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Ordinance No. 2684 Establish Emergency Management Program (EMP)ORDINANCE NO. 2684 AN ORDINANCE ESTABLISHING A PROGRAM RESPONSE AND RECOVERY PHASES OF COMPREHENSIVE EMERGENCY MANAGEMENT; ACKNOWLEDGING THE OFFICE OF EMERGENCY MANAGEMENT DIRECTOR; AUTHORIZING THE APPOINTMENT OF AN EMERGENCY MANAGEMENT COORDINATOR; AND PROVIDING FOR THE DUTIES AND RESPONSIBILITIES OF THOSE OFFICES; IDENTIFYING AN OPERATIONAL ORGANIZATION; GRANTING NECESSARY POWERS TO COPE WITH ALL PHASES OF EMERGENCY MANAGEMENT WHICH THREATEN LIFE AND PROPERTY IN THE CITY OF FARMERS BRANCH; AND FOR RELATED PURPOSES. WHEREAS, the City Council of the City of Farmers Branch finds that the identification of potential hazards and the prevention or mitigation of their effects must be an on-going concern of the City if the lives and property of the populace are to be protected; and WHEREAS, the City Council hereby declares that the preparation of a Comprehensive Emergency Management plan, and the means for its implementation is necessary for the protection of lives and property in the City of Farmers Branch from natural or man-caused disasters or threat thereof; and WHEREAS, the City Council further finds that in times of disasters which may imperil the safety of the inhabitants of the City, or their property, it becomes necessary to effectuate and place into operation the preconceived plans and preparations with a minimum of delay; and WHEREAS, the City Council finds, therefore, that the preparation, and implementation of such plans are now imperative. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF FARMERS BRANCH: Section 1. All matters stated in the preamble are found to be true and correct and are incorporated herein by reference as if copied in their entirety. Section 2. ORGANIZATION There exists the office of Emergency Management Director of the City of Farmers Branch, which shall be held by the Mayor in accordance with State law. (a) The Fire Chief shall serve as the Emergency Management Coordinator. (b) The operational Emergency Management organization of the City of Farmers Branch shall consist of the officers and employees of the City so designated by the Director in the emergency management plan, as well as organized volunteer groups. The functions and duties of this organization shall be distributed among such officers and employees in accordance with the terms of the Emergency Management plan. Section 3. EMERGENCY MANAGEMENT DIRECTOR - POWERS AND DUTIES The duties and responsibilities of the Emergency Management Director shall include the following: (a) Authority to declare a local state of disaster. The declaration may not be continued or renewed for a period in excess of 7 days except by or with the consent of the City Council. Any order or proclamation declaring, continuing, or terminating a local state of disaster shall be given prompt and general publicity and shall be filed promptly with the City Secretary. (b) Issuance of necessary proclamations, regulations, or directives, which are necessary for carrying out the purposes of this ordinance. Such proclamations, regulations, or directives shall be disseminated promptly by means calculated to bring its contents to the attention of the general public and, unless circumstances attendant on the disaster prevent or impede, promptly filed with the City Secretary. (c) Authorization of the procurement of all necessary supplies and equipment, including acceptance of private contributions, which may be ordered for the purpose of improving Emergency Management within the City. (d) Other requirements as specified in the Texas Disaster Act (Chapter 418 of the Government Code). Section 4. CITY MANAGER - DUTIES AND RESPONSIBILITIES The duties and responsibilities of the City Manager shall include the following: (a) Direction and control of the operations of the Farmers Branch Emergency Management Organization. (b) Supervision of the development of an emergency management plan for the City of Farmers Branch, and shall recommend for adoption by the City Council all mutual aid arrangements deemed necessary for the implementation of such plan. (c) Supervision of the procurement of all necessary supplies and equipment, including acceptance of private contributions, which may be ordered for the purpose of improving Emergency Management within the City. (d) Authorizing of agreements, after approval by the Mayor or City Council, for use of private property for public shelter and other purposes. (e) Determination of all questions of authority and responsibility that may arise within the Emergency Management organization of the City. Section 5. EMERGENCY MANAGEMENT COODINATOR - DUTIES AND RESPONSIBILITIES. The duties and responsibilities of the Emergency Management Coordinator shall include the following: (a) Supervision of the development of an emergency management plan for the City of Farmers Branch, and shall recommend for adoption by the City Council all mutual aid arrangements deemed necessary for the implementation of such a plan. (b) Surveying actual or potential hazards, which threaten life and property within the City, and identifying and recommending the implementation of measures, which would tend to prevent the occurrence or reduce the impact of such hazards if a disaster did occur. (c) Maintenance of liaison with other municipal, County, District, State, regional or federal Emergency Management organizations. (d) Supervision of the drafting and execution of mutual aid agreements, in cooperation with the representatives of the State and of other local political subdivisions of the State, and the drafting and execution, if deemed desirable, of an agreement with the county in which said city is located and with other municipalities within the county, for the county-wide coordination of Emergency Management efforts. (e) Surveying the availability of existing personnel, equipment, supplies, and services, which could be used during a disaster, as, provided for herein. (f) Provide the training for Emergency Management personnel. Section 6. EMERGENCY MANAGEMENT PLAN A comprehensive Emergency Management Plan shall be developed and maintained in a current state. The plan shall set forth the form of the organization; establish and designate divisions and functions; assign responsibilities, tasks, duties, and powers; and designate officers and employees to carry out the provisions of this ordinance. As provided by State law, the plan shall follow the standards and criteria established by the State Division of Emergency Management of the State of Texas. Insofar as possible, the form of organization, titles, and terminology shall conform to the recommendations of the State Division of Emergency Management. When approved, it shall be the duty of all departments and agencies to perform the functions assigned by the plan and to maintain their portion of the plan in a current state of readiness at all times. The emergency management plan shall be considered supplementary to this ordinance and have the effect of law during the time of disaster. Amendments to the plan consistent with this ordinance may be made by the City Manager or designee, and said amendment shall become effective upon the signature of the Mayor. Section 7. OVERRIDE At all times when the orders, rules, and regulations made and promulgated pursuant to this ordinance shall be in effect, they shall supersede and override all existing ordinances, orders, rules, and regulations insofar as the latter may be inconsistent therewith. Section 8. LIABILITY The ordinance is an exercise by the City of its governmental functions for the protection of the public peace, health, and safety and neither the City of Farmers Branch, the agents and representatives of said City, nor any individual, receiver, firm, partnership, corporation, association, or trustee, nor any of the agents thereof, in good faith carrying out, complying with or attempting to comply with, any order, rule, or regulation promulgated pursuant to the provisions of this ordinance shall be liable for any damage sustained to persons as the result of said activity. Any person owning or controlling real estate or other premises who voluntarily and without compensation grants to the City of Farmers Branch a license of privilege, or otherwise permits the City to inspect, designate, and use the whole or any part or parts of such real estate or premises for the purpose of sheltering persons during an actual, impending, or practice enemy attack or natural or man-made disaster shall, together with his successors in interest, if any, not be civilly liable for the death of, or injury to, any person on or about such real estate or premises under such license, privilege or other permission or for loss of, or damage to, the property of such person. Section 9. COMMITMENT OF FUNDS No person shall have the right to expend any public funds of the City not otherwise budgeted in carrying out any Emergency Management activity authorized by this ordinance without prior approval by the City Council, nor shall any person have any right to bind the City by contract, agreement, or otherwise, without prior and specific approval of the City Council unless during a declared disaster or unless otherwise authorized. During a declared disaster, the Mayor may expend and/or commit public funds of the City when deemed prudent and necessary for the protection of health, life, or property. Section 10. OFFENSES, PENALTIES (a) It shall be unlawful for any person willfully to obstruct, hinder, or delay any member of the Emergency Management organization in the enforcement of any rule or regulation issued pursuant to this ordinance, or emergency plan. (b) It shall likewise be unlawful for any person to wear, carry, or display any emblem, insignia, or any other means of identification as a member of the Emergency Management organization of the City of Farmers Branch, unless authority to do so has been granted to such person by the proper officials. (c) Convictions for violations of the provisions of this ordinance shall be punishable by fine not to exceed two thousand dollars ($2,000). Section 11. SEVERABILITY If any portion of this ordinance shall, for any reason, be declared invalid such, invalidity shall not affect the remaining provisions thereof. Section 12. LIMITATIONS This ordinance shall not be construed so as to conflict with any State or Federal statute or with any military or naval order, rule, or regulation. Section 13. REPEALER All ordinances, parts of ordinances, or resolutions in conflict herewith are expressly repealed. Section 14. EFFECTIVE DATE This ordinance shall be effective immediately on passage. APPROVED AND ADOPTED on the T day o , 2002. TTEST: Cindy Peters, City Secretary Bob Phelps, Mayor City of Farmers Branch, Texas EMERGENCY MANAGEMENT PLAN FOR CITY OF FARMERS BRANCH APPROVAL & IMPLEMENTATION The City of Farmers Branch Emergency Management Plan This emergency management plan is hereby approved. This plan is effective immediately and supercedes all previous editions. a( q -I q- oa,, Mayor Date RECORD OF CHANGES BASIC PLAN DATE CHANGE # OF CHANGE CHANGE ENTERED BY DATE ENTERED TABLE OF CONTENTS BASIC PLAN 1. AUTHORITY ........................................................................................................................................1 A. FEDERAL 1 B. STATE 1 C. LOCAL 1 II. PURPOSE ...1 III. EXPLANATION OF TERMS ...2 A. ACRONYMS 2 B. DEFINITIONS 2 IV. SITUATION AND ASSUMPTIONS ...4 A. SITUATION 4 B. ASSUMPTIONS 5 V. CONCEPT OF OPERATIONS ...6 D. Incident Command System (ICS) 8 E. ICS - EOC Interface 8 G. Emergency Authorities 10 H. Activities by Phases of Emergency Management 11 VI. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES .12 A. Organization 12 B. Assignment of Responsibilities 13 VII. DIRECTION AND CONTROL .24 A. General 24 B. Emergency Facilities 25 C. Line of Succession 26 VIII.READINESS LEVELS .26 IX. ADMINISTRATION AND SUPPORT .29 A. Agreements and Contracts 29 B. Reports 29 2. Preservation of Records 30 D. Consumer Protection 30 E. Post-Incident and Exercise Review 31 X. PLAN DEVELOPMENT AND MAINTENANCE .31 A. Plan Development 31 B. Distribution of Planning Documents 31 C. Review 31 D. Update 31 iii Attachment 1 Distribution List 1-1 Attachment 2 References 2-1 Attachment 3 Organization Chart 3-1 Attachment 4 Emergency Management Functional Responsibilities 4-1 Attachment 5 Annex Assignment S 5-1 Attachment 6 Summary Of Agreements & Contracts 6-1 Attachment 7 Incident Command System SUMMARY 7-1 iv BASIC PLAN 1. AUTHORITY A. FEDERAL 1. Robert T. Stafford Disaster Relief & Emergency Assistance Act, (as amended), 42 U.S.C. 5121 2. Emergency Planning and Community Right-to-Know Act, 42 USC Chapter 116 3. Emergency Management and Assistance, 44 CFR 4. Hazardous Waste Operations & Emergency Response, 29 CFR 1910.120 5. Federal Response Plan 6. Federal Radiological Emergency Response Plan B. STATE 1. Government Code, Chapter 418 (Emergency Management) 2. Government Code, Chapter 433 (State of Emergency) 3. Government Code, Chapter 791 (Inter-local Cooperation Contracts) 4. Health & Safety Code, Chapter 778 (Emergency Management Assistance Compact) 5. Executive Order of the Governor Relating to Emergency Management 6. Administrative Code, Title 37, Part 1, Chapter 7 (Division of Emergency Management) 7. State of Texas Emergency Management Plan C. LOCAL 1. City Ordinance #2684, dated September 9, 2002. 2. Inter-local Agreements & Contracts. See the summary in Attachment 6. II. PURPOSE This Basic Plan outlines our approach to emergency operations. It provides general guidance for emergency management activities and an overview of our methods of mitigation, preparedness, response, and recovery. The plan describes our emergency response organization and assigns responsibilities for various emergency tasks. This plan is intended to provide a framework for more specific functional annexes that describe in more detail who does what, when, and how. This plan applies to all local officials, departments, and agencies. The primary audience for the document includes our chief elected official and other elected officials, the emergency management staff, department and agency heads and their senior staff members, leaders of local volunteer organizations that support emergency operations, and others who may participate in our mitigation, preparedness, response, and recovery efforts. III. EXPLANATION OF TERMS A. ACRONYMS ARC American Red Cross CFR Code of Federal Regulations DDC Disaster District Committee EOC Emergency Operations or Operating Center EPI Emergency Public information FBI Federal Bureau of Investigation FEMA Federal Emergency Management Agency Hazmat Hazardous Material ICP Incident Command Post ICS Incident Command System OSHA Occupational Health & Safety Administration SOPS Standard Operating Procedures TSA The Salvation Army B. DEFINITIONS 1. DISASTER DISTRICT. Disaster Districts are regional state emergency management organizations mandated by the Executive Order of the Governor relating to Emergency Management whose boundaries parallel those of Highway Patrol Districts and Sub- Districts of the Texas Department of Public Safety. 2. DISASTER DISTRICT COMMITTEE. The DDC consists of a Chairperson (the local Highway Patrol captain or command lieutenant) and representatives of the state agencies and volunteer groups represented on the State Emergency Management Council with resources in the district. The DDC Chairperson, supported by committee members, is responsible for identifying, coordinating the use of, committing, and directing state resources within the district to respond to emergencies. 3. EMERGENCY OPERATIONS OR OPERATING CENTER. Specially equipped facilities from which government officials exercise direction and control and coordinate necessary resources in an emergency situation. 4. EMERGENCY PUBLIC INFORMATION. Information that is disseminated to the public via the news media before, during, and/or after an emergency or disaster. 5. EMERGENCY SITUATION. As used in this plan, this term is intended to describe a range of situations, from an incident to a major disaster. It includes the following: a. Incident. An incident is a situation that is limited in scope and potential effects. Characteristics of an incident include: 1) Involves a limited area and/or limited population. 2) Evacuation or in-place sheltering is typically limited to the immediate area of the incident. 2 3) Warning and public instructions are provided in the immediate area, not community-wide. 4) One or two local response agencies or departments acting under an incident commander normally handle incidents. Requests for resource support are normally handled through agency and/or departmental channels. 5) May require limited external assistance from other local response agencies or contractors. b. Emergency. An emergency is a situation is larger in scope and more severe in terms of actual or potential effects than an incident. Characteristics include: 1) Involves a large area, significant population, or important facilities. 2) May require implementation of large-scale evacuation or in-place sheltering and implementation of temporary shelter and mass care operations. 3) May require community-wide warning and public instructions. 4) Requires a sizable multi-agency response operating under an incident commander. 5) May require some external assistance from other local response agencies, contractors, and limited assistance from state or federal agencies. 6) The EOC will be activated to provide general guidance and direction, coordinate external support, and provide resource support for the incident. c. Disaster. A disaster involves the occurrence or threat of significant casualties and/or widespread property damage that is beyond the capability of the local government to handle with its organic resources. Characteristics include: 1) Involves a large area, a sizable population, and/or important facilities. 2) May require implementation of large-scale evacuation or in-place sheltering and implementation of temporary shelter and mass care operations. 3) Requires community-wide warning and public instructions. 4) Requires a response by all local response agencies operating under one or more incident commanders. 5) Requires significant external assistance from other local response agencies, contractors, and extensive state or federal assistance. 6) The EOC will be activated to provide general guidance and direction, provide emergency information to the public, coordinate state and federal support, and coordinate resource support for emergency operations. 6. HAZARD ANALYSIS. A document, published separately from this plan, that identifies the local hazards that have caused or possess the potential to adversely affect public health and safety, public or private property, or the environment. 7. HAZARDOUS MATERIAL (HAZMAT). A substance in a quantity or form posing an unreasonable risk to health, safety, and/or property when manufactured, stored, or transported. The substance, by its nature, containment, and reactivity, has the capability for inflicting harm during an accidental occurrence. Is toxic, corrosive, flammable, reactive, an irritant, or a strong sensitizer, and poses a threat to health and the environment when improperly managed. Includes toxic substances, certain infectious agents, radiological materials, and other related materials such as oil, used oil, petroleum 3 products, and industrial solid waste substances. 8. INTER-LOCAL AGREEMENTS. Arrangements between governments or organizations, either public or private, for reciprocal aid and assistance during emergency situations where the resources of a single jurisdiction or organization are insufficient or inappropriate for the tasks that must be performed to control the situation. Commonly referred to as a mutual aid agreement. 9. STANDARD OPERATING PROCEDURES. Approved methods for accomplishing a task or set of tasks. SOPS are typically prepared at the department or agency level. IV. SITUATION AND ASSUMPTIONS A. SITUATION The city is exposed to many hazards, all of which have the potential for disrupting the community, causing casualties, and damaging or destroying public or private property. A summary of our major hazards is provided in Figure 1. More detailed information is provided in our Hazard Analysis, published separately. 4 FIGURE 1 HAZARD SUMMARY Likelihood of Occurrence* Estimated Impact on Public Health & Safety Estimated Impact on Property H a z a r d T y P e (See below) Limited Moderate Major Limited Moderate Major Natural Drought Occasional Limited Limited Flash Flooding Likely Moderate Moderate Flooding (river or tidal) Likely Moderate Moderate Tornado Highly likely Major Major Winter Storm Likely Moderate Moderate Technological Dam failure Unlikely Major Major Energy/Fuel Shortage Occasional Major Major Hazmat/Oil Spill (fixed site) Occasional Major Major Hazmat/Oil Spill (transport) Occasional Major Major Major Structural Fire Highly Likely Major Major Nuclear Facility Incident Unlikely Limited Limited Water System Failure Occasional Major Major Security Civil Disorder Unlikely Moderate Moderate Enemy Military Attack Unlikely MODERATE Moderate Terrorism Likely MODERATE Moderate * Likelihood of Occurrence: Unl ikely, Occasional, Li kely, or Highly Likely B. ASSUMPTIONS The city will continue to be exposed to and subject to the impact of those hazards described above and as well as lesser hazards and others that may develop in the future. 2. It is possible for a major disaster to occur at any time, and at any place. In many cases, dissemination of warning to the public and implementation of increased readiness measures may be possible. However, some emergency situations occur with little or no warning. 3. Outside assistance will be available in most emergency situations, affecting the city. Since it takes time to summon external assistance; it is essential for us to be prepared to carry out the initial emergency response on an independent basis. 5 4. Proper mitigation actions, such as floodplain management, and fire inspections, can prevent or reduce disaster-related losses. Detailed emergency planning, training of emergency responders and other personnel, and conducting periodic emergency drills and exercises can improve our readiness to deal with emergency situations. V. CONCEPT OF OPERATIONS A. Objectives The objectives of our emergency management program are to protect public health and safety and preserve public and private property. B. General 1. It is our responsibility to protect public health and safety and preserve property from the effects of hazardous events. We have the primary role in identifying and mitigating hazards, preparing for and responding to, and managing the recovery from emergency situations that affect our community. 2. It is impossible for government to do everything that is required to protect the lives and property of our population. Our citizens have the responsibility to prepare themselves and their families to cope with emergency situations and manage their affairs and property in ways that will aid the government in managing emergencies. We will assist our citizens in carrying out these responsibilities by providing public information and instructions prior to and during emergency situations. a. Local government is responsible for organizing, training, and equipping local emergency responders and emergency management personnel, providing appropriate emergency facilities, providing suitable warning and communications systems, and for contracting for emergency services. The state and federal governments offer programs that provide some assistance with portions of these responsibilities. b. To achieve our objectives, we have organized an emergency program that is both integrated (employs the resources of government, organized volunteer groups, and businesses) and comprehensive (addresses mitigation, preparedness, response, and recovery). This plan is one element of our preparedness activities. c. This plan is based on an all-hazard approach to emergency planning. It addresses general functions that may need to be performed during any emergency situation and is not a collection of plans for specific types of incidents. For example, the warning annex addresses techniques that can be used to warn the public during any emergency situation, whatever the cause. d. Departments and agencies tasked in this plan are expected to develop and keep current standard operating procedures that describe how emergency tasks will be performed. Departments and agencies are charged with insuring the training and 6 equipment necessary for an appropriate response are in place. e. This plan is based upon the concept that the emergency functions that must be performed by many departments or agencies generally parallel some of their normal day-to-day functions. To the extent possible, the same personnel and material resources used for day-to-day activities will be employed during emergency situations. Because personnel and equipment resources are limited, some routine functions that do not contribute directly to the emergency may be suspended for the duration of an emergency. The personnel, equipment, and supplies that would normally be required for those functions will be redirected to accomplish emergency tasks. C. Operational Guidance Initial Response. Our emergency responders are likely to be the first on the scene of an emergency situation. They will normally take charge and remain in charge of the incident until it is resolved or others who have legal authority to do so assume responsibility. They will seek guidance and direction from our local officials and seek technical assistance from state and federal agencies and industry where appropriate. 2. Implementation of ICS a. The first local emergency responder to arrive at the scene of an emergency situation will implement the incident command system and serve as the incident commander until relieved by a more senior or more qualified individual. The incident commander will establish an incident command post (ICP) and provide an assessment of the situation to local officials, identify response resources required, and direct the on- scene response from the ICP. b. For some types of emergency situations, a specific incident scene may not exist in the initial response phase and the EOC may accomplish initial response actions, such as mobilizing personnel and equipment and issuing precautionary warning to the public. As the potential threat becomes clearer and a specific impact site or sites identified, an incident command post may be established, and direction and control of the response transitioned to the Incident Commander. 3. Source and Use of Resources a. We will use our own resources to respond to emergency situations, purchasing supplies and equipment if necessary, and request assistance if our resources are insufficient or inappropriate. §418.102 of the Government Code provides that the county should be the first channel through which a municipality requests assistance when its resources are exceeded. If additional resources are required, we will: 1. Summon those resources available to us pursuant to inter-local agreements. See Attachment 6 to this plan, which summarizes the inter-local agreements and identifies the officials authorized to request those resources. 2. Summon emergency service resources that we have contracted for. See 7 Attachment 6. 3. Request assistance from volunteer groups active in disasters. 4. Request assistance from industry or individuals who have resources needed to deal with the emergency situation. b. When external agencies respond to an emergency situation within our jurisdiction, we expect them to conform to the guidance and direction provided by our incident commander. D. Incident Command System (ICS) 1. We intend to employ ICS in managing emergencies. ICS is both a strategy and a set of organizational arrangements for directing and controlling field operations. It is designed to effectively integrate resources from different agencies into a temporary emergency organization at an incident site that can expand and contract with the magnitude of the incident and resources on hand. A summary of ICS is provided in Attachment 7. 2. The incident commander is responsible for carrying out the ICS function of command managing the incident. The four other major management activities that form the basis of ICS are operations, planning, logistics, and finance/administration. For small-scale incidents, the incident commander and one or two individuals may perform all of these functions. For larger incidents, a number of individuals from different departments or agencies may be assigned to separate staff sections charged with those functions. 3. An incident commander using response resources from one or two departments or agencies can handle the majority of emergency situations. Departments or agencies participating in this type of incident response will normally obtain support through their own department or agency. 4. In emergency situations where other jurisdictions or the state or federal government are providing significant response resources or technical assistance, it is generally desirable to transition from the normal ICS structure to a Unified Command structure. This arrangement helps to ensure that all participating agencies are involved in developing objectives and strategies to deal with the emergency. Attachment 7 provides additional information on Unified Command. E. ICS - EOC Interface For major emergencies and disasters, the Emergency Operations Center (EOC) will be activated. When the EOC is activated, it is essential to establish a division of responsibilities between the incident command post and the EOC. A general division of responsibilities is outlined below. It is essential that a precise division of responsibilities be determined for specific emergency operations. 2. The incident commander is generally responsible for field operations, including: a. Isolating the scene. b. Directing and controlling the on-scene response to the emergency situation and managing the emergency resources committed there. 8 c. Warning the population in the area of the incident and providing emergency instructions to them. d. Determining and implementing protective measures (evacuation or in-place sheltering) for the population in the immediate area of the incident and for emergency responders at the scene. e. Implementing traffic control arrangements in and around the incident scene. f. Requesting additional resources from the EOC. 3. The EOC is generally responsible for: a. Providing resource support for the incident command operations. b. Issuing community-wide warning. c. Issuing instructions and providing information to the general public. d. Organizing and implementing large-scale evacuation. e. Organizing and implementing shelter and mass arrangements for evacuees. f. Coordinating traffic control for large-scale evacuations. g. Requesting assistance from the State and other external sources. 4. In some large-scale emergencies or disasters, emergency operations with different objectives may be conducted at geographically separated scenes. In such situations, more than one incident command operation may be established. In this situation occurs, it is particularly important that the allocation of resources to specific field operations be coordinated through the EOC. F. State, Federal, & Other Assistance 1. State & Federal Assistance a. If local resources are inadequate to deal with an emergency situation, we will request assistance from the State. State assistance furnished to local governments is intended to supplement local resources and not substitute for such resources, including mutual aid resources, equipment purchases or leases, or resources covered by emergency service contracts. As noted previously, cities must request assistance from their county before requesting state assistance b. Requests for state assistance should be made to the Disaster District Committee (DDC) Chairperson, who is located at the Department of Public Safety District Office in Garland, Texas. See Appendix 2 to Annex M, Resource Management, for a form that can be used to request state assistance. In essence, state emergency assistance to local governments begins at the DDC level and the key person to validate a request for, obtain, and provide that state assistance and support is the DDC Chairperson. A request for state assistance must be made by the chief elected official, the Mayor, and may be made by telephone, fax, or Teletype. The DDC Chairperson has the authority to utilize all state resources within the district to respond to a request for assistance, with the exception of the National Guard. Use of National Guard resources requires approval of the Governor. c. The Disaster District staff will forward requests for assistance that cannot be satisfied 9 by state resources within the district to the State EOC in Austin for action. 2. Other Assistance a. If resources required to control an emergency situation are not available within the State, the Governor may request assistance from other states pursuant to a number of interstate compacts or from the federal government through the Federal Emergency Management Agency (FEMA). b. For major emergencies and disasters for which a Presidential declaration has been issued, federal agencies may be mobilized to provide assistance to states and local governments. The Federal Response Plan (FRP) describes the policies, planning assumptions, concept of operations, and responsibilities of designated federal agencies for various response and recovery functions. The Federal Radiological Emergency Response Plan (FRERP) addresses the federal response to major incidents involving radioactive materials. c. FEMA has the primary responsibility for coordinating federal disaster assistance. No direct federal assistance is authorized prior to a Presidential emergency or disaster declaration, but FEMA has limited authority to stage initial response resources near the disaster site and activate command and control structures prior to a declaration and the Department of Defense has the authority to commit its resources to save lives prior to an emergency or disaster declaration. See Annex J, Recovery, for additional information on the assistance that may be available during disaster recovery. G. Emergency Authorities Key federal, state, and local legal authorities pertaining to emergency management are listed in Section I of this plan. 2. Texas statutes and the Executive Order of the Governor Relating to Emergency Management provide local government, principally the chief elected official, with a number of powers to control emergency situations. If necessary, we shall use these powers during emergency situations. These powers include: a. Emergency Declaration. In the event of riot or civil disorder, the Mayor may request the Governor to issue an emergency declaration for this jurisdiction and take action to control the situation. Use of the emergency declaration is explained in Annex U, Legal. b. Disaster Declaration. When an emergency situation has caused severe damage, injury, or loss of life or it appears likely to do so, the Mayor may by executive order or proclamation declare a local state of disaster. The Mayor may subsequently issue orders or proclamations referencing that declaration to invoke certain emergency powers granted the Governor in the Texas Disaster Act on an appropriate local scale in order to cope with the disaster. These powers include: 10 1) Suspending procedural laws and rules to facilitate a timely response. 2) Using all available resources of government and commandeering private property, subject to compensation, to cope with the disaster. 3) Restricting the movement of people and occupancy of premises. 4) Prohibiting the sale or transportation of certain substances. 5) Implementing price controls. A local disaster declaration activates the recovery and rehabilitation aspects of this plan. A local disaster declaration is required to obtain state and federal disaster recovery assistance. See Annex U, Legal, for further information on disaster declarations and procedures for invoking emergency powers. c. Authority for Evacuations. State law does not authorize the Governor or local officials to issue mandatory evacuation orders. State and local officials may recommend evacuation of threatened or stricken areas. H. Activities by Phases of Emergency Management 1. This plan addresses emergency actions that are conducted during all four phases of emergency management. a. Mitigation We will conduct mitigation activities as an integral part of our emergency management program. Mitigation is intended to eliminate hazards, reduce the probability of hazards causing an emergency situation, or lessen the consequences of unavoidable hazards. Mitigation should be a pre-disaster activity, although mitigation may also occur in the aftermath of an emergency situation with the intent of avoiding repetition of the situation. Our mitigation program is outlined in Annex P, Mitigation. b. Preparedness We will conduct preparedness activities to develop the response capabilities needed in the event an emergency. Among the preparedness activities included in our emergency management program are: 1) Providing emergency equipment and facilities. 2) Emergency planning, including maintaining this plan, its annexes, and appropriate sops. 3) Conducting or arranging appropriate training for emergency responders, emergency management personnel, other local officials, and volunteer groups who assist us during emergencies. 4) Conducting periodic drills and exercises to test our plans and training. c. Response We will respond to emergency situations effectively and efficiently. The focus of 11 most of this plan and its annexes is on planning for the response to emergencies. Response operations are intended to resolve an emergency situation while minimizing casualties and property damage. Response activities include warning, emergency medical services, firefighting, law enforcement operations, evacuation, shelter and mass care, emergency public information, search and rescue, as well as other associated functions. d. Recovery If a disaster occurs, we will carry out a recovery program that involves both short- term and long-term efforts. Short-term operations seek to restore vital services to the community and provide for the basic needs of the public. Long-term recovery focuses on restoring the community to its normal state. The federal government, pursuant to the Stafford Act, provides the vast majority of disaster recovery assistance. The recovery process includes assistance to individuals, businesses, and to government and other public institutions. Examples of recovery programs include temporary housing, restoration of government services, debris removal, restoration of utilities, disaster mental health services, and reconstruction of damaged roads and bridges. Our recovery program is outlined in Annex J, Recovery. VI. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization 1. General Most departments and agencies of local government have emergency functions in addition to their normal day-to-day duties. During emergency situations, our normal organizational arrangements are modified to facilitate emergency operations. Our governmental organization for emergencies includes an executive group, emergency services, and support services. Attachment 3 depicts our emergency organization. 2. Executive Group The Executive Group provides guidance and direction for emergency management programs and for emergency response and recovery operations. The Executive Group includes the Mayor, City Manager, and Emergency Management Coordinator. 3. Emergency Services Emergency Services include the Incident Commander and those departments, agencies, and groups with primary emergency response actions. The incident commander is the person in charge at an incident site. 12 4. Emergency Support Services This group includes departments and agencies that support and sustain emergency responders and also coordinate emergency assistance provided by organized volunteer organizations, business and industry, and other sources. 5. Volunteer and Other Services This group includes organized volunteer groups and businesses that have agreed to provide certain support for emergency operations. B. Assignment of Responsibilities 1. General For most emergency functions, successful operations require a coordinated effort from a number of departments, agencies, and groups. To facilitate a coordinated effort, elected and appointed officials, departments and agency heads, and other personnel are assigned primary responsibility for planning and coordinating specific emergency functions. Generally, primary responsibility for an emergency function will be assigned to an individual from the department or agency that has legal responsibility for that function or possesses the most appropriate knowledge and skills. Other officials, departments, and agencies may be assigned support responsibilities for specific emergency functions. Attachment 4 summarizes the general emergency responsibilities of local officials, department and agency heads, and other personnel. 2. The individual having primary responsibility for an emergency function is normally responsible for coordinating preparation of and maintaining that portion of the emergency plan that addresses that function. Plan and annex assignments are outlined in Attachment 5. Listed below are general responsibilities assigned to the Executive Group, Emergency Services, Support Services, and other Support Agencies. Additional specific responsibilities can be found the functional annexes to this Basic Plan. 3. Executive Group Responsibilities a. The Mayor will: 1) With the assistance of the legal staff, declare a local state of disaster, request the Governor declare a state of emergency, or invoke the emergency powers of government when necessary. 2) Request assistance from other local governments or the State when necessary b. The City Manager will: 1) Direct activities of the EOC. 2) Implement the policies and decisions of the governing body relating to emergency management. 3) Organize the emergency management program and identifies personnel, 13 equipment, and facility needs. 4) Assign emergency management program tasks to departments and agencies. 5) Ensure that departments and agencies participate in emergency planning, training, and exercise activities. 6) Coordinate the operational response of local emergency services. 7) Establish objectives and priorities for the emergency management program and provide general policy guidance on the conduct of that program. 8) Monitor the emergency response during disaster situations and provides direction where appropriate. c. The Emergency Management Coordinator will: 1) Coordinate activation of the E.O.C. 2) Serve as the staff advisor to Mayor and City Manager on emergency management matters. 3) Keep the Mayor and City Manager apprised of our preparedness status and emergency management needs. 4) Coordinate local planning and preparedness activities and the maintenance of this plan. 5) Prepare and maintain a resource inventory. 6) Arrange appropriate training for local emergency management personnel and emergency responders. 7) Coordinate periodic emergency exercises to test our plan and training. 8) Manage the EOC, develop procedures for its operation, and conduct training for those who staff it. 9) Activate the EOC when required. 10) Perform day-to-day liaison with the state emergency management staff and other local emergency management personnel. 11) Coordinate with organized volunteer groups and businesses regarding emergency operations. 12) With the assistance of the Public Information Officer, keep the public informed during emergency situations. 4. Common Responsibilities All emergency services and support services will: a. Provide personnel, equipment, and supplies to support emergency operations upon request. b. Develop and maintain SOPs for emergency tasks. c. Provide trained personnel to staff the incident command post and EOC and conduct emergency operations. d. Provide current information on emergency resources for inclusion in the Resource List in Appendix 1 to Annex M, Resource Management. 14 e. Report information regarding emergency situations and damage to facilities and equipment to the Incident Commander or the EOC. 5. Emergency Services Responsibilities a. The Incident Commander will: 1) Manage emergency response resources and operations at the incident site command post to resolve the emergency situation. 2) Determine and implement required protective actions for response personnel and the public at an incident site. b. Warning. 1) Primary responsibility for this function is assigned to the EMC/Police Chief, who will prepare and maintain Annex A (Warning) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Receive information on emergency situations. b) Alert key local officials of emergency situations. c) Disseminate warning information and instructions to the public through available warning systems. d) Disseminate warning and instructions to special facilities such as schools and hospitals. c. Communications. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex B (Communications) to this plan and supporting sops. 2) Emergency tasks to be performed include: a) Identify the communications systems available with the local area and determine the connectivity of those systems. b) Develop plans and procedures for coordinated use of the various communications systems available in this jurisdiction during emergencies. c) Determine and implement means of augmenting communications during emergencies, including support by volunteer organizations. d. Radiological Protection. 1) Primary responsibility for this function is assigned to the Environmental Health Manager, who will prepare and maintain Annex D (Radiological Protection) to this plan and supporting SOPS. 2) Emergency tasks to be performed include: 15 a) Maintain inventory of radiological equipment. b) Ensure response forces include personnel with current training in radiological monitoring and decontamination. c) Respond to radiological incidents and terrorist incidents involving radiological materials. d) Make notification concerning radiological incidents to state and federal authorities. e. Evacuation. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex E (Evacuation) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Identify areas where evacuation has been or may in the future and determine of population at risk. b) Perform evacuation planning for known risk areas to include route selection and determination of traffic control requirements. c) Develop simplified planning procedures for ad hoc evacuations. d) Determine emergency public information requirements. e) Perform evacuation planning for special needs facilities (schools, hospitals, nursing homes, and other institutions. f. Firefighting. 1) Primary responsibility for this function is assigned to the Fire Chief who will prepare and maintain Annex F (Firefighting) to this plan and supporting SOPS. 2) Emergency tasks to be performed include: a) Fire prevention activities. b) Fire detection and control. c) Hazardous material and oil spill response. d) Terrorist incident response. e) Evacuation support. f) Post-incident reconnaissance and damage assessment. g) Fire safety inspection of temporary shelters. h) Prepare and maintain fire resource inventory. g. Law Enforcement. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex G (Law Enforcement) to this plan and supporting sops. 16 2) Emergency tasks to be performed include: a) Maintenance of law and order. b) Traffic control. c) Terrorist incident response. d) Provision of security for vital facilities, evacuated areas, and shelters. e) Access control for damaged or contaminated areas. f) Warning support. g) Post-incident reconnaissance and damage assessment. h) Prepare and maintain law enforcement resource inventory. h. Health and Medical Services. 1) Primary responsibility for this function is assigned to the Fire Chief /Environmental Health Manager, who will prepare and maintain Annex H (Health & Medical Services) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Coordinate health and medical care and EMS support during emergency situations. b) Public health information and education. c) Inspection of food and water supplies. d) Develop emergency public health regulations and orders. e) Coordinate collection, identification, and interment of deceased victims. L Direction and Control. 1) Primary responsibility for this function is assigned to the City Manager. The EMC will prepare and maintain Annex N (Direction & Control) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Direct and control our local operating forces. b) Maintain coordination with neighboring jurisdictions. c) Maintain the EOC in an operating mode or be able to convert the designated facility space into an operable EOC rapidly. d) Assigns representatives, by title, to report to the EOC and develops procedures for crisis training. e) Develops and identifies the duties of the staff, use of displays and message forms, and procedures for EOC activation. f) Coordinates the evacuation of areas at risk. 17 j. Hazardous Materials & Oil Spill. 1) The primary responsibility for this function is assigned to the Fire Chief who will prepare and maintain Annex Q (Hazardous Material & Oil Spill Response) to this plan and supporting SOPS. 2) Emergency tasks to be performed include: a) In accordance with OSHA regulations, establish ICS to manage the response to hazardous materials incidents. b) Establish the hazmat incident functional areas (e.g., Hot Zone, cool zone, Cold Zone, etc.) c) Determine and implement requirements for personal protective equipment for emergency responders. d) Initiate appropriate actions to control and eliminate the hazard in accordance with established hazmat response guidance and SOPS. e) Determine areas at risk and which public protective actions, if any, should be implemented. f) Apply appropriate firefighting techniques if the incident has, or may, result in a fire. g) Determines when affected areas may be safely reentered. k. Search & Rescue. 1) The primary responsibility for this function is assigned to the Fire Chief who will prepare and maintain Annex R (Search and Rescue) to this plan and supporting sops. 2) Emergency tasks to be performed include: a) Coordinate and conduct search and rescue activities. b) Identify requirements for specialized resources to support rescue operations. c) Coordinate external technical assistance and equipment support for search and rescue operations. 1. Terrorist Incident Response. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex V (Terrorist Incident Response) to this plan and supporting SOPS. 2) Emergency tasks to be performed include: a) Coordinate and carry out defensive anti-terrorist activities, including criminal intelligence, investigation, protection of facilities, and public awareness activities. b) Coordinate and carry out offensive counter-terrorist operations to neutralize terrorist activities. 18 c) Carry out terrorism consequence operations conducted in the aftermath of a terrorist incident to save lives and protect public and private property. d) Ensure required notification of terrorist incidents is made to state and federal authorities. 6. Support Services Responsibilities a. Shelter and Mass Care. 1) Primary responsibility for this function is assigned to PARD Director, who will prepare and maintain Annex C (Shelter and Mass Care) to this plan and supporting SOPS 2) Emergency tasks to be performed include: a) Perform emergency shelter and mass care planning. b) Coordinate and conduct shelter and mass care operations with our other departments, relief agencies, and volunteer groups. b. Emergency Public Information. 1) Primary responsibility for this function is assigned to the Communications Director, who will prepare and maintain Annex I (Emergency Public Information) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a.) Conduct on-going hazard awareness and public education programs. b.) Compile and release information and instructions for the public during emergency situations and responds to questions relating to emergency operations c.) Provide information to the media and the public during emergency situations. d.) Arrange for media briefings. e.) Compiles print and photo documentation of emergency situations. c. Recovery. 1) Primary responsibility for this function is assigned to the Community Services Director, who will prepare and maintain Annex J (Recovery) to this plan and supporting SOPS. 2) Emergency tasks to be performed include: a) Establish and train a damage assessment team using local personnel. Coordinate the efforts of that team with state and federal damage assessment personnel who may be dispatched to assist us. b) Assess and compile information on damage to public and private property and needs of disaster victims and formulate and carry out programs to fill 19 those needs. c) If damages are beyond our capability to deal with, compile information for use by our elected officials in requesting state or federal disaster assistance. d) If we are determined to be eligible for state or federal disaster assistance, coordinate with state and federal agencies to carry out authorized recovery programs. d. Public Works & Engineering. 1) Primary responsibility for this function is assigned to the City Public Works Director, who will prepare and maintain Annex K (Public Works & Engineering) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Protect government facilities and vital equipment where possible. b) Assess damage to streets, bridges, traffic control devices, and other public facilities. c) Direct temporary repair of vital facilities. d) Restore damaged roads and bridges. e) Restore waste treatment and disposal systems. f) Arrange for debris removal. g) General damage assessment support. h) Building inspection support. i) Provide specialized equipment to support emergency operations. j) Support traffic control and search and rescue operations. e. Utilities. 1) Primary responsibility for this function is assigned to the Assistant to the City Manager, who will prepare and maintain Annex L (Energy and Utilities) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Prioritize restoration of utility service to vital facilities and other facilities. b) Arrange for the provision of emergency power sources where required. c) Identify requirements for emergency drinking water and portable toilets to the department or agency responsible for mass care. d) Assess damage to, repair, and restore public utilities. e) Monitor recovery activities of privately owned utilities. f. Resource Management. 1) Primary responsibility for this function is assigned to the Finance Director, who will prepare and maintain Annex M (Resource Management) to this plan and supporting SOPS 20 2) Emergency tasks to be performed include: a) Maintain an inventory of emergency resources. b) During emergency operations, locates supplies, equipment, and personnel to meet specific needs. c) Maintain a list of suppliers for supplies and equipment needed immediately in the aftermath of an emergency. d) Establish emergency purchasing procedures and coordinate emergency procurements. e) Establish and maintain a manpower reserve and coordinate assignment of reserve personnel to departments and agencies that require augmentation. f) Coordinate transportation, sorting, temporary storage, and distribution of resources during emergency situations. g) Establish staging areas for resources, if required. h) During emergency operations, identify to the Donations Management Coordinator those goods, services, and personnel that are needed. i) Maintain records of emergency-related expenditures for purchases and personnel. g. Human Services. 1) Primary responsibility for this function is assigned to the PARD Director. Prepare and maintain Annex O (Human Services) to this plan and supporting sops 2) Emergency tasks to be performed include: a) Identify emergency feeding sites. b) Identify sources of clothing for disaster victims. c) Secure emergency food supplies. d) Coordinate the operation of shelter facilities,' whether operated by local government, local volunteer groups, or organized disaster relief agencies such as the American Red Cross. e) Coordinate special care requirements for disaster victims such as the aged, special needs individuals, and others. f) Coordinate the provision of disaster mental health services to disaster victims, emergency workers, and/or others suffering trauma due to the emergency incident/disaster. h. Hazard Mitigation. 1) The primary responsibility for this function is assigned to EMC/City Engineer, who will prepare and maintain Annex P (Hazard Mitigation) to this plan and supporting SOPS. 2) Emergency tasks to be performed include: a) Maintain the local Hazard Analysis. 21 b) Identify beneficial pre-disaster hazard mitigation projects and seek approval from local officials to implement such projects. c) In the aftermath of an emergency, determine appropriate actions to mitigate the situation and coordinate implementation of those actions. d) Coordinate and carry out post-disaster hazard mitigation program. i. Transportation. 1) The primary responsibility for this function is assigned to the PARD Director, who will prepare and maintain Annex S (Transportation) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Identifies local public and private transportation resources and coordinates their use in emergencies. b) Coordinates deployment of transportation equipment to support emergency operations. c) Establishes and maintains a reserve pool of drivers, maintenance personnel, parts, and tools. d) Maintains records on use of transportation equipment and personnel for purpose of possible reimbursement. j. Donations Management. 1) The primary responsibility for this function is assigned to the Assistant City Manager, who will prepare and maintain Annex T (Donations Management) to this plan and supporting SOPS. 2) Emergency tasks to be performed include: a) Compile resource requirements identified by the Resource Management staff. b) Solicit donations to meet known needs. c) Establish and implement procedures to receive, accept or turn down offers of donated goods and services, and provide instructions to donors of needed goods or services. d) In coordination with the Resource Management staff, establish a facility to receive, sort, and distribute donated goods. k. Legal. 1) The primary responsibility for this function is assigned to the City Attorney, who will prepare and maintain Annex U (Legal) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Advise local officials on emergency powers of local government and procedures for invoking those measures. 22 b) Review and advise our officials on possible legal issues arising from disaster operations. c) Prepare and/or recommend legislation to implement the emergency powers that may be required during and emergency. d) Advise local officials and department heads on record-keeping requirements and other documentation necessary for the exercising of emergency powers. 1. Department and agency heads not assigned a specific function in this plan will be prepared to make their resources available for emergency duty at the direction of the City Manager. 7. Volunteer & Other Services a. Volunteer Groups. The following are local volunteer agencies that can provide disaster relief services and traditionally have coordinated their efforts with our local government: 1) Dallas Chapter, American Red Cross. Provides shelter management, feeding at fixed facilities and through mobile units, first aid, replacement of eyeglasses and medications, provision of basic clothing, and limited financial assistance to those affected by emergency situations. The Red Cross also provides feeding for emergency workers. 2) The Salvation Army. Provides emergency assistance to include mass and mobile feeding, temporary shelter, counseling, missing person services, medical assistance, and the warehousing and distribution of donated good including food clothing, and household items. It also provides referrals to government and private agencies for special services. 3) Southern Baptist Convention Disaster Relief. Provides mobile feeding units staffed by volunteers. Active in providing disaster childcare, the agency has several mobile childcare units. Can also assist with clean-up activities, temporary repairs, reconstruction, counseling, and bilingual services. 4) RACES. The Radio Amateur Civil Emergency Service provides amateur radio support for emergency operations, including communications support in the EOC. b. Business Support. The following businesses have agreed to provide support for emergency operations as indicated: 23 1) None at this time. 2) None at this time. VII. DIRECTION AND CONTROL A. General 1. The City Manager is responsible for establishing objectives and policies for emergency management and providing general guidance for disaster response and recovery operations. During disasters, [he/she] may carry out those responsibilities from the EOC. 2. The City Manager/Assistant City Manager will provide overall direction of the response activities of all our departments. During major emergencies and disaster, he/she will normally carry out those responsibilities from the EOC. 3. The Emergency Management Coordinator will manage the EOC. 4. The Incident Commander, assisted by a staff sufficient for the tasks to be performed, will manage the emergency response at an incident site. 5. During emergency operations, department heads retain administrative and policy control over their employees and equipment. However, personnel and equipment will carry out mission assignments directed by the incident commander. Each department and agency is responsible for having its own operating procedures to be followed during response operations, but interagency procedures, such a common communications protocol, may be adopted to facilitate coordinated effort. 6. If our own resources are insufficient or inappropriate to deal with an emergency situation, we may request assistance from other jurisdictions, organized volunteer groups, or the State. The process for requesting State or federal assistance is covered in section V.F of this plan; see also the Request for Assistance form in Annex M, Appendix 2. External agencies are expected to conform to the general guidance and direction provided by our senior decision-makers. B. Emergency Facilities Incident Command Post. Except when an emergency situation threatens, but has not yet occurred, and those situations for which there is no specific hazard impact site (such as a severe winter storm or area-wide utility outage), an incident command post or command posts will be established in the vicinity of the incident site(s). As noted previously, the incident commander will be responsible for directing the emergency response and managing the resources at the incident scene. 2. Emergency Operating Center. When major emergencies and disasters have occurred or appear imminent, we will activate our EOC, which is located at the Criminal Justice 24 Center at 3723 Valley View Lane, Farmers Branch. 3. The following individuals are authorized to activate the EOC: a. Mayor b. City Manager c. EMC/Fire Chief d. Police Chief 4. The general responsibilities of the EOC are to: a. Assemble accurate information on the emergency situation and current resource data to allow local officials to make informed decisions on courses of action. b. Working with representatives of emergency services, determine and prioritize required response actions and coordinate their implementation. c. Provide resource support for emergency operations. d. Suspend or curtail government services, recommend the closure of schools and businesses, and cancellation of public events. e. Organize and activate large-scale evacuation and mass care operations. f. Provide emergency information to the public. 5. Representatives of those departments and agencies assigned emergency functions in this plan will staff the EOC. EOC operations are addressed in Annex N (Direction and Control). The interface between the EOC and the incident command post is described in paragraph V.E above. 6. Our Alternate EOC is located at City Hall at 13000 William Dodson Parkway. This facility will be used if our primary EOC becomes unusable. 7. We have a mobile command and control vehicle, operated by the Fire Department, which may be used as an incident command post. C. Line of Succession 1. The line of succession for the Mayor is: a. Mayor Pro Tem b. Deputy Mayor Pro Tem 2. The line of succession for the City Manager is: a. Assistant City Manager b. Assistant City Manager 25 c. Assistant to the City Manager 3. The line of succession for the Emergency Management Coordinator is: a. Acting Fire Chief b. Police Chief 4. The lines of succession for each of our department and agency heads shall be in accordance with the SOPs established by those departments and agencies. VIII. READINESS LEVELS A. Many emergencies follow some recognizable build-up period during which actions can be taken to achieve a gradually increasing state of readiness. We use a four-tier system. Readiness Levels will be determined by the City Manager or, for certain circumstances, the Emergency Management Coordinator. General actions to be taken at each readiness level are outlined in the annexes to this plan; more specific actions will be detailed in departmental or agency SOPs. B. The following Readiness Levels will be used as a means of increasing our alert posture. 1. Level 4: Normal Conditions a. Emergency incidents occur and local officials are notified. One or more departments or agencies respond to handle the incident; an incident command post may be established. Limited assistance may be requested from other jurisdictions pursuant to established inter-local agreements. b. The normal operations of government are not affected. 2. Level 3: Increased Readiness a. Increased Readiness refers to a situation that presents a greater potential threat than "Level 4", but poses no immediate threat to life and/or property. Increased readiness actions may be appropriate when the situations similar to the following occur: 1) Tropical Weather Threat. A tropical weather system has developed that has the potential to impact the local area. Readiness actions may include regular situation monitoring, a review of plans and resource status, determining staff availability and placing personnel on-call. 2) Tornado Watch indicates possibility of tornado development. Readiness actions may include increased situation monitoring and placing selected staff on alert. 3) Flash Flood Watch indicates flash flooding is possible due to heavy rains occurring or expected to occur. Readiness actions may include increased 26 situation-monitoring, reconnaissance of known trouble spots, deploying warning signs. 4) Wildfire Threat. During periods of extreme wildfire threat, readiness actions may include deploying additional resources to areas most at risk, arranging for standby commercial water tanker support, conducting daily aerial reconnaissance, or initiating burn bans. 5) Mass Gathering. For mass gatherings with previous history of problems, readiness actions may include reviewing security, traffic control, fire protection, and first aid planning with organizers and determining additional requirements. b. Declaration of "Level 3" will generally require the initiation of the "Increased Readiness" activities identified in each annex to this plan. 3. Level 2: High Readiness a. High Readiness refers to a situation with a significant potential and probability of causing loss of life and/or property. This condition will normally require some degree of warning to the public. Actions could be triggered by severe weather warning information issued by the National Weather Service such as: 1) Tropical Weather Threat. A tropical weather system may impact the local area within 72 hours. Readiness actions may include continuous storm monitoring, identifying worst-case decision points, increasing preparedness of personnel and equipment, updating evacuation checklists, verifying evacuation route status, and providing the public information for techniques to protect homes and businesses on the evacuation routes. 2) Tornado Warning. Issued when a tornado has actually been sighted in the vicinity or indicted by radar, and may strike in the local area. Readiness actions may include activating the EOC, continuous situation monitoring, and notifying the public about the warning. 3) Flash Flood Warning. Issued to alert persons that flash flooding is imminent or occurring on certain steams or designated areas, and immediate action should be taken. Readiness actions may include notifying the public about the warning, evacuating low-lying areas, open shelters to house evacuees, and continuous situation monitoring. 4) Winter Storm Warning. Issued when heavy snow, sleet, or freezing rain are forecast to occur separately or in a combination. Readiness actions may include preparing for possible power outages, putting road crews on stand-by to clear and/or sand the roads, and continuous situation monitoring. 5) Mass Gathering. Civil disorder with relatively large-scale localized violence is imminent. Readiness actions may include increased law enforcement presence, putting hospitals and fire departments on alert, and continuous situation 27 monitoring. b. Declaration of a "Level 2" will generally require the initiation of the "High Readiness" activities identified in each annex to this plan. 4. Level 1: Maximum Readiness a. Maximum Readiness refers to situation that hazardous conditions are imminent. This condition denotes a greater sense of danger and urgency than associated with a "Level 2" event. Actions could also be generated by severe weather warning information issued by the National Weather Service combined with factors making the event more imminent. 1) Tropical Weather Threat. The evacuation decision period is nearing for an approaching tropical weather system that may impact the local area. Readiness actions may include continuous situation monitoring, cull activation of the EOC, recommending precautionary actions for special facilities, placing emergency personnel and equipment into position for emergency operations, and preparing public transportation resources for evacuation support. 2) Tornado Warning. Tornado has been sited especially close to a populated area or moving towards a populated area. Readiness actions may include taking immediate shelter and put damage assessment teams on stand-by. 3) Flash Flood Warning. Flooding is imminent or occurring at specific locations. Readiness actions may include evacuations, rescue teams on alert, sheltering evacuees and/or others displaced by the flooding, and continuous monitoring of the situation. 4) Mass Gathering. Civil disorder is about to erupt into large-scale and widespread violence. Readiness actions may include having all EMS units on stand-by, all law enforcement present for duty, notify the DDC that assistance may be needed and keep them apprised of the situation, and continuous situation monitoring is required. b. Declaration of "Level 1" will generally require the initiation of the "Maximum Readiness" activities identified in each annex to this plan. IX. ADMINISTRATION AND SUPPORT A. Agreements and Contracts 1. Should our local resources prove to be inadequate during an emergency, requests will be made for assistance from other local jurisdictions, other agencies, and industry in accordance with existing mutual-aid agreements and contracts and those agreements and contracts concluded during the emergency. Such assistance may include equipment, supplies, or personnel. All agreements will be entered into by authorized officials and 28 should be in writing whenever possible. Agreements and contracts should identify the local officials authorized to request assistance pursuant to those documents. 2. The agreements and contracts pertinent to emergency management that we are a party to are summarized in Attachment 6. B. Reports 1. Hazardous Materials Spill Reporting. If we are responsible for a release of hazardous materials of a type or quantity that must be reported to state and federal agencies, the department or agency responsible for the spill shall make the required report. See Annex Q, Hazardous Materials and Oil Spill Response, for more information. If the party responsible for a reportable spill cannot be located, the Incident Commander shall ensure that the required report(s) are made. 2. Initial Emergency Report. This short report should be prepared and transmitted by the EOC when an on-going emergency incident appears likely to worsen and we may need assistance from other local governments or the State. See Annex N, Direction and Control for the format and instructions for this report. 3. Situation Report. A daily situation report should be prepared and distributed by the EOC during major emergencies or disasters. See Annex N, Direction and Control, for the format of and instructions for this report. 4. Other Reports. Several other reports covering specific functions are described in the annexes to this plan. C. Records 1. Record Keeping for Emergency Operations The city is responsible for establishing the administrative controls necessary to manage the expenditure of funds and to provide reasonable accountability and justification for expenditures made to support emergency operations. This shall be done in accordance with the established local fiscal policies and standard cost accounting procedures. a. Activity Logs. The Incident Command Post and the EOC shall maintain accurate logs recording key response activities, including: 1) Activation or deactivation of emergency facilities. 2) Emergency notifications to other local governments and to state and federal agencies. 3) Significant changes in the emergency situation. 4) Major commitments of resources or requests for additional resources from external sources. 5) Issuance of protective action recommendations to the public. 6) Evacuations. 7) Casualties. 29 8) Containment or termination of the incident. b. Incident Costs. All department and agencies shall maintain records summarizing the use of personnel, equipment, and supplies during the response to day-to-day incidents to obtain an estimate of annual emergency response costs that can be used as in preparing future department or agency budgets. c. Emergency or Disaster Costs. For major emergencies or disasters, all departments and agencies participating in the emergency response shall maintain details of costs for emergency operations to include: 1) Personnel costs, especially overtime costs 2) Equipment operations costs 3) Costs for leased or rented equipment 4) Costs for contract services to support emergency operations 5) Costs of specialized supplies expended for emergency operations These records may be used to recover costs from the responsible party or insurers or as a basis for requesting financial assistance for certain allowable response and recovery costs from the state and/or federal government. 2. Preservation of Records a. In order to continue normal government operations following an emergency situation disaster, vital records must be protected. These include legal documents as well as property and tax records. The principal causes of damage to records are fire and water; therefore, essential records should be protected accordingly. Each agency responsible for preparation of annexes to this plan will include protection of vital records in its SOPS. b. If records are damaged during an emergency situation, we will seek professional assistance to preserve and restore them. D. Consumer Protection Consumer complaints regarding alleged unfair or illegal business practices often occur in the aftermath of a disaster. Such complaints will be referred to the City Attorney, who will pass such complaints to the Consumer Protection Division of the Office of the Attorney General. E. Post-Incident and Exercise Review The City Manager/EMC is responsible for organizing and conducting a critique following the conclusion of a significant emergency event/incident or exercise. The critique will entail both written and verbal input from all appropriate participants. Where deficiencies are identified, an individual, department, or agency will be assigned responsibility for correcting the deficiency and a due date shall be established for that action. 30 X. PLAN DEVELOPMENT AND MAINTENANCE A. Plan Development Amendments to the plan may be made by the City Manager or designee, and said amendments shall become effective upon the signature of the Mayor. B. Distribution of Planning Documents 1. The EMC shall determine the distribution of this plan and its annexes. In general, copies of plans and annexes should be distributed to those individuals, departments, agencies, and organizations tasked in this document. Copies should also be set-aside for the EOC and other emergency facilities. 2. The Basic Plan should include a distribution list (See Attachment 1 to this plan) that indicates who receives copies of the basic plan and the various annexes to it. In general, individuals who receive annexes to the basic plan should also receive a copy of this plan, because the Basic Plan describes our emergency management organization and basic operational concepts. C. Review The Basic Plan and its annexes shall be reviewed annually by local officials. The EMC will establish a schedule for annual review of planning documents by those tasked in them. D. Update 1. This plan will be updated based upon deficiencies identified during actual emergency situations and exercises and when changes in threat hazards, resources and capabilities, or government structure occur. 2. The Basic Plan and its annexes must be revised or updated by a formal change at least every five years. Responsibility for revising or updating the Basic Plan is assigned to the EMC. Responsibility for revising or updating the annexes to this plan is outlined in Section VI.B, Assignment of Responsibilities, as well as in each annex. For details on the methods of updating planning documents as well as more information on when changes should be made, refer to Chapter 3 of the Division of Emergency Management (DEM) Local Emergency Management Planning Guide (DEM-10). Revised or updated planning documents will be provided to all departments, agencies, and individuals tasked in those documents. 4. §418.043(4) of the Government Code provides that DEM shall review local emergency management plans. The process for submitting new or updated planning documents to DEM is described in Chapter 6 of the DEM-10. The EMC is responsible for submitting copies of planning documents to our DEM Regional Liaison Officer for review. 31 ATTACHMENTS: 1. Distribution List 2. References 3. Organization for Emergencies 4. Functional Responsibility Matrix 5. Annex Assignments 6. Summary of Agreements & Contracts 7. Incident Command System Summary 32 Attachment 1 Distribution List Jurisdiction/Agency Plan Basic Plan Annexes EOC Reference Library 2 All Mayor 1 All City Manager 1 All Assistant City Manager/Assistant City Manager 2 All EMC 1 All City Secretary 1 All Police Chief 1 All Fire Chief 1 All Community Services Director 1 All Environmental Health Manager 1 All Finance Director 1 All City Public Works Director 1 All Human Resources Director 1 All City Attorney 1 All Communications Director 1 All Parks and Recreation Director 1 All Assistant to the City Manager 1 All 1-1 Attachment 2 References 1. Texas Department of Public Safety, Division of Emergency Management, Local Emergency Management Planning Guide, DEM-10 2. Texas Department of Public Safety, Division of Emergency Management, Disaster Recovery Manual 3. Texas Department of Public Safety, Division of Emergency Management, Mitigation Handbook 4. FEMA, Independent Study Course, IS-288: The Role of Voluntary Organizations in Emergency Management 5. FEMA, State and Local Guide (SLG) 101: Guide for All-Hazard Emergency Operations Planning 2-1 r r ri i rU - r„ U x 1^ - I: - f r ri i 1 n ~ r 3-1 Attachment 4 Emergency Management Functional Responsibilities o a • . N bb 0 ° o w d O 0 'o a 7 7 ~ ° a -o rn ~r U .2 pip O o b o dp G o~ A a+ y.y c~ CU." k>.' vi U O O p 73 b 3 ° ° a~ X~ 77 t~7 t g O 3 O U cd x > w u, cd a N x w N x O a 'a+ N rx Q 7 x cd x of x o Q a H Mayor S S S S S S S S S S S S S S S S S S S S S S City Manager S S S P S Assistant City Manager P EMC P C C C C C C C C C C C S C C P C C C S C C Law Enforcement P P S S P S P S S S S S S P Fire Service S S S S S P P S S S P P S S Public Works S S S S S S P S S S S S S S S Environmental Health Officer S P S S S S S S S S S S Human Resources S S S S S S S Community Services S S S P S S S S Finance Dir. S P S S City Attorney's Office S S S S P S Search & Rescue S S P S PARR P S S S S P Communications (P. 10) P Engineering S S P Assistant to the City Mgr. P S P - Indicates primary responsibility S - Indicates support responsibility C - Indicates coordination responsibility 4-1 Attachment 5 Annex Assignment S ANNEX ASSIGNED TO: Annex A: Warning EMC/Police Chief Annex B: Communications Police Chief Annex C: Shelter & Mass Care PARD Director Annex D: Radiological Protection Environmental Health Manager Annex E: Evacuation Police Chief Annex F: Firefighting Fire Chief Annex G: Law Enforcement Police Chief Annex H: Health and Medical Services Fire Chief/ Environmental Health Manager Annex I: Emergency Public Information Communications Director Annex J: Recovery Director of Community Services Annex K: Public Works & Engineering Public Works Director Annex L: Utilities Assistant to the City Manager Annex M: Resource Management Finance Director Annex N: Direction & Control City Manager/EMC Annex O: Human Services PARD Director Annex P: Hazard Mitigation EMC/City Engineer Annex Q: Hazardous Materials & Oil Spill Response Fire Chief Annex R: Search & Rescue Fire Chief Annex S: Transportation PARD Director Annex T: Donations Management Assistant City Manager Annex U: Legal County Attorney Annex V: Terrorist Incident Response Police Chief 5-1 Attachment 6 SUMMARY OF AGREEMENTS & CONTRACTS Agreements Description: Summary of Provisions: Officials Authorized to Implement Costs: Copies Held By: Description: Summary of Provisions: Officials Authorized to Implement Costs: Copies Held By: Description: Summary of Provisions: Officials Authorized to Implement Costs: Copies Held By: Dallas County Fire Dept. Mutual Aid Agreement Assistance from County Fire Departments Incident Commander 0 City Secretary and Fire Chief Disaster Assistance Agreement Wide Variety of City Equipment Emergency Management Coordinator Reimbursements to Several Providers City Secretary and Fire Chief American Red Cross Agreement Mass Care and Disaster Services Emergency Management Coordinator 0 City Secretary and Fire Chief 6-1 Attachment 7 Incident Command System SUMMARY A. BACKGROUND ICS is a management system that can be used to manage emergency incidents or non- emergency events such as celebrations. The system works equally well for small incidents and large-scale emergency situations. The system has built-in flexibility to grow or shrink depending on current needs. It is a standardized system, so personnel from a variety of agencies and geographic locations can be rapidly incorporated into a common management structure. B. FEATURES OF ICS ICS has a number of features that work together to make it a real management system. Among the primary attributes of ICS are: 1. Standard Management Functions. a. Command: Sets objectives and priorities and has overall responsibility at the incident or event. b. Operations: Conducts tactical operations, develops the tactical objectives, and organizes and directs all resources. c. Planning: Develops the action plan to accomplish the objectives, collects and evaluates information, and maintains the resource status. d. Logistics: Provides support to meet incident needs, provides resources and all other services needed to support e. Finance/Administration: Monitors costs, provides accounting, procurement, time recording, and cost analysis. 2. The individual designated as the Incident Commander has responsibility for all functions. In a limited incident, the Incident Commander and one or two individuals may perform all functions. In a larger emergency situation, each function may be assigned to a separate individual. 3. Management By Objectives. At each incident, the management staff is expected to understand agency or jurisdiction policy and guidance, establish incident objectives, select an appropriate strategy to deal with the incident, and provide operational guidance - select tactics appropriate to the strategy and direct available resources. 3. Unity and Chain of Command. Unity of command means that even though an incident command operation is a temporary organization, every individual should be assigned a 7-1 designated supervisor. Chain of command means that there is an orderly line of authority within the organization. 5. Organizational Flexibility. Within the basic ICS structure (depicted in Attachment 3), the organization should at any given time include only what is required to meet planned objectives. The size of the organization is determined through the incident action planning process. Each element of the organization should have someone in charge; in some cases, a single individual may be in charge of more than one unit. Resources are activated as needed and resources that are no longer needed are demobilized. 6. Common Terminology. In ICS, common terminology is used for organizational elements, position titles, resources, and facilities. This facilitates communication among personnel from different emergency services, agencies, and jurisdictions. 7. Limited Span of Control. Span of control is the number of individual's one supervisor can realistically manage. Maintaining an effective span of control is particularly important where safety is paramount. If a supervisor is supervising fewer than 3 subordinates or more than 7, the existing organization structure should be reviewed. 8. Personnel Accountability. Continuous personnel accountability is achieved by using a resource unit to track personnel and equipment, check-in/check out procedures, ensuring each person has a single supervisor, preparing assignment lists, and maintaining logs of activities. 9. Incident Action Plan. The incident action plan, which may be verbal or written, is intended to provide supervisory personnel a common understanding of the situation and direction for future action. The plan includes a statement of objectives, organizational description, assignments, and support material such as maps. An Incident Briefing Form may be used on smaller incidents. Written plans are desirable when two or more jurisdictions are involved, when state and/or federal agencies are assisting local response personnel, or there has been significant turnover in the incident staff. 10. Integrated Communications. Integrated communications includes interfacing disparate communications as effectively as possible, planning for the use of all available systems and frequencies, and requiring the use of clear text in communications. 11. Resource Management. Resources may be managed as single resources or organized in task forces or strike teams. The status of resources is tracked in three categories: assigned, available, and out of service. 7-1 C. UNIFIED COMMAND 1. Unified Command is a variant of ICS used when there is more than one agency or jurisdiction with responsibility for the incident or when personnel and equipment from a number of different agencies or jurisdictions are responding to it. This might occur when the incident site is crosses jurisdictional boundaries or when an emergency situation involve matters for which state and/or federal agencies have regulatory responsibility or legal requirements to respond to certain types of incidents. 2. ICS Unified Command is intended to integrate the efforts of multiple agencies and jurisdictions. The major change from a normal ICS structure is at the top. In a Unified command, senior representatives of each agency or jurisdiction responding to the incident collectively agree on objectives, priorities, and an overall strategy or strategies to accomplish objectives; approve a coordinated Incident Action Plan; and designate an Operations Section Chief. The Operations Section Chief is responsible for managing available resources to achieve objectives. Agency and jurisdictional resources remain under the administrative control of their agencies or jurisdictions, but respond to mission assignments and direction provided by the Operations Section Chief based on the requirements of the Incident Action Plan. 7-1