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HomeMy WebLinkAbout81-11 RESOLUTIONRESOLUTION NO. 81-11 A RESOLUTION APPROVING AN EMERGENCY OPERATIONS PLAN FOR THE CITY OF FAYETTEVILLE AS THE METHOD FOR HANDLING ALL EMERGENCIES OCCURING WITHIN THE CITY 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 an Emergency Operations Plan, attached hereto as Exhibit "A", as the method for handling all emergencies occurring within the City. PASSED and APPROVED this 17th day of May, 2011. APPROVED: B ATTEST: Don Marr Submitted By City of Fayetteville Staff Review Form City Council Agenda Items and Contracts, Leases or Agreements May 17, 2011 City Council Meeting Date Agenda Items Only Chief of Staff Division Action Required: Administration Department A resolution recognizing and adopting the City of Fayetteville Emergency Operations Plan "EOP" as the official method for handling all hazards that might occur within the City. N/A Cost of this request N/A Account Number N/A Project Number Budgete4 Item $ Category / Project Budget $ N/A Program Category / Project Name N/A Funds Used to Date Program / Project Category Name N/A Remaining Balance Fund Name Budget Adjustment Attached Dep-rtment Directo y Attorney - LI c Finance and Internal Services Director Chief of St Ma or Lkil Date Date Date Date .S ate Previous Ordinance or Resolution # Original Contract Date: Original Contract Number: Received in City Clerk's Office 04-29-1 1 P03:57 RCVD Comments: Revised January 15, 2009 ave eville ARKANSAS. www.accessfayetteville.org CITY COUNCIL AGENDA MEMO THE CITY OF FAYETTEVILLE, ARKANSAS DEPARTMENT CORRESPONDENCE To: Mayor and City Council From: Don Marr, Chief of Staff Date: May 17, 2011 Subject: A resolution approving and adopting the City of Fayetteville Emergency Operations Plan. PROPOSAL: The City of Fayetteville Emergency Operations Plan has been developed by Staff with input from all City Department and Division heads who will be Emergency Support Function Coordinators for the Plan. The EOP is a flexible yet comprehensive document that addresses any hazard that might occur, whether from natural disaster or human causes. The plan follows Federal Emergency Management Agency guidelines for developing local government emergency plans, and therefore complies with FEMA guidelines for County, State, and Federal Emergency Operations Plans. RECOMMENDATION: Staff recommends that the City of Fayetteville EOP should be adopted by the City Council and recognized as the official method for handling all hazards that might occur within the City. BUDGET IMPACT: None RESOLUTION NO. A RESOLUTION APPROVING AN EMERGENCY OPERATIONS PLAN FOR THE CITY OF FAYETTEVILLE AS THE METHOD FOR HANDLING ALL EMERGENCIES OCCURING WITHIN THE CITY 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 an Emergency Operations Plan, attached hereto as Exhibit "A", as the method for handling all emergencies occurring within the City. PASSED and APPROVED this 17th day of May, 2011. APPROVED: ATTEST: By: By: LIONELD JORDAN, Mayor SONDRA E. SMITH, City Clerk/Treasurer aye evile Emergency Operations Plan April 2011 aye eviille Emergency Operations Plan April 2011 To: The citizens and leadership of the City of Fayetteville This document establishes the official critical procedures to be implemented by the City of Fayetteville in the event of an emergency or crisis due to natural or human -made disasters. The managers of the departments and divisions of the City are hereby obligated and empowered to carry out these roles and responsibilities in order to ensure the safety and security of the residents and visitors in Fayetteville. With authority pursuant to Arkansas Code Annotated 12-75-108 (Appendix J, pg 156), I declare this to be the authorized Emergency Operations Plan for the City of Fayetteville. As such, this document supersedes all previous plans for the response to, mitigation, and prevention of all hazards that may befall our great City. Lioneld Jordan, Mayor City of Fayetteville, Arkansas 2 Approval and Implementation City Council Resolution number Adopted on (date) 3 Record of Changes Date of Change and Initials Location and Nature of Change 12/20/2010 Development of Basic Plan 04/04/2011 - CL Updated EOP/Appendices/Table of Contents/Etc 04/18/2011 — CL Updated attachments — added AR Mass Fatality Plan 04/27/2011 - CL Incorporated FNSS — ESF#6 4 Record of Distribution Copy Number Assigned To Signature / Date 1 Mayor Jordan c er 2 Kit Williams 4 4110( t 7 3 Sondra Smith .., 4 i•' b/illi 4 Adella Gray ---- 5 Brenda Thiel -'''' / / Al 41/ /7 4/// 6 Mark Ki ion ( V1/41 )0 IJ ( 44.6, 1 7 Matthew Petty 1 Iiihk14 1/ 8 Justin Tennant .1) 4e, . '7)/ 9 Robert Ferrell ‘--8.-W '41-':11.:.i /1 10 Rhonda Adams iii, 11 Sarah E. Lewis / ' Ofq M 12 (Original) City Clerk's Office 074,61/VA) 67/106 b//,13 City EOC .,.:.--•'''.\\ 14 Washington County EOC e-/ 111111p- - A i 15 Don Marr ri arit 16 David Dayringer t/ A-6-11 17 Chris Lynch 4IN 67/(1//) 18 Fire Dept Asst Chief / --i° li 19 FD Battalion 1 Willi 5 Record of Distribution Copy Number Assigned To Signature yi 1 Date 17/6/// 20 FD Conference Room 21 Greg Tabor 1 22 PD Deputy Chief- "'� 414 r 0 �.-N 23 PD Deputy Chief 24 FD Fire Marshal 25 Paul Becker q &` -b"' "011 (;J 26 Lindsley Smith 27 Jeremy Pate 28 Terry Gulley r. 29 Kathy Stocker CDC y , . ' - Pr ON *IA_ b-4-- 1 30 Ray Boudreaux � // 31 Jeff Coles ?yam 32 Dennis Pratt --" / _ 33 Will Winn 553LeGI 'Zq I( 34 Carol Hill A,Crl (0 -'a3 -'L 1 35 David Jurgens d � Cto J�J 36 Connie Edmonston / ! (ea,,11 37 Vicki Deaton , ft '04- 14» 38 Larry Rennie 39 Lana Broyles *Alicif 40 Chris Brown / 6 Record of Distribution Copy Number Assigned To Signature Date 41 Shawna Thorup Vrh di , 6 -6 -l/ 42 Becky Stewart LEMS , ia, .141 , 61/.51/ 1 43 David Crittenden BOH 7 (( ji( l 44 Rick Johnson BOH r1 ,��iS" {` I► 45 Don Moore BOH S rl. -1( 46 Jim Huffman BOH #✓` . - / 3-- ---. r---� 47 Evelyn Fritts BOH CV r I ('I,a 7 Table of Contents Promulgation Document/Signature Page 2 Approval and Implementation 3 Record of Changes 4 Record of Distribution 5 Introduction 8 Organization of the City of Fayetteville EOP The Basic Plan Structure Roles & Responsibilities 15 Response Actions 27 Prepare Respond Recovery Incident Management 33 City Response: Continuity of Government City EOC/Washington County EOC Emergency Support Functions Authorities & References 37 Appendices Appendix A: Hazard Analysis 38 Appendix B: Capability Assessment/Hazard Mitigation Plan 48 Appendix C: 2008 Washington County Hazard Mitigation Plan 644 Appendix D: Resource Lists 55 Appendix E: City of Fayetteville Utilities Department Emergency Response Plan May 2009 71 Appendix F: 2009 Washington County Pandemic Influenza Plan 72 Appendix G: City of Fayetteville Inclement Weather Policy AD -09 ... 77 Appendix H: Occupant Emergency Plan John Paul Hammerschmidt Federal Building & U.S. Courthouse May 2009 Appendix I: Emergency Support Functions 80 ESF#1 Transportation 81 ESF#2 Communications 84 ESF#3 Public Works & Engineering 89 ESF#4 Firefighting Annex 92 ESF#5 Emergency Management 97 ESF#6 Mass Care & Sheltering 102 79 6 ESF#7 Logistics & Resource 106 ESF#8 Public Health & Medical 109 ESF#9 Search & Rescue 121 ESF#10 Oil & Hazardous Material 125 ESF#11 Natural Resources 131 ESF#12 Energy 133 ESF#13 Public Safety & Security 137 ESF#14 Community Recovery & Mitigation 147 ESF#15 External Affairs 150 Appendix J: Title 12, subtitle 5, Chapter 75 Arkansas Code Annotated 12-75-108 Local Disaster Declaration Appendix K: Arkansas Mass Fatality Plan Appendix L: City Facilities Emergency Evacuation Plans 162 Appendix M: City of Fayetteville Emergency Call List 163 Appendix N: Incident Command & Management System for EOC 177 159 161 7 INTRODUCTION Overview This Basic Plan section of the City of Fayetteville, Arkansas Emergency Operations Plan is a guide to how the City conducts all -hazards incident response. It defines the responsibilities of local, state and federal governments, the capabilities of volunteer agencies, and the levels of magnitudes of disasters. It also outlines the aid and assistance available to the City from county and state government in the event of an emergency. The plan outlines the aid and assistance available to local and state governments, individuals and businesses when a Presidential disaster declaration is issued as well as outlines the actions required of state and local governments to be eligible for federal and/or state assistance under Public Law 93-288, as amended by Public Law 100-707, Arkansas Code Annotated § 12-75-101 et al. It is built upon flexible, scalable and adaptable coordinating structures to align key roles and responsibilities in the event of a large scale incident or disaster. It is intended to capture specific authorities and best practices for managing incidents that range from the serious but purely local, to large-scale terrorist attacks or catastrophic natural disasters. The plan builds upon the National Incident Management System (NIMS), which provides a consistent national template for managing incidents. The term "response" as used in the EOP includes immediate actions to save lives, protect property and meet basic human needs. Response also includes the execution of emergency operations plans, actions to support short-term recovery and some short-term mitigation activities. The EOP is always in effect and can be implemented as needed on a flexible, scalable basis that can help improve response. This plan supersedes any previous City of Fayetteville, Arkansas Emergency Operations Plans. It details preparedness actions to be taken by state and local governments before the occurrence of a disaster. Response does not include prevention or protection activities. Intended Audience The EOP is written and maintained by the City of Fayetteville for government executives, private sector business and nongovernmental leaders and other agencies. If the City is to be prepared for terrorist attacks and natural disasters, its leaders must have a baseline familiarity with the concepts and mechanics of the EOP. Officials are encouraged to recommend improvement or appropriate changes to this plan. Purpose, Scope, Situations, and Assumptions 1) Purpose The purpose of the Emergency Operations Plan is to provide an organized frame work for the City's response to natural or human -made disasters. It outlines the parameters for activating the City's Emergency Operations Center (EOC) and defines roles and responsibilities of the assigned agencies and personnel. This plan is meant to be a resource to the Mayor's Staff and City administrators for a broad view of the functions of the various response and recovery agencies. 8 2) Scope The scope of this Emergency Operations Plan applies to the City departments and affiliated agencies which make up the disaster response and remediation capabilities within the City Limits of the City of Fayetteville. This plan is intended to cooperate in conjunction with the Washington County Department of Emergency Management and includes mutual aid agreements with some of the surrounding communities. The intention is for this plan to be implemented independently of, or simultaneously with the county department of emergency management. 3) Situation Overview The City of Fayetteville is located in the northwest corner of the state and is the county seat of Washington County. The 2010 census of population for the City of Fayetteville is 73,580. The 2010 census reveals that Northwest Arkansas' population now rivals the central region of the State, Pulaski and Faulkner Counties that include the State capital Little Rock. This growth has many positive effects on our region however it also increases the risk associated with large scale events and disasters. The city is exposed to many hazards, all of which have the potential for disrupting the community, causing damage, and creating casualties. Potential hazards which may occur in or around the city are floods, tornados, winter storms, civil disorder, earthquakes, dam failure, hazardous materials incidents, nuclear incidents, power failure, radiological incidents, urban and wildland fires and other natural and human made events. 4) Assumptions The City of Fayetteville will continue to be exposed to the hazards identified above as well as others, which may develop in the future. Government officials will continue to recognize their responsibilities with regard to the public safety and exercise their authority to implement this emergency operations plan in a timely manner when confronted with real or threatened disasters. If properly implemented, this plan will reduce or prevent disaster -related losses. Incident Management An effective response requires layered, mutually supporting capabilities. The EOP seeks to incorporate public sector agencies at all levels, private sector businesses and nongovernmental organizations (NGOs). Local jurisdictions, States, the Federal Government and the private sector must each understand their respective roles and responsibilities, and complement each other in achieving shared goals. It is important that each level of government adapt and apply the general roles outlined in the EOP. Even when a local jurisdiction is overwhelmed by an incident, there is still a core, sovereign responsibility to be exercised at this local level, with unique incident response obligations to coordinate with State, Federal and private sector support teams. Each organization or level of government therefore has an imperative to fund and execute its own core emergency management responsibilities. Below is a brief summary of emergency management roles at the local and State levels, as well as the roles of private sector organizations. 9 Local Jurisdictions: Resilient communities begin with prepared individuals and families and the leadership and engagement of local government and the private sector. Individuals, families and caregivers to those with special needs should enhance their awareness of risk and threats, develop family emergency plans that include care for pets and companion animals and prepare emergency supply kits. Individuals can also volunteer in their communities. Local police, fire, public health and medical providers, emergency management, public works, environmental response professionals and others in the local jurisdiction are often the first to detect a threat or hazard, or respond to an emergency. They also are often the last to leave an incident site or otherwise to cope with the effects of an incident. The local senior elected or appointed official (the Mayor and County Judge) is responsible for ensuring the public safety and welfare of citizens. In today's world, senior officials and their emergency managers build the foundation for an effective response. They organize and integrate their capabilities and resources with neighboring jurisdictions, the State and the private sector. Increasingly, private sector businesses are vital partners within local jurisdictions wherever retail locations, service sites, manufacturing facilities or management offices are located. Local governments are closest to those impacted by natural disasters, and have always had the lead in response and recovery. State: States are sovereign entities, and the Governor has the primary responsibility for the public safety and welfare of residents. The State has significant resources, including the State emergency management and homeland security agency, State police, health agencies, transportation agencies and the National Guard. The role of State government in incident response is to supplement local efforts before, during and after incidents. During incident response, the State plays a key role by coordinating resources and capabilities from across the State and obtaining resources and capabilities from other States. If the State anticipates that its resources may become overwhelmed, the Governor can request assistance from the Federal Government or from other States through the Emergency Management Assistance Compact (EMAC). The EMAC is a national interstate mutual aid agreement that allows states to share resources across state lines during emergencies and disasters. EMAC was created in 1993 and ratified in Congress in 1996 (Public Law 104-321). The State of Arkansas Legislature adopted model EMAC legislation, which was signed into law by the Governor A.C.A. § 12-76-102. EMAC addresses the critical issues of liability, worker's compensation, reimbursement and licensure in advance of a disaster event. Arkansas Department of Emergency Management is the responsible entity for implementing EMAC requests and provides protocols, training and other resources to help effectively integrate coordination into the State's mutual aid system. Many responses utilizing state resources during emergency/disaster operations will require the expenditure of funds. The Governor has the authority to determine the manner in which such state services will be funded. For the purpose of this EOP, it is assumed that payment for state responses will be as directed by the Governor. The Federal Government: The Federal Government maintains a wide array of capabilities and resources that can be made available upon request of the Governor. When an incident occurs that exceeds State or local resources, the Federal Government provides resources and capabilities to support the State response. 10 Overall coordination of Federal incident management activities is the responsibility of Department of Homeland Security. Other Federal departments and agencies carry out their incident management and emergency response authorities and responsibilities within the overarching coordinating mechanisms of the National Response Framework. DHS surges Federal coordination structures at the headquarters, regional and field levels to coordinate Federal support. The Private Sector: The private sector includes many distinct entities, including for-profit businesses, trade associations and non-governmental organizations (NGOs), not-for-profit enterprises, faith -based organizations and other voluntary organizations. From another perspective, the private sector is comprised not only of organizations, but of individual citizens and families, who have important obligations to be prepared for emergencies. Private sector businesses play an essential role in protecting critical infrastructure systems and implementing plans for the rapid restoration of normal commercial activities and critical infrastructure operations in the event of disruption. This can mitigate the impact of a disaster or emergency, improve the quality of life of individuals and accelerate the pace of recovery for local jurisdictions and the nation. The private sector, NGOs in particular, contributes to response efforts through engaged partnerships with government to assess potential threats, evaluate risk and take actions as may be needed to mitigate threats. NGOs also serve a vital role in an effective response by mitigating potential risks and performing essential service missions within local jurisdictions in times of need. They provide mass sheltering, emergency food supplies, counseling services or other support services. Such NGOs bolster and support government efforts at all levels. Businesses and NGOs are encouraged to develop contingency plans and to work with State and local planners to ensure that their plans are consistent with pertinent local and State plans, the N1MS and the National Response Framework. Incident Response The City of Fayetteville, Arkansas Emergency Operations Plan is capabilities based. The City has developed functional capabilities and identified resources that may be required based on potential events. The EOP describes what the City does and how the City responds to incidents. The EOP explains how the City effectively manages the response phase of the all -hazards strategy. The remainder of this Introduction explains the EOP's organization, scope, response principles, and preparedness strategy. Organization of the City of Fayetteville Emergency Operations Plan The Plan has been approved by the Mayor and City Council who make up the Promulgation Authority. That approval is conveyed by the Mayor's Letter which is included in the EOP. The EOP includes this Basic Plan, which describes the principles that guide the City's response, roles and responsibilities, as well as supplemental documents that provide more detailed information to assist practitioners in implementing the EOP: • Emergency Support Functions (ESF) group City resources and capabilities into fifteen functional areas that are most frequently needed in a response (e.g. Transportation, Firefighting, Mass Care, etc.). Each functional area, or ESF, is coordinated by a department, division, or 11 agency and reflect the core expertise of the various City agencies. ESF's describe City resource management functions before, during and after an incident. The City's EOP is aligned with the National Response Framework format. The ESF's provide the structure for coordinating City interagency support for a response to an incident. They are mechanisms for grouping functions most frequently used during a disaster or large scale incident. Each function, support, and incident annex has a coordinating agency assigned based on that agency's level of expertise on the subject matter in the annex. The ESF formatted EOP clearly indicates the agencies that have accepted responsibility for the different aspects of the City's response and the agencies that support them. The City of Fayetteville, Arkansas Emergency Operations Plan will continue to be updated as needed and will be reviewed annually. Scope The EOP provides structures for implementing local -level policy and operational coordination for incident response. It can be partially or fully implemented in the context of a threat, in anticipation of a significant event, or in response to an incident. Selective implementation allows for a scaled response, delivery of the exact resources needed — and a level of coordination appropriate to each incident. In this document, incidents include actual or potential emergencies or all -hazard events that range from accidents and natural disasters to actual or potential terrorist attacks. Examples of hazards common to Fayetteville are as follows: Flooding and thunder storms are the most prevalent weather related hazards; however, tornadoes, winter snow and ice storms occasionally impact the area. Geologic faults in several counties of the state increase the vulnerability to seismic disturbances. The New Madrid fault presents the highest seismic risk zone in the eastern part of the state. The strongest earthquakes on the North American continent occurred in this area over a three-month period in 1811-1812. The New Madrid fault has the potential to impact the City or require resources from our jurisdiction. Hazardous materials such as chemicals, radiological material, corrosive and explosives are transported and used throughout in the City. This increases the probability of the occurrence of a hazardous material incident in or near our area. Droughts are not one of our most common disasters but when they occur, they are devastating to water supplies, agriculture and potentially cause an increase in forest and range fires. Terrorist threats are becoming more common and are usually directed toward public facilities such as schools, universities, government buildings, banks or large department stores. The United States Federal Building in the City of Fayetteville is a potential target for terrorist attacks. A copy of the Federal Building EOP, Appendix H: Occupant Emergency Plan John Paul Hammerschmidt Federal Building & U.S. Courthouse May 2009 is included in the City of Fayetteville, Arkansas EOP. 12 Another growing concern is the possibility/probability of a Pandemic Flu outbreak. This hazard is unique in that it could be so widespread that jurisdictions will not be able to aid each other as they do in other disasters. The Washington County Department of Emergency Management, through ESF — 8, has adopted a Pandemic Flu Plan. See Appendix F: 2009 Washington County Pandemic Influenza Plan. Further hazard analysis and risk assessment information can be found in Basic Plan Appendix A: Hazard Analysis for the City of Fayetteville. The EOP is intended to accelerate and make more disciplined the City's capacity to rapidly assess and respond to incidents that require assistance. In practice, many incidents require virtually spontaneous activation of interagency coordination protocols to prevent the incident from becoming worse or to surge more aggressively to contain it. A City department or agency acting on independent authority may be the initial and the primary responder, but incidents that require more systematic response efforts are now actively coordinated through the appropriate mechanisms described in this document and in its supporting annexes. Initial coordination of City incident assessment and response efforts is intended to occur seamlessly, without need for any formal trigger mechanism. This will support a more nimble, scalable and coordinated response by the entire community. Response Principles The overarching objective of response activities centers upon saving lives and protecting property. Emergencies, as well as planned events, must be managed at the lowest possible jurisdictional level and must be supported by additional response capabilities when needed. It is not necessary that each level become overwhelmed, or fail, prior to increasing resources from another level. Just the contrary, a tiered response will also be a forward -leaning response. Most incidents begin and end locally and are wholly managed at the local level. Many incidents require additional resources or support from across the jurisdiction, and some require additional support from neighboring jurisdictions, Washington County or the State of Arkansas. A few require Federal support. City response protocols recognize this and are structured to provide additional, tiered levels of support when there is a need for additional resources or capabilities to support and sustain the response and initial recovery. During large-scale events, all levels will take proactive measures to respond, anticipating resources that may be required. Effective unified command is indispensable to all incident response activities and requires a clear understanding of the roles and responsibilities of each participating organization. Success requires unity of effort, which respects the chain of command of each participating organization while harnessing seamless coordination across jurisdictions in support of common objectives. Unified command is an important element across multi -jurisdictional or multi -agency incident management activities. It provides a structure to enable agencies with different legal, geographic and functional responsibilities to coordinate, plan and interact effectively. As a team effort, unified command allows all agencies with jurisdictional authority or functional responsibility for the incident to provide joint support through mutually developed incident objectives and strategies established at the command level. Each participating agency maintains its own authority, responsibility and accountability. This EOP employs the NIMS structures and tools that enable unified command to be effective in incident management. 13 Part of a Broader Strategy The EOP focuses on the preparedness activities that are directly related to any evolving incident or potential incident rather than the steady-state preparedness or readiness activities conducted in the absence of a specific threat or hazard. The plan does not try to list all of these larger efforts; rather it integrates to an enhanced strategy. The Basic Plan Structure The Basic Plan presents the key response principles, participants, roles and structures that guide the City's response operations. Following this Introduction, the remainder of the Basic Plan is organized as follows: Chapter 1 — Roles and Responsibilities: This chapter sharpens the focus on who is involved with incident response activities at the local level and with private sector businesses and NGOs. Chapter 11 — Response Actions: This chapter describes what we as a city collectively do under the EOP: prepare, respond and recover. Chapter 111 — Incident Management: This chapter explains how the NIMS concepts and structures are applied to achieve incident response objectives. Chapter IV —Authorities and References: 14 Chapter I ROLES AND RESPONSIBILITIES This chapter provides an overview of the core stakeholders responsible for emergency management at the local and state levels. This includes an important role for private sector businesses and nongovernmental organizations (NGOs). It provides an overview of institutional roles and responsibilities and what must be done to build and maintain essential response capabilities. Local Jurisdictions The responsibility for responding to emergencies and disasters, both natural and human -made, begins at the local level — with citizens and public officials in the county, city or town affected by the event. Local government should, to the extent possible, assume the responsibility for providing mass care and for coordinating the various agencies and organizations that normally provide assistance to victims and emergency response personnel. Local leaders prepare their jurisdictions to manage incidents locally. The doctrine of unified command plays a key role in helping local leaders to coordinate resources within the City, among adjacent jurisdictions and with the private sector and NGOs. This section describes the roles and responsibilities of key leadership elements within the City. Chief Elected or Appointed Official: The Mayor is responsible for ensuring the public safety and welfare of the City. Specifically, the Mayor provides strategic guidance and resources during emergency preparedness, response and recovery efforts. Emergency management is a core obligation of local leaders. The Mayor can declare that a state of emergency exists within the City so that County, State and Federal disaster relief can be utilized. A verbal declaration will be sufficient, with a written declaration of emergency to follow, utilizing the Washington County Department of Emergency Management to communicate the declaration to the Arkansas Department of Emergency Management. The Mayor or his/her designee is also the person who will make a decision to evacuate an affected area should the situation require it. Chief elected or appointed officials must have a clear understanding of their roles and responsibilities for successful emergency management and incident response. Any incident can have a mix of political, economic, social, environmental, public health and financial implications with potentially serious long-term effects. Elected and appointed officials help the City prepare for, respond to and recover from potential incidents. Key responsibilities include: • Establish strong working relationships locally with other jurisdictional leaders and with core private sector business and NGO leaders. The objective is to get to know your colleagues in advance of an incident. • Lead and encourage local leaders to focus on emergency management preparedness and mutual support. • Keep a record of manpower and equipment used to cope with a disaster. This information may be requested by Washington County DEM, ADEM, or FEMA to help determine federal, state and local contributions in requesting Presidential disaster declaration. • Support participation in local mitigation efforts within the City and, as appropriate, with the private sector. • Understand and implement ordinances that support emergency management and incident response. • Ensure that local emergency preparedness plans are maintained and take into account the needs of individuals with special needs or those with companion or service animals prior to, during and after an incident. Building codes and/or land use matters are regulated by the City. Disaster plans or actions dealing with these subjects should be coordinated between city, county, and state government. The EOP will describe how resources may be most effectively used to ensure that the citizens are prepared for all contingencies and are able to react promptly when a disaster occurs. The local plan will provide guidance for coping with natural or human -caused disasters. If the situation warrants, local officials will activate the local EOC, coordinate multiple service operations, request outside assistance and initiate local emergency broadcasts as necessary. Local leaders also work closely with their Members of Congress during emergencies and on an ongoing basis regarding local preparedness capabilities and needs. Emergency Manager The Mayor's Chief of Staff assumes the responsibilities of the emergency manager's role. The local emergency manager has the day-to-day responsibility of overseeing emergency management programs and activities. He or she works with chief elected and appointed officials to ensure that there are unified objectives with regard to the local jurisdiction's emergency response plans and activities. This role entails coordinating all aspects of a jurisdiction's mitigation, preparedness, response, and recovery capabilities. The emergency manager coordinates all components of the emergency management program for the local jurisdiction. The duties of the local emergency manager include the following: • Coordinate the planning process and work cooperatively with other local agencies and private sector enterprises. • Oversee damage assessments during an incident. • Assessing the availability and readiness of local resources most likely required during an incident and identifying any shortfalls • Advise and inform local officials about emergency management activities during an incident. • Develop and execute public awareness and education programs. • Involve private sector businesses, NGOs, and relief organizations in planning, training and exercises. • Serve as a conduit for communications between the public and WCDEM and/or ADEM. Department and Agency Heads: Department and agency heads collaborate with emergency management during development of the local emergency operations plan and provide key emergency management resources. Participation in the planning process ensures that specific capabilities (i.e., firefighting, law enforcement, emergency medical services and public works) are integrated into a workable plan to safeguard the City. These department and agency heads and their staffs develop and train in regard to internal policies and procedures to meet response and recovery needs. They should also participate in interagency training and exercising to develop and maintain necessary capabilities. Private Sector Businesses and NGOS Each private agency that has emergency responsibilities is encouraged to appoint an Emergency Management Liaison Officer (EMLO) who will coordinate its emergency response activities with the City EOC. Businesses: Businesses have an invaluable role to play during emergencies. First, they must provide for and protect their employees in the workplace. In addition, emergency managers must work with businesses that provide water, power, communication networks, transportation, for-profit medical care, security and numerous other services upon which both emergency response and recovery are particularly dependent. Many private sector organizations are responsible for operating and maintaining portions of the nation's critical infrastructure. Critical infrastructures include those assets, systems, networks and functions — physical or virtual — so vital to the United States that their incapacitation or destruction would have a debilitating impact on security, national economic security, public health or safety or any combination of those matters. Key resources are publicly or privately controlled resources essential to minimal operation of the economy and the government. During an incident, key private sector business partners should be integrated in the local crisis decision -making process or at least have a direct link to key local emergency management. Nongovernmental Organizations: NGOs play enormously important roles before, during and after an emergency. For example, NGOs provide mass sheltering, emergency food supplies, counseling services and other vital support services to promote the recovery of disaster victims. Oftentimes these groups provide specialized services that help individuals with disabilities. A key feature of NGOs is their inherent independence and commitment to specific sets of interests and values. These interests and values shape the resources they provide. Such NGOs bolster and support government efforts at all levels for response operations and planning. When planning the allocation of the local emergency management resources and structures, some local, State and Federal organizations have provided direct assistance to NGOs. These groups collaborate with first responders, governments at all levels and other agencies and organizations. Examples of NGO and voluntary organization contributions include: • Train and manage volunteer resources. • Identify shelter locations and needed supplies. • Provide critical emergency services to those in need, such as cleaning supplies, clothing, food and shelter or assistance with post -emergency cleanup. • Identify those whose needs have not been met and help coordinate the provision of assistance. Some private sector organizations and NGOs are officially designated as support elements to city response capabilities. Arkansas Voluntary Organizations Active in Disasters (ARVOAD) is a consortium of recognized organizations active in disaster relief. The organizations support response efforts at all levels, particularly the functions of ESF #6 — Mass Care, Emergency Assistance, Housing, and Human Services. The American Red Cross and other well known voluntary organizations are active members of ARVOAD and make invaluable contributions to disaster response. Volunteers and Donations: Responding to disasters and emergencies frequently exceeds the resources of government organizations. Volunteers and donations can support incident response efforts in many ways, and it is essential that governments at all levels plan ahead for incorporation of volunteers and donated goods into their response processes. Washington County Refer to the Washington County Emergency Operations Plan. State Disaster assistance provided by the state is a supplement to, and not a substitute for, relief that can be provided by local governments. Governor: As the State's chief executive and commander -in -chief of the Arkansas National Guard, the Governor has the authority, with some exceptions, to fill local and state government vacancies. The Governor is responsible for the public safety and welfare of the people of the State. The Governor has broad powers under Arkansas Code Annotated § 12-75-101 et al. These powers include the authority to declare a state of emergency, direct and allocate resources in the state, and to request federal assistance. The Governor: • Is responsible for coordinating State resources needed to prevent, prepare for, respond to and recover from emergency incidents of all types. • May declare a state disaster/ emergency, which gives him the authority to make, amend or suspend certain orders or regulations in support of the incident response. • Communicates to the public and helps people, businesses and organizations cope with the consequences of any type of emergency including the order and direction of evacuation(s). • Prepares a comprehensive emergency operations plan for the state, which is compatible with the plans of the federal government and surrounding states. • Arranges interstate mutual aid through the Emergency Management Assistance Compact (EMAC) and the Interstate Emergency Response Support Plan (IERSP) • Requests Federal assistance when it becomes clear that State or interstate mutual aid capabilities are insufficient. • Establishes necessary state agencies and offices, appoints required state staff and, with respect to relevant legislation, is the authority under which such agencies and officials will operate. • Enters into agreements with private entities to support response. • Delegates any authority vested in him under Arkansas Code Annotated § 12-75-101 et al., and provides for sub -delegation of such authority. In the event of a disaster or catastrophic event, the Governor will declare that a state of emergency exists. Under a state of emergency, the Governor has the following additional authority (Refer to Arkansas Code Annotated § 12-75-101 et al.): • To enforce all laws, rules and regulations relating to emergency operations and to assume direct operational control of all response organizations. • To seize, take or condemn property for the protection of the public. This includes: • All means of transportation • All fuel supplies of whatever type. • Food, clothing, equipment, materials, medicines and all necessary supplies • Facilities, including buildings and plants • To sell, lend, give, or distribute all or any such property to the citizens of the state and to account to the state treasury for any such funds received for the property. • To make compensation for the property seized, taken or condemned. • To perform and exercise such other functions, powers and duties as may be necessary to protect and secure the safety of the civilian population. • The Governor also ensures that command and control procedures are in place; conducts command and control readiness actions; alerts government personnel and population; and provides for a State EOC staff. • The Governor is authorized to take steps toward economic stabilization. Economic stabilization is to provide, in concurrence with federal and state policy, interim economic stability controls and emergency measures for the rationing of food, petroleum products and other essential items to consumers and the stabilization of prices, wages, salaries and rents. The Governor is commander -in -chief of the State's military forces. To become operational the Governor or his successor must order the Arkansas National Guard to state active duty. In cases of National emergencies, the National Guard may be ordered to active duty in Title 32 status. The request for activation will be forwarded to the State EOC in North Little Rock. The State EOC will immediately evaluate and prioritize the request and forward it to the Governor while alerting the Director of Military Support Arkansas National Guard to the request and the recommendation of the State EOC. The Governor is the only authority that can commit National Guard personnel and resources except in certain uncommon and unlikely circumstances whereby The Adjutant General (TAG) or his delegates may authorize use of the National Guard assets as long as the total cost per incident does not exceed $15,000. The Governor may order use of such resources when requested by the County Judge, Sheriff, Mayor, or as recommended by the Adjutant General, Director ADEM or other department/agency directors with state government. Arkansas Department of Emergency Management (ADEM): The Director and staff ensure that the State is prepared to deal with large-scale emergencies. ADEM is responsible for coordinating the State and federal response in any major emergency or disaster. This includes supporting local governments to ensure an effective response to the situation. ADEM will: • Be the lead state agency for disaster/emergency response planning and response coordination. ADEM is responsible for advising the Governor, government officials and local governments of the nature, magnitude and possible effects of a natural, technological or other type of emergency. • When an emergency/disaster occurs or is imminent, an Area Coordinator will be dispatched to the scene to evaluate the situation, coordinate state activities with local levels of government and keep the State Emergency Operations Center advised of the situation. • Render advice and assistance to state and local government agencies in developing and revising emergency operations plans, public information, training programs, funding, exercises and proper administration of local programs. • Coordinate the response functions of state government. Such coordination will also include liaison with federal and private agencies. • Maintain all equipment, resource data and rosters necessary to conduct State EOC operations. • Coordinate, as necessary, planning and response operations with adjoining states. • Be responsible for maintaining and revising the Arkansas Emergency Operations Plan. Designated organizations with disaster responsibilities will contribute to the AR EOP and it will be continually reviewed for currency. • Periodically train ADEM personnel and Emergency Management Liaison Officers (EMLOs) and ESF points of contact to test and evaluate operating procedures. • Maintain the State Emergency Operations Center in North Little Rock in an operational status twenty-four hours a day by utilizing duty officers and on -call staff duty officers. These personnel utilize WebEOC software which contains checklists that are used to notify on -call personnel in key state, federal and private agencies. • Maintain the primary National Alert Warning System (NAWAS) warning point at the State EOC and will receive warning information. • Be the coordinating agency for public information during disasters and emergencies utilizing the Joint Information System. Public information is to keep the population informed of the developing situation, give instruction for protection, control rumors and speculation, and to release information needed for the safety and welfare of the state. • Through the Planning Section of the State EOC, coordinate and operate the emergency operations reporting system during any disaster/emergency situation. This system is designed to provide for the maximum sharing of essential information by all emergency services at all levels and between jurisdictions. The system will provide information during all operational periods. • Be responsible for the coordination and direction of the damage assessment and recovery programs. ADEM will compile preliminary damage estimates and record all important data for the State EOC. Data will then be used to compile a complete damage assessment report. ADEM will assist the Governor in requesting a Presidential disaster or emergency declaration if the situation warrants the action. • Assist the federal government in the delivery of all available assistance programs if a Presidential disaster is declared. If it is a state declared disaster, ADEM is responsible for establishing and operating Disaster Application Centers as needed and administering the state public assistance program and the temporary housing program. • Coordinate and promote emergency management training throughout the state. The agency also advises local governments in the development of exercise and training programs. If the local jurisdiction's resources are not adequate, local authorities can seek additional assistance from ADEM. ADEM may dispatch personnel to the scene to assist in the response and recovery effort. State Department/Agency Heads: Those assigned emergency/disaster responsibilities in accordance with this EOP are responsible for planning and preparing in the pre -emergency period. As provided in Arkansas Code Annotated § 12-75-116, each state agency will appoint a representative who is the agency Emergency Management Liaison Officer (EMLO). The EMLO must prepare agency annexes to the state and, as applicable, local emergency operations plans which are compatible with legislation and with guidance provided by the ADEM. The EMLO must be empowered to commit agency resources to emergency response efforts as required. The EMLO is also responsible for coordinating his/her agency's capability to operate and maintain continuity of resources twenty-four hours a day for an extended period. As needed, all EMLOs will operate from the State Emergency Operations Center (EOC) in North Little Rock. 21 Each of these agencies also has an Emergency Support Function point of contact (ESF POC). The ESF POC performs the same duties as the EMLO. The difference is that the area of expertise for the ESF POC is specifically ESF issues. The area of expertise for the EMLO is typically anything to do with the agency. This difference is meaningless for the most part because, for almost every agency, the EMLO and the ESF POC are the same person. Administration and Logistics: The Director, Arkansas Department of Emergency Management, in coordination with the Director, Department of Finance and Administration (DFA), will facilitate resource support for statewide emergency operations. At both state and local levels, actions will be taken to establish orderly files or directives and forms so that during a disaster this information will be readily available. All state property and supplies will be adequately accounted for and protected. Any purchases that must be made for disaster will be made through DFA and in accordance with the policies listed in ESF #7 — Resource Support. Current Memoranda of Understanding and similar agreements with State and volunteer agencies will be filed and readily available at all times. State and Local governments should ensure that all persons who are accredited emergency services volunteer workers are properly identified and certified for Workmen's Compensation benefits. State authorities will keep a record of manpower and equipment used to cope with a disaster. ADEM will use this record and the records of local jurisdictions to determine state and local contributions in requesting Presidential disaster declaration. Federal When an incident occurs that exceeds local or State resources — or when an incident is managed by Federal departments or agencies acting under their own authorities — the Federal Government uses the National Response Framework to involve all necessary department and agency capabilities, organize the response and ensure coordination with response partners. The doctrine of unified command is applied at the headquarters, regional and field levels to enable diverse agencies to work together effectively. The Federal Government also works to establish engaged partnership with States, as well as the private sector. The Federal entities listed below have capabilities as indicated to assist the State following a Presidential declaration of a major disaster. • Federal Emergency Management Agency (FEMA). FEMA is the federal counterpart of the Arkansas Department of Emergency Management. FEMA may assist with: o Debris removal by granting funds or use federal agencies to remove debris in accordance with 44CFR206.224. o Repair or restoration of public facilities by providing funds for repair, restoration, reconstruction or replacement of public facilities and contents that have been damaged or destroyed by a major disaster. (rya o Repair or restoration of private nonprofit facilities by providing grants to critical private nonprofits. o Minimum standards for repair of disaster damage by providing technical assistance to ensure that repair or reconstruction under PL 93-288, as amended by PL 100-707, will meet applicable standards of safety, decency and sanitation. o Fire suppression assistance by providing grants or other assistance to a state for suppression of any fire on public or privately owned forest or grassland, which poses a threat of becoming a major disaster. o Temporary communications by providing temporary communication assistance. o Individual or family needs that cannot be met through other programs by providing grants from federal/state matching funds through the Department of Human Services. o Food, water, clothing and shelter for disaster victims by coordinating with other federal agencies to assist local governments. o Health, medical and sanitation services in the disaster area by coordinating the furnishing of health, medical and sanitation services to state or local agencies by other federal agencies. o Legal assistance to low income disaster victims by negotiating agreements. o Crisis counseling assistance by coordinating professional mental health counseling service to victims. o Community disaster loans for eligible local governments suffering substantial loss of tax or other revenue because of a major disaster. o Emergency transportation and other emergency needs. o Federally subsidized flood insurance which is made available to all persons residing in communities participating in the National Flood Insurance Program. o Warning through a fully funded warning net to include National Warning System (NAWAS) (Primary), and FEMA National Radio System (FNARS) for the state warning point. The funding also includes NAWAS drops at each State Police Troop headquarters plus other strategic locations in the state. o Emergency equipment by providing matching funds for approved procurement of emergency communications and warning equipment and other items for use by state or local governments. o Providing and training emergency service employees by providing 50 percent matching funds to states to help pay salaries and administrative costs of state and local emergency preparedness programs. o Coordinating civil emergency preparedness for the possibility of nuclear power plant accidents, radiation accidents, national security related emergencies, or in the event of a terrorist threat involving weapons of mass destruction. • United States Army may assist with: o Explosive ordnance disposal through use of an explosive ordnance disposal team from the Pine Bluff Arsenal, which may be called upon to dispose of bombs or other explosives. o Hazardous materials through use of personnel from The Pine Bluff Arsenal trained in the monitoring and decontamination of hazardous materials. • Army Corps of Engineers (Little Rock, Memphis, and Vicksburg Districts) The Little Rock District is the lead coordinator for Corps assistance in Arkansas. Assistance from the Corps of Engineers is supplemental to state and local efforts in accordance with federal regulations. The Army Corps of Engineers may assist with: o Flood containment and control through prior planning, training, stockpiling flood containment materials and maintaining an organization capable of responding quickly to floods. The Corps of Engineers supplements response by state, county and local levee boards and municipalities by coordinating or directing flood containment efforts. The Corps of Engineers may furnish assistance (if requested by the Governor) to preserve life or protect property for up to ten (10) days after a major flood event. o Rehabilitation by repairing federally constructed flood control works that were damaged by a flood. All requests are subject to economic analysis and must have been properly maintained. o Safe drinking water and drought assistance in coordination with the Arkansas Department of Health (ADH), by providing emergency supplies of clean drinking water to any locality with a contaminated water source, which causes or may cause a substantial threat to the public health and welfare of the inhabitants. The Corps of Engineers may construct wells or transport water for human consumption to farmers, ranchers and political subdivisions within areas determined to be drought distressed. o Earthquakes by responding to a catastrophic earthquake along the New Madrid Fault as directed by FEMA under the Federal Response Framework. o Hazardous materials by containing and cleaning up any incident caused by the Corps. Other response is limited to imminently serious conditions which threaten Corps property. If the Corps responds the liable party will refund the costs of the response. o Radiological incidents by responding to a radiological event at Arkansas Nuclear One (ANO). The Little Rock District will evacuate Arkansas River traffic and assist in evacuation of Corps Parks. o FEMA missions through its significant engineering and contracting capabilities that can be applied during a Presidentially declared emergency or disaster when requested by FEMA. Damage surveys, debris removal, temporary roofing, temporary housing, potable water and ice, and emergency power are all post disaster operations capabilities of the Corps. • United States Air Force (USAF) Little Rock AFB Furnishing of requested assistance is dependent on Air Force operational commitments at the time of the request. USAF Little Rock AFB may assist with: o Emergency communications in cases involving imminent loss of life and property. The State EOC may call Little Rock AFB Command Post for emergency assistance. o Situation and intelligence reporting by passing information pertaining to disasters may be passed between the State EOC and military bases by any communications available. o Search and rescue using Air Force aircraft for missions involving missing aircraft. Requests for search aircraft will be coordinated through the Air Force Coordination Center, at Langley Air Force Base, VA. o Emergency medical services requested through the FEMA regional office, or in situations involving human suffering or possible loss of life, aid may be requested directly from the Air Force. o Debris removal involving immediate threat to human life by removing debris, rescuing trapped individuals, or to allowing passage of emergency vehicles. o Emergency by providing personnel to assist in debris clearance, fire fighting, emergency repairs, etc. If a Presidential disaster/emergency declaration is made, assistance will be requested through FEMA. o Explosive ordnance disposal using the Little Rock AFB Explosive Ordnance Disposal Team, but their response is predicated on Air Force Operational commitments at the time. o Fire fighting during an emergency or disaster near an air base using Air Force fire fighting personnel and equipment requested directly from Little Rock Air Force Base if there is imminent risk of life and/or property. • United States Coast Guard may assist with: o Marine search and rescue by responding to requests for assistance in evacuating flood victims, large accidents on rivers, etc. when requirements to cope with the disaster exceed local capabilities. Coast Guard assistance may be requested through the State EOC. The Coast Guard also has the authority and capability to shut down traffic on navigable waterways if circumstances require such action. • National Weather Service (NWS) may assist with: o Weather warnings by issuing Watches/Warnings of hazardous weather conditions and River Flooding/Flash Flooding for the protection of life and property. o Weather dissemination by distributing Watches/Warnings over NOAA Weather Wire Service (NWWS), the NOAA Weather Radio (NWR) and the Arkansas Crime Information Center (ACIC). Information may be used directly by State, Local and Federal agencies, the news media and the public. Auxiliary dissemination of Watches/Warnings is provided by Ham radio operators, operating as volunteers at the NWS office and in field locations. o Situation reporting by collecting and relaying severe weather reports from volunteer spotters and observers, State and Local officials, and participating Federal agencies. o Additional support by providing, upon request, meteorological and hydrological information to assist in decision -making in the event of spills of biological agents and hazardous chemicals, radiation hazards, nuclear explosions, earthquakes, and other disasters in which meteorological information is deemed pertinent. o Dissemination via National Weather Wire Service/National Weather Radio (NWWS/NWR) any pre -designated warning message for the protection of life and property upon the request of Arkansas Department of Emergency Management • Federal Highway Administration may assist with: o Federal aid highway repair by providing grants to the State to repair or reconstruct federal aid highways, roads or trails. o Damage assessment by providing engineers to help assess damage to federal aid highways when requested. • Federal Bureau of Investigation (FBI) The FBI is the lead federal investigating agency responding to a terrorist event. FBI provides intelligence sharing through the Arkansas Joint Terrorism Task Force located at FBI Little Rock Headquarters. The FBI may assist local law enforcement agencies in identifying victims of disasters primarily through identification of fingerprints. CHAPTER II RESPONSE ACTIONS This chapter describes the three phases of incident management: prepare, respond and recover. It also outlines key tasks related to each in order to bring clarity to the actual work of incident management. The Preparedness Phase is normal readiness and preparedness operations. The Response Phase is actual operations. The Recovery Phase is resumption of normal operations, damage assessment, and repair. Prepare This section discusses the six essential activities for responding to an incident: plan, organize, train, equip, exercise, and evaluate in order to improve response capabilities. Each is described below. 1. Plan Deliberate planning makes it possible to manage the entire life -cycle of a potential crisis, determine capability requirements and help stakeholders learn and practice their roles. Planning includes the collection and analysis of intelligence and information, as well as the development of policies, plans, procedures, mutual aid agreements, strategies and other arrangements to perform missions and tasks. Planning also improves effectiveness by clearly defining required capabilities, shortens the time required to gain control of an incident and facilitates the rapid exchange of information about a situation. 2. Organize Organizing to support response capabilities includes developing an overall organizational structure, strengthening leadership at each level and assembling well -qualified teams of paid and volunteer staff for essential response and recovery tasks. The National Incident Management System (NIMS) provides standard command and management structures that apply to incident response. This common system enables responders from different jurisdictions and disciplines to work together better to respond to natural disasters and emergencies, including acts of terrorism. 3. Train Building essential response capabilities citywide requires a systematic program to train individual teams and organizations to meet a common baseline of performance and certification standards. 4. Equip A critical component of preparedness is the acquisition of equipment that will perform to established standards, including the capability to be interoperable with equipment used by other jurisdictions and/or participating organizations. 5. Exercise Exercises provide opportunities to test capabilities and improve proficiency in a risk -free environment. Exercises assess and validate policies, plans and procedures. They also clarify and familiarize personnel with roles and responsibilities. Well -designed exercises improve interagency coordination and communications, highlight capability gaps and identify opportunities for improvement. The City should exercise its response capabilities and evaluate those abilities to perform expected responsibilities and tasks. This is a critical responsibility of all entities and is distinct from participation in other interagency exercise programs. 6. Evaluate Evaluation and regular, systematic process improvement are cornerstones of effective preparedness exercises. Upon concluding an exercise, the City should evaluate performance against relevant capability objectives, identify deficits and institute corrective action plans. Improvement planning should develop specific recommendations for changes in practice, timelines for implementation and assignments for completion. The Homeland Security Exercise and Evaluation Program (HSEEP) is the methodology recommended by FEMA for the design, development, conduct, evaluation, and improvement planning for all required exercises that do not specify an exercise methodology. Respond The following four key response actions typically occur in support of an emergency response mobilization. 1. Gain and Maintain Situational Awareness Situational awareness requires continuous monitoring of relevant sources of information regarding actual incidents and developing hazards. City Actions: The City will address the inherent challenges in establishing successful information -sharing networks by: • Maintaining communication that brings together, into one central location, law enforcement, intelligence, and other agencies to evaluate available information and intelligence to share with EOC Staff. • Collaborating to encourage intelligence and information sharing and including regional, multi -state and Federal systems. The City will utilize standards for information sharing that foster the ability of these systems to exchange data. • Reporting incident information using established mechanisms. Terrorist threats and actual incidents with a potential or actual terrorist link will immediately be reported to the FBI Joint Terrorism Task Force. 2. Assess the Situation When an incident or potential incident occurs, responders assess the situation, identify and prioritize requirements and activate available resources to save lives, protect property and meet basic human needs. When planning for heightened threats or in anticipation of large-scale incidents, key activities include pre -identifying needs and pre -positioning resources. Based on asset availability, resources should be pre -positioned and response teams and other support resources may be placed on alert or deployed to a staging area. State and Federal resources arriving at a mobilization center or staging area remain there until requested by local incident command authorities, when they are integrated into the incident response effort. City Actions: In the event of, or in anticipation of, an incident requiring a coordinated response, the City will: Identify staff for deployment to the Emergency Operations Center (EOC). The EOC has standard procedures and call -down lists and will notify department and agency points of contact. • Work with EOC executive Staff to take the necessary steps to provide for continuity of operations. • Activate Specialized Response Teams such as search and rescue teams, crime scene investigators, public works teams, hazardous materials response teams, public health specialists or veterinarians. 3. Coordinate Response Actions Coordination of response activities occurs through incident management and response structures based on pre -assigned roles, responsibilities and reporting protocols. Critical information is provided through pre -established reporting chains to decision -makers. Specific priorities include: • City governments are responsible for the management of their emergency functions. Such management includes mobilizing the necessary resources, pre -positioning assets and supporting incident operations. The City, in conjunction with voluntary organization partners, is also responsible for implementing plans to ensure the effective management of the flow of volunteers and goods in the affected area. • Coordinating initial actions. Initial actions are coordinated through on -scene Incident Command and may include: immediate law enforcement, fire and emergency medical services; emergency flood fighting; evacuations; transportation system detours; and emergency information for the public. • Coordinating requests for additional support. If additional resources are required, the on -scene Incident Command will request the needed support. Additional incident management and response structures and personnel are activated to support the response. Resources and capabilities are activated through ESF's. • Identifying and integrating resources. Resources must be marshaled, deployed, received, staged and efficiently integrated into ongoing operations. Systems and venues must be established to receive stage, track and integrate resources into ongoing operations. • Coordinating communications. The EOC may elect to establish a Joint Information Center (JIC). By developing media lists, contact information for relevant stakeholders and coordinated news releases, the JIC facilitates dissemination of accurate, consistent, accessible and timely public information to numerous audiences. City Actions: The City will provide the vast majority of the assistance to the community. When an incident grows beyond the capability of the City, and responders cannot meet the needs with mutual aid and assistance resources, the City may contact the Washington County DEM's office. Upon receiving a request for assistance from the City which has declared a disaster, immediate County and/or State response activities may include: • Coordinating warnings and public information through the activation of the County or State's public communications strategy and the establishment of a JIC. • Arranging for provision of various supplies needed to meet the emergency. • Providing needed technical assistance and support to meet the response and recovery needs of individuals and families. • Activating donations management coordination with NGOs and the private sector. • Less typically, the Mayor, County Judge, or Governor may suspend existing statutes, rules, ordinances and orders for the duration of the emergency to facilitate performance of disaster response functions. In addition to these actions, the Governor may elect to activate the Arkansas National Guard. The Governor commands the State military forces (National Guard, when in State Active Duty or Title 32 status) and can deploy these assets in response to an incident. National Guard forces employed under State Active Duty or Title 32 status are providing support to the Governor of the State and are not part of Federal military response efforts. When the National Guard is deployed in State Active Duty status, the Governor retains command and control of forces inside the State. State Active Duty is based on State statute and policy, and the State is responsible for all costs relating to the deployment. State active - duty missions are carried out by the Adjutant General pursuant to a delegation of authority from the Governor as Commander -in -Chief. Title 32 Full -Time National Guard Duty refers to Federal training or other duty, other than inactive duty, performed by a member of the National Guard. Title 32 is not subject to posse comitatus restrictions which prohibit federal military personnel and units of the National Guard under federal authority from acting in a law enforcement capacity within the United States. Title 32 allows the Governor, with the approval of the President or the Secretary of Defense, to order a Guard member to duty to: • Perform training and other operational activities. • Undertake activities for the military protection of the territory or domestic population of the United States, or of the infrastructure or other assets of the United States determined to be critical to national security, from a threat or aggression against the United States. • Conduct homeland defense activities that the Secretary of Defense determines to be necessary and appropriate for participation by the National Guard units or members. Under Title 32, the National Guard is under state control at federal expense in the service of the federal government. Under Title 32, Governors answered the President's request to deploy National Guard forces to the nation's airports in the immediate aftermath of the September 11, 2001 terrorist attacks. In rare circumstances, the President may federalize National Guard forces for domestic duties under Title 10. The President's authority with regard to mobilizing and deploying federal military Reserve components (e.g., the Army, Air Force, Navy, Marine Corps and Coast Guard Title 10 01 Reserves) applies equally to the nation's shared military component — the National Guard. In these cases, the forces are no longer under the command of the Governor. Instead, the Department of Defense assumes full responsibility for all aspects of the deployment, including command and control over National Guard forces. When performed within the United States, Title 10 duty is subject to numerous legal restrictions, including the Posse Comitatus Act (18 USC 1385) which prohibits federal military personnel from acting in a domestic law enforcement capacity unless expressly authorized by the Constitution or a separate Act of Congress. When employed at home or abroad in Title 10 status, for all legal purposes, the forces become indistinguishable elements of the federal military force. In Title 10 status National Guard soldiers were mobilized and deployed to augment federal law enforcement agencies at the northern and southern borders of the contiguous U.S. in late spring and summer of 2002. It took more than six (6) months for the Department of Defense and the U.S. Border Patrol to work out a memorandum of understanding for Title 10 National Guard augmentation at our borders. Time consuming intra-agency and inter -agency negotiations and delays in approving Title 10 military responses are the norm. State -to -State Assistance: If additional resources are required, the State may request assistance from other States by using the Emergency Management Assistance Compact (EMAC). Administered by the National Emergency Management Association, EMAC is a congressionally ratified organization that provides form and structure to the interstate mutual aid and assistance process. In 2010, the five states in FEMA Region VI - Texas, Arkansas, Louisiana, Oklahoma, and New Mexico — entered into the Interstate Emergency Response Support Plan (IERSP). The member states will provide, through unified command, an immediate response and support capability to FEMA Region VI states in a disaster or catastrophic event. The Plan will expedite the provision of assistance among the States in FEMA Region VI and provide better visibility and acquisition of resources within the region. Requests for and provision of assistance under the IERSP will follow EMAC guidelines. Requesting Federal Assistance: When an incident overwhelms local and/or State resources and available mutual aid resources, the Governor may request Federal assistance. In such cases, the affected jurisdiction(s), the State and the Federal Government will collaborate to provide the necessary assistance. Robert T. Stafford Disaster Relief and Emergency Assistance Act: When it is clear that local and/or State capabilities will be exceeded or exhausted, the Governor can request assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide assistance to State and local governments, certain private nonprofit organizations and individuals. Stafford Act assistance is aimed at supporting response, recovery and mitigation efforts following Presidential emergency or disaster declarations. A Presidential major disaster declaration puts into motion long-term Federal recovery programs, some of which are matched by State programs, and designed to help disaster victims, businesses and public entities. An emergency declaration is more limited in scope and without the long-term Federal recovery programs of a major disaster declaration. Generally, Federal assistance and funding are provided to meet a specific emergency need or to help prevent a major disaster from occurring. 31 Requesting a Presidential Declaration: When State and local resources are insufficient, the Governor may ask the President to declare a Federal disaster or emergency. Only the Governor can initiate a request for a Presidential emergency or major disaster declaration. Prior to and during catastrophic events, especially for those which occur without notice, the Federal Government may take proactive measures to mobilize and deploy assets in anticipation of a request from a State. 4. Demobilize Demobilization is the orderly, safe and efficient return of an incident resource to its original location and status. Demobilization should begin as soon as possible to facilitate accountability of the resources and be fully coordinated with other incident management and response structures. City Actions: At the local level, demobilization planning and activities include: • Steps to ensure personnel safety. • Provisions to address and validate the safe return of resources to their original locations. • Processes for tracking resources and ensuring applicable reimbursement. • Accountability for compliance with mutual aid provisions. Recover Once immediate lifesaving activities are complete, the focus shifts to assisting individuals, families and businesses in meeting basic needs and enabling the return to self-sufficiency. Recovery is the development, coordination and execution of service- and site -restoration plans for affected jurisdictions, and the resumption of government operations and services through individual, private sector, nongovernmental and public assistance programs. Short-term recovery is immediate and overlaps with response. It includes such actions as providing essential public health and safety services, restoring interrupted utility and other essential services, reestablishing transportation routes and providing food and shelter for those displaced by the disaster. Although called "short term," some of these activities may last for weeks. Kea CHAPTER III INCIDENT MANAGEMENT This chapter explains how the City is organized to achieve its incident response objectives. Introduction In March 2004, DHS released the National Incident Management System, or NIMS, which provides a consistent nationwide template to enable all levels of government, the private sector and nongovernmental organizations (NGOs) to work together during an incident. Incident management includes those activities conducted to 1) protect our people, our critical infrastructure, and key resources; and 2) respond to and recover from incidents that have occurred. Scope of the City of Fayetteville Emergency Operations Plan: The EOP provides the framework, based upon NIMS principles, for integrating city policy and operational coordination for emergency management. It can be partially or fully implemented in the context of a threat, in anticipation of a significant event or in response to an incident. Selective implementation allows for a scaled response, delivery of the exact resources needed, and a level of coordination appropriate to each event. Continuity of Government Succession of Leadership The line of succession for continuity of government for the City of Fayetteville is as follows: Elected Officials Mayor of the City of Fayetteville Mayor Pro Tern of the City of Fayetteville City Council Members City Clerk City Attorney Chief Executive Officer Chief of Staff Fire Chief Police Chief Finance Director Emergency Management Emergency Management Director (Chief of Staff) Fire Chief Police Chief Line of succession for each agency/department head is according to the department rules and/or standing operating procedures established by each department. Preservation of Records In order to provide normal government operations following a disaster, vital records must be protected. The principal causes of damage to records are fire water; therefore, essential records will be protected accordingly in City Hall or in local safety deposit vaults. 093 City Emergency Operations Center (EOC): The City EOC is located in the Fayetteville Police Department's conference room and is the physical location where City coordination occurs. The Washington County EOC is an alternate location that will accommodate the need for a larger EOC. The Mayor or his designee will determine which EOC to activate. Washington County Emergency Operations Center The Washington County EOC is an alternate location for City use dependant upon the size of the event and number of personnel needed to fill roles at the center. The Mayor will determine which EOC (city or county) to activate. The Washington County EOC offers a larger center that will accommodate an expanding event and provide multiple logistical work -stations with assorted offices, conference rooms and communications capabilities. EOC Operation The EOC is activated as necessary to support local response efforts. Therefore, the EOC is the central location from which support activities are coordinated. Chief elected and appointed officials are located at the EOC, as well as personnel supporting core functions, all with decision making authority. The key function of EOC personnel is to ensure that those who are located on scene have the resources (i.e., personnel, tools and equipment) they need for the response. During a disaster or emergency the EOC communicates with the county judge and/or the Governor as needed and acts as liaison between Local, State, and Federal personnel. City officials typically take the lead to provide public information about the incident. As soon as possible during an incident, the City ensures that communication lines with the media are open, questions receive prompt responses and false rumors are refuted before they spread. Information about where to receive help is communicated directly to victims and their families. In order to coordinate the release of emergency information and other public affairs functions, the City may establish a Joint Information Center (JIC), a physical location from which representatives from all organizations involved in an incident work together. Requesting and Managing Federal Assistance: When a request is made to the State for federal assistance, FEMA will initially send a liaison to the local or State EOC. The second level of FEMA's response may be deployment of an Incident Management Assist Team (IMAT). IMATs are rapidly deployable, interagency, nationally- and regionally -based incident response teams. They will provide a forward Federal presence to improve response to serious incidents requiring Federal assistance. Federal incident support is generally coordinated through a Joint Field Office (JFO). The JFO provides the means to integrate diverse Federal resources and engage directly with State and local authorities. Joint Field Office (JFO): The JFO is the primary Federal incident management field structure. The JFO is a temporary Federal facility that provides a central location for the coordination of Federal, State, and local governments and private sector businesses and NGOs with primary responsibility for response and short-term recovery. The JFO structure is organized, staffed, and managed in a manner consistent with NIMS principles and is led by the Unified Coordination Group. State Coordinating Officer (SCO): The SCO plays a critical role in managing the State response and recovery operations following Stafford Act declarations. The Governor appoints the SCO, and lines of authority flow from the Governor to the SCO, following the State's policies and laws. For certain anticipated events in which a Stafford Act declaration is expected, such as an approaching hurricane, the Secretary of Homeland Security or the FEMA Administrator may pre -designate one or more Federal officials to coordinate with the SCO to determine resources and actions that will likely be required, and begin pre -deployment of assets. The specific roles and responsibilities of the SCO include: • Serve as the primary representative of the Governor with the Regional Response Coordination Center (RRCC) or within the JFO once it is established. • Work with the Federal Coordinating Officer (FCO) to formulate State requirements, including those that are beyond State capability, and set priorities for employment of Federal resources provided to the State. • Ensure coordination of resources provided to the State via mutual aid and assistance compacts. • Provide a linkage to local government. • Serve in the Unified Coordination Group in the JFO. Governor's Authorized Representative: As the complexity of the response dictates, the Governor may empower a Governor's Authorized Representative to: • Execute all necessary documents for disaster assistance on behalf of the State, including certification of applications for public assistance and EMAC documents. • Represent the Governor of the impacted State in the Unified Coordination Group, when required. • Coordinate and supervise the State disaster assistance program to include serving as its grant administrator. • Identify, in coordination with the SCO, the State's critical information needs for incorporation into a list of Essential Elements of Information (critical items of specific information required to plan and execute an operation and to support timely, logical decisions). Emergency Support Functions (ESF): The City EOC coordinates incident response support by utilizing any of the 15 ESF's. During an event, ESF's are a critical mechanism to coordinate functional capabilities and resources provided by City departments and agencies, along with certain private sector and nonprofit organizations. Each ESF is composed of primary and support agencies. The EOP identifies primary agencies on the basis of authorities, resources and capabilities. Support agencies are assigned based on resources and capabilities in a given functional area. They represent an effective way to bundle and funnel resources to responders. Each function is coordinated by a primary agency and may rely on several support agencies that provide resources for each functional area. The mission of the ESF is to provide immediate access to resources regardless of which agency has those capabilities. K1'1 The ESF's serve as the operational -level mechanism to provide assistance in functional areas such as transportation, communications, public works and engineering, firefighting, mass care, housing, human services, public health and medical services, search and rescue, agriculture and energy. CHAPTER IV Authorities and References State • Arkansas Code Annotated 12-75-101 et.al. • Act 408 of 1977 • Act 891 of 1981 • Act 629 of 1985 • Act 687 of 1985 • Act 1049 of 1993 • Act 116 of 1995 • Act 232, Interstate Civil Defense and Disaster Compact Local • County court orders and local city ordinances enacted pursuant to requirements of state and federal laws cited herein. Regional • Interstate Emergency Response Support Plan (IERSP) Federal • Federal Civil Defense Act of 1950, Public Law 81-920, as amended • Disaster Relief Act of 1970, Public Law 91-606, as amended • The Robert T. Stafford Act aka Disaster Relief Act of 1974, Public Law 93-288, as amended • 44 Code of Federal Regulations o 44CFR 206.224 • P.L. 95-224 Federal Grant and Cooperative Agreement Act of 1977.OMB Circular A-87 Cost Principles for State and Local Governments. • OMB Circular A-1 02 Uniform Administrative Requirements for grants and Cooperative agreements with State and Local Government • Homeland Security Presidential Directives as appropriate. • The Congressional Charter of the American National Red Cross — United States Congress Act of January 5, 1905, as amended. Volunteer Agencies • All current members of Arkansas Voluntary Organizations Active in Disaster (ARVOAD) www.arvoad.com and their related organizations in the National Voluntary Organizations Active in Disaster (NVOAD) http://www.nvoad.org/Members/NationalMembers/tabid/75/Default.aspx • Other Volunteer Agencies Appendix A Hazard Analysis for the City of Fayetteville Risk Assessment The risk assessment for the City of Fayetteville Hazard Mitigation Plan provides the factual basis for developing a mitigation strategy for the city. This section profiles the natural, human - made, and technological hazards that impact the city, determines which populations are most vulnerable to each hazard, and estimates potential losses of facilities for each hazard. The hazards identified include Tornado, Flooding (Riverine, Flash, and Dam Failure), Severe Winter Weather, Earthquakes, Thunderstorm (including Straight -Line Winds, Lightning, and Hail Hazards), Wildfires, Landslides, Expansive Soils, Drought, Hazardous Materials Event (transported and fixed site), Nuclear Event, Terrorism, and Biological Event. Tornado The average tornado in North America moves from southwest to northeast, but tornadoes have been known to move in any direction. The average forward speed of a tornado is 30 mph, but may vary from nearly stationary to greater than 70 mph. The lifespan of a tornado is rarely longer than 30 minutes. The path width of a single tornado is generally less than 0.6 mile, although some damage path widths are in excess of one mile. The path length of a single tornado can range from a few hundred yards to over 200 miles. From 1999 through 2010, tornadoes in Arkansas killed 41 people, injured 676, and caused approximately $647 million in damage. The deadliest outbreak in Arkansas history, however, occurred on March 21, 1952, when 111 people lost their lives. While April suffers the most tornadoes on average (291), late fall and winter tornadoes are not at all uncommon in Arkansas. The state also suffers many night tornadoes, in part due to early sunsets during the winter; this factor could also contribute to the state's fatality rate. Tornadoes in Arkansas occur primarily between the hours of 5:00 and 6:00 p.m. Recently four lives were lost and nine others injured at Cincinnati, Arkansas when an F-3 tornado struck on New Year's Eve of 2011. The property damage was extensive and recovery efforts required numerous hours and resources. Cincinnati is a rural community with a population of 100 that is 30 miles from downtown Fayetteville. A tornado of this caliber would have disastrous effects and overwhelm our resources quickly. Severe Winter Weather Severe winter weather can include extreme cold, heavy snowfall, ice storms, winter storms, and/or strong winds. Areas where such weather is uncommon, such as Arkansas, are typically disrupted more severely by severe winter weather than are regions that experience this weather more frequently. In addition, winter storms may spawn other hazards such as flooding, severe thunderstorms, tornadoes, and extreme winds that may hamper recovery efforts. Heavy snow is over four inches in twelve hours or over six inches in 24 hours or less. In states such as Arkansas, where lesser accumulations can cause significant impacts, lower thresholds may be used. A blizzard means that the following conditions prevail for a period of three hours or longer: 1) Sustained wind or frequent gusts to 35 miles an hour or greater; and 2) Considerable falling and/or blowing snow (i.e., reducing visibility to less than 1/4 mile). Sleet is defined as pellets of ice composed of frozen or mostly frozen raindrops or refrozen partially melted snowflakes. These pellets of ice usually bounce after hitting the ground or other hard surfaces. Heavy sleet is a relatively rare event defined as the accumulation of ice pellets covering the ground to a depth of 0.5 inch or more. The 2009 ice storm event in Fayetteville dumped 0.5 inch of ice within a few hours on our city. Freezing rain or freezing drizzle occurs when rain or drizzle freezes on surfaces such as the ground, trees, power lines, vehicles, streets, highways, etc. An ice storm is used to describe occasions when damaging accumulations of ice are expected during freezing rain situations. A combination of severe winter weather types occurring over a wide area is usually called a winter storm. Severe winter weather poses several types of hazards including snowstorms, ice storms, storms with strong winds and extreme cold. Heavy snow from a snowstorm can immobilize a region and paralyze a city, stranding commuters, stopping the flow of supplies, and disrupting emergency and medical services. Accumulations of snow can collapse buildings and knock down trees and power lines. The cost of snow and debris removal, repairing damages and loss of business can have large economic impacts on our city. Heavy accumulations of ice from ice storms or heavy snow can bring down trees, electrical wires, telephone poles and lines and communication towers. Communications and power can be disrupted for days while utility companies work to repair the damage. Power and communications disruptions are common consequences of ice storms and heavy snow. The monetary costs of power and communications losses to businesses are significant but difficult to estimate. In January of 2009, the City experienced a severe ice storm that devastated parts of the city, leaving some residents without power for days and causing major damage to our local infrastructure, namely power -lines and roads. That winter storm cost the city $5.6 million including public property damage and clean up efforts but not including personal property damage. Accumulations of ice and snow may also cause extreme hazards to motorists. Motorists in Fayetteville are generally unaccustomed to driving on slick roads resulting in an increase in traffic accidents, some of which may result in fatalities. Extreme cold often accompanies or succeeds severe winter weather. Prolonged exposure to the cold can cause frostbite or hypothermia and become life threatening. Infants and elderly people are most at risk. In areas unaccustomed to winter weather, near freezing temperatures are considered "extreme cold." Pipes may freeze and rupture in homes that are poorly insulated or without heat. There may be issues with the propane gas supplies and electrical and natural gas systems that were pushed to their limits to meet the record demands. Flooding Flooding is defined as the accumulation of water within a water body and the overflow of excess water onto the adjacent floodplain, causing land that is normally dry to be inundated. Flash floods pose more significant safety risks because of the rapid onset, the high water velocity, the potential for channel scour, and the debris load. The failure of a dam may also result in a flood event. A dam impounds water in the upstream area, referred to as the reservoir. Two factors influence the potential severity of full or partial dam failure: (1) The amount of water impounded, and (2) The density, type, and value of development downstream. There dam sites at Lake Fayetteville, Lake Wilson, and Lake Sequoyah inside the city limits that have the potential to cause flooding issues, property damage, injury and loss of life. These sites all have natural, human made constructed dams. According to data from the Arkansas Natural Resources Commission Dam Safety Program, no failure of a permitted dam has occurred in Arkansas. Permitted dams are those that exceed 25 feet in height and impound at least 50 acre-feet of water. Smaller, non -permitted dams have failed or been overtopped on occasion in Arkansas. These non -permitted dams are generally low hazard dams that lack engineering design but have not caused significant damage in the past. Floods are extremely dangerous because they cause damage through inundation and soaking as well as the incredible force of moving water. High volumes of water can move heavy objects and undermine roads and bridges. Floods can occur without local precipitation as a result of precipitation upstream. Flooding is an on -going certainty with a very high probability of occurrence in the future. Flooding can also facilitate other hazards such as landslides, or cause other hazards such as hazardous material events. (See Appendix E: City of Fayetteville Utilities Department Emergency Response Plan May 2009) Earthquake An earthquake is the shaking or vibration of the earth caused by the sudden release of energy, usually as a result of rupture and movement of rocks along a fault. If the energy of the seismic waves is strong enough, people and structures along the earth's surface will be affected. The New Madrid Seismic Zone (NMSZ), an area of high seismic activity within the central United States (including northeastern Arkansas), is the most important example of intra-plate seismic activity in North America. It is generally accepted that earthquakes can be expected in the future as frequently as they have occurred in the recent past. The USGS and the Center for Earthquake Research and Information of the University of Memphis now estimate that the probability of a repeat of the 1811 - 1812 earthquakes (magnitude 7.5 to 8.0) in the NMSZ over the next 50 years is 7 to 10%. The probability that a magnitude 6.0 or larger earthquake will occur in the next 50 years is 25 to 40%. The New Madrid Fault is a very active area of seismic events. Every month, Arkansas can expect to have some type of seismic event, although usually low intensity. Earthquakes in the approximate range of magnitude 7.5 to 8.0 are capable of causing widespread damage over a large region. Magnitude 6.0 earthquakes can cause serious damage in areas close to the earthquake's location. If the energy of the seismic waves is strong enough, people and structures along the earth's surface will be affected. These larger magnitude earthquakes most likely will cause damage to the City of Fayetteville. The probability of resources being requested from Fayetteville and the surrounding area that may be the initial response to affected areas is very likely if our area does not suffer damages also. Wildfire A wildfire is an uncontrolled fire spreading through vegetative fuels, exposing and possibly consuming structures. They often begin unnoticed and spread quickly and are usually signaled by dense smoke that fills the area for miles around. Grasses, brush, and trees fuel wildfires. A wildland fire is a wildfire in an area in which development is essentially nonexistent, except for roads, railroads, power lines and similar facilities. A Wildland-Urban Interface Fire is a wildfire in a geographical area where structures and other human development meet or intermingle with wild lands or vegetative fuels. Areas with a large amount of wooded, brush and grassy areas are at highest risk of wildfires. Additionally, areas that have experienced prolonged droughts, or are excessively dry, are also at risk of wildfires. Wildfire behavior is based on three primary factors: fuel, topography, and weather. The probability of future fire events in Arkansas is "Highly Likely". It is a virtual certainty that the City will experience a number of fires every year. The majority of these fires are small day to day incidents. The potential for a Wildland-Urban Interface type of fire situation remains high for our city. Programs such as Firewise improve awareness levels in the community which translates to less uncontrolled vegetations over -growth, cutting down on this threat. Landslide "Landslide" is a term that encompasses many phenomena -involving lateral and down slope movement of earth materials such as, rock, soil, and/or artificial fill. The term covers a broad category of events, including mudflows, mudslides, debris flows, rock falls, rockslides, debris slides, earth flows, and soil creep. Landslides can occur as sudden, short-lived events or as a slow moving slide mass (such as a particular landslide in California which has moved three feet per year since 1956). All landslides are triggered by similar causes. These can be weaknesses in the rock and soil, earthquake activity, the occurrence of heavy rainfall or snowmelt, or construction activity changing some critical aspect of the geological environment. Landslides may also be involved in or triggered by other natural hazards. Landslides and flooding are closely related because both involve precipitation, runoff, and ground saturation. The types of movement are slides, flows, lateral spreads, falls and topples. The types of material involved in landslides include bedrock and soil. Vulnerability: Landslides have occurred in nearly every county in Arkansas. They have destroyed or damaged roads, railroads, bridges, mining facilities, parks and recreational areas, residential and commercial buildings, sewers, dams, reservoirs, forests, fisheries, and farms. Damage caused directly by landslides is largely undocumented or often reported incorrectly. Probability: Generally, there is a low probability of landslides in the city; however isolated areas especially with human development may be susceptible to this hazard, typically on a small scale, in part because of our topography. Straight -Line Wind Background: Straight-line wind is any wind that is not associated with rotation. This term is used mainly to differentiate severe storm winds from tornadic winds. Straight-line winds originate as a downdraft of rain -cooled air, which reaches the ground and spreads out rapidly, producing a potentially damaging gust of wind up to 100 mph. In recent years, there have been several occasions in Arkansas on which winds greater than 100 mph have been measured. Winds of 58 mph or more are considered severe. Trees, power lines, power poles, and radio towers can be blown down. Homes and other buildings can be damaged and/or destroyed. Tractor -trailers are often blown over. High profile structures like grain elevators and silos can be blown over. Often there is secondary or collateral damage such as people killed due to carbon monoxide poisoning from improperly using generators or evacuations due to hazmat container damage. The probability of strong storms - and the straight-line winds that occur during these storms - impacting the city is a virtual certainty based on past data. The National Oceanographic and Atmospheric Association's (NOAA) National Severe Storms Laboratory (NSSL) initiated a project to estimate the likelihood of severe weather hazards in the United States. Part of the project calculated the average number of days per year with one or more >58 mph wind events within 25 miles of a given point. The City of Fayetteville lies within the 6 to 7 wind days per year interval. Fayetteville Executive Airport reports very few occurrences of straight-line winds in the last ten years. Drought Drought is a normal, recurrent feature of climate. In the most general sense, drought originates from a deficiency of precipitation over an extended period of time, resulting in a water shortage for some activity, group, or environmental sector. Drought also increases the risks and dangers related to wildland fires. Our area has experienced severe to extreme drought conditions between 5% and 10% of the time. Arkansas experienced severe to extreme drought conditions 23 times over a 265 -year period between 1730 and 1995, approximately one drought every 11.5 years. For example, as of April 2007, the southern portion of the state had experienced moderate and severe drought, however the rest of the state had returned to a normal level after the relatively severe conditions in 2006. Severe Storm Thunderstorm events are composed of lightning and rainfall, and can intensify into a severe thunderstorm with damaging or deadly hail, high winds, tornadoes, and flash flooding. Thunderstorms spawn as many as 1,000 tornadoes each year. Lightning occurs in conjunction with severe storms. Lightning is a discharge of atmospheric electricity, accompanied by a vivid flash of light, from a thunderstorm, frequently from one cloud to another, sometimes from a cloud to the earth. The sound produced by the electricity passing rapidly through the atmosphere causes thunder. Hail is frozen water droplets formed inside a thunderstorm cloud. They are formed during the strong updrafts of warm air and downdrafts of cold air, when the water droplets are carried well above the freezing level to temperatures below 32 degrees Fahrenheit. Then the frozen droplet begins to fall, carried by cold downdrafts, and may begin to thaw as it moves into warmer air toward the bottom of the thunderstorm. Thunderstorms and lightning are underrated killer events where people and property are exposed to damage, injury and loss of life. Everywhere they occur, thunderstorms can be responsible for significant structural damage to buildings, forest and wildfires, downed power lines and trees and flash flooding. Each year lightning causes an average of 93 deaths and 300 injuries in the United States. Lightning also causes several million dollars in damage to homes, businesses, churches and barns each year. Electrical fires, electricity loss and damage to equipment are a few of the main hazards associated with lightning strikes. NOAA reports that severe storms were responsible for 23 fatalities in 1993, and associated lightning strikes caused 43 deaths. For the same year, damage from thunderstorm winds amounted to $348.7 million, while lightning caused $32.5 million in damage. Severe thunderstorms were involved in 327 Federal Disaster Declarations from 1975 to 1995. Anyone out of doors during a thunderstorm is exposed and at risk of injury from lightning. More people are killed by lightning strikes while participating in some form of recreation than any other activity. The peak periods for hailstorms are late spring and early summer. The City of Fayetteville also has significant exposure to hailstorms, and virtually all buildings and infrastructure in the city are at risk. Arkansas severe storm statistics (1950-2009) are as follows: • 9,909 severe storm events total • An average of 168 severe storm events per year • 21 total deaths from severe storms • 215 total injuries from severe storms • Over 50 million in recorded property damage Severe storm events are common and the probability of at least one severe storm event per year in the city is "Highly Likely". Hazardous Materials Event Our region produces, transports, stores, uses, and disposes of millions of tons of hazardous materials every day. Under normal conditions, these substances are controlled and pose no threat to human life and the environment. But when a release occurs, they can produce disastrous results. A hazardous materials incident can range from a chemical spill on our highways to groundwater contamination. Releases of these hazardous products often occur during their daily shipment and use on highways, railroads, pipelines and other transportation methods. Hazardous materials are chemical substances, which if released or misused can pose a threat to the environment or health. These chemicals are found throughout the city. Hazardous materials can come in the form of explosives, flammable and combustible substances, poisons, and radioactive materials. A hazardous materials accident can occur virtually anywhere within the city; however hazardous substances are most often released as a result of transportation accidents or because of chemical accidents in plants. Communities located near manufacturing plants can be at risk. Hazardous materials are transported via roadways, railways, pipelines, waterways, and air daily, so virtually any area is considered vulnerable to an accident. About 258 occur annually in Arkansas, or twice the national average, based on statistics collected through the year 2009. Since 1991, Fayetteville averaged around 3 HAZMAT events per county per year. Based on the many reported occurrences and the continuing presence of these various hazardous materials, there is a high probability of future HAZMAT related accidents at fixed sites in the city. Hazardous materials in various forms can cause death, serious injury, long-lasting health effects, and damage to buildings, homes, and other property. As many as 500,000 products pose physical or health hazards and can be defined as "hazardous chemicals." The vulnerability and impacts of a hazardous materials event in the city can differ drastically due to the location of release, surrounding population, mode of release and other significant scenarios. Highway transported HAZMAT events occur the most frequently; however, in many cases these are smaller events that do not cause a lot of damage or pose a great risk to surrounding populations. Rail events on the other hand have a much lower occurrence rate, but when these events do occur, their results are usually more severe and impact a much broader population. Natural disasters, particularly earthquakes, can cause HAZMAT releases at fixed sites and can hamper response efforts. Rain, high winds and fires can worsen conditions surrounding HAZMAT events, making it more difficult to contain releases and to mitigate the short- and long- term effects. Fires involving certain types of HAZMAT may generate more toxic gas or smoke than would otherwise normally be observed in a "normal" fire. Water run-off related to a HAZMAT event is also a significant concern and must be managed properly. Methamphetamine Lab A typical meth lab is a collection of chemical bottles, hoses and pressurized cylinders. The cylinders can take many forms, from modified propane tanks to fire extinguishers, scuba tanks, and soda dispensers. The tanks contain anhydrous ammonia or hydrochloric acid — both highly poisonous and corrosive. Labs are frequently abandoned, and the potentially explosive and very toxic chemicals are left behind. Chemicals may also be burned or dumped in woods or along roads. Probability: Arkansas State Police were involved in only six methamphetamine labs seizures statewide in 1994. The number jumped to 24 in 1995, 95 the next year, then rocketed to 242 in 1997. In 1998, the number shot to 434 labs and the numbers continued to climb. DEA numbers suggest that over the past few years the number of meth lab incidents, such as law enforcement seizures, has diminished -- from 714 in Arkansas in 2004 to 240 in 2007. However, in 2006, 32.7% of the federal drug sentences originating in Arkansas were for methamphetamine, more than any other drug in the state. This is the latest information for 2010. The Federal Drug Enforcement Administration's top methamphetamine enforcement agent identified Arkansas as one of the top three methamphetamine-producing states in the nation, based on per -capita figures. Based on the high number of past occurrences and the continuing prevalence of this highly addictive substance, there is a very high probability that these types of events will occur in the future. Vulnerability: Meth Labs present extreme dangers to residents of the city from explosions and exposure to hazardous chemicals. Breathing the fumes and handling substances can cause injury and even death. Drug labs are considered hazardous waste sites and should only be entered by trained and equipped professionals. Meth can cause long-term health effects including cancer, brain damage, birth defects and miscarriages. It also can cause memory loss, heart problems, aggression and violence. Meth causes health problems not just for the users, but also for others who are unintentionally exposed to the chemical. People who enter a drug lab after police and fire, but before it has been properly cleaned and ventilated, may feel headaches, nausea, dizziness and fatigue. These symptoms usually go away after several hours. People who enter a lab during or immediately after a drug bust may experience shortness of breath, cough, chest pain, dizziness, lack of coordination, burns, and even death. Meth users also have a high propensity to get involved in other illegal activity that can be linked to a wide variety of crimes committed in the city. Highway Transportation Hazmat Background: Arkansas has a high volume of hazardous materials transported on its highways and interstates each day. The main corridor of Interstate 540 runs north and south across the city. Interstate 540 is used heavily for hazardous materials transportation. !L! Probability: Based on past occurrences of highway incidents in Arkansas involving hazardous materials, it is highly likely that future events will continue to occur within the State and more specifically in the city. Vulnerability: Wastes are designated as hazardous, by law and/or regulation because they exhibit dangerous characteristics: they are ignitable, corrosive, reactive or toxic. Nuclear Event A nuclear reactor is a device in which nuclear chain reactions are initiated, controlled, and sustained at a steady rate. Nuclear reactors are used for many purposes, but the most significant current uses are for the generation of electrical power. Nuclear reactors are considered problematic by some for their safety and health risks. Conversely, some consider nuclear power to be a safe and pollution -free method of generating electricity. There is a low probability of an event occurring in the city. This is based on the low rate of nuclear site events that have occurred over time. The potential danger from an accident at a nuclear incident is exposure to radiation. This exposure could come from the release of radioactive material into the environment. The area the radioactive release may affect is determined by the amount released, wind direction and speed and weather conditions (i.e., rain, snow, etc.) which would quickly drive the radioactive material to the ground, causing the possibility of increased exposure. A credible threat at any site that has nuclear materials, including the University of Arkansas, exists due to sabotage by trespassers or terrorists. The University of Arkansas is the site of SEFOR, a disabled nuclear site. In 2009, it was announced that the University of Arkansas would receive $1.9 million from the U.S. Department of Energy for a "characterization study" to determine what would be required for cleaning up the site. On November 16, eight professionals from EnergySolutions, an international nuclear services company based in Salt Lake City and one of four companies that bid on the project visited the SEFOR the first stages of planning for a complete cleanup. The plan was supposed to be completed in 2010. At that point the university would be able to apply for the estimated $20 million from the federal government for a complete clean up. Terrorism Background: Terrorism is defined in the Code of Federal Regulations as "the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives." It is the use of force or violence against persons or property in violation of the criminal laws of the United States for purposes of intimidation, coercion or ransom. Terrorists often use threats to create fear among the public, to try to convince citizens that their government is powerless to prevent terrorism, and to get immediate publicity for their causes. In the United States, most terrorist incidents have involved small extremist groups who use terrorism to achieve a designated objective. Probability: There is no sure way to predict future terrorism events. Since Fayetteville is primarily considered to have a low risk of this type of event, terrorists could very well gather materials, make plans and carry out those plans undetected. There are several locations in our region that could be very attractive targets to a terrorist. Vulnerability: Our region is considered vulnerable, as are other areas, because the chief objective of the terrorist is to spread fear and create economic damage. The result of a terrorist attack could be mass casualties and long-term contamination. It could wreak havoc to the local, state and national economies. A terrorist attack could come in many forms including explosives, infectious diseases, organisms that create toxins, chemical releases or radiological releases. Weapons of Mass Destruction (WMD) Background: Weapons of mass destruction are defined as (1) Any destructive device as defined in 18 U.S.C., Section 2332a, that includes any explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than four ounces, missile having an explosive or incendiary charge of more than one quarter ounce, mine or device similar to the above; (2) Poison gas; (3) Any weapon involving a disease organism; or (4) Any weapon that is designed to release radiation or radioactivity at a level dangerous to human life. Probability: Like terrorism, there is no sure way to predict future WMD events. They may be the same event. The probability of a major terrorist/WMD event in the city is very low, however planning must be done as part of the larger national Homeland Security initiatives. Vulnerability: Signs and symptoms of radiation exposure depend on the amount of radiation received and the length of exposure. Victims exposed to deadly or extremely high doses of radiation in a short period of time — seconds to minutes — will display burned, reddened skin, nausea, vomiting, diarrhea, hair loss, convulsions and unconsciousness. Exposure to non - deadly doses may produce similar symptoms, but take longer to show up. Exposure to low doses of radiation will take 15 — 20 years for the medical effects such as vision loss and cancer to appear. Radiation also affects people differently depending on their age, gender and overall health. Other health effects include: brain swelling blood chemistry changes internal organ and tissue damage. Bacteria and viruses cause diseases such as anthrax, smallpox and cholera. Signs and symptoms are different for each agent and each agent will affect people differently. Symptoms may be flu like or they may present as anything contrary to normal bodily functioning. Most chemical agents, depending on their type, concentration and length of exposure, can be deadly. Some attack the central nervous system like nerve gas and incapacitating agents. Some, such as blood and choking agents, attack the respiratory system. Blistering agents and riot control agents affect the skin, eyes and mucous membranes by direct contact. Biological Background: Biological hazards have always been a real and present danger for human civilizations. A large number of diseases have occurred throughout history with devastating effects on populations, economies and cultures. In modern times, this threat has magnified due to the interconnectedness of humanity through improved transportation. Probability: The Avian Flu is currently spreading in Asia, Africa and even into parts of Europe and is a national priority. H1 Ni is more prevalent and has been diagnosed in our area for the last few years. While the probability of an epidemic is relatively low, the magnitude of the potential impact cannot be ignored. The probability of a major pandemic occurring is much less likely that the standard dispersion during an average season. However, if the Avian Flu mutates into a human -to -human transmissible virus, a major pandemic is very likely. There is significant concern about potential anthrax attacks in the future. There is a high probability that Arkansas will experience future cases of West Nile Virus in people, birds and mosquitoes. The Center for Disease Control (CDC) has announced that the deliberate release of smallpox as an epidemic disease is now regarded as a possibility. The likelihood of a smallpox epidemic in Fayetteville is low. In today's highly mobile environment and global agricultural economy, there is a risk of an introduction of Foot and Mouth Disease into the United States. There is a relatively low probability of a case of Bovine Spongiform Encephalopathy (BSE or Mad Cow Disease) affecting the herds of Arkansas. Vulnerability: Of the various factors related to biological hazards the ones of most concern to the region are Avian Flu (H5N1), Influenza, Anthrax, West Nile Virus, Small Pox, Foot and Mouth Disease, and Mad Cow Disease. Due to the recent outbreaks of the Avian Flu, the national priority on this issue, and the extremely high economic value of the poultry industry for the state, the Avian Flu is the highest priority. Arkansas considers animal related disease to be a very high priority due to the health and economic issues relating to the cattle and poultry industry. In addition to this list of specific hazards, the mitigation strategies identified for these highest priority bio-hazards will assist in dealing with any specific disease related to bio- terrorism. As of September 10, 2009, the Centers for Disease Control and Prevention (CDC) reported that nationally there have been 593 deaths and just over 9,000 hospitalizations from the 2009 H1N1 virus (aka Swine Flu) with 5 of these deaths in Arkansas. The CDC and the World Health Organization (WHO) have both halted attempts to count each reported case of the 2009 H1N1 Pandemic Influenza but give estimates of cases from April — December of 2009 as follows: CDC estimates that between 39 million and 80 million cases of 2009 H1N1 occurred between April and December 12, 2009. The mid -level in this range is about 55 million people infected with 2009 H1N1. CDC estimates that between about 173,000 and 362,000 2009 H1N1-related hospitalizations occurred between April and December 12, 2009. The mid -level in this range is about 246,000 H1N1-related hospitalizations. CDC estimates that between about 7,880 and 16,460 2009 H1N1-related deaths occurred between April and December 12, 2009. The mid -level in this range is about 11,160 2009 H 1 Ni -related deaths. !tl Appendix B Capability Assessment and Hazard Mitigation Plan for the City of Fayetteville Capability Assessment The City of Fayetteville Capability Assessment/Hazard Mitigation Plan provides an extensive inventory of existing local plans, ordinances, programs, and resources currently in place or under development, in addition to their overall effect on hazard loss reduction. The results of this assessment provide critical information for developing an effective and meaningful mitigation strategy. A critical component of the capability assessment is based on the implementation of plans, ordinances, and programs that demonstrate our commitment to guiding and managing growth, development and redevelopment in a responsible manner while maintaining the general welfare of the community. It includes emergency response and mitigation, comprehensive land use planning and transportation planning, in addition to the enforcement of zoning or ordinances and building codes that regulate how land is developed and structures are built, as well as protecting environmental, historic and cultural resources in the community. These planning initiatives generally present significant opportunities to integrate hazard mitigation principles and practices into our local decision making process. This process will help identify existing gaps, weaknesses or conflicts with other initiatives, in addition to integrating the implementation of this plan with existing mechanisms where appropriate. This EOP should account for resource shortfalls so effective management of those resources is achievable. The capability assessment is critical to this effort. The capability assessment represents the resource types needed to complete a set of courses of actions to accomplish the strategic operational goal. The information provided in a capability assessment should be able to answer most questions about a jurisdiction's ability to support a given action. This assessment is used to make recommendations as to which course of action being considered for a particular operation. A detailed listing of resources from each department/division will provide the EOC management group an avenue to effectively manage an event and provide the needed services to the community. The completed capability assessment resource information is included in Appendix D: Resource Lists Hazard Mitigation Plan A hazard mitigation plan represents our community's blueprint for how it intends to reduce the impact of natural and human -caused hazards on people and the environment. The essential elements of a hazard mitigation plan include a risk assessment, capability assessment and mitigation strategy. This City of Fayetteville Hazard Mitigation Plan (FAYHMP) was created to protect the health, safety and economic interests of City of Fayetteville residents by reducing the risk of natural hazards. The plan provides a path toward continuous, proactive identification and reduction of vulnerability to the most frequent hazards that result in repetitive and often severe social, economic and physical damage. This plan provides a foundation for hazard mitigation activities within the City of Fayetteville. FAYHMP is also established to fulfill federal, state, and local hazard mitigation planning requirements. The Disaster Mitigation Act of 2000 (DMA 2000), Section 322 (a -d) requires local governments to have an approved local mitigation plan in accordance with 44 CFR 201.6 as a condition of receiving future federal disaster mitigation funds. In the past, federal legislation has provided funding for disaster relief, recovery, and some hazard mitigation planning. The Disaster Mitigation Act of 2000 (DMA 2000) is the latest legislation to improve this planning process. DMA 2000 amended the Robert T. Stafford Disaster Relief and Emergency Assistance Act by repealing the previous Mitigation Planning section (409) and replacing it with a new Mitigation Planning section (322). This new section emphasizes the need for State, Tribal, and local entities to closely coordinate mitigation planning and implementation efforts. The new legislation reinforces the importance of mitigation planning and emphasizes planning for disasters before they occur. As such, this Act establishes a pre -disaster hazard mitigation program and new requirements for the national post -disaster Hazard Mitigation Grant Program (HMGP). It also requires that communities must have an approved hazard mitigation plan in order to receive Stafford Act assistance, excluding assistance provided pursuant to emergency provisions. Development and implementation of the Plan has been, and will be directed by the FAYHMP Steering Group, composed of the Development Services Department of the City of Fayetteville. This group will appoint a planning committee, composed of representatives of the City and other stakeholders, to oversee formulation and maintenance of the FAYHMP, and to coordinate action items between the involved municipalities and/or agencies. The City of Fayetteville is tasked with supporting the planning committee in developing and maintaining the FAYHMP. Implementing this plan provides several benefits to the City of Fayetteville and its residents including: o Saving lives and protecting property o Reducing vulnerability to future hazardous events o Facilitating post -disaster funding for mitigation assistance o Speeding recovery after a disaster o Improving long-term community health o Involving the public in decision making o Demonstrating community support for emergency management and hazard mitigation The following categories are programs identified by FEMA that are included in a Hazard Mitigation Plan. The Y (yes) or N (no) next to each category title indicates whether or not the program exists in the City of Fayetteville: Y Comprehensive Land Use Plan A comprehensive land use plan establishes the overall vision for what a community wants to be and serves as a guide to future governmental decision making. Typically a comprehensive plan addresses demographic conditions, land use, transportation elements and community facilities. Y Floodplain Management Plan The National Flood Insurance Program contains specific regulatory measures that enable government officials to determine where and how growth occurs relative to flood hazards. A flood damage prevention ordinance requires the City to follow established minimum building standards in the floodplain. These standards require that all new buildings and substantial improvements to existing buildings will be protected from damage by the 100 year flood and new floodplain development will not aggregate existing flood problems or increase to other properties. N Open Space Management Plan Y Stormwater Management Plan A stormwater management plan's goal is to prevent an increase in the magnitude and frequency of stormwater runoff and/or increases in flood flows and associated hazards. II also creates limits for soil erosion and sedimentation into receiving water bodies, which otherwise would decrease the system's capacity and increase the potential for flooding hazard, endangering property and human life. The standards adopted by the City ensure compliance with state ADEQ and federal EPA and FEMA laws, and reduces the potential for future problems if land is developed in accordance with sound stormwater management practices. Y Emergency Operations Plan An emergency operations plan outlines responsibilities and the means by which resources are deployed following an emergency or disaster. Y SARA Title III Emergency Response Plan A SARA Title III Emergency Response Plan outlines the procedures to be followed in the event of a chemical emergency such as the accidental release of toxic substances. These plans are required by federal law under Title III of the Superfund Amendments and Re -authorization Act (SARA), also known as the Emergency Planning and Community Right -to -Know Act (EPCRA). Y Radiological Emergency Plan A radiological emergency plan delineates roles and responsibilities for assigned personnel and the means to deploy resources in the event of a radiological accident. Y Continuity of Operations Plan A continuity of operations plan establishes a chain of command, line of succession and plans for backup or alternate emergency facilities in case of an extreme emergency. N Evacuation Plan Y Disaster Recovery Plan A disaster recovery plan serves to guide the physical, social, environmental and economic recovery and reconstruction process following a disaster. In many instances, hazard mitigation principles and practices are incorporated into local disaster recovery plans with the intent of capitalizing on opportunities to break the cycle of repetitive disaster losses. Y Capital Improvement Plan A capital improvement plan guides the scheduling of spending on public improvements. A capital improvements plan can serve as an important mechanism to guide future development away from identified hazard areas. Limiting public spending in hazardous areas is one of the most effective long-term mitigation actions available to local government. 6711 Y Economic Development Plan Y Historic Preservation Plan A historic preservation plan is intended to preserve historic structures or districts within the community. An often overlooked aspect of the historic preservation plan is the assessment of buildings and sites located in areas subject to natural hazards, and the identification of the most effective way to reduce future damages. N Flood Damage Prevention Plan Y Zoning Ordinance Zoning represents the means by which land use is controlled by local government. Zoning ordinances are the mechanisms through which zoning is typically implemented. Since zoning regulations enable municipal government to limit the type and density of development, it can serve as a powerful tool when applied consistently in identified hazard areas. Zoning establishes criteria for building height limits, setbacks from property lines and other structures, and density/intensity of land use. Y Subdivision Ordinance A subdivision ordinance is intended to regulate the development of housing, commercial, industrial or other uses, including associated public infrastructure, as land is subdivided into buildable lots for sale or future development. Subdivision design that accounts for natural hazards can dramatically reduce the exposure of future development. Y Unified Development Ordinance A Unified Development Code or Ordinance is adopted for the purpose of implementing the Comprehensive Land Use Plan and other plans or policies adopted by the governing body, in a manner that furthers the health, safety and general welfare of the people of a community and to provide uniform standards for the development of land and the installation of related improvements. The UDC sets forth the procedures, requirements, and minimum standards intended to promote an appropriate mix of land uses in an orderly manner; enhance aesthetic quality, moderate street congestion, secure safety from events such as fire, flood, erosion and landslides; prevent overcrowding of land; provide adequate light and air; and provide for circulation, recreation, and other public services and facilities. The UDC provides for, but is not limited to, development of land uses which protect established neighborhoods, and commercial and industrial districts; allows compatible infill of established areas; provides flexibility for mixing of uses to achieve traditional neighborhood developments; protects significant environmental resources; and makes a livable community. N Post -disaster Redevelopment/Recovery Ordinance Y Building Code The Building Code establishes the minimum requirements to safeguard the public health, safety and general welfare through structural strength, means of egress facilities, stability, sanitation, adequate light and ventilation, energy conservation, and safety to life and property from fire and other hazards attributed to the built environment and to provide safety to fire fighters and emergency responders during emergency operations. Building Codes regulate construction standards; permits are issued for and inspections of work take place on new construction, additions and alterations to existing structures. 51 Y Fire Code Y National Flood Insurance Program 2008 Washington County Capability Assessment: City of Fayetteville Statistics City Capability Assessment for Washington County City Name: Fayetteville Adopted Storm Water Management Ordinances----------------------------------------------------------------------Yes Adopted Stream Management Ordinances-------------------------------------------------------------------------------Yes Adopted Zoning Management Ordinances:..............................................................................Yes Adopted Subdivision Management Ordinances ----------------------------------------------------------------------Yes Adopted Erosion Management Ordinances------------------------------------------------------------------------------Yes Adopted Floodplain Management Ordinances:........................................................................Yes Floodplain Management Plan Published Date:.......................................................................1998 Elevation Certificates .Maintained-------------------------------------------------------------------------------------------Yes National Flood Insurance Program Community:......................................................................Yes National Flood Insurance Join Date-------------------------------------------------------------------- January 20, 1982 NFIP CommnnityNumber------------------------------------------------------------------------------------------------ 050116 FFlP Community Rating System Number- ----------------------- NFIP CRS Effective Date-------------------------------------------------------------------------------------------------------ALA LandUse Plan---------------------------------------------------------------------------------------------------------.Yes Land Use Plan Last Update:..................................................................................................2001 CommunityZoned------------------------------------------------------------------------------------------------------------------Yes ZonedDate---------------------------------------------------------------------------------------------------------------------------1951 Established Building Codes:....................................................................................................Yes Building Codes Last Updated------------------------------------------------------------------------------------------------2004 Type ofBuulding Codes -----------------International Building CodesiAR State Fire Prevention Codes Local Electric Utilities:............................................AEP-Southwestern Electric Power Company Local Water Treatment:................................................................................................. OMI. Inc. Local Water Distribution---------------------------------------------------------------------------------City of Fayetteville Local Wastewater Collection:.......................................................... Beaver Lake Water Authority Local Wastewater Treatment----------------------------------------------------------------------------------------- OMI, Inc - Local Natural Gas Utilities-------------------------------------------------------------------------Arkansas Western Gas Local Telephone Utilities:................................................................................ Southwestern Bell TV, Cable--------------------------------------------- - --------Cox Communications Community has a Fire Insurance Rating----------------------------------------------------------------------------------Yes Fire Insurance Rating:.................................................................................................................4 Fire Insurance Rating Date----------------------------------------------------------------------------------------------------2003 Previous Mitigation Plans, Projects, and Actions-----------------------------------------------------------------None Flood Insurance Claims:..........................................................................................................Yes Appendix C 2008 Washington County Hazard Mitigation Plan The 2008 Washington County Hazard Mitigation Plan has been adopted as a part of the City of Fayetteville Emergency Operations Plan. The entire document can be viewed on the enclosed FOP disc, in the folder titled IWashinqton County Hazardous Materials Plan'I. Appendix D Resource Lists The ESF Resource Lists and Disaster Book has been adopted as a part of the City of Fayetteville Emergency Operations Plan. The documents can be viewed on the enclosed EOP disc, in the folder titled "Central Dispatch Disaster Book". 6101 ESF #1 Transportation Resource List March 2011 Equipment No. Condition Equipment No. Condition Asphalt Patchtruck 1 Good Mower, R/W 1 Good Asphalt Paver 1 Good Mower, R/W (Boom Arm) 1 Good Air Compressor 1 Good Oil Distributor 1 Good Backhoe 5 Good Roller, Asphalt 3 Good Brush Chipper 1 Good Roller, Padfoot 1 Good Brush Hog 1 Good Pickup, Small 4 Good Bucket Truck 2 Good Pickup, 1/2 Ton 1 Good Chain Saw (16" bar) 27 Good Pickup, 3/4 Ton 6 Good Chain Saw (25" bar) 3 Good Pole Saw 2 Good Concrete Mixer Truck 1 Good Power Broom 1 Good Concrete Saw 2 Good Pump, 3" (gasoline) 1 Good Dozer 2 Good Sign Truck 1 Good Dump Truck, 1 Ton 3 Good Skid Steer Loader 3 Good Dump Truck, 1.5 Ton 9 Good Spreader Bed, Lg. 2 Good Dump Truck, Tandem 8 Good Spreader Bed, Sm. 2 Good Dump Truck, Tri Axle 4 Good Street Sweeper 1 Good Dump Truck, Flat Bed 1 Good Tractor, Implement 1 Good Excavator, Wheeled 2 Good Trailer, Equipment 2 Good Generator, (3500 watts) 3 Good Trailer, Small Misc. 10 Good Grader 1 Good Track Excavator 1 Good Loader, Wheeled 1 Good Track Excavator, Mini 2 Good Message Board 2 Good Truck, Semi Tractor 1 Good Milling Machine 1 Good Welder, Portable 1 Good 6701 ESF #2 Communications Resource List Date: April 2011 Division: Central Dispatch Center Dispatch Manager: Kathy Stocker Office 479-587-3561 Cell 479-601-3561 Home 479-521-9264 Email: kstocker@ci.fayetteville.ar.us Resources: Resources for the Central Dispatch Center are located on the EOP disc in the folder titled "ESF#2 Communications Resource List" ESF #3 Public Works & Engineering Resource List Date: 24 January 2011 Department: Utilities Department Head Phone: David Jurgens Office 479-575-8330 Cell 479-841-3677 Home 479-442-3866 Department Head Email: djurgens@ci.fayetteville.ar.us davidj1298@aol.com Resources: Several divisions have adequate vehicles and equipment to assist in dealing with ice and snow removal, including 4 -wheel drive units that are equipped with snow plows. These units are available in Transportation, Water/Sewer, Parks and Recreation and Parking Management. Building Services and Solid Waste have personnel resources that may be used as needed for ice and snow removal. Emergency Equipment: The Transportation Division has several spreader trucks with plows, backhoes and a loader for its operations. The Water/Sewer Division has several backhoes, some of which can be released for snow removal (provided no other emergency exists at said time). The Parks Division also has equipment that can be brought into service. The Parking Division has an ATV with a spreader that can disperse ice melting solution in smaller areas such as parking lots and sidewalks in the downtown area. ESF #4 Fire Fighting Resource List December 4, 2010 Fire Department David Dayringer, Fire Chief / office 479-575- 8365, cell 479-841-5970 Chris Lynch, Assistant Fire Chief / office 479-718-7632, cell 479-841-5671 Resources 109 uniformed (3 vacant positions) 1 Fire Chief 2 Assistant Chiefs (1 unfilled) 2 Administrative Battalion Chiefs 4 Support Officers 3 Shift Command Battalion Chiefs (1 on Duty) 29 Shift Company Officers (10 on duty) 27 Driver/Operators (9 on duty) 39 Shift Fire Fighters (13 on duty) 3.5 civilian employees Specialized Manpower Hazardous Materials Technicians 6 Technical Rescue Technicians 45 Emergency Medical Technicians 101 Paramedics 4 Emergency Vehicles Engines 10 (6 Frontline, 4 Reserve) Ladder Trucks 4 (3 Frontline, 1 Reserve) Medium Rescue 1 Haz—Mat Trailer 1 Airport Rescue/Fire 1 Brush Truck 1 Command Vehicles (SUV/Car) 3 (2 SUV's 1 car) Support Vehicles 8 ( SUV/Pickup/Car) Specialized equipment Water Rescue Inflatable Boat/Motor Rope Rescue (High and Low Angle; Tri Pod lift Trench Rescue Structural Collapse Tethered Breathing System Hydraulic rescue Tools 4 side wall shores/assorted shoring * small assortment of shoring material* 3 spreaders 7 cutters 6 rams 4 power units Chain Saws 6 Concrete Saws 2 dry, 1 wet Jack Hammer 1 electric Air bags 3 sets high pressure, 1 set low pressure ESF#6 Mass Care & Sheltering Resource List Department: Parks and Recreation Resources Personnel 1 Parks Director 3 Parks Superintendents (Maintenance, Recreation, Planning) 1 Maintenance Supervisor 4 Crew Leaders 16 Maintenance Staff 5 Misc. Field Staff 9 Office Staff Specialized Manpower Field Equipment and Chainsaw Operators 22 Emergency Shelter Staff Capabilities 17 Specialized Field Equipment 4 x 4 Vehicles (Pickups) 5 2 x 4 Vehicles (SUV, Pickups, Car, Van) 18 Backhoe (Fullsize — 4 x 4) 1 Backhoe (midsize) 1 Skidsteer 1 Toolcat (4 x 4) 1 Tractors (large -4x4) 1 Tractors (midsize) 1 Flatbed Trailers 17 Dump Trailer 1 ATV 4 -wheeler 1 4 x 4 Utility vehicle 1 6 x 6 Utility vehicle 1 2 x 4 Utility vehicle 2 Chainsaws 15 Polesaws 4 Concrete Saw 1 [;X EMERGENCY SHELTER FLOW CHART Determination to Open Shelters EOC - John Luther 530-7911 / Rick Johnson 409-6419 Red Cross - Arthur Ashby 870-351-0693 CALL Connie Edmonston - Fayetteville Parks and Recreastion 479-601-1052 Byron Humphry - 841-5484 (Chris King Electrical 841-6231) Boys and Girls Club - Eric Schuldt- Cell phone (479)530-3923 work (479)442-9242 560 Rupple Rd Vandergriff Elementary School Cafeteria - David Tate cell (479)435-1425 2975 E Township Central United Methodist church - Jody Farrell- cell phone(479)-200-2714 work(479)-442-1805 19 W. Lafayette - Brian Swain- cell phone(479)-466-3983 work(479)-442-1828 Christian Life Cathedral - Ralph Rathburn- cell phone(479)-200-0598 work(479)521-5683 1285 E Milsap Rd Walker Senior Adult Center - Sherri Napier Cell (479)713-9984 work (479)571-2920 945 S College Chief of Staff - Don Marr 575-8303/ 236-1739 Police Chief Greg Tabor 601-3502 Police Dispatch 587-3555 (option 1) Fire Chief David Dayringer 841-5970 / Fire Marshal Terry Lawson 841-8658 EMS Becky Stewart 521-5800 Lindsley Smith 575-8328 / 409-1288 Justine Middleton - Animal Services 444-3455 / 283-4160 CI I ICIII CIVI IVICU Idy. Cl I IGl Il I IIII I Shelter Capacities Boys and Girls Club 500 Vandergriff Gym 80 Central United Methodist Church 135 Christian Life Cathedral - ?? Walker Senior Center 50 City Radio Channels Parks 1 - D Transporation 3 - E Water / Sewer 4 - F Phil Pumphry Ozark Transit 236-0463 Henry Lacutic 871-3340 Updated 1/31/2011 ESF #7 Logistics and Resource Support Resource List Date: 02-25-2011 Department: Development Services City Planning City Engineering Trails Community Services Community Development Block Grant Program Code Compliance Animal Services Building Safety Department Head Phone: 479-575-8265 Department Head Email: jpate@ci.fayetteville.ar.us Resources: Personnel • 1 ICC certified Building Official • 4 registered Professional Engineers • 1 registered Professional Surveyor • 2 registered Professional Planners • 1 registered Landscape Architect • 3 Land Agents • 5 state certified Building Inspectors • 5 certified Public Works Inspectors • 1 Veterinarian • Various other professional and administrative staff Vehicles • 1 4x4 Survey truck • 4 4x4 ext. cab Rangers • 1 reg cab full-size Chevy Silverado • 1 reg cab Chevy Colorado • 1 ext cab full-size Ford F-150 • 3 4x4 ext cab full-size Fords • 1 4x4 Jeep Cherokee • 1 4x4 Honda Element • 5 standard Honda Elements • 1 Full size reg cab truck • 2 ext cab Ford Rangers • 1 Ford Taurus sedan • 1 van (Animal Services) • 2 trucks equipped with animal cages rinri imontc • Land Records, property ownership, deeds • Right-of-way and easement documents • Building permit as -built drawings • Development/Engineering Plans (as-builts) • Water/Sewer line as -built plans Equipment/Supplies • Survey equipment • Approx. 60 desktop computers • Approx. 10 laptop computers • 2 Projectors • 1 color large-scale plotter • 1 large -format copier • 1 b/w high capacity printer • 1 color high capacity printer • 1 extension ladder • 1 step ladder • 7 digital (smart) levels • 1 wheel measure device • 2 infrared trail counter devices • 2 microfiche machines • 5 heavy duty flashlights • Medicine (for animal use) • Surgery/medicinal equipment, operating table • Incinerator • 20-30 portable pet carriers • Large-scale dog bath • Industrial laundry equipment • 46 dog runs, 45 cat cages, 20 mixed -size cages • Animal catch poles, dart gun • 8 small live animal trap, 2 large animal live trap [: ] ESF #13 Public Safety & Security Resource List Date: 02/02/2011 Department: Fayetteville Police Department Head Phone: 479-587-3553 or 479-587-3500 Department Head/ Email: Chief Greg Tabor - g.tabor@ci.fayetteville.ar.us Personnel: 116 sworn personnel Emergency Equipment: ERT Truck- 1 K9 Vehicles- 2 Motorcycles- 3 Bicycles- 25 Pickups- 3 Patrol cars- 26 Crime Scene Unit- 1 Additional Resources: Segway- 1 Trailers- 3, (2 - flatbed, and 1 enclosed with water tank, generator, pump) ATV sidekick - 1 Portable Generator —1 Portable Radios assigned to each officer ESF #15 External Affairs Resource List Date: February 6, 2011 Department: External Affairs Department Head Phone: 479-575-8328 Department Head Email: Ifsmith@ci.fayetteville.ar.us Resources: CityNet for internal communication AccessFayetteville.org for internet community announcements Private Radio Stations Private Television Stations Local blogs Government Channel Education Channel Public Access Channel Media Contacts Facebook Twitter Emergency Equipment: Phone Internet Media Public Access Channel Education Channel Government Channel Additional Resources: Governor's Office Washington County External Agency Liaison Congressional Representative and Senators' Offices Arkansas General Assembly Representatives and Senator Northwest Arkansas Media List Updated January 22, 2010 Arkansas Democrat -Gazette P.O. Box 7 2560 N. Lowell Road Springdale, AR 72765-0007 479-365-2900 Jeff Jeffus, Publisher, 479-442-1700, jjeffus@arkansasonline.com Lisa Thompson, Managing Editor, 479-872-5168, Thompson@arkansasonline.com Kent Marts, Weeklies Editor, 479-271-3711, kmarts@arkansasonline.com Susan Scantlin, Editor, 479-365-2960, sscantlin@arkansasonline.com Ray Minor, City Editor, 479-365-2922, rminor@arkansasonline.com James Gilzow, Senior News Editor, 479-365-2937, jgilzow@arkansasonline.com [;1 David Gottschalk, Photo Editor, 479-365-2963, dgottschalk@arkansasonline.com Bob Coleman, Photographer, 479-365-2963, rcoleman@arkansasonline.com *Adam Wallworth, News Reporter, 479-365-2996, awallworth@arkansasonline.com Bill Bowden, NW News Reporter, 479-365-2966, bbowden@arkansasonline.com Jennifer Cook, NW Deputy City Editor, 479-365-2981, jcook@arkansasonline.com Tracie Dungan, NW Health Reporter, 479-365-2952, tdungan@arkansasonline.com John Magsam, NW Business Editor, 479-365-2977, jmagsam@arkansasonline.com Cyd King, NW Profiles Editor, 479-365-2873, cking@arkansasonline.com Richard Massey, News Reporter, 479-365-2925, rmassey@arkansasonline.com Rob Smith, NW Transportation Reporter, 479-365-2944, rsmith@arkansasonline.com Northwest Arkansas Newspapers (NAN) Editorial Opinion Doug Thompson, Editor, 479-872-5127 dthompson@nwaonline.com Brenda Blagg, Columnist, 479-571-6463, bblagg@nwaonline.com Features Debbie Miller, Editor, 479-872-5029, dmiller@nwaonline.com Becca Martin, Assistant Editor, 479-872-5054, bmartin@nwaonline.com Sara Sullivan, Features Writer, 479-872-5051, ssullivan@nwaonline.com Carin Schoppmeyer, Society, 479-872-5049, cschoppmeyer@nwaonline.com Business Christie Swanson, Business Reporter, 479-872-4709, cswanson@nwaonline.com Lana Flowers, Business Reporter, 479-872-5116, (flowers@nwaonline.com Outdoors Flip Putthoff, Outdoors Writer, 479-619-2544, fputthoff@nwaonline.com Mailing address: Rogers Morning News, 313 S. Second St., Rogers, AR 72756 Springdale Morning News P.O. Box 7 2560 N. Lowell Road Springdale, AR 72765-0007 Donna Lonchar, Local Editor, 479-872-5036, dlonchar@nwaonline.com Steve Caraway, City Reporter, 479-872-5041, scaraway@nwaonline.com Northwest Arkansas Times P.O. Box 1607 Fayetteville, AR 72702 Greg Harton, Local Editor, 479-571-6429, gharton@nwaonline.com Joel Walsh, Local Government (Fayetteville) 571-6418 jwalsh@nwaonline.com Scott Davis, County Reporter, 479-571-6439, sdavis@nwaonline.com Kate Ward, Cops Reporter, 479-571-6417, kward@nwaonline.com Rose Ann Pearce, Education Reporter, 479-571-6490, rpearce@nwaonline.com Rogers Morning News 313 S. Second Street Rogers, AR 72756 Leeanna Walker, Local Editor, 479-619-2527, lwalker@nwaonline.com *Caleb Fort, Education Reporter, 479-619-2533, cfort@nwaonline.com Benton County Daily Record P.O. Box 929 Bentonville, AR 72712 Mike Jones, Local Editor, 479-271-3724, mjones@nwaonline.com Tabatha Hunter, County Reporter, 479-271-3717, thunter@nwaonline.com WEEKLIES : Associated with NAN and AR Democrat -Gazette Times of Northeast Benton County P.O. Box 25 Pea Ridge, AR 72751 Annette Beard, Editor, 479-451-1196, annetteb@nwanews.com The Weekly Vista in Bella Vista 313 Town Center West Bella Vista, AR 72714 Douglas Grant, Editor, 479-855-3724, douglasg@nwanews.com McDonald County Press P.O. Box 266 Pineville, MO 64856 Rick Peck, Editor, 417-223-4675, rpeck@nwaonline.com Gravette News Herald P.O. Box 640 Gravette, AR 72736 Dodie Evans, Editor, 479-787-5300, gravettenews@nwanews.com Gentry Courier Journal P.O. Box 677 Gentry, AR 72734 Randy Moll, Editor, 479-736-2822, randym@nwanews.com The Siloam Springs Herald Leader 101 N. Mount Olive Siloam Springs, AR 72761 Gary Burton, Editor, 479-524-5144, garyb@nwanews.com Washington County Enterprise Leader P.O. Box 520 Lincoln, AR 72744 Randal Seyler, Editor, 479-824-3263, rseyler@nwaonline.com La Prensa Libre 212 N. East Ave. Fayetteville, AR 72701 Francisco Ayala, Editor, 479-571-6430, fayala@nwanews.com Fayetteville Free Weekly [*4 212 N. East Ave. Fayetteville, AR 72701 Susan Porter, Editor, 479-571-6419, sporter@nwaonline.com White River Valley News (Elkins) P.O. Box 6350 Fayetteville, AR 72702 Pat Harris, Editor, 479-443-9786, wrvnews@nwanews.com WEEKLIES : Other Harrison Daily Times 211 CR 3101 Berryville, AR 72616 Ginger Shiras, Reporter, 870-423-3502, gingerginger@aristotle.net Madison County Record P.O. Drawer A Huntsville, AR 72740 Kyle Mooty, Editor, 479-738-2141, editor@mcrecordonline.com Carroll County News 5 Forest Park Ave., Ste. C Holiday Island, AR 72631 Kathryn Lucariello, Reporter, 479-253-9719, ccnhi@cox-internet.com OTHER University Relations/Media University of Arkansas 800 Hotz Hall Fayetteville, AR 72701 Steve Voorhies, 479-575-3583, svoorhies@uark.edu Associated Press 10802 Exec Ctr Dr, Ste. 100 Little Rock, AR 72116 pebbles@ap.org, (800) 715-7201 Northwest Arkansas Business Journal 2790 S. Thompson, Ste. 101 Springdale, AR 72764 Worth Sparkman, Managing Editor, wspark@nwabj.com, 725-0394 Arkansas Business Journal P.O. Box 3686 Little Rock, AR 72203 Bill Paddack, Managing Editor, bpaddack@abpg.com, 501-372-1443 The Arkansas Traveler Bailey McBride, News Editor, 479-575-3226, travnews@uark.edu www.uatray.com TELEVISION KNWA-TV 15 S. Block, Suite 101 Fayetteville, AR 72701 Brook Thomas, News Director, bthomas(a)knwa.com , 479-571-5100 Neile Jones, Anchor, niones(�knwa.com, 479-571-5100 Dan Skoff, Meteorologist, dskoff@knwa.com, 479-571-5100 Travis Spieth, tspieth@myfox24.com, 571-5100 (Ad sales, PSAs) www.knwa.com KHOG 40-29 HOMETOWN NEWS 2809 Ajax Ave., Ste. 200 Rogers, AR 72758 News Director, news@4029tv.com, 479-878-6088 Melissa Kelly, Reporter, mjanes@hearst.com, 479-878-6088 Drew Michaels, Chief Meteorologist, dburgoyne@heart.com, 479-878-6088 www.4029tv.com KFSM-CHANNEL 5 Northwest Arkansas Mall 4201 N. Shiloh Drive, Ste. 169 Fayetteville, AR 72701 Aaron Schauer, News Editor, Aaron .schauer(a kfsm.com, 479-521-1330 Daren Bobb, Anchor/News in NW, daren.bobb@kfsm.com, 479-521-1330 Garrett Lewis, Chief Meteorologist, garrett.lewis@kfsm.com, 479-521-1330 Mary Marsh, Reporter, mary.marsh@kfsm.com, 479-799-9781 www.5NEWSonline.com JONES TV 610-B East Emma Avenue Springdale, AR 72765 Assists nonprofits with PSAs/video production/local programming on community/civic/environmental Jerry Oliver, 479-756-8090, ext. 199, joliver@jcf.jonesnet.org www.jonestv.org CITY OF FAYETTEVILLE TELEVISION CENTER (City Channel 16) 101 W. Rock Street Fayetteville, AR 72701 Fritz Gisler, Manager, 479-444-3434, fgisler@ci.fayetteville.ar.us Frou Gallagher, fgallagher@ci.fayetteville.net, 444-3436 CAT (Community Access Television/Cox Cable TV Channel 18) 101 W. Rock Street Fayetteville, AR 72701 Jori Costello, jori@catfayetteville.org, 479-444-3433 www.catfayetteville.org ------------------------------ EDUCATIONAL ACCESS TELEVISON (Cox Channel 14) University of Arkansas 119 Kimpel Hall Fayetteville, AR 72701 479-575-4053 UATV airs programs produced by university students, journalism department faculty, and other University of Arkansas departments, as well as selections of programs of interest to the university and the community from across the nation. Contact Fritz Gisler, 479-444-3434, fgisler@ci.fayetteville.ar.us if you have a program you'd like them to air. www.uatvonline.net ------------------------------------------------------------------------------- RADIO KUAF/91.3 NPR Radio www.kuaf.org 479-575-2556 Kyle Kellams, kkellam uark.edu Pete Hartman, phartma@uark.edu KUAF 91.3FM NPR 9 S. School St. Fayetteville, AR 72701 CLEAR CHANNEL RADIO 2049 E. Joyce Blvd., Ste. 101 Fayetteville, AR 72703 479-521-0104 Physical location: Commerce Park II Bldg., Joyce St., Fayetteville, First Floor Studio Duce Foreman, Producer/News, duceforeman@clearchannel.com, 871-8609 (cell) Jennifer Irwin, jenniferirwin@clearchannel.com Carmen Wolfe, Gen. Sales Manager, 479-695-4017, 236-2085 (cell), carmenwolfe@clearchannel.com KURM Radio (790 AM) kurmam(a�sbcglobal.net 479-633-0790 CNN CNN.com Barb Rad, CNN I Report Barbrad42@gmail.com 479-381-6169 http://www.ireport.com/people/BarbRad Appendix E City of Fayetteville Utilities Department Emergency Response Plan May 2009 The City of Fayetteville Utilities Department Emergency Response Plan, May 2009 stands adopted by reference as a part of the City of Fayetteville Emergency Operations Plan. The entire document can be viewed on the enclosed EOP disc, in the folder titled "Utilities De artment Emergency Res onse Plan'l. 71 Appendix F Washington County Health & Medical Annex H Attachment H -6a 2009 Pandemic Influenza Annex Purpose This annex has been prepared to assist Medical, Public Health leaders, County Government and Emergency Planners to better respond to a future threat of a Pandemic catastrophe. It outlines the separate but complementary roles and responsibilities for the Pandemic Planning Committee. Scope The provisions of this Annex constitute general guidance for activities intended to mitigate the harmful effects of a Pandemic Disaster, which will result in widespread illness and death. This annex is intended to complement the Washington County Emergency Operations Plan and its other annexes. Provisions of this Annex are not intended to supersede or abrogate the provisions of any other annex or appendix to this Plan. Situation and Assessment A. Situation Residents of Washington County are vulnerable to a Pandemic Disaster, which could result in a need for augmentation of health protection and surveillance activities, as well as medical services support. The responsibility for management of the risk from pandemic influenza, should it actually occur, rest primarily with national authorities with cooperation from state and local County Government. B. Assessment In recognition of the individuality of each county, as well as the unpredictability of influenza, this annex emphasizes the processes and issues appropriate for the Pandemic Planning Committee, but does not provide a "model plan". Furthermore, it is anticipated that the Pandemic Planning Committee will confront new issues, which will call for additional county dialogue. For example, more consideration is needed about how scarce supplies of vaccines can be shared, and what might be the benefit of canceling public gatherings to slow the spread of a pandemic virus among unvaccinated populations. Concept of Operations It is impossible to anticipate when a pandemic might occur. Should a true Influenza pandemic virus again appear that behaved as in 1917, even taking into account the advances in medicine since then, unparalleled tolls of illness and death would be expected. Air travel could hasten the spread of a new virus, and decrease the time available for preparing interventions. Health care rya systems could be rapidly overburdened, economies strained, and social order disrupted. Although it is not considered feasible to halt the spread of a pandemic virus, it should be possible to minimize the consequences by having prepared for the challenge in advance. An adequate system is in place to handle a limited scope Pandemic situation. Emergency operation for all services in the county will be an extension of the normal care and health protection activities, until such time resources are nearing exhaustion and aid must be requested from outside sources. General Local Emergency Situations based on past experience have resulted in cooperation and utilization of supplies, personnel and equipment as needed. However, a Pandemic cannot be placed in the same category as a natural localized disaster. The difference being that this is a human devastating disaster that will affect us as a nation, not a geologically confined structural disaster. We must take into account that there will be an overwhelming demand of requests for assistance from state and Federal levels during the phases of the catastrophe. Washington County Response to a Pandemic Organization and Responsibilities The official Emergency Operations liaison for Washington County in a Pandemic Situation is the Washington County Health Officer and the County Health Unit of the Arkansas Department of Health. The Washington County Health Unit provides public health services for citizens of the county. During a Pandemic situation, day-to-day operations will be suspended and the Unit will be modified to concentrate resources on critical health protection activities such as Pandemic Surveillance and Control, and providing support for mass care and vaccination. Responsibility of medical direction and location of distribution of any available vaccines will foremost be with the Washington County Health Unit. The Washington County Public Health Officer will be responsible for coordinating the health protection activities of the County Health Unit. The Washington County Health Unit will, in coordination with the physician appointed as County (Public) Health Officer provide health protection services as needed. If necessary, this will include continuous influenza surveillance of the citizens of Washington County. Assumptions During and after a Pandemic disaster, the medical care facilities and personnel will be capable of providing initial medical care for victims of the influenza. Medical care and health protection operations will be supported by the County's Emergency Management Director, Communications, Law Enforcement, Fire and Rescue, Triage, Resource and Supply Personnel, plus Red Cross and volunteer medically trained personnel. Complete records will be kept of all vaccines and vaccines received. A maintained record of all humans that have the influenza strain will be kept. Reporting to all necessary agencies with pandemic virus updates: World Health Organization, (WHO) Washington County Judge "C] Washington County PIO Washington County Office of Emergency Management Washington County Regional Medical Center Washington County Regional Medical Center will provide care for the ill and assist in vaccine distribution. The hospital maintains an up-to-date Pandemic Plan within their Disaster Plan. The following criterion is an enhancement to annex H on responsibilities. Records keeping of all humans that receive care for the influenza strain. Washington County has two ambulance providers for the county. Reporting to all necessary agencies with pandemic virus updates Washington County Judge Washington County Office of Emergency Management Washington County PIO Washington County Health Unit The Washington County Judge upon declaration of a disaster, command decisions will be made, such as school and public closures and possible County quarantine will be considered. The County Judge will work hand -in -hand with the County PIO and Emergency Management Director assessing the Pandemic situation, offering direction and control. Washington County Office of Emergency Management will assist in coordinating efforts and utilization of resources. Receive Reports from the Washington County Unit Health Department, these reports will be disseminated by OEM and given to the Washington County PIO for any media or other release of information. Assessing and mitigation will take place during and after the Pandemic. Monitor our plan and its effects on our community and further more redesign if necessary and integrate a more effective preparedness plan. During a Pandemic situation, the general public will demand information about the influenza and instructions on proper survival/response actions. The County PIO Officer by direction of the County Judge and Office of Emergency Management Director will coordinate information and properly disseminate to the public via radio, newspaper, television or any other source that the public is familiar with. Washington County Chapter of the American Red Cross will provide necessary assistance with provisions of food, transportation and other necessities. Washington County Funeral Homes In the event of a major Pandemic situation requiring augmentation of mortuary services, a temporary morgue will be established and operated according to procedures established by the County Coroner. Washington County Law Enforcement Agencies will provide security for critical facilities and resources as identified by the Chief Executive. Maintain law and order in a possible chaotic atmosphere. Transportation of necessary items to local residents and provisions will be made for Health Care Worker Safety and Public Safety. Provide movement and traffic control, re- establish law and order and support other functional areas in the recovery operations. rL! Follow established procedures for reporting appropriate information to the OEM during the Pandemic Situation. Response Personnel Guide Washington County Health Unit Washington County Regional Medical Center Washington County Government: Washington County Judge Washington County Office of Emergency Management Washington County Sheriff's Office Washington County Rural Volunteer Fire Departments Washington County Chapter of the American Red Cross Mountain Home Police Department Designation of Vaccine Key Government Officials and Key Community Personnel This list will not include Personnel from Baxter Regional Medical Center or Washington County Health unit. They have created their own in-house plan that contains designated Key Personnel. Designation of Vaccine for Key Government Officials Washington County Judge Washington County OEM Director Washington County Law Enforcement Washington County Coroner Washington County Environmental Affairs and Recycling Director Washington County Road Department Superintendent Volunteer 1St Responders (all) Washington County PIO Washington County Telecommunicators Designation of Vaccine for Key Community Personnel SWEPCO Ozarks Electric Co-op Corp. Prairie Grove Telco Arkansas Western Gas Fayetteville Water Springdale Water Washington Water Mt Olive Water Funeral Homes (One director and one assistant) Backstrom-Pyeatte Funeral Home Beards Funeral Home Memorial Funeral Home Moores Chapel Berna-Nelsons Funeral Home 479-521-1141 479-521-2900 479-846-7200 479-521-5330 479-521-1258 479-7515751 479-267-2111 479-443-4824 479-756-2010 479-521-8551 479-756-8341 479-442-7314 479-521-5000 Sisco Funeral Chapel Inc Pharmaceutical Suppliers (One pharmacist and one assistant) Collier Drug Store 1207 S Fred's Pharmacy Harp's Pharmacy Medical Art's Pharmacy Medicap Pharmacy Price Cutter Sam's Club Pharmacy Southgate IGA Pharmacy Springdale Family Target Store USA Drug • Thompson 1742 Joyce Street 100 W. Dickson 3380 Futrall Ste. 2 5260 W Sunset 3055 N College 1189 N Garland 1780 N Crossover Rd 2515 E. Huntsville 509 Millsap Rd 2818 W 6th Street 2008 S. Thompson 1620 School Street 400 W. Emma 3545 N. Shiloh Drive 2300 W. Sunset 1104 N College 2111 W 6th Clergy First Baptist Church- Chief Clergy Catholic Church- Chief Clergy Church of Christ- Chief Clergy Redeemer Lutheran Church- Chief Clergy First United Methodist Church- Chief Clergy (And any other religious affiliation with Congregation) Food Suppliers (One manager and one assistant) Harps Grocery Wal-Mart K -Mart Price Cutter Marvin's IGA 479-451-1126 479-751-9212 479-521-7876 479-442-6262 479-443-9200 479-872-8963 479-442-7917 479-444-7967 479-571-1214 479-443-3411 479-251-8558 479-571-4545 479-751-0464 479-750-7650 479-443-4747 479-751-7408 479-443-5628 479-756-6464 479-521-3200 479-442-5225 Appendix G City of Fayetteville, Arkansas Policy and Procedure CITY OF FAYETTEVILLE, ARKANSAS POLICY AND PROCEDURE Subject, Policy Number: Original Policy Date: Effective Date of Newt Revised Policy: Revision Dates: Custodlan: (Division) Mayor's Signature and Date AD•9.0 PURPOSE: Inclement Weather AD -09 1999 January 7, 2010 January 11, 1990, March 20, 2003 January 12, 2005, August 1, 2005 Administration The purpose of this policy is to establish uniform standards which govern attendance and compensation for non -civil service employees when serious inclement weather conditions exist. Civil Service employees should refer to their department's protocols. AD -9.1 POLICY: It is the policy of the City that all offices will remain open and all operations will continue to function unless the City experiences serious inclement weather that renders travel hazardous and unduly exposes employees to the risk of injury. Inclement Weather - Essential Services Essential personnel, those employees designated by management as required to provide mandatory services, must be on the job regardless of weather conditions. Essential personnel should make arrangements for alternative transportation if they have reason to believe they will be unable to travel to work in their personal vehicle. Any Division that implements a temporary, twenty-four hour operation schedule in response to inclement weather will pay a shift differential to non-exempt employees as outlined below. Regular Day Shift — Paid for hours worked, no shift differential. Second Shift— Paid far hours worked, plus $1.00/hour shift differential Third Shift— Paid for hours worked, plus $2.00/hour shift differential At the discretion of the Division Head, employees who normally are assigned to snow/ice removal may be placed in an on -call status to respond to inclement weather. Those employees who are designated as on -call must comply with the provisions of the City's Call Duty Policy, HR -12. Employees who are on -call will be compensated a flat dollar amount of pay for each day of call duty. The per day dollar amount will be established by HR -12. Y14 AD -09 Page 2 of 2 If Transportation Division clerical support personnel are assigned to work a night shift to provide customer service, they will be paid the $2.00/hour third shift differential. Inclement Weather - Skeleton Crews When severe inclement weather results in mayor -authorized early or all day closing or late opening of city offices, management of each division may designate skeleton crews to ensure that essential services are provided by that division. Those employees designated as "skeleton crews" may change from one event to the next, depending on what services may be deemed essential by management of that division or which employees are most readily available to provide those services. Also the need for skeleton crews for a division may change from one event to the next depending on the work demands of that division. (i.e., Accounting may need skeleton crews if an inclement weather event occurs during a payroll week). Division management will ensure that the employees designated as skeleton crews for their division are aware of this designation and understand that they are required to report to or remain at work. Once the need for skeleton crews has been determined, Division Heads will make a list of those designated as skeleton crews for their division and forward this list to the Chief of Staff and to the Payroll department. This should be done for each event. Inclement Weather —Non-essentialServices For those employees not designated by management as essential during inclement weather, a dedicated phone line has been established to provide information regarding closure or delayed openings of City offices. This official hotline number is 575-8300. When inclement weather occurs, this hotline will be updated no later than 6:00 am. This hotline serves as the City's official method of notification to employees of any weather -related changes to our hours of operation. Any notices distributed by the media regarding our hours of operation should be verified by calling the hotline number. The information on this recorded line is provided on the authorization o₹ the Mayor or his designee. In the instance where inclement weather occurs during a normal workday and it is determined that road conditions are deteriorating and travel may be deemed hazardous, the Mayor may make the decision to close City offices for the day, open late or close early to allow employees to travel safely. When this decision is made, Senior Department Directors will be notified and will in turn be responsible for notifying their divisions of responsibility. In the absence of this notification from the mayor, each Division Head may use his/her own judgment in approving employee requests to be excused due to the weather. Any time off requested by an employee and approved by their supervisor which is not a result of a mayor -authorized closing will be charged to vacation, compensatory time or leave without pay_ The supervisor may at his/her discretion allow the employee to make up the time lost in the same workweek. However, any time off work authorized by the mayor, whether as the result of late opening, early closing or all day closing will result in a corresponding addition of personal time to each employee's leave time bank (prorated for part-time employees). If, because of current work demands, the employee reports to work during this period of closed or delayed opening time, the personal leave time will remain in the employee's bank for later use. If the employee is unable to report to work, the leave time may be used immediately to cover the mayor -designated change in work schedule. y1;] Appendix H: Occupant Emergency Plan John Paul Hammerschmidt Federal Building & U.S. Courthouse May 2009 The Occupant Emergency Plan for the John Paul Hammerschmidt Federal Building and U.S. Courthouse May 2009 stands adopted as a part of the City of Fayetteville Emergency Operations Plan. The entire document can be viewed on the enclosed EOP disc, in the folder titled `Occu ant Emergency Plan John Paul Hammerschmidt Federal Building & U.S. Courthouse". Appendix I Emergency Support Functions ESF #1 — Transportation ESF #2 — Communications ESF #3 — Public Works & Engineering ESF #4 — Firefighting ESF #5 — Emergency Management ESF #6 — Mass Care, Emergency Assistance, Housing, & Human Services ESF #7 — Logistics Management & Resource Support ESF #8 — Public Health & Medical Services ESF #9 - Search & Rescue ESF #10 — Oil & Hazardous Materials Response ESF #11 — Agriculture & Natural Resources ESF #12 — Energy ESF #13 — Public Safety & Security ESF #14 — Long -Term Community Recovery ESF #15 — External Affairs E:111 Emergency Support Function #1 — Transportation Annex ESF Coordinator: Terry Gulley, Director (479)444-3491 or (479)841-0753 Primary Agency: City of Fayetteville Transportation Division Support Agencies: City of Fayetteville Police Department City of Fayetteville Fire Department Washington County Road Department Washington County Department of Emergency Management Arkansas State Police Arkansas National Guard Game and Fish Commission Arkansas Public Service Commission Civil Air Patrol Arkansas Trucking Association National Defense Transportation Association Department of Homeland Security U.S. Army Corps of Engineers Federal Railroad Administration Authorities and References City of Fayetteville Codes and Ordinances City of Fayetteville Emergency Operations Plan Public Law 93-288, Disaster Relief Act of 1974 Manual on Uniform Traffic Control Devices I. Introduction A. Purpose This annex is written to outline the City services provided under ESF #1, Transportation, including the identification, mobilization, and coordination of available city owned, private industry and volunteer transportation equipment, manpower, and technical expertise to meet the requirements of providing essential emergency response in the event of an emergency or disaster. B. Scope Establishes guidelines to aid in the prioritization and/or allocation of transportation resources, processing all transportation requests, coordinating the management of air traffic with guidance from assisting agencies and private industry, determining the priority of street repair, conducting damage assessment, and appropriate emergency management coordination with local jurisdictions, state agencies, and neighboring states. C. Policies Transportation planning will be directed toward satisfying the needs of city departments/agencies requiring transportation routes to perform disaster missions. City departments and agencies are encouraged to use ESF# 1 services to ensure the orderly flow of resources. Transportation planning will include the utilization of available city transportation capabilities. II. Concept of Operations A. General 1. In accordance with the City of Fayetteville Emergency Operations Plan, Basic Plan and this ESF, the Transportation Division is the Primary Agency responsible for coordinating transportation activities (ESF# 1). The Transportation Division will provide an ESF# 1 liaison to the City Emergency Operations Center (EOC). ESF# 1 is responsible for coordinating city resources needed to restore and maintain transportation routes necessary to protect lives and property during an emergency/disaster. 2. ESF# 1 will assess the condition of streets, bridges, tunnels, and other components of the city's transportation infrastructure and with guidance from assisting agencies and private industry: a. Close those determined to be unsafe; b. Post signs and place barricades; c. Notify law enforcement and emergency management personnel d. Protect, maintain and restore critical transportation routes and facilities. e. The owners/operators of any rail line are solely responsible for damage assessment and repair of their commercial rail lines in the city. B. Organization The Transportation Division will work through the City/Washington County EOC, to coordinate efforts for ESF #1, Transportation. Overall coordination of the emergency response will be conducted by the City or Washington County EOC. Under the National Incident Management System (NIMS), Transportation Division will be responsible for coordinating activities of its employees, the agencies named in this document, and other public and private entities involved in ESF #1 - Transportation for the City of Fayetteville. The Support Agencies are responsible for developing and maintaining plans, procedures, and asset inventories to support the ESF# 1 Coordinator. C. Actions 1. Pre -Incident ESF# 1 Primary Agency will maintain its own internal plans and SOPs and will update those plans to ensure prompt and effective response to disasters. 2. Incident a. ESF #1 will coordinate resources needed to restore and maintain transportation routes necessary to protect lives and property. b. ESF #1 Coordinating Agency will provide a liaison to the City EOC, to provide information on road closures, infrastructure damage, debris clearance, and restoration activities. c. ESF #1 Coordinating Agency will coordinate emergency transportation/evacuation routes in order to determine the location of fuel supplies. 3. Post Incident ESF #1 will coordinate the recovery, restoration, and safety of transportation infrastructure by prioritizing the reconstruction needs and the restoration of critical and strategic transportation infrastructure. Reconstructed facilities will be built in accordance with current standards and specifications. ESF #1 will sign all city street closures and detours in accordance with the Manual on Uniform Traffic Control Devices. Ill. Responsibilities A. The Coordinating Agency will: 1. Utilize ESF #1 personnel and equipment during the emergency period to clear debris from roads and streets, temporarily restore public facilities, and assist other agencies as requested. 2. Provide assistance in the damage assessment of transportation infrastructure in close coordination with local, state, and federal officials. 3. Implement ESF #1 functions to include the identification, procurement, prioritization and/or allocation of city resources necessary to maintain and restore the city's transportation infrastructure. 4. Assist local government entities in determining the most viable transportation networks to, from, and within the disaster area and regulate the use of such networks 5. Coordinate buses, trucks, etc., for rescue of persons and/or transport of supplies to disaster victims. 6. Be responsible for the review and revision of this plan at minimum on an annual basis or as needed. E] Emergency Support Function #2 - Communications ESF Coordinator: Kathy Stocker, Dispatch Manager Primary Agency: Fayetteville Police Department Support Agencies: Washington County Washington County Department of Emergency Management Washington County Sheriff's Office University of Arkansas Police Department Central Emergency Medical Services/Firecom Springdale Police Department State of Arkansas Arkansas Department of Emergency Management Arkansas Department of Information Services Authorities and References FEMA I. Introduction D. Purpose The purpose of ES2 is to provide information concerning emergency communications systems used in the City of Fayetteville AR. The procedures outlined will be used to direct communications in the event of an emergency. E. Scope ES2 provides information on the City of Fayetteville's communications and the operations of Central Dispatch during emergencies. F. Policies The Central Dispatch Center will follow policies set forth in the Central Dispatch Policies and Procedures Manual. II. Concept of Operations D. General The City of Fayetteville Communications Division operates using communications networks which are already in place and preprogrammed. Known as talk groups, these unique radio channels are accessible to each console with a radio and can be cross - patched between our agency and any other agency on our patch folder. Emergency Management officials may operate and direct radio use as necessary to enhance emergency communications. Any radio assigned to the City of Fayetteville radio system may communicate with other users on the same channel. In the event of a lost or stolen radio, each radio may be individually removed from the radio system and therefore denied access to the other radio subscribers. E. Organization Dispatch Manager and Assistant Manager: ■ Oversees the development, administration, and maintenance of all communication systems within the Central Dispatch Center which are required to support all City operations for normal and emergency events; ■ Oversees the training of communications officers to handle emergency/disaster operations ■ Supervision of all communications center activities during emergency/disaster operations. Dispatchers: ■ Proper use of communications equipment and procedures at designated stations. ■ Proper handling of messages. ■ Proper screening and routing of all incoming telephone calls. F. Actions 1. Pre -Incident Communications Protection: Radio ■ Electrical Damage. All critical communications equipment and antenna cables are attached to surge and spike suppressors/universal power supplies (UPS) to protect them from the effects of lightning, power surges and power failures. Smith Two Way Radio is the designated subcontractor for Motorola, who currently services our equipment, therefore CDC will contact them for all repairs and/or radio equipment malfunctions. Telephone All Communications Division equipment including telephones and E911 have a high maintenance priority and are maintained to a high state of readiness. Computer and telephone support personnel perform standby duty in the event of failure outside normal duty hours. Contacts are available with AT&T to maintain E911 equipment in a high state of readiness. The City of Fayetteville Parking & Telecommunications Division maintains all telephone lines for the Fayetteville Police Department. Security: Due to the vital role of communications during emergency operations, the Police Chief may assign police officers to provide security for key communications facilities. These may include the communications center, tower repeater sites, and command posts. E11 Training: The Dispatch Manager is responsible for providing emergency and customer service training to all Central Dispatch personnel. Portable and mobile radio training is provided to the City radio users by the departments issuing the radios. Each department assigning personnel to the EOC for communications purposes is responsible for assuring that these individuals are familiar with all department communications operating procedures and are able to operate assigned radio or electronic equipment. 2. Incident The Emergency Management Director has overall responsibility for the Emergency Operations Center (EOC). They will coordinate with the Police Chief, Fire Chief and Communications Manager to make the decision for EOC activation. All communications to the field from the EOC or the Communications Center, shall support the Incident Command System and will be directed through the Incident Commander, or if established, the designated on -scene Communications Officer. During an emergency involving more than one department, the various code systems used for brevity will be discontinued. Normal speech will be used to ensure comprehension during transmission, particularly between units from different agencies. Because of the many different signal codes between agencies, signal and "10" codes will not be used to communicate between personnel during an emergency. 3. Post Incident Dispatch personnel will attend any debriefings and/or any post incident analysis. They will continue to provide necessary communications as needed. III. Responsibilities Police: The Fayetteville Police Department operates an 800 MHz trunked radio system. This system has is connected via T-1 with the Mount Sequoyah Tower Site. This system is used by all city 800 MHz radio subscribers to conduct two way radio operations on a daily basis. In the event of a failure at the Mt. Sequoyah location a back up site can be accessed through site switching on Mt. Robinson. The Mt. Sequoyah site is equipped with a natural gas generator and the Mt. Robinson is equipped with a propane generator. As with all radios on the 800 MHz system, any radio talk group may be monitored from the dispatch center. In the event of catastrophic radio system failure, any radio, portable or mobile, has been programmed with a specific (fail soft) frequency. Radio system traffic is communicated via T-1 circuits between the remote radio sites. In the event the T-1 communications is lost (fail soft), the individual radio units will go to and remain locked on their assigned frequency. The Central Dispatch Center is located in the Fayetteville Police Department. Central Dispatch has 24 employees when fully staffed; one Manager, one Assistant Manager, two supervisors, two trainers and 18 dispatchers (when fully staffed). These highly trained, professional communications personnel perform 24/7 dispatch operations for the Fayetteville E:1:1 Police and Fire Departments and after hours City Departments/Divisions. In addition to utilizing the radio and computer aided dispatch computers (CAD), the dispatch staff are also responsible for handling emergency and routine telephone communications between the general public and the various City Departments. Fayetteville Central Dispatch is the 911 PSAP (Public Safety Answering Point) for the City of Fayetteville. Fire: The Fayetteville Fire Department operates a radio network to support its daily operations. This network is also dispatched from the Central Dispatch Center. Each fire station is toned via a discrete paging and alerting system to each of the 7 fire stations throughout the City. Pages can be activated by any CAD console with the dispatch center. Each fire station operates and monitors an 800MHz radio base station which has transmitting and monitoring capabilities. Emergency Medical: The Washington County Regional Ambulance Authority is an Arkansas governmental interlocal authority formed pursuant to Arkansas Code Annotated 14-14-910, 14-266-102 and 25-20-101 to authorize cities and counties to enter into interlocal contracts to provide services such as emergency and non -emergency ambulance services. An interlocal agreement for ambulance service by and with the City of Fayetteville, Washington County, Elkins, Farmington, Goshen, Greenland, Lincoln, Prairie Grove, West Fork, Winslow and Johnson and to establish the Ambulance Authority and Central Emergency Medical Services as the exclusive emergency and non -emergency ambulance service within the cities. The interlocal agreement was adopted by City of Fayetteville Resolution No. 68-08 on March 18, 2008. In order to ensure maximum efficiency and effectiveness of the operations, an Executive Committee shall be appointed, charged with the oversight of the day-to-day operation of the ambulance system, and delegated such authority as is necessary to carry out the day-to-day operation of the ambulance system. CEMS operates on the Washington County radio network which is a 450 MHz Passport System. Its daily operations are dispatched by dispatchers in their dispatch center. CEMS dispatch is also a 911 PSAP who handles all default wireless calls for Washington County. Their dispatch center also handles fire calls for Washington County small towns and rural areas. Fayetteville Fire units are equipped with radios that operate on the Passport system. Emergency Management: Washington County Emergency Management has several base station radios which are located in the EOC at 105 Mill in Fayetteville. This facility allows communications with emergency response personnel, storm spotters, etc. It also has a kitchen area, showers, sleeping area, and offices available for use in an emergency situation. EOC radio communication is also a part of the AWIN network, available for emergency use when our radio system is inoperable. Puhlir Wnrks: The City of Fayetteville's various public works departments are dispatched from their own offices and have been allocated unique talk groups to conduct normal day-to-day operations on the 800 MHz trunking system. 9-1-1: The City of Fayetteville participates in the enhanced 9-1-1 emergency telephone network maintained by the Washington County 9-1-1 System. The Communications Manager is the PSAP Manager and attends the regularly scheduled meetings. All 9-1-1 calls originating within the city limits of Fayetteville are directed to and processed by the City of Fayetteville 911 Center. There is one (1) exception: the University of Arkansas fields calls made from landlines on University property. Any emergency call not in our jurisdiction will be forwarded to the appropriate agency. Direct transfer can occur from the Fayetteville 911 Center to the other neighboring jurisdictions. Default Landline Calls are routed to the Washington County PSAP. Overflow calls from Fayetteville are routed to Central EMS. Default Wireless calls are routed to Central EMS. Other Communications: Many other public and private communications systems are in use throughout the area. These include commercial paging and cellular telephone systems. Currently the City of Fayetteville CAD system is capable of sending direct pages to a preprogrammed list of users. Emergency Support Function #3 — Public Works & Engineering ESF Coordinator: David Jurgens Office (479)575-8330 Cell (479)841-3677 Home (479)442-3866 Primary Agency: Fayetteville Utility Services (Water & Sewer Operations, Wastewater Treatment and Solid Waste and Recycling) Support Agencies: City of Fayetteville Transportation City of Fayetteville Parks and Recreation City of Fayetteville Parking Management City of Fayetteville Building Maintenance Washington County & Arkansas Department of Emergency Management FEMA Arkansas Department of Health Authorities and References: City of Fayetteville Policies & Procedures Fayetteville Utility Services Standard Operations Procedures Public Law 92-288. Disaster Relief Act of 1974 SOP for Central Dispatch Center IV. Introduction G. Purpose The purpose of this document is to establish clear guidelines for the continuation or restoration of Utility Services operations for the City of Fayetteville and surrounding service areas in the even of both man-made and natural disasters. H. Scope ESF #3 manages and coordinates utility service activities, including preventative maintenance within the city limits and surrounding service areas. Department will also provide assistance to Transportation in debris removal in the even of a storm event. I. Policies Priority is given to public safety, employee safety and property protection. Personnel records are maintained permanently. Department specific standard operational procedures and city policy are developed in order to promote safe and efficient operations. V. Concept of Operations G. General The Fayetteville Utilities Department is the primary agency designated to distribute and service water and sewer utilities to the City of Fayetteville citizens and surrounding areas. It maintains pump stations, water tanks and service lines operating out of two (2) offices one at City Hall and one at the Water and Sewer Operations Center. H. Organization In the event that the Utilities Director is unable to perform his duties, the following is the line of succession for the Utility Services Department: ■ Operations Manager Contact Information: David Jurgens, Utilities Director (479)575-8330 or (479) 841-3677 djurgens@ci.fayetteville.ar.us William Winn, Operations Manager (479)575-8386 or (479)601-4611 wwinn@ci.fayetteville.ar.us I. Actions 1. Pre -Incident Prevention: Conduct routine maintenance to avoid failures. Maintain at least half a tank of gas in all frequently used vehicles. Pre -Event Phase: Contact all employees to review emergency response priorities, safety practices, communications requirements and schedule. Install manual controls on all equipment necessary for continued operation Fill all fixed location generator fuel tanks Fill all fuel tanks Confirm that there is sufficient backup fuel SCADA: Program pre -event settings for possible emergencies Distribute pre -determined water tank, pump station, sewer lift station, other water/wastewater assets, road clearing, communication/cell tower protection priority lists and related checklists Distribute hard copies of necessary contact lists to core members and post at WWP's, City Hall, and W/S Operations building on a regular basis, in addition to pre - event. Test and charge all radios and cell phones Inventory batteries, flash lights, mobile generators, propane torches Confirm that there are sufficient cots, blankets and enough food to cover scheduled staff Set up a copy code/long distance code for disaster -related business 2. Incident During an emergency even each department will have at least one update briefing per day which covers issues, impacts and solutions from that day and the plan or the next 24 hours. This update will be due to the Water and Wastewater Director noon. Also distribute to W/S Operations Manager and WWTP Project Manager. Three written quotes for any emergency related purchase if FEMA may be involved. Water & Sewer Operations Center and Plant offices will assign at least one person to answer phones during a major disaster and to handle public relations, this person will communicate with telecommunications and Central Dispatch to ensure that phones can be answered 24 hours per day via forwarding if necessary. 3. Post Incident Clean up all highly traveled roads as quickly as possible Dispatch team members to all Water & Wastewater sites to assess damage; submit report to Purchasing and Public Utilities Director as quickly as possible . Assemble a core team to create RFQs and associated follow-up for removal and monitoring of debris cleanup if necessary. Generate a list of damages to be addressed by insurance for Purchasing. VI. Responsibilities B. The Coordinating Agency will: • Ensure safety of the public by keeping sewer collection system running properly, maintain mains by cleaning, televising and new installation • Respond to water and sewer calls 24 hours a day • Isolate outages to the smallest area and restore water as quickly as possible to avoid boil orders • Work with contractors on projects to ensure the City's interests are protected • Run jumpers to customers if needed during an outage • Check all stations to ensure equipment is in functional order • Establish and maintain access to all facilities • Run and transfer power on all emergency generators to ensure unit and transfer switch is operable • Prepare 5 small generators • Test all backup systems • Verify that the water customers are recovering adequate water pressure and flow at the meter, minimize water loss do to water leaks at the service, meter or customers piping or plumbing and report questionable water quality to the maintenance department • Assist other departments with debris removal as schedule will allow a@ I Emergency Support Function #4 — Firefighting Annex ESF Coordinator: David Dayringer, Fire Chief Primary Agency: Fayetteville Fire Department Support Agencies: Washington County Washington County & Arkansas Department of Emergency Management Fayetteville Transportation Department Central Dispatch Center Fayetteville Police Department University of Arkansas Police Department Central Emergency Medical Services/Firecom Mutual & Automatic Aid Partners (Springdale FD, Rogers FD, area volunteer FD's) State of Arkansas Arkansas Department of Environmental Quality Arkansas Department of Health Arkansas Fire Prevention Commission Arkansas Fire Chief's Association Arkansas Firefighter's Association State of Arkansas Fire Marshal Federal Support Agencies: U.S. Forest Service National Weather Service FEMA Other Support Agencies: Red Cross Arkansas Fire Academy Northwest Arkansas Community College Authorities and References City of Fayetteville Policies & Procedures Fayetteville Fire Department Standard Operational Procedures Public Law 93-288. Disaster Relief Act of 1974 Mutual/Automatic Aid Agreements FireWise Program information National Weather Service Cooperative Agreement SOP for Central Dispatch Center National Fire Incident Reporting System (NFIRS) I. Introduction A. Purpose 40a The Fayetteville Fire Department is responsible to prepare for, respond to, and control all types of fires, technical rescues, hazardous materials, emergency medical first responses, and other related emergencies in the City of Fayetteville. B. Scope ESF #4 manages and coordinates firefighting activities, including the prevention, detection and suppression of fires inside the city limits, and provides support to local agencies involved in rural and urban firefighting, rescue, and ems operations. II. Policies Priority is given to public safety, firefighter safety and property protection, in that order. Personnel records are maintained permanently. Fire reports and records are maintained for a five-year period in the AS -400 records management system in the NFIRS format. Local coordination with, and support of, fire suppression, rescue, & ems operations is expected to be accomplished under the National Incident Management System (NIMS)/Incident Command System (ICS). Department specific standard operational procedures and city policy are developed in order to promote safe and efficient operations. III. Concept of Operations A. General The Fayetteville Fire Department is the primary agency designated to combat fires, conduct rescues, and provide BLS emergency medical first response. It maintains fire stations and offices in nine (9) locations throughout the city and is an organization with personnel, communications and training, fire apparatus and specialized equipment dedicated to fire protection, rescue, and ems responses. ESF #4 manages and coordinates city firefighting, rescue, & ems activities. This function is accomplished by mobilizing effective firefighting resources. ESF #4 uses established firefighting and support organizations, processes, and procedures outlined in the City policies and department procedures that mirror industry best practices. Responsibility for situation assessment and determination of local resource needs lies primarily with the on scene Incident Commander. Resolution of shortages of resources may be accomplished enlisting the assistance of the Washington County Department of Emergency Management Office and Arkansas Department of Emergency Management (ADEM). Operations are managed under NIMS/ICS. B. Organization In the event that the Fire Chief is unable to perform his duties, the following is the line of succession for the Fayetteville Fire Department: ■ Assistant Fire Chief ■ Battalion Chiefs ■ Senior Captains Contact Information: David Dayringer, Fire Chief (479)575-8365 or (479)841-5970 ddayringer@ci.fayetteville.ar.us Chris Lynch, Assistant Fire Chief (479)575-8365 or (479)841-5671 clynch@ci.fayetteville.ar.us Mauro Campos, Battalion Chief (479)575-8365 or (479)601-1609 mcampos@ci.fayetteville.ar.us IV. Actions Pre -Incident Prevention: Education is the most favorable method of fire prevention. The Fayetteville Fire Department cooperates with Washington County Fire Services Office, Northwest Arkansas Metro Chiefs Association, Central Emergency Medical Services, the Cooperative Extension Service, State Fire Marshall, and local groups in many educational prevention activities. Investigation activities are conducted through the Fayetteville Fire Department Fire Prevention Bureau, with assistance from the Fayetteville Police Department and the Washington County Fire Marshal's Office. The Fayetteville Fire Marshal is given statutory authority to enforce the fire laws of the City and the State of Arkansas through the Fire Prevention Code. Preparedness: The Fayetteville Fire Department Training Division conducts an extensive fire -training program for its employees. Firefighters are given progressive training in the techniques and science of fire control, affecting rescues, and providing medical basic life support as they advance through their careers. Professional Development and higher education is encouraged for all employees. Incident The Fayetteville Fire Department responds to fires, rescues, and ems calls for service in the city limits of Fayetteville. The initial fire company will control the incident and/or request assistance as needed. First priority will be given to lifesaving actions. The incident commander will activate and deploy additional resources as needed proactively when the incident threatens or exceeds the capability of the first assignment of fire companies. Post -Incident Continuing Response Actions: The Fire Chief or his designee obtains, maintains, and provides incident situation and damage assessment information through established procedures; Coordinates incident resource needs, and determines and resolves, as necessary, resource shortages and resource ordering issues, interagency conflicts, and policy matters; �L! Turn over the scene to long term or law enforcement agencies after the initial threat is contained; Post incident analysis meetings will be conducted to evaluate and improve operations and training programs. Recovery The Fire Department will work with local agencies such as the American Red Cross to provide temporary housing for displaced residents and local businesses and insurance agencies to provide board -up services for damaged structures. V. Responsibilities ESF Coordinator/Primary Agency: The Fayetteville Fire Department will perform the following tasks: • Provide qualified representatives to serve as City ESF #4 Coordinator. • Upon notification of an emergency response, large scale incident, or disaster, Fire Department personnel and equipment will initiate suppression activities, rescue and ems services. • The City EOC will be notified before resource requirements exceed department's resources. • The Fire Department shall establish incident command at each fire/rescue/ems incident. • The incident commander or incident PIO will coordinate with EOC Command or the JIC in releasing information to the media. • The Fire Department will work with local resources on initial/preliminary damage assessment, debris clearance, and recovery of trapped/injured persons. • Provide logistical support and coordination of activities with other emergency support functions. • Provide and coordinate firefighting assistance to local fire organizations as requested under the terms of existing automatic/mutual aid agreements. • Provide monitoring of staff for fatigue and burnout and replace as needed. • In the event of earthquake, assist ESF #3 in hazard mitigation by visually inspecting all remaining damaged structures. Will also assist in assessing and bringing under control remaining uncontrolled fires and/or hazards resulting from seismic activity. • Will evaluate continued emergency needs and release auxiliary forces as appropriate and return emergency personnel to normal schedules as soon as possible. • Will keep all records of resource expenditures and submit to the City EOC or Finance Branch after the incident to request appropriate reimbursement. • Fire stations may be used for temporary staging for city resources, people needing shelter or assistance, and rest areas for city employees. The intent is not for fire stations to be used for sheltering operations. Emergency Support Function #5 — Emergency Management ESF Coordinator: Don Marr, Chief of Staff — Emergency Management Director Primary Agency: The City of Fayetteville Mayor's Office Support Agencies: All City of Fayetteville Divisions Fayetteville City Council Washington County Judge's Office Washington County Department of Emergency Management Arkansas Department of Emergency Management State of Arkansas Governor's Office American Red Cross FEMA Authorities and References City of Fayetteville Emergency Operations Plan City of Fayetteville Codes & Ordinances Act 232 of 1973, Interstate Civil Defense and Disaster Compact Arkansas Code Annotated §12-49-402 (Act 959 of 1997) Emergency Management Assistance Compact Legislation I. Introduction J. Purpose Emergency Support Function (ESF) #5 — Emergency Management is responsible for supporting overall activities of City Government for domestic incident management. ESF #5 provides the core management and administrative functions in support of the City or Washington County Emergency Operations Center (EOC). K. Scope ESF #5 serves as the support ESF for all city departments and agencies across all four phases of incident management: Mitigation, Preparedness, Response and Recovery. ESF #5 facilitates information flow in the pre -incident prevention phase. During the post incident response phase, ESF #5 is responsible for support and planning functions. ESF #5 activities include those functions that are critical to support and facilitate multi -agency planning and coordination for operations involving potential and actual large-scale incidents or disasters. This includes alert and notification, deployment of resources, incident action planning, coordination of operations, logistics, direction and control, information management, facilitation of requests for County or State assistance, resource acquisition and management (including allocation and tracking), coordination of Emergency Management Assistance Compact (EMAC) requests with Washington County DEM's Office and requests to address resource and support shortfalls. L. Policies i. ESF #5 establishes the City of Fayetteville support infrastructure in anticipation of requirements for prevention, response, and recovery assistance. �tl The Mayor, County Judge or their designees' requests for State assistance under Arkansas Code Annotated 12-75-101 et al. are coordinated through the EOC and with Washington County DEM. iii. Resource allocation and tasking is coordinated through ESF #5 using local planning and/or WebEOC and procedures outlined in the City of Fayetteville, Washington County, and/or Arkansas State Emergency Operations Plan. iv. ESF #5 staff identifies and resolves resource prioritization issues identified at the EOC. Those issues that cannot be resolved at the EOC are elevated to Washington County EOC, the State EOC or requested through EMAC. v. ESF #5 staff provides the informational link between the local jurisdictions, Washington County, NGO's, State EOC, Governor of Arkansas and FEMA. ESF #5 serves as the central conduit for City situation reports to Washington County, State of Arkansas and FEMA. vi. Appropriate departments and agencies will be included in the incident action planning process coordinated by ESF #5. vii. ESF #5 provides representatives to staff key positions at the local, county, and/or Federal/State Joint Field Office (JFO) or to the Joint Terrorism Task Force during an Incident of National Significance. viii. ESF #5 staff facilitates supplies and equipment to support management of incidents during large-scale events or disasters. These facilities can include the Joint Information Center (JIC), and Disaster Recovery Centers (DRCs). ix. ESF #5 staff supports the implementation of intrastate and interstate mutual aid agreements to ensure a seamless resource response. x. ESF #5 is responsible for notifying the City Departments and agencies, as well as county or State emergency management organizations, of potential threats to trigger the elevation of their operational response postures. xi. The Director has full authority to take whatever actions are necessary to protect and alleviate threats to life and property of the citizens of the City of Fayetteville. II. Concept of Operations J. General o The normal day-to-day organizational structure of city government, following NIMS guidelines, will be maintained in response to disasters. Most emergencies will be handled by the city staff with assistance from appropriate agencies, organizations and personnel. o The executive planning group will be located with the Mayor at an appropriate location. It will be supported by the City or Washington County EOC and the departments/agencies specified in supporting roles in this ESF. o City of Fayetteville EOC activation levels: • Level 4 Normal Operations X-11 • Level 3 Increased Preparedness • Level 2 Limited Activation • Level 1 Full Activation o The City EOC will be activated for disasters/emergencies or other large scale event when the Mayor, the Emergency Management Director, or their designee, deems it necessary for effective response and coordination. o ESF Coordinators will report to the EOC when requested by the Emergency Management Director or his authorized representative. Support provided by these divisions or agencies may be coordinated from the EOC. o ESF #5 provides a trained and experienced staff to fill management positions in the Command, Operations, Planning, Logistics, and Finance and Administration Sections of the EOC as needed. o The City EOC monitors potential or developing incidents and supports mitigation and response efforts. o The EOC coordinates operations and situational reporting to the City of Fayetteville Executive Policy Group, Washington County DEM, Arkansas Emergency Management Agency (ADEM) and FEMA. K. Organization In most disasters, affected local governments will provide adequate direction and control. When direction and control by affected local government(s) is not available, County and/or State government might be asked to temporarily assume direction and control functions. Direction and Control support will come from agency EOCs and/or other county or state departments and agencies. ESF #5 is organized in accordance with the National Incident Management System (NIMS). The ESF #5 structure supports the general staff functions described in the NIMS at the EOC. These functions include: o Command Support: ESF #5 supports the command function by providing senior staff and incident action planning capabilities. ESF #5 also provides information, administrative, logistics, and financial support functions. o Operations: City emergency governmental operations may be carried out from the EOC located at the City's or Washington County's EOC. As the Coordinating Agency for ESF #5, the Emergency Management Director provides department/division directors to staff the City EOC. The City of Fayetteville EOP identifies staff to fill positions to coordinate ESF's in the EOC. The City's EOP develops and maintains notification procedures and contact information to respond to incidents in the City of Fayetteville. An Emergency Operations Checklist for each NIMS function has been developed and is utilized at the EOC. City staff develops operational procedures outlined in the City's EOP. The ESF #5 Coordinator ensures that mutual aid agreements are properly executed and documented. o Planning: The ESF #5 Coordinator appoints staff to the planning section in the EOC. The planning section provides for the collection, evaluation, development, dissemination, and use of information regarding incident status and response actions. The planning section is responsible for the incident action plan process. This includes preparing and documenting incident priorities, establishing the operational period and tempo, and developing staffing plans related to the incident as needed. The planning section may also enlist subject matter experts as support for incidents requiring specific technical knowledge. o Logistics: The ESF #5 Coordinator appoints staff for the EOC logistics section to control and account for supplies and equipment, locate and track resources; organize delivery of equipment, supplies, and services. The logistics section coordinates closely with ESF #7 — Resource Support. o Finance/Administration: The ESF #5 Coordinator appoints staff for the finance and administration section to monitor funding sources and expenses. The finance and administration section is responsible for employee services, including personnel, facilities, and assets. The finance and administration section documents all costs associated with an incident. L. Actions City EOC o When there is a credible threat, or other large scale event, the City EOC may be activated. Other actions may be taken depending on the nature of the threat or event. o Activation of ESF #5 results in staffing of the EOC. Activity will increase as alerts go out, notifications are made, and situation reports are provided to the Mayor's Office. o ESF #5 maintains constant communication and convenes periodic briefings with all appropriate parties to coordinate the joint local, State, and Federal operations. o ESF #5 provides situation reports and other information as required to the Mayor's Office, county, state and federal agency counterparts. o ESF #5 activates other ESF's as appropriate and establishes reporting and communications protocols with the activated functions. o ESF #5 staff develops the initial incident action plan outlining operational priorities and coordinates with other ESF's to implement the plan. Incident Planning and Management Activities o ESF #5 helps maintain situational awareness of the threat or incident, in coordination with the appropriate local entities, county and/or state agencies and organizations. It coordinates and represents the City's interest in the County- State- Federal operational partnership and ensures that local government and individual applicants receive timely, equitable, and comprehensive assistance as provided for in City, County, and State statutes and directives. 100 o As the operation progresses from the pre -incident phase through response and into recovery, ESF #5 continues to provide immediate, short-term, and long-term planning functions in coordination with the other ESF's engaged in the operation. As the City assumes greater responsibility for the recovery operation, ESF #5 coordinates the responsible and orderly termination of other assistance. III. Responsibilities C. The Coordinating Agency will: o ADEM has established five (5) administrative areas in the state and appointed a coordinator for each of these areas to assist local governments in establishing and maintaining a viable emergency preparedness program within their jurisdictions. (See Appendix D - Administrative Areas and Coordinators) These coordinators also act as an arm of state government in coordinating the use of state, federal and volunteer resources in emergencies/disasters. o The Emergency Management Coordinator through ESF #5 activates and coordinates City assets and capabilities to mitigate, prepare, respond to and recover from incidents and coordinates with State, County, local and other emergency management organizations. o Coordinate City planning activities including immediate, short-term, and long- range planning. Large-scale event or disaster response planning and operations implementation of the City are developed, tracked, and implemented through ESF #5. o The ESF #5 Coordinator oversees staffing for emergency management activities at the EOC. The EOC determines the appropriate ESF's to activate, the size and composition of the organizational structure when activated. o ESF #5 Coordinator conducts and/or coordinates training and exercises for the staff, local -county -state officials, nongovernmental organizations and designated volunteer groups. o The ESF #5 Coordinator will review and make necessary updates to ESF #5 annually in conjunction with the ESF #5 Supporting Agencies. o The ESF #5 Coordinator will be responsible for the updates and maintenance of this City of Fayetteville Emergency Operations Plan. 101 Emergency Support Function #6 — Mass Care & Sheltering ESF Coordinator: Connie Edmonston, Parks and Recreation Department Director Primary Agency: Fayetteville Parks & Recreation Department Support Agencies: Washington County Emergency Operations Center (EOC) Director and Staff American Red Cross — Northwest Arkansas Chapter Authorities and References Washington County Emergency Operations Center (EOC) Director and Staff American Red Cross - Northwest Arkansas Chapter IV. Introduction M. Purpose Emergency Support Function (ESF) #6 coordinates the delivery of mass care, emergency assistance; housing and human services in assistance to the Washington County EOC, American Red Cross and voluntary agencies to ensure the needs of our citizens impacted by disasters are addressed. N. Scope Upon the request of EOC and Red Cross to the City Mayor, the Parks and Recreation Department coordinates with these agencies in the opening and operations of emergency shelters. This would include solicitation of volunteers to assist at the shelters and donations of supplies including food and water to help support the shelter(s). O. Policies All policies and procedures of the American Red Cross and Washington County Emergency Operations Center will be followed. City Policies and Procedures will be followed Department specific standard operational procedures and City Policy are developed in order to promote safe and efficient operations. Shelters will be reviewed by the City Fire Marshall who establishes the shelter's human capacity. ESF #6 will coordinate assistance without regard to race, color, religion, nationality, sex, age, disability, limited English proficiency, or economic status. ESF #6 will assist the Red Cross and EOC in coordinating voluntary agencies, and non- governmental organizations in addressing functional needs support services (FNSS) to enable individuals to maintain their independence in general population shelters in accordance with FEMA requirements and the policies and procedures of the Red Cross. V. Concept of Operations M. General The Washington County Emergency Operations Center (EOC) under the leadership of the County Judge must request to the Red Cross the need to open emergency shelters in the City of Fayetteville. The EOC is the primary point of contact with FEMA. The Mayor of Fayetteville, or Chief of Staff, will notify the Parks and Recreation Director to assist the Red Cross in opening emergency shelters within the City by soliciting volunteers to work at the shelter and donations of food and water as needed. The shelter will be operated under the policies and procedures established by the American Red Cross. It is important for this procedure to be followed in order to fall under the guidelines and liability umbrella of the American Red Cross and Washington County EOC. Shelters should only be opened under a contract initiated by the American Red Cross in which the City will assist once this protocol is established by Washington County EOC and the Red Cross. Close coordination will be maintained between the ESF #6 and the County EOC, Red Cross and supporting agencies. Initial response activities will focus on immediate needs of victims (food, water, cots, blankets, durable and consumable medical items, etc.) that are generally provided by the Red Cross and EOC. N. Organization In the event the Parks and Recreation Director is unable to perform his/her duties, the following is the line of succession for the Fayetteville Parks and Recreation Department: • Recreation Superintendent • Planning Superintendent • Parks Maintenance Superintendent (as needed) • Recreation Program Managers Contact Information: Connie Edmonston, Parks and Recreation Director 479.444-3473 or 479.601-1052 (cell) or 479.442-8814 (home) cedmonston@ci.fayetteville.ar.us Chase Gipson, Recreation Superintendent 479.444-3481 or 479.601-3503 (cell) or 479.761-0095 chgipson@ci.fayetteville.ar.us Alison Jumper, Planning Superintendent 479.444-3469 or 479.200-1809 ajumper@ci.fayetteville.ar.us Byron Humphry, Parks Maintenance Superintendent 479.575-8368 or 479-841.5484 bhumphry@ci.fayetteville.ar.us O. Actions Pre -Incident Annually meet with the Fayetteville Fire Department, EOC, Red Cross and Parks and Recreation in the determination of possible shelters. EOC, Red Cross and Parks Staff 103 will meet with these designated shelters to receive their consent to utilize their building and for the Red Cross to follow-up with a meeting to sign a facility use contract and receive maps of their building to be used as a shelter. Shelter areas are determined by their location in which shelters in the northeast, southeast, southwest, northwest and the center of the city are desirable. Discussion of utilization of generators to run the electrical needs of the shelter is discussed. Shelters are encouraged to upgrade their electrical panels to accommodate a generator large enough to operate their building may be used if needed. EOC will seek to provide generators once a disaster is declared by the Governor of Arkansas. Fire Marshal will visit the shelter site and determine the shelter's capacity. Shelters designated for 2011 in which have obtained contracts with the Red Cross are as follows: Boys and Girls Club - Eric Schuldt- Cell phone (479)530-3923 work (479)442-9242 560 Rupple Rd Vandergriff Elementary School Cafeteria - David Tate cell (479)435-1425 2975 E Township Central United Methodist church - Jody Farrell- cell phone(479)-200-2714 work(479)-442-1805 19 W. Lafayette - Brian Swain- cell phone 479 -466-3983 work 479 -442-1828 Christian Life Cathedral - Ralph Rathburn- cell phone(479)-200-0598 work(479)521-5683 1285 E Milsap Rd Walker Senior Adult Center - Sherri Napier Cell (479)713-9984 work (479)571-2920 945 S College The Red Cross has consented to conduct training in 2011 for volunteers to work in shelters. This will include staff from Parks and Recreation, as well as other interested citizens. Local churches will be encouraged to participate in this training by the Red Cross. 2. Incident As required by the Red Cross Disaster Plan, shelters are opened within two hours from the time the NW Chapter recognizes the need for shelters and/or is requested by the Washington County EOC and Fayetteville Mayor. The Red Cross representatives will walk-through the facility and receive a signed facility agreement with the shelter owner. All procedures of the Red Cross and EOC will be followed in reference to the type of disaster. Parks and Recreation Director or designee is responsible for contacting the Chief of Staff, Police Chief, Police Dispatch, Fire Chief, EMS, City Communications Coordinator and animal services to coordinate information from the shelter. See attached Emergency Shelter Flow Chart. The Director will attend the Washington County EOC meetings as determined during the event. 3. Post Incident Continue assistance with the shelters until the Red Cross determines to close the shelter. Provide a written document on the operations of the shelters including recommendations for improvements to the Chief of Staff. Attend a post incident meeting with the Fire Department, EOC and Red Cross to review the process and operations of shelters. VI. Responsibilities D. The Coordinating Agency will: • Annually work with EOC and Red Cross to designate and establish working agreements with churches, schools and other agencies to establish their facilities as an emergency shelter of our City. • Coordinate needed housing for animals with the Fayetteville Animal Services Division during the disaster. • Assist in coordinating the opening of the shelter with the agency, church or school providing the shelter. • Coordinate volunteers needed to help at the emergency shelters with the City's Volunteer Coordinator. • Be the contact person to the Mayor, Chief of Staff, Police Chief, Fire Chief, Police Dispatch, EMS, Communication/Market and Volunteer Services Division concerning the operations of the shelters. • Coordinate emergency assistance actions with the EOC and Red Cross to prevent duplication of effort and best utilize available resources in collaboration with local government and community partners. • Maintains a file of the list of the volunteers assisting with the shelter and donations made to the shelter. • Maintains a list of expenditures and City employee hours at the shelter and submits this information to the Internal Auditor. • Assist in seeking donations of supplies and food as needed for the shelter. • Assist the Red Cross in the gathering of information needed by the citizens obtaining shelter. • Coordinate safety of the shelters as needed with the Fayetteville Police Department. • Keeps daily attendance of citizens sheltered. • If more than one shelter is opened, keep in communications with the Police Dispatch, EMS, EOC, City Communications Coordinator, and the news press as needed to inform citizens of the shelters and if they are full. fitly Emergency Support Function #7 —Logistics and Resource Support ESF Coordinator: Jeremy Pate, Development Services Director Primary Agency: Development Services Department Support Agencies: City of Fayetteville Divisions Engineering Division Community Services Division Building Safety Division Community Services Fleet Division Purchasing Division Transportation Department Telecommunications Division Human Resources Division Arkansas Department of Emergency Management Authorities and References City of Fayetteville Policies and Procedures I. Introduction P. Purpose To provide logistical and resource support to public agencies involved in emergency response and recovery. This includes emergency relief supplies, space, office equipment and supplies, telecommunications, contracting services, transportation services and personnel required for immediate response activities. B. Scope ESF #7 is responsible for providing direct and active support to emergency response and recovery efforts during the initial response phase and initial recovery phase following a disaster. This support includes locating, procuring, and issuing resources such as supplies, office space, office equipment, fuel, contracting services, personnel, heavy equipment, and transportation of such. A great deal of overlap with other departments within the city is anticipated, and it is the role of ESF #7 to identify the most efficient and effective method to respond as needed to the emergency. C. Policies ESF #7 provides supplies, office space, office equipment, fuel, contracting services, personnel, and heavy equipment assets to assist city emergency operations agencies and other ESFs with their emergency efforts to conduct response and recovery operations. The priorities for allocation of these assets are as follows: • ESF #7 is responsible for planning, coordinating, and managing resource support Supplies and equipment will be provided from existing city supplies or surplus and, if necessary, from commercial sources. Each agency is responsible for their resource requirements. Designated support agencies will furnish resources as required supporting these ESF requirements. Procurement will be made in accordance with current Purchasing regulations, which include emergency procedures under Arkansas statute. II. Concept of Operations This section details facilities, equipment, personnel, procedures and communications necessary to effectively accomplish stated goals in response to an incident. A. Goals • To procure and allocate essential resources (personnel and material) to support emergency operations. • To oversee distribution aid of essential supplies. • To coordinate agencies to maintain water, sanitation, and other utility systems and services. • To provide supplies for mass care facilities and medical facilities. B. Operational Concepts • Existing systems will be maintained to the maximum extent possible. This involves coordination between many local and area resource providers. • Voluntary controls will be encouraged. Mandatory controls will be removed as soon as possible. • Full cooperation and communication with other activated ESFs. • The public will be encouraged to cooperate with any emergency measures through ESF 15- External Affairs. • Resources may be obtained from agencies not listed in the support agencies. C. General The City of Fayetteville Development Services Department is the coordinating agency for ESF #7. The local ESF #7 will follow a similar procedure documented in the Arkansas State ESF #7, as follows: 1. Prepare a Situation Analysis by reviewing reports, video, message traffic, status boards, and logs. This Situation Analysis continues throughout the response and short-term recovery phase and should include the following: a. A general description of the situation as it pertains to ESF #7 and an analysis of the ESF's operational support requirements. b. A prioritized listing of significant actions that the ESF #7 will initiate to provide operational support. c. A list of agency contacts and including pre -arranged staging areas. 2. Determine necessary response level required by ESF #7. 3. Initiate notification of the required personnel and support organizations to achieve the required level of response. 4. Based upon the situation analysis, prepare a list of ESF #7's objective -based priority actions to support lifesaving and short-term recovery operations. The action list should be revised as the situation changes. 5. Mobilize resources and coordinate response for approved mission assignments. 6. Prepare briefings on status of ESF #7 response operations. 7. Keep track of all expenditures concerning operations during emergency operations and submit these to ESF #5 upon request. 8. Prepare an ESF #7 After -Action Report to identify lessons learned and improvements needed. The primary source of equipment, supplies, and personnel will be existing support agencies' resources and local sources outside the impacted area. Support which cannot be provided from these sources will be provided through commercial sources and coordinated by ESF #7. D. Organization ESF #7 will operate in coordination with all state and county officials. The ESF #7 Emergency Coordinator will maintain liaisons with other ESFs and interested parties. E. Notification ADEM will notify the ESF #7 Emergency Coordinator, who will determine what agencies need to support ESF #7 operations. Inventories of resources including government buildings and public facilities will be obtained as necessary. F. Response Actions This section lists actions to be performed by ESF #7 in response to a disaster. 1. Initial Actions ESF #7 will perform the following initial actions if activated for a disaster. a. If possible, some resources will be staged near the emergency areas. b. Some support agencies may be tasked to deploy personnel and other resources. c. Identification and assessment of resources, including facilities, available for emergency support. 2. Continuous Actions ESF #7 will coordinate the following actions throughout the emergency/incident: a. Buildings will be leased for staging warehouses or to replace damaged or destroyed facilities. b. Office furniture, equipment, and supplies will be provided from existing inventories or will be procured. c. Contractual services between local and commercial sources will be coordinated by ESF #7. d. Resources provided by other ESFs are o Communication resources- ESF #2 o Food- ESF #6 and #11 o Fuel- ESF #12 o Security for staging areas and facilities- ESF #13. III. Responsibilities Coordinating Agency The coordinating agency for ESF #7 is the Development Services Department. ESF #7 will provide support staff for procurement of commodities and services, leasing of buildings and facilities, and facilities management. EMERGENCY SUPPORT FUNCTION (ESF) 8 Public Health and Medical Services ESF Coordinator: Washington County Department of Emergency Management Washington County Health Department Primary Agency: Washington County Department of Emergency Management Washington County Health Officer: Dr. Steven Hennigan, Washington County Washington County Medical Officer: Support Agencies: Air-Evac Lifeteam American Red Cross (ARC) Arkansas Crisis Intervention Arkansas Department of Emergency Management (ADEM) Arkansas Department of Health (ADH) Arkansas Paramed Transport Fayetteville Fire Department Fayetteville Police Department Health South Rehab Hospital Local pharmacies Local physicians and care clinics Local Skilled Nursing Facilities Northwest Medical Center of Washington County Ozark Regional Transit Physician's Specialty Hospital Regency Hospital Springdale Fire Department Springwood Behavioral Health The Salvation Army Veteran's Health Care System of the Ozarks Washington County Coroner Washington County Medical Reserve Corp (MRC) Washington County Regional Ambulance Authority/Central EMS Washington County Sheriff's Department Washington Regional Medical Center Willow Creek Women's Hospital Introduction A. Purpose The purpose of ESF 8 is to ensure an orderly approach to the coordination of various medical care and health protection services and support units during a disaster or major emergency situation, which may occur in Washington County, Arkansas or as a support service to other regions in the state. B. Scope ESF 8 will be the guide used to coordinate all medical events that results in activation of the Washington County EOC and will require close cooperation of all agencies involved. C. Policies 1. The County Health Officer coordinates county ESF 8 preparedness, response, and recovery actions with the county's medical providers. These actions do not alter or impede the existing authorities of any department or agency supporting ESF 8. 2. Washington County Department of Emergency Management coordinates all ESF 8 response actions consistent with Washington County internal policies and procedures. 3. Each ESF 8 organization is responsible for managing its respective response assets after receiving coordinating instructions from the Washington County Department of Emergency Management. 4. The Washington County Emergency Operations Center (EOC) facilitates the coordination of the overall county ESF 8 response. During ESF 8 activations, the Washington County EOC maintains frequent communications with the State EOC. 5. A representative of ESF 8 will coordinate with the Public Information Officer (PIO) and ESF 15- External Affairs Annex to provide accurate and timely information to the public. 6. Washington County Health Department as one of the primary agencies for ESF 8 is responsible for consulting with and organizing State public health and medical subject -matter experts through the Washington County EOC, as needed. 7. The Washington County Department of Emergency Management maintains the Washington County EOP, which outlines the county's disaster response and hazard mitigation plans. A. The Washington County Health Department maintains the county's Influenza Pandemic Response Plan and Mass Dispensing which are on file at the Washington County Department of Emergency Management. B. Each health and medical agency is responsible for maintaining an agency specific procedure for Pandemic and Mass Dispensing. C. The START Triage system is to be used for field triage of mass casualties. (see Article 1 ) II. Concept of Operations A. General 110 Upon notification from the County Department of Emergency Management, EOC alerts identified medical personnel to represent ESF 8, as required, at the: A. Washington County EOC B. Joint Information Center (JIC), if operational; and C. Washington County Department of Emergency Management 2. The Washington County Department of Emergency Management notifies and requests all necessary support organizations to participate in the county coordination actives. As appropriate, supporting agencies and organizations provide liaisons to the county EOC as necessary. Personnel representing an ESF 8 supporting agency need to have extensive knowledge of the resources and capabilities of their respective organization and have access to the appropriate authority for committing such resources during the activation. 3. The ESF 8 representative coordinates with the appropriate State, local and Federal medical and public health officials and organizations to determine current medical and public health assistance requirements. 4. During the response period, the Washington County Medical Officer/Washington County Health Department has primary responsibility for the evaluation and analysis of public health and medical assistance, and develops and updates assessments of medical and public health status. 5. Local emergency service organizations and medical care providers that are still functional after a disaster or major emergency may need assistance and/or guidance from the County Medical Officers/Washington County Health Department concerning how best to provide services on a temporarily accelerated basis. 6. The Washington County Department of Emergency Management through ADEM will request additional health and medical services and resources from unaffected areas to augment or replace local capabilities disrupted or destroyed. 7. Washington County Health Department will assess damage to facilities, which supply food and/or pharmaceuticals and issue orders concerning the disposition of these products. 8. The Washington County Health Officer and ESF 8 representatives will coordinate the gathering and reporting of information concerning injuries and fatalities. B. Organization 1. ESF 8 will be followed in coordinating health and medical services provided by individuals, local organizations, governments and quasi - governmental organizations. 2. The Washington County Medical Officer appointed by the Washington County Department of Emergency Management with the approval of the 111 county judge has overall responsibility for the activities of the medical and health components of disaster response. The same roles and responsibilities may be given to a designee by the Washington County Medical Officer. 3. During a disaster the Washington County Medical Officer in conjunction with the Washington County Department of Emergency Management and Washington County Health Department will provide oversight and assistance with medical assignments in the county. 4. EMSystems.com will be monitored for bed availability and other information related to Arkansas Hospitals during disasters. WCDEM will utilize EMSystems at the EOC. Real-time information on resources, bed availability and other coordination information are entered by hospital representatives during disasters and exercises. The Arkansas Department of Health Section of Trauma Call Center Dashboard is also a resource for determining hospital resources and determining transport destinations for trauma patients. 5. Hospitals maintain disaster plans for evacuation, surge and decontamination. (see Appendix B Hospital Capability) A. Washington Regional Medical Center, Fayetteville is a 234 bed general hospital. B. Northwest Health Systems of Washington County, Springdale is a 222 bed general hospital. C. Veteran's Medical Center of the Ozark's, Fayetteville is a 51 bed veteran's hospital. D. Willow Creek Women's Hospital E. Regency Hospital F. Health South Rehabilitation Hospital 6. All Arkansas hospitals utilize the Tanberg video-conferencing system for communication and coordination during a disaster. If the device is a available in the EOC it should be monitored by the ESF 8 representative and other appropriate individuals. 7. Emergency Medical Services agencies are listed in Article 3. Specific radio frequencies and local systems can be found in ESF 2. The ADOH EMS Office required radio frequencies (Repsonding-1 55.235; On scene- 155.280; and to hospital -155.340) will be utilized as needed. Additionally, AWIN and HAM Radio may be coordinated through the EOC. 8. Washington County Health Department/ County Health Officer is responsible for: A. The Centers for Disease Control and Prevention (CDC) Public Health Emergency Preparedness program including the Strategic National Stockpile, and Pandemic Influenza programs; B. Working with hospital preparedness programs. 9. The Washington County Medical Reserve Corps (MRC) ESAR-VHP and CERT volunteer resources shall be coordinated by and/or through "�a the Washington County Department of Emergency Management. All volunteers shall be pre-credentialed through Washington County when possible. 10. The area hospitals in conjunction with Washington County Emergency Management and ADOH have determined the Jones Center in Springdale to be the Alternate Care Site. A. The decision to activate the Alternate Care Site will be coordinated between the Washington County EOC (the appropriate medical officer or ESF 8 representative), ADOH and area hospitals. B. The Jones Center has surge medical supplies, a generator and other medical equipment to provide basic medical care during a disaster. C. Additional information on coordination and operation of the Alternate Care Site should be directed to the ADOH. C. Actions: Initial Actions Through the several PSAPs in Washington County, 24 hour emergency communications are available. They will make the necessary notifications to the Washington County Department of Emergency Management of incidents requiring activation of ESF 8 or response from Washington County Health Department/ County Health Officer or other emergency medical providers. Other methods of notification include the NAWAS hotline, Passport Radio System, AWIN, HAM radio and mass notification systems. Assessment of Public Health/Medical Needs: County Medical Officer/Medical Coordinator in coordination with county DEM and health department mobilizes and deploys ESF 8 personnel to assess public health and county medical needs. This function includes the assessment of the public health care systems and health care facility infrastructure. 2. Medical Care Personnel/Facilities A. Immediate medical response is provided by the Washington County Regional Ambulance Authority -Central EMS, Springdale Fire Department, Fayetteville Fire Department and rural fire departments. B. ESF 8 may seek individual facility health and medical care professionals and volunteers from other state agencies and institutions. C. A Disaster Medical Assistance Team (DMAT), which is part of the National Disaster Medical System (NDMS) must be requested through the Washington County EOC. The DMAT is composed of medical professionals and has a cache of federal medical and support equipment/supplies. The DMAT is trained and equipped to establish a field emergency room and be totally self-supporting for three days and deployed for two weeks. (www.ar-1 DMAT.com) 3. Health/Medical Equipment and Supplies 113 A. In general, each health/medical agency should plan to have enough supplies to provide medical care for 72-96 hours before outside assistance can be brought in through coordination by the EOC with state and federal resources. See Appendix D for a current resource listing of health and medical equipment and supplies in Washington County. 4. Patient Evacuation Each medical facility in coordination with the Washington County Department of Emergency Management has developed plans for patient evacuation. These plans will be coordinated to determine specific response capabilities of all assisting agencies. All facility evacuations shall be coordinated through the EOC. 5. Safety and Security for health and medical activities will be coordinated with ESF 13. 6. Blood and Blood Products: The Washington County Department of Emergency Management will task American Red Cross in cooperation with the County Medical Officer with: A. Monitoring the need for blood, blood products, and the supplies used in their manufacture, testing, and storage; B. Determining the ability of existing supply chain resources to meet those needs; and C. Recommending emergency measures needed to augment or replenish existing supplies 7. Victim Identification/Mortuary Services Article 4. III. Roles and Responsibilities Agency Functions Contact 24/7 Emergency Representative AirEvac Lifeteam Helicopter Transport Rod Wasson, Base Manager 417-274-0383 (cell) 1-800-247-3822 (disp) 479-927-9795 (spdl base) American Red Cross (ARC) Blood Services Ruth Ann Hill, Director Sheltering 479-306-4688 Volunteers Mass Feeding Agency Functions Contact 24/7 Emergency Representative Department of Emergency Provides notification of Management emergencies Coordinates state resources Washington County Disseminates information to Arkansas (ADEM) other agencies Backup communications system support Arkansas Paramed Transport Non -Emergency Ambulance Jeff Dick, Owner 1.79-879-6339 (cell) 79-571-3333 (office) Fayetteville Fire Department Fire Suppression Basic Life Support Search and Rescue Fayetteville Police Department Traffic Control Security Health South Rehab Hospital Acute Rehab Hospital Northwest Medical Center of Hospital Springdale Level III Trauma Center Chest Pain Center Mental Health Services Ozark Regional Transit Mass Transportation Pat Walker Health Center Basic Medical Clinic U of A Physician's Specialty Hospital Orthopedic Hospital Regency Hospital Long Term Acute Care Hospital Springdale Fire Department Ambulance Fire Suppression Search and Rescue Springwood Behavior Health Mental Health Services The Salvation Army Sheltering Mass Feeding Veteran's Health Care System of Hospital the Ozarks Washington County Coroner Fatalities Washington County Medical Medical Volunteers Reserve Corps Washington County Regional Ambulance 479-521-5800 disp Ambulance Authority -Central Wheel Chair Becky Stewart, Chief EMS Dispatch Steve Harrison, Asst Chief Washington County Sheriff's Traffic Control Department Security MR Agency Functions Contact 24/7 Emergency Representative Washington Regional Medical Hospital Center Level III Trauma Center Stroke Center Chest Pain Center Willow Creek Women's Hospital OB/GYN NICU Article 1: START Triage INDICATION Multiple -patient scenarios, to categorize patients based on the severity of their injuries, prioritize their need for treatment and transportation and stabilize life -threatening injuries before additional resources arrive on -scene. PROCEDURE This procedure is based on START triage system. 1. Determine the location, number and condition of patients. 2. Determine, in close coordination with Extrication sector, if triage will be performed in place or at the entrance to the treatment area. 3. Determine resources. 4. Assign triage teams. 5. Direct minor patients (walking wounded) to a gathering place and tag them later. * 6. Identify and treat as necessary, remaining patients. • Evaluate patient using START • Attach triage tag or ribbon to patient 7. When triage is complete, provide COMMAND with a "Triage Report." 8. Once "Immediate" have been treated/transported, Reassess "Delayed" by Mechanism of Injury and upgrade as necessary. May be done continuously if resources allow * *At smaller incidents (up to 10 patients) "MINOR" patients should not be relocated and reassessment should be continuous The S.T.A.R.T. Algorithm ACTION Tagged as Move the walking wounded MINOR GREEN No respirations (after head tilt or insertion of an OPA DEAD/DYING BLACK Respiration over 30 IMMEDIATE RED iifii Pulse —No radial pulse IMMEDIATE RED Mental Status —Unable to follow IMMEDIATE RED All others DELAYED YELLOW Article 2: Hospital Capability Washington Regional Medical Center, Fayetteville is a 234 bed general hospital. a. Operating Rooms: b. Trauma patient capacity: c. General medical patient capacity: d. Hazmat capabilities: Northwest Health Systems of Washington County, Springdale is a 222 bed general hospital. a. Operating Rooms: b. Trauma patient capacity: c. General medical patient capacity: d. Hazmat capabilities: Veteran's Medical Center of the Ozark's, Fayetteville is a 51 bed veteran's hospital. a. Operating Rooms: b. Trauma patient capacity: c. General medical patient capacity: d. Hazmat capabilities: Willow Creek Women's Hospital a. Operating Rooms: b. Trauma patient capacity: c. General medical patient capacity: d. Hazmat capabilities: Physician's Specialty Hospital a. Operating Rooms: b. Trauma patient capacity: c. General medical patient capacity: d. Hazmat capabilities: Regency Hospital a. Operating Rooms: b. Trauma patient capacity: c. General medical patient capacity: d. Hazmat capabilities: Health South Rehabilitation Hospital a. Operating Rooms: b. Trauma patient capacity: c. General medical patient capacity: d. Hazmat capabilities: Article 3: Emergency Service Agencies Ambulance Services: 1. Washington County Regional Ambulance Authority -Central EMS -16 ALS ambulances, 2 Basic Life Support ambulances, six wheelchair vans, one Captain/Command support 4x4 truck, 4 Bicycle units and one disaster trailer. 2. Springdale Fire Department -9 Advanced Life Support ambulances, Hazmat, 2 bicycle units. 3. Arkansas Paramed Transport -one Advanced Life Support and three BLS ambulances for non -emergency interfaclity transports Medical First Responder Agencies: 1. Fayetteville Fire Department 2. Boston Mountain Fire Department 3. Cincinnati Fire Department 4. Elkins Fire Department 5. Farmington Fire Department 6. Goshen Fire Department 7. Johnson Fire Department 8. Lincoln Fire Department 9. Morrow Fire Department 10. Nob Hill Fire Department 11. Prairie Grove Fire Department 12. Round Mountain Fire Department 13. Strickler Fire Department 14. Sunset Fire Department 15. Tontitown Fire Department 16. West Fork Fire Department 17. Weddington Fire Department 18. Wheeler Fire Department 19. Whitehouse Fire Department Rotor Wing Air -Medical Transport: 1. Air-Evac Lifeteam Article 4: Mortuary Locations 1. Site Location -The chief site location requisite should be adequacy of accommodations. If a large enough permanent mortuary is available, it should be used. If not, a centrally located building should be adapted for use. The dominating consideration should be to reduce confusion and facilitate quick, accurate identification suitable for adaptation. Facility should have front and rear entries and one or two additional exits should be available. The site should be chosen with regard to traffic problems, accessibility, and convenience. 2. Operational Area -The accommodation of 50 bodies (and all necessary personnel) would require approximately 4,500 square feet of floor space; with an allowance of 1,200 feet for each additional 25 bodies. a. For efficiency of operation, the location of the receiving entrance should be protected from public view and should permit free flow of traffic. b. The "admitting area" should be large enough to contain a desk and an adequate numbers of workers. c. Body storage space should be divided into separate areas to accommodate the following: 1). Male adults, 2). Female adults, 3). Male children, 4). Female children, 5). Those whose sex cannot be determined. d. Bodies should be placed in numeral sequence in orderly rows with sufficient space to permit professional and technical examination (i.e. 6x2 -foot area for each body; 2 feet between each body in the row; 5 feet aisles between rows). e. X-ray equipment may require AC currents of 220 volts. Running water will be required. f. Telephones and personnel will be necessary to handle incoming and outgoing calls and providing timely information. g. Area suitable for obtaining victim identification by fingerprint, forensic dental and/or x-ray. h. Preparation of the remains may either be done in the main storage area or in a separate area. 3. Convenience to the Public -Facilities which should be available for the convenience of those members of the public having legitimate reasons for visiting include: a. A plainly marked information area that is easily accessible but does not interfere with free passage. b. Waiting room(s) and restrooms c. Separate areas for conducting interviews with individuals seeking missing persons and for use as "viewing rooms" for identification. d. Provisions for the clergy. e. Provisions for the press. 4. Personnel Considerations Depending upon the overall size of the facility and the number of casualties to be handled, the following personnel may be required to ensure efficient operation of the temporary morgue. a. Uniformed guards should be stationed at entrances, exits and other sensitive areas. b. Admissions personnel should include: (1.) Trained medical records technicians and clerks who begin the documentation process by establishing a "tracking record" of each body, assigning a unique number and designating the storage area. (This individual tracking record becomes the foundation of the "remains Case File/Personal Effects File.") (2.) Assistants who can transport bodies to the storage area and keep the admissions area clear. (3.) A property custodian should be designated to be responsible for all valuables and other property/effects (until such time as these items are identified and released as designated by the courts or other authorities.) (4.) A supervisor should be designated for each storage area to oversee placement of bodies, distribution of chart forms, and assembly of information. (5.) Technical personnel should include medical examiners, x-ray technicians, finger printers, a photographer who understands the importance of preserving evidence and recognizing significant features, and a clerk who can correctly transcribe legal terminology and is adept at describing clothing, jewelry, etc. (6.) Other personnel needs (which may be filled by Red Cross or other trained volunteers): i. Telephone communicators to handle incoming and outgoing calls. ii. Interviewers and waiting room attendants who are trained to deal with distress, grief stricken persons. iii. General information clerks and aides to run errands, escort people, and handle other miscellaneous duties. 5. General Considerations a. The number assigned to each recovered body should appear on all information pertaining to that particular set of remains. b. A "Remains Case File" and a "Personal Effects File" must be established for each body. c. Bodies should be photographed prior to removal of clothing and personal effects such as jewelry. 120 Emergency Support Function #9 - Search and Rescue ESF Coordinator: David Dayringer, Fire Chief Primary Agency: Fayetteville Fire Department Local Support Agencies: Fayetteville Police Department Central Dispatch Center Central Emergency Medical Services Fayetteville Parks and Recreation Division Washington County DEM Search and Rescue Team Washington County DEM Urban Search and Rescue Team Washington County Department of Emergency Management Washington County Sheriff's Office State Support Agencies: Arkansas Department of Emergency Management Arkansas National Guard Arkansas Forestry Commission Arkansas Game and Fish Commission Arkansas Department of Parks and Tourism Arkansas State Police United States Corp of Engineers Authorities and References: 1. Arkansas Code Annotated 2-16-101 et al 2. Homeland Security Presidential Directive/HSPD-#9 3. Arkansas Code Annotated 12-75-101 et al 4. Urban Search and Rescue, Federal Response Framework, ESF #9 Introduction A. Purpose Emergency Support Function (ESF) #9 -Search and Rescue (SAR) is deployable to provide specialized life-saving assistance to the community during an emergency. SAR activities including location of, extricating, and providing onsite medical treatment to victims trapped in collapsed structures or missing person's incidents. B. Scope The City's assistance under this function shall include personnel and equipment resources for the coordination and implementation of the following: 1. Search - All activities associated with the discovery of an individual or individuals lost or reported lost. 2. Rescue - All activities directed towards and requiring the utilization of trained personnel to extricate persons trapped in damaged buildings, vehicles, 121 woodlands and waterways; and to provide emergency medical treatment of such persons. II. Policies A. General ESF #9 assists with the management and coordination for the response of the Fayetteville Fire Department's Technical Rescue Team and other search and rescue resources to handle any search and rescue incident. ESF #9 utilizes established emergency service and search and rescue organizations, processes and procedures. Responsibility for situation assessment and determination of resource needs rests with local incident commanders in coordination with the Emergency Operations Center (EOC). A major disaster or civil emergency, such as an earthquake or other human -made or natural disaster, may result in conditions that vary widely in scope, urgency and degree of devastation. Substantial numbers of people could be in life threatening situations requiring prompt rescue and medical care. Because the mortality rate will dramatically increase beyond 72 hours, search and rescue efforts must begin immediately. As an event progresses, problems can compound and may threaten both survivors and rescue personnel alike. B. Organization The organizational structure of this ESF is led by the Fayetteville Fire Department with support from other agencies and volunteer organizations. The staffing pattern and level will be dependant upon the severity of the emergency and will typically be organized into operational periods for long-term incidents. The primary agency for missing person occurrences is the Fayetteville Police Department who is the lead agency for ESF #13 Public Safety & Security. All missing person events will be referred to the Fayetteville Police Department. C. Notification The ESF #9 Coordinator will be notified of activation by the Central Dispatch Center. The ESF #9 Coordinator or his/her designee is available to respond to the EOC at all times. The Search Urgency Form will be managed by Central Dispatch Center. D. Emergency Response Actions As the Coordinating Agency for ESF #9, the Fayetteville Fire Department will be responsible for the following: 1. The Fire Department ESF #9 Coordinator or his/her representative will respond to the EOC as needed after notification of ESF #9 activation. 2. That representative will brief, or be briefed by the technical rescue team leader or incident commander. Communication links will be established with the incident command post, other primary and support agencies, county counterparts, and others as is deemed necessary. 3. A planning section should be established early for SAR incidents to organize search missions and resources. 4. ESF #9 will determine initial and ongoing activities and damage assessment thru established information gathering procedures and provide this information to Washington County Department of Emergency Management, for dissemination. 5. The EOC will resolve issues regarding resource requirements and shortages in coordination with ESF #2 - Communications, ESF #7 - Resource Support, and ESF #5 - Emergency Management. 6. ESF #9 Coordinator may maintain close contact with local, state, and federal agencies and other support ESF's as needed. 7. ESF #9 Coordinator will insure complete logs of actions taken and resources used. E. Recovery Actions When conditions have stabilized or are improving, the incident commander will consult with the EOC to determine how best to sustain the improvement and transition to recovery. Discussion will likely include: 1. Identification of specific areas that would sustain recovery efforts; 2. Anticipated needs for resources, manpower, and equipment; 3. Anticipated transportation and traffic control requirements; 4. Determining the adequacy of local, State and Federal communication pathways and additional communication needs; 5. Assessing the capabilities of local, State, and Federal officials to initiate recovery efforts. As the recovery phase progresses and individual ESF response efforts are terminated, the EOC or incident commander in coordination with the EOC may allow selected emergency response organizations and/or personnel to return to a non - emergency mode of operation. F. Demobilization Demobilization will occur based upon the extent of the current response and recovery actions and at the discretion of the local incident commander and/or EOC staff. Ill. Responsibilities The Fayetteville Fire Department is the primary agency for the implementation and coordination of this ESF. Specifically, those responsibilities are: 1. Conduct search and rescue operations in the City of Fayetteville and will coordinate with the Fayetteville Police Department. 2. Contact Firecom and request Washington County DEM Search and Rescue Team as needed. 123 3. Will provide personnel and expertise during search and rescue of lost persons. 4. All drowning victim searches and diving missions will be conducted by and in accordance with the Washington County Sheriff's Office policies. 5. Criminal Investigations will be referred to the Fayetteville Police Department or appropriate law enforcement agency. Emergency Support Function (ESF) #10 Oil and Hazardous Materials Response ESF Coordinator: David Dayringer, Fire Chief Primary Agency: Fayetteville Fire Department Support Agencies: Local: • Central Dispatch Center • Central Emergency Medical Services • Fayetteville Police Department • Regional Hazardous Materials Response Team • Washington County Department of Emergency Management • Washington County Sheriff's Office • University of Arkansas Fire Marshal's Office Hazardous Materials Team • Local Emergency Planning Committee (LEPC) State or Federal: • Cooperative Extension Service, University of Arkansas • Arkansas Department of Emergency Management • Arkansas Department of Environmental Quality • Arkansas Health Department • Highway and Transportation Department • Human Services, Department of • Arkansas State Forestry Commission • Arkansas Game and Fish Commission • National Guard 61St Civil Support Group • Center for Disease Control Poison Control Center • State Police (ASP) • Environmental Protection Agency (EPA), Region VI • National Weather Service • Alcohol, Tobacco, and Firearms (ATF) • United States Coast Guard • United States Corp of Engineers Volunteer: • Amateur Radio Emergency Services (ARES)/ Radio Amateur Civil Emergency Service (RACES) • Civil Air Patrol (CAP) • Red Cross • Salvation Army Authorities and References: • Arkansas Water and Air Pollution Control Act, Ark. Code Ann. §8-4-101 et seq. • Arkansas Emergency Services Act, Ark. Code Ann. §12-75-101 et seq. • Arkansas Hazardous Waste Management Act, Ark. Code Ann. §8-7-201 et seq. • Federal Water Pollution Control Act, 33 U.S. Code Ann. §1251 et seq. • Federal Clean Air Act, 42 U.S. Code Ann. §7401 et seq. • Disaster Relief Act of 1974, 42 U.S. Code Ann. §5121 et seq. • Superfund Amendment and Reauthorization Act (SARA), 42 U.S. Code Ann. §9601 et seq. • Arkansas Hazardous and Toxic Materials Emergency Notification Act, Ark. Code Ann. §12- 79-101 et seq. • Arkansas Solid Waste Management Act, Ark. Code Ann. §8-6-201 et seq. • Material Safety Data Sheets Introduction a. Purpose The purpose of this ESF is to provide local response to an actual or threatened incident involving oil or hazardous materials resulting from a transportation incident, fixed facility incident, natural disaster or intentional/terrorist act that poses a threat to people, human health or welfare, property or the environment. ESF #10 may be used when responding to actual or threatened incidents involving materials not typically considered hazardous, but posing a threat to human health or welfare, property or the environment. As an element of the City's Emergency Operations Plan (EOP), ESF #10 defines the City's response to these situations. b. Scope ESF #10 provides for an effective and efficient response to discharges of oil or hazardous materials by coordinating human, financial and material resources in support of the impacted jurisdiction. This ESF establishes lead coordination roles for division and specification of responsibilities among agencies that may be needed in response actions. This ESF is applicable to all city departments and agencies with responsibilities and assets to support the local response to actual and potential discharges of oil or hazardous materials. c. Interface with State and/or Federal Support Agencies This ESF does not impede or negate the use of any state or federal agencies, through the proper requests to the Washington County DEM and ADEM. ADEM is the state clearinghouse for needed emergency resources through the State of Arkansas and access to the Arkansas Governors' Emergency Operations Fund. All state agencies are requested through the Washington County DEM to ADEM and in the event resources are not available within the region. ADEM will activate resources through State and Federal agencies. The Washington County DEM participates in preparedness activities under this ESF and is expected to be closely involved in response activities if this ESF is activated. At the state level, activities under EFS #10 provide a bridge between the local incident commander, the Washington County DEM and ADEM support related to the overall incident response activities. The Washington County DEM will carry out their responsibilities under the Washington County Emergency Operation Plan (WC EOP) to coordinate, integrate and manage county and state efforts to contain, identify, cleanup, dispose of or minimize releases of oil or hazardous substances or prevent, mitigate or minimize the threat of releases. d. Relationship to other ESF's Some incidents may require simultaneous activation of ESF #10 with other ESF's that describe additional procedures. This would include ESF #8 (Public Health and Medical Services) for biological and radiological/nuclear incidents that are not addressed in ESF #10. A HazMat response may solicit support from the following agencies. Depending on the size and scope of the incident this solicitation may be done with or without direct involvement of the City or Washington County Emergency Operations Center. Supporting ESF's include but are not limited to: • ESF #3 (Public Works and Engineering): Engineering services, assessment of and emergency repairs to wastewater treatment facilities, debris clearance for access to releases, release containment, securing of orphan containers, chemical analysis. • ESF #5 (Emergency Management): Notify Washington County DEM and the State of Arkansas Department of Emergency Management, electronic briefings, convey and coordinate mission assignments in the event the incident expands to resources outside of the city. • ESF #6 (Mass Care): Sheltering for evacuees from impacted areas. • ESF #8 (Public Health and Medical Services): Human health impact from exposure, identify hazardous materials having the potential to affect drinking water supplies and long term health surveillance; radioactive material coordination. • ESF #11 (Agriculture and Natural Resources): if the incident involves agricultural materials to include pesticides, herbicides, fertilizer, etc. • ESF #13 (Public Safety and Security): Evacuation requirements for developing access, site security, and traffic control plans. • ESF #15 (External Affairs): Keep public informed. ESF #10 Hazardous Materials provides support to the following agencies. Depending on the size and scope of the incident this solicitation may be done with or without direct involvement of the City or Washington County Emergency Operations Center. ESF's include but are not limited to: • ESF #3 (Public Works and Engineering - ANG): Solid waste and wastewater facility assessment; guidance on debris removal, staging and disposal; • ESF #4 (Fire Fighting): Air monitoring for harmful particulates and emissions; • ESF #5 (Emergency Management); • ESF #8 (Public Health and Medical Services); • ESF #11 (Agriculture and Natural Resources); • ESF #14 (Long -Term Community Recovery and Mitigation); • ESF #15 (External Affairs). II. Situation and Assumptions a. Situations • Large quantities of oil and hazardous materials are transported via highway, rail, air, and pipeline on a daily basis creating a high probability of an incident/release. • Hazardous materials are manufactured, stored, distributed, utilized and disposed of at numerous fixed facilities located throughout the city. • Natural or catastrophic disasters to include tornados, severe storms, flooding, earthquake, fires or explosions that are possible in the city. • Hazardous chemical agents may be used as causative agent or become a byproduct within debris at an intentional/terrorist event. UP% b. Planning Assumptions The following planning assumptions have been made: • All participating agencies/departments will operate under the National incident Management System (NIMS). • Actual or threatened releases of oil or hazardous materials may occur on a daily basis, either by accident or as the result of an intentional/terrorist act. • An oil or hazardous materials incident may progress to a point where it becomes a serious threat to human health and safety and to the environment. • Multiple oil or hazardous materials incidents may occur simultaneously on land or in waters following a major disaster such as a flood, tornado or terrorist attack. • Local response agencies may be overwhelmed by the extent of the response effort required to assess, mitigate, and monitor oil or hazardous materials releases. • Response personnel, cleanup crews and response equipment may have difficulty reaching the site of an oil or hazardous materials release because of the damage sustained by the transportation infrastructure. • Additional response and cleanup personnel and equipment will be needed to supplement existing capabilities and to provide backup or relief resources. • Concern about facilities located in or near the affected area even if a natural or other catastrophic disaster does not cause situations where there are actual releases. • Laboratories utilized for analyzing hazardous materials samples may be damaged, destroyed or unable to meet the demand volume. • Facilities that store or use oil or hazardous materials may be damaged or destroyed. • Petroleum retailers may sustain damage and require assistance. • Degradation of tanks, drums or holding ponds, can occur and spill control apparatus and containment measures may not be effective at fixed facilities (e.g., chemical plants, tank farms, laboratories, hazardous waste sites) which produce, generate, use, store, or dispose of oil or hazardous materials. • Exceptions to current disposal practices and emissions may be necessary during major disasters. • Disposal of waste material, soil and other material will be at a permitted site and handled by private contractor with the responsible party being liable for associated costs of the response, remediation of the affected area and disposal. • There may be releases of materials not typically considered hazardous but which pose a threat to human health or welfare, property or to the environment. c. Support Assumptions • City government is responsible for the safety of persons and property in its jurisdiction. • Response forces at local level are the initial responders which may include the Northwest Arkansas Regional Hazardous Materials Team. • Hazardous materials response teams or other qualified local response personnel will determine the need for a Regional and/or State response and notify the Washington County Office of Emergency Management Coordinator or ADEM. • Full cooperation of local governments and volunteer agencies to cope with an incident or disaster will occur. • All local entities have up to date emergency response plans addressing oil and hazardous materials releases and have a means for initial response and in many cases, complete response to these types of situations. III. Concept of Operations a. General Working with local, regional, state, federal entities, ESF #10 coordinates the provision of support to and management of various responses to ensure actions are taken to mitigate oil and hazardous materials incidents and minimize impact of these incidents. In the event of an actual or threatened release of oil, hazardous materials or other materials that pose a threat to human health or welfare, property or to the environment, ESF #10 or portions of it may be implemented. This ESF addresses the emergency phase of the city response and will direct the efforts immediately following a major incident or disaster. Federal, state, regional, and local officials must maintain close coordination. ESF #10 operations will contain, identify, or minimize releases of or prevent, mitigate or minimize the threat of potential releases of oil or hazardous substances. All responding agencies will respond in support of the local incident commander. As the Primary agency, the Fayetteville Fire Department on -scene incident commander and/or EOC will coordinate communication and responses with other appropriate agencies, local government, and responsible parties as necessary. The incident commander is responsible for assessing the level of City's response and coordinating the agency's response activities. The notifications of oil or hazardous materials releases and threshold planning quantities are made through the Washington County DEM's Office and properly relayed to ADEM. For intentional or terrorist events, the FBI and ADEM will closely coordinate to facilitate management of the release and investigation. Direction and control of the City response depends upon the needs created by the situation. In accordance with the assignment of responsibilities in this ESF, support agencies will provide resources and support in response to a release or threat of release of oil or hazardous materials. When, due to multiple response actions, more than one on -scene incident commander is involved in implementing a response, the ESF will be the mechanism through which close coordination will be maintained among all agencies and EOCs. The lead, in conjunction with the EOC agency for this ESF will ensure that response actions are properly coordinated and carried out. b. Direction and Control In responding to oil or hazardous materials incidents, the City's priorities are to accurately assess the situation and then recommend appropriate prevention, containment and abatement measures. Specific actions may include stabilizing the release through the use of berms, dikes, or impoundments; capping of contaminated soils or sludge; use of chemicals and other materials to contain or retard the spread of the release or to decontaminate or mitigate its effects; drainage controls; fences, warning signs, or other security or site -control precautions; and other measures as deemed necessary. For actual or threatened releases of materials not typically considered hazardous but which pose a threat to human health or welfare, property or to the environment, response activities may include, but are not limited to, water quality monitoring and protection, air quality sampling and monitoring, household and business hazardous waste collection assistance, related to the recovery phase. Fayetteville's 800 mhz radio system and the Arkansas Wireless Information Network (AWIN) is the Department's primary means of coordination of communication during response incidents. Telephones, computers, fax, cell phones and messengers can be used widely for communication with other agencies, local governments and responsible parties in most cases. Large incidents requiring state and federal government intervention may be communicated via Washington County DEM and State EOC communications. When requested or upon EOC activation, a Fire Department representative will report to the EOC. The EOC, in concert with the ESF #10 Coordinator, will determine the support agencies to be notified and complete notification of these agencies. Representatives of other agencies supporting ESF #10 may also be requested to report to the EOC. The City of Fayetteville and the Northwest Arkansas Regional Hazardous Materials Response Team maintain a Memorandum of Understanding (MOU) for hazardous materials emergency responses, addressing the coordination of response efforts between the two agencies. The MOU outlines responsibility to coordinate the containment, remediation and monitoring releases and responsibilities for essential medical care and health protection from releases. IV. Organization and Assignment of Responsibilities a. Primary Agency The Fayetteville Fire Department is the primary agency responsible for ESF #10. The City's responsibilities are as follows: • assessment of facilities that may pose a risk to life, health and the environment; • activation and close coordination of City, Regional, State, and Federal Regional resources under the purview of Washington County DEM & ADEM when needed; • identifying possible threats; prioritizing actions; providing technical advice and guidance for containment and treatment of materials as necessary to mitigate threats to human health and safety; • developing and/or reviewing protective actions for public, responders, environment and property; • emergency response activities • notifying Washington County DEM and ADEM for monitoring clean-up and disposal; • notifying Washington County and ADEM for mitigating damage to natural resources; • provide public information and human health protection information concerning immediate actions the public should take in order to minimize threat and impact to human health and safety utilizing ESF 15's PIO; • providing an on -scene incident commander and other resources as needed for oil and hazardous material incidents • providing situation reports to the EOC • cleaning/replacing equipment damaged/contaminated • other situations posing threat to human health, welfare or the environment • Maintain close coordination between Washington County DEM, ADEQ, ADEM, EPA, 61St Civil Support Group, and other ESF support entities. • The review and revision of ESF #10 to the City EOP will be conducted annually 130 Emergency Support Function #11 — Natural Resources ESF Coordinator: Jeremy Pate, Development Services Director Primary Agency: Development Services Department Support Agencies: Community Services Division Fayetteville Animal Services Program Fayetteville Animal Shelter Humane Society of the Ozarks Arkansas Agriculture Department Fayetteville Historic District Commission Authorities and References City of Fayetteville Policies and Procedures Animal Services and Animal Shelter Standard Operating Procedures I. Introduction A. Purpose To prevent or respond to an animal or plant disease outbreak, pest or contamination, and to lessen any adverse effects therefrom. ESF #11 coordinates measures with appropriate agencies if the disease or contamination is harmful to humans. ESF #11 will assist in response to potential destruction or degradation of natural and cultural resources and historic properties. B. Scope ESF #11 responds to animal and plant diseases and pest infestations, assures the safety and security of the commercial food supply and protects natural, cultural and historical resources. C. Policies Actions conducted under ESF #11 are coordinated with and conducted appropriately with state and federal management officials and private entities as needed. II. Concept of Operations A. General The Development Services Department is the primary agency designated to prevent or respond to animal or plant disease outbreak, pest or contamination with the City of Fayetteville, and to effectively coordinate activities with appropriate State agencies that have authority over these activities. ESF #11 also responds to threats to natural and cultural resources and historic properties protected by law, coordinating with the Fayetteville Historic District Commission, University of Arkansas, and Arkansas Historic Preservation Program. 131 B. Organization The Development Services Director relies upon the Fayetteville Animal Shelter Veterinarian, Animal Services Superintendent and Community Services Division Director to complete these duties. C. Actions ESF #11 addresses the potential for outbreaks of animal disease and infestation. If an outbreak should require quarantine, ESF #11 will provide pertinent information and recommendations. It will assign veterinary personnel and animal shelter staff to injured or abandoned animals. It will conduct field investigations and provide technical assistance and consultation as required. ESF #11 also addresses the protection of natural, cultural and historic (NCH) resources within an affecte area. The agency will coordinate with appropriate local and state officials and private entities as needed to assess, document and create an action plan for affected resources. Ill. Responsibilities A. The Coordinating Agency will: • Provide first assessment to identify potential for incident, and communicate with county, state, federal officials as needed, depending upon level of incident and threat to safety and security of food/water supply and human health • Coordinate with the Arkansas Livestock and Poultry Commission as a lead agency in animal disease outbreaks • Coordinate with the Arkansas Game and Fish Commission to provide support in reducing infected or potentially exposed wildlife populations as required • Coordinate with the Arkansas State Plant Board and the Washington County Cooperative Extension Service as lead agencies in plant disease outbreaks • Assess the condition of animals regarding nutrition needs, coordinate with local pet food banks and volunteers within the Animal Shelter program to arrange for delivery of nutrition and medical assistance supplies • Coordinate with the appropriate public or private entities as a response action to preserve, conserve, rehabilitate, recover or restore NCH resources and properties. Evaluate the threat level posed to the NCH resource or property, assess its level of protection afforded by law, and develop an action plan to communicate to the property owner and appropriate public entity the best response method. `KA Emergency Support Function # 12 - Energy ESF Coordinator Don Marr, Chief of Staff/Emergency Manager Support Agencies Fayetteville Central Dispatch Center Fayetteville Police Department Fayetteville Fire Department Fayetteville Transportation Division Fayetteville Parks and Recreation Division Fayetteville Executive Airport Fayetteville Water and Waste Water Division Fayetteville Solid Waste Division Fayetteville Street Department City of Fayetteville Economic Development Commission University of Arkansas Arkansas Economic Development Commission/Arkansas Energy Office (AEO) Arkansas Department of Emergency Management (ADEM) Arkansas State Highway and Transportation Department (AHTD)/Arkansas State Highway Police Arkansas Department of Environmental Quality (ADEQ) Arkansas National Guard (AR NG) Arkansas State Highway and Transportation Department (AHTD) Washington County Department of Emergency Management U.S. Department of Energy U.S. Department of Transportation Office of Pipeline Safety U.S. Department of Homeland Security, Federal Emergency Management Agency Federal Energy Regulatory Commission Private Utility Companies Authorities and References • Arkansas Code Annotated 12-75-101 et al. • Rules and Regulations for the Implementation and Operation of the Arkansas State Set - Aside Program under the Arkansas Emergency Petroleum Set -Aside Act of 1983, amended in September 2007 • Act 377 of 1983— The Arkansas Emergency Petroleum Set -Aside Act, ACA 15-72-801 et seq. • Arkansas Code Annotated Title 23. Public Utilities and Regulated Industries Purpose Emergency Support Function (ESF) #12 — Energy is intended to restore damaged energy systems and components during a potential or actual disaster. Under the leadership of the Arkansas Public Service Commission (APSC), ESF #12 is an integral part of the responsibility to maintain continuous and reliable energy supplies for the City of Fayetteville through preventive measures as well as restorative actions. Scope ESF #12 collects, evaluates, and shares information on energy system damage and estimations on the impact of energy system outages within affected areas. The term "energy" includes 133 producing, refining, transporting, generating, transmitting, conserving, building, distributing, and maintaining energy systems and system components. Additionally, ESF #12 provides information concerning the energy restoration process such as projected schedules, percent completion of restoration, geographic information on the restoration, and other information as appropriate. Policies • Restoration of normal operations at energy facilities is the responsibility of the facility owners. • ESF #12 maintains lists of energy -centric critical assets and infrastructures, and continuously monitors those resources to identify and correct vulnerabilities to energy facilities. • ESF #12 addresses significant disruptions in energy supplies for any reason, whether caused by physical disruption of energy transmission and distribution systems or unexpected operational failure of such systems. ESF #12 also recognizes that damage to telecommunications facilities may disrupt or impair the operation of other utility and energy delivery systems and components. • ESF #12 addresses the impact that damage to an energy system in one geographic region may have on energy supplies, systems, and components in other regions relying on the same system. Consequently, energy supply and transportation problems can be intrastate, interstate, and international. Concept of Operations General While restoration of normal operations at energy facilities is the primary responsibility of the owners of those facilities, ESF #12 provides the appropriate supplemental City assistance and resources to enable restoration in a timely manner. Collectively, the primary and support agencies that comprise ESF #12: • Serve as the focal point within City Government for receipt of information on actual or potential damage to energy supply and distribution systems. Sources of such information include news media reports on international conditions indicating an imminent oil embargo, refinery reports that crude oil or product storage levels are low, reports on impending shutdowns of power plants, United States Department of Energy statements, APSC statements and predictions, warnings from regional transmission organizations, utility companies, or regional reliability organizations, ADEM public statements, warnings from petroleum marketing and distribution organizations. • Serve as the focal point within City Government regarding requirements for system design and operations, and on procedures for preparedness, prevention, recovery, and restoration; • Advise State and local authorities on priorities for energy restoration, assistance, and supply; • Assist industry, State, local, and tribal authorities with requests for emergency response actions as they pertain to the City's energy supply; • Assist departments and agencies by locating fuel for transportation, communications, and emergency operations; • Recommend actions to conserve fuel and electric power; and • Provide energy supply information and guidance on the conservation and efficient use of energy to local government and to the public. Organization • Provides representatives to the City Emergency Operations Center as required. • Assesses fuel and electric power damage and energy supply and demand, and identifies requirements to repair energy systems. • Coordinates with other ESF's to provide timely and accurate energy information, recommends options to mitigate impacts, and coordinates repair and restoration of energy systems. • In coordination with State and local governments, APSC prioritizes plans and actions for the restoration of energy during response and recovery operations. • Local government has primary responsibility for prioritizing the restoration of energy facilities within their jurisdictions. Private Sector The private sector owns and operates the majority of the City's energy infrastructure and participates along with the APSC in developing best practices for infrastructure design and operations. The private sector normally takes the lead in the rapid restoration of infrastructure -related services after an incident occurs. Appropriate entities of the private sector are integrated into ESF #12 planning and decision making processes. Actions Pre -Incident In cooperation with the Energy Sector, ESF #12 develops and, where possible, implements standards for physical, operational, and cyber security for the energy industry. ESF #12 conducts energy emergency exercises with the energy industry, State and local governments to prepare for energy and other emergencies. Incident • APSC assesses the energy impacts of the incident, including resources needed, via Emergency Incident and Disturbance Reports from the electric power industry, and provides assessments of the extent and duration of energy shortfalls. • Provides representation to the City Emergency Operations Center and/or the Joint Field Office as required. • Coordinates fuel movement into shortage areas, equitable resource distribution, and utility service restoration. • Coordinates with ESF #1 to obtain information regarding pre -designated transportation/evacuation routes in order to determine the location of fuel supplies (primarily gasoline and diesel fuels). Considerations will include availability of fuel for individuals who are self -evacuating, availability of fuels for government -supplied transportation vehicles, and provision of fuel to emergency response vehicles along transportation/evacuation routes. • Reduces energy consumption through established curtailment policies and procedures, and conservation methods such as reducing speed limits, shortening work weeks, telecommuting, etc. Post -Incident • Participates in post -incident hazard mitigation studies to reduce the adverse effects of future disasters. • When requested, assists the Washington County Department of Emergency Management and Arkansas Department of Emergency Management (ADEM) in determining the validity of disaster -related expenses for which the energy industry is requesting reimbursement based upon the Stafford Act. Roles & Responsibilities Primary Agency • Follow the APSC's established procedures for responding to a disruption of utility service; • Support and provide timely and accurate information regarding efforts to restore utility service including the repair of any damaged utility systems and components; • Issue any orders necessary to enable the restoration of utility service (including jurisdictional telecommunications service); • Serve as a liaison to jurisdictional utilities (including jurisdictional telecommunications utilities); • Work closely with Washington County DEM, AEO, and ADEM to identify any energy source curtailments or interruptions that may affect the provision of utility service; • Work closely with identified federal agencies to support the restoration of utility service following any disruption of utility and other energy delivery systems and components; and • Provide representation in the City EOC as needed • Will maintain responsibility for the content of this ESF and will review and revise the same on at least an annual basis. Emergency Support Function #13 — Public Safety & Security ESF Coordinator Fayetteville Police Chief/Designee Primary Agency Fayetteville Police Department Local Support Agencies Washington County Department of Emergency Management Local Police Departments Washington County Sheriff's Office State Support Agencies • Arkansas Commission on Law Enforcement Standards and Training / Arkansas Law Enforcement Training Academy • Arkansas Crime Information Center (ACIC) • Arkansas Department of Correction (ADC) • Arkansas Department of Education (ADE) • Arkansas Department of Emergency Management (ADEM) • Arkansas Department of Finance and Administration (DFA) • Arkansas Department of Parks and Tourism • Arkansas Forestry Commission (AFC) • Arkansas Game and Fish Commission (GFC) • Arkansas State Highway and Transportation Department (AHTD) / Arkansas Highway Police Division (AHPD) • Arkansas State Police (ASP) • Arkansas Municipal Police Departments / Arkansas Association of Chiefs of Police • Arkansas Army National Guard (AR NG) • Arkansas Sheriff Offices / Arkansas Sheriffs Association • Arkansas State Crime Laboratory (ASCL) • Civil Air Patrol (CAP) - Arkansas Wing • Joint Terrorism Task Force (JTTF) • State Fusion Center • Alcoholic Beverage Control Board -Enforcement Division • Arkansas Tobacco Control • Campus Law Enforcement/Arkansas Association of Campus Law Enforcement Administrators `KIN Authorities and References City Ordinances and or Codes • Homeland Security Presidential Directive/HSPD-9 • Public Safety and Security, Federal Response Framework, ESF #13 • The Robert D. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended. • Department of Arkansas State Police, Arkansas Code Annotated 12-8-101, Act 231 of 1945. • Arkansas Emergency Services Act, Arkansas Code Annotated 12-75-101, Act 511 of 1973. • Arkansas Statewide Mutual Aid Act, Arkansas Code Annotated 12-75-119, Act 1179 of 2005. • Arkansas State Police Emergency Operations Plan (ASP EOP) • State of Arkansas Continuity of Operations Plan — State Police • Arkansas State Police General Operations Policy Manual • County and Cities' EOP's Primary Points of Coordination and Associated Actions • ESF #1 — Transportation • ESF #2 — Communications • ESF #3 — Public Works & Engineering • ESF #4 — Firefighting • ESF #5 — Emergency Management • ESF #6 — Mass Care, Emergency Assistance, Housing, & Human Services • ESF #7 — Logistics Management & Resource Support • ESF #8 — Public Health & Medical Services • ESF #9 - Search & Rescue • ESF #10 — Oil & Hazardous Materials Response • ESF #11 — Agriculture & Natural Resources • ESF #12 — Energy • ESF #13 — Public Safety & Security • ESF #14 — Long -Term Community Recovery • ESF #15 — External Affairs • (Other ESF's as defined by the jurisdiction.) • Terrorism Incident Law Enforcement and Investigation Annex: The purpose of this annex is to facilitate an effective county law enforcement and investigative response to all threats or acts of terrorism within the county, regardless of whether they are deemed credible. • Critical Infrastructure and Key Resources Support Annex: Describes policies, roles and responsibilities, and the concept of operations for assessing, prioritizing, protecting, and restoring critical infrastructure and key resources (CIKR) of the city/county during actual or potential incidents. I. Introduction A. Purpose 191:3 The purpose of this ESF is to integrate City of Fayetteville public safety/security capabilities and resources to support the full range of incident management activities associated with potential or actual incidents of citywide significance. B. Scope ESF #13 is responsible for providing a mechanism for coordinating and providing city to city support or city to county authorities to include criminal law enforcement, public safety, and security capabilities and resources during potential or actual incidents of significance. ESF #13 capabilities support incident management requirements including force and critical infrastructure protection, security planning and technical assistance, technology support, and public safety in both pre -incident and post incident situations. ESF #13 generally is activated in situations requiring extensive assistance to provide public safety and security and where local government resources are overwhelmed or are inadequate, or in pre -incident or post -incident situations that require protective solutions or capabilities unique to local government. Aid may include manpower, equipment and/or expertise. C. Policies State, local, private sector, and specific federal authorities have primary responsibility for public safety and security, and typically are the first line of response and support in these functional areas. In most incident situations, local jurisdictions have primary authority and responsibility for law enforcement activities, utilizing the Incident Command System (ICS) on -scene. In larger -scale incidents, additional resources should first be obtained through the activation of mutual aid agreements with neighboring localities and county/or state authorities, with incident operations managed through a Unified Command structure. In this context, a state's resources would include members of the State National Guard that the Governor calls into state service in a law enforcement, security, and/or public safety capacity. Through ESF #13, city resources supplement local resources when requested or required, as appropriate, and are integrated into the incident command structure using National Incident Management System (NIMS) principles and protocols. Management missions and objectives: ESF #13 facilitates coordination among supporting agencies communication and coordination processes are consistent with stated incident to ensure that: When activated, ESF #13 coordinates the implementation of city authorities that are appropriate for the situation and may provide protection and security resources, planning assistance, technology support, and other technical assistance to support incident operations, consistent with city agency authorities and resource availability. This annex does not usurp or override the policies or mutual aid agreements of any local jurisdiction or city/county government, state government, or federal agency. Law enforcement activities and criminal investigations are conducted in conformance with existing codes and statutes. ESF #13 provides the conduit for utilizing and incorporating the extensive network of public safety and security coordination established by interstate and intrastate prevention efforts through a variety of interagency plans. Prevention and security plans include but are not limited to the following: • City of Fayetteville EOP • Arkansas Emergency Operations Plan (AR EOP) • National Response Framework (NRF) • Concept of Operations • Responsibilities • Sector -Specific Plans • Arkansas State Police (ASP) EOP • State of Arkansas Continuity of Operations Plan — State Police • Arkansas State Police General Operations Policy Manual • Washington County EOP • EOP's of the cities in Washington County II. Concept of Operations A. General The Administrative Captain, or designee responsible for the equipment, will inspect the equipment needed for emergency operations on a quarterly basis. The inspection will be documented on an Emergency Operations Equipment Inspection Form All sworn personnel will receive training in Critical Incident Response in the department's recruit in-service training. The Training Division will establish and schedule annual refresher training for all personnel in emergency procedures that will specifically target the understanding and practical application of the Incident Command System and the department's role in the Emergency Plan for the City of Fayetteville. The department will strive to conduct or participate in one training exercise per year. Personnel will be assigned to participate in the exercise, while maintaining minimum patrol and investigative staffing. Participation and evaluation will be documented and kept on file at the Washington County Department of Emergency Management Office. Activation of ESF #13 will include actions taken to provide for the protection of the city's citizens and visitors during an emergency or disaster and ensures that those actions conform to applicable laws, rules, regulations and policy. ESF #13 will generally commence once primary jurisdictions have exceeded their law enforcement capabilities and have requested assistance. B. Actions ESF #13 is activated when city public safety and security capabilities and resources are needed to support incident operations. This includes threat or pre -incident as well as post incident situations. When activated, the primary agencies assess public safety and security needs, and respond to requests for city resources and planning/technical assistance from local, county or state/federal governments, or other ESF's. ESF #13 manages support by coordinating the implementation of city authorities related to public safety and security and protection of property, including critical infrastructure, and mobilizing city security resources and technologies and other assistance to support incident management operations. ESF #13 maintains close coordination with state, county and local officials to determine public safety and security support requirements and to jointly determine resource priorities. The primary agencies maintain communications with supporting agencies to determine capabilities, assess the availability of resources, and track resources that have been deployed. The ESF #13 lead agency will prepare a situation analysis by reviewing reports, video, message traffic, status boards, and logs (ref ASP EOP, Washington County EOP and /or City EOP). This situation analysis continues throughout the response and short-term recovery phase and should include the following: • A general description of the situation as it pertains to ESF #13 and an analysis of the ESF's operational support requirements. • A prioritized listing of significant actions the ESF #13 will initiate to provide operational support. • Determine the level of response required by ESF #13 to respond to the event. • Initiate notification of the required personnel, support organizations to achieve the required level of response. • Based upon the situation analysis, prepare a list of objective -based priority actions to perform lifesaving and short-term recovery operations. The action list should be revised as the situation changes. • Mobilize resources and coordinate response for approved mission assignments • Prepare electronic briefings on status of ESF #13 response operations. • Keep track of all expenditures concerning operations and submit these to ESF #7 or #14 after terminating operations. • Prepare an ESF #13 After -Action Report (AAR) to identify lessons learned and improvements needed (ref ASP EOP, Washington County EOP, and/or City EOP). Citywide capabilities and resources committed to ESF #13 will be allocated and coordinated by the Fayetteville Police Department in coordination with Washington County DEM. The primary source of equipment, supplies, and personnel shall be made from existing support agencies' resources and local sources outside the impacted area. Support, which cannot be provided from these sources, will be provided through commercial sources. Ill. Responsibilities A. PrimaryAgency Will: The Fayetteville Police Department, as lead agency for ESF #13, in coordination with other City of Fayetteville ESF's, is responsible for and assists with the following (ref Fayetteville Police Department General Operations Policy Manual, Mission Statement and Goals): • Manage ESF #13 preparedness activities and conduct evaluation of operational readiness. Reference the following from the City EOP: • Operating Procedures • Officer's Checklist • Aircraft Accidents • Bomb Threats • Contamination Emergencies • Earthquakes • Evacuations • Floods • Storm Damage • Prison Disturbances • Unlawful Assembly/Riot • Terrorism • Manhunts • Serve as the city level coordinator for all ESF #13 activities • Provide expertise on public safety and security issues when requested. • Coordinate the provision of manpower, equipment, and/or technical expertise in cooperation with local authorities to assure the continuity of law enforcement. • Maintain close coordination during operations between the affected local agencies, the Washington County's Emergency Operations Center (WCEOC) and other ESF's, as required. • Coordinate resources and provide support to federal agencies in response to terrorist incidents/attacks, as required. • Coordinate assistance of law enforcement, security personnel and other resources from unaffected areas of the city to support emergency operations. • Ensure that all activities performed under the purview of ESF #13 are related to the safety and security of the public. • If any potential for overlap exists, it is the responsibility of the primary agencies for ESF #13 to de -conflict these issues prior to accepting the mission assignment. • Facilitate resolution of any conflicting demands for public safety and security resources, expertise, and other assistance. • Provide law enforcement personnel for traffic management, security and other enforcement missions. ASP's Highway Patrol Division also supplies personnel for this responsibility (see graphic below for districts) B. Support Agencies Supporting agencies have resources that may be needed to fulfill roles and responsibilities identified in this ESF. Resources will be called upon as needed and as available. See table below for list of support agencies and their resources. Table 1. Support Agencies and Responsibilities/Capabilities for ESF #13 Agency Responsibilities Capabilities Washington County Sheriff's Provide LE personnel Office for traffic management, security and other enforcement action Washington County Coordination with other Notifies appropriate state, Department of Emergency ESF's and support federal and volunteer Management agencies agencies of the disaster and request for assistance Arkansas Crime Information Provide crime Responsible for providing Center information and information technology research data to law services to law enforcement enforcement personnel and other criminal justice agencies in Arkansas Arkansas Department of Provide personnel for 1. A portion of ADC officers Correction traffic management, are certified law security and other enforcement officers and missions. can be used to assist ASP and local law enforcement officials to direct traffic and patrol disaster areas 2. JTTF coordination (gang activity, terrorism, etc) 3. Search/rescue operations Arkansas Department of Provide transportation Education support Arkansas Department of Coordination with other Notifies appropriate state, Emergency Management ESF's and support federal and volunteer agencies. agencies of the disaster and requests assistance. Arkansas Department of Supply procurement Finance and Administration necessary to support emergency operations Arkansas Department of Provide personnel for 1. Park rangers are certified Parks and Tourism traffic management, law enforcement officers & security and other can be used to assist ASP missions. and local law enforcement officials 2. Can conduct search/rescue operations Arkansas Forestry Provide personnel for 1. Forestry Commission Commission traffic management, rangers have the authority to security and other enforce fire laws missions. 2. Search/rescue operations 3. Firefighters Arkansas Game and Fish Provide personnel for Game & Fish enforcement Commission traffic management, agents are commissioned, security and other uniformed, armed law missions. Watercraft enforcement officers with full provision, police powers. They may be utilized to augment local police and ASP in disaster situations. Arkansas Highway and Provide transportation 1. Assist ASP and local LE, Transportation Department support, equipment establish cordons, notify provision, evacuees, control traffic and access points, furnish barricades 2. During disaster, control traffic flow and assign highway use priority AHTD Arkansas Highway Police Division Arkansas Municipal Police Departments / Arkansas Association of Chiefs of Police Arkansas National Guard Arkansas Sheriff Offices / Arkansas Sheriffs Association Arkansas State Crime Laboratory Civil Air Patrol — Arkansas Wing Provide law enforcement personnel for traffic management, security and other enforcement missions. Provide law enforcement personnel for traffic management, security and other enforcement missions. Provide personnel and equipment for security, transportation and evacuation. Provide LE personnel for traffic management, security and other enforcement missions. Perform autopsies and identification of remains. Provide aerial transportation and reconnaissance support. 1. Enforce State Highway System size & load laws 2. Enforce HAZMAT & commercial vehicle safety laws 3. Enforcement agents for Commissioner of Revenues 1. Provide protection of life and property in emergency/ disaster situations & assist LE agencies. 2. Furnish manpower for flood assistance, debris clearance, fire fighting, etc. 3. Supply transportation equipment for supply and evacuation actions 1. Forensic DNA, fingerprint technology, and odontology capabilities. 2. Nationwide DNA database 3. Digital evidence section for computer assistance 1. Search & rescue services. 2. CAP CANNOT engage in LE activities other than reconnaissance of property or transport of personnel and equipment, while on an Air Force mission (per Posse Comitatus Act) Joint Terrorism Task Force Provide LE personnel, crime information and research data for terrorism related incidents Arkansas State Fusion Provide crime Center information and research data to law enforcement personnel Alcoholic Beverage Control Provide LE personnel for traffic management, security and other enforcement missions. Arkansas Tobacco Control Provide LE personnel for traffic management, security and other enforcement missions. Campus Law Coordinate Campus LE Enforcement/Arkansas personnel for traffic Association of Campus Law management, security Enforcement Administrators and other enforcement missions. Emergency Support Function #14 - Long Term Community Recovery and Mitigation ESF Coordinator Paul A Becker Primary Agency Finance and Internal Service Department Support Agencies Washington County Department of Emergency Management State of Arkansas Department of Emergency Management Federal Agencies Department of Homeland Security/Federal Emergency Management Agency Department of Agriculture "Emergency Watershed Protection Program Department of Army Corp of Engineers Authorities and References City of Fayetteville Policies and Procedures I. Introduction A. Purpose: The Finance and Internal Services Department is responsible for Administrative and Financial Support to City Operating Departments during their response to emergencies. B. Scope: In addition, to providing Finance and Administration Support during the event, the ESF 14 is responsible for the development and implementation of a plan to address the long-term impact on the finances of the City. That plan must be developed with the overriding goal of enabling the City to recover from the long-term impact of the event. II. Policies A. State and Federal Programs exist to support specific events and long-term incident recovery. These programs are almost always in the form of Emergency Grants which first require declaration of and emergency by the Arkansas Governor and or President of the United States. B. It is the policy of Emergency Support Functions #14, to actively pursue available Federal and State funds to mitigate the financial effects of the emergency incident. C. During the procurement phase of assistance to other ESF agencies, it is the ESF #14's responsibility to follow existing City Policies and Procedures if at all possible. D. The ESF #14 coordinator should give periodic status reports to the Governing body when possible. III. Concept of Operations `I IN A. General: ESF #14 provides financial and administrative support in the following general areas: • Purchasing • Accounting and Grant Monitoring • Budgeting • IT Functioning • Building Maintenance B. Organization Succession: In the event the designated ESF #14 coordinator is unavailable or unable to perform his role, the following line of succession will be used for the Finance and Internal Services Department: • Accounting Director • Purchasing Manager • Budget Director IV. Actions Pre -Incident: The members of the ESF #14 team will strive to establish and maintain a good relationship with State and Federal Support Agencies. Members of the ESF #14 team will seek to educate themselves on Emergency Management funding opportunities available and obtain training when accessible. Incident: During the incident members of the Emergency Support Function -Long -Term Community Recovery and Mitigation Team have specific responsibilities as follows: • The Purchasing Division will insure "P -Card" limits are adequate for authorized essential personnel, and assist in the procurement of needed equipment. • The IT Division will be available to insure needed Technological Communication and Processing Systems are functional, if at all possible. • The Building Maintenance Division will be on hand to clear debris from the entrances of City buildings and make sure needed building equipment is operational, if at all possible. • If payroll processing is needed during the incident, the Accounting Division will produce Employee checks if at all possible. • The Business Office will provide telephone coverage for Water and Sewer customer's questions and assist the Water and Sewer Division in communications between customers and field units. Post Incident: • The ESF #14 Team will gather information from various other ESF Teams, which will enable the City to assess the Financial and Operational impact on the City. • The members of the ESF #14 Team have a central role in the development of a financial plan which will guide the City in its long-term recovery from the incident. The team will implement that plan once it is approved. Adjustments will be made to that plan as needed to insure long term goals are achieved. ■ The Accounting Division will be responsible for researching, coordinating and filing of required documents, which will enable the city to submit applications for State and or Federal assistance. The ESF #14 Team will coordinate necessary communications and documentation for insurance claim processing where applicable. The ESF #14 Team will diligently work to restore all Technical Communication and Electronic Processing Systems to their prior functional capability. The ESF #14 Team will diligently work to repair any City property damaged by the incident. V. Responsibilities The responsibilities of the Recovery and Mitigation Annex may be summarized as follows: • Assist other ESF's in obtaining required equipment and materials during the incident. • Maintain electronic communication and processing systems to the greatest extent possible. • Coordinate Insurance Claim preparation and processing. • Oversee the preparation of applications and or request for Federal and or State Funding. • Insure applicable grant compliance, and file required documentation. • Development of a funding plan to achieve Long -Term Financial Recovery. • Restore City buildings and grounds to pre -incident level. Emergency Support Function #15 — External Affairs ESF Coordinator City of Fayetteville, Communication Department Director Lindsley Smith Primary Agency City of Fayetteville Communications & Volunteer Services Department Support Agencies City of Fayetteville Mayor City of Fayetteville Chief of Staff City of Fayetteville Director of Parks and Recreation City of Fayetteville Transportation Director City of Fayetteville Information Technology Department Fayetteville's Senator in the Arkansas General Assembly Fayetteville's Three State Representatives Washington County —County Judge's Agency Liaison and Communication Director Arkansas Governor's Office United States Congressional Representative Office (local and national offices) United States Senator Offices (local and national offices) City of Fayetteville Government Channel National Weather Service Local radio and television stations Voluntary Organizations Active in Disasters (VOAD) University of Arkansas Arkansas Department of Human Services Arkansas State Police Arkansas Department of Finance and Administration Arkansas State Highway and Transportation Department Arkansas Department of Information Systems Arkansas Forestry Commission Arkansas Game and Fish Commission Arkansas Department of Environmental Quality Arkansas Agriculture Department Arkansas Energy Office Arkansas Public Service Commission Authorities and References City of Fayetteville Policies and Procedures City of Fayetteville Emergency Operations Plan City of Fayetteville Codes & Ordinances Arkansas Code Annotated 12-49-402 (Act 959 of 1997) Emergency Management Assistance Compact Act 232 of 1973, Interstate Civil Defense & Disaster Compact 150 I. Introduction A. Purpose Assure that accurate, coordinated, and timely information will be provided to affected audiences; including governments, media, the private sector and the local populace. B. Scope Coordinate communication to various audiences and assist with interagency information and messaging. C. Policies The primary communicating entity for emergencies is the City of Fayetteville public Information Officer; however, each agency needs a public information officer/liaison to work internally and in cooperation with the other agencies to assure accurate, up-to-date, and coordinated information in and among the agencies. The external affairs efforts are coordinated in support of a unified message. II. Concept of Operations A. General • Coordinate messages with public affairs representatives from all involved departments and agencies • Insure that the city is putting out an accurate unified message • Assure that the city is putting out an accurate and unified message, the final message will be released from the City on City letterhead and approved by the Mayor • Coordinating messages with Federal, State, and County governments, as well as other agencies and assisting in the establishment of a Joint Information Center (JIC) • Gathering information on the incident • Monitoring news coverage to ensure that accurate information is disseminated to the public • Providing incident -related information through the media and other sources to individuals, families, businesses, and industries directly or indirectly affected by the incident • Using a broad range of resources to disseminate information • Handling appropriate special projects such as news conferences and press operations • Assist the news media in disseminating information to the public • Responding to legislative or congressional inquiries and assisting in the development of materials necessary for governmental notifications • Arranging for incident site visits for Members of the Legislature or Congress and their staffs • Assist in the organization of an initial interagency legislative/congressional briefing within 12 hours of the event when possible and with daily briefings thereafter • Establishing contact with legislative/congressional offices representing affected areas to provide information on the incident • Assure continuous and accessible public information about the disaster through media briefings, press releases, radio and television announcements, Facebook, Twitter, EAS, e-mail messages • Ensure that information provided by all sources includes the content necessary to enable reviewers to determine its authenticity and potential validity • Correcting misinformation rapidly • Assure information reaches audiences with sensory, intellectual, or cognitive disabilities; individuals with limited English proficiency; and others with access and functional needs in the workplace, public venues, and in their homes 151 • Include household pet evacuation and sheltering information in public information messages as available • Schedule regular press briefings and establish media centers on -scene if possible • Assure up-to-date information is provided by individuals aware of the accurate and detailed information and assist in identifying individuals who are most appropriate to speak publically for the emergency management plan or action • Work with County to update the press and the County and City websites with information on shelters and shelter capacity —providing directions to each shelter • Establishment of a phone bank staffed with volunteers and/or utilizing the joint Washington and Benton County 211 system to disseminate information to the community B. Organization In the event that the Communication Director is unable to perform her duties, the following is the line of succession for the Communication Department: ■ Community Outreach Coordinator ■ City of Fayetteville Television Center Manager Contact Information: Lindsley Smith, Communication Director (479)575-8328 or (479)409-1288 Ifsmith@ci.fayetteville.ar.us Julie McQuade, Community Outreach Coordinator (479)575-8332 jmcquade@ci.fayetteville.ar.us Frederick Gisler (479)444-3434 fgisler@ci.fayetteville.ar.us C. Actions 4. Pre -Incident Assisting the City Departments and Divisions with education and prevention as needed 5. Incident Liaison with County, State, and Federal Offices for the goal of disseminating current and accurate information to the public 6. Post Incident Disseminate post -incident public announcements and damage mitigation information and document what worked well with this incident and what can be improved in regard to communication in the emergency management plan and agency cooperation. Work with County, State, and Federal agencies to assist the community setting up application centers for FEMA reimbursement/assistance Ill. Responsibilities E. The Coordinating Agency will: Carry out emergency management mitigation through distribution of informational materials to agencies and the general public; assist in assuring accuracy of all public information; write press releases and disseminate to the public; assist in assuring that city departments engaged in the emergency are informed of the actions of other departments and agencies for unified actions; maintain public confidence in the area's emergency management; assist state agencies, local jurisdictions, private industry, and non-profit organizations with public information planning; serve as the city's liaison with Congressional offices; work with agencies to assure information reaches special needs populations; and work with the County to provide an area in which media can gather to obtain accurate information for the public, including arranging press conferences. Local media contacts: Northwest Arkansas Media List Updated January22, 2010 Arkansas Democrat -Gazette P.O. Box 7 2560 N. Lowell Road Springdale, AR 72765-0007 479-365-2900 Jeff Jeffus, Publisher, 479-442-1700, jjeffus@arkansasonline.com Lisa Thompson, Managing Editor, 479-872-5168, Thompson@arkansasonline.com Kent Marts, Weeklies Editor, 479-271-3711, kmarts@arkansasonline.com Susan Scantlin, Editor, 479-365-2960, sscantlin@arkansasonline.com Ray Minor, City Editor, 479-365-2922, rminor@arkansasonline.com James Gilzow, Senior News Editor, 479-365-2937, jgilzow@arkansasonline.com David Gottschalk, Photo Editor, 479-365-2963, dgottschalk@arkansasonline.com Bob Coleman, Photographer, 479-365-2963, rcoleman@arkansasonline.com *Adam Wallworth, News Reporter, 479-365-2996, awallworth@arkansasonline.com Bill Bowden, NW News Reporter, 479-365-2966, bbowden@arkansasonline.com Jennifer Cook, NW Deputy City Editor, 479-365-2981, jcook@arkansasonline.com Tracie Dungan, NW Health Reporter, 479-365-2952, tdungan@arkansasonline.com John Magsam, NW Business Editor, 479-365-2977, jmagsam@arkansasonline.com Cyd King, NW Profiles Editor, 479-365-2873, cking@arkansasonline.com Richard Massey, News Reporter, 479-365-2925, rmassey@arkansasonline.com Rob Smith, NW Transportation Reporter, 479-365-2944, rsmith@arkansasonline.com Northwest Arkansas Newspapers (NAN) Editorial Opinion Doug Thompson, Editor, 479-872-5127 dthompson@nwaonline.com Brenda Blagg, Columnist, 479-571-6463, bblagg@nwaonline.com Features Debbie Miller, Editor, 479-872-5029, dmiller@nwaonline.com Becca Martin, Assistant Editor, 479-872-5054, bmartin@nwaonline.com Sara Sullivan, Features Writer, 479-872-5051, ssullivan@nwaonline.com Carin Schoppmeyer, Society, 479-872-5049, cschoppmeyer@nwaonline.com Business Christie Swanson, Business Reporter, 479-872-4709, cswanson@nwaonline.com Lana Flowers, Business Reporter, 479-872-5116, (flowers@nwaonline.com 153 Outdoors Flip Putthoff, Outdoors Writer, 479-619-2544, fputthoff@nwaonline.com Mailing address: Rogers Morning News, 313 S. Second St., Rogers, AR 72756 Springdale Morning News P.O. Box 7 2560 N. Lowell Road Springdale, AR 72765-0007 Donna Lonchar, Local Editor, 479-872-5036, dlonchar@nwaonline.com Steve Caraway, City Reporter, 479-872-5041, scaraway@nwaonline.com Northwest Arkansas Times P.O. Box 1607 Fayetteville, AR 72702 Greg Harton, Local Editor, 479-571-6429, gharton@nwaonline.com Joel Walsh, Local Government (Fayetteville) 571-6418 jwalsh@nwaonline.com Scott Davis, County Reporter, 479-571-6439, sdavis@nwaonline.com Kate Ward, Cops Reporter, 479-571-6417, kward@nwaonline.com Rose Ann Pearce, Education Reporter, 479-571-6490, rpearce@nwaonline.com Rogers Morning News 313 S. Second Street Rogers, AR 72756 Leeanna Walker, Local Editor, 479-619-2527, lwalker@nwaonline.com *Caleb Fort, Education Reporter, 479-619-2533, cfort@nwaonline.com Benton County Daily Record P.O. Box 929 Bentonville, AR 72712 Mike Jones, Local Editor, 479-271-3724, mjones@nwaonline.com Tabatha Hunter, County Reporter, 479-271-3717, thunter@nwaonline.com WEEKLIES : Associated with NAN and AR Democrat -Gazette Times of Northeast Benton County P.O. Box 25 Pea Ridge, AR 72751 Annette Beard, Editor, 479-451-1196, annetteb@nwanews.com The Weekly Vista in Bella Vista 313 Town Center West Bella Vista, AR 72714 Douglas Grant, Editor, 479-855-3724, douglasg@nwanews.com McDonald County Press P.O. Box 266 Pineville, MO 64856 Rick Peck, Editor, 417-223-4675, rpeck@nwaonline.com Gravette News Herald P.O. Box 640 Gravette, AR 72736 Dodie Evans, Editor, 479-787-5300, gravettenews@nwanews.com Gentry Courier Journal P.O. Box 677 Gentry, AR 72734 Randy Moll, Editor, 479-736-2822, randym@nwanews.com The Siloam Springs Herald Leader 101 N. Mount Olive Siloam Springs, AR 72761 Gary Burton, Editor, 479-524-5144, garyb@nwanews.com Washington County Enterprise Leader P.O. Box 520 Lincoln, AR 72744 Randal Seyler, Editor, 479-824-3263, rseyler@nwaonline.com La Prensa Libre 212 N. East Ave. Fayetteville, AR 72701 Francisco Ayala, Editor, 479-571-6430, fayala@nwanews.com Fayetteville Free Weekly 212 N. East Ave. Fayetteville, AR 72701 Susan Porter, Editor, 479-571-6419, sporter@nwaonline.com White River Valley News (Elkins) P.O. Box 6350 Fayetteville, AR 72702 Pat Harris, Editor, 479-443-9786, wrvnews@nwanews.com WEEKLIES : Other Harrison Daily Times 211 CR 3101 Berryville, AR 72616 Ginger Shiras, Reporter, 870-423-3502, gingerginger@aristotle.net Madison County Record P.O. Drawer A Huntsville, AR 72740 Kyle Mooty, Editor, 479-738-2141, editor@mcrecordonline.com Carroll County News 5 Forest Park Ave., Ste. C Holiday Island, AR 72631 Kathryn Lucariello, Reporter, 479-253-9719, ccnhi@cox-internet.com OTHER University Relations/Media University of Arkansas 800 Hotz Hall Fayetteville, AR 72701 Steve Voorhies, 479-575-3583, svoorhies@uark.edu Associated Press 10802 Exec Ctr Dr, Ste. 100 Little Rock, AR 72116 pebbles@ap.org, (800) 715-7201 Northwest Arkansas Business Journal 2790 S. Thompson, Ste. 101 Springdale, AR 72764 Worth Sparkman, Managing Editor, wspark@nwabj.com, 725-0394 Arkansas Business Journal P.O. Box 3686 Little Rock, AR 72203 Bill Paddack, Managing Editor, bpaddack@abpg.com, 501-372-1443 The Arkansas Traveler Bailey McBride, News Editor, 479-575-3226, travnews@uark.edu www.uatray.com TELEVISION KNWA-TV 15 S. Block, Suite 101 Fayetteville, AR 72701 Brook Thomas, News Director, bthomas(aD-knwa.com , 479-571-5100 Neile Jones, Anchor, njones _knwa.com, 479-571-5100 Dan Skoff, Meteorologist, dskoff@knwa.com, 479-571-5100 Travis Spieth, tspieth@myfox24.com, 571-5100 (Ad sales, PSAs) www.knwa.com KHOG 40-29 HOMETOWN NEWS 2809 Ajax Ave., Ste. 200 Rogers, AR 72758 News Director, news@4029tv.com, 479-878-6088 Melissa Kelly, Reporter, mjanes@hearst.com, 479-878-6088 Drew Michaels, Chief Meteorologist, dburgoyne@heart.com, 479-878-6088 www.4029tv.com KFSM-CHANNEL 5 Northwest Arkansas Mall 4201 N. Shiloh Drive, Ste. 169 Fayetteville, AR 72701 Aaron Schauer, News Editor, Aaron .schauer(�kfsm .com, 479-521-1330 Daren Bobb, Anchor/News in NW, daren.bobb@kfsm.com, 479-521-1330 Garrett Lewis, Chief Meteorologist, garrett.lewis@kfsm.com, 479-521-1330 Mary Marsh, Reporter, mary.marsh@kfsm.com, 479-799-9781 www.5NEWSonline.com JONES TV 610-B East Emma Avenue Springdale, AR 72765 Assists nonprofits with PSAs/video production/local programming on community/civic/environmental Jerry Oliver, 479-756-8090, ext. 199, joliver@jcf.jonesnet.org www.jonestv.org CITY OF FAYETTEVILLE TELEVISION CENTER (City Channel 16) 101 W. Rock Street Fayetteville, AR 72701 Fritz Gisler, Manager, 479-444-3434, fgisler@ci.fayetteville.ar.us Frou Gallagher, fgallagher@ci.fayetteville.net, 444-3436 CAT (Community Access Television/Cox Cable TV Channel 18) 101 W. Rock Street Fayetteville, AR 72701 Jori Costello, jori@catfayetteville.org, 479-444-3433 www.catfayetteville.org EDUCATIONAL ACCESS TELEVISON (Cox Channel 14) University of Arkansas 119 Kimpel Hall Fayetteville, AR 72701 479-575-4053 UATV airs programs produced by university students, journalism department faculty, and other University of Arkansas departments, as well as selections of programs of interest to the university and the community from across the nation. Contact Fritz Gisler, 479-444-3434, fgisler@ci.fayetteville.ar.us if you have a program you'd like them to air. www.uatvonline.net ------------------------------------------------------------------------------- RADIO KUAF/91.3 NPR Radio www.kuaf.org 479-575-2556 Kyle Kellams, kkellam uark.edu Pete Hartman, phartma@uark.edu KUAF 91.3FM NPR 9 S. School St. Fayetteville, AR 72701 CLEAR CHANNEL RADIO `f 4 2049 E. Joyce Blvd., Ste. 101 Fayetteville, AR 72703 479-521-0104 Physical location: Commerce Park II Bldg., Joyce St., Fayetteville, First Floor Studio Duce Foreman, Producer/News, duceforeman@clearchannel.com, 871-8609 (cell) Jennifer Irwin, jenniferirwin@clearchannel.com Carmen Wolfe, Gen. Sales Manager, 479-695-4017, 236-2085 (cell), carmenwolfe@clearchannel.com KURM Radio (790 AM) kurmam(a�sbcglobal.net 479-633-0790 CNN CNN.com Barb Rad, CNN I Report Barbrad42@gmail.com 479-381-6169 http://www.ireport.com/people/BarbRad Appendix J Local Disaster Declaration A.C.A. § 12-75-108 Arkansas Code of 1987 Annotated Official Edition © 1987-2010 by the State of Arkansas All rights reserved. *** CURRENT THROUGH THE 2010 FISCAL SESSION *** Title 12 Law Enforcement, Emergency Management, And Military Affairs Subtitle 5. Emergency Management Chapter 75 Arkansas Emergency Services Act of 1973 Subchapter 1 -- General Provisions A.C.A. § 12-75-108 (2010) 12-75-108. Local disaster emergencies -- Declaration. (a) (1) A local disaster emergency may be declared only by the chief executive or his or her designee of a political subdivision. (2) If time is critical because of a rapidly occurring disaster emergency event, the chief executive verbally may declare a local disaster emergency for immediate response and recovery purposes until the formalities of a written declaration can be completed in the prescribed manner. (3) A declaration of a local disaster emergency shall not be continued or renewed for a period in excess of one hundred twenty (120) days except by or with the consent of the governing body of the political subdivision. (4) Any order or proclamation declaring, continuing, or terminating a local disaster emergency shall be given prompt and general publicity and shall be filed promptly with the city or county clerk, as applicable. (b) (1) The effect of a declaration of a local disaster emergency is to activate the response and recovery aspects of any and all applicable local or interjurisdictional disaster emergency plans and to authorize the furnishing of aid and assistance thereunder. (2) (A) In addition to other powers conferred on the chief executive declaring a local disaster emergency, the chief executive may suspend the provisions of any local regulatory ordinances or regulations for up to thirty (30) days if strict compliance with the ordinance provisions would prevent, hinder, or delay necessary actions to cope with the disaster emergency. (B) Local regulatory ordinances include, but are not limited to: (i) Zoning ordinances; (ii) Subdivision regulations; (iii) Regulations controlling the development of land; (iv) Building codes; (v) Fire prevention codes; (vi) Sanitation codes; (vii) Sewer ordinances; (viii) Historic district ordinances; and (ix) Any other regulatory type ordinances. (c) (1) An interjurisdictional office of emergency management or official of an interjurisdictional office of emergency management shall not declare a local disaster emergency unless expressly authorized by the interjurisdictional agreement under which the interjurisdictional office of emergency management functions. (2) However, an interjurisdictional office of emergency management shall provide aid and services in accordance with the interjurisdictional agreement under which it functions. HISTORY: Acts 1973, No. 511, § 13; A.S.A. 1947, § 11-1946; Acts 2001, No. 568, § 1; No. 1278, § 2; 2007, No. 197, § 5; No. 465, § 2; 2009, No. 165, §§ 29, 30. i[11] Appendix K Arkansas Mass Fatality Plan February 2011 The State of Arkansas Mass Fatality Plan stands adopted as part of the City of Fayetteville Emergency Operations Plan. The entire document can be viewed on the enclosed FOP disc, in the folder titled `Appendix K: Arkansas Mass Fatality Plan'l. Appendix L City Facilities Emergency Evacuation Plans Each City Facility Emergency Evacuation Plan can be viewed on the enclosed EOP disc, in the folder titled "City Facilities Emergency Evacuation Plans". CITY FACILITY PROPERTY LOCATION CONTACT CITY ADMINISTRATION BUILDING 113 W. MOUNTAIN ST. Don Marr DISTRICT COURT 176 S CHURCH, STE 1 Judge Rudy Moore 176 S CHURCH, STE 2 Kit Williams TELEVISION CENTER 101 WEST ROCK Liridsley Smith DEVELOPMENT SERVICES 125 W. MOUNTAIN Jeremy Pate ANIMAL SERVICES 1640 ARMSTRONG ROAD BUILDING MAINTENANCE 115 SOUTH CHURCH Paul Becker STORAGE WAREHOUSE 109 WEST ROCK POLICE DEPARTMENT 100 WEST ROCK Chief Tabor 1651 S HAPPY HOLLOW 4201 N SHILOH, STE 1985 4201 N SHILOH, STE 15 280 N COLLEGE AVE, STE 100 CENTRAL FIRE DEPARTMENT #1 303 WEST CENTER Chief Da rin er FIRE STATION #2 708 NORTH GARLAND FIRE STATION #3 1050 S HAPPY HOLLOW FIRE STATION #4 3385 PLAINVIEW FIRE STATION #5 2979 CROSSOVER ROAD FIRE STATION #6 900 HOLLYWOOD FIRE STATION #7 835 N RUPPLE ROAD FIRE PREVENTION BUREAU 833 CROSSOVER ROAD PARKS OFFICE 1455 S. HAPPY HOLLOW Connie Edmonston YVONNE RICHARDSON COMMUNITY CENTER 240 E. ROCK WILSON POOLHOUSE 675 N PARK AVE WILSON PARK OFFICE GREENHOUSE 675 N PARK AVE MT SEQUOYAH GREENHOUSE SUMMIT ROAD FLEET/TRANSPORTATION OPERATIONS 1525 S. HAPPY HOLLOW Terry Gulley AIRPORT BUILDINGS 4500 SOUTH SCHOOL 385 EARNEST LANCASTER DR SOLID WASTE & RECYCLING 1560 S. HAPPY HOLLOW Dave Jurgens W&S OPERATIONS CENTER 2435 S INDUSTRIAL DRIVE PAUL R. NOLAND WWTP - OPERATIONS BLDG 1400 N. FOX HUNTER ROAD Du en Tran WEST SIDE WWTP - OPERATIONS BLDG 15 S BROYLES AVENUE BIOSOLIDS MANAGEMENT SITE -OPS Bldg 16464 E WYMAN ROAD Appendix M City of Fayetteville Emergency Call List MAYOR'S OFFICE (Fax: 575-8257) Mayor: Lioneld Jordan H: 442-5415 1600 Arrowhead O: 575-8331 Fayetteville, AR 72701 C: 601-3514 Chief of Staff: Marr, Don H: 236-1739 P.O. Box 3561 O: 575-8330 21 N. Locust C: 601-3929 Fayetteville, AR 72701 Communications & Smith, Lindsley H: 443-9706 Marketing Director: O: 575-8328 C: 409-1288 Mayor's Office Broyles, Lana H: 846-2781 Administrator: 411 N. Mock O: 575-8331 Prairie Grove, AR 72753 C: 466-2281 Finance & Internal Becker, Paul PC: 630-484-1996 Services Director: 4075 Cadillac Dr., Apt. 4 O: 575-8330 Fayetteville, AR 72703 C: 601-3577 Utilities Dept. Director: Jurgens, David H: 442-3866 4553 North Crossover Rd. O: 575-8330 Fayetteville, AR 72764 PC: 841-3677 Administrative Asst: Henson, Pam H: 251-8383 4316 W. New Bridge Rd. O: 575-8330 Fayetteville, AR 72704 C: 530-5073 Administrative Asst: Pay, Bonnie H: None 2219 S. Coleman Ave. O: 575-8333 Fayetteville, AR 72701 C: 501-606-0684 Community Outreach McQuade, Julie C: 387-1694 Coordinator: 409 West Ila St. O: 575-8302 Fayetteville, AR 72701 CITY ATTORNEY'S OFFICE (Fax: 575-8315) City Attorney: Williams, Kit O: 575-8313 288 Knerr (P.O. Box 1772) H: 443-2775 Fayetteville, AR 72701 C: 263-2313 Asst. City Attorney: Kelley, Jason 28 Plymouth Drive Bella Vista, AR 72715 Secretary: Housley, Judy 3992 Park Oak Dr. #3 Fayetteville, AR 72703 CITY CLERK'S OFFICE O: 575-8313 H: 479-876-2686 C: 479-659-2686 O: 575-8313 H -C: 301-6429 City Clerk: Smith, Sondra O: 575-8324 1714 N. High, P.O. Box 9211 H: 442-7838 Fayetteville, AR 72703 C: 841-4322 Deputy City Clerk: Branson, Lisa O: 575-8309 15102 Montgomery Rd. H: 479-634-2409 Winslow, AR 72759 C: 479-445-4764 Deputy City Clerk: Wood, Amber O: 575-8310 21849 Jones Fork Rd. H: 479-369-1580 Winslow, AR 72759 C: 790-6951 CITY PROSECUTOR'S OFFICE: City Prosecutor: Jones, Casey O: 575-8377 H: 839-3104 C: 957-5566 ACCOUNTING: Accounting Director: Hertweck, Marsha O: 575-8288 1036 Glenn Lane H: 444-7692 Fayetteville, AR 72703 C: 200-5669 Accounting Manager: Leach, Trish O: 575-8285 1834 Wheeler Ave. H: 521-0757 Fayetteville, AR 72703 C: 466-8492 Accounting Manager: Turberville, Shelly O: 575-8274 2387 Ferguson Ave. Fayetteville, AR 72703 C: 957-4370 `[•I AIRPORT: Director of Aviation: Boudreaux, Ray M. O: 718-7642 355 Durango Pl. H: 521-7331 Fayetteville, AR 72704 C: 601-3520 Airport Financial Nicholson, James Coordinator: P.O. Box 150 O: 718-7642 West Fork, AR 72774 C: 879-2296 ANIMAL SERVICES: (After Hours call Central Dispatch: 587-3555) Animal Services Middleton, Justine O: 444-3455 Superintendent: C: 479-283-4160 Alternate: 479-313-1398 Animal Services Rankin, Tony H: 294-6003 Program Manager: C: 966-6121 P: 575-9831 Animal Services Mosher, Joni C: 479-283-7127 Programs Adm: Veterinarian: Jones, Robb H: 442-2477 C: 200-7519 BILLING & COLLECTIONS: Billing & Collections Laycox, Rainy O: 575-8249 Manager: 22396 Lafayette Mt. Rd. H: 824-5495 Lincoln, AR 72744 C: 790-2553 Accounting Clerk: Cain, Janice O: 575-8255 1015 Bel Air Dr. H: 443-4995 Fayetteville, AR 72703 BUDGET: Budget Director: Springer, Kevin H: 521-0435 4773 Plymouth Rock Place O: 575-8226 Fayetteville, AR 72704 C: 871-9032 BUILDING MAINTENANCE: Bldg. Maint. Supervisor: Rennie, Larry 18516 Winn Creek Rd. Winslow, AR 72959 Maintenance Crew Leader: Sawin, Harlan 11676 Colcleasure Rd. Fayetteville, AR 72701 HVAC Technician: Shane Mhoon Maintenance Staff: Night Custodian: (4:00 PM -12:30 AM) CABLE ADMINISTRATION: Cable Administration: DEVELOPMENT SERVICES: Dev. Svs. Dept. Dir: Senior Planner: City Engineer: Orand, Weldon 16 N. Red Bud Fayetteville, AR 72701 Young, Brian 1840 N. Leverett 15A Fayetteville, AR 72701 David Bokina 1260 Tisdale Fayetteville, AR Gisler, Fritz 905 E. Overcrest St. Fayetteville, AR 72703 Pate, Jeremy 422 E. Lafayette Fayetteville, AR 72701 Garner, Andrew 719 Franklin Fayetteville, AR 72701 Brown, Chris 4292 American Dr. Fayetteville, AR 72704 O: 575-8363 H: 839-3591 C: 200-9707 O: 575-8363 C: 466-1471 O: 575-8363 H: 443-4890 M: 841-4005 P: 601-1019 O: 575-8363 C: 225-6411 P: 575-1742 O: 575-8363 P: 435-4566 C: 871-7575 P: 575-1758 H: 521-5787 O: 444-3434 O: 575-8265 H -C: 263-0588 O: 575-8262 C: 387-7199 O: 575-8207 H: 530-8464 C: 601-7691 Staff Engineer: Norbash, Sid O: 575-8205 2482 Jimmie Lane H: 443-4423 Fayetteville, AR 72703 C: 225-1957 Public Works Inspector: Ranz, Don O: 444-3421 149 Wolfdale Rd. H: 267-3063 Farmington, AR 72730 C: 601-3509 Trails Adm: Mihalevich, Matt O: 444-3416 420 East Lafayette H: 422-7447 Fayetteville, AR 72701 Community Services Fields, Yolanda Director: 3034 Hughmount Rd. O: 575-8290 Fayetteville, AR 72704 C: 236-3815 Code Services Ball, Chad O: 444-3430 Coordinator: 2125 N. Old Wire Rd. H: 409-2255 Fayetteville, AR 72703 Community Services Kelly Colebar O: 575-8235 Project Coordinator: 1631 N. Timbercrest Ave. H: 479-856-6174 Fayetteville, AR 72704 C: 563-370-7077 Building Official: Molaschi, David O: 575-8229 18062 Mountain Crest Dr. H: 521-1665 P.O. Box 220 C: 601-3229 Goshen, AR 72735 Building Inspector: Moses, Vel O: 575-8244 2102 Loren Cir. H: 443-1569 Fayetteville, AR 72701 C: 871-4980 DISTRICT COURT: District Court Adm: Stockalper, Dena O: 587-3598 2365 East Kantz Lane South H: 444-8415 Fayetteville, AR 72703 C: 422-2505 District Court Clerk: Robbins, Sharon (unlisted) O: 587-3597 264 S. 85th Ave. H: 267-5818 Fayetteville, AR 72704 `[:Y/ FIRE DEPARTMENT: Fire Chief: Dayringer, David O: 718-7608 C: 841-5970 H: 479-846-6099 Asst. Fire Chief Lynch, Chris O: 718-7632 Operations: 18786 Shoreline Way H: 225-7045 Fayetteville, AR 72701 C: 841-5671 Battalion Chief Campos, Mauro O: 575-8365 Training: H: 582-5433 C: 601-1609 Fire Marshal: Terry Lawson O: 718-7639 3171 Katherine H: 442-3665 Fayetteville, AR 72703 C: 841-9985 Asst. Fire Marshall: Stevens, Mark O: 444-3448 C: 601-1710 Asst. Fire Marshall: Linn, Kyle O: 444-3449 PC: 530-4547 C: 601-1155 Battalion Chief: Murray, Kevin — A Shift O: 575-8365 H: 267-3646 PC: 530-6079 C: 439-2428 Battalion Chief: Curry, Kyle — B Shift O: 575-8365 C: 466-7036 PC: 466-7036 C: 439-2435 Battalion Chief: Boudrey, Travis - C Shift O: 575-8365 H: 267-5596 PC: 466-4354 C: 439-2444 Safety Officer: Jones, Scott O: 718-7613 H: 789-2808 C: 263-4282 System Analyst Zamora, James O: 575-8365 H: 799-7757 C: 601-2434 FLEET: Fleet Operations Superintendent: Fleet Operations Shop Supervisor: Asst. Fleet Supervisor: Fleet Operations Support Manager: HUMAN RESOURCES: HR Dept. Director: Senior HR Officer: Pratt, Dennis 141 San Jose Springdale, AR 72764 Beeks, Jesse 14008 Rheas Mill Rd. Farmington, AR 72730 McGowan, Winston 290 Hattabaugh Dr. Elkins, AR 72727 Olsen, Barbara 10623 Salem Cemetery Rd. Fayetteville, AR 72701 Leflar, Missy 971 N. Rush Drive Fayetteville, AR 72701 Bechhold, Michele 1578 Devonshire Place Fayetteville, AR 72703 INFORMATION TECHNOLOGY: Information Technology Manager: Programmer Analyst: Network Administrator: Systems Administrator: Huddleston, Scott 1238 Wood Creek Lane Fayetteville, AR 72703 Kautzer, Cathy 524 N. Sang Ave. Fayetteville, AR 72701 Doughty, Chris 115 W. Douglas Prairie Grove, AR 72701 Fulmer, Brad 17098 W. Hwy 71 Winslow, AR 72759 O: 444-3494 H: 750-1720 C: 287-6386 O: 444-3496 H: 267-5176 C: 601-3515 O: 444-3483 C: 601-3588 O: 444-3485 H: 643-2052 C: 200-1877 O: 575-8298 H: 443-1860 C: 422-6655 O: 575-8314 C: 957-3394 H: 443-6718 O: 575-8320 C: 263-8656 H: 521-1572 O: 575-8215 C: 856-3591 H: 439-0862 O: 575-8306 C: 879-2029 H: 839-8375 O: 575-8217 C: 601-1876 PC: 841-0329 GIS Coordinator: Goddard, John H: 973-9635 2020 Countryway O: 575-8219 Fayetteville, AR 72703 C: 409-5881 Library Director: Thorup, Shawna 2314 Thistle Drive O: 856-7100 Fayetteville, AR 72704 C: 445-7200 Emergency Contact: Rew, Cathy 1662 Shadowridge Fayetteville, AR 72701 Emergency Contact: Palmer, Sam 19295 E. Black Oak Rd. Fayetteville, AR 72701 Emergency Contact: Atha Jonathan 982 S. Liberty Dr Fayetteville, AR 72701 O: 856-7102 C: 841-0750 O: 856-7222 H: 643-4191 C: 200-5478 O: 856-7223 C: 841-8805 Emergency Contact: Yandell, Lynn O: 856-7040 14878 Truelove Rd. H: 839-3507 West Fork, AR 72774 C: 422-2388 METER OPERATIONS: Meter On -Call Pager: P: 527-3288 W/S Operations. Mgr: Winn, William O: 575-8386 165 Woodcliff C: 601-4611 Springdale, AR 72764 PC: 530-1657 Water Meter Services Osburn, Don O: 575-8384 Supervisor: 40 W. Watson Ln. H: 267-3785 Farmington, AR 72730 C: 841-8512 PC: 527-3284 Water Meter Technical Henson, Harlan O: 575-8384 Services Supervisor: 4316 West New Bridge Rd. H: 251-8383 Fayetteville, AR 72704 C: 601-3507 170 Water Meter Services Sharp, Douglas O: 575-8384 Asst. Supervisor: 2429 N. Brophy Cir. #4 H: 883-4389 Fayetteville, AR 72701 P: 527-3181 Backflow Tech: Randy Bolinger 2219 S Coleman Ave. Fayetteville, AR 72701 PARKING & TELECOMMUNICATIONS: Parking & Telecom Manager: Parking Operations Supervisor: Waters, Sharon 7 E. Boulder Creek Blvd. #212 Fayetteville, AR 72701 Wright, Darrin 11200 Spring Mountain Dr. Farmington, AR 72730 On -Call Enforcement Officers: Parking Coordinator: Elmore, Melissa 2641 E. Copper Oaks Plz. Fayetteville, AR 72703 Communications Herwaldt, Bob Coordinator: PARKS & RECREATION O: 575-8384 P: 527-3290 O: 575-8277 H: 521-8231 C: 601-2455 O: 575-8245 H: 444-8667 C: 601-4225 C: 799-7967 C: 444-3409 O: 575-8280 H: 575-9616 O: 575-8245 C: 601-4355 Parks & Recreation Edmonston, Connie O: 444-3473 Director: 3545 W. Howard Nickell Rd. H: 442-8814 Fayetteville, AR 72704 C: 601-1052 PC:530-1391 Parks Maint. Humphry, Byron O: 575-8368 Superintendent: 442 N. Crestwood Dr. C: 841-5484 Fayetteville, AR 72701 PC: 530-3645 Parks Maint. Bowen, Josh C: 601-5535 Supervisor: 12208 Riviera O: 575-8399 Farmington, AR 72730 PC: 283-4099 171 Park Planning Jumper, Alison O: 444-3469 Superintendent: 803 N. Highland PC: 200-1809 Fayetteville, AR 72701 Park Planner II: Athletic Field Maint. Crew Leader: Horticulturist: Square Gardens Manager: Urban Forester Recreation Supt: Grounds Maint Crew Leader: Jones, Carole 2203 S. Emma Fayetteville, AR 72701 Wood, Marshall 4330 Beacon Ct. Springdale, AR 72764 Netherland, Lisa 3361 S. City Lake Rd. Fayetteville, AR 72701 Worthy, Roxanne 533 Prospect Fayetteville, AR 72701 Howe, Greg 1009 E. Rockwood Trail Fayetteville, AR 72701 Gipson, Chase 15133 Mailco Mtn. Rd. West Fork, AR 72774 Molloy, Mike 3134 Kessler Mtn. Rd. Fayetteville, AR O: 444-3472 PC 445-7110 O: 575-8394 C: 601-3113 O: 444-3467 H: 444-0305 Greenhouse: 575-8395 CPC: 200-2365 C: 287-1504 H: 443-3931 O: 575-8307 C: 841-1172 Greenhouse: 718-7699 O: 444-3470 PC: 727-599-3860 C: 601-1253 H: 479-856-6070 H: 479-761-0095 O: 444-3481 C: 601-3503 O: 575-8394 H: 422-0890 C: 387-1534 Dev. Svs. Dept. Dir: Pate, Jeremy H -C: 263-0588 422 E. Lafayette 0: 575-8266 Fayetteville, AR 72701 Strategic Planning & Minkel, Karen H: 444-8348 Internal Cons. Dir: 633 E. Crescent Dr. 0: 575-8271 Fayetteville, AR 72701 C: 283-1307 PURCHASING: Purchasing Manager: Vice, Peggy H: 442-9144 15587 Valley View 0:575-8289 Fayetteville, AR 72702 C: 530-0980 Purchasing Agent: Foren, Andrea H: none 15225 Prairie Grove Lake Rd. 0: 575-8220 Prairie Grove, AR 72753 C: 236-8605 SOLID WASTE: Solid Waste Director: Hill, Carrol H: 846-4404 106 E. Bush 0: 444-3499 Prairie Grove, AR 72753 C: 841-5489 Solid Waste: Caudle, Ronnie H: 444-7430 2832 Meadow Lark Dr. 0: 444-3477 Fayetteville, AR 72704 C: 841-7130 SUSTAINABILITY DIVISION: Sustainability Director: Coleman, John 0: 575-8272 523 N. Washington C: 512-971-4196 Fayetteville, AR 72701 TRANSPORTATION DIVISION: Transportation Director Gulley, Terry 30413 Hwy 295 S. Hindsville, AR 72738 Asst. Transportation Mgr: Coles, Jeff 5280 Horn Lane Springdale, AR 72764 H: 456-2050 0: 444-3491 C: 841-0753 H: 200-7172 0: 575-8227 C: 879-2030 173 Asst. Transportation Mgr: Shreve, Keith 6211 Wayne Sellers Rd. Fayetteville, AR 72730 Financial Coordinator Nelson, John for Operations: 11310 Pearce Rd. West Fork, AR 72774 H: 267-3731 O: 575-8210 C: 841-1084 H: 839-2137 O: 444-3492 C: 409-7606 WATER & SEWER MAINTENANCE: On -Call Pager (Water) 527-3177 (Sewer) 527-3171 W/S Operations Mgr: Winn, William O: 575-8386 165 Woodcliff C: 530-1657 Springdale, AR 72764 C: 601-4611 Sewer Operations Blythe, Bob O: 575-8386 Maint. Field Supervisor: 3412 Ryan Street H: 751-2661 Springdale, AR 72764 C: 601-6241 Water Operations Maint. Robbins, Wayne O: 575-8386 Field Supervisor: 264 S. 85th Ave. H: 267-5818 Fayetteville, AR 72701 C: 601-3350 Tank & Pump Branson, Jayce O: 575-8386 Maint. Tech: H: 634-2409 P: 527-3180 C: 601-3518 Tank & Pump Watkins, Aaron O: 575-8386 Maint. Tech: PC: 790-3761 P: 527-2272 C: 601-3518 Field Service Rep: Greenlee, Ricky O: 575-8386 H: 761-3704 C: 841-4639 Field Service Rep: Cartwright, Dennis O: 575-8386 H: 761-3347 C: 601-6878 P: 527-2271 Field Service Rep: Patrick, Randy O: 575-8386 H: 575-0715 P: 527-3179 C: 601-7731 `PL! Water/Sewer Warehouse Parsons, Dwain O: 575-8386 Supervisor: H: 750-9268 C: 287-1583 Water/Sewer Parret, David O: 575-8386 Warehouse Tech: H: 846-3733 Water/Sewer Bickel, Jeremy O: 575-8386 Warehouse Tech: H: 684-9923 WASTEWATER TREATMENT PLANT/OMI: Operations Mgr: Luther, Tim H: 582-4962 15365 WC 86 Savoy O: 443-3292 Fayetteville, AR 72704 C: 790-4747 Maintenance Daniels, Brian O: 443-3292 Supervisor: 171 E. Wilson Street H: 267-5778 Farmington, AR C: 200-1432 OMI SCADA Manager: Loenneke, David H: 444-9155 2233 Holly C: 790-8920 Fayetteville, AR 72703 OMI Project Manager: Tran, Duyen H: 444-8569 19979 Santa Rosa Dr. O: 443-3292 Springdale, AR 72764 C: 530-6034 Maintenance Dept. (P) 575-1778 (C) 790-8917 Operations Dept. (C) 790-8918 YVONNE RICHARDSON COMMUNITY CENTER: Interim Director: Jaggers, Dustin C: 918-833-0388 525 W. Wilson Fayetteville, AR 72701 Interim Assist: Goodwin, Cherrell C: 966-2125 892 S. Curtis Ave Fayetteville, AR 72701 Maint. Worker I: Williams, Odie 3680 W. Clearwood Fayetteville, AR 72701 Rec. Supt: Gipson, Chase 15133 Mailico Mountain Rd. West Fork, AR 72774 Parks Maint. Supt: Parks & Rec. Director: Revised 01/28/2011 Humphry, Byron 1442 N. Crestwood Dr. Fayetteville, AR 72701 Edmonston, Connie 3545 W. Howard Nickell Rd. Fayetteville, AR 72704 C: 901-626-4616 O: 444-3481 C: 601-3503 H: 479-761-0095 O: 575-8368 C: 841-5484 PC 530-3645 O: 444-3473 H: 442-8814 C: 601-1052 PC: 530-1391 `VLSI Appendix N INCIDENT COMMAND AND MANAGEMENT SYSTEM FOR THE EMERGENCY OPERATIONS CENTER City of Fayetteville MAN TABLE OF CONTENTS GENERAL INFORMATION...............................................................................................4 COMMANDSECTION..........................................................................................4 INCIDENT COMMANDER...........................................................................4 PUBLIC INFORMATION OFF.....................................................................4 LIAISON......................................................................................................4 POLICYGROUP.........................................................................................5 OPERATIONS SECTION.....................................................................................5 PLANNING SECTION..........................................................................................5 SITUATIONSTATUS..................................................................................5 RESOURCESTATUS.................................................................................5 DOCUMENTATION.....................................................................................6 DEMOBILIZATION......................................................................................6 TECHNICAL SPECIALISTS........................................................................6 LOGISTICSSECTION..........................................................................................6 COMMUNICATIONS...................................................................................6 FOOD..........................................................................................................6 SUPPLY......................................................................................................6 FACILITIES.................................................................................................7 GROUNDSUPPORT..................................................................................7 FINANCE SECTION.............................................................................................7 TIME............................................................................................................7 PROCUREMENT........................................................................................7 COMPENSATION ICLAIMS.........................................................................7 COST...........................................................................................................7 ICS COMMAND CHART......................................................................................8 INCIDENT COMMANDER CHECKLIST...........................................................................9 INCIDENT COMMANDER WORKSHEETS..............................................11 POLICY GROUP CHECKLIST.......................................................................................18 PUBLIC INFORMATION CHECKLIST............................................................................20 PUBLIC INFORMATION WORKSHEETS.................................................22 LIAISON CHECKLIST.....................................................................................................25 LIAISON WORKSHEETS..........................................................................26 OPERATIONS CHECKLIST...........................................................................................28 OPERATIONS WORKSHEETS................................................................30 PLANNING CHECKLIST................................................................................................34 PLANNING WORKSHEETS......................................................................37 SITUATION STATUS CHECKLIST....................................................................42 SITSTAT WORKSHEETS.........................................................................44 RESOURCE STATUS CHECKLIST...................................................................51 RESTAT WORKSHEETS..........................................................................53 DOCUMENTATION CHECKLIST.......................................................................55 DEMOBILIZATION CHECKLIST........................................................................56 DEMOBILIZATION WORKSHEET............................................................57 TECHNICAL SPECIALISTS CHECKLIST..........................................................58 LOGISTICSCHECKLIST................................................................................................59 LOGISTICS WORKSHEETS.....................................................................61 COMMUNICATIONS CHECKLIST.....................................................................64 COMMUNICATIONS WORKSHEETS......................................................65 FOODCHECKLIST............................................................................................67 FOOD WORKSHEET................................................................................68 SUPPLY CHECKLIST........................................................................................69 SUPPLY WORKSHEETS..........................................................................70 FACILITIES CHECKLIST...................................................................................72 FACILITIES WORKSHEET.......................................................................73 GROUND SUPPORT CHECKLIST....................................................................74 GROUND SUPPORT WORKSHEET........................................................75 FINANCE CHECKLIST...................................................................................................76 FINANCE WORKSHEETS........................................................................78 TIMECHECKLIST..............................................................................................80 TIME WORKSHEET..................................................................................81 PROCUREMENT CHECKLIST..........................................................................82 PROCUREMENT WORKSHEET..............................................................83 COMP / CLAIMS CHECKLIST...........................................................................84 COMP / CLAIMS WORKSHEET...............................................................85 COSTCHECKLIST.............................................................................................86 COST WORKSHEETS..............................................................................87 3 General Information The Incident Command System, when interfaced with the Emergency Operations Center operations, provides a management tool to effectively mitigate against, plan for, respond to, and recover from all emergency incidents that are encountered within the City of Fayetteville. The Incident Command System organization has five major functional areas: Command, Operations, Planning, Logistics and Finance. THE COMMAND SECTION The Command Section is responsible for overall command and administration of the emergency incident. Certain staff functions are required to support the command function. • Incident Commander • Public Information Officer • Liaison • Policy Group Incident Commander The Incident Commander is a designated representative of the City of Fayetteville and serves as the overall Command Officer for the emergency incident. Public Information Officer The Public Information Officer (PIO) is a representative of the City of Fayetteville and acts as the source for information to the public and media. Liaison The Liaison Officer is a representative of the City of Fayetteville and serves as the point of contact for assisting or coordinating agencies. Policy Group The Policy Group is composed of the executive and department heads of the City of Fayetteville. Their responsibility is to provide assistance in the development of strategy to mitigate the emergency incident, and to develop the Incident Action Plan. THE OPERATIONS SECTION The Operations Section is responsible for coordinating all Fire, Police, CEMS, Public Works and Telecommunications emergency operations during an emergency incident. THE PLANNING SECTION The Planning Section is responsible for collection, evaluation and forecasting of all information pertaining to the development of the emergency and the status of resources. Certain functional units may be required to assist the Planning Section. • Situation Status Unit (SITSTAT) • Resource Status Unit (RESTAT) • Documentation Unit • Demobilization Unit • Technical Specialists Situation Status Unit The Situation Status Unit is responsible for analysis of the situation as it progresses by addressing the following questions: What has happened? What is currently happening? What may happen? Resource Status Unit The Resource Status Unit is responsible for recording the status of resources committed to the incident including: resources currently committed, anticipated resource needs, and the impact those additional resources will have on the emergency incident. Documentation Unit The Documentation Unit is responsible for all records and documents relevant to the incident including communication logs, incident reports, etc. Demobilization Unit The Demobilization Unit is responsible for the development of a plan for the demobilization of the resources committed to the emergency incident. Technical Specialists Technical Specialists are those persons with relevant special skills or knowledge that may be applied to support incident operations. THE LOGISTICS SECTION The Logistics Section is responsible for providing facilities, services, and materials for the emergency incident. Certain functions may be required to assist the Logistics Section. • Communications Unit • Food Unit • Supply Unit • Facilities Unit • Ground Support Unit y0 Communications Unit: develops the incident communications plan, supervises the use of and distribution of communications equipment, and maintains / repairs communications equipment. Food Unit: provides meals for emergency personnel. Supply Unit: orders equipment and supplies required for the emergency incident; maintains ongoing inventory and control measures of these resources. Facilities Unit: provides fixed facilities such as feeding and sleeping areas, sanitary facilities, and a formal Command Post if needed. Ground Support Unit: responsible for fueling and maintenance/repair of vehicles, transportation of personnel and supplies, and develops an incident traffic plan to facilitate the flow of resources and equipment within an emergency incident area. THE FINANCE SECTION The Finance Section is responsible for tracking all incident costs and evaluating the financial considerations of the incident, certain functions may be required to assist the Finance Section. • Time Unit • Procurement Unit • Compensation/Claims Unit • Cost Unit Time Unit: is responsible for tracking the time of personnel working at an emergency incident. Procurement Unit: is responsible for procuring goods and services from vendors. Compensation/Claims Unit: is responsible for record keeping and financial concerns resulting from injuries or fatalities at an emergency incident. Cost Unit: is responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost -saving measures. [I* EOC / ICS Structure POLICY GROUP EOC COMMAND EXECUTIVE HEADSPIO -J IC/J IS DEPARTMENT HEADS LIAISON OPERATIONSI IPLANNINGI ILOGISTICSI IFINANCE INCIDENT COMMAND SITSTAT PIO RESTAT -LIAISON DOC -SAFETY DEMOB -TECHNICAL OPERATIONSI IPLANNINGI ILOGISTICSI IFINANCE 7 COMM TIME FOOD PROCURE SUPPLY COMP / CLAIMS FACILITIES COST GROUND INCIDENT COMMANDER Your Responsibility: Overall command of the City of Fayetteville's emergency response effort. ACTION CHECKLIST Identify yourself as the Incident Commander. Read the entire Action Checklist. Obtain a briefing on the extent of the emergency from the Command Staff. Determine if all key personnel are in the EOC or have been notified. Brief all Section Chiefs. Operations Planning Logistics Finance Assess the situation and define the problems. Establish priorities for the emergency incident. Estimate the duration of the emergency incident. Establish the frequency of briefing sessions with EOC Personnel. Develop overall strategy with the Command Staff and Section Chiefs. Establish operational work periods for all EOC personnel. Develop an Incident Action Plan with the Command Staff and Section Chiefs. Establish the need for warnings to the civilian population. Coordinate all EOC functions with neighboring communities, as needed. Coordinate mutual aid to other jurisdictions if possible and if needed. Address `Consequence Management' issues (hands-on help to the citizens) Maintain all documentation generated by the Incident Commander including: Action taken Requests filled Messages received and transmitted *All information is to be given to the person responsible for the running log.* INCIDENT COMMANDER WORKSHEET FIRE RESOURCES ENGINE CO. LADDER/TRUCK CO. SPECIAL APPARATUS (AIR, SQUAD) RESCUE STAFF OFFICERS LAW ENFORCEMENT RESOURCES PATROL UNITS 10 BOMB SQUAD SPECIAL OPERATIONS TEAM INVESTIGATION UNIT PUBLIC WORKS RESOURCES EXCAVATORS DUMP TRUCKS 11 LOADERS ADDITIONAL EQUIPMENT _ EMS RESOURCES 12 SUPPORT AGENCY RESOURCES UTILITY RESOURCES ONG SWEPCO 13 PHONE/CABLE PIPELINES SHELTER LOCATIONS ADDITIONAL INFORMATION 14 STRATEGIC GOALS 1. 2. 4. 5. 7. 8. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 15 POLICY GROUP Your Responsibility: Assess the incident and provide assistance in the development of strategy and an Incident Action Plan. ACTION CHECKLIST Read the entire action checklist Obtain briefings on the extent of the emergency. Confirm the assignments of all necessary personnel to the Policy Group. • Request call back procedures for other personnel, if needed. • Working with the Command Section, develop the Incident Action Plan. Assess the situation Define the problems Establish priorities Determine the need for evacuations Estimate the incident duration Coordinate briefings between the Policy Group and the Command Section and Operations Section 16 Maintain all required records and documentation to support the incident including: Action taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* 17 PUBLIC INFORMATION OFFICER Your Responsibility: Formulate and release information about the emergency to the media and other appropriate agencies. ACTION PLAN Identify yourself as the Public Information Officer. Read the entire Action Checklist. Obtain a briefing from the Command Staff / Incident Commander. Prepare an information summary as soon as possible after arrival. Observe constraints on the release of information imposed by the Incident Commander. Obtain release of all information from the Incident Commander. Establish necessary contacts with the media and provide assistance as required. Establish the Joint Information Center. Gather and disseminate instructions, warnings and announcements. Post all released information to the media in the EOC for review by the Command Section and Policy Group as needed. Issue news bulletins as needed. Attend all meetings as required to obtain necessary information for dissemination. Monitor media transmissions. Respond to special requests for information. Coordinate rumor control as needed. Respond to special requests for information and coordinate through the Incident Commander. Provide an official list of assistance centers and/or shelter sites for dissemination. It Ensure that all announcements and information are translated for special needs populations. Maintain all required records and documentation to support the emergency. Action taken Requests filled Document messages received *All information is to be given to the person responsible for the running log.* 19 PUBLIC INFORMATION OFFICER WORKSHEET PRESS AREA LOCATION JIC LOCATION AREAS OFF-LIMITS CAUSE OF INCIDENT INFORMATION SUMMARY 20 WARNINGS / INSTRUCTIONS ASSISTANCE CENTERS / SHELTER LOCATIONS 21 22 LIAISON Your Responsibility: To coordinate management of assisting agencies working within the EOC; provide lines of authority, responsibility and communication to all agencies involved. ACTION CHECKLIST Identify yourself as the Liaison Officer Read the entire Action Checklist Obtain briefing on what agencies are involved with the incident and working in the EOC Provide the ICS organizational format for the incident to assisting agencies Provide direction, from the Incident Commander and Policy Group, to the assisting agencies on what is required of them Attend all briefings as required by the Incident Commander Maintain all documentation generated by the Liaison Officer including: Action taken Requests filled Messages received and transmitted *All information is to be given to the person responsible for the running log.* 23 LIAISON WORKSHEET AGENCIES AND REPRESENTATIVES INFORMATION FOR AGENCY REPS 24 25 OPERATIONS Your Responsibility: Coordinate emergency operation functions determined by the Incident Commander and the Policy Group; coordinate all emergency interactions between the EOC and field units. ACTION CHECKLIST Identify yourself as the Operations Section Chief Read the entire Action Checklist Obtain a briefing from the Incident Commander and the Command Staff Evaluate the field conditions associated with the emergency Determine the resources committed and coordinate with the Situation Status Unit Assist with the development of the incident action plan Keep the Incident Commander and Policy Group advised and briefed on field conditions Coordinate the activities of all departments and agencies involved in the incident Determine the need for additional resources and request through the Logistics Section Insure communications are in place with all areas of the emergency incident Keep the Incident Commander briefed on all resources committed and requested Maintain all records and documentation to support the incident including: Action taken Request filled Documents and messages received *All information is to be given to the person responsible for the running log.* 26 OPERATIONS WORKSHEET STRATEGIC GOALS 2. 4. 5. 7. 8. 10. 11. 12. 13. 14. 15. 16. 17. FIELD CONDITIONS 27 W. RESOURCES COMMITTED 29 ADDITIONAL RESOURCES NEEDED 30 PLANNING Your Responsibility: Collection, evaluation, formulation and use of information about the development of the emergency and the status of resources. ACTION CHECKLIST Identify yourself as the Planning Section Chief Read the entire Action Checklist Obtain a briefing on the extent of the emergency from the Incident Commander and Policy Group Prepare to receive information for Situation Status Confirm that all necessary personnel for the Planning Section are present at the EOC Organize and assign the Planning Units: Situation Status (SITSTAT) Resource Status (RESTAT) Documentation Unit Technical Specialists (as required) Determine that the Situation Status information has been received from the following sources: CEMS Fire Department Police Department Public Works Red Cross WASHINGTON COUNTY EMERGENCY MANAGEMENT Telecommunications Other agencies involved 31 Keep the Incident Commander and Policy Group advised on current and anticipated situations Attend all meetings as required by the Incident Commander and Policy Group Review all intelligence information and determine credibility and influence on the emergency Identify the need for the use of special resources Assemble information on alternative strategies Provide periodic predictions on the potential of the emergency Confirm that Resource Status and Situation Status is compiled and displayed within the EOC Begin planning for recovery operations, in conjunction with WASHINGTON COUNTY EMERGENCY MANAGEMENT representatives Address `Consequence Management" issues (hands-on help to citizens) 32 Maintain all records and documentation to support the emergency including: Action taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* 33 PLANNING WORKSHEET SITUATION STATUS BY DEPARTMENT FIRE LAW INFORCEMENT 34 CEMS PUBLIC WORKS 35 WASHINGTON COUNTY EMERGENCY MANAGEMENT SUPPORT AGENCIES (RED CROSS, ETC.) 36 ANTICIPATED SITUATIONS 37 ALTERNATIVE STRATEGIES SITUATION STATUS Your Responsibility: Analysis of the situation as it progresses throughout the emergency and provide the information visually in the EOC. ACTION CHECKLIST Identify yourself as the SITSTAT Officer Read the entire Action Checklist Obtain a briefing on the extent of the emergency from the Planning Section Chief Collect data on the emergency Location and nature of emergency Special hazards Number of confirmed injured I deceased Resources committed to the incident from the City of Fayetteville Resources available within the City of Fayetteville Maintain an inventory of available personnel, equipment, vehicles, etc Establish a system to ensure all information is correct Determine weather conditions and expected changes; post in the EOC Supervise the posting of all information in the EOC Prepare situation reports and provide to the Incident Commander and Policy Group when requested Maintain all required records and documentation to support the incident including: Action taken Requests filled Messages received 39 *All information is to be given to the person responsible for the running log.* 40 SITUATION STATUS WORKSHEET LOCATION OF EMERGENCY SPECIAL HAZARDS 41 NUMBER OF CONFIRMED INJURED / DECEASED RESOURCES AVAILABLE IN CITY OF FAYETTEVILLE 42 AVAILABLE PERSONNEL 43 AVAILABLE EQUIPMENT AVAILABLE VEHICLES 45 WEATHER CONDITIONS SITUATION REPORT 47 RESOURCE STATUS Your Responsibility: Recording the status of resources currently committed to the emergency, the impact that additional resources will have on the emergency, and anticipated resource needs. ACTION CHECKLIST Identify yourself as the RESTAT Officer Read the entire Action Checklist Obtain a briefing from the Planning Section Chief Record and evaluate the resources currently committed to the emergency on the display board in the EOC Record and evaluate the impact additional resources will have on the emergency and provide this information to the Planning Section Chief Anticipate and evaluate what resources might be needed during the emergency and provide this information to the Planning Section Chief Forward all information to the Documentation Unit after posting Determine where those resources that might be needed are located and their ETA Ensure all posted information is current and correct Maintain all records and documentation to support the incident including: Actions taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* 49 RESOURCE STATUS WORKSHEET RESOURCES CURRENTLY COMMITTED 50 IMPACT OF ADDITIONAL RESOURCES LOCATION OF ADDITIONA RESOURCES / ETA 51 DOCUMENTATION Your Responsibility: Record and protect all documents relevant to the incident. ACTION CHECKLIST Identify yourself as the Documentation Officer Read the entire Action Checklist Obtain a briefing on the extent of the emergency from the Planning Section Chief Establish a system to determine the accuracy of all documentation submitted and correct all errors Establish a system to duplicate required information for use by the EOC personnel Maintain all records and documentation to support the emergency including: Action taken Requests filled Messages received * All information is to be given to the person responsible for the running log.* 52 DEMOBILIZATION Your responsibility: Develop a plan to demobilize the resources committed to the incident and assist in the implementation of the plan. ACTION CHECKLIST Identify yourself as the Demobilization Officer Read the entire Action Checklist Obtain a briefing of the emergency from the Planning Section Chief Develop a plan to demobilize resources as needed and inform the Incident Commander as required Maintain all records and documentation to support the emergency including: Action taken Requests filled Messages received * All information is to be given to the person responsible for the running log.* 53 DEMOBILIZATION WORKSHEET DEMOBILIZATION PLAN 54 TECHNICAL SPECIALISTS Your Responsibility: Act as a resource to members of the EOC in matters relative to your technical specialty. ACTION CHECKLIST Identify yourself as a Technical Specialist and your specialty Read the entire Action Checklist Obtain a briefing on the extent of the emergency from the Planning Section Chief and the Operations Section Chief Assess the current emergency situation and provide necessary information relative to your specialty to the Planning Section Chief Provide information to the Logistics Section relative to special equipment needs Maintain all records and documentation to support the emergency including: Action taken Requests filled Messages received * All information is to be given to the person responsible for the running log.* 55 LOGISTICS Your Responsibility: Manage service and support resources for the emergency including communications, food, supplies, facilities, and ground support. ACTION CHECKLIST Identify yourself as the Logistics Section Chief Read the entire Action Checklist Obtain a briefing on the extent of the emergency from the Incident Commander and Policy Group Confirm that all required personnel for the Logistics Section are present Organize and manage the Logistics Section and required functional units including: Communications Unit Food Unit Supply Unit Facilities Unit Ground Support Unit Brief and update the Incident Commander of all resources and support concerns caused by the emergency, including priorities and proposals Attend all meetings as required by the Incident Commander and Policy Group Establish operational periods in regards to resource needs and use Estimate future service and support requirements for the emergency Coordinate resource needs and requests with the Operations Section Coordinate and process all requests for resources during the emergency Coordinate with WASHINGTON COUNTY EMERGENCY MANAGEMENT representatives that all EOC needs are addressed Maintain all required records and documentation to support the emergency including: 56 Action taken Request filled Messages received * All information is to be given to the person responsible for the running log.* 57 LOGISTICS WORKSHEET OPERATIONAL PERIODS FUTURE SUPPORT REQUIREMENTS RESOURCE NEEDS AND REQUESTS 59 EOC RESOURCE NEEDS 60 COMMUNICATIONS Your Responsibility: Develop the communications plan for the EOC; supervise the communications network; maintain / repair all communications equipment in the EOC. ACTION CHECKLIST Identify yourself as the Communications Officer Read the entire Action Checklist Obtain a briefing on the emergency from the Logistics Section Chief Develop and provide the communications plan to all Section Chiefs and the Incident Commander Establish Communications for the Operations Section in the EOC Establish Communications for the Incident Commander in the EOC Develop a system to maintain I repair I replace communications equipment in the EOC Maintain all records and documentation to support the emergency including: Actions taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* 61 COMMUNICATIONS WORKSHEET COMMUNICATIONS PLAN 62 COMMUNICATIONS EQUIPMENT REPAIRS / REPLACEMENT 63 FOOD Your Responsibility: Provide meals and provisions for EOC personnel; develop and assist in the implementation of Food Operations for emergency responders at the emergency scene. ACTION CHECKLIST Identify yourself as the Food Officer Read the entire Action Checklist Obtain a briefing of the emergency from the Logistics Section Chief Develop a plan to provide and assist in the delivery of provisions for EOC personnel if needed Develop a plan to provide and assist in the delivery of provisions for emergency responders if needed Obtain from the Finance Section the necessary information to provide provisions for the EOC and the emergency scene Maintain all records and documentation to support the emergency including: Actions taken Requests filled Messages received * All information is to given to the person responsible for the running log. * FOOD WORKSHEET EOC PROVISIONS PLAN FIELD PROVISIONS PLAN 65 SUPPLY Your Responsibility: Order the equipment and supplies required for the EOC during the emergency; provide required equipment and supplies requested for the emergency scene. ACTION CHECKLIST Identify yourself as the Supply Officer Read the entire Action Checklist Obtain a briefing of the emergency from the Logistics Section Chief Determine what supplies are needed for the EOC and the emergency scene from the Operations Section and the Incident Commander Provide a plan to acquire the necessary equipment for the EOC and the emergency scene when needed Stockpile, maintain, deploy and reserve critical supplies and equipment Coordinate with the Finance Section for financial matters pertaining to vendor contracts and purchase orders Maintain all required records and documentation to support the emergency including: Action taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* SUPPLY WORKSHEET EOC SUPPLIES NEEDED FIELD SUPPLIES NEEDED 67 CRITICAL SUPPLIES AND EQUIPMENT FACILITIES Your Responsibility: Provide fixed facilities for an incident, including feeding and sleeping areas, sanitary facilities, and the mobile command post. ACTION CHECKLIST Identify yourself as the Facilities Officer. Read the entire Action Checklist Obtain a briefing of the emergency from the Logistics Section Chief Obtain information from the Operations Section as to the need for facilities at the emergency scene Develop and coordinate a plan to provide the facilities that are required at the emergency scene Obtain the necessary information from the Finance Section to procure facilities that must be contracted from vendors Maintain all required records and documentation to support the emergency including: Action taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* 69 FACILITIES WORKSHEET NEEDED FACILITIES PLAN 70 GROUND SUPPORT Your Responsibility: Provide vehicles necessary to move resources and to evacuate the public from affected areas. ACTION CHECKLIST Identify yourself as the Ground Support Officer Read the entire Action Checklist Obtain a briefing of the emergency from the Logistics Section Chief Provide and maintain a list of transportation resources Develop and assist in the implementation of a plan to address fuel availability issues Coordinate transportation resources to the scene of the emergency as required by the Operations Section Maintain all required records and documentation to support the emergency including: Action taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* 71 GROUND SUPPORT WORKSHEET TRANSPORTATION LIST FUEL AVAILABILITY PLAN 72 FINANCE Your Responsibility: Manage all financial and cost analysis aspects of the emergency. ACTION CHECKLIST Identify yourself as the Finance Section Chief Read the entire Action Checklist Obtain a briefing on the extent of the emergency from the Incident Commander and Policy Group Attend all meetings as required by the Incident Commander and Policy Group Organize the Finance Section and functional units as required including: Cost Unit Time Unit Compensation and Claims Unit Procurement Unit Provide input throughout the emergency based on financial and cost analysis Make recommendations for cost savings to the Incident Commander and Policy Group Coordinate the preparation and completion of all financial documents Review and expedite invoices and claims of vendors Provide a periodic cost analysis for the emergency to the Incident Commander and Policy Group Assist WASHINGTON COUNTY EMERGENCY MANAGEMENT representatives with applications and claims for State and Federal assistance Maintain all records and documents to support the incident including: Action taken Requests filled Documents received *All information is to be given to the person responsible for the running log.* 73 FINANCE WORKSHEET COST ANALYSIS OF THE EMERGENCY 74 COST SAVINGS RECOMMENDATIONS 75 TIME UNIT Your Responsibility: Keep track of hours worked by on -call personnel; monitor hours associated with contract labor, mutual aid, and others working at the emergency. ACTION CHECKLIST Identify yourself as the Time Unit Officer Read the entire Action Checklist Obtain a briefing on the emergency from the Finance Section Chief Establish and maintain records on personnel involved with the emergency including: Hours worked Assignments and location Termination of involvement in the emergency Establish and maintain time reports on equipment use Maintain all required records and documentation of the emergency including: Action taken Request filled Messages received *All information is to be given to the person responsible for the running log.* 76 TIME WORKSHEET HOURS WORKED / ASSIGNMENTS INFORMAITON 77 PROCUREMENT UNIT Your Responsibility: Procurement of goods and / or services from vendors. ACTION CHECKLIST Identify yourself as the Procurement Officer Read the entire Action Checklist Obtain a briefing on the emergency from the Finance Section Chief Obtain from the Operations Section what goods and services are required for the emergency Establish and maintain a plan for procurement of goods and services from vendors as needed. Coordinate the delivery of goods and services to the emergency scene Maintain all required records and documentation of the emergency including: Actions taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* PROCUREMENT WORKSHEET GOODS AND SERVICES NEEDED PROCUREMENT PLAN FOR GOODS / SERVICES 79 COMPENSATION / CLAIMS Your Responsibility: Manage investigation and compensation for physical injuries and property damage claims involving the City of Fayetteville, arising from an emergency. ACTION CHECKLIST Identify yourself as the Comp / Claims Officer Read the entire Action Checklist Obtain a briefing of the emergency from the Finance Section Chief Establish contact with Damage Assessment Units during the emergency Ensure the investigation of all accidents, if possible Prepare claims relative to damage to City of Fayetteville property and notify the Incident Commander and Policy Group Develop a plan to ensure all information is complete, accurate, timely, and compliant with polices and procedures Maintain all required records and documentation of the emergency including: Actions taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* .1 COMPENSATIONS / CLAIMS WORKSHEET DAMAGE ASSESSMENT UNITS / LOCATIONS REPORTED ACCIDENTS / LOCATIONS COST UNIT Your Responsibility: Collecting all cost data, performing cost effectiveness analysis, providing cost estimates and cost savings during the emergency. ACTION CHECKLIST Identify yourself as the Cost Unit Officer Read the entire Action Checklist Obtain a briefing of the emergency from the Finance Section Chief Obtain and record all cost data Maintain all cost records incurred during the emergency Provide periodic cost summaries for the Incident Commander and the Policy Group as required Maintain records relating to all expenditures incurred during the emergency Make recommendations for cost savings to the Finance Section Chief Maintain all required records and documentation of the emergency including: Actions taken Requests filled Messages received *All information is to be given to the person responsible for the running log.* M COST WORKSHEET COST DATA M COST SUMMARY EXPENDITURES INCURRED M