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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