alert System (EAS): EAS messages go out to a majority of the area and cannot be
limited to the Op Area, EAS should be limited to incidents that pose a threat to life, health or
property over a significant area.
5. Social media (ex. Facebook, Twitter etc): These social media networks should be used
aggressively and near-simultaneously if possible, with WEA/InformaCast/NWR. These
networks are “passive” in that they don’t activate devices or use an alarm tone - they should be
used only after the primary warning systems are activated. Additionally, messaging should be
consistent as possible across the platforms. All COF social media platforms should be used.
This includes the COF Communications Division, FPD PIO and FFD PIO.
Preparedness
Successful alerting requires significant, continuous effort to identify and train key staff on procedures and
technical systems. The alerting systems themselves must be regularly maintained and databases
updated. Alert and warning efforts will only succeed if residents have been engaged and educated as to
how the systems work, how to receive information and what actions should be taken. More specifically:
• Emergency Manager(s), in conjunction with IT, will maintain alert and warning templates built
into the system to ensure timely notifications are issued during an emergency.
• Emergency Manager(s) will conduct periodic maintenance for alerting systems including
updating/validating contact databases and address information. They will also conduct periodic
tests of alerting systems to ensure functionality as well as operator proficiency.
• City staff will conduct continual public outreach to educate, encourage enrollment in alerting
systems, and encourage personal readiness when receiving alerts, including those residents with
any access or functional needs requiring additional time or assistance with receiving alert and
warnings or with evacuations.
• Emergency Manager(s) will coordinate with Washington County Department of Emergency
Management on the utilization of the Washington County Radio Amateurs network1 to ensure
that residents have the ability to report critical information to authorities during times of power
or communications failures.
Response
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 6
Alert and Warning Strategy
For all alerts, the following tactics are prescribed:
1. Go Big. Except in circumstances where a very narrow and defined alerting area is required,
alert areas should cover the entire potential area that may be affected and neighboring
communities. Disasters may expand rapidly, however even when they do not, neighboring
communities may suffer secondary or tertiary effects of a disaster including supporting
evacuation traffic, shelters, or limited transit into the affected area. In Fayetteville, the accepted
rule-of-thumb is to make the alert area larger than the area directly impacted or threatened.
2. En Español. Simultaneously provide a fully interpreted Spanish language version of the
message.
3. Verify transmission and receipt of alerts. Successful use of many alert and warning platforms
may not result in successful public alerting. If the computer systems or transmission systems
fail, the Alert Originator may falsely believe they have succeeded in issuing an alert, when in
fact the alert has failed to reach the public. Where possible, the Alert Originator should contact
known individuals in the alert area to confirm the alert has successfully launched. This could be
the Incident Commander or other responders.
4. Review the system launch records to ensure that the FEMA message exchange has
successfully received and relayed the message. Do not assume automatic successful
dissemination of alerts.
5. Speed is essential in no-notice or fast-moving incidents. An alert that is incomplete or is not fully
verified, while not optimal, is better than a completely accurate alert sent after it is no longer
relevant.
6. Include Access and Functional Need (AFN) capabilities. Use every available method of alerting
to ensure that persons with disabilities or other AFN get alerts with sufficient time to respond
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 6
There are several tasks that need to be accomplished for each alert and warning message that is
distributed, summarized in Table 1 below. Following this checklist ensures that all critical notifications
and coordination takes place. This checklist should be followed by the individual responsible for sending
the alert.
Table 1: Alert and Warning Checklist
Zone:
Status (Circle One): Warning / Order
Time Ordered:
Time Requested:
Time Issued
• WEA/EAS/NWEM (Circle All That Apply):
Tasks to Be Completed for Each Warning/Order Message
□Verify timing of evacuation zone going into Warning / Order with Incident Commander
□ Verify with Police that they approve of messages and that traffic resources are in place
□
□ Edit public evacuation zone map
□ Verify with WC DEM / NWS that NOAA weather radios will be activated (if applicable)
□ Verify with WC DEM that EAS will be activated (if applicable)
□ Contact WC DEM Duty Officer to coordinate Warning / Order messages
□ Update EOC of status of Warning/Orders as delivered
Task to be Completed When A City Zone Is Impacted
□ Ensure bus resources are activated and are ready to be deployed to support evacuations
□ Request status updates from Police, TPW, and Fire on evacuation progress
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 9
Emergency Operations Plan (EOP)
Damage Assessment Annex
Purpose:
The purpose of this procedure is to outline how City of Fayetteville staff conduct damage assessment
post disaster. This includes the different types of damage assessment, roles and responsibilities of City
staff, the information collection process, role of the Department Operations Centers (DOCs), and
integration into the Emergency Operations Center (EOC).
Scope:
This procedure will outline the damage assessment process as outlined by the Federal Emergency
Management Agency (FEMA) and all the steps required for seeking reimbursement through disaster
recovery programs. This includes the steps involved in the Preliminary Damage Assessment (PDA)
process through eligibility for both Individual Assistance (IA) and/or Public Assistance (PA).
This procedure is primarily focused on damage inspections post-earthquake or severe storm, but the
same process applies to other disasters such as fire, tornado, etc. but will be localized to the impacted
area. For this procedure, damage assessment is broken into four categories:
1. Localized Damage Assessment: A disaster that is localized in nature requires both public and
private infrastructure damage assessments be conducted within a defined geographic area.
2. City-Wide Windshield Surveys: A disaster that results in widespread damage to the community.
Windshield surveys assist the EOC in determining the scope of the damage through preliminary
assessments while driving through the city.
3. Private Infrastructure Assessments: A component of windshield surveys, private infrastructure
assessments focus on privately-owned businesses and residents.
4. Public Infrastructure Assessments: A component of windshield surveys, public infrastructure
assessments focus on government owned and operated infrastructure.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 9
Triggers for Activation:
A standard process for damage assessment promotes effective and timely coordination among city
departments at all levels. Certain steps may be compressed, executed concurrently, or expedited,
depending on the incident requirements and specific incident considerations. Not all aspects of this
procedure need to be activated for each type of disaster. The following table outlines triggers that are
used for determining which elements of this procedure are required.
Disaster Trigger Localized
Damage Windshield Infrastructure Infrastructure
X X X
damage reported, or as directed by X
enough to impact waterways and
drainage systems due to heavy rain, X
X
event, causing widespread
X X X
that doesn’t require community X
Phases of a Preliminary Damage Assessment (PDA)
The primary objective of the PDA process is to help disaster-impacted governments and the Federal
Government determine whether the impacts of a disaster warrant a Presidential disaster declaration.
Presidential disaster declarations specify whether jurisdictions are eligible for FEMA disaster assistance
and what types of assistance are available.
PDA Process:
1. Disaster occurs.
2. Local government identifies damage through Windshield Survey’s and Initial Damage
Assessments.
• Windshield surveys are a mechanism by which local authorities conduct initial damage
assessments to collect data related to the extent of damage within a jurisdiction and to
evaluate the availability of shelter based on impacts to homes within the impact area.
• Initial Damage Assessment takes information from Windshield Surveys and begins
compiling estimates of damage to public and private infrastructure. Simultaneously,
continue to complete and document Windshield Surveys of damaged structures.
3. During the Initial Damage Assessment, structures are identified that require Detailed
Assessments. Detailed assessments are used when damage is identified during the windshield
survey and Initial Damage Assessments and require a more thorough assessment. This
assessment is conducted by a team of experts which typically includes a building official, a
structural and/or civil engineer, an architect, and other specialists as needed to address the
specific situation. City Development Services will lead the completion of Detailed Assessments,
with assistance from ADEM and WCDEM.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 9
4. State verifies damage. State emergency management should, in some manner, verify the
information submitted by local or county emergency management is complete and consistent
with programmatic assessment criteria prior to requesting a Joint Federal, State or Tribal
Government Preliminary Damage Assessment (hereinafter referred to as Joint PDA).
5. State government requests a joint Preliminary Damage Assessment (PDA) with FEMA. The
PDA is a coordinated effort by local, state, and federal authorities to validate damage data
previously identified by state and local authorities to inform Presidential Disaster Declaration
requests and federal disaster grant determinations.
6. FEMA and state validate damage. If the incident is of a severity and magnitude that resources
needed to recover are expected to exceed local and State or Tribal Government capability, the
Director of the State or Tribal emergency management agency will conduct a Joint PDA to
validate damage and evaluate impact. Joint FEMA and State PDAs are intended to validate
information - not to find damage.
7. Validated damage informs request and recommendation for Presidential Disaster Declaration in
the Individual Assistance (IA) program, the Public Assistance (PA) program, and the resulting
Hazard Mitigation Grant Program (HMGP).
Three categories of Federal Disaster Assistance:
FEMA’s disaster assistance programs help governments and survivors respond to and recover from
federally declared disasters.
• Individual Assistance (IA) provides federal awards to individuals and households to support
individual disaster survivors. Joint PDAs allow impacted governments to identify and assess
disaster damages to determine whether jurisdictions will request an IA major disaster declaration.
• Public Assistance (PA) provides federal assistance to support communities’ recovery from
major disasters by providing them with grant assistance for debris removal and life-saving
emergency protective measures and for restoring public infrastructure. Joint PDAs are conducted
to identify disaster-related damage and determine whether jurisdictions are eligible for PA.
• Hazard Mitigation Grant Program (HMGP) assistance helps communities implement hazard
mitigation measures following a major disaster declaration in the areas of the state, tribe, or
territory to reduce the risk of loss of life and property from future disasters.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 9
Roles and Responsibilities:
Public
• Identify and report damage to City government.
• Report damage to homes and businesses through process identified by the EOC.
Fire Department
• Conduct windshield survey of public/private infrastructure damage throughout
the city in coordination with the Damage Assessment Unit in the Planning
Section of the EOC.
• Surveys will be secondary to any emergency and not take priority over
providing aid or emergency services in the early stages of a disaster.
• Support Utilities and Public Works DOC in assessing public infrastructure damage.
• Based on direction from the DOC windshield surveys will be conducted of private and
public infrastructure.
• Each station shall have responsibility for conducting damage assessments within their
respective districts.
• Surveys will be recorded using the Survey 123 app/SARCOP.
Police Department
• Conduct windshield survey of public/private infrastructure damage throughout
the city in coordination with the Damage Assessment Unit in the Planning
Section of the EOC.
• Support Utilities and Public Works DOC in assessing public infrastructure damage.
• Based on direction from the DOC, windshield surveys will be conducted of private and
public infrastructure.
• Each officer shall have responsibility for conducting damage assessments within their
respective beats.
Utilities Department
• Report to the DOC for public water infrastructure windshield survey assignments.
• Conduct assigned public infrastructure windshield surveys and report information to
the DOC.
• DOC will collect information from the field and will report information to the EOC.
Public Works Department
• Report to the DOC for public infrastructure windshield survey assignments.
• Conduct assigned public infrastructure windshield surveys and report information to
the DOC.
• DOC will collect information from the field and will report information to the EOC.
Emergency Operations Center (EOC)
• Coordinate and facilitate windshield surveys of private infrastructure damage throughout
the city in coordination with the Fire and Police DOCs.
• Collect damage information from DOCs
• Consolidate damage information from DOCs into an interactive map.
• Prioritize detailed damage assessments based off of reports from windshield surveys.
• Report initial damage information to council, the public, the State, and others as
appropriate.
• More specifically:
City Mayor’s Office
• Prioritize windshield surveys and detailed damage assessments.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 9
Legal
• Produce a Declaration of Emergency
Public Information
• Provide pertinent information to council and the public on the damage assessment
process and status.
Finance
• In coordination with the Damage Assessment Unit, begin to determine damage estimates
based off of field reports.
• Gathers information required to submit PDA to State/FEMA.
• Assess damages to parking structures throughout the City.
Planning Section (Development Services)
• Damage Assessment Unit will:
o Conduct windshield surveys of damaged private infrastructure to determine if
they can be occupied or not.
o Will coordinate with Operations on the conduct of windshield surveys.
o Will consolidate all damage reports.
o Will facilitate initial and detailed damage assessments of homes that were
identified as damaged during the windshield survey.
Information Technology
• Maintains app utilized for data collection.
• Provide technical support to field responders.
• Assess damages to IT infrastructure utilized by the City.
• GIS Unit will:
o Produce an interactive map of damages reported.
Concept of Operations:
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 9
First 48 Hours: Windshield Surveys
• Windshield Surveys prioritize life safety first and foremost. It provides the first description of the
extent of damage following a destructive incident. Fire, Police, Utilities and Public Works
departments with field personnel plan to conduct windshield surveys of the immediate area
around their facilities as well as conduct a quick “drive-through” of the city to document and report
from vehicles the status of streets, utilities, major external building damage, damaged or blocked
roads, unattended fires, and medical emergencies. Details for these procedures are contained in
separate departmental plans.
• The Windshield Survey is the basis for developing the incident action plan for the first few
operational periods, and prioritizing assignments for the Initial Damage Assessment phase.
• During Windshield Surveys the EOC will rely in large part on information provided by emergency
responders who are on-duty when the incident occurred, damage assessment teams deployed
from DOCs, media reports, information in the computer-aided dispatch (CAD) system, social
media, and information from the Washington County EOC.
• The information from the Windshield Surveys will be collected by each Department’s Operations
Center (DOC) and reported to the City Emergency Operations Center (EOC).
• Survey 123/SARCOP will be used to log damage found during Windshield Surveys and search
operations. This information is readily available in the EOC as it is entered by ground
personnel. USAR Team personnel are trained to do this task when conducting searches.
48-72 hours: Initial Damage Assessment
• Information from Windshield Survey phase will be used to prioritize areas of requiring Initial
Damage Assessments. The Initial Damage Assessment is the first step in applying for federal
assistance. Information collected during the initial damage assessment phase is more detailed
than information from the Windshield Survey phase but is still an initial estimate of damages.
• The EOC will provide avenues for the public to report damage to homes and businesses
requiring Detailed Assessments. During this phase, homeowners, businesses, and public entities
may be encouraged to complete and submit an initial assessment of financial damage to their
property. This is most likely in a large-scale event where the demand for damage assessments
and safety inspections exceeds the number of available inspectors.
• Buildings are rapidly assessed for safety, taking about 10 to 20 minutes per building. Typically, a
team of two building inspectors or a building inspector and an engineer or architect will assess
the building.
• The purpose of this type of evaluation is to quickly identify and placard the obviously safe or
unsafe structures. If access to the interior is available and the building is safe enough, the
building can be entered for a quick walk-through to see if there are any potentially serious or
interior falling hazards inside the building.
• In large scale disasters, where city and county resources for damage assessments are not
sufficient, assistance will be requested from ADEM. ADEM will activated Arkansas
INSPARK, to assist with damage assessments. INSPARK must be requested by
Washington County DEM to ADEM.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 7 of 9
• ArcGIS Solutions should be used when collecting assessments. The mobile application
Survey 123 is used to collect data that is uploaded to FEMA and can still be accessed by
the EOC.
• The Damage Assessment Unit will collect and report damages to city owned / operated facilities
for Public Assistance. It will also record the number of residential properties damaged under the
Individual Assistance category. FEMA categorizes damage to impacted residences into four
categories:
1. Destroyed – total loss of structure, structure is not economically feasible to repair, or
complete failure to major structural components (e.g., collapse of basement
walls/foundation, walls, or roof).
2. Major Damage – substantial failure to structural elements of residence (e.g., walls, floors,
foundation), or damage that will take more than 30 days to repair.
3. Minor Damage – home is damaged and uninhabitable but may be made habitable in
short period of time with repairs.
4. Affected – some damage to the structure and contents, but still habitable.
72 hours – Two weeks: Detailed Assessments
• The EOC will compile a list of damaged homes and businesses requiring detailed assessments
from reports during the windshield survey and Initial Damage Assessments.
• Buildings are assessed more thoroughly by conducting a more extensive investigation into the
structural systems. Detailed evaluations can take anywhere from one to four hours depending on
the size of the building. Typically, a team includes a building official, a structural and/or civil
engineer, an architect, and other specialists as needed to address the specific situation. This
level of evaluation is used most often for buildings where the safety of the building is
controversial or is otherwise not clear.
• Detailed Assessments will begin estimating and compiling the financial costs of damages for the
purposes of determining if the per-capita thresholds for FEMA IA or PA Presidential Disaster
Declaration are met. If thresholds appear to be met, the city will submit for a joint Preliminary
Damage Assessment with ADEM and FEMA.
Two-Three Weeks: Joint Preliminary Damage Assessment
• A joint PDA is conducted when the initial damage assessment indicates per-capita thresholds for
Public Assistance or Individual Assistance grants have been met. ADEM and FEMA jointly
conduct the PDA, visiting and assessing damages reported. FEMA uses the information from the
PDA to decide whether a Presidential Disaster Declaration in Public Assistance or Individual
Assistance is warranted.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 8 of 9
City of Fayetteville Damage Assessment Annex Priority Windshield Survey Inspections Post-Disaster (first 72 hours)
Department Priority 1 Priority 2 Priority 3 Priority 4
Public Works
(Report to
DOC)
Bridge Inspection –
Route 1
Bridge Inspection –
Route 2
Bridge Inspection –
Route 3
Bridge Inspection –
Route 4
Water &
Sewer
(Report to
DOC)
Utility System Operators
inspect freshwater
distribution inspect
routes to turn off water
where losing it due to
damage
Paul R. Noland and
WestSide
Wastewater
Treatment Plant –
inspection areas
Wastewater lines –
Fire – by
District
(Report to
DOC)
Life Safety – calls for
structure fires, vegetation
fires, medical
Fire Stations and other
critical infrastructure.
Institutional occupancies
such as hospitals,
convalescent facilities,
and senior care facilities
which pose a high life
loss potential.
High hazard facilities as
identified in the HazMat
High/Mid Rise Buildings
Neighborhoods, private
homes
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 9 of 9
Department Priority 1 Priority 2 Priority 3 Priority 4
Police – by
Beat
(Report to
DOC)
Life Safety – prioritize
calls for service based on
severity
Traffic Control, as needed
Police Station
Schools
Institutional occupancies
such as jails, and
dormitories which pose a
high life loss potential.
Grocery Stores (supply
chain)
Neighborhoods, private
homes
DA Team
(Report to DA
Unit in EOC)
Fire/Police Stations, as
needed
EOC/DOCs
Shelter facilities
City Government
Facilities – COOP
City Government
Facilities - All
Priority Calls from Field
Windshield Surveys
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Operations Plan (EOP)
Mass Evacuation Annex
Purpose
This Annex to the City of Fayetteville Emergency Operations Plan (EOP) establishes the
framework for the coordinated evacuation, relocation, transportation, sheltering support, and
re-entry of residents, visitors, and special populations during emergencies or disasters that
threaten life, health, and public safety.
The purpose of this annex is to:
• Establish policies and procedures for the safe and orderly evacuation of threatened
areas.
• Identify City departments, partner agencies, and stakeholders responsible for
evacuation operations.
• Provide guidance for evacuation decision-making, warning, transportation, traffic
management, temporary relocation, and re-entry operations.
• Identify predesignated temporary relocation sites and support facilities.
• Address the evacuation needs of individuals with access and functional needs.
• Support coordination between local, county, state, federal, non-governmental, faith-
based, and private-sector partners.
• Provide a scalable framework that may be used for localized incidents or large regional
disasters.
This annex is intended to support evacuations resulting from, but not limited to:
• Wildfires.
• Hazardous materials incidents.
• Extended utility failures or power outages.
• Terrorist acts or intentional attacks.
• Flooding.
• Severe weather.
• Civil unrest.
• Dam failures.
• Pipeline incidents.
• Transportation accidents.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
• Public health emergencies.
• Any actual or imminent threat requiring movement of the public from a hazardous area.
Scope
The City of Fayetteville is responsible for protecting the life, health, safety, and welfare of
residents and visitors within the City limits. This annex establishes the operational framework
for coordinating evacuation activities involving large numbers of people during emergencies
and disasters.
This annex applies to all City departments and supporting agencies participating in evacuation
operations. It supports evacuation activities ranging from small neighborhood evacuations to
large-scale regional evacuations requiring multi-jurisdictional coordination.
This annex addresses:
• Evacuation decision-making and authority.
• Emergency public warning and notification.
• Protective action recommendations.
• Evacuation routes and traffic management.
• Transportation support.
• Evacuation support for individuals with access and functional needs.
• Temporary relocation and reception operations.
• Coordination with schools, healthcare facilities, and care facilities.
• Security in evacuated areas.
• Resource management.
• Re-entry operations.
• Short-term recovery support.
This annex does not replace agency-specific standard operating procedures (SOPs), mutual aid
agreements, or statutory responsibilities.
Agencies, facilities, organizations, and individuals with legal custodial responsibilities retain
those responsibilities during evacuations and sheltering operations. This includes, but is not
limited to:
• Hospitals and healthcare facilities.
• Nursing homes and assisted living facilities.
• Schools and childcare providers.
• Correctional facilities.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
• Group homes.
• Residential treatment facilities.
• Organizations responsible for dependent adults or minors.
Facilities and organizations responsible for care and custody shall maintain transportation and
staffing plans necessary to evacuate and continue caring for their populations.
Situation and Planning Assumptions
The following assumptions serve as the basis for this annex:
• Emergencies requiring evacuation may occur with little or no warning.
• Large-scale evacuations may overwhelm transportation infrastructure and available
resources.
• Multiple hazards may occur simultaneously.
• Traffic congestion may significantly impact evacuation timelines.
• Residents may self-evacuate prior to official orders.
• Some residents may refuse evacuation orders.
• Communications systems may be degraded or overloaded.
• Weather conditions may complicate evacuation operations.
• Fuel shortages may occur during prolonged evacuations.
• Individuals with access and functional needs may require specialized transportation and
support.
• Temporary relocation operations may need to continue for extended periods.
• Schools, churches, community centers, and other public facilities may be required for
temporary relocation operations.
• Mutual aid resources may be delayed due to regional impacts.
• State and federal resources may take up to 96 hours to become fully operational.
• Law enforcement resources may be strained by simultaneous traffic control, security,
and life safety missions.
• Large-scale evacuations may generate significant public information demands.
• Evacuated areas may require security patrols to prevent looting and unauthorized
access.
• Re-entry operations may occur in phases based on safety assessments and restoration
of critical infrastructure.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Authorities
Evacuation operations may be conducted under the authority of:
• Arkansas Emergency Services Act.
• Applicable Arkansas statutes and regulations.
• City or County ordinances.
• Emergency declarations issued by the Mayor or County Judge.
• Emergency authorities established through the City Emergency Operations Plan.
• National Incident Management System (NIMS).
• Incident Command System (ICS).
The Mayor, or designee, may issue protective action recommendations, evacuation orders,
curfews, and re-entry restrictions as conditions warrant.
Concept of Operations
General
Evacuation operations will be conducted using the National Incident Management System
(NIMS) and Incident Command System (ICS).
The City will implement evacuation operations using a phased and scalable approach based on:
• Type of hazard.
• Speed of onset.
• Geographic impact.
• Population density.
• Available transportation routes.
• Weather conditions.
• Resource availability.
• Time available before impact.
The Emergency Operations Center (EOC) may be activated to coordinate evacuation support
operations.
Evacuation operations may include:
• Voluntary evacuations.
• Recommended evacuations.
• Mandatory evacuations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
• Shelter-in-place protective actions.
• Traffic control operations.
• Transportation support.
• Temporary relocation operations.
• Reception and reunification operations.
• Re-entry operations.
Evacuation Levels
Evacuation Advisory
An evacuation advisory may be issued when conditions indicate a potential threat to public
safety. Residents should prepare for possible evacuation by:
• Monitoring official information sources.
• Preparing emergency supplies.
• Identifying transportation options.
• Making arrangements for pets and livestock.
• Preparing medications and important documents.
Voluntary Evacuation
A voluntary evacuation may be recommended when conditions present a potential risk but
immediate evacuation is not yet mandatory.
Mandatory Evacuation
A mandatory evacuation may be ordered when conditions present an immediate threat to life
and safety. Residents in the affected area are directed to leave immediately.
Evacuation Priorities
Evacuation priorities may include:
1. Immediate life safety threats.
2. Hospitals and healthcare facilities.
3. Nursing homes and assisted living facilities.
4. Schools and childcare facilities.
5. Areas with limited evacuation access.
6. High-density residential areas.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
7. Special populations.
8. Correctional and detention facilities.
9. Critical infrastructure support personnel.
Warning and Public Information
The City will provide emergency public information using all available communications systems.
Public warning methods may include:
• Wireless Emergency Alerts (WEA).
• Emergency Alert System (EAS).
• NOAA Weather Radio.
• Social media platforms.
• City website.
• Local television and radio.
• Door-to-door notifications.
• Reverse notification systems.
• Press conferences.
• Variable message boards.
Public information messaging should include:
• Nature of the threat.
• Areas affected.
• Protective actions.
• Evacuation routes.
• Temporary relocation sites.
• Transportation assistance information.
• Re-entry instructions.
• Pet and animal information.
• Safety instructions.
Information should be provided in accessible formats and multiple languages when feasible.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Evacuation Routes and Traffic Management
Primary evacuation routes will be determined based on the hazard, impacted area, traffic
conditions, and roadway availability.
Traffic management operations may include:
• Traffic control points.
• Contraflow operations.
• Road closures.
• Directional signage.
• Fuel support coordination.
• Coordination with Arkansas Department of Transportation.
• Coordination with neighboring jurisdictions.
• Coordination with law enforcement agencies.
The Police Department shall coordinate traffic control and route security operations.
Public Works may assist with:
• Barricades.
• Traffic signage.
• Debris removal.
• Route maintenance.
• Heavy equipment support.
Transportation Support
The City will coordinate transportation assistance for residents unable to self-evacuate.
Transportation support may include:
• Fayetteville Public School transportation assets.
• Public transit resources.
• Accessible transportation resources.
• Ambulance transportation.
• Mutual aid transportation assets.
• Volunteer transportation coordination.
• Arkansas Department of Emergency Management resources.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Priority transportation assistance may be provided for:
• Hospitals.
• Long-term care facilities.
• Individuals with disabilities.
• Individuals without transportation.
• Older adults.
• Medically dependent individuals.
• Individuals requiring oxygen or electrical medical devices.
Pickup points may be established in affected areas when conditions permit.
Access and Functional Needs
The City is committed to integrating access and functional needs support into evacuation
operations.
Evacuation planning will address:
• Mobility limitations.
• Medical support needs.
• Communication needs.
• Language barriers.
• Transportation needs.
• Durable medical equipment.
• Service animals.
• Personal care attendants.
The City will coordinate with healthcare providers, social service agencies, and community
organizations to support impacted individuals.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Temporary Relocation and Reception Sites
The following facilities have been identified as potential temporary relocation and reception
sites for evacuees. Site activation will depend on incident conditions, availability, accessibility,
and operational needs.
Primary Temporary Relocation Sites
Fayetteville Boys and Girls Club
Potential uses include:
• Reception center.
• Temporary relocation site.
• Feeding operations.
• Family reunification.
• Cooling or warming center.
Central United Methodist Church
Potential uses include:
• Congregate shelter support.
• Temporary relocation site.
• Feeding operations.
• Volunteer coordination.
• Donations management.
Yvonne Richardson Center
Potential uses include:
• Large-scale temporary relocation operations.
• Medical support operations.
• Resource distribution.
• Community assistance operations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Washington County Fairgrounds
Potential uses include:
• Large-scale evacuation support.
• Livestock and animal sheltering.
• Staging area.
• Temporary relocation operations.
• Commodity distribution.
Christian Life Cathedral
Potential uses include:
• Congregate shelter support.
• Feeding operations.
• Faith-based support services.
• Family reunification.
Fayetteville Public School Campuses
Potential uses include:
• Reception centers.
• Temporary relocation operations.
• Family reunification.
• Mass feeding.
• Bus staging.
• Overnight shelter support.
School facilities may be used based on:
• Availability.
• Incident location.
• School operational status.
• Facility condition.
• Utility availability.
Additional facilities may be identified and activated as needed.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Animal Care
The City recognizes that residents may be unwilling to evacuate without pets or service animals.
Animal support operations may include:
• Pet sheltering.
• Animal reunification.
• Veterinary coordination.
• Livestock relocation support.
• Coordination with animal welfare organizations.
Service animals will remain with their owners in accordance with applicable laws.
The City will coordinate with:
• City Animal Services.
• Veterinary providers.
• Humane organizations.
• Agricultural agencies.
• Volunteer animal response groups.
Security Operations
Security operations may include:
• Patrols in evacuated areas.
• Access control.
• Traffic enforcement.
• Curfew enforcement.
• Critical infrastructure protection.
• Security at relocation sites.
• Crowd management.
Law enforcement agencies may restrict access to evacuated areas until hazards are mitigated.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Re-entry Operations
Re-entry operations will be coordinated to ensure public safety and orderly return of residents.
Re-entry decisions will consider:
• Hazard mitigation.
• Infrastructure stability.
• Utility restoration.
• Air quality.
• Structural safety.
• Debris conditions.
• Public health concerns.
• Security conditions.
Re-entry may occur in phases including:
1. Emergency responders and utility crews.
2. Critical infrastructure personnel.
3. Business owners.
4. Residents.
5. General public.
The City will provide public information regarding:
• Re-entry timelines.
• Safety precautions.
• Restricted areas.
• Available assistance.
• Debris removal.
• Utility restoration.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Short-Term Recovery
As evacuation operations transition toward recovery, the City will coordinate with local, state,
federal, nonprofit, faith-based, and private-sector partners to support impacted residents.
Recovery support may include:
• Disaster assistance information.
• Temporary housing coordination.
• Debris management.
• Utility restoration.
• Mental health support.
• Donations management.
• Volunteer coordination.
• Local Assistance Center operations.
• Public information.
The City may establish a Local Assistance Center (LAC) to provide a centralized location for
disaster recovery services.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Roles and Responsibilities
Mayor’s Office
• Activate the Emergency Operations Plan.
• Issue emergency declarations.
• Authorize evacuation orders.
• Coordinate policy decisions.
• Support emergency public information.
• Coordinate with City Council.
Emergency Management
• Coordinate evacuation planning and operations.
• Maintain situational awareness.
• Coordinate EOC operations.
• Coordinate resource requests.
• Support mutual aid coordination.
• Coordinate with Washington County Emergency Management.
• Support public information operations.
Communications
• Make notifications to the public, via city platforms.
• Coordinate press briefings to media.
• Keep city staff and the public informed on current situations.
Police Department
• Coordinate evacuation traffic control.
• Conduct route security operations.
• Support warning and notification.
• Secure evacuated areas.
• Provide crowd control.
• Coordinate access control.
• Assist with re-entry operations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Fire Department
• Support hazard assessment.
• Conduct rescue operations.
• Support evacuation notifications.
• Provide EMS support.
• Coordinate hazardous materials response.
• Support wildfire evacuation operations.
Public Works
• Support route maintenance.
• Provide barricades and signage.
• Remove debris.
• Assist with traffic operations.
• Support temporary relocation site setup.
• Coordinate infrastructure assessments.
Parks and Recreation
• Coordinate temporary relocation site operations.
• Support shelter coordination.
• Coordinate facility support.
• Assist with logistics and resource management.
Information Technology
• Support communications systems.
• Support information technology infrastructure.
• Coordinate technology support for relocation sites.
• Provide support for WEA/EAS notifications.
Housing & Community Services
• Coordinate human services support.
• Coordinate behavioral health resources.
• Coordinate access and functional needs services.
• Coordinate volunteer and donations support.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Utilities
• Coordinate utility restoration information.
• Assess impacts to utility systems.
• Support infrastructure restoration priorities.
Finance
• Track disaster-related expenditures.
• Support emergency procurement.
• Maintain documentation for reimbursement.
Fayetteville Public Schools
• Coordinate use of school facilities.
• Provide transportation support when available.
• Support family reunification operations.
American Red Cross
• Support sheltering operations.
• Support feeding operations.
• Support reunification services.
• Coordinate disaster assistance services.
Salvation Army
• Support feeding operations.
• Provide mass care support.
• Assist with distribution of emergency supplies.
Washington County Emergency Management
• Coordinate county-wide evacuation support.
• Coordinate mutual aid requests.
• Support resource coordination.
• Coordinate with state agencies.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Preparedness Activities
Preparedness activities may include:
• Evacuation planning.
• Route identification.
• Training and exercises.
• Public education campaigns.
• Coordination meetings.
• Resource inventories.
• Facility inspections.
• Memorandums of understanding.
• Communications testing.
• Access and functional needs planning.
The City should regularly evaluate and update:
• Transportation resources.
• Temporary relocation sites.
• Contact lists.
• Public messaging templates.
• Resource lists.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Direction, Control, and Coordination
Evacuation operations will be coordinated through the Emergency Operations Center utilizing
ICS and NIMS principles.
The EOC may establish an Evacuation Group or Branch within the Operations Section to
coordinate:
• Public warning.
• Transportation.
• Traffic management.
• Temporary relocation.
• Resource support.
• Law enforcement coordination.
• Public information.
• Re-entry planning.
The City will coordinate with:
• Washington County.
• Neighboring jurisdictions.
• Arkansas Division of Emergency Management.
• Arkansas Department of Transportation.
• Arkansas State Police.
• Federal agencies.
• Non-governmental organizations.
• Private-sector partners.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Administration and Logistics
The City will maintain records associated with evacuation operations including:
• Resource requests.
• Personnel assignments.
• Cost tracking.
• Shelter populations.
• Transportation missions.
• Situation reports.
• Damage assessments.
• Mutual aid documentation.
Emergency procurement procedures may be implemented during disaster operations.
Mutual aid agreements and vendor contracts may be utilized to support evacuation operations.
Resources
• FEMA Comprehensive Preparedness Guide (CPG) 101.
• FEMA National Incident Management System (NIMS).
• FEMA Evacuation Planning Guides.
• FEMA Shelter Field Guide.
• Arkansas Emergency Operations guidance.
• American Red Cross Shelter Operations guidance.
• CDC emergency sheltering and evacuation guidance.
• National Response Framework.
• National Mass Care Strategy.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Annex Maintenance
The Emergency Management Division is responsible for coordinating review and maintenance
of this annex.
This annex should be reviewed:
• Annually.
• Following exercises.
• Following actual incidents.
• Following organizational or operational changes.
• Following changes to laws or regulations.
Participating departments and agencies are responsible for maintaining internal procedures
consistent with this annex.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Operations Plan
Emergency Debris Management Annex
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Debris Management Annex 2 | P a g e
This page intentionally left blank
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Debris Management Annex 3 | P a g e
CONTENTS
1. Introduction ......................................................................................................................................... 4
2. Hazard ................................................................................................................................................. 4
3. Notification and Communications .................................................................................................. 4
4. Potential Impacts ............................................................................................................................... 5
5. Response Priorities ............................................................................................................................ 5
A. Debris Removal .............................................................................................................................. 5
B. Temporary Debris Storage ........................................................................................................... 5
C. Debris Disposal .............................................................................................................................. 6
D. Debris Monitoring.......................................................................................................................... 7
6. Resources ............................................................................................................................................. 7
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Debris Management Annex 4 | P a g e
1. INTRODUCTION
This Annex of the Emergency Operations Plan (EOP) was created to give guidance
in the removal of debris after a disaster. Massive amounts of debris can be left in the
wake of a disaster. These disasters can be man-made or natural, such as a tornado
or ice storm event. Without preplanning of clearing and removal of this debris,
needed services and recovery from the event can be impossible.
2. HAZARD
The natural and man-made disasters precipitate a variety of debris that includes,
but is not limited to, such things as trees, sand, gravel, building/construction
materials, vehicles, personal property, etc. Potential disasters that may precipitate
in a large accumulation of debris in the City of Fayetteville include but are not
limited to:
• Fire
• Flood
• Earthquake
• Severe Weather: Tornadoes, Heavy Rains, Snow & Storms
• Manmade disaster
Additional hazard related information is detailed in the Washington County Hazard
Mitigation Plan.
3. NOTIFICATION AND COMMUNICATIONS
In the event of an incident, the Emergency Operations Center (EOC) will assign a
Debris Manager, generally the Operations Section Chief. The Debris Manager will
supervise, and coordinate debris management operations as outlined in this plan
and will report to the Incident Commander/Unified Command if established for
the incident. The Sustainability Department and Recycling and Trash Collections
Division will support the Debris Manager and the debris management operations
as needed, utilizing the Emergency Operations Center as necessary.
In the event of an emergency that does not necessitate activation of the EOC, this
plan may be implemented under the direction of the Environmental Director, in
coordination with the Emergency Manager.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Debris Management Annex 5 | P a g e
4. POTENTIAL IMPACTS
The quantity and type of debris generated from any disaster is a function of the
location and kind of event experienced, as well as its magnitude, duration, and
intensity. The quantity and type of debris generated, its location, and the size of the
area over which it is dispersed directly impacts the type of collection and disposal
methods used to address the debris problem, associated costs incurred, and the
speed with which the problem can be addressed. In a major or catastrophic
disaster, government agencies may have difficulty locating staff, equipment, and
funds to devote to debris removal, in the short as well as long term. Private
contractors play a significant role in the debris removal, collection, reduction, and
disposal process.
The Emergency Operations Plan Emergency Debris Management Annex
implemented by the City of Fayetteville will be based on the waste management
approach of reduction, reuse, recycle, recovery, and landfilling.
5. RESPONSE PRIORITIES
A. DEBRIS REMOVAL
During and immediately following an emergency or disaster, field forces
(police, fire, medical, road department and utilities workers) will advise of
debris accumulations that may hamper the provision of life safety or
emergency services throughout the areas impacted by the emergency.
Debris is typically pushed to the shoulders of the roadway during the
emergency opening of key routes, as there is little time or concern for
sorting debris at that time. The objective is to provide for the safe movement
of emergency and support vehicles into and out of the disaster area.
Any material that is found to be classified as hazardous or toxic waste shall
be reported immediately to the designated coordinating agency
representative. At the coordinating agency representative’s direction, this
material shall be segregated from the remaining debris in such a way as to
allow the remaining debris to be loaded and transported.
B. TEMPORARY DEBRIS STORAGE
Initially, debris will be placed in temporary holding areas, locations for which
should be determined as quickly as possible following the onset of the
disaster to match the needs of the debris, until such time as a detailed plan of
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Debris Management Annex 6 | P a g e
debris collection and disposal are prepared. This is not anticipated until
after the local traffic has been restored. Temporary debris collection sites
should be readily accessible by recovery equipment and should not require
extensive preparation or coordination for use. Criteria for selecting these
temporary sites will include such factors as ownership of property, size of
parcel, surrounding land uses and environmental conditions, and
transportation facilities that serve the site.
Collection sites will be on public property when feasible to facilitate the
implementation of the mission and mitigate potential liability requirements.
Activation of sites will be under the control of the involved jurisdiction and
will be coordinated with other recovery efforts through the Emergency
Operations Center.
C. DEBRIS DISPOSAL
To the greatest degree possible, local resources for debris collection and
disposal will be used. Emphasis will be placed on actions that the public can
perform to expedite the cleanup process, such as separating vegetative and
non-vegetative debris; segregating Household Hazardous Waste; placing
debris at curbside; keeping debris piles away from fire hydrants and valves;
reporting locations of illegal dump sites or incidents of illegal dumping; and
segregating recyclable materials.
The City of Fayetteville Sustainability Department will map out collection
zones and consolidation points. Copies of the debris removal map will be
distributed to contracted clean-up crews and volunteers. The Sustainability
Department will assist the local government agencies to identify priority
areas to begin the road clearance process.
Clean fill material may be stockpiled on-site or hauled to the nearest
approved clean fill site. Green waste (clean woody debris) will be transported
to the nearest designated temporary debris storage and reduction site.
Destination priority is given to available composting facilities and, only as a
last resort could be transported for burning or grinding. Mixed debris will be
collected and hauled to a designated landfill.
City of Fayetteville Recycling and Trash Collections Division will continue to
collect refuse in accordance with current procedures, routes, and removal
schedules. They will not haul disaster debris unless expressly authorized by
the involved jurisdiction.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Debris Management Annex 7 | P a g e
D. DEBRIS MONITORING
Debris activities require monitoring in order to ensure reimbursement for
State or Federally funded debris removal efforts. Furthermore, debris
monitoring assists in identifying, evaluating, and resolving debris issues.
There are several monitoring considerations that are critical to effective
monitoring of debris activities. These include:
• Responsibilities
• Staff to perform tasks
• Documentation and reporting requirements
• Monitoring activities and techniques
A debris field monitor (or multiple monitors if necessary) will monitor
specific activities at loading sites, debris management site inspection sites or
landfills, as well as prepare a quantitative report of activities completed. For
State/Presidentially declared disasters, it is necessary to provide sufficient
documentation to support that the scope of the work performed meets
eligibility criteria. Quantities (cubic yards of debris, hours of operation, etc.)
must be adequately verified and will serve as the basis of this documentation.
6. RESOURCES
If the disaster and associated debris are outside of the capabilities of the City of
Fayetteville, debris removal contractors that are already established with
Washington County Emergency Management may be used. Washington County
keeps RFP’s on file with various disaster relief companies for debris removal,
clean-up and other disaster services. Below are the companies that Washington
County has current RFP’s with for debris removal until the year 2028, with
contacts:
• SLS
o Stan Ledbetter
o (832)413-5938
• Garner Environmental Services, Inc.
o Danny Maldonado
o (281)930-1200
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Emergency Debris Management Annex 8 | P a g e
• Looks Great Services of MS
o Sean Hunt
o (901)910-8560
• Lipsey Logistics
o Michael Knaby
o (423)708-7167
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 7
Emergency Operations Plan (EOP)
Storm Annex
Purpose:
This Annex to the City of Fayetteville’s Emergency Operations Plan (EOP) is intended to ensure an
effective and coordinated response to a significant storm or flooding event. This annex provides direction
for city departments, community groups and allied stakeholders ensuring interagency coordination in
accordance with the City’s EOP and the National Incident Management System (NIMS).
Scope:
This Annex has been developed in accordance with the City EOP. In keeping with the EOP’s “all-hazards”
approach for local emergency management, the response policies and protocols for a storm or flooding
event will align with those established in the EOP. The Annex supplements the EOP by providing
considerations for a response to a major storm or flooding event in the City of Fayetteville.
This Annex is primarily focused on response and short-term recovery operations. Elements related to
preparedness, long-term recovery, and mitigation are addressed in the City’s EOP and Washington
County Pre-Hazard Mitigation Plan (WCPHMP).
This annex does not alter existing City department emergency response standard operating procedures
(SOPs), processes, or resources. Emergency response agencies (such as fire, law enforcement, and
emergency medical services) will adhere to existing department SOPs in accordance with all legal
requirements.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 7
Planning Assumptions:
This Annex is based on a developing storm causing significant rainfall, high winds, downed trees, tornados
and flooding. General impacts include:
• Hundreds of residents may require shelter because of evacuation or damage to homes.
• Electrical service and communications may be interrupted due to downed lines.
• Structural damage to transportation and transit infrastructure may take weeks or months to repair.
These systems may be damaged or disrupted including:
o Major bridges and highways
o Bus systems
o City streets and roads
• Damage in wastewater collection systems and treatment facilities may cause disruption of vital
services and could result in uncontrolled releases of untreated sewage.
• A major flood event could generate tons of debris including vegetative, construction & demolition,
and hazardous waste.
• A major flood event could inundate multiple City critical facilities including Emergency Operations
Center (EOC), multiple Department Operation Centers (DOC), Utilities Local Operation Center,
City Hall, multiple Fire Stations, and Police Headquarters.
• Large winter storms or flood events will be preceded by weather forecasts and National
Weather Service advisories, watches, and warnings. These will provide sufficient notice to
notify local residents, prepare the City’s emergency response organization and implement the
City’s Emergency Operations Plan.
• Major flood events could produce significant regional competition for resources. Local Mutual Aid
fire, EMS, and law enforcement resources will be limited as other jurisdictions face similar
circumstances.
• Damage and disruption may necessitate deployment of law enforcement resources to maintain
public order, augment rescue operations, and secure dangerous sites.
• Resources to remove debris will initially be limited as the City mobilizes its own forces and
available contractors.
• The demand for emergency public information will be immediate and sustained. Social and
traditional media coverage will be extensive.
• Assistance in the form of spontaneous volunteers, donated goods, and monetary donations will
begin to flow into the City. Although this may provide desperately needed resources, it will create
coordination and logistical support challenges.
• Potential need to mobilize a multitude of critical functional groups including an alternate facility for
EOC, DOC, and staging location of City mobile assets.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 7
Roles and Responsibilities:
The following lists summarize the primary and significant roles and responsibilities for each City
department and stakeholder organization relative to a major winter storm or flood event:
City Mayor’s Office
• Activate the EOP and EOC as needed
• Implement COOP as needed
• Establish and communicate policy regarding City staff reporting for assignments
• Lead and manage proclamations of local emergency
• Develop and maintain communication with Mayor and City Councilmembers
• Lead emergency public information
• Assess City operations and provide legal counsel as needed
• In the event of anticipated flooding, coordinate with Public Works Storm Water and Creeks
Section to establish the anticipated scale and extent
Finance
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
Fire
• Prioritize and conduct firefighting, EMS, swift water rescue, Search & Rescue, and HazMat
operations
• Inspect for potential damage to hazardous materials facilities
• Establish field Incident Command as needed
• Lead Fire and Rescue Mutual Aid coordination including Swift Water Rescue and Urban Search
and Rescue Teams
• Provide incident planning and management support as needed
Community Resources
• Coordinate and provide emergency assistance
• Support damage assessment efforts
• Coordinate social services
Human Resources
• Account for all City staff
• Develop and coordinate human resources including contractors
• Establish internal City staff communications
• Identify any employee needs (ex. childcare, shelter)
Information Technology
• Protect, restore, and sustain City information technology resources
• Oversee communications within the incident management and response structures
• Coordinate with telecommunications service providers
• Restore and repair telecommunications infrastructure
• Launch mobile damage assessment resources
Development Services
• Manage and conduct post-flood safety assessments for critical City facilities
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 7
• Coordinate and direct Safety Assessment Program (SAP) resources
• Lead damage assessment efforts
Police
• Prioritize and conduct law enforcement, public warning, evacuation, and security operations
• Establish field Incident Command as needed
• Lead Law Enforcement Mutual Aid coordination
• Coordinate traffic safety and road closures
Parks
• Assess status of critical Department facilities and potential shelter sites
• Manage emergency shelter and mass care operations (see Care and Shelter Annex)
• Assist with clearing streets of debris
Public Works
• Conduct post-storm damage surveys/evaluations and report results to dispatch
• Conduct inspections of Lake Fayetteville Dam following the respective EAP Procedures
• Conduct infrastructure protection and emergency repair
• Clear blockages from storm water drains, culverts, ditches, swales, and creeks
• Lead clearing of streets of debris
• Support evacuation operations including individuals requiring assistance
• Conduct debris clearance and manage debris removal
• Lead Public Works Mutual Aid coordination
• Maintain sandbag stations as possible
• Provide engineering services and construction management
• Support damage assessment efforts
• Utilize support from Public Works Storm Water and Creeks Section for engineering
support, storm drain infrastructure damage assessment, and watershed/slope stability
• Manage City facilities and coordinate use of non-City facilities
• Conduct enhanced maintenance and dispatch operations
• Provide pumping of critical infrastructure and flooded properties within capabilities
Utilities
• Assess life safety of employees at Paul R. Nolan and West Side Wastes Water Treatment
Facility’s and need for evacuations
• Monitor potable water quality and perform sampling/testing as needed
• Restore/maintain water and wastewater infrastructure
• Restore/maintain wastewater treatment plant operations
• Facilitate restoration/maintenance of storm drain infrastructure
• Provide potable water in support of mass care operations as possible
• Support damage assessment efforts
• Provide storm water and watershed stability, including slope stability as within current
competencies, technical expertise and support to the Emergency Manager, Incident Command,
EOC, and other departments as needed
• Storm water quality and environmental monitoring and reporting for various permit compliance
and emergency functions
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 7
Environmental, Recycling & Trash
• Lead efforts to ensure a system is put into action for unsanitary trash to be removed
• Conduct debris removal where needed
City Council
• Support public information efforts as needed
• Lead community engagement
• Review and approve the Proclamation of Local Emergency
• Visit impacted areas, shelters, and other temporary facilities to spot problems and special issues
• Consider short- and long-term recovery staff recommendations
Concept of Operations:
The EOP defines the City’s general emergency response organization, authorities, policies, priorities, and
procedures. In the event of a significant winter storm or flooding event, this annex provides potential
specific objectives that the emergency response organization may integrate into its operations.
Preparedness
Once weather forecasts indicate the potential for a significant winter storm, severe storm, tornadic storm
or flooding, City departments will increase their readiness to conduct response operations. These efforts
may include:
• Enhanced staffing
• Adjusting work hours (12-hour operational periods or shifts)
• Readying equipment and supplies
• Reducing non-critical operations
• Conducting flood fight and other protective operations
• Increased observation and monitoring of waterways and storm water systems
• Increased inspection of City owned dams
• Assess alternate staging and relocation of City equipment, vehicles, Emergency Operations
Center, and Department Operations Centers
• Assess need for alternate evacuation centers
The EOC may be activated to develop enhanced situational awareness, expedite decision making,
conduct stakeholder notification and coordination, develop public information, and provide greater support
to City departments.
Response
Immediately following a major storm or flood event, and for as long as a state of emergency exists within
the City, response to the event will be the priority of all City departments and agencies. All available City
Divisions will be directed to achieve the following objectives:
• Save lives
• Reduce immediate threats to life, public health and safety, public and private property, and the
environment
• Provide necessary care, shelter, and medical services to City residents and other members of the
general public
• Restore the operations of facilities, whether public or privately owned, that are essential to health,
safety, and welfare of the community, including critical City facilities, utilities, and transportation
infrastructure
• Assess damage to infrastructure, public facilities, and the built environment
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 7
• Expedite the restoration of services, the economy, and the community at large; and begin the
process of recovery
• Keep the public informed (Annex B Alert and Warning)
The City will provide immediate response via its public safety departments coordinating in the field via the
Incident Command System (ICS). The EOC will provide support to field personnel, coordinate the efforts
of other City departments and collaborate with the Washington County Operational Area and other allied
stakeholders.
In the first few hours and days following a major storm event, the City will:
• Respond to the community’s immediate life safety needs of warning and evacuation by making
use of systems including the Wireless Emergency Alerts (WEA), Emergency Alert System (EAS),
NOAA weather radios, and vehicle public address systems, as well as door-to-door notifications
if needed (see Alert and Warning Annex).
• Conduct search & rescue, emergency medical services, hazard materials release, and law
enforcement operations as needed.
• Assemble resources for a sustained response and for providing basic mass care, shelter, and
information services to the community
• Restoration and establish confirmation of potable water quality
• Begin to transition from immediate emergency response efforts to sustained operations.
• Conduct sustained operations and begin to transition into recovery.
In addition to those tasks and objectives outlined in the EOP, the following specific operational objectives
should be incorporated into initial response operations and planning:
• Direct and assist immediate life-saving rescue, warning and evacuation operations
• Deploy law enforcement resources to support response activities and maintain law and order
• Identify at-risk populations, notify them, and begin evacuation if warranted
• Relocate the EOC and DOC’s as needed
• Activate the EOC and DOC’s as needed
• Establish contact with the Operational Area and allied stakeholder agencies
• Conduct emergency evacuation and rescue operations as needed
• Assess:
o Situation at critical facilities, including DOC’s and utilities
o Situation in areas not reporting
o Condition of emergency communications systems
o Implement recall of City staff as needed
• Begin public information messaging regarding recommended personal protective actions,
evacuation centers, and community assistance needed.
• Complete an initial damage assessment of the city, identifying areas affected, major incidents,
and operational status of critical services (see Damage Assessment Annex).
• Develop a consolidated situation assessment and declare a state of emergency
• Assess critical resource shortfalls and begin requesting support through Mutual Aid and the
Operational Area. Consider resources needed for the next 14 days. Assess condition of
transportation system and develop alternatives for moving critical resources into the city
• Establish perimeter control around unsafe areas
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 7 of 7
• Assess conditions at designated emergency shelter sites and begin to supply with beds, water,
food, medical support, generators, sanitation, and facility security; and begin to open emergency
shelters to residents and disaster relief workers.
• Identify people with special support requirements and transfer to appropriate care facilities
• Designate primary routes and implement debris clearance, route recovery, and traffic control
• Coordinate the receipt and deployment of incoming resources to prioritized missions
• Designate staging areas and begin planning to accommodate support personnel
• Ensure that an adequate system is in place to fuel and maintain generators providing power to
critical facilities
• Conduct outreach for situation status and resource needs for affected facilities needing support
from City, including transit sites, schools, commercial buildings, and sites of historic/cultural
significance
• Implement elements of the City’s Continuity of Operations Plan (COOP) as needed
• Initiate social and traditional media briefings to inform residents on City operations, steps they
can take, services available to them, ongoing rumor control efforts, and ways in which the
community can help
• Review and enhance security plans to maintain public order
• Begin deliberate program of safety assessment of homes and businesses
• Review incident status reports to prioritize incident commands that can begin suspending
emergency response operations and transition to sustained response and recovery operations
• Ensure that air quality, hazardous materials spills, and other environmental situations are
monitored, and risks addressed
Short-Term Recovery
The immediate response to a major storm event will focus on saving lives, providing resources to sustain
City residents, and stabilizing the situation. At some point, however, the City will transition to a phase in
which recovery operations take precedence. Rapid initiation of recovery operations is critical to restoring
confidence in the community.
Activities in this phase include:
• Develop public information to address how to safely clean-up flood damage, deal with mold,
dispose of debris, and access potential sources of assistance
• Work with the American Red Cross (ARC) and other organizations to provide information to
support their Disaster Welfare Inquiry Program
• Establish a debris management plan and begin to gather and transport debris from critical sites or
routes
• Coordinate with the business community regarding business resumption activities
• Produce, regularly update, and distribute a multi-lingual, multi-format, disaster “Fact Sheet” to the
media, people in shelters, field response personnel, residents and businesses
• Implement a process to allow limited entry (where safe) for recovery of personal items
• Coordinate with the Operational Area to provide prioritized community behavioral health services
(ex. those whose homes have been red-tagged, shelter residents, children, and individuals who
have suffered significant loss
• Anticipate and support initial damage assessment visits by State and Federal officials wanting to
confirm the immediate and long-term unmet recovery needs of the city
• Conduct Long-Term Recovery Planning to address issues of interim housing, debris
management, expedited permitting, environmental safety monitoring, coordination with non-
governmental and non-profit organizations, and state/federal disaster assistance programs
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 8
Emergency Operations Plan (EOP)
Terror / Active Shooter Annex
Purpose:
This annex to the City of Fayetteville’s Emergency Operations Plan (EOP) is intended to ensure an
effective and coordinated response to a threatened or actual terrorist or active shooter incident. This
annex provides direction for City departments, community groups, and allied stakeholders, ensuring
interagency coordination in accordance with the City of Fayetteville’s EOP and National Incident
Management System (NIMS).
Scope:
This annex has been developed in accordance with the City of Fayetteville’s EOP. In keeping with the
EOP’s “all hazards” approach for local emergency management, the response policies, and protocols for
a terrorist or active shooter incident will align with those established in the EOP.
This annex is primarily focused on response and short-term recovery operations. Elements related to
preparedness and long-term recovery are addressed in the City of Fayetteville’s EOP and
Washington County Pre-Hazard Mitigation Plan (WCHMP).
This annex does not alter existing City department emergency response standard operating procedures
(SOPs), processes, or resources. Emergency response agencies (such as law enforcement, emergency
medical services (EMS), and fire) will adhere to existing department SOPs in accordance with all legal
requirements.
This annex does not address prevention and security measures undertaken by the City to reduce the
threat or impact of terrorist or active shooter incidents.
Planning Assumptions:
This annex is based on a terrorist or active shooter incident that causes significant actual or potential loss
of life. General impacts may include:
• A terrorist/active shooter threat or incident may occur at any time of day with little or no warning,
may involve single or multiple geographic areas, and may result in mass casualties.
• A terrorism/active shooter incident, particularly an act directed against a large population center (or
special event/target hazard) within the City that involves chemical biological, nuclear, radiological,
and explosive (CBRNE) materials, will have major consequences that will overwhelm City
capabilities to respond and may seriously challenge regional response capabilities.
• In the case of a biological attack, the effect may be temporally and geographically dispersed without
a determined or defined incident site. Response operations may be conducted over a multi-
jurisdictional, multi-state region.
• Injuries from a terrorist/active shooter incident may be both physical and psychological.
• Response will utilize all City department response protocols and the ICS. This may include
establishing a unified command among law enforcement, fire, EMS, county, state, and federal
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 8
response agencies. The Washington County Emergency Operations Center (EOC) may be
activated to coordinate incident support.
• Additional law enforcement resources will be needed to mitigate the threat, maintain public order,
secure the crime scene, conduct investigations, and secure critical operations.
• In most cases, significant state and federal terrorist incident response support cannot be provided
within the first few hours of an incident. Considerable state and federal response resources are
available, but it may take 6 to 12 hours to activate and deploy such resources on a large scale.
• No one local, state, or federal agency has the authority or expertise to act unilaterally on issues
that arise out of acts of terrorism, regardless of weaponry, equipment, or experience.
• If appropriate personal protective equipment (PPE) and capabilities are not available and the area
is contaminated with CBRNE or other hazardous materials, it is possible that response actions into
a contaminated area may be delayed until the material has dissipated to a level that is safe for
emergency response personnel to operate or until appropriate PPE and capabilities arrive,
whichever is sooner.
• The demand for emergency public information will be immediate and sustained. Social and
traditional media coverage will be extensive.
• The response to a threat or actual incident will involve coordinated city, state, and federal law
enforcement investigation.
• Recovery from a terrorist attack can be complicated by the presence of persistent (chemical, hazardous
etc.) agents, additional threats, extensive physical damages, and mass casualties.
• Depending on the situation, economic consequence management and recovery will be addressed
by local, state, and federal authorities in coordination with the private sector.
• It is possible to minimize terrorist/active shooter success by promoting public awareness and
preparedness, training key personnel, and taking necessary actions to safeguard the community.
Roles and Responsibilities:
The following lists summarize the primary and significant roles and responsibilities for each City of
Fayetteville department and stakeholder organization relative to a terrorist or active shooter incident.
City Mayor’s Office
• Activate the EOP and EOC as needed
• Implement COOP as needed
• Establish and communicate policy regarding City staff reporting for assignments
• Lead and manage proclamations of local emergency
• Develop and maintain communication with the mayor and City councilmembers
• Lead emergency public information
• Assess City operations and provide legal counsel as needed
Finance
• Provide emergency procurement support for life-saving and emergency protective measures
• Oversee staff time-keeping
• Provide fiscal oversight and track expenses
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 8
Fire
• Establish field Unified Command in coordination with the police department
• Implement Active Shooter Response Protocol as needed
• Prioritize and conduct EMS, search and rescue, and firefighting operations
• Coordinate victim rescue with the police department and EMS as needed
• Lead Fire and Rescue Mutual Aid coordination
• Establish EMS, fire, and hazardous materials staging areas as needed
• In the event of a suspected WMD, establish incident scene control zones (hot, warm, and cold),
and conduct hazardous materials operations, including detection, agent identification,
contamination modeling, decontamination, and prophylaxis
• Establish decontamination corridor and conduct emergency, full, and technical decontamination
of casualties and first responders as needed
• Support the police department with PPE if needed
• Participate in Joint Information System or JIC
• Provide incident planning and management support as needed
Housing and Community Services
• Coordinate and provide emergency assistance
• Coordinate social services
• Coordinate with the Washington County Operational Area for opening a Victim / Family
Assistance Center if needed
Human Resources
• Account for all City of Fayetteville staff
• Develop and coordinate human resources, including contractors
• Establish internal City staff communications
• Identify any employee needs (such as childcare and shelter)
Information Technology
• Protect, restore, and sustain City information technology resources
• Oversee communications within the incident management and response structures
• Coordinate with telecommunications service providers
Development Services
• Manage and conduct post-incident safety assessments for critical City facilities
• Lead damage assessment efforts
Police
• Conduct law enforcement interdiction and perimeter security operations
• Implement Active Shooter Response Protocol as needed
• Establish field Unified Command in coordination with the fire department
• Coordinate victim rescue with the fire department as needed
• Establish an exclusion zone
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 8
• Notify allied local, state, and federal law enforcement agencies as needed
• Establish law enforcement staging area
• Establish a family reunification location as close to the incident site as deemed safe
• Coordinate investigation, public warning, and evacuation operations
• Isolate and render devices safe as appropriate
• Lead Law Enforcement Mutual Aid coordination and consider requesting specialized response
resources, including tactical teams, Civil Support Teams, and aviation
• Coordinate operations with other local, state, and federal law enforcement agencies
• Expand Unified Command as needed
• Coordinate traffic control and road closures
• Coordinate fatality management with the Washington County Coroner’s Office
• Conduct initial public information functions, arrange an initial media briefing location, and
participate in Joint Information System or JIC when established
Parks
• Manage emergency care and shelter operations (see Care and Shelter Annex)
Public Works
• Conduct post-incident damage surveys and evaluations and report results to dispatch
• Conduct infrastructure protection and emergency repair
• Conduct debris clearance and manage debris removal
• Lead Public Works Mutual Aid coordination
• Address potential hazardous materials contamination of storm water systems
• Provide engineering services and construction management
• Support damage assessment efforts
• Manage city facilities and coordinate use of non-city facilities
• Support transportation functions, including traffic control support and equipment
• Conduct enhanced maintenance and dispatch operations
Utilities
• Monitor potable water quality and perform sampling and testing as needed
• Restore and maintain water and wastewater infrastructure
• Address potential hazardous materials contamination of wastewater systems
• Provide potable water in support of mass care operations as possible
City Council
• Support public information efforts as needed
• Lead community engagement
• Review and approve the Proclamation of Local Emergency
• Consider short- and long-term recovery staff recommendations
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 8
Concept of Operations:
The EOP defines the City of Fayetteville’s general emergency response organization, authorities, policies,
priorities, and procedures. In the event of a terrorist or active shooter incident, this annex provides potential
specific objectives that the emergency response organization may integrate into its operations.
The Fayetteville Police Department will serve as the lead local agency for responding to and mitigating
terrorist acts, terrorist threats, or active shooter incidents, as well as intelligence collection and criminal
investigation activities. The Fayetteville Fire Department will serve as the lead local agency for addressing
the consequences of a terrorist or active shooter incident, including providing and coordinating emergency
medical services, rescue, hazard materials release containment and decontamination, and fire
suppression.
Immediately following a terrorist or active shooter incident, and for as long as a state of emergency exists
within the City of Fayetteville, response to the event will be the first priority of all City departments and
agencies. All available City Disaster Service Workers (DSWs) will be directed to achieve the following
objectives:
• Save lives
• Reduce immediate threats to life, public health and safety, public and private property, and the
environment
• Provide necessary mass care, shelter, and medical services to City residents and other members
of the general public
• Safeguard the health and safety of first responders
• Restore the operations of facilities, whether public or privately owned, that are essential to health,
safety, and welfare of the community, including critical City facilities, utilities, and transportation
infrastructure
• Assess damage to infrastructure, public facilities, and the built environment
• Expedite the restoration of services, the economy, and the community at large; and begin the
process of recovery
• Keep the community informed
Preparedness
The sharing of threat information is fundamental to deterring or mitigating an attack and improving response
capabilities. Upon receipt of credible threat intelligence from federal, state, and other local law enforcement
agencies, the police department may notify selected City departments and allied agencies as necessary.
The police department may possess information of a classified nature that cannot be immediately shared
with other departments and agencies until they receive permission to do so.
Once intelligence indicates the potential for a terrorist or active shooter incident, City departments may be
directed to increase their readiness to conduct response operations. These efforts may include:
• Enhanced personnel and facility security
• Enhanced staffing
• Reducing non-critical operations
• Adjusting work hours
• Readying equipment and supplies
• Conducting investigation and other protective operations
The EOC may be activated to develop enhanced situational awareness, expedite decision making, conduct
stakeholder notification and coordination, develop public information, and provide greater support to City
departments.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 8
Response
When an actual terrorist or active shooter incident occurs, the City of Fayetteville will provide immediate
response via its public safety departments coordinating in the field by using the ICS.
Local, state, and federal law enforcement agencies will augment the response and investigation functions.
Depending on the nature of the incident, specialized law enforcement resources could include tactical,
negotiations, CBRNE, evidence response, surveillance, and other technical services.
Mass casualty management, including triage, treatment, and transportation, will follow the procedures
established in the NWA Metro Chief’s EMS Protocols. Fatality management, including incident scene
preservation, investigation, reconstruction and the prevention of the commingling of remains, shall follow
the procedures of the Washington County Coroner’s Office.
In the event the attack involves the use of a WMD, the Incident Commander may direct the evacuation of
impacted and threatened areas. The area to be evacuated will be based on the suspected material involved,
amount involved, exposure limits, likely plume area, time available to evacuate, availability of better shelter,
weather, vulnerabilities of the population at risk, and other factors. The Incident Commander will consider
the options, including shutting down heating and ventilating systems, sheltering in place, vertical
evacuation, partial evacuation, or total evacuation.
An Investigations Group may be established to provide oversight and direction to all investigative activity
related to the threat, critical incident, or special event. The Investigations Group, composed of investigative
personnel from agencies with specific jurisdiction or authority for investigating crimes related to the threat
or incident, implements the strategy of the FBI by directing the collection and management of investigative
information. Security of the crime scene and collection of evidence will be coordinated through the ICS.
The City of Fayetteville’s EOC may be activated to provide support to field personnel, coordinate the efforts
of other City departments, and collaborate with the Washington County Operational Area and other allied
stakeholders.
In the first few hours and days following a terrorist or active shooter incident, the City of Fayetteville will:
• Conduct law enforcement, EMS, search and rescue, and hazard materials release containment
and decontamination operations as needed
• Assemble resources for a sustained response and for providing basic mass care, shelter, and
information services to the community
• Begin to transition from immediate emergency response efforts to sustained operations
• Conduct sustained operations and begin to transition into recovery
As a result of the significant public interest and media attention such an incident would generate, the City
may establish a Joint Information Center (JIC) integrated into the Incident Command structure. The JIC is
composed of the public affairs (media) officers from the participating local, state, and federal public safety
agencies.
In addition to the tasks and objectives outlined in the EOP, the following specific operational objectives
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 7 of 8
should be incorporated into initial response operations and planning:
• Identify and counter the terrorist or active shooter threat.
• Determine and implement initial protective actions for emergency responders and the public in the
vicinity of the incident site.
• Direct and assist immediate life-saving emergency medical, rescue, hazardous materials, warning,
and evacuation operations.
• Deploy and coordinate law enforcement and fire and EMS mutual aid resources to support
response activities.
• Establish security and operational perimeters.
• Identify at-risk populations, notify them, and begin evacuation if warranted.
• Establish contact with the Operational Area and allied stakeholder agencies.
• Activate the EOC and DOCs as needed and establish an EOC Liaison at the ICP.
• Activate the City’s Temporary Evacuation Point (TEP) to accommodate displaced populations
while emergency shelters are being opened.
• Establish a family reunification location as close to the incident site as deemed safe
• Assess the situation at critical facilities and the condition of emergency communications systems
• Implement recall of City staff as needed.
• Begin public information messaging regarding recommended personal protective actions,
evacuation centers, and community assistance needed, and assess the need to activate the JIC
• Conduct mass care and shelter operations as needed, including family reunification.
• Complete an initial damage assessment of the City, identifying areas affected, major incidents,
and operational status of critical services.
• Develop a consolidated situation assessment and declare a state of emergency.
• Assess critical resource shortfalls and begin requesting support through mutual aid and the
Operational Area while considering resources needed for the next 14 days, assessing the
condition of the transportation system, and developing alternatives for moving critical resources
into the City.
• Designate primary routes and implement debris clearance, route recovery, and traffic control.
• Coordinate the receipt and deployment of incoming resources to prioritized missions.
• Designate staging areas and begin planning to accommodate support personnel.
• Implement elements of the City of Fayetteville’s Continuity of Operations Plan (COOP) as needed.
• Review incident status reports to prioritize incident commands that can begin suspending
emergency response operations and transition to sustained response and recovery operations.
• Ensure that air quality, hazardous materials spills, and other environmental situations are
monitored, and risks addressed.
Short-Term Recovery
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 8 of 8
The immediate response to a terrorist or active shooter incident will focus on saving lives, stabilizing the
situation, conducting law enforcement investigations, ensuring a safe environment, and communicating with
residents and the community. At some point, however, the City will transition to a phase in which recovery
operations take precedence. Rapid initiation of recovery operations is critical to restoring confidence in the
community.
In addition to the immediate effects on persons or the built environment, a terrorist or active shooter incident
could produce significant long-term impacts, such as psychological trauma, disruption of the community’s
social infrastructure, and stress to community identity.
Activities in this phase include ensuring proactive community engagement and dialogue, identifying
community needs, developing public and behavioral health resources, demobilizing and caring for first
responders, conducting debris removal, structural safety assessments, and damage assessments,
assisting with resident re-entry and the return of personal effects and overseeing the coordination of
donations. In addition, the City will:
• Continue to conduct law enforcement security and investigation operations.
• Demobilize and care for first responders.
• Ensure safety of the environment, structures, and infrastructure systems.
• Work with the American Red Cross (ARC) and other organizations to provide information to
support their Disaster Welfare Inquiry Program.
• Coordinate with the Operational Area to provide prioritized community behavioral health services
(for example, impacted and affected residents, evacuees, children, individuals who have suffered
significant loss, first responders, EOC staff, and other City employees).
• Consider the potential for opening a Victim / Family Assistance Center.
• Develop a sustained community engagement program to provide public information, develop
public dialogue, identify community needs, and deliver information regarding access to potential
sources of assistance.
• Establish a debris management plan and begin to collect, transport, and dispose of debris in
coordination with law enforcement investigations and evidence collection.
• Coordinate with the business community regarding business resumption activities.
• Implement a process to allow limited entry (where safe) for recovery of personal items.
• Anticipate and support initial damage assessment visits by state and federal officials wanting to
confirm the immediate and long-term unmet recovery needs of the City.
• Conduct Long-Term Recovery Planning to address issues of interim housing, debris
management, expedited permitting, environmental safety monitoring, coordination with non-
governmental and non-profit organizations, and state and federal disaster assistance programs.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 6
Emergency Operations Plan (EOP)
Wildfire Annex
Purpose:
This Annex to the City of Fayetteville’s Emergency Operations Plan (EOP) is intended to ensure an
effective and coordinated response to a significant wildfire event. This annex provides direction for city
departments, community groups and allied stakeholders ensuring interagency coordination in accordance
with the City’s EOP and the National Incident Management System (NIMS).
Scope:
This Annex has been developed in accordance with the City EOP. In keeping with the EOP’s “all-hazards”
approach for local emergency management, the response policies and protocols for a wildfire event will
align with those established in the EOP. The Annex supplements the EOP by providing considerations for
a response to a major wildfire event in the City.
This Annex is primarily focused on response and short-term recovery operations. Elements related to
preparedness, long-term recovery, and mitigation are addressed in the City’s EOP and the Washington
County Pre-Hazard Mitigation Plan (WCHMP).
This annex does not alter existing City department emergency response standard operating procedures
(SOPs), processes, or resources. Emergency response agencies (such as fire, law enforcement, and
emergency medical services) will adhere to existing department SOPs in accordance with all legal
requirements.
Planning Assumptions:
This Annex is based on a developing wildfire causing significant actual or potential loss of property.
General impacts may include:
• Hundreds of residents may need to be alerted and evacuated with little or no notice.
• Hundreds of residents may require shelter because of evacuation or damage to homes.
• Electrical service and voice/data/radio communications may be impacted due to downed lines or
damage to transmitters/antennas.
• Damage or loss of power to water and wastewater collection systems may cause disruption of
vital services.
• Smoke will present visibility issues for residents and responders as well as indirect public health
risks.
• A major wildfire event could generate tons of debris including construction & demolition, damaged
trees, and hazardous waste.
• Structural damage to transportation infrastructure may take weeks or months to repair. These
systems may be damaged or disrupted including bridges, roads, signage, and barriers.
• Law enforcement will be significantly challenged to coordinate and conduct notification,
evacuation, and traffic management missions.
• Additional law enforcement resources may be needed to maintain public order, augment rescue
operations, and secure critical operations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 6
• A wildfire incident may impact the City with little or no warning. In a no-notice event, there may be
insufficient notice to notify local residents, prepare the City’s emergency response organization
and implement the City’s Emergency Operations Plan.
• The demand for emergency public information will be immediate and sustained. Social and
traditional media coverage will be extensive.
Roles and Responsibilities:
The following lists summarize the primary roles and responsibilities for each City department and
stakeholder organization relative to a major wildfire event:
City Mayor’s Office
• Activate the EOP and EOC as needed
• Implement COOP as needed
• Establish and communicate policy regarding City staff reporting for assignments
• Lead and manage proclamations of local emergency
• Develop and maintain Communication Plan with City Councilmembers
• Lead emergency public information
• Assess City operations and provide legal counsel as needed
Finance
• Provide emergency procurement support for lifesaving and emergency protective measures
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
Fire
• Prioritize and conduct firefighting and EMS operations
• Advise and coordinate public warning and evacuation functions
• Establish field Incident/Unified Command as needed
• Lead Fire Mutual Aid coordination including hand crews, aviation, and incident support
• Provide incident planning and management support as needed
• Inspect for potential damage to hazardous materials facilities
• Support damage assessment efforts
• Lead repopulation efforts as the incident transitions to short-term recovery
Housing and Community Services
• Coordinate and provide emergency assistance to those displaced by the wildfire
• Support damage assessment efforts
• Coordinate social services
Human Resources
• Account for all City staff
• Develop and coordinate human resources including contractors
• Establish internal City staff communications
• Identify any employee needs (ex. childcare, shelter)
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 6
Information Technology
• Protect, restore, and sustain City information technology resources
• Coordinate GIS mapping of damage, evacuation areas and progress of firefighting efforts
• Oversee communications within the incident management and response structures
• Coordinate with telecommunications service providers
• Restore and repair telecommunications infrastructure
Development Services
• Manage and conduct post-fire safety assessments for critical City facilities
• Lead damage assessment efforts.
Police
• Prioritize and conduct law enforcement, evacuation, and security operations
• Develop and maintain perimeter and access control
• Establish field Incident/Unified Command as needed
• Lead Law Enforcement Mutual Aid coordination
• Coordinate traffic safety and road closures
• Support damage assessment efforts
Parks
• Assess status of critical Department facilities and potential evacuation and/or shelter sites
• Manage emergency shelter and mass care operations (see Care and Shelter Annex)
• Coordinate with the Washington County Operational Area for the care of unaccompanied
Public Works
• Conduct post-fire damage surveys/evaluations and report results to dispatch
• Conduct infrastructure protection and emergency repair
• Support evacuation operations including individuals requiring assistance
• Conduct debris clearance and manage debris removal
• Lead Public Works Mutual Aid coordination
• Provide engineering services and construction management
• Support damage assessment efforts
• Manage City facilities and coordinate use of non-City facilities
• Conduct enhanced maintenance and dispatch operations
Utilities
• Restore/maintain water and wastewater infrastructure to prioritize water supply for fire
suppression
• Provide potable water in support of mass care operations as possible
• Support damage assessment efforts
City Council
• Support public information efforts as needed
• Lead community engagement
• Review and approve the Proclamation of Local Emergency
• Visit impacted areas, shelters, and other temporary facilities to identify potential issues
• Consider short- and long-term recovery staff recommendations
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 6
Concept of Operations:
In a major wildfire, local fire, police and EMS agencies may form a Unified Command to manage the
incident. This command structure addresses tactical operations, coordination of fire mutual aid
resources, organizational logistics and public information.
Immediately following a major wildfire event, and for as long as a state of emergency exists within the
City, response to the event will be the priority of all City departments and agencies. All available City
Disaster Service Workers (any public employee or volunteer providing assistance during a disaster) and
field responders will be directed to achieve the following objectives:
• Save lives
• Reduce immediate threats to life, public health and safety, public and private property, and the
environment
• Provide necessary care, shelter, and medical services to City residents and other members of the
general public
• Restore the operations of facilities, whether public or privately owned, that are essential to health,
safety, and welfare of the community, including critical City facilities, utilities, and transportation
infrastructure
• Assess damage to infrastructure, public facilities, and the built environment
• Expedite the restoration of services, the economy, and the community at large; and begin the
process of recovery
• Keep the public informed
Preparedness
Once weather forecasts and fire conditions indicate a potential for a significant wildfire event, City
departments may increase their readiness to conduct response operations. These efforts may include:
• Enhanced staffing (or Upstaffing)
• Adjusting work hours
• Readying equipment and supplies
• Reducing non-critical operations
• Conducting protective operations
• Increased observation and monitoring of areas at greatest risk
The Emergency Operations Center (EOC) may also be activated to develop enhanced situational
awareness, expedite decision making, conduct stakeholder coordination, develop public information, and
provide greater support to City departments.
Response
Wildfires can impact the city in two primary ways – a wildfire originating outside the City limits that is
approaching the City, and a wildfire originating within the City limits.
• For an approaching wildfire, when the Fire Department receives intelligence of a wildfire either
approaching or threatening to approach the City limits leadership from Fire, Police, Emergency
Management, and Public Information will initiate a conference call to discuss the potential threat
to the city, immediate needs, initiation of evacuation of city zones, activation of the EOC and/or
Department Operations Center’s (DOCs), and communication priorities.
• For a wildfire that originates within the City limits, initial response personnel will assess the ability
to contain the fire. If they determine that the fire requires evacuations, Emergency Management
will be notified to begin alert and warning messages for the evacuation of city zones, the EOC
and DOCs will be immediately activated to support field personnel, and Public Information will
provide updates through appropriate channels.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 6
The City will provide immediate response via its public safety departments coordinating in the field via the
Incident Command System (ICS). The City’s EOC will provide support to field personnel, coordinate the
efforts of other City departments, and collaborate with the Washington County Operational Area
In the first few hours or days of a major wildfire event, the City will:
• Respond to the community’s immediate life safety needs of warning and evacuation by making
use of emergency notification systems including the Emergency Alert System (EAS), Wireless
Emergency Alerts (WEA), NOAA Weather Radios and vehicle public address systems, as well
as door-to-door notifications if needed (see Alert and Warning Annex).
• Conduct fire suppression, property protection, emergency medical services, and law enforcement
operations as needed.
• Assemble resources for a sustained response and for providing basic mass care, shelter, and
information services to the community.
In addition to those tasks and objectives outlined in the EOP Basic Plan, the following specific operational
objectives will be incorporated into initial response operations:
• Direct and assist immediate life-saving warning and evacuation operations.
• Deploy law enforcement resources to support response activities and maintain law and
order.
• Identify at-risk populations, notify them, and begin evacuation if warranted.
• Activate the EOC and DOCs as needed.
• Develop real-time situational awareness to guide public information efforts.
• Deploy an EOC liaison to the Incident Command Post (ICP) and Washington County
EOC, as appropriate.
• Open the city-operated Temporary Evacuation Point (TEP).
• Conduct emergency evacuation and traffic management operations as needed.
• Begin public information messaging regarding recommended personal protective actions,
evacuation centers, and community assistance needed. Assess the need to activate the Joint
Information Center.
• Coordinate the receipt and deployment of incoming resources to prioritized missions.
• Designate staging areas and begin planning to accommodate support personnel.
• Assess the situation at critical facilities and the condition of emergency communications systems.
• Coordinate with the Washington Department of Health to identify and address the
threat posed by degraded air quality.
• Assess critical resource shortfalls and begin requesting support through Mutual Aid and the
Operational Area. Consider resources needed for the next 14 days.
• Establish perimeter control around unsafe areas.
• Designate primary traffic routes and implement debris clearance, route recovery, and traffic
control.
• Conduct outreach for situation status and resource needs for affected facilities needing
support from City, including transit sites, schools, commercial buildings, and sites of
historic/cultural significance
• Implement elements of the City’s Continuity of Operations Plan (COOP) as needed
• Initiate social and traditional media briefings to inform residents on City operations, steps
they can take, services available to them, ongoing rumor control efforts, and ways in which
the community can help.
• Review and enhance security plans to maintain public order.
• Review incident status reports to prioritize incident commands that can begin suspending
emergency response operations and transition to sustained response and recovery operations.
• Complete an initial damage assessment of the city, identifying areas affected, major
incidents, and operational status of critical services.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 6
Short-Term Recovery
The immediate response to a major wildfire event will focus on saving lives, providing resources to
sustain City residents, and stabilizing the situation. At some point, however, the City will transition to a
phase in which recovery operations take precedence. Rapid initiation of recovery operations is critical to
restoring confidence in the community. Activities in this phase include mitigating life-safety hazards,
enhanced security operations, utility restoration, limited debris clearance, resident re-entry, sustained
public information, coordination of donations, and damage assessment.
When it is safe for residents to return to evacuated zones, reentry coordination and planning will be
initiated by the Fire Department and other key organizations leading incident response (Police, TPW,
Fire, etc.).
The EOC will facilitate the opening of a Local Assistance Center which will provide initial support and
assistance with beginning the recovery process to those impacted by the fire. Community Points of
Distribution will also be stood up for areas impacted by the fire, providing residents with appropriate
safety equipment to be able to access their damaged properties.
Depending on the recovery needs in the City, task forces will be stood up to coordinate the various tasks
that need to be completed (e.g., Debris Management, Economic Recovery, Housing, etc.).
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 1 of 13
Emergency Operations Plan (EOP)
Earthquake Annex
Purpose:
This annex to the City of Fayetteville’s Emergency Operations Plan (EOP) is intended to ensure an effective
and coordinated response to a significant earthquake event. This annex provides direction for city
departments, community groups and allied stakeholders ensuring interagency coordination in accordance
with the City’s EOP and the National Incident Management System (NIMS).
Scope:
This annex was developed in accordance with the City EOP. In keeping with the EOP’s “all-hazards”
approach for local emergency management, the response policies and protocols for an earthquake will
align with those established in the EOP.
The annex supplements the EOP by providing considerations for a response to a major earthquake in
Washington County or the Northwest Arkansas area that has a significant effect on the City. This plan does
not change policies and direction provided in the EOP, such as policies for activating and managing the
EOC. Rather, it provides additional guidance that may be used to complement the EOP.
Many variables govern the specific effects of an earthquake, from the amount of energy it releases and the
location of its origin to the specific qualities of the soil and rock upon which a community is built. Given
these variables, the complexity of earthquake effects, no plan can possibly identify all considerations for a
response. Consequently, this annex is not intended to describe detailed procedures for tactical execution of
response tasks. However, the plan does provide considerations that can be used to prepare for and guide
the execution of response operations.
This annex is primarily focused on response and short-term recovery operations. Elements related to
preparedness, long-term recovery, and mitigation are addressed in the City’s EOP and the Washington
County Pre-Hazard Mitigation Plan (WCHMP).
This annex does not alter existing City department emergency response standard operating procedures
(SOP), processes, or resources. Emergency response agencies (such as fire, law enforcement, and
emergency medical services (EMS) will adhere to existing department SOPs in accordance with all legal
requirements.
Planning Assumptions:
This annex is based on a significant earthquake--either a localized incident or a larger regional event. The
impact and associated effects will be determined by several variables including the magnitude, location,
shaking intensity, duration and time of the event. General impacts include:
• Damage due to shaking may be severe.
o Structural damage is likely to be worst in areas of soft soils or unconsolidated fill.
o Some buildings may experience partial or total structural failure.
o Nonstructural damage will be widespread and will cause a number of buildings to be unusable even if the structure is deemed sound.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 2 of 13
o Depending on the magnitude of the earthquake, people may be trapped in collapsed structures.
• The earthquake may cause immediate, simultaneous ignitions. Structure fires may ignite
throughout the City. Fires will continue to ignite as power is restored.
• Fatalities and hundreds of injuries may occur. If the earthquake occurs during midday, the
number of casualties will likely be greater as the working population is affected.
• Most fatalities will occur in the first 48 hours, but recovery of those buried in debris may continue
for days.
• Hundreds of residents may require shelter because their dwellings are damaged.
• Water, power, and gas service will be interrupted.
o Potable water shortages may occur due to pipeline breaks, loss of storage capacity, loss
of power, or compromised water treatment. This may be a significant limiting factor for
hospitals, medical care providers, 24-hour care facilities, and the business community as
well as for the public.
o Services may gradually decline due to leaks or as generators powering pumps run out of
fuel or malfunction.
o System restoration may take days (for electrical power) or weeks (for water and gas).
• Voice and data communications systems may be damaged, oversubscribed or disrupted due to
loss of power and may take several weeks to fully restore.
• Major transportation facilities and systems may be damaged or disrupted including:
o Major bridges and highways
o Mass transit bus systems
o City streets and roads
o Structural damage to these facilities may take weeks or months to repair
• Breaks in wastewater collection and disruption in treatment may cause disruption of vital services
and could result in uncontrolled releases of untreated sewage.
• Critical government facilities (emergency operation centers [EOC], department operation centers
[DOC], fire and police stations, public works, and transit) may be damaged and require alternate
facilities be established.
• Shelter facilities may be damaged, requiring the identification of alternate shelter facilities. The
demand for shelters may exceed initial capabilities/capacity. Small businesses will likely close due
to impacts to their facilities, loss of utilities, and/or lack of staff to continue operations.
• The earthquake will generate millions of tons of debris. Initially, collapsed buildings and other
structures may block roads and limit movement for evacuees and response personnel and
vehicles.
• Earthquake aftershocks, some almost as large as the main shock, will occur regularly and may
cause additional damage. The frequency and magnitude of aftershocks will decrease over time.
o The cumulative impact of large aftershocks will cause additional structural damage and necessitate additional safety assessment inspections (for aftershocks over M5.0).
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 3 of 13
o The occurrence of aftershocks will also have a cumulative effect on the feeling of well- being or safety of residents and responders.
• Large earthquakes will produce intense regional competition for resources. Local mutual aid
fire, EMS, and law enforcement resources will be limited as other jurisdictions face similar
circumstances.
• The state and federal governments will immediately begin mobilization of resources. However, it
may take time for resources to arrive. For example, FEMA Urban Search and Rescue (USAR)
teams may take 24 to 48 hours to arrive in the affected areas.
• Disrupted communications systems, overwhelmed first responders, and the overall
magnitude of the situation may slow the initial situation assessment.
• Damage to critical City facilities (ex. EOC, DOCs, fire stations) may require alternative
arrangements for management of response services.
• Damage to water and communications systems may challenge fire-fighting operations.
• The number of people trapped in buildings may initially exceed capacity to respond.
• Damage in high-rise areas may require response to the following incidents:
o Fires on upper floors
o People trapped in elevators
o People with mobility challenges who need to evacuate but cannot use steps
o Injuries in high-rise areas caused by falling glass and other debris
• Damage and disruption may necessitate deployment of law enforcement resources to
maintain public order, augment rescue operations, and secure dangerous sites.
• Local medical facilities may be damaged. Surviving hospital capacity may be inadequate to treat
casualties and other medical emergencies, requiring that some severely injured patients be
relocated to facilities outside Washington County. However, relocation may be limited by impacts
to the transportation system.
• The demand for emergency shelter may initially exceed capacity to inspect buildings and provide
the resources and staff required to open fully functional shelters.
• The capacity to shelter and care for displaced residents may be exceeded, forcing relocation
to other areas outside the City.
• It may be necessary to quickly assess thousands of buildings (public and private) to
determine whether they are safe for re-entry and occupancy (see Damage Assessment
Annex).
• Resources to remove debris will initially be limited as the City mobilizes its own forces and
available contractors.
• The demand for emergency public information will be immediate and sustained. Social and
traditional media coverage will be extensive.
• The ability of residents to return to work or provide support will be affected by utility disruptions,
infrastructure damage, affected transit systems, interrupted supplies of key commodities including
fuel, closed schools, reduced childcare services, as well as other indirect impacts on social
infrastructure.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 4 of 13
• Response during the evening hours will be more challenging due to limited visibility.
• Assistance in the form of spontaneous volunteers, donated goods, and monetary donations will
begin to flow into the City. Although this may provide desperately needed resources, it will create
coordination and logistical support challenges.
Roles and Responsibilities:
The following lists summarize the primary and significant roles and responsibilities for each City
department and stakeholder organization relative to an earthquake event:
City Mayor’s Office:
• Activate the EOP and EOC as needed
• Implement the COOP as needed
• Establish and communicate policy regarding City staff reporting for assignments
• Lead and manage proclamations of local emergency
• Develop and maintain communication with City Councilmembers
• Lead emergency public information
• Assess City operations and provide legal counsel as needed
Finance
• Provide emergency procurement support for lifesaving and emergency protective measures
• Develop financial mechanisms, procurement vehicles, and contracts to support procurement
• Oversee staff timekeeping
• Provide fiscal oversight and track expenses
Fire
• Conduct company-level post-earthquake windshield surveys and report results to the EOC
• Activate emergency personnel recall procedures
• Prioritize and conduct firefighting, EMS, search & rescue, and HazMat operations
• Establish field incident command as needed
• Lead fire and rescue mutual aid coordination
• Deploy and manage City and mutual aid resources
• Lead mass casualty/fatality management
• Assess status of critical department facilities
• Lead Emergency Management Mutual Aid (EMMA) coordination
• Provide incident planning and management support as needed
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 5 of 13
Housing & Community Services
• Coordinate and provide emergency assistance
• Support damage assessment efforts
• Coordinate social services
Human Resources
• Account for all City staff
• Develop and coordinate human resources including contractors
• Establish internal City staff communications
• Identify any employee needs (e.g., childcare, shelter)
Information Technology
• Protect, restore, and sustain City information technology resources
• Oversee communications within the incident management and response structures
• Coordinate with telecommunications service providers
• Restore and repair telecommunications infrastructure
Parking
• Provide support to police department for access and traffic control
• Assist in establishing multipurpose staging areas
Development Services
• Manage and conduct post-earthquake safety assessments for critical City facilities
• Lead damage assessment efforts
Police
• Conduct beat-level post-earthquake windshield surveys and report results to the DOC
• Activate emergency personal recall procedures
• Prioritize and conduct law enforcement, public warning, evacuation, and security operations
• Establish field incident command as needed
• Establish liaison with Washington County Coroner
• Lead Law Enforcement Mutual Aid coordination
• Deploy and manage mutual aid resources
• Impose curfew as directed
• Provide traffic control
• Provide support for access, traffic, and crowd control at mass care facilities
Parks
• Assess status of critical department facilities and potential shelter sites
• Coordinate safety assessments of potential shelter sites
• Manage emergency shelter and mass care operations (see Care and Shelter Annex)
• Coordinate with the Washington County Operational Area for the care of unaccompanied minors
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 6 of 13
Public Works
• Conduct post-earthquake damage surveys and report results to the DOC
• Conduct infrastructure protection and emergency repair
• Support evacuation operations including individuals requiring assistance
• Establish and support movement restrictions
• Conduct debris clearance and manage debris removal
• Coordinate restoration/recovery of energy infrastructure
• Lead Public Works Mutual Aid coordination
• Deploy and manage mutual aid resources
• Provide engineering services and construction management
• Support damage assessment efforts
• Conduct enhanced maintenance and dispatch operations
Utilities
• Coordinate potable water system resources for prioritized public safety operations
• Monitor potable water quality and perform sampling/testing as needed
• Restore/maintain water and wastewater infrastructure
• Restore/maintain wastewater treatment plant operations
• Provide potable water in support of mass care operations as possible
• Support damage assessment efforts
City Council
• Support public information efforts as needed
• Lead community engagement
• Review and approve the Proclamation of Local Emergency
• Visit impacted areas, shelters, and other temporary facilities to spot problems and special issues
• Consider short- and long-term recovery staff recommendations
Public Utilities (Gas, Water and Electric)
• Mitigate safety threats to responders and residents
• Coordinate prioritization of restoration of electrical, water and gas utility services
Concept of Operations:
Immediately following a major earthquake, and for as long as a state of emergency exists within the City,
response to the earthquake will be the priority of all City departments and agencies. All available City
Disaster Service Workers (DSW) will be directed to achieve the following objectives:
• Save lives.
• Reduce immediate threats to life, public health and safety, and public and private property.
• Provide necessary care, shelter, and medical services to City residents and other members of the
general public.
• Restore the operations of facilities, whether public or privately owned, that are essential to the
health, safety, and operational status of the community, including critical City facilities, utilities,
and transportation infrastructure.
• Assess damage to infrastructure, public facilities, and the built environment.
• Expedite the restoration of services, the economy, and the community at large; and begin the
process of recovery.
• Keep the public informed.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 7 of 13
Response
The EOP defines the City’s general emergency response organization, authorities, policies, priorities, and
procedures. In the event of a significant earthquake, this annex provides potential specific objectives that
the emergency response organization may integrate into its operations.
The City will provide immediate response via its public safety departments coordinating in the field via the
Incident Command System (ICS). The City’s EOC will provide support to field personnel, coordinate the
efforts of other City departments and collaborate with the Washington County Operational Area and other
allied stakeholders.
If the City is unable to provide sufficient resources, requests will go first to the Washington County
Operational Area, then the State and then potentially, the federal government. Arriving resources will be
rapidly deployed, integrated into the City’s operations, and tracked. The City will provide public information
efforts as well as mass care and shelter services to impacted residents. Integrated disaster fiscal
procedures will ensure any use of public funds is justified and cost-effective. Transitioning from immediate
life safety to sustained community response, the City will simultaneously start short-term recovery efforts
while developing a long-term recovery plan.
In the first few hours and days following the earthquake (E), the City will conduct a phased response to
coordinate these operations. Please note that these timeframes are an estimate, and some operations
may require additional time which would extend the timeframe of each phases:
• First 4 hours (E+4)
o Respond to the community’s immediate life safety needs of fire suppression, emergency
medical services, search & rescue, hazard materials release, and law enforcement.
• First 12 hours (E+12)
o Assemble resources for a sustained response and for providing basic mass care, shelter,
and information services to the community. Develop initial situational awareness of
earthquake impacts through the conduct of windshield surveys of damages (see Damage
Assessment Annex).
• Through 24 hours (E+24)
o Consolidate the system and resources for sustaining emergency response operations.
Conduct outreach and public information efforts.
• Through 48 hours (E+48)
o Stabilize support for affected areas, forecast potential resource requirements, and initiate
damage assessment.
• Through 72 hours (E+72)
o Begin to transition from immediate emergency response efforts to sustained operations. Develop Initial Damage Estimate.
• Sustained Operations (E+ 3 to 7 days)
o Conduct sustained operations and begin to transition into recovery.
In addition to those tasks and objectives outlined in the EOP, the following specific operational objectives
should be incorporated into initial response operations and planning:
First 4 hours (E+4)
• Respond to the community’s immediate life safety needs of fire suppression, emergency medical
services, search & rescue, hazard materials release, and law enforcement.
• Direct and assist immediate life-saving rescue operations.
• Direct fire suppression for existing structure fires and anticipate fire spread based on conditions
and historic precedent.
• Deploy law enforcement resources to support response activities and maintain law and order.
• Deploy EMS to major incidents.
• Establish casualty collection points for initial treatment of the injured.
• Deploy hazardous materials response resources as needed.
• Activate the EOC and DOCs as needed.
• Establish contact with the Washington County Operational Area and allied stakeholder agencies.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 8 of 13
• Activate the City’s Temporary Evacuation Point (TEP) to accommodate displaced populations
while emergency shelters are being opened.
• Identify at-risk populations, notify them, and begin to evacuate if warranted.
• Assess:
o Situation at critical facilities, including DOCs and utilities.
o Situation in areas not reporting.
o Condition of emergency communications systems.
• Implement recall of City staff as needed.
• Begin public information messaging regarding recommended personal protective actions, safe
congregation points, and community assistance needed.
• Complete an initial damage assessment of the City, identifying areas affected, major incidents,
and operational status of critical services (see Damage Assessment Annex).
First 12 hours (E+12)
• Assemble resources for a sustained response and for providing basic mass care, shelter, and
information services to the community. Develop initial situational awareness.
• Assess critical resource shortfalls and begin requesting support through mutual aid agreements
and the Washington County Operational Area. Consider resources needed for the next 14 days.
Assess condition of transportation system and develop alternatives for moving critical resources
into the City.
• Develop a consolidated situation assessment and declare a state of emergency.
• Establish perimeter control around unsafe areas.
• Establish security at critical buildings, incident sites, work locations, infrastructure, and resource
centers.
• Initiate safety assessment of critical City facilities.
• Assess conditions at designated emergency shelter sites and begin to supply with beds, water,
food, medical support, generators, sanitation, and facility security.
• Begin to open emergency shelters to residents and DSWs.
• Identify people with special support requirements and transfer to appropriate care facilities.
• Designate primary routes and implement debris clearance, route recovery, and traffic control.
• Initiate a regular status reporting and resource requesting process between area commands (if
established), major incident commands (if established), and state/federal counterparts offering
coordinated assistance.
• Assess the need to activate the Joint Information Center (JIC).
• Determine if a curfew should be established.
Through 24 hours (E+24)
• Consolidate the system and resources for sustaining emergency response operations. Conduct
outreach and public information efforts.
• Concentrate City emergency management efforts for supporting ongoing on-scene incident
management at major incidents, reinforcing the logistical support being requested.
• Coordinate the receipt and deployment of incoming resources to prioritized missions.
• Designate staging areas and begin planning to accommodate support personnel.
• Ensure that an adequate system is in place to fuel and maintain generators providing power to
critical facilities.
• Coordinate with the Washington County Operational Area regarding the process of collecting and
handling fatalities.
• Conduct outreach for situation status and resource needs for affected facilities needing support
from City, including transit sites, schools, commercial buildings, and sites of historic/cultural
significance.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 9 of 13
• Implement elements of the City’s Continuity of Operations Plan (COOP) as needed.
• Initiate social and traditional media briefings to inform residents on City operations, steps they can
take, services available to them, ongoing rumor control efforts, and ways in which the community
can help.
Through 48 hours (E+48)
• Stabilize support for affected areas, forecast potential resource requirements, and initiate damage
assessment.
• Process ongoing logistical resource requests for emergency services and mutual aid needs to
support incident management.
• Evaluate the need for and implement an emergency drinking water plan.
• Establish a distribution network for drinking water and food for persons who are not residing in
mass care facilities but are without basic services.
• Initiate damage assessment of City facilities, with priority for facilities critical to response
operations. Determine approximate scope and severity of damage for key facilities only.
• Make arrangements for the EOC to assume responsibility for supporting incoming mutual aid and
convergent resources, relieving field-level public safety workers to focus on providing sustained
rescue, firefighting, paramedic, and law enforcement services.
• Conduct an ongoing review in the EOC of current situation reporting and resource requesting
processes and revise as needed.
Through 72 hours (E+72)
• Begin to transition from immediate emergency response efforts to sustained operations. Develop
Initial Damage Estimate.
• Support hospital and other medical facility re-supply efforts.
• Re-evaluate mass care needs in light of any ongoing aftershocks and subsequent damage.
• Establish shelter support coordinator teams and evaluate the shelter sites to identify:
• Site damage
• Critical support requirements, including shelter management personnel
• Site security
• Adequacy of feeding and medical care arrangements
• Shelter demographics (gender, children, medical needs, language barriers, disability needs)
• Establish plans for how to provide care for people with special support requirements that cannot
be met in congregate care shelters.
• Coordinate with the Washington County Operational Area and consider establishing a JIC if not
already established.
• Coordinate with the Washington County Operational Area to facilitate the handling of volunteers
and donations.
• Review and enhance security plans to maintain public order.
• Begin deliberate program of safety assessment of homes and businesses.
• Assemble available damage assessment information and submit the ADEM Initial Damage
Estimate (IDE).
• Review incident status reports to prioritize incident commands that can begin suspending
emergency response operations and transition to sustained response and recovery operations.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 10 of 13
Sustained Operations (E + 3 to 7 days)
• Conduct sustained operations and begin to transition into short-term recovery.
• Establish a plan and begin the comprehensive detailed damage assessment of all public
infrastructure, such as public right-of-way (roads and sidewalks), bridges, facilities, utilities, and
retaining walls.
• Establish teams to visit shelters to identify people that require special support that need to be
relocated into other types of care facilities and to identify site modifications that should be made to
better accommodate residents with sight, hearing, mobility or other limitations.
• Begin locating and opening relief supply and food distribution points other than the evacuation
centers/shelters.
• Reinforce cost tracking guidance for City responders.
• Coordinate with the Washington County Operational Area and establish a responder mental
health support program.
• Establish portable toilet sanitation stations around the City and related cleaning and pumping
program.
• Work with the American Red Cross and other organizations to provide information to support their
Disaster Welfare Inquiry Program.
• Establish a debris management plan and begin to gather and transport debris from critical sites or
routes.
• Coordinate with the business community regarding business resumption activities.
• Begin widespread damage inspections of homes and businesses.
• Anticipate and support Preliminary Damage Assessment visits by state and federal officials
seeking to confirm the scope and severity of damage as well as immediate and long-term recovery
needs of the City.
• Produce, regularly update, and distribute a multi-lingual, multi-format, disaster “Fact Sheet” to the
media, people in shelters, field response personnel, residents, and businesses.
• Ensure that air quality, hazardous materials spills, and other environmental situations are
monitored, and risks addressed.
• Evaluate the need to designate specific routes into the City for critical relief supplies. Designating
specific lanes for express bus service should also be considered.
• Coordinate with the Washington County Operational Area to survey all licensed food
establishments, including the emergency shelter/evacuation centers, feeding sites, and disaster
kitchens to ensure there are no unsafe food handling or other sanitation or safety concerns.
• Begin planning for the relocation of displaced City staff and departments.
• Implement a process to allow limited entry (where safe) for recovery of personal items.
• Coordinate with the Washington County Operational Area to provide prioritized community
behavioral health services (for example, for those whose homes have been red-tagged, shelter
residents, children, and individuals who have suffered significant loss).
Short-Term Recovery
The immediate response to a major earthquake will focus on saving lives, providing resources to sustain
City residents, and stabilizing the situation. At some point, however, the City must transition to a phase in
which recovery operations take precedence. Given the level of damage to housing, business, and
infrastructure; the direct impact on the population; and the effect on the regional economy, full recovery
from a major earthquake may take years. Nonetheless, rapid initiation of recovery operations is critical to
restoring confidence in the community. Note: aftershocks may require a temporary transition back into the
response phase.
This section describes key issues for initiating short-term recovery operations. The issues described below
are among those that must be addressed most urgently. The magnitude of, and resources required to
address these issues will require regional approaches with assistance from the state and federal
governments.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 11 of 13
Utility Restoration
Public and private utility providers, including Blackhills Energy, Washington Water Authority, Ozarks
Electric and SWEPCO, and telecommunications providers such as AT&T and Cox, will coordinate with the
EOC Operations Section and the Washington County Operational Area to assess damage and restore
utility services within the City.
Restoration of services will be affected by the following:
• Critical emergency response facilities will require backup power to continue operations on a
temporary basis while utility service is being restored.
• Water service will be disrupted within the first several hours and could take two to three months
to be fully restored. Water transmission and distribution pipes can often break days and weeks
following the initial earthquake requiring continual monitoring and repair.
• Electrical power will be interrupted immediately and may take 7 to 15 days or longer to restore.
• Repair sites may be inaccessible temporarily due to debris, aftershocks, and damage to
transportation infrastructure.
• Aftershocks may cause additional damage or require re-inspecting facilities and equipment.
The strategy for restoring utilities includes the following:
• Service providers will begin damage assessments immediately. Additionally, damage information
will be provided to the City EOC Planning/Intelligence section from DOCs, first responders, and
other sources, which will then work with the Operations Section to provide information to and
coordinate operations with service providers.
• Emergency restoration of lifeline utility services will be the top priority for the first 1-7 days after
the event.
o Service providers may implement interim repairs and establish temporary delivery systems.
o Utility providers will restore services in accordance with their pre-established restoration
priorities. The City EOC Water Branch will convey incident-specific restoration priorities to
utilities services providers, which will fold these priorities into their restoration plans.
o The City EOC Water Branch will identify priorities for restoring services to facilities and
services necessary for emergency response operations, hospitals and healthcare facilities,
and continuity of government, as well as restoration of service to the greatest number of
people.
• The City EOC Water Branch will coordinate with the Fayetteville Police Department (FPD), and
Fayetteville Public Works Department to provide utility workers with access to repair sites.
• Utility service providers will assist each other through pre-established mutual assistance
agreements. The Logistics Section will facilitate the provision of resources from within City and
through emergency services mutual aid when requested.
• Permanent restoration of utility infrastructure will occur after critical services are restored on an
interim basis and may continue for months after the earthquake.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 12 of 13
Debris Removal
• Prior to conducting debris removal, a thorough assessment and documentation of damages will
be conducted (see Damage Assessment Annex). This includes collecting before and after photos
and conducting inspections of damages.
• Debris must be removed to allow resumption of services and business and make way for
rebuilding.
• Transition to the effort to remove material from damaged buildings and demolish unsafe
structures.
• Establish procedures to expedite removal of unsafe structures, in accordance with City
requirements and FEMA requirements for reimbursement.
• Develop a plan for transporting debris to staging sites; separating, reducing, and recycling debris;
and trucking to a disposal site.
• Secure contracted or federal resources, such as the US Army Corps of Engineers (USACE), to
support long-term debris removal operations.
• Collaborate with the Washington County Operational Area and the region to address movement
and disposal of debris in a region with limited landfill space.
Interim Housing
• Emergency shelters are a short-term solution to the problem of displaced residents (i.e., no more
than 30 days). Residents must quickly be transitioned to interim and, eventually, long-term housing
arrangements.
• Establish a plan to determine interim and long-term housing needs, based on the needs of the
shelter population.
• Utilize City resources, such as building inspectors, to work with shelter residents to determine
whether they can move back into their homes.
• Streamline City processes for home repairs to expedite movement back to permanent residences.
• Establish a housing recovery team to act as the lead for coordinating Washington County
Operational Area and regional housing planning efforts and immediately begin a working dialogue
with FEMA and other federal agencies engaged in the housing issue.
• Collaborate with the Washington County Operational Area and regionally to reach consensus
regarding what type of housing is needed and where it should be placed.
Disaster Assistance Programs
• Disaster assistance is available through a wide array of state and federal programs that can be
leveraged in the first 90 days to promote short- and long-term recovery.
• Working with the Washington County Operational Area and Arkansas Department of Emergency
Management, determine the appropriate number and location of local assistance centers that can
be established to provide residents with information regarding recovery actions and assistance
that is available.
• Establish a lead department and procedures for ensuring that City residents are fully engaged in
state and federal individual assistance programs, including:
o Disaster SNAP (food stamps) benefits.
o Disaster unemployment assistance benefits.
o Assistance to individuals and families, including temporary housing and grants for other uninsured disaster-related necessary expenses and serious needs.
o State Supplemental Grant Program (SSGP), which provides assistance to families and individuals that still have unmet needs after receiving assistance from the federal government.
o Crisis counseling.
o Social Security assistance.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Page 13 of 13
o Small Business Administration (SBA) Disaster Loan Program, which provides low-interest loans for real estate repairs and costs for businesses.
• Integrate private nonprofit assistance programs into recovery activities. These include:
o The American Red Cross which offers emergency shelter, food, clothing, physical and mental
health support, limited grants for household items, work-related and medical equipment, and
minor home repairs following natural disasters. They also provide referrals to other local and
national agencies that provide home clean-up, repair, and rebuilding assistance.
o Habitat for Humanity which assists with repairing and replacing housing for low-income
disaster victims.
o The Salvation Army which provides emergency shelter, food, clothing and household items.
o The Southern Baptist Convention Disaster Relief Program which provides assistance with food, home clean-up, and repairs.
• Establish a lead department to coordinate with ADEM and FEMA for application of the Public
Assistance Program. Under this program, FEMA provides funding to state and local governments
for extraordinary costs associated with debris removal, emergency protective measures, and
permanent repair or replacement of disaster-damaged facilities. Extensive coordination with City
departments will be necessary to track costs, facilitate inspections of damaged sites, and secure
reimbursement.
• Establish a lead department for obtaining emergency relief funds from the Federal Highway
Administration (FHWA). Under this program, FHWA provides funding through the Arkansas
Department of Transportation (ARDOT) for costs to open and repair federal-aid routes.
Other Emergency Actions
Emergency actions may be taken to address specific short-term recovery conditions such as:
• Suspension of evictions
• Request utilities to provide bill relief
• Waiver of permit fees for damage repairs
• Expedited permitting and inspection processes to support rapid repairs
• Occupancy waivers to support temporary housing and business space
• Change or alter traffic patterns
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
City of Fayetteville Emergency Operations
Plan Annex:
Pandemic Response
DEPARTMENT OF EMERGENCY MANAGEMENT
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
i June 2025
City of Fayetteville Emergency Operations Plan Annex:
Pandemic Response
TABLE OF CONTENTS
I. INTRODUCTION ....................................................................................................................... 1
Purpose .................................................................................................................................. 1
Scope ..................................................................................................................................... 1
Preparing and Responding with the Whole Community Strategy ..................................... 1
II. SITUATION OVERVIEW ............................................................................................................ 2
The WHO Pandemic Phases and the HHS-CDC Pandemic Intervals Framework ............. 4
III. PLANNING ASSUMPTIONS..................................................................................................... 7
Impact and potential consequences in City of Fayetteville ............................................. 7
Response ................................................................................................................................ 8
IV. CONCEPT OF OPERATIONS ................................................................................................ 10
Direction, Control and Coordination ................................................................................. 10
Proclamation of Local Emergency .................................................................................... 11
Activation of the Operational Area EOC .......................................................................... 11
Phased Response Approach .............................................................................................. 11
City of Fayetteville OA Critical Response Focus Areas ..................................................... 14
Surveillance ...................................................................................................................... 14
Triage and Treatment ...................................................................................................... 14
Hospital Operations ......................................................................................................... 15
Alternate Care Sites (ACS) .............................................................................................. 15
Non-Pharmaceutical Interventions (NPIs) ...................................................................... 15
Mass Care ......................................................................................................................... 18
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
ii June 2025
City of Fayetteville Emergency Operations Plan Annex:
Pandemic Response
Mass Fatality Management............................................................................................. 18
Animal Care ..................................................................................................................... 19
Communications and Public Education ........................................................................ 19
Continuity of Operations ................................................................................................. 20
Recovery .......................................................................................................................... 20
V. Operational Area Stakeholder Roles and Responsibilities .............................................. 21
Appendix 1: Glossary ............................................................................................................. 24
Appendix 2: CDC Recommended NPIs for Influenza Pandemic ........................................ 25
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
1
City of Fayetteville Emergency Operations Plan Annex:
Pandemic Response
June 2025
I. INTRODUCTION
Purpose
This Annex outlines concepts, policies and procedures that will guide a collaborative
response by local governments and allied agencies in the City of Fayetteville to the threat
of, or actual outbreak of pandemic disease affecting the City of Fayetteville. This is a
supporting annex to the City of Fayetteville Emergency Operations Plan (EOP). This Annex
accomplishes the following objectives:
• Explain the pandemic threat and its potential to have a major impact in the
community
• Define the various risk levels of a disease outbreak/pandemic and recommended
actions
• Identify the partners involved and the critical operational response areas of
coordination
• Limit the impact of a disease outbreak/pandemic in the community by:
o reducing the potential morbidity and mortality rates
o minimizing disruption of social and medical services
o ensuring timely and appropriate information is disseminated to the public
Scope
This Annex will be activated as a functional component of the EOP based on the risk levels
and epidemiological indicators identified through global, national and local disease
surveillance systems. This Annex does not alter existing City department or other
Operational Area jurisdiction emergency response standard operating procedures
(SOPs), processes, or resources. Emergency response agencies (such as law
enforcement, emergency medical services (EMS) and fire) will adhere to existing
department SOPs in accordance with all legal requirements.
Preparing and Responding with the Whole Community Strategy
The City of Fayetteville strives to incorporate the Whole Community1 perspective in its
emergency planning. By planning with the Whole Community, the City of Fayetteville
planning strategy incorporates the complexities in the diversity in City of Fayetteville.
1 Whole Community is defined by FEMA as "a means by which residents, emergency management practitioners,
organizational and community leaders, and government officials can collectively understand and assess the needs
of their respective communities and determine the best ways to organize and strengthen their assets, capacities,
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
2
City of Fayetteville Emergency Operations Plan Annex:
Pandemic Response
June 2025
This Annex defines disabilities and those with access and/or functional needs as:
Populations whose members may have additional needs before, during, and after
an incident in functional areas, including but not limited to: maintaining
independence and the ability to perform the activities of daily living,
communication, transportation, supervision, and medical care. Individuals in need
of additional response assistance may include those who have disabilities; who live
in institutionalized settings; who are elderly; who are children; who are from diverse
cultures; who have limited English proficiency or are non-English speaking; or who
are transportation disadvantaged.
The City of Fayetteville and affiliated stakeholders are committed to maximizing
compliance with the Americans with Disabilities Act and providing the best service to City
of Fayetteville residents and visitors. As such, the City adheres to the guidelines outlined
below:
• City services and facilities are equally accessible and available to all persons.
• All the benefits offered by the City are accessible and available to persons with
disabilities and others with access and functional needs.
• The City will accommodate people with disabilities and those with access and/or
functional needs in the most integrated setting possible.
• During all phases of disaster response, the City will make reasonable modifications
to policies, practices and procedures, if necessary, to ensure programmatic and
architectural access to all.
• The City will ensure that its shelters are accessible, both physically and
programmatically, to afford people with disabilities and others with access and
functional needs the opportunity to remain with family and friends in the most
integrated setting possible.
II. SITUATION OVERVIEW
Despite a relatively modest population, the City of Fayetteville is not immune to a major
disease outbreak or pandemic. Conversely, the economic base of the City - which
includes the University of Arkansas, that draws thousands of students and visitors each
year - creates a perfect system of rapid human-to-human disease transmission that
requires timely and efficient precautionary measures and containment actions to be
established early on.
and interests.” FEMA, A Whole Community Approach to Emergency Management, 2011. Accessed at
https://www.fema.gov/media-library-data/20130726-1813-25045-0649/whole_community_dec2011 2_.pdf
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
3 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
The WHO Pandemic Phases and the HHS-CDC Pandemic Intervals Framework
The World Health Organization (WHO) global influenza preparedness plan includes a
classification or alert system based on a six-phase approach to help guide planning and
response activities for an influenza pandemic. These phases were designed based on
previous influenza statistics to address the global risk for a pandemic spread and provide
benchmarks against which to measure global response capabilities. Over time, the WHO
pandemic alert system has been revised, incorporating lessons learned from the recent
2009 H1N1 pandemic as well as recommendations from global experts to establish a
pandemic alert system that would focus more on a potential disease risk assessment
rather than its geographic spread.
The current WHO pandemic alert system referred to as the Continuum of Pandemic
Phase comprises four phases5: Interpandemic, Alert, Pandemic and Transition. Each of
these phases identify response measures and recommends actions for countries to follow.
The risk assessment component incorporates three critical stages: Preparedness,
Response and Recovery (See figure below).
The global average of reported cases of infection greatly increase through the Alert and
Pandemic phases, with the greatest global average of cases occurring in the Pandemic
phase. Local planning efforts for a pandemic should anticipate and prepare for
additional single or multiple waves of reported cases after the Pandemic phase or
“peak” period. In the diagram above, this behavior is reflected with a short spike in the
continuum curve during the Transition phase, indicating that – based on previous
influenza analysis - the effect of influenza on communities has been relatively prolonged
with multiple waves occurring.
4WHO Pandemic Influence Risk Management: Interim Guidance, 2017 (page 19)
https://www.who.int/influenza/preparedness/pandemic/GIP_PandemicInfluenzaRiskManagementInterimGuidanc
e_Jun2013.pdf?ua=1
5 WHO Pandemic Influenza Risk Management: Interim Guidance, 2017.
https://apps.who.int/iris/bitstream/handle/10665/259893/WHO-WHE-IHM-GIP-2017.1-
eng.pdf;jsessionid=FF0E44DE342CCEF9F0A31E1EFB14C8E8?sequence=1
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
4 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
In the United States, the Centers for Disease Prevention and Control (CDC), part of the
Department of Health and Human Services (HHS), maintains the Pandemic Intervals
Framework (PIF); one of three pandemic planning tools used to guide influenza
pandemic planning that provides recommendations for severity-based risk assessment,
decision-making and action at local/community level6 . The other associated tools
developed by the CDC include the Influenza Risk Assessment Tool (IRAT) and the
Pandemic Severity Assessment Framework (PSAF)7
The CDC’s PIF comprises six pandemic intervals: Investigation, Recognition, Initiation,
Acceleration and Deceleration. These intervals provide a common method to describe
pandemic activity, which can inform public health actions. The duration of each
pandemic interval might vary depending on the characteristics of the virus and the
public health response (See figure below).
6 CDC Pandemic Intervals Framework (PIF)
https://www.cdc.gov/flu/pandemic-resources/national-strategy/intervals-framework.html
7 Further information on the three tools can be found on the CDC Pandemic Influenza Plan – 2017 Update
https://www.cdc.gov/flu/pandemic-resources/pdf/pan-flu-report-2017v2.pdf
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
5 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
In accordance with the CDC’s Pandemic Influenza Strategic Plan, the CDC will
determine and communicate the pandemic interval for the U.S. The determination will
be based on the global pandemic phase and the extent of disease spread throughout
the country. The State and Local health authorities will abide by the CDC’s
recommendations. For the City of Fayetteville, local pandemic preparedness and
response efforts will be guided by the protocols stated in this annex as well as disease-
specific assessments informed by the WHO, the CDC, and the Arkansas Department of
Health (ADH).
In the absence of preliminary pandemic severity assessments or data coming from the
CDC, ADH, or WHO, City of Fayetteville Public Health and/or Emergency Management
may develop an interim pandemic threat assessment and/or a set of potential pandemic
planning scenarios to guide long-term planning, resource development, and public
information efforts.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
6 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
III. PLANNING ASSUMPTIONS
Impact and potential consequences in City of Fayetteville
• A pandemic will result in the rapid spread of infection with outbreaks in multiple
countries
• Communities across the country and the state may be impacted simultaneously
• The health impact of a pandemic event will be significant; up to 25-35% of persons
may become ill in a major pandemic influenza wave
• A pandemic may result in long-term and costly emergency response operations,
thus coinciding with other seasonal threats in the City, such as winter weather
• Seasonal vaccination may or may not offer some level of protection against a
novel pandemic influenza or coronavirus strain
• Vaccine is likely to be in short supply initially which will require prioritization
• Once a vaccine is available, it is expected that individuals will need an initial
priming dose followed by a second dose approximately 30 days later in order to
achieve optimal antibody response and clinical protections
• The number of infected people requiring outpatient medical care and
hospitalization will overwhelm the local healthcare system. This will present
significant and potentially overwhelming challenges:
o There will be tremendous demand for urgent and significant medical
intervention and care services
o Healthcare workers will be at higher risk of exposure impacting the system’s
ability to care for patients in traditional hospital or clinic settings
o The medical workforce itself will experience 25% to 35% absenteeism due
to illness or caring for ill family members
o Demand for inpatient beds and assisted ventilators could increase by ten-
fold
o Hospitals on divert will put a strain on services
o Emergency Medical Service responders will face extremely high call
volumes, causing a large strain on the ability to provide service. Available
personnel for staffing will be an issue and staffing extra transport units will be
an issue
o Extended “On the Wall” times will put a large strain on Emergency Medical
Services
o Workforce impacts in general may be significant thereby interrupting public
services, 911 call centers, law and fire response
o The number of fatalities will overwhelm the resources of the Coroner’s
Office, morgues and funeral homes
o The demand for home care and social services will increase dramatically
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
7 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
o Supporting infrastructure for the health care delivery system i.e. supplies,
services and transportation will be affected and impact the response
capabilities of the system
• There will likely be significant disruption of public and privately owned critical
infrastructure including transportation, commerce, utilities, public safety and
communications; thus, planning for City continuity of operations is essential.
• High absenteeism levels may reduce available services within the community due
to workers becoming ill, individuals staying home to care for sick family members,
or those refusing to go to work due to fear of becoming ill
• Supply chain issues and shortages of medications, Personal Protective Equipment
and mutual aid staff will occur when multiple Operational Areas across the state
are impacted; in some cases, the resource needs identified by partners will be
delayed or go unfilled
• The closure of schools and childcare facilities may impact the workforce related
to childcare. Any impact upon the workforce may have a negative influence on
local, regional, and State economic communities
• Current resources for mass fatality care at all levels, including healthcare facilities,
the morgue and mortuaries, may be inadequate to meet the challenges posed
by a pandemic
• The potential spread of disease and illness within correctional institutions is high
due to the congregate nature of these facilities
• Homeless people generally live in crowded settings and suffer from chronic and
acute health conditions putting them at a high risk of becoming infected
• Some individuals may not believe the reality of the threat posed by a pandemic
influenza incident, and may take actions counterproductive to the government
response efforts to contain and treat people infected with the disease
• Depending on the disease, there may be children orphaned by the death of their
parents or caregivers
• Depending on the disease, there may be concerns regarding infection in or from
pets, or exposure of pets to infected persons
• There will be a significant surge in the need for public communication and
outreach
• Secondary events such as public demonstrations, looting, and civil unrest during a
pandemic event or a concurrent disaster, may lead to an increased need for law
enforcement
• Housing for exposed or quarantined employees, may be needed
• Initially fear to seek medical attention or call 911 may be high. Patients that are seen
will likely show more severe symptoms
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
8 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Response
• A pandemic presents significant challenges with scaling response up and down,
with operational surge, and with the length of activation given several possible
waves of occurrence/infection
• Pre-event planning is critical to ensure a prompt and effective response as a
pandemic could also last for up to 12 to 24 months
• Hospitals and clinics will have to modify their operational structure to respond to
high patient volumes and maintain functionality of critical systems
• The medical/healthcare system will have to respond to increased demands for
service:
o Enhanced hospital infection control measures specific to management of
large numbers of infectious patients will need to be developed and
implemented
o The health system will need to develop alternate care sites to relieve
demand at hospitals
o Hospitals will be expected to maximize their medical surge capacity and
capability, however, when hospital capacity is exceeded, specialized care
centers will be needed for patients who can safely be managed outside of
the acute care setting; hospitals will be reserved for patients needing the
most sophisticated care
o To maximize healthcare resources and achieve optimal benefit for the most
people, traditional standards of care may need to be altered. “Sufficiency
of Care,” which is medical care that may not be of the same quality as that
delivered under nonemergency conditions but that is sufficient for the
situation, may be the standard of care during a pandemic.
o Strategies for caring for low-acuity cases at home when possible should be
implemented
o Multi-Agency Coordination at local, regional and state levels will be
required to develop process for scarce resource allocation of critical
supplies and services that will be in high demand.
o Increased communication and coordination between public safety, EMS,
healthcare facilities, detention facilities, schools, and Board of Health (BOH)
will be needed in order to focus on surveillance
• Timely and/or effective mutual aid resources as well as State or Federal assistance
to support local response efforts will probably be extremely limited or unavailable
• Residents may be required to stay in their homes for a significant period during a
pandemic
• Social distancing measures aimed at reducing the spread of infection, such as
closing schools, community centers and other public gathering points and
canceling public events, may be implemented during a pandemic
• Decontamination of public buildings may be necessary
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
9 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
• Schools or other City facilities may be needed during a pandemic for other
purposes such as vaccine/prophylaxis point of dispensing sites (PODS), medical
triage centers or mass care or mass feeding operations
• Emergency Risk Communication is critically important during all phases of
planning and implementation of a pandemic response and therefore, information
provided to the public from jurisdictions must come from a Joint Information
Center and/or the EOC, if activated
• Dissemination of information must be a coordinated effort with consistent
messaging
• Law enforcement activities that may occur outside of normal duties may include
situations of quarantine and/or isolation enforcement as well as security provision
and support at sites of distribution of vaccinations and medications.
• Law enforcement will face the same staffing impact as other emergency services
sectors and may be challenged to perform extra duties
• Social programs that address homelessness may be impacted and will have to
make adjustments in their outreach protocols
• Under specific emergency conditions, volunteers, retired healthcare professionals
and trained unlicensed personnel may be used to provide patient care in a variety
of healthcare settings
• Legal and/or labor issues will arise related to altered standards of care,
credentialing and licensing of individuals and facilities and worker safety
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
10 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
IV. CONCEPT OF OPERATIONS
Direction, Control and Coordination
The City of Fayetteville Board of Health (BOH) will be the initial lead City agency for
pandemic response. BOH will work closely with partners in coordinating the response and
in consultation with Emergency Management. Emergency Management will have
responsibility for activating the Pandemic Annex and, if needed, the Emergency
Operations Center (EOC) at the level appropriate for the current risk assessment and
phase of the pandemic.
The Director of Emergency Management and Washington County Health Department
Director, in collaboration with regional/state health experts will determine when to
implement this Annex. Considerations will include the current WHO pandemic phase,
CDC pandemic phase/interval, rate of community transmission, potential severity of the
virus in circulation, and the first laboratory confirmed cluster in Arkansas or the City of
Fayetteville.
The following City partner plans support this Annex throughout a pandemic response:
• City of Fayetteville Emergency Operations Plan (EOP)
• City of Fayetteville Continuity of Operations (COOP) Plan
Proclamation of Local Emergency
As conditions warrant, the City of Fayetteville Mayor may proclaim a Public Health
Emergency which is subject to ratification by the City Council. Under a proclamation of
health emergency, the Mayor may exercise expanded authorities for preventing the
spread of disease. The Mayor may order the closure of institutions or geographic areas in
coordination and cooperation with law enforcement.
Issuance of a Proclamation of a Local Emergency falls under the authority of the Mayor.
For a description of authorities and procedures associated with a local emergency, see
the EOP.
Activation of the EOC
Activation of the EOC will occur in accordance with existing procedures described in the
EOP.
Given the public health nature of a pandemic response, it is important to note that some
functions within the EOC Sections would change/shift to ensure close coordination with
the BOH functions. For instance, under the EOC Logistics Section, procurement of
essential medical supplies would need to be loosely coordinated with the Supply Unit to
avoid duplication of requests. Additionally, the EOC may have to modify its structure in
order to operate on a “virtual” mode in response to any community measures put in
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
11 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
place at City level to prevent potential virus spread, i.e. social distancing.
Phased Response Approach
The City of Fayetteville will plan for and respond to a pandemic using a phased
approach. This allows for more efficient coordination by phases based on continuous risk
assessment, ensuring that the appropriate planning and response protocols and
resources are implemented and rolled out based on triggers and potential risks to the
community. This phased response approach has also been designed to incorporate the
global (WHO) and national (CDC) paradigms of a pandemic sequence. The diagram
below outlines the correlation between the City of Fayetteville phased approach and
the WHO and CDC frameworks8,9.
Phase 1: Prevention
Period of no new virus or pandemic threat reported globally
o Update and test/exercise pandemic, infectious disease and continuity of
operations plans
o Strengthen local epidemiological surveillance systems
o Community outreach and promotion of seasonal flu vaccinations
o Community outreach and promotion of protective measures (hand-washing and
respiratory etiquette) during flu season
Phase 2: Monitoring
An influenza or coronavirus disease caused by a new subtype has been identified in
humans and the confirmed case is not in the U.S. or near City of Fayetteville
o Close monitoring of external surveillance systems and analysis of risk assessments
o If risk assessments indicate that the new virus is not developing into a pandemic
strain, a de-escalation of activities may occur
o City briefings may take place
o Increased information sharing and coordination with l o c a l a n d s t a t e partners
Phase 3: Enhanced Readiness
A confirmed case could exist in in the U.S., particularly in Arkansas with the potential to
spread throughout the regional area.
• Emergency Manager, with approval of the Mayor and City Council, activates
Incident Management Team (IMT) and establishes coordination at regional,
State and Federal level
• Public messaging and communication protocols are established
• Enhanced patient detection protocols for hospitals and medical service providers
including EMS established
• Call screening protocols implemented at dispatch centers
• Briefings take place as needed
• Board of Health briefings take place as needed
• Local Health alert is issued
• Arkansas Division of Emergency Management (ADEM) will collect situational
awareness to incorporate into regular statewide updates and planning efforts
• Coordinate with local funeral directors to prepare for increased client activity
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
12 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
• Provide translations of all public information into Spanish and other major
languages as needed, using materials from ADH and CDC
• Issue guidance for first responders to increase protective measures
Phase 4: Activation
Confirmed cluster of community spread of a disease in the region or City of Fayetteville
• Pandemic Annex and EOC are activated to support City-wide response efforts
• City Continuity of Operations (COOP) Plan is activated
• Local Emergency and/or Public Health Emergency is proclaimed to facilitate
coordination and prioritize public safety
• Treatment, isolation and voluntary home quarantine of those with confirmed cases
• Preparations for mass fatalities are in place
• Voluntary or mandatory closure of nonessential City businesses
• Community NPIs implemented as needed (social distancing, cancellation of
public gatherings)
• Prepare for issuance of vaccine when available including prioritizing who will
initially receive vaccine treatment
• Prepare for second wave
Phase 5: Deactivation
Number of reported cases have subsided significantly and/or outbreak has been
contained
• De-escalation of response
• Return to normal procedures and protocols
Phase 6: Recovery
• Recovery operations based on City of Fayetteville Recovery Plan
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
13 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
City of Fayetteville Critical Response Focus Areas
Surveillance
Aggressive surveillance measures may ensure early detection and isolation of the
pathogen responsible. Overall, surveillance data will drive the pandemic response.
Surveillance activities may determine when pathogens are circulating, identify strains,
assess the characteristics of circulating strains (such as transmissibility and virulence),
detect changes in the micro-organisms, monitor influenza-like illness (ILI), and measure
the impact of the disease.
Triage and Treatment
Effective triage will direct individuals to the appropriate level of care according to their
needs. This will direct the flow of patients into the healthcare system and ensure that
limited resources are used in the most efficient manner possible. Triage should be utilized
to:
• Identify persons infected with the disease
• Isolate these persons from others to reduce the transmission
• Identify the type of care they require (home care or hospitalization)
Depending on the scope and severity of the incident, community-based triage includes
on-site locations at healthcare facilities, off-site locations in close proximity to healthcare
facilities, and other community locations determined during the incident (field treatment
sites). Hospitals and outpatient facilities may need increased on-site triage/screening.
Home Care Providers may be unable to assist clients with disabilities, therefore, local
health authorities should identify through In-Home Supportive Service, Home Health,
Meals-on-Wheels, community-based organizations, etc., individuals that may need
personal assistance services, access to medications and consumable medical supplies.
Central Dispatch Center may be directed to alter response plans for medical calls for
service to limit exposure to responders
The Local EMS Agency may designate alternate destinations to receive ambulance
transports or provide additional patient care treatment protocols based on consultation
with Public Health experts within BOH, State and federal partners.
Hospital Operations
With an increased demand on resources, hospitals may need to implement their surge
capacity plans. Bedding and staffing needs may be met by:
• Discharging current patients, as appropriate
• Transferring patients to long-term care facilities, as appropriate
• Eliminating elective admissions and canceling elective procedures
• Augmenting existing facility space
• Requesting that all ancillary staff report for duty
• Inventory critical supplies to identify anticipated shortages (gloves, safety needles,
ventilators, etc.)
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
14 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Alternate Care Sites
If hospital surge capacities are near or in excess of capabilities, Alternate Care Sites (ACS)
may be created to enable healthcare providers to provide medical care for injured or
sick patients or continue care for chronic conditions in non-traditional environments.
These ACS may include locations that need to be converted (e.g., schools and stadiums)
or they may include facilities like mobile field hospitals.
Should conditions in pandemic response operations in the City of Fayetteville require
setting up an ACS, either through local arrangements or mutual aid/external support, the
following must be considered in planning efforts:
• Basic care provision (basic nursing, medications, oxygen, etc.)
• Patient documentation
• Public information
• American Disabilities Act (ADA) compliance
Non-Pharmaceutical Interventions (NPIs)
NPIs (also known as community mitigation strategies) are actions, apart from getting
vaccinated and taking medicine, that people and communities can take to help slow
the spread of illnesses like pandemic influenza. NPIs are implemented at community level
and are likely to be very effective in limiting the spread of the disease and reducing the
number of deaths. NPIs are among the best ways of controlling a pandemic disease
when vaccines are not yet available.
Depending on the severity of the virus and the level of exposure of the community to the
virus, the following NPIs may be considered as community mitigation measures:
Individual Intervention
• Hygiene and respiratory etiquette
o frequent handwashing
o covering coughs and sneezes
• Personal Protective Equipment (PPE)
o specialized clothing or equipment to prevent contact with hazardous
substances (gowns, gloves, masks and goggles)
• Maintaining distance
• Isolation
• Quarantine
Community Intervention
• Social distancing - children
o close of schools and childcare facilities
o decrease children’s social contacts outside of school
• Social distancing – adults at the workplace
o allow/encourage sick employees to stay home
o have employees work from home
o hold conference calls instead of face-to-face meetings
o modify work schedules
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
15 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
• Social distancing – adults in the community
o cancel/postpone public gatherings
o arrange for home delivery of food, medication or other goods
• Evacuation
o immediate movement of individuals away from a particular building or
geographic area
Environmental Intervention
• Environmental surface cleaning
• Cleaning and disinfection of patient-care areas
Isolation and Quarantine
Public health quarantine and isolation are legal authorities that may be implemented to
prevent the spread of communicable diseases. Both measures are usually recommended by
health officials on a voluntary basis; however, federal, state, and local officials have the
authority to impose mandatory quarantine and isolation when necessary to protect the
public’s health.
Isolation is for people who are sick with a contagious disease. They are separated from
others until they are no longer considered contagious. Hospitals isolate some patients, so
they do not infect others with their illness. People in isolation may be cared for in their
homes, hospitals, or in designated facilities.
Quarantine is for people who were exposed to a contagious disease but are not sick.
They are separated from others as they could become sick and contagious. People may
be asked to stay in their homes, so they do not possibly spread the disease to others.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
16 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Constitutional Considerations
Closures of public gatherings as well as the use of quarantine or isolation powers may
create sensitive issues related to civil liberties (i.e. freedom of assembly, freedom of
speech, due process and equal protection rights. Individuals have rights to due process
of law, and generally, isolation or quarantine must be carried out in the least restrictive
setting necessary to maintain public health.
Before proceeding with an order for involuntary isolation or quarantine, the following
must be considered:
• Provision for due process of law and fundamental fairness principles
• Ensure that there is adequate justification that is clearly stated in plain language;
the order cannot be “arbitrary, oppressive and unreasonable”
• Reasonable grounds for the proposed action
• Order should be narrowly drawn, and the process must provide for the constitutional
safeguards of notice and an opportunity to be heard, e.g., pre- or post-confinement
hearing
• The Health Officer order (i.e. quarantine, social distancing) serves as “notice”. The
order may be initially oral, but should be confirmed in writing at the earliest possible
opportunity
• The procedures made available for subjects of the order will depend on the scale
of the event (numbers of people subject to the order) and the degree to which
individual liberties are restricted. Examples of available procedures:
o Phone number where a person can register their objection
o Pre- or post-confinement hearing
No single Non-Pharmaceutical Intervention (NPI) is sufficient on its own to limit the spread
of a pandemic. It is most effective to use individual-level and community-level
interventions together. NPIs can also be used together with vaccines and anti-viral drugs,
if these are available.
Implementing certain NPIs (particularly social distancing policies) too early or before the
pandemic has reached the community —or using them when the severity of the virus
does not warrant their use, may result in unnecessary economic and social hardship
without benefit to the public’s health. These consequences may stem from the decision
to close businesses, close schools and daycare facilities which in term, would negatively
contribute to workplace absenteeism.
Appendix 5 serves as guidance for implementing NPIs by setting and pandemic severity
based on the CDC’s Pandemic Severity Assessment Framework.
Mass Care
An infectious disease may require residents and visitors to stay in their homes or lodging
for significant periods, requiring advance preparations and/or accommodation to meet
basic needs (e.g., food, water, prescription medications, and over-the-counter
medications). Isolation and quarantine measures may also be in place to attempt to
prevent further spread of the disease, even outside a hospital setting such as an ACS.
Given these conditions, mass feeding and mass food distribution operations may be
needed through public-private partnerships to ensure food delivery to the affected
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
17 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
population.
Mass Fatality Management
Infectious disease outbreaks have the potential to cause more deaths than what is
normally expected. This increase in fatalities may exceed the capacity of the Coroner’s
Office, as well as those of hospital morgues and funeral homes.
There may be multiple unattended deaths, which may require modification of routine
processing procedures, especially in situations of critical personnel shortages. Issues with
identification of the deceased and transport of deceased out of the area may also be
encountered. There may also be a need for temporary storage of deceased.
Refrigerated trailers or trucks may need to be procured, to handle the additional influx of
deceased. Preparations for a surge in fatalities will also be needed. Outreach to faith-
based groups to confirm culturally sensitive protocols for addressing fatalities will be
needed.
Animal Care
A severe disease outbreak could result in an increase in strays, an increase in individuals unable
to care for pets, and increased ectoparasites (e.g., fleas). Animal shelter capacity in existing
facilities will likely be exceeded and infection control risks from ill animals will limit the ability to
shelter some animals. The Animal Services Division of the City of Fayetteville will coordinate
any activity involving animal rescue, sheltering, quarantine, relocation and care during a
pandemic response.
Communications and Public Education
When faced with uncertainty and unpredictability, early and transparent communication
during a pandemic is critical to build trust and to ensure the credibility of public health advice.
A common plan is needed to ensure consistent, coordinated and appropriate
communication. For this reason, a virtual Joint Information Center (JIC) should be created to
engage with regional partners and stakeholders to deliver consistent and factual information.
City of Fayetteville’s diversity in terms of its size, geography, languages and culture also
requires a multifaceted approach so that the right message is delivered at the right time
to the right person in the right format. Additionally, there is consistent communication with
media outlets including online and print news sources, regional radio outlets and
television news. Media briefings will be conducted as necessary.
Key topics included in public messaging include:
• General information concerning the infectious disease (including transmission, case
numbers, morbidity, and mortality)
• Disease control efforts, including the availability and use of vaccines, antibiotics
and anti-viral medications
• Infection control measures for implementation by the public
• Self-care messaging to ease anxieties and calm fears
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
18 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Continuity of Operations
In an emergency, City government services that are provided to the community may be
heavily disrupted and it would be critical to identify the essential government functions that
must be maintained should the City be affected by a disease outbreak or pandemic.
Mechanisms to monitor staff and volunteer absenteeism due to illness of self or a family
member should be established given the possibility of a high level of absenteeism.
The City of Fayetteville Continuity of Operations (COOP) plan will be activated with
certain modifications as needed to support response operations and enable continuity
of essential government functions during a pandemic.
Planning for continuity of operations should consider a potential 30 – 45% absenteeism of
essential workers and therefore, the following should be taken into consideration for the
City:
• Personnel
o primary and alternate staff; telecommuting
o protocols for ill employees
o infection control in the workplace
• Vendors/suppliers
o critical and alternate vendors
• Critical resources
o Technology
o Inventory/supply stockpiling
• Sustainable service delivery
Recovery
Transitioning from response to recovery to resiliency may be an on-going effort over
several years. The local government may be inhibited in its ability to provide adequate
services due to loss of revenues. Additionally, medical providers and private insurance
policies and coverage may be impacted if there are substantial losses of life and of
business operations. In a public health emergency such as a pandemic, the recovery will
address both loss of life and property.
Pandemic recovery programs should: 1) reduce fear and reestablish a sense of security;
2) reassess vulnerability; and 3) Strengthen and sustain relief activities. Short-term recovery
activities can be undertaken immediately following a pandemic. These activities should
include those that will help reduce fear and reestablish a sense of calm. Long-term efforts
take place once a sense of normalcy has returned. These activities should include those that
strengthen the resiliency of households and communities so that they are better able to
manage future events, including subsequent waves of the pandemic.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
19 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Post-pandemic recovery efforts in the City of Fayetteville will focus on three recovery activities
1. Short-term relief activities
• Evaluate data from the medical/health community regarding the status of the
event. This will establish if it is over or just going through periods of waves
• Evaluate the efficiency of containment measures and emergency management
strategies in the City
• Prevent or minimize subsequent waves of influenza by using current vaccines or
antiviral resources
• Provide mental health messages to facilitate recovery with continuance of self-
care messages
2. Community impact assessment
• Track and report on the status of and impacts to critical community institutions
such as government facilities, schools, and hospitals
• Track and report on the status of and impacts to critical community infrastructure,
including utilities, water, roads, drainage, garbage removal and sanitation
3. Long-term recovery and resilience building
• Provide a detailed retrospective characterization of the pandemic in the City
• Assess the total costs for losses, including workforce time, tourism, loss of product
sales due to embargos, loss of infrastructure, etc.
• Assess financial recovery needs for response and recovery costs to the City
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
20 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
V. Operational Area Stakeholder Roles and Responsibilities
Divison of Emergency Management (DEM)
• Acts as the lead coordinating entity during critical disease outbreak and
pandemic response operations
• Staffs the Management section of the EOC, when activated
• Coordinates conference calls as appropriate
• Identify any regulatory or ordinance issues that may need to be suspended
• Determine protocols for succession at all levels of Emergency Management
Public Information Officer (PIO)
• Coordinate public information with impacted local jurisdictions
• Post updates to the City website
• Liaise with media partners and coordinate situational updates to elected officials
Law Enforcement
• Participate in conference calls
• Provide safety and security support to critical medical supplies and facilities, if
received
• Enforce quarantine measures, if needed
• Staff the Law Enforcement Branch of the EOC
Fire/EMS
• Participate in conference calls
• Modify Fire/EMS dispatch protocols
• Respond to increased calls for medical assistance
Human Resource Department (HR)
• Participate in conference calls
• Support Logistics Personnel Unit
• Coordinate occupational health protocols for City employees as part of COOP
operations
• Reassign employees to essential duties
• Track sick employees Citywide
• Establish protocols for telecommute job classifications
Animal Services
• Participate in conference calls
• Staff the Animal Care unit of the EOC Operations Section
• Provide guidance and coordination on animal care and shelter response as
needed
Information Technology Department
• Expand VPN access capabilities
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
21 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Public Works Department
• Participate in conference calls
• Supports City health advisories and regulations on public transportation to
support pharmaceutical and non-pharmaceutical interventions (NPI)
• Facilitate health response operations in the City of Fayetteville Airport and facilities
Community Resources Department
• Coordinate modification of outreach protocols for social programs addressing
homelessness in the City
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
22 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Appendix 1: Glossary
Terminology Definition
Acute respiratory
illness (ARI)
Attack rate population observed for a limited period of time, such as during an
epidemic.
Avian influenza A
virus and can infect
turkeys) and other bird and animal species.
Case definition particular disease or health-related condition, by specifying clinical
criteria and limitations on time, place, and person.
Case Fatality Ratio Proportion of deaths among clinically ill persons
Case or person
under investigation
(CUI/PUI)
A patient who meets illness criteria for influenza (flu) but laboratory
tests for influenza virus infection have not been performed. A CUI/PUI
Close Contact Someone who has come within about 6 feet of a confirmed case or
case under investigation (CUI) while the case was ill.
Confirmed influenza A patient who tests positive for influenza virus (flu) infection by an
Droplet spread
The direct transmission of an infectious agent from a reservoir to a
susceptible host by spray with relatively large, short-ranged aerosols
produced by sneezing, coughing, or talking.
Epidemic
The occurrence of more cases of disease than expected in a given
area or among a specific group of people over a particular period
of time.
Hand hygiene
The cleaning of one’s hands. This is usually done with soap and water,
hand sanitizer, or hand wipes. To kill an influenza virus hands must be
washed with soap and warm water for 15 seconds or cleansed with
Human-to-human
transmission Seasonal influenza viruses spread easily from person to person, most
commonly through large or small droplets containing influenza virus
that are expelled when a sick person is coughing or sneezing.
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
23 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Incubation period
Infection control
Measures designed to detect, prevent, and contain the spread of
infectious disease. Some measures include hand washing, respiratory
etiquette, use of personal protective equipment (PPE), prophylaxis,
isolation, and quarantine.
Infectious disease
An infectious disease, or communicable disease, is caused by the
entrance of organisms (e.g. viruses, bacteria, fungi) into the body,
which grow and multiply there to cause illness. Infectious diseases
can be transmitted, or passed, by direct contact with an infected
individual, their discharges (e.g., breath, cough, sneeze), or with an
Influenza
A viral disease that causes high fever, sore throat, cough, and muscle
aches. It usually affects the respiratory system but sometimes affects
other organs. It is spread by infectious droplets that are coughed or
membranes of the eyes or mouth or be inhaled into the lungs of
Influenza-like illness
(ILI)
ILI is defined as fever (temperature of 100 °F or greater) and cough
and/or sore throat. It is used for flu surveillance worldwide.
Isolation
The separation of infected persons from other persons for the period
of communicability in such conditions as will prevent transmission of
the agent.
Morbidity Ratio of sick to well persons in a community during a stated period of
time.
Non-Pharmaceutical Measures to limit the spread of infection that do not involve
Oseltamivir
An influenza (flu) antiviral drug that is approved for use in the United
States. Antiviral drugs are prescription medications that can be used
Pandemic
An epidemic occurring over a very wide area (several countries or
population.
Personal Protective
Equipment (PPE)
Specialized clothing or equipment worn to protect someone against
a hazard including an infectious disease. It can range from a face
mask or a pair of gloves to a combination of gear that might cover
Prophylaxis antiviral, medications, are taken by a healthy individual (e.g., nurse,
individual with an infectious disease (e.g. influenza).
Quarantine
The separation of people who may have been
infected person, but appear healthy, from the general public, until it
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
24 June 2025
City of Fayetteville Emergency Operations Plan Annex: H
Pandemic Response
Respiratory etiquette
spread of viruses, which are passed from human-to-human in the tiny
coughing, sneezing, or talking. Healthy and sick people should cover
Severe acute
respiratory infection SARI is an acute respiratory that results in severe clinical illness,
typically requiring hospitalization and/or resulting in death.
Social distancing
frequency and closeness of contact between people to limit the
spread of infectious diseases. Generally, social distancing refers to
the avoidance of gatherings with many people, which may include
schools, sports events, cultural gatherings, use of mass transportation,
Surveillance
The systematic collection, analysis, interpretation, and dissemination
order to control and prevent disease in the community.
Workplace Refers to time taken off work due to illness or other reasons, such as
Epidemiology & Data Unit
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
10 CDC Community Mitigation Guidelines to Prevent Pandemic Influenza, 2017
https://www.cdc.gov/mmwr/volumes/66/rr/rr6601a1.htm#F5_down
25
City of Fayetteville Emergency Operations Plan Annex:
Pandemic Response
Appendix 2: CDC Recommended NPIs for Influenza Pandemic10
Setting
PANDEMIC SEVERITY
Low to moderate severity
(mild to moderate pandemic)
High severity
(severe pandemic)
Very high severity
(very severe to extreme pandemic)
All
isolation of ill persons, respiratory
etiquette, hand hygiene, and
routine cleaning of frequently
touched surfaces and objects
isolation of ill persons, respiratory
etiquette, hand hygiene, and routine
cleaning of frequently touched
surfaces and objects
isolation of ill persons, respiratory
etiquette, hand hygiene, and
routine cleaning of frequently
touched surfaces and objects
Residences
recommend voluntary home
quarantine of exposed household
members
home quarantine of exposed
household members in areas where
novel influenza virus circulates.
home quarantine of exposed
household members in areas where
novel influenza virus circulates.
CDC generally does not
recommend use of face masks by ill
persons.
CDC might recommend use of face
masks by ill persons when crowded
community settings cannot be
avoided.
CDC might recommend use of face
masks by ill persons when crowded
community settings cannot be
avoided.
Childcare
facilities, schools
for grades K-12,
and colleges and
universities
CDC might recommend selective
school dismissals in facilities serving
children at high risk for severe
influenza complications.
preemptive, coordinated dismissals of
CDC might recommend temporary
preemptive, coordinated dismissals
of childcare facilities and schools.
suggest social distancing measures.
Workplaces recommend social distancing distancing measures modifications, postponements, or
Mass gatherings recommend modifications, modifications, postponements, or modifications, postponements, or
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465
Docusign Envelope ID: E260182B-BCAF-8DEF-8374-60A383E91465