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RESOLUTION NO. 99-30 A RESOLUTION ADOPTING CITY OF MOSCOW DISASTER MANAGEMENT PLAN STANDARDS. WHEREAS, there may arise unexpected events which necessitate a prompt and organized response; and WHEREAS, it is important to prepare for emergency situations and disasters in order to respond in an appropriate and organized manner to them; and WHEREAS, the City has developed a City of Moscow Disaster Management Plan in order to facilitate such response; and WHEREAS, the City of Moscow Disaster Management Plan appears to be a well reasoned and organized approach; NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF MOSCOW that the City adopts the City of Moscow Disaster Management Plan attached hereto for purposes of responding to emergencies and disasters within City limits should such occur. ADOPTED THIS 6th day of December, 1999. A ) J?xi,Jn!J. 'Christine Bainbridge, City Clerk /J Rcso!uti1m 99-30 ---PAGE BREAK--- City of Moscow Mayor Emergency Management Advisory Group City Supervisor Public Information Officer Liaison Officer Incident Commander Safety Officer I I I Operations \ I Planning I I Logistics I Finance I I I I Fire Police Resources Documentation Service Support Time Disaster Assistance Emergency Evacuation Damage Community Cost Finance Medical Assessment Recovery Communicetions -1 Supply I Disbursement Mass Hazardous Situation Legal Medical -1 Transportation I Procurement Accounting Care Material H Facilities I Food Staging Public Claims Works Personnel I L_ ---PAGE BREAK--- CITY OF MOSCOW DISASTER MANAGEMENT PLAN Last Revision: December I, 1999 ---PAGE BREAK--- CITY OF MOSCOW DISASTER MANAGEMENT PLAN I. Policy Statement Government at all levels has the responsibility to plan for and respond to disasters resulting from hazards that arc known to threaten the jurisdiction. In view of this fact, the City of Moscow has established a Disaster Management Program to provide overall planning and coordination for disasters. The City of Moscow Disaster Management Incident Commander for any designated event shall be a City department head or other City employee as appointed by the Mayor. Duties will be further delegated to department heads and other City employees. Disasters may require the city government to operate in a manner different from normal day-to-day routines and may seriously overextend city resources. This Disaster Management Plan provides specific guidance to city departments during disasters. The plan will also serve as an indicator of city capability if the city is unable to provide adequate coverage for a particular resource or potential hazard, alternate sources or contingency plans shall be developed within political and budgetary constraints. The accomplishment of disaster management goals and objectives depends on the development and maintenance of competent program staff, adequate funding, and on the familiarization of other city personnel with their disaster responsibilities and this plan. It is hereby directed that review of this plan and overall disaster responsibilities by all city department heads and the Disaster Management Committee be accomplished prior to July I, annually, or as indicated through plan activation or exercise. Thorough familiarity with this plan will result in the efficient and effective execution of disaster responsibilities, and in better service to the citizens. Government entities complying with this plan shall not be liable for injury, death, or loss of property except in cases of willful misconduct or gross negligence. The disaster management plan shall be approved by the City through a formal, documented approval process, and coordinated with participating agencies and organizations. II. Disaster Organization Ordinance The council should enact a Disaster Organization ordinance to authorize disaster activities and to implement procedures and laws that are in effect only during declared disasters. Such an ordinance would unify and streamline the chain of command to coordinate all the city's resources to meet immediate threats to life and property. An established Disaster Organization would be responsible for the development and efficient operation of the city's disaster response and recovery resources. The objectives of a Disaster Organization should be to centralize the direction and control of local emergency preparations, response and recovery, the duties, responsibilities and activities of all persons, organizations, departments of the city government, and officers and employees of the city performing services or rendering aid in the event of a local disaster, and to enable the city to more effectively cooperate with political subdivisions, municipal corporations and other public agencies of the state of Idaho in preparing to cope with and guard against conditions which may result in extreme peril to life and property and to the resources of the city as the needs of the citizens of Moscow may demand in the event of a local disaster: and to assist, coordinate and cooperate with local emergency organizations of the state of Idaho and the federal government in the successful prosecution of emergency services. The council should establish authorities and powers for the Disaster Organization. The Mayor appoints the Incident Commander under the Disaster Organization. The Mayor would be supported by the Emergency Management Group, which is comprised of the City council members. The Mayor is empowered by statute to declare the existence of a local emergency or disaster vcheu any occurrence which by its magnitude is or is likely to become beyond the control of the normal services, personnel, equipment and facilities of the regularly constituted branches and departments of the city, or at Disaster Management Plan Pagel ---PAGE BREAK--- any time a disaster or local emergency is declared by the President of the United States or the Governor of Idaho. The Mayor is authorized to promulgate, issue and enforce rules, regulations, orders and directives, which are considered necessary for the protection of life and property. Ill. The Disaster Organization The Disaster Organization is composed of Command Staff, General Staff (Section Chiefs), functional branches, divisions/groups, and units, persons in charge thereof, and resources (personnel, equipment, facilities and services) held or used by the City or which may be loaned, donated, or contributed to the city or commandeered by the Incident Commander, deemed necessary to successfully meet the conditions of a local disaster. (See Organizational Structure diagram) The Command Staff consists of the Mayor. City Supervisor, Public Information Officer, Incident Commander, the supporting Emergency Management Group, Liaison Officer and Safety Officer. Assistants or deputies for each of these positions may be designated. The General Staff consists of Section Chiefs for Operations, Planning, Logistics and Finance. Assistants or deputies for each of these positions should be considered and designated also. There are seven functional branches under the Operations Section which are: Hazardous Materials, Emergency Medical, Fire and Rescue, Mass Care, Evacuation, Law Enforcement and Public Works restoration. There are two functional branches under the Logistics Section which are: Service and Support. Functional Groups and Units as deemed necessary may be established under any section or branch. Divisions may be established to divide the incident into geographical areas of operation, usually to maintain a workable span of controL (Sec Disaster Organization diagram for examples of such divisions, groups, and units.) Under the Disaster Management Plan the following disaster organization elements shall have responsibilities. The designated department or position shall formulate and maintain mitigation, preparedness, response and recovery plans and procedures for each disaster organization clement and identify primary and alternate individuals within the city qualified to function in the position. In the event of a local disaster, the designated individual shall immediately activate the plan for that organization element and carry out such orders and directions as are received from the Incident Commander. The following operational priorities are established and should be kept in mind in the development of the Disaster Management Plan and for the conduct of the Disaster Organization: • Save lives and property. • Repair and restore essential systems and services. • Provide a basis for direction and control of emergency operations. • Provide for the protection, use and distribution of remaining resources. • Provide for continuity of government • Coordinate operations with the emergency service organizations of other Jurisdictions. IV. Respective Responsibilities Follows: A. Mayor The Mayor is responsible for the overall supervision of incident activities to ensure compliance with the operational priorities. • Enact and promulgate official administrative declarations pertinent to the incident • Enforce official declarations from the President of the United States and the Governor of the State of Idaho. • Appoint Incident Commander and General Staff. • Communicate with Emergency Management Group and Incident Commander. • Perform other functions in accordance with statute and ordinance. Disaster Management Plan Pagc2 ---PAGE BREAK--- B. Emergency Management Group • Recommend to the Mayor the enactment of official administrative decisions during emergency operations. • Review disaster intelligence and predict possible event outcomes to the Mayor. • Provide advice to the Mayor in all appropriate matters relative to the emergency. • Assist Mayor in the declaration of a disaster emergency. • Perform other functions in accordance with statute and ordinance. C. City Supervisor/Public Information Officer • In the absence of the Mayor, the City Supervisor is responsible for the overall supervision of incident activities to ensure compliance with operational priorities. • Assist the Mayor in discharging hislber duties as provided by ordinance and statute. • As Public Information Officer, the City Supervisor is responsible for the formulation and release of information about the incident to the news media and other appropriate agencies and organizations. o Obtain briefing from Incident Commander. • Establish single incident information center. • Arrange for necessary workspace, materials, telephones, fax machines, and staffing. • Obtain copy of current incident status summary. • Prepare initial information summary as soon as possible after disaster activation. • Observe constraints on the release of information as advised by Incident Commander. • Obtain approval for release of information from Incident Commander. • Release accurate and official information to news media and public and post information in command post and other appropriate locations. • Attend meetings to update information releases. • Provide personal protective gear (helmets, safety glasses, etc.) for media and VIP. • Respond to special requests for information. • Maintain activity log. D. Incident Commander The Incident Commander is responsible for incident activities including the development and implementation of strategic decisions and for approving and the ordering and releasing of resources. • Obtain incident briefing from prior Incident Commander. • Assess incident situation. • Develop and implement strategic decisions. • Activate elements of the incident command system. • Brief Command Staff and Section Chiefs. • Ensure planning meetings are conducted. • Approve and authorize implementation Incident Action Plan. • Determine information needs and inform command personnel of needs. • Coordinate staff activity. • Manage incident operations. • Approve the ordering and releasing of resources. • Approve the use of volunteers on the incident. • Authorize the release of information to the news media. • Ensure that an incident status summaries arc completed and forwarded to the • Latah County Emergency Operations Center (EOC), Public Information Officer and to dispatch centers. • Approve incident demobilization plan. Disaster Management Plan Page 3 ---PAGE BREAK--- E. Liaison Officer • Obtain briefing from Incident Commander. • Provide a point of contact for assisting/cooperative agency representatives (local, county, state, and federal) • Identify agency representatives from each agency including communications link and location. • Respond to requests from incident personnel for inter-organizational contacts. • Monitor incident operations to identify current or potential inter-organizational problems. • Maintain activity log. F. Safety Officer • Obtain briefing from Incident Commander. • Identify hazardous situations associated with the incident. • Participate in planning meetings. • Review Incident Action Plans. • Identify potentially unsafe situations. • Exercise emergency authority to stop and prevent unsafe acts. • Investigate accidents that have occurred within the incident areas. • Review and approve Medical plan. • Maintain activity log. G. Operations Section Chief • Obtain briefing from Incident Commander. • Develop operations portion of the Incident Action Plan. • Brief and assign operations personnel in accordance with Incident Action Plan. • Supervise operations. • Determine need for and request additional resources. • Review suggested list of resources to be released and initiate recommendation for release of resources. • Assemble and disassemble strike teams assigned to Operations section. • Report information about special activities, events, and occurrences to Incident Commander I. Staging • Obtain a briefing from the Operations Section chief • Identify primary and alternate staging areas. • Establish staging area layout. • Determine any support needs for equipment. feeding, sanitation and security. • Establish check-in function. • Post areas for identification and traffic control. • Request maintenance service for equipment at staging area as needed. • Respond to request for resource assignments. • Obtain and issue receipts for radio equipment and other supplies distributed and received at staging area. • Report resource status changes as required. • Maintain staging area in orderly condition. • Demobilize staging area in accordance with Incident Demobilization Plan. • Maintain unit activity log. Disaster Management Plan Page4 ---PAGE BREAK--- 2. Hazardous Material Branch • Obtain briefing from Operations Section Chief. • Determine the need for divisions and/or groups to divide branch operations into manageable geographical or functional areas. Appoint division and/or group supervisors as needed. • Develop with subordinates alternatives for hazardous materials control operations. • Direct and control all hazardous materials releases including radiological and explosives incidents. • Control all petroleum, chemical storage facilities and pipelines. • Manage and control the use of explosives and hazardous materials in disaster operations. • Attend planning meetings at the request of the Operations Section Chief • Review division and/or group assignment lists for divisions and/or groups within the Branch. Modify lists based on effectiveness of current operations. • Assign specific work tasks to division/group supervisors and/or team leaders. • Resolve logistic problems reported by subordinates. • Report to Operations Section Chief when: Incident Action Plan is to be modified, additional resources are needed, surplus resources are available, hazardous situations or significant events occur. • Approve accident and medical reports originating from within the branch. • Maintain branch activity log. 3. Emergency Medical Branch • Obtain briefing from Operations Section Chief • Determine the need for divisions and or/groups to divide branch operations into manageable geographical or functional areas. Appoint division and/or group Supervisors as needed. • Develop with subordinates alternatives for emergency medical care operations. • Direct and control all emergency medical services. • Establish plan for mass casualties. • Coordinate with area hospitals and health care providers in development of EMS branch operational plans. • Coordinate with the Coroner in the development of plans for fatality management to include recovery, identification and safeguarding of remains. • Establish plan for providing mental health care. • Attend planning meetings at the request of the Operations Section Chief. • Review division and/or group assignment lists for divisions and/or groups wtthin the branch. Modify lists based on effectiveness of current operations. • Assign specific work tasks to division/group supervisors and/or team leaders. • Resolve logistic problems repcrted by subordinates. • Report to Operations Section Chief when: Incident Action Plan is to be modified, additional resources are needed, surplus resources are available, hazardous situations or significant events occur. 4. Fire and Rescue Branch • Obtain briefing from Operations Section Chief. • Determine the need for divisions and/or geographical or functional areas. Appoint division and/or group supervisors as needed. • Develop with subordinates alternatives for fire and rescue operations. • Direct and control all fire and rescue operations. • Attend planning meetings at the request of tbe Operations Section Chief. • Review division and/or group assignments for divisions and/or groups within the branch. Modify assignments based on effectiveness of current operations. Disaster Management Plan Page 5 ---PAGE BREAK--- • Assign specific work tasks to division/group supervisors and/or team leaders. • Resolve logistic problems reported by subordinates. • Report to the Operations Section Chief when: the Incident Action Plan is to be modified, additional resources are needed, surplus resources are available, hazardous situations or significant events occur. • Approve accident and medical reports originating from within the branch. • Maintain branch activity log. 5. Mass Care Branch • Obtain briefing from Operations Section Chief • Determine the need for divisions and/or groups to divide branch operations into manageable geographical or functional areas. Appoint division and/or group supervisors as needed. • Develop with subordinates alternatives for mass care. • Direct and control all mass care operations. • Identify shelters and shelter managers in the community. • Develop, arrange and coordinate sheltering services for persons rendered homeless by a disaster. • Arrange for food, clothing, registration, information and rehabilitation as provided by organtzations such as the Red Cross. • Develop and coordinate a shelter management network. • Coordinate information for evacuees. • Attend planning meetings at the request of the Operations Section Chtef • Review division and/or group assigmnents for diviswns and/or groups within the branch. Modify assignments based on effectiveness of current operations. Assign specific work tasks to division/group supervisors and/or team leaders. • Approve accident and medical reports originating from within the branch. • Maintain branch activity log. 6. Evacuation Branch • Obtain briefing from Operations Section Chief • Determine the need for divisions and/or groups to divide branch operations into manageable geographical or functional areas. Appoint division and/or group supervisors as needed. • Develop with subordinates alternatives for evacuation operations. • Direct and control all evacuation operations. • Determine primary and alternate emergency evacuation routes. • Plan for barricade placement • Direct and control traffic. • Control access into affected areas. • Coordinate with Transportation/Ground Support unit • Attend planning meetings at the request of the Operations Section Chief • Review division and/or group assignment lists for divisions and/or groups within the branch. Modify lists based on effectiveness of current operations. • Assign specific work tasks to division/group supervisors. • Resolve logistic problems reported by subordinates. • Report to the Operations Section Chief when: the Incident Action Plan is to be modified, additional resources are needed, surplus resources arc available, hazardous situations or significant events occur. • Approve accident and medical records originating from within the branch. • Maintain branch activity log. 7. Law Enforcement Branch Disaster l'v!anagement Plan Page6 ---PAGE BREAK--- • Obtain briefing from Operations Section Chief. • Determine the need for divisions and/or groups to divide branch operations into manageable geographical or functional areas. Appoint division and/or group supervisors as needed. • Develop with subordinates alternatives for law enforcement operations. • Direct and control all law enforcement operations. • Maintain peace and order. • Enforce all state and local laws. • Preserve life and property. • Attend planning meetings at the request of the Operations Sectwn Chief • Assist with reserve operations if necessary. • Review division and/or group assignment lists for division and/or groups within the branch. Modify lists based on effectiveness of current operations. • ModifY lists based on effectiveness of current operations. • Assign specific work tasks to division/group supervisors. • Resolve logistic problems reported by subordinates. • Report to the Operations Section Chief when: the Incident Action Plan IS to be modified, additional resources are needed, surplus resources are available, hazardous situations or significant events occur. • Approve accident and medical reports originating from within the branch. • Maintain branch activity log. 8. Public Works Restoration Branch • Obtain briefing from Operations Section Chief • Determine the need for divisions and/or groups to divide branch operations into manageable geographical or functional areas. Assign division and/or group supervisors as needed. • Develop with subordinates alternatives for public works restoration. • Direct and control all public works restoration operations. • Initiate street and bridge repairs. • Initiate water distribution system repairs. • Initiate electrical power distribution system repairs. • Initiate natural gas distribution system repairs. • Initiate communication system repairs (wire and wireless). • Initiate water pollution control system repairs. • Conduct engineering investigations in support of restoration operations. • Coordinate with the Planning Section, Damage Assessment and Community Recovery units. • Attend planning meetings at the request of the Operations Section Chief • Review division and/or group assignment lists for divisions and/or groups within the branch. Modify lists based on effectiveness of current operations. • Assign specific work tasks to division/group supervisors. • Resolve logistic problems reported by subordinates. • Report to the Operations Section Chief when: the Incident Action Plan is to be modified, additional resources are needed, surplus resources are available, hazardous situations or significant events occur. • Approve accident and medical reports originating from within the branch. H. Planning Section The planning section chief is responsible for the gathering and analysis of all data regarding incident operations and assigned resources, developing alternatives for tactical operations, conducting the planning meetings, and preparing the action plan for each operational period. Disaster Management Plan Page 7 ---PAGE BREAK--- • Obtain briefing from the Incident Commander. • Collect, evaluate, disseminate, forecast, and formulate information relative to the disaster. For the purpose of assisting the Incident Commander and the Policy Decision Group in the development of an Incident Action Plan. • Activate planning section units. • Establish information requirements and reporting schedule. • Notify resources unit of planning section units activated including names and locations of assigned personneL • Establish a weather data collection system when necessary. • Assemble information on alternative strategies. • Identify need for use of specialized resources. • Perform operational planning for planning section. • Provide periodic predictions on incident potentiaL • Compile and display incident statns summary information. • Advise general staff of any significant changes in incident statns. • Provide incident traffic plan. • Supervise planning section units. • Prepare and distribute Incident Commander's orders. • Instruct planning section units in distribution of incident information. • Ensure that normal agency information collection and reporting requirements are being met. • Prepare recommendations for release of resources for submission to the Incident Commander. • Coordinate the development of recommendations for city policies and city plan relative to post-emergency and reconstruction. l. Resources Unit The resources unit has responsibility to make certain that all assigned personnel and resources have checked in at the incident It shall have established procedures for identification and accountability of personnel engaged in activities at the disaster. It is also responsible for maintaining current statns on all resources. A statns keeping system will be required that will show the current statns condition for all resources. The resources unit will maintain a master list of all resources. This should include key supervisory personnel, primary resources used in tactical operations, support resources, transportation equipment, and all others. • Report to and obtain briefing and special instructions from planning section chief • Ensure that established check-in, identification and accountability systems are used at incident locations (staging areas and disaster operations center). • Prepare and maintain the command post display including the organization charge, resource allocation, and deployment sections. • Assign duties to resources unit personneL • Establish contacts with incident facilities by telephone or through communications center, and begin maintenance of resource status. • Participate in planning section meetings as required by the planning section chief • Gather, post and maintain incident resources statns. • Gather, post and maintain resource status of transportation and support vehicles and personneL • Maintain master roster of all resources checked in at the incident Prepare an organization assignment list and organization chart. • Provide resource summary information to situation unit as requested. • Maintain unit activity log. Disaster Management Plan Page 8 ---PAGE BREAK--- 2. Damage Assessment Unit • Determine the extent of damage to buildings, structures and other installations and soil conditions within the city. • Determine imminent and potential hazards to such items. • Determine and order the necessary vacating, barricading, demolishing or other abatement of such hazards. • Advise individuals or other agencies regarding the condition of buildings or sites. Prepare a damage assessment report for the Incident Commander. • Maintain ongoing communication between field units and members of the damage assessment unit to keep all information and intelligence current, complete and accurate. • Advise in the use of temporary bracing, shoring and other safety measures. • Establish agreements to utilize private sector professionals in assessing structural damage (architects, engineers, etc.) Develop and recommend to the City Council any appropriate legislation or modifications to existing legislation to enhance the safety of buildings and structures or mitigate safety hazards in buildings or structures. 3 . Situation Unit The Situation Unit is responsible for collecting, processing, and organizing situation information; preparing situation summaries; and developmg projections and forecasts of future events related to the incident. The Situation Unit will prepare maps and intelligence information for use in the action plan. The Situation Unit may also require expertise in the form of technical specialists (GIS specialists, photographers, etc.) • Obtain briefing and special instructions from planning section chief Prepare and maintain command post display. • Assign duties to situation unit personneL • Collect incident data at the earliest possible opportunity and continue for duration of incident. • Obtain and analyze damage assessment data as applicable. • Prepare predictions at periodic intervals or upon request of the planning section chief • Post situation data on command post displays at scheduled intervals. • Participate in incident planning meetings as required by the Incident Commander. • Prepare an incident status summary. • Prepare traffic plan for approval by the planning section chief • Provide photographic services and maps. • Provide resource and situation status information in response to specific requests. • Maintain unit activity log. 4. Documentation Unit The Documentation Unit leader, a member of the planning section, is responsible for the accurate and complete recording of all events and operations related to the disaster. In addition, the unit maintains and files all Disaster Operation Center messages, maintains an official history of the disaster to ensure complete documentation for legal, analytical, historical and for the recovery of funds purposes, provides duplication services to incident personnel and provides necessary guidance to members of the Disaster Operation Center for individual work station documentation procedures. • Obtain briefing from Planning Section Chief Establish work area. • Establish and organize incident files. • Establish duplication service, and respond to requests. • Retain and file duplicate copies of official forms and reports. • Accept and file reports and forms submitted to unit by incident organizations. Check the accuracy and completeness of records submitted for files. Disaster Management Plan Page 9 ---PAGE BREAK--- • Correct errors and omissions by contacting appropriate ICS units. Provide duplicates of forms and reports to authorized requesters. • Prepare incident documentation for Planning Section Chief when requested. 5. Community Recovery Units • Coordinate tbe development of post-disaster recovery and reconstruction. • Assist all sections in tbe development and implementation of operating procedures relating to post-disaster recovery and reconstruction. • Evaluate long term recovery issues and plan methods to shorten recovery time. Technical Specialists Technical Specialists are advisors witb special skills needed to support incident operations. They provide expert information in the development of tbe Incident Action Plan. Technical Specialists might include geologists, hazardous materials experts or other professionals with specific incident related information. Technical Specialists may report to tbe Planning Section Chief; may function within an existing unit such as tbe situation unit; form a separate unit if required; or be reassigned to other elements of tbe organization such as Operations, Logistics, or Finance sections. The Services Division Commander of tbe Moscow Police Department shall identify and maintain a call list of individuals with special skills who can be used as Technical Specialists 6. Legal Unit • Provide legal support services to tbe Mayor, Emergency Management Advisory Group, Command Staff and General Staff I. Logistics Section The Logistics Section Chief, a-member of tbe general staff, is responsible for providing facilities, services, and materials in support of tbc incident. The Logistics Section Chief participates in tbe development and implementation of tbc Incident Actiou Plan and activates and supervises tbe branches and uuits witbin the Logistics section. The Logistics Section Chief orders all resources, manages and assigns volunteer personnel to other sections (except mutual aid.) The Logistics section can be divided into two branches in tbe event of a very large incident where all functions of tbe Logistics section are activated. These two branches are the Service Branch and tbe Support Branch. The Service Branch provides tools. equipment and services. The Support Branch provides personnel operational facilities, and personnel transportation. • Obtain briefing from Incident Commander. • Plan organization of Logistics section. • Assign work locations and preliminary work tasks to section personnel. • Notify others of tbe names and locations of assigned personnel. • Assemble and brief branch directors and unit leaders. • Participate in preparation of Incident Action Plan. • Identify service and support requirements for planned and expected operations. • Provide input to and review communications plan, medical plan, and traffic plan. • Coordinate and -process requests for additional resources. • Review Incident Action Plan and estimate what is needed for tbe next operational period. Ensure Incident Communications Plan is prepared. • Advise on current service and support capabilities. • Prepare service and support elements of the Incident Action Plan. • Estimate future service and support requirements. • Receive Demobilization Plan from Planning section. • Recommend release of unit resources in conformity witb Demobilization Plan. Ensure general welfare and safety of Logistics section personnel. I. Service Branch Disaster :Management Plan Page 10 ---PAGE BREAK--- The Service Branch Director, when activated is under the supervision of the Logistics Section Chief and is responsible for the management of all service activities at the incident. The branch director supervises the operations of the communications, medical, food and solid waste disposal units. • Obtain briefing from the Logistics Section Chief • Determine the level of service required to support operations. Confirm notification of personnel assigned to branch. • Participate in planning meetings of Logistics Section personneL Review Incident Action Plan. • Organize and prepare assignments for service branch personneL Coordinate activities of branch units. • Inform Logistics Section Chief of branch activities. Maintain branch activity log. a. Communications Unit The Communications Unit Leader, under the direction of the Service Branch Director or Logistics Section Chief, is responsible for developing plans for the effective use of incident communications equipment and facilities; installing and testing of communications equipment; supervision of the Incident Communication Center; distribution of communications equipment to incident personnel; and the maintenance and repair of communications equipment Additionally, the Communications Unit Leader will be responsible for coordinating and supervising - volunteer amateur radio operators (ARES/RACES) in providing -emergency communications when other means of communications are out of service, non existent or otherwise not available. Obtain briefing from the Service Branch Director or Logistics Section Chief Determine unit personnel needs. Advise on communications capabilities and/or limitations. Prepare and implement the Incident Radio Communications Plan-. Ensure the Incident Communications Center and Message Center are established. Set up the telephone and public address systems. Provide, restore and maintain emergency communications for city-controlled departments and offices. Maintain liaison with other city departments providing their own communications services and volunteer radio emergency services. Establish appropriate communications distribution and/or maintenance locations within the geographical divisions of the city. Ensure communications systems are installed and tested. Ensure an equipment accountability system is established. Ensure personal-portable radio equipment from caches are distributed per radio plan. Provide technical information as required on:. Adequacy of communications systems currently in operation Geographic limitation on communications system Equipment capabilities Amount and types of equipment available Anticipated problems in the use of communications equipment Supervise communications unit activities. Maintain records on all communications equipment as appropriate. Ensure equipment is tested and repaired. Recover equipment from relieved or released units. Maintain unit activity log. b. Medical Unit Disaster 1'vfanagemcnt Plan The Medical Unit Leader, under the direction of the Service Branch Director or Logistics Section Chief, is responsible for the development of the Medical Page II ---PAGE BREAK--- Emergency Plan, obtaining medical aid and transportation for injured and ill incident personnel, and preparation of reports and records. The medical unit may also assist the Emergency Medical Branch of the Operations Section in supplying medical care and assistance to civilian casualties at the disaster. Obtain briefing from the Service Branch Director or Logistics Section Chief Participate in Logistics Section and/or Service Branch planning activities. Determine level of emergency medical activities performed prior to activation of Medical Unit. Activate Medical Unit. Prepare the Medical Emergency Plan. Prepare procedures for major medical emergency. Declare major medical emergency as appropnate. Respond to requests for medical aid. Respond to requests for medical transportation. Respond to requests for medical supplies. Prepare medical reports. Submit reports as directed. Maintain unit activity log. Note: The Medical Unit is primarily responsible for servicing medical aid calls for disaster workers. It may consist of only one ambulance with EMTs to respond to assist personnel injured in the course of disaster operations. The Medical Unit is not to be confused with the Emergency Medical Branch of the Operations Section that would be established in the event of a disaster involving mass casualties of civilian populations. However, the Medical Unit can be requested to assist the Emergency Medical Branch during a disaster provided the capability of the unit to respond to the aid of disaster workers is not compromised. c. Food Unit The Food Unit Leader, under the direction of the Service Branch Director of the Logistics Section Chief, is responsible for determining feeding requirements of disaster workers at all incident facilities; menu planning, determining cooking facilities required, food preparation; serving; providing potable water; and general maintenance of the food service areas. Obtain briefing from the Service Branch Director or the Logistics Section Chief Determine the location of working assignment, and number of personnel assigned to geographical division of the city. Determine method of feeding to best fit each situation. Obtain necessary equipment and supplies to operate food service facilities at different sites within the city. Set up Food Unit equipment Prepare menus to ensure incident personnel of well-balanced meals. Ensure that sufficient potable water is available to meet all incident needs. Ensure that all appropriate health and safety measures are taken. Supervise cooks and other Food Unit personnel. Keep inventory of food on hand, and check in food orders. Provide Supply Unit Leader food supply orders. Maintain unit activity log. 2. Support Branch The Support Branch Director, when activated, is under the direction of the Logistics Section Chief, and is responsible for the development and implementation of logistical plans in support of the Incident Action Plan. The Support Branch Director supervises the operations of the Supply, Facilities, Transportation/Ground Support and Personnel Management units. • Obtain briefing from the Logistics Section Chief Disaster Management Plan Page 12 ---PAGE BREAK--- • Confirm notification of personnel assigned to Support Branch. • Determine initial support requirements in coordination with Logistics Section Chief and Service Branch Director. • Maintain surveillance of assigned units work progress, and inform Logistics Section Chief of activities. • Resolve problems associated with requests from Operations Section. • Maintain unit activity log. a. Supply Unit The Supply Unit Leader is primarily responsible for ordering equipment and supplies; receiving and storing all supplies for the incident, maintaining an inventory of supplies; and servicing non-expendable supplies and equipment. The Supply Unit provides all tangible products that may be required during a disaster that are not related to transportation or personnel. Some examples would be shovels, rain gear, etc. Obtain briefing from Support Branch Director or Logistics Section Chief Participate in Logistics Section/Support Branch planning activities. Determine the type and amount of supplies needed for each credible disaster scenario. Determine the @ and amount of supplies on hand and cnroute. Arrange for receiving ordered supplies. Review the Incident Action Plan for information on operations of the Supply Unit Develop and implement safety and security requirements. Order, receive, distribute, and store supplies and equipment Receive and respond to requests for supplies and equipment Maintain inventory of supplies and equipment. Service reusable equipment Submit reports to the Support Branch Director or Logistics Section Chief Maintain unit activity log. b. Facilities Unit The Facilities Unit Leader is primarily responsible for the identification, layout and activation of incident facilities, including division bases, camps and disaster operations center (Incident Command Post) The unit provides sleeping and sanitation facilities for disaster workers and manages division bases and camp operations. Each facility base or camp should be assigned a manager who reports to the Facilities Unit Leader and is responsible for managing the operation of the facility. The basic functions or activities of the base and camp manager are to provide service, and general maintenance. The Facilities Unit Leader reports to the Support Branch Director. Obtain briefing from the Support Branch Director or Logistics Section Chief Receive a copy of the Incident Action Plan. Participate in Logistics Section and/or Support Branch planning activities. Determine the requirements for each facility to be established. Prepare layouts of incident facilities. Activate incident facilities. Provide base and camp managers. Obtain personnel to operate facilities. Provide sleeping facilities for disaster workers when required. Provide security services for facilities. Provide facility maintenance services, sanitation, lighting, and clean up. Maintain Facilities Unit records. Maintain unit activity log. Disaster !\-1anagcment Plan Page !3 ---PAGE BREAK--- c. Transportation/Ground Support Unit The Transportation/Ground Support Unit leader is primarily responsible for: I) transportation of personnel, supplies, food, and equipment 2) fueling, service, maintenance, and repair of vehicles and other ground support equipment and 3) implementing a traffic plan for the incident. 'Me Transportation/Ground Support Unit provides any vehicle (with the exception of the Fire and Police equipment), that may be required to be used during a disaster. These vehicles may include cars, trucks, buses, heavy equipment, fixed and rotary wing aircraft, and any other equipment as required. All Fire and Police resources will be requested using mutual aid agreements through the Operations Section Chief. Obtain briefing from the Support Branch Director or Logistics Section Chief. Participate in Support Branch and/or Logistics Section planning activities. Implement traffic plan developed by the Planning section. Notify Resources Unit of all status changes on support and transportation vehicles. Arrange for and activate fueling, maintenance, and repair of ground support equipment. Maintain an inventory of support and transportation vehicles. Maintain a liaison with all city departments controlling gronnd support equipment. Provide transportation services. Collect use information on rented equipment. Request maintenance and repair supplies such as fuel and spare parts. Submit reports to Support Branch Director or Logistics Section Chief as directed. Maintain unit activity log d. Personnel Management Unit The Personnel Management Unit Leader is responsible for ordering and recruitment of personnel for the incident and filling the personnel needs of the Operations, Planning, Logistics and Finance Sections upon request. Additionally, the Personnel Management Unit provides direction and control to convergent volunteer workers. The Personnel Management Unit ensures the implementation of the personnel accountability system for all personnel engaged in incident activities. The Personnel Management Unit also provides welfare checks and a message center for disaster workers and their families. Obtain briefing from the Support Branch Director or Logistics Section Chief. Participate in Support Branch and/or Logistics Section planning activities. Receive and respond to requests for personnel. Maintain records of all disaster workers and act as a recruiting center for the Disaster Operations Organization. Establish a plan for use of qualified city personnel by any section requiring additional city personnel resources. Develop a program for use of volunteers during a disaster including: I) the recruitment of volunteer forces through the media; 2) the registration of volunteers as disaster workers in the State Workers Compensation program; 3) the organizing of convergent volunteer workers into functional teams with leaders and assignments; 4) the dispatching of volunteers from disaster operations center, division bases or other locations: 5) the development of such other procedures necessary to implement this program. Ensure that all sections are using the established personnel accountability system to maintain constant awareness of the location and function of all personnel who are functioning within the disaster operations organization. Provide a means of identification for disaster workers. Disaster Management Plan Page 14 ---PAGE BREAK--- Relay messages and conduct welfare checks for disaster workers and their families through non-emergency communication methods as requested. Maintain unit activity log. J. FINANCE The Finance Section Chief is responsible for all financial and cost analysis aspects of the incident and for supervising members of the Finance Section. The Finance Section provides for the tracking of the time worked by all emergency personnel involved in the incident and records any and all injury claims for compensation. The Finance Section Chief will establish the need for specific functions within the Finance Section. • Obtain briefing from the Incident Commander. • Attend planning meeting to gather information. • Identify and order supply and support needs for Admmistration Section. • Develop an operating plan for finance function on incident • Prepare work objectives for subordinates, brief staff, make assignments, and evaluate performance. • Determine need for commissary operation. • Inform Incident Commander and general staff when section is operational. • Meet with assisting and co-operating agency representatives as required. • Provide input in all planning sessions on financial and cost analysis matters. • Maintain daily contact with agency(s) administrative headquarters on finance matters. • Ensure that all personnel time records are maintained according to policy. • Ensure that all obligation documents initiated at the incident are properly prepared and completed. • Brief all agency administration personnel on all incident related business management issues needing attention, and follow-up prior to leaving the incident. I. Time Unit The Time Unit Leader is responsible for personnel regular and overtime recording which includes all volunteers that may or may not be previously registered as Disaster Service Workers, and for managing the commission operation. • Obtain briefing from the Finance Section Chief • Determine incident requirements for time recording function. • Establish contact with appropriate department personnel representatives. Organize and establish time unit. • Establish unit objectives, make assignments, and evaluate performance. • Ensure that daily personnel time recording documents are prepared and compliance to time policy is met. • Establish commissary operation as required. • Submit cost estimate data forms to cost unit as required. Provide for records security. • Ensure that all records arc current or complete prior to incident termination. • Release time reports to assisting agency representatives at incident termination. • Brief Finance Section Chief on current problems, recommendations, outstanding issues, and follow-up requirements. • Maintain unit activity log. 2. Cost Unit The Cost Unit Leader is responsible for projecting cost of supplies and materials to support the incident. In addition, it collects all cost data, performs cost effectiveness analysis, provides cost estimates, and cost saving recommendations for the incident. • Obtain briefing from Finance Section Chief. Disaster Management Plan Page 1 5 ---PAGE BREAK--- • Coordinate with Latah County Emergency Services, State Bureau of Disaster Services and Federal Emergency Management Agency representatives on cost reporting procedures. • Obtain and record all cost data. • Prepare incident cost summaries. • Prepare resources-use cost estimates for planning. • Make recommendations for cost savings to Finance Section Chief • Maintain cumulative incident cost records, • Ensure that all cost documents are accurately prepared. • Complete all records prior to incident termination. • Maintain unit activity log. 3. Procurement Unit The Procurement Unit Leader is responsible for administering all financial matters pertaining to vendor contracts. The unit is also responsible for maintaining equipment time records. • Obtain briefing from Finance Section Chief • Contact appropriate unit leaders on incident needs and any special procedures. • Coordinate with Latah County Emergency Services on plans and supply sources. • Prepare and sign contracts as needed. • Establish contracts with supply vendors as required. • Interpret contracts/agreements, and resolve claims or disputes within delegated authority. Coordinate with Compensation/Claim Unit on procedures for handling claims. • Finalize all agreements and contracts. • Coordinate use of encumbered funds as required. • Organize and direct equipment time recording function. • Complete final processing and send documents for pa}ment • Coordinate cost data in contracts with Cost Unit Leader. • Maintain unit activity log. 4. Compensation/Claims Unit The Compensation/Claims Unit Leader is responsible for the overall management and direction of all compensation for injury specialists and claims specialists assigned to the incident The unit manages all legal claims for compensation filed against the City. It accepts as the official agency for the city, all legal claims resulting from damage and personal injury. In addition, it provides counsel to the Incident Commander upon request and provides legal counsel in areas of claims for bodily injury and proper(} damage compensation presented to the County. • Obtain briefing from Finance Section Chief • Establish contact with the Incident Safety Officer and Liaison Officer. • Determine the need for compensation for injury and claims specialists, order injury and claim s specialists, and additional personnel if needed. • Establish compensation for injury work area with the Medical Unit whenever feasible. • Obtain copy of the Incident Medical Plan. • Ensure that compensation for injury and claims specialists have adequate work-space and supplies. • Brief Compensation/Claims Specialists on incident activity. • Coordinate with Procurement Unit on procedures for handling claims. Di saster Management Plan Page 16 ---PAGE BREAK--- • Periodically review all logs and forms produced by Compensation/Claims Specialists to ensure: Work is complete. Entries are accurate and timely. Work is in compliance with city requirements and policies. • Keep Finance Section Chief briefed on unit status and activity. • Ensure tbat all compensation for injury and claim logs and forms arc up to date and processed prior to incident termination. • Maintain unit activity log. 5. Disaster Assistance Unit The Disaster Assistance Unit Leader is responsible for establishing Disaster Assistance Centers (DAC's) which may be co-located within or near selected shelter sites. The unit will assist displaced or homeless persons with property documentation to qualify tbem for state and federal disaster assistance. The unit will coordinate witb tbe Mass Care Bran h of tbe Operations Section, Red Cross, and state and federal agencies. The unit will assist in providing personnel to staff Disaster Assistance Centers and monitor tbe accurate completion of Damage Survey Reports (DSR's) to ensure tbat all possible reimbursement from outside agencies is received. The procedures for applying for and receiving disaster assistance will be as required by tbe agency providing tbe assistance. • Obtain briefing from Finance Section Chief • Establish contact witb Red Cross, state and federal agency representatives providing disaster assistance. • Identify appropriate Disaster Assistance Center locations. • Identify personnel requirements to staff centers. • Brief staff on disaster assistance requirements and procedures. • Keep Finance Section Chief briefed on unit status and activity. • Maintain unit activity log. 6. Financial Disbursement Unit The Financial Disbursement Unit Leader is responsible for payments for goods and services received as a direct result of tbe disaster. The unit receives payment documents from tbe procurement Unit and issues checks for payment. • Obtain briefing from tbe Finance Section Chief • Receive purchase orders from Procurement Unit. • Issue checks for payment for goods and services. 7. Accounting Unit The Accounting Unit performs regular audits on accounts established to manage expenditures relating to tbc disaster. Additionally, tbe unit is responsible for keeping an accurate accounting of all monetary donations received by the City and tbe best sources for additional donations. Coordinates with tbe Public Information Officer to solicit additional funds. • Obtain briefing from the Finance Section Chief • Establish accounting procedures for incident. • Identify accounts used for expenditures related to tbe disaster. • Perform regular audits on accounts. • Account for monetary donations to the City. • Identify sources for additional donations and solicit additional funds. Disaster Management Plan Page 1 7