Document Ogden_doc_6499e50fec

Page 1 of 3 Ogden City Council Work Session: January 24, 2017 EMERGENCY OPERATIONS PLAN (EOP) BRIEF Purpose of Discussion To receive a presentation on the Emergency Operations Plan and recent amendments to the plan. Executive Summary The Administration recently updated the Emergency Operations Plan (EOP) and various Emergency Support Function (ESF) annexes were incorporated into the plan. Each annex defines the role of a city division in the event of a disaster. Numerous training sessions are being provided to city employees as part of this change. Background Ogden City Municipal Code requires the Emergency Manager to brief the City Council when any changes are made to the EOP. Ogden City Ordinance § 12-15-7: Emergency Operations Plan The emergency program manager shall, under the direction of the mayor, and with the assistance of all city officers, departments and divisions, prepare and maintain an emergency operations plan for the city and recommend to the mayor and city council mutual aid plans and interlocal agreements which are deemed essential for the plan. The emergency program manager shall make or recommend continuing studies of the need for revisions and improvements in such plans. The emergency program manager shall provide a copy of the plan, and any amendments thereto, to the city council, and, by October 31 of each year, brief the city council on the plan and any revisions or improvements made thereto. The Ogden City EOP establishes the emergency management organization of Ogden City and collaborates with the National Incident Management System (NIMS). The Plan outlines the roles and responsibilities of government before, during and after a disaster. The Plan also addresses hazards the community may face through the five mission areas of standardized emergency management. ---PAGE BREAK--- Page 2 of 3 Ogden City Council Work Session: January 24, 2017 Five Mission Areas of Standardized Emergency Management 1. Mitigation – reducing or eliminating the effects of these hazards on the community 2. Prevention – actions to avoid an incident or to intervene to stop an incident from occurring 3. Preparedness – actions taken to prepare the community for these hazards 4. Response – the community’s response to the effects of these hazards 5. Recovery – returning the community to a healthy, viable, and economically sustainable environment after a disaster The Plan is consistent with the Utah Division of Homeland Security Plan and the National Response Plan that are incorporated in NIMS. This plan describes how municipal and county resources, mutual aid, and state and federal agencies will be coordinated in response to an emergency. During the past year, the city experienced two activations of the Emergency Operations Coordination (EOC) team. Each of these were level two activations, meaning these were partial activations for moderate events that impacted multiple sites and had several agencies involved. The first activation occurred on May 1, 2016, because of a wind event, and the second on Sept. 23, 2016, for the recovery of a tornado. The EOC is focused on continually learning from its experiences to better prepare for, respond to and recover from emergency related situations. Council Involvement in Emergency Management The Council approves all interlocal agreements for the Emergency Operations Plan, and each Council Member completes Federal Emergency Management Agency (FEMA) training. The Council Norms describe its role in the event of an emergency. The duties and the powers of the City Council are unchanged during an emergency, including its responsibility to set policy, manage the City budget and conduct oversight. The Council Norms also include a succession plan in an instance when a Council Member can no longer perform his/her duties. During an emergency declaration, the City Council may convene in regular or special meetings as deemed appropriate. ---PAGE BREAK--- Page 3 of 3 Ogden City Council Work Session: January 24, 2017 Attachments 1. Administrative Transmittal 2. Updated Emergency Operations Plan and Annexes 3. Council Norms – excerpt of Council Emergency Preparedness, Appendix D-7 Questions for Administration 1. Please summarize changes that have been made to the Emergency Operations Plan. How do the newly incorporated annexes work in conjunction with the Plan? 2. What happens when an activation occurs and how is information distributed to the public?Administrative MemoPrepared b Administrative Contact: Ryan Perkins, [PHONE REDACTED] Council Staff Contact: Amy Sue Mabey, (801)629-8629 ---PAGE BREAK--- ---PAGE BREAK--- EOP 2013 Ogden City Corp EOP 2013 Ogden City Emergency Operations Plan ---PAGE BREAK--- 1 Ogden City Emergency Operations Plan EOP 2013 Ogden City Emergency Operations Plan Basic Plan October 2013 The Ogden City Emergency Operations Plan (EOP) identifies both natural and man-made hazards which may impact residents of Ogden, Utah. It outlines response and recovery activities that local officials should follow if a disaster occurs. Mitigation, prevention, and preparedness planning and activities are also addressed in an attempt to make Ogden a more “disaster resistant” community. ---PAGE BREAK--- 2 Ogden City Emergency Operations Plan EOP 2013 A. Introductory Material The Ogden City Emergency Operations Plan (EOP) establishes the emergency management organization of Ogden City and collaborates with the National Incident Management System (NIMS). The Plan outlines the roles and responsibilities of government before, during, and after a disaster. The Plan also addresses hazards the community may face through the five mission areas of standardized emergency management. 1. Mitigation – reducing or eliminating the effects of these hazards on the community 2. Prevention – actions to avoid an incident or to intervene to stop an incident from occurring 3. Preparedness – actions taken to prepare the community for these hazards 4. Response – the community’s response to the effects of these hazards 5. Recovery – returning the community to a healthy, viable, and economically sustainable environment after a disaster The Plan is consistent with the Utah Division of Homeland Security Plan and the National Response Plan that are incorporated in NIMS. This plan describes how municipal and county resources, mutual aid, and state and federal agencies will be coordinated in response to an emergency. The EOP is divided into the following sections: 1. The Basic Plan is designed for use prior to and during an emergency or disaster situation. The Basic Plan provides general guidance and information on the response organization, policies, and how to manage an emergency or disaster situation effectively. 2. The Emergency Support Function (ESF) Annex assigns tasks, roles, policies, and responsibilities of various city, county, state, private sector, non-governmental, and volunteer agencies and organizations for coordinating supplemental resource and programmatic support to impacted areas of the city during emergency or disaster situations. 3. The Supporting Annexes add specific information and direction to the EOP or ESF Annexes. 4. Hazard Specific Annexes focus on the special planning needs for specific types of incidents requiring specialized application of the EOP. ---PAGE BREAK--- 3 Ogden City Emergency Operations Plan EOP 2013 The following is a summary of the Emergency Support Functions outlined in the Plan: • ESF #1 TRANSPORTATION: Support and assist county, municipal, private sector, and voluntary agencies and organizations requiring supplemental transportation assistance during response and recovery efforts. • ESF #2 COMMUNICATIONS: Provide guidance and organize, establish, and maintain emergency telecommunications and information systems capabilities in support of response and recovery efforts. • ESF #3 PUBLIC WORKS, ENGINEERING, AND BUILDING SERVICES: Coordinate the provision of technical support, damage assessments, engineering services, construction management and inspections, emergency contracting, debris clearance and disposal, demolition of unsafe structures, assistance with traffic control by providing barricades and signs, temporary repair of roads and essential facilities, and flood control associated with an emergency or disaster. • ESF #4 FIREFIGHTING: Acquire, prioritize, and allocate supplemental firefighting resources, including emergency medical services, in support of the on-scene Incident Commander(s) efforts to detect and suppress urban, rural, and wild land fires. ESF #4 will facilitate a coordinated application of available fire suppression resources through local, intrastate, and interstate mutual aid agreements. • ESF #5 EMERGENCY MANAGEMENT: Collect, process, and disseminate essential information and facilitate planning efforts in support of emergency operations coordinated from the Ogden City Emergency Operations Center (EOC). Once activated, ESF #5 staff and support will carry out the responsibilities of the EOC Planning Section. • ESF #6 MASS CARE, EMERGENCY ASSISTANCE, HOUSING, AND HUMAN SERVICES: a. Coordinate City efforts to address non-medical mass care, housing, and human services needs for individuals and/or families impacted by an emergency or major disaster. b. Coordinate activities involved with the emergency provision of temporary shelters, emergency mass feeding, bulk distribution of coordinated relief supplies for victims of disaster, and disaster welfare information. In some instances, services also may be provided to disaster workers as described below. c. Support the operations of a disaster welfare information system such as the American Red Cross Disaster Welfare Inquiry system (DWI) to collect, receive, and report information about the status of victims and assist with family reunification. d. Coordinate bulk distribution of emergency relief supplies to disaster victims. • ESF #7 RESOURCE SUPPORT: Coordinate the acquisition, prioritization, and allocation of resources needed to augment City and local jurisdiction emergency or major disaster ---PAGE BREAK--- 4 Ogden City Emergency Operations Plan EOP 2013 response and recovery operations. This includes personnel, equipment, emergency relief supplies, facilities, telecommunications, contracting services, transportation services (in coordination with ESF etc. ESF #7 also provides logistical support for EOC operations. • ESF #8 PUBLIC HEALTH AND MEDICAL SERVICES: Coordinate the acquisition, prioritization, and allocation of supplemental resources to support lifesaving, transport, evacuation and treatment of the injured, disposition of the dead, disease control, and other public health related activities during response operations and in a post-disaster environment. ESF #8 is responsible for coordinating the acquisition, prioritization, and allocation of supplemental resources to support mass-casualty and mass-fatality operations. • ESF #9 SEARCH AND RESCUE: Coordinate the acquisition, prioritization, and allocation of specialized life-saving resources and personnel to support City and local jurisdiction efforts in locating, extricating, and administering immediate medical treatment to victims trapped in collapsed structures and/or lost and missing people. • ESF #10 HAZARDOUS MATERIALS RESPONSE: Coordinate the acquisition, prioritization, and allocation of specialized resources and personnel to support response efforts for an actual or potential discharge and/or uncontrolled release of hazardous materials. • ESF #11 COMMUNITY RESOURCES: Supports City and local authorities and other agency efforts to: a. Provide, secure, and arrange for the transportation of nutritional assistance. Coordinate with ESF b. Control and eradicate an outbreak of a highly contagious or economically devastating animal/zoonotic disease. c. Provide assurance of food safety and food security. Coordinate with ESF d. Provide for the safety and well-being of household pets. Coordinate with ESF • ESF #12 ENERGY: Coordinate the provision of emergency power and fuel to support immediate response operations as well as providing power and fuel to stabilize community functions. • ESF #13 LAW ENFORCEMENT AND SECURITY: Coordinate the acquisition, prioritization, and allocation of supplemental law enforcement resources to support on-scene public safety and security response and recovery operations. Public safety and security functions include protecting life and property, maintaining law and order, special operations, intelligence gathering, rapid damage assessments, traffic and crowd control, and guarding essential facilities, utilities, and supplies. ---PAGE BREAK--- 5 Ogden City Emergency Operations Plan EOP 2013 • ESF #14 LONG-TERM COMMUNITY RECOVERY AND MITIGATION: Provide a framework for city government, nongovernmental organizations, and the private sector to enable community recovery including the protection, preservation, and conservation of natural and cultural resources, and historic properties from the long-term consequences of an emergency or disaster. • ESF #15 PUBLIC INFORMATION: Facilitate the provision of accurate and timely information and warnings to affected audiences including governments, media, the private sector, and the populace. i. Promulgation Document/Signatures From the conviction that the EOP constitutes a clear and workable plan for managing a large- scale emergency or disaster, the Plan will be submitted to the Ogden City Mayor for promulgation. The Plan will be submitted to the Mayor for re-promulgation whenever there are significant changes made to the Plan that could impact the City’s ability to effectively respond. ii. Approval and Implementation The accomplishment of disaster management goals and objectives depends on the development and maintenance of an emergency management program which includes planning and training of staff. City departments should become familiar with the Plan. Furthermore, as appropriate, they should formulate and integrate their own department- focused procedures and guidelines in a manner which will facilitate a city-wide integrated approach to emergency response, recovery, and mitigation. Each department must commit to carrying out the training, exercises, and plan maintenance needed to support the Plan. It is hereby directed that the Plan be accepted by all departments within the City and that the Plan be reviewed and/or updated biennially. Prior to issuance, all departments will review the Basic Plan. Upon completion of review and written concurrence of these departments, the Plan will be submitted to the Mayor for review. Upon concurrence of the Mayor, the Plan will be officially adopted by ordinance and promulgated. ---PAGE BREAK--- ---PAGE BREAK--- 7 Ogden City Emergency Operations Plan EOP 2013 iii. Record of Changes Date Page Change ---PAGE BREAK--- 8 Ogden City Emergency Operations Plan EOP 2013 iv. Record of Distribution Department Title Name Date Copy ---PAGE BREAK--- 9 Ogden City Emergency Operations Plan EOP 2013 v. Table of Contents Basic Plan A. Introductory Material 2 B. Purpose, Scope, Situation Overview, and Assumptions 11 C. Concept of 14 D. Organization and Assignment of Responsibilities 15 E. Direction, Control, and Coordination 16 F. Information Collection, Analysis, and Dissemination 17 G. Communications 18 H. Administration, Finance, and Logistics 18 I. Plan Development and Maintenance 19 J. Authorities and References 19 Emergency Support Function Annexes • ESF #1 TRANSPORTATION: 3 • ESF #2 3 • ESF #3 PUBLIC WORKS, ENGINEERING, AND BUILDING SERVICES: 3 • ESF #4 FIREFIGHTING: 3 • ESF #5 EMERGENCY MANAGEMENT: 3 • ESF #6 MASS CARE, EMERGENCY ASSISTANCE, HOUSING, AND HUMAN SERVICES: 3 • ESF #7 RESOURCE SUPPORT: 3 • ESF #8 PUBLIC HEALTH AND MEDICAL SERVICES: 4 • ESF #9 SEARCH AND RESCUE: 4 • ESF #10 HAZARDOUS MATERIALS RESPONSE: 4 • ESF #11 COMMUNITY RESOURCES: 4 • ESF #12 ENERGY: 4 • ESF #13 LAW ENFORCEMENT AND SECURITY: 4 • ESF #14 LONG-TERM COMMUNITY RECOVERY AND MITIGATION: 5 • ESF #15 PUBLIC INFORMATION: 5 Supporting Annexes To be added ---PAGE BREAK--- 10 Ogden City Emergency Operations Plan EOP 2013 Hazard Specific Annexes To be added ---PAGE BREAK--- 11 Ogden City Emergency Operations Plan EOP 2013 B. Purpose, Scope, Situation Overview, and Assumptions i. Purpose The Emergency Operations Plan: • Assigns agency and organizational responsibilities in an emergency • Identifies the Chain of Command for all departments and agencies • Describes how people and property will be protected in emergencies and disasters • Identifies personnel, equipment, facilities, supplies, and other resources available, within the community or by agreement with other jurisdictions, for use during response and recovery operations • Identifies steps to address mitigation concerns during response and recovery activities ii. Scope The Emergency Operations Plan: • Is applicable to all City departments, local community organizations, businesses, and residents within Ogden • Establishes policies, strategies, and assumptions • Establishes a concept of operations spanning the direction and control of an emergency from initial monitoring through post-disaster response, recovery, and mitigation • Defines coordination mechanisms to facilitate delivery of immediate assistance iii. Situation Overview Ogden is the largest city within Weber County. Its resident population of approximately 82,000 is culturally diverse, including some numbers of people with limited English language skills. Ogden is traversed by rail corridors and is adjacent to a major freeway, Interstate-15 (I-15), which travels north/south through the state of Utah. Two major rivers run through the city— the Ogden River and the Weber River. Both are supplied primarily from the Wasatch and Uintah Mountains composing the Weber Basin. Dams upstream are primarily earthen-type dams. These waterways periodically are traversed, or run parallel to, highways and rail corridors over which hazardous materials are routinely transported. There is a Federal Aviation Administration (FAA) Index C airport in Ogden with scheduled passenger and cargo aircraft ---PAGE BREAK--- 12 Ogden City Emergency Operations Plan EOP 2013 service. Ogden is home to Weber State University, one of Utah’s major higher educational institutions. The east bench of Ogden is at the base of the Wasatch Mountain Range, which creates the east border of the city. The Wasatch Fault is situated along this area. The potential for an earthquake incident is one of the most significant natural disasters the people of Ogden may face. The climate of this region is classified as desert, with cold winters and temperate summers. The physical features of this area present some significant hazards and threats to life and property. The hazards identified below are those which, if occurred, have a chance of harming the community. a) Hazard Analysis Summary Probability of Event Severe Moderate Limited High Earthquake High Risk Wild land/Urban Fire High Risk Tornado Storm Flooding Extended Runoff Event Small Hazardous Material Spill Information Technology Failure Moderate Risk Moderate Large Hazmat Spill Pandemic Event High Risk Drought Mudslide/Slump Extended Water Supply Deficit Moderate Risk Extreme Weather (Strong Winds, Microbursts, Winter Storm Event) Ground Transportation Accident Low Risk Low Dam Break Air Transportation Accident Moderate Risk Civil Unrest Low Risk Extreme Heat Lightning Avalanche Canal Break Sabotage/Terrorist Event Low Risk ---PAGE BREAK--- 13 Ogden City Emergency Operations Plan EOP 2013 b) Capability Assessment Ogden City shall consider its prevention, protection, response, and recovery capabilities based on risk analysis. • Prevention and Protection: Codes, ordinances, mutual aid agreements, contracts, and inspections can assist in addressing unique readiness issues. • Response and Recovery: Drills; training, and exercises will show the City’s abilities to respond to and recover from defined hazards. Limitations of these efforts are based on: 1) Training: time, money, and effort. 2) Equipment: proper, maintained, and functioning. 3) Personnel: adequate manpower and readiness. 4) Mutual Aid: resource allocation and availability. 5) Funding sufficiency: mitigation projects, capital improvement projects (CIP). c) Mitigation Overview • Ogden City will focus on the resources needed for a successful mitigation planning process. Essential steps include identifying and organizing interested members of the community as well as the technical expertise required during the planning process. • Ogden City will identify the characteristics and potential consequences of hazards. It is important to understand how much of the community can be affected by specific hazards and what the impacts would be on important community assets. • With an understanding of the risks posed by hazards, Ogden City will need to determine what its priorities should be and then look at possible ways to avoid or minimize the undesired effects. The result is a hazard mitigation plan and strategy for implementation. • Ogden City can bring the Plan to life in a variety of ways, ranging from implementing specific mitigation projects to changes in day-to-day organizational operations. To ensure the success of an ongoing program, it is critical that the Plan remains relevant. Thus, it is important to conduct periodic evaluations and make revisions as needed. iv. Planning Assumptions • An unforeseen emergency, disaster or catastrophic event may occur with little or no warning and produce maximum casualties and widespread damage. The Plan assumes response ---PAGE BREAK--- 14 Ogden City Emergency Operations Plan EOP 2013 capabilities of Ogden City will be quickly overwhelmed in this type of event. • As a result of persons being injured and others being trapped in damaged or destroyed structures, the likelihood of a significant number of deaths will require the immediate response of Ogden City and neighboring jurisdictions’ search and rescue personnel, medical personnel, and access to supplies and equipment to minimize deaths and injuries. • Ogden City may need to respond on short notice to provide effective and timely assistance. The Plan designates pre-assigned missions for various departments, agencies, and organizations to expedite the provision of response assistance to save lives, alleviate suffering, and protect property and the environment. C. Concept of Operations Ogden City utilizes a bottom-up approach in all phases of emergency management, with emergency activities being resolved at the lowest possible level of response. Thus, the resources of local response agencies, state, and federal agencies are utilized in this sequential order to ensure a rapid and efficient response. Ogden City follows an ICS approach to incidents that is scalable to the incident and will activate appropriate positions within the ICS Organization to handle each situation. (See Annex “Emergency Operations Center Activation Levels” and “Ogden City Organizational Chart”) 1. Emergency Operations: (Level 1) • When an emergency situation has, or is likely to exceed the response capabilities of Ogden City, the combined efforts of neighboring jurisdictions, county, region, and possibly the state are considered essential for effective response and recovery, the senior elected official or designee may declare a “Local State of Emergency.” • An emergency declaration by Ogden City officials is not a request for supplemental county, state, or federal assistance. It acknowledges that all involved entities have officially recognized the situation, and are taking the necessary actions to respond to an emergency. However, the declaration must be issued before state assistance can be requested and is necessary as legal justification for such assistance. • Notification of a “Local State of Emergency” should be made to the Ogden City Office of Emergency Management, in an expedient manner, i.e. voice followed by hard copy. The Ogden City Office of Emergency Management will in turn notify the county, state, and other entities as required. (See annex “Declaration of an Existence or Threatened Existence of a Local Emergency” and “Declaration of Termination of a Local Emergency”) ---PAGE BREAK--- 15 Ogden City Emergency Operations Plan EOP 2013 • When a “Local State of Emergency” has been declared, the senior elected official will govern by proclamation and has the authority to impose all necessary regulations to preserve peace and order within the affected jurisdiction. 2. Escalated Response: (Level 2) • An incident is outside the scope of normal operations, if it has utilized multiple mutual aid resources, or support services are requested to a localized incident. • Emergency Management can be requested by activating the necessary support functions to help manage the event. This can either be on scene, remote, or within the EOC. General staff positions will be assigned and staffed as needed. 3. Normal Operations: (Level 3) • In the absence of a declared disaster or state of emergency, the emergency response forces of the community (EMS, Fire, Law, and Public Works) will respond to emergencies within their jurisdictions with the authorities vested to them by law and local policy. Mutual Aid and shared response jurisdictions are addressed through local agreement and do not require a declaration of a “Local State of Emergency” to enable their use. • Emergency Management monitors local emergencies and provides assistance as required. Notifications of reportable events are made to the appropriate agencies for specified warning points. Severe weather watches and warnings are relayed to agencies when issued by the National Weather Service. The Emergency Operations Center (EOC) may be activated without a declaration of a “Local State of Emergency” to support local agencies in normal response or community emergencies. D. Organization and Assignment of Responsibilities Two groups exist within the scope of this plan: 1) the policy group and 2) the coordination group. 1. The policy group includes the Mayor, Chief Administrative Officer (CAO), department heads and/or designee (Fire, Police, Public Services, Community and Economic Development (CED), City Attorney, Management Services), and Emergency Management. The policy group sets the policies of the incident and provides priorities, direction, response objectives, and any constraints or limitations. They are to make the key decisions that will impact the overall response. 2. The coordination group is comprised of Division Managers and/or their designee, other key positions, and external agencies. The coordination group is the working group who staffs the EOC and runs or supports the incident, based on the policy group’s decisions. ---PAGE BREAK--- 16 Ogden City Emergency Operations Plan EOP 2013 This includes: Chief Deputy City Attorney, Assistant City Attorney, Deputy Fire Chiefs, Emergency Management, Deputy Police Chiefs, Public Ways and Parks Manager, Water Utility Manager, Fleet and Facilities Manager, Airport Manager, City Engineer, Community Economic Development Manager, Building Services Manager, Planning Manager, CERT Coordinator, Business Development Manager, Purchasing Coordinator, City Recorder, Human Resources Manager, Payroll Technician, IT Manager, IT Operations Supervisor, City GIS, Fiscal Operations Manager, Comptroller, Deputy Finance Manager, Deputy Director Support Services, RTCC Manager, Recreation Manager, Golf Professional, and Marketing & Communication Administrator. External agencies include but are not limited to: Rocky Mountain Power, Questar Gas, Century Link, UTA, Utah National Guard, Weber County Health, Ogden City Schools, ARES Coordinator, Red Cross, Salvation Army, Weber County Emergency Management, UDOT, Union Pacific Railroad, and Weber Human Services. This organization is a hybrid with the basic form of an ICS model, and therefore Emergency Support Functions will fall within the four Sections of ICS (Operations, Planning, Logistics, and Finance/Admin). The complexity of the incident, number of personnel available, and Level of Response declared will determine the depth of organization. Each ESF will have primary and support roles that are filled by departments and agencies (See annex “ESF Matrix: Primary and Support Departments/Agencies”). Each ESF specific annex will include specific responsibilities and duties and include checklists in the event a function needs to be filled by another entity. In addition, certain departments will be cross-trained to fill in the role of a Section Chief or Branch Director so that appropriate span of control is maintained. E. Direction, Control, and Coordination • The EOC provides a single recognizable focal point for emergency/disaster management functions and allows emergency organizations to coordinate effectively in a teamwork environment. This facilitates a faster response and recovery as compared to a fragmented approach to the response. • Each ESF Primary Agency will provide resources using its authorities and capabilities in coordination with assigned Support Agencies. ESF agencies will allocate resources based on identified priorities and as available based on their Standard Operating Procedures (SOP) and department specific Emergency Response Plans (ERP). o If resources are not available through the ESF Primary Agency, the Primary Agency will seek to provide those resources from another Primary or Support Agency. ---PAGE BREAK--- 17 Ogden City Emergency Operations Plan EOP 2013 o If the resource is unavailable from another Primary or Support Agency, the requirement may be forwarded to an ESF counterpart in a neighboring local jurisdiction or to the county. o If a neighboring local jurisdiction or the county cannot provide the resource, the county will forward the request for assistance to the State Emergency Operations Center Logistics Section for further action. • If a conflict of priorities develops as a result of more than one department needing the same resource, the affected department will coordinate with the Ogden City EOC Manager toward achieving a resolution. As required, the EOC Manager will coordinate with the EOC Policy Group for final resolution. The Ogden City EOC will serve as a central information source regarding availability of resources. • A large scale emergency or disaster may impact several different areas of the county concurrently. In those instances, multi-jurisdictional response operations will be required. Under multiple local emergency declarations, ESF departments and agencies will be required to coordinate with the county EOC in order to address the allocation of resources to support the various operations simultaneously. F. Information Collection, Analysis, and Dissemination The Ogden City Emergency Operations Plan for information collection, analysis, and dissemination is a cooperative mission between the Real Time Crime Center (RTCC), Police Records, GIS, Dispatch, and the Emergency Operations Center. Information is gathered through many methods some of which include: windshield surveys, call center, radio (ham and 800 mhz), and through other mobile and desktop applications. All information will be filtered, processed, prioritized, and assigned based on mission. Once we receive the information it will be entered into the EOC system and be prioritized. The prioritization will be based on the general principles of: 1. Life Safety 2. Incident Stabilization 3. Property Conservation 4. Informational Once the information is prioritized it will be categorized, analyzed, and approved by function. It will then be assigned to the appropriate position in the EOC for dissemination. The RTCC is the main conduit for information flow and will coordinate with the EOC Operations and Planning Sections as well as the EOC Manager. The method can be in person, electronic, phone, or hard copy depending upon the circumstances. ---PAGE BREAK--- 18 Ogden City Emergency Operations Plan EOP 2013 G. Communications • Communications to the EOC, within the EOC, and between EOCs can occur in numerous modes such as phone calls, radio, verbal, email, text, or by an EOC system. It is imperative that the communication is documented in an approved EOC system. In the event the system is not operational, requests shall be documented on ICS-213 Request Forms. • Outside of the EOC, requests will be entered into the State’s Web EOC system or directly to the applicable entity. All direct requests shall be followed up with a paper copy or input into the EOC system for documentation purposes. H. Administration, Finance, and Logistics • When a “Local State of Emergency” has been declared, the senior elected official will govern by proclamation and has the authority to impose all necessary regulations and staffing to preserve peace and order within the affected area. • Support services for the EOC will be run in conjunction with the NIMS principles of a Command and General Staff functions. The different sections with their supporting units will be activated depending on the needs of the EOC. • Each ESF position will assemble a “go-kit” with the necessary items needed to perform its duties. In addition, all persons filling an ESF position shall bring with them any mobile device needed to function in the EOC. Any additional services or support will be a coordinated effort within the EOC. • If the emergency exceeds locally available resources of the emergency response force, mutual aid may be requested under the Emergency Mutual Aid Inter-local Cooperation Agreement, Statewide Mutual Aid Act, or the Emergency Management Assistance Compact. • Immediately upon a declaration of a “Local State of Emergency”, all essential records with regard to Ogden City shall be preserved and all records with regard to the emergency response, including orders, proclamations, procurements, and contracts shall be appropriately documented and maintained pursuant to the Plan. The City Recorder shall maintain all appropriate records. ---PAGE BREAK--- 19 Ogden City Emergency Operations Plan EOP 2013 I. Plan Development and Maintenance • The development of the Plan is a collaborative effort among the coordination group with input from the policy group, technical experts, and outside agencies reflected in the Plan. Each ESF is responsible for the content development of its annex with support from the Office of Emergency Management and the rest of the team. • The Plan in its entirety shall be evaluated by the Coordination Group biennially to determine if revisions or updates are required. Individual components of the Plan will be evaluated as situations or circumstances dictate. The Ogden City Office of Emergency Management will provide recommendations for revisions or updates to the Ogden City Policy Group. If the revisions or updates are approved, the Office of Emergency Management will facilitate the changes and distribute the revisions as required. • Each Department is responsible for reviewing and updating all tasks and responsibilities assigned to it as needed based on experience in emergencies, deficiencies identified through drills and exercises, and changes in government structure and emergency organizations. • The Ogden City Office of Emergency Management will provide training, advisory and technical assistance to city, private sector, non-governmental, and volunteer agencies and organizations as requested. • The Ogden City Office of Emergency Management will coordinate and conduct periodic exercises of the Plan in order to ensure that effective and complete planning efforts associated with prevention, preparedness, response to, and recovery from an emergency, disaster, major catastrophe and/or terrorism incident, and compliance with national emergency response (NIMS/NRP) standards are maintained. Training and exercises will be consistent with county, state and federal emergency preparedness and response guidelines, including utilization of NIMS and ICS management principles. J. Authorities and References Federal Authority Emergency Interim Succession Act, 63-5B Title 44, CFR, Federal Emergency Management Agency Regulations, as amended. Federal Civil Defense Act of 1950, as amended Robert T. Stafford Disaster Relief and Emergency Assistance Act Public Law (PL) 93-288, as amended ---PAGE BREAK--- 20 Ogden City Emergency Operations Plan EOP 2013 Executive Order (EO) 12148 of July 20, 1979, as amended Federal Emergency Management Agency Homeland Security Presidential Directive 5 (HSPD-5) Disaster Response Recovery Act, 63-5A State Authority Utah State Code title 53, chapter2a et seq., contains the Emergency Management Act, the Disaster Response and Recovery Act, the Emergency Interim Succession Act, and other acts that provide the basic authority for conducting response and recovery operations provided a declaration of a local, state or national emergency is made, consistent with the provisions of these acts. Local Authority Ogden Municipal Code Title 12 Chapter 15 known as “Emergency Planning and Response” sets out and clarifies the authority of the city and its officers and employees with regard to emergency and disaster situations. References Comprehensive Preparedness Guide (CPG) 101 version 2.0 November 2010 Natural Hazard Pre-Mitigation Plan 2009 ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN Emergency Support Function 1 Transportation ICS Function 1: Operations Section is to open and maintain traffic routes including airport runways. Primary: Public Services Department, Engineering, Streets, Sewer, Refuse, Parks & Airport Operations Division Support: Ogden Police Department, Ogden City Water, Utah Highway Patrol, Weber County Sheriff, Union Pacific Railroad, Utah Department of Transportation Purpose Coordinate transportation resources to support Ogden City needs and other emergency support groups requiring use of the transportation system and airport runways within Ogden City to perform their emergency response, recovery, and assistance missions. Primary focus is on the operation of the transportation system, including airport runways, and establishment of routing for emergency operations based on the status and capability of transportation infrastructure. ICS Function 2: Logistics Section is to track and provide vehicle resources Primary: Logistics Section of the EOC – Transportation Unit Support: Utah Transit Authority, Ogden City School District, Weber County School District Purpose To identify and implement those actions that City departments and supporting agencies must undertake to provide transportation and evacuation of people and equipment in response to a disaster emergency. This supports the Ogden Emergency Operations Plan and transportation resources for relief services and supplies in support of emergency operations. ---PAGE BREAK--- Situation & Assumptions A disaster may severely damage the City’s transportation infrastructure. Disasters result in an influx of personnel and equipment responding to the site. They often also result in people either trying to get to the disaster site to see or volunteer, or people trying to leave the site. Broken infrastructure including fallen trees or other debris may block critical transportation routes. It may be necessary to evacuate the population of a given area for their protection from a hazard. Generally this evacuation will be a small-scale movement of people living with a few blocks of the affected area. However, in the event of a major disaster, it may be necessary to evacuate thousands of people or the entire City. The primary objective is to provide safe and adequate routes of transportation to facilitate the safe movement of people from the disaster area prior to or immediately after the incident, and for personnel and equipment responding to the disaster. Full coordination of all departments and support agencies is essential to ensure success. 1 - All public vehicles from City entities not otherwise engaged in the disaster response, will be available as resources for allocation by the Logistics Section of the EOC. 2 - Transportation infrastructure may sustain significant damage in a disaster. The damage may influence the means and accessibility to parts of the City for response and relief services and supplies. 3 - Disaster response, which requires transportation capacity, may be difficult to effectively coordinate during the immediate post-disaster response period. 4 - The requirement for immediate lifesaving transportation following a disaster may exceed the capability of readily obtainable assets in Ogden City. 5 - Transportation infrastructure will be enhanced by clearing of access routes which will allow a sustained flow of emergency relief. Concept of Operations It is important to establish transportation routes during a disaster to maximize response of personnel and equipment. It may also be necessary to open routes that may be closed or partially blocked. A high emphasis must be maintained in this effort for a successful response. In order to assure that responders can reach disaster areas, law enforcement and public services officials shall: 1 - Designate response routes as needed. 2 - Clear roadways of debris. 3 - Establish roadways around barriers. 4 - Limit civilian traffic as needed. 5 - Coordinate with UDOT. 6 - Coordinate with UTA for bus use and routing. (Consider assistance from Logistics Section of EOC.) 7 - Coordinate with Ogden and Weber School District for use of busses and trucks. (Consider assistance from Logistics Section of EOC.) ---PAGE BREAK--- The IC will determine if on-hand transportation resources are adequate. Ogden and Weber School District buses or UTA buses may be used to provide additional transportation for evacuation of the public, transport of emergency workers to and from staging areas, and relocation of special populations. If more transportation resources are required, the incident command (IC) may request additional resources directly from adjacent School Districts and UTA, or request assistance through the Logistics Section of the EOC. As transportation resources become available, drivers familiar with operating that type of vehicle will be utilized. All wireless communication systems may be used to gather damage assessment and situation information. Information shall be forwarded to the communications unit of the EOC by an alternate means of communication (telephone or other radio systems). Emergency transportation provided during the evacuation and return period should include special provisions for handicapped and injured persons. Functional Responsibilities Public Services Department and Airport Manager 1 - The Public Services Director or designee will oversee the opening and maintenance of transportation routes during a disaster. 2 - The Airport Manager or designee will oversee the operation and maintenance of Airport runways, taxiways, and facilities. The airport also maintains its own FAA required emergency operations plan. 3 - Determine the usable and unusable portions of the City streets, condition of bridges, overpasses and airport runways. 4 - Communicate with the EOC when activated. 5 - Provide barricades to prevent public access to roads that have been determined to be unsafe. 6 - Recommend possible evacuation routes and assist law enforcement in establishing and controlling evacuation routes. 7 - Coordinate the emergency transport of material and equipment. 8 - Provide for the removal of wreckage, debris, and the temporary repair of damaged roadways and bridges. 9 - Recommend priority for the repair or restoration of local highways, roads, streets, and airport infrastructure. 10 - Develop and maintain standard operating procedures (SOPs) to support the use of City vehicles and road maintenance equipment during an emergency or disaster. 11 - Ensure City resources are available to open and maintain transportation routes. Arrange for vehicle and equipment maintenance and support during disaster operations. 12 - Collect and report “windshield” damage assessment and situation report to the EOC. (Public Services field personnel will report to their supervisor the conditions of roadways, bridges, traffic controls, etc. they encounter in the City. This information will then be provided to the Planning Section of the EOC when activated.) 13 - Record all costs for transportation related to emergency or disaster operations. ---PAGE BREAK--- Logistics Section of EOC – Transportation Unit 1 - Develop and maintain available transportation resource lists including vehicles, equipment, fuel and maintenance. 2 - Locate and provide transportation resources as needed. 3 - When the EOC is fully operational, track and coordinate transportation resources. Ogden City Police, Weber County Sheriff, Utah Highway Patrol. 1 - Enforce emergency traffic regulations and closures. 2 - Coordinate information regarding damaged or impassable roads with the EOC. 3 - Assist with planning and controlling emergency evacuation routes. 4 - Assign personnel to traffic control points to maintain a smooth flow of traffic. Parks Division 1 - Provide assistance to Public Works to open and maintain transportation route. Utah Department of Transportation (UDOT) 1 - Open and maintain State roads during an emergency. 2 - Provide assistance to Public Works to open and maintain City roads. Utah Transit Authority 1 - Provide emergency transportation services. 2 - Support public safety and public works operations. 3 - Transport ambulatory and non-ambulatory victims to hospitals or other care shelters. 4 - Be prepared to provide buses as “mobile shelters” at emergency scenes for victims and responders. 5 - Record all costs for transportation related to the emergency or disaster. 6 - Collect and report damage assessment and situation information. Report to the EOC. Ogden and Weber County School District 1 - First priority will be to provide safe transportation to students within their jurisdiction in response to an emergency or disaster. 2 - Provide emergency transportation services. 3 - Support public safety and public works operations. 4 - Transport ambulatory and non-ambulatory victims to hospitals or other care shelters. 5 - Be prepared to provide buses as “mobile shelters” at emergency scenes for victims and responders. 6 - Record all costs for transportation related to the emergency or disaster. 7 - Collect and report damage assessment and situation information to the EOC. ---PAGE BREAK--- Life Flight, Air Med, UHP Helicopter and other Aerial Assets 1 - Identify and fly routes to gather damage assessment, traffic and situational information. 2 - Provide medical evacuation or individual evacuation within equipment capabilities. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN ANNEX 2 ESF #2 Communications ICS Function: Logistics Primary: Information Technology Secondary: Fleet and Facilities, Weber Area Dispatch 911, A. Introduction i. Purpose – To provide guidance for organizing, establishing, and maintaining the telecommunications, radio and information system capabilities necessary to meet the operations requirements for the City in responding to, and recovering from, emergencies and disasters. The systems include wireless and non-wireless voice and data transport networks. ii. Scope - During a widespread emergency or disaster emergency, extensive damage to commercial telecommunications facilities is likely. At a time during which the ability to communicate becomes most critical, the capability may be significantly reduced or even nonexistent. This section describes the communication and coordination protocols used between response organizations during an incident. Describe the framework for delivering communications support and how the jurisdiction’s communications integrate into the regional or national disaster communications network.  Unless otherwise directed by the on-scene Incident Commander(s), dedicated Ogden City telecommunications and public access systems will be utilized to the extent possible before, during, and after, a declared emergency or disaster.  Identify and describe the actions that will be taken to manage communications between the on-scene personnel/agencies radio frequencies/tactical channels, cell phones, data links, ---PAGE BREAK--- liaisons, communications) in order to establish and maintain a common operating picture of the incident.  Identify and describe the actions that will be taken to identify and overcome communications shortfalls personnel with incompatible equipment) with the use of alternative methods Amateur Radio Emergency Services/Radio Amateur Civil Emergency Service at the command post/off-site locations, CB radios).  Identify and describe the actions that will be taken to manage communications between the on-scene and off-site personnel/agencies shelters, hospitals, emergency management agency).  Describe the arrangements that exist to protect emergency circuits with telecommunications service priority for prompt restoration/provisioning.  Describe/identify the interoperable communications plan and compatible frequencies used by agencies during a response who can talk to whom, including contiguous jurisdictions and private agencies).  Identify and describe the actions that will be taken to notify neighboring jurisdictions when an incident occurs. iii. Situation Overview - Ogden City is subject to a variety of potential threats and vulnerabilities requiring advanced warning, public safety and community response. In order to respond effectively, the City must maintain and exercise the ability to communicate and share information. Even though the ability to communicate is critical during time of emergency or disaster, those capabilities may be significantly reduced, or they may be nonexistent. All surviving communications assets of the various levels of government, augmented by volunteer auxiliary assets will be needed to ensure an immediate and effective response. ---PAGE BREAK--- iv. Planning Assumptions Initially, emergency service organizations will focus on lifesaving activities. Ogden City is responsible for developing, maintaining and operating an emergency communications system which is capable of collecting and disseminating information, receiving requests for assistance, and coordinating disaster response activities.  During a large scale emergency or disaster, cellular and dedicated phone line service providers may impose limit controls capable of creating use-overload conditions that would result in jammed circuits. In these instances, the Internet may prove more reliable for making necessary communications.  Priority of service restoration agreements will be implemented with regional telephone service providers, cellphone service providers, and Internet Service Provider (ISP).  As required, UWIN is available to assist the City in developing, maintaining and operating emergency communications systems. Assistance will be provided for technical and program development guidance to ensure a coordinated and integrated statewide emergency communications systems. B. Concept of Operations – Existing Ogden City owned telecommunications, information systems, and networks are currently deployed and operational in support of emergency management citywide. We are to identify communication requirements, prioritize those requirements, and develop a plan to acquire and deploy communications equipment to support emergency/disaster response and recovery efforts in affected areas. radio frequencies/tactical channels, cell phones, data links, liaisons, communications) Primary and support agencies are responsible for the following: ---PAGE BREAK---  Coordinate closely with on-scene Incident Commander(s), to ensure that all of the communications needs relating to the disaster are met in the best way possible.  Create a City-wide communications support response that provides for the command, control, and coordination of communications planning, operations, and mutual aid.  Coordinate the dispatch and use of communications resources and provide the means of coordination with local governments.  Provide a system for the receipt and dissemination of information, data, and directives pertaining to emergency response activities among agencies and organizations providing communications resources.  Prescribe a procedure for the inventory of communications personnel, facilities, and equipment within Ogden City.  Collect and disseminate information and intelligence relating to communications for emergencies, disasters or planned events.  Pre-plan for distribution and allocation of City resources in support of the overall communications mission.  Ensure operating equipment that will facilitate the provision of critical information to government officials, the public and media on emergency or disaster activities.  Ensure and maintain a phone bank capability at the EOC to gather damage information, take requests for assistance from the public, provide rumor control, media access, and manage emergency operations.  The local Amateur Radio Association will assist in the provision of voice communications by providing volunteer personnel and resources to establish radio links between the EOC and other agencies.  As required, the City will establish a communications link with the Weber County’s EOC. C. Organization and Assignment of Responsibilities Following is a list of primary agency responsibilities: I. Primary Agencies ---PAGE BREAK---  Determine overall communications requirements to support response and short-term recovery operations.  Develop and implement internal security procedures.  Develop and maintain primary and alternate communications systems for contact with City and local jurisdictions, state agencies, and interstate and national agencies as required for mission support.  Develop, and maintain a city-wide emergency communications program and plan.  Activate and operate emergency communications equipment as required.  Conduct training and communications system exercises to insure reliable citywide emergency communications support. II. Support Agencies  Maintain communications networks that can be used to extend and augment emergency response and recovery efforts.  Develop emergency communications support plans that provide alternate or supplementary support to the City emergency communications system.  Develop and implement internal security procedures.  Conduct or participate in periodic tests and/or exercises to ensure responsive and reliable emergency communications support. Appendix A - Support Agencies and Responsibilities Agency Responsibilities Ogden City - Information Technology Ogden City - Fleet and Facilities Weber Area Dispatch 911 ---PAGE BREAK--- Appendix B – ESF Communication List Appendix C – Communication Diagrams (Telecom, Network, Wireless, Radio) Appendix D - Amateur Radio Emergency Services Telephone Service Providers Cellphone Service Providers Internal Service Providers UWIN ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 3W WATER UTILITY OPERATIONS ICS Function: Operations Primary: Public Services Department Secondary: Weber-Morgan Health Department Utah Division of Drinking Water Ogden City Public Ways and Parks Ogden City Engineering A. Introduction i. Purpose The purpose of maintaining Emergency Operation Procedures is to clearly outline the roles related to operating Ogden’s Water Utility during a large scale emergency. A major portion of this is outlining the roles of the various entities that would be involved in such an emergency. This includes interactions with entities internal and external to Ogden City. ii. Scope This plan would be utilized for any large scale disruption to Ogden City’s water system. This disruption could be in the form of a large scale drought, terrorist attack, water borne pathogens or widespread physical damage (most likely from an earthquake). iii. Situation Overview One advantage the Utility has in dealing with emergencies is that it is already an emergency response team. The age and condition of the Utility’s infrastructure necessitates two full time crews making repairs and taking actions to route water through capable infrastructure. Standard operating procedures for these actions are written down and reviewed occasionally to ensure they are accurate and useful in a large scale emergency. The Utility also utilizes procedures outlined by the Weber-Morgan Health Department and the State Division of Drinking Water. Planning and installing disaster resilient facilities is a major portion of this preparation. iv. Planning Assumptions This section assumes that access to water facilities is largely ensured by the Ogden City Public Ways and Parks Division. This section also assumes that any large scale replacement of damaged facilities will be addressed in cooperation with the Ogden City Engineering Division. ---PAGE BREAK--- B. Concept of Operations The goal of the Water Utility’s Emergency Operations Plan is restore reliable and potable water service to all of the connections within the Utility’s service area. The actions taken during an emergency will vary depending on the type of disruption that is encountered. However, the priorities of the division in any disruption can largely be defined as the following: i. Ensure that water production facilities are functioning. The facilities in order of priority are as follows: 1. The Pineview Well Field 2. The Ogden Water Treatment Plant 3. 46th Street Weber Basin Feed and Booster Station 4. Airport Weber Basin Feeds 5. Taylor Canyon Well 6. Harrison Boulevard Weber Basin Feeds ii. Ensure that major water transmission and storage facilities are functioning: 1. 24” Ogden Canyon Water Line 2. 23rd Street Reservoirs, Pump Station and Buchanan Water Line 3. 9th Street Transmission Line and Reservoirs 4. 46th Street Transmission Line and Reservoirs 5. 36th Street Reservoir and 36th – 46th Transmission Line 6. Taylor Canyon Reservoir iii. Ensure that minor transmission lines are functioning: 1. 12” Weber Basin pass through to McKayDee Hospital (if required) 2. 23rd & 25th 24” Transmission Lines 3. Monroe Transmission Line 4. North Bench 16” Transmission Line 5. North Street 16” Transmission Line 6. 36” Ogden Canyon Transmission Line iv. Ensure that major sewer transmission lines are functioning. v. Ensure that other main lines are functioning. vi. Ensure that individual water service are functioning. While all of the above sections address the ability to deliver a quantity of water, sections i & ii also include a quantity component. It should be understood that sampling water will be in integral part in determining whether or not the infrastructure named is considered to be functioning. Largely, if water quality is acceptable at the facilities named in sections i & ii, water quality will be acceptable elsewhere in the system. Division Responsibilities and Assignments ---PAGE BREAK--- This section identifies the responsibilities of each position within the Water Utility during emergency situations: Public Utilities Manager – The public utilities manager directs which activities to undertake to achieve operational goals. This position is also responsible to interact with media personnel on behalf of the utility as needed. Assistant Public Utilities Manager – The assistant public utilities manager is responsible to oversee and track field crew activities. This position is responsible to communicate these activities to the Public Utilities Manager. Accounting Supervisor – The accounting supervisor becomes the major point of contact to deliver information to the inquiring public during an emergency. Water Production Supervisor – The water production supervisor is responsible to ensure the operation and water quality at the plant and well field. This position will also coordinate sampling and other water quality concerns in the distribution system. Action Items The following list outlines actions to be performed by ESF #3 in providing facilities, equipment, personnel, procedures, and communications necessary to effectively accomplish stated goals in response to a large scale emergency or disaster: 1. In the event ESF #3W assistance is requested, ESF #3W primary and support agencies will report to the EOC and coordinate assistance to the affected area. 2. Should the combined resources of the City, County, local jurisdictions, and those available under “Memorandums of Understanding prove inadequate, additional resources may be requested from the State, through DEM. 3. ESF #3W may be activated for a potential threat. ESF #3W support agencies will be activated as needed. Preparations for mobilization will be made to ensure rapid deployment of resources. 4. Verify and provide to ESF #5 (Emergency Management) an inventory of available vehicles, personnel, and materials to support the ESF #3W Emergency Action Plan. 5. Establish communications with appropriate field personnel, brief those personnel on the situation and Emergency Action Plan, and ensure they are ready for timely response. 6. Coordinate with support agencies, local jurisdictions, and the private sector to establish priorities and develop strategies for response. 7. Identify staging areas for the pre-positioning of resources when it is apparent that engineers, skilled construction workers, vehicles and construction materials will be necessary. 8. Support recovery efforts within existing capabilities. ---PAGE BREAK--- 9. Establish priorities for roadway corridors and airstrips with regard to debris removal and repair to allow access into damaged areas. 10. Provide personnel for damage assessment. 11. Coordinate debris clearing, removal and disposal, as well as road repairs to allow access into the disaster area. This will involve coordinating the cooperative efforts of support agencies, local jurisdictions, and public works companies. 12. Regularly reassess priorities to address the most critical infrastructure needs and develop strategies. 13. Track resources committed to specific missions, for redevelopment if necessary. Updated information will be provided to ESF #5 (Emergency Management). 14. Coordinate the provision of signs and barricades for traffic and access control when requested by ESF #13 (Public Safety & Security). 15. Coordinate the re-staging of resources as appropriate. 16. Coordinate with and provide appropriate public works and engineering information to ESF #15 (Public Information) so it can be disseminated in a timely manner to the media and public. C. Organization and Assignment of Responsibilities Primary Agency The ESF #3W primary agency is the Public Utilities Division. Responsibilities are as follows: 1. Coordinate with ESF #3W support agencies in directing resources and prioritizing needs in regards to debris removal, restoring access, damage assessments, and other areas related to infrastructure. 2. Provide personnel, equipment, supplies and other resources to assist in emergency operations such as repairing roads, bridges, debris removal, flood control and other related tasks. 3. Deploy and use division resources in coordination with support agencies and local jurisdictions. 4. Support other ESF tasks as needed in accordance with established priorities. 5. Ensure training for personnel selected to assist with Preliminary Damage Assessments (PDAs) and Project Worksheets (PWs) is provided before they are deployed to the disaster area. ---PAGE BREAK--- Support Agencies and Responsibilities for ESF #3W. Agency Responsibilities Weber-Morgan Health Department  Serve as the primary liaison with public and private agencies, the State, and the Federal government in the protection of public health.  Coordinate location, restoration and provision of potable water.  Work with privately owned water systems to ensure the provision of safe drinking water.  Provide assistance and information to the public on actions to take to ensure safe potable water.  Request assistance for the State Health Drinking Water Division, in evaluating problems on public water systems.  Inform the public of health risks associated with failure of sewer operations regulated by the Department of Environmental Quality. Utah Division of Drinking Water  Provide personnel for the damage assessment restoration of the water supply. Ogden City Engineer  Provide engineering support as needed. Ogden City Public Ways and Parks  Provide road access as needed. ---PAGE BREAK--- OGDEN CITY Public Ways & Parks Division EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION ICS Function: Logistics Primary: Public Services Secondary: Public Ways & Parks Primary Agencies: Department of Administrative Services, Division of Facilities and Construction Management Department of Environmental Quality, Division of Drinking Water Support Agencies: Department of Corrections Department of Health Department of Natural Resources Department of Public Safety Department of Transportation Utah National Guard Limited Purpose Local Government Entities: Weber County Storm Water Management Riverdale City Water Conservancy District North Ogden City Water Conservancy District West Haven City Water Conservancy District Brigham City Water Conservancy District Roy City Water Conservancy District Logan City Water Conservancy District Layton City Water Conservancy District Non-Governmental Organizations: Utah Water/Wastewater Agency Response Network Federal Primary Agencies: U. S. Army Corps of Engineers Federal Emergency Management Agency ---PAGE BREAK--- ESF 3 Support Function Org Chart ---PAGE BREAK--- A. Introduction i. Purpose – The purpose is to acquire, prioritize and allocate ESF 3 resources to support on-site emergency/disaster response and recovery operations. ii. Scope - During a widespread emergency or disaster, ESF 3 assists with the provision of damage assessments, debris clearance and disposal, demolition of unsafe structures, assistance with traffic control by providing barricades and signs, temporary and permanent repair of essential facilities, flood control, and provides locations for potential debris storage and disposal. iii. Policies and Authorities - Defines the Storm Water Pollution Prevention Plan for the State of Utah. Rule R317-801. Utah Sewer Management Program (USMP): Defines environmental quality, water quality, and the Utah Sewer Management Program. iv. Situations and Assumptions 1. An emergency, disaster or major catastrophe will cause unprecedented property damage. Structures like homes, public buildings, roads, bridges, and other facilities will be damaged or destroyed. 2. Public utilities will be damaged and may be partially or fully inoperable. 3. Equipment in the immediate disaster area may be damaged or inaccessible. 4. Impact on individuals with access and functional needs will be significant. 5. Damage to public works and other critical infrastructure will significantly impact delivery of emergency services, flow of commerce, and economic recovery. 6. Critical infrastructure interdependencies will affect restoration of services and recovery. 7. Many State and local response personnel, including heavy equipment operators, will be unable to perform their prescribed emergency duties. v. Planning Assumptions – 1. Damaged or destroyed structures may require reinforcement, demolition, or isolation to ensure safety. 2. State and local governments in the immediate disaster area will need assistance in clearing debris, performing damage assessments, structural evaluations, and emergency repairs to public facilities. 3. State agencies will have to deploy resources from outside the affected area to ensure timely, efficient, and effective response. 4. It will be necessary to bring building inspectors in from other states. 5. Emergency road and airstrip debris clearance and repairs may or may be given top priority. ---PAGE BREAK--- 6. Emergency environmental waivers and legal clearances will be required for disposal of materials from debris clearance and demolition activities. 7. Legal requirements that delay the securing of contractors or purchasing of materials may be waived. 8. Large numbers of skilled personnel, engineers, construction workers, equipment operators, etc., with construction equipment and materials may be needed from outside the disaster area. 9. Secondary or cascading events, such as earthquake aftershocks, may require re- evaluation of previously assessed structures. ---PAGE BREAK--- Organization and Assignment of Responsibilities Business Hours Emergency Citizens Dispatch PWP Office Staff PWP Manager Lead Office Assistant PWP Crews EOC ---PAGE BREAK--- Pictures from the May 1, 2016 Windstorm ---PAGE BREAK--- ---PAGE BREAK--- 1 OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 4 Fire Fighting ESF #4 ICS Function: Operations Primary: Ogden City Fire Department Secondary: Finance Manager, Fiscal Operations, Water Utility, Emergency Management, Ogden Police Department, WACDC A. Introduction i. Purpose To establish plans, procedures, policy and guidelines for fire protection and response. The fire protection and rescue functions in any disaster situation are generally the same as those performed by fire fighting and rescue personnel in normal operations. However, in a large-scale incident, their functions will be more complex, resources spread thin and all operations will require a high level of coordination with other agencies and disciplines. ii. Scope ESF #4 assistance includes actions taken through the application of City, County, State, and Federal resources, as well as private industry equipment, personnel, and technical expertise to control and suppress fires or other types of disasters that have, or threaten to become a large scale emergency or disaster. iii. Situation Overview Almost every disaster will greatly affect the fire department. This is due to the vast nature of response provided to the community by this discipline. The Ogden Fire Department provides fire protection, emergency medical response, hazardous-materials incident response, and urban search and rescue capabilities. A large-scale disaster may: 1. Result in extra-ordinary demands on the fire department 2. Overwhelm capabilities within Ogden City 3. Result in destruction to response equipment and facilities 4. Require mutual aid from outside of the City 5. Disrupt the continuity of daily operations ---PAGE BREAK--- 2 iv. Planning Assumptions The following planning assumptions have been made: 1. Fire operations during times of disaster are more complex and more people are involved. As a result, operations must be coordinated from the on-scene incident command posts and emergency operations centers. 2. Firefighting response efforts will be geared to the protection of life, property and to the environment. 3. To the extent possible, firefighting resources will remain at the local level. 4. Fire service personnel shall be managed within the structure of their parent organization and will work within the Incident Command System. 5. Requests for additional firefighting resources will be made in accordance with existing memorandums of understanding. 6. Firefighting resources may be needed for response to other natural or technological emergencies/disasters. B. Concept of Operations It is the responsibility of Ogden City Fire to provide Fire and Emergency Services protection within our city and to cooperate with local, county, state, and federal agencies or organizations in order to maintain adequate fire and emergency services protection. Initial response to fires, emergency services, or disasters in the city’s boundary’s will be coordinated by the Ogden City Fire Department. Neighboring jurisdictions, or neighboring county fire departments, in accordance with existing automatic and/or mutual aid agreements, may provide support for firefighting and emergency services efforts within the City. 1. ESF #4 will conduct ongoing analysis of the emergency/disaster by reviewing reports, video, message traffic, status boards, and logs. The Situation Analysis will continue throughout the response and short-term recovery phase and includes the following: a. A general description of the situation as it pertains to ESF #4 and an analysis of the ESF #4 operational support requirements. b. A prioritized listing of significant actions that ESF #4 will initiate to provide operation support. c. Determine the level of response required by ESF #4 to respond to the event, including identification of support agencies required to support emergency operations. ---PAGE BREAK--- 3 d. Initiate notification of required personnel and support organizations to achieve the required level of response. e. Prepare a list of objective-based priority actions to provide support for lifesaving and short-term recovery operations, based upon the Situation Analysis. The action list should be revised as the situation changes. f. Mobilize resources and coordinate response. g. Track financial expenditures and keep financial records and submit these to the Finance and Administration Section. C. Organization and Assignment of Responsibilities 1. Assessment of damage to Ogden City Fire Department apparatus and buildings. 2. The Battalion Chief will do a “roll call” for all on duty personnel. 3. If a level 1 or 2 emergency occurs, inform the Mayor or designee to determine activation of the EOC. 4. Our incident priorities shall be Life Safety, Incident Stabilization, and Property Conservation. 5. In most cases, fire and rescue units are the first to be dispatched to a fire, hazmat, or emergency medical situation. The Battalion Chief will establish incident command or unified command if necessary, and coordinate movement of resources until relieved of duty. 6. Depending on the escalation of the event, the Battalion Chief may be moved into an Area Command position. 7. In the event of a major disaster, following a “roll call”, each station will drive major routes within their area to make a damage assessment and relay route accessibility to Command, unless dispatched to an emergency. 8. Structures that pose the most threat to life will be checked as soon as possible, i.e. hospitals, schools, nursing homes, theaters (if open), malls, mobile home parks, apartments, etc. 9. Check locations that pose a threat to public safety as soon as possible, i.e. High Hazard facilities, pipelines, freeway over-passes, etc. 10. Coordinate with Cert Response Teams throughout the city. 11. Fire personnel will be assigned to visit, inspect, and periodically re-inspect each public shelters, congregate housing, mass feeding areas, and evacuation centers coordinated through the EOC to maintain fire safety standards and to provide fire protection. Special care will be necessary to see that fire exits and passageways remain as clear as possible. 12. Assist in the dissemination of warning to the public. 13. Assist ESF 9 in search and rescue operations. 14. Coordinate with ESF 10 on any risks associated with fighting fires involving hazardous materials, as well as the circumstances for using water, foams, dispersants, or fog for extinguishing, diluting, or neutralizing hazardous materials. ---PAGE BREAK--- 4 Incident Initial Response Actions: The ESF #4 coordinator or representative:  Reports to the EOC when notified.  Establishes communication links with support agencies, other Emergency Operations Centers, and other jurisdictions.  Establishes communication links with other ESF #4 coordinator(s) as necessary.  Obtains an initial fire situation and damage assessment through established intelligence procedures; determines the appropriate management response to meet the request for assistance; and obtains and distributes, through appropriate channels, incident contact information to emergency responders mobilized through ESF  Analyzes each request before committing people and other resources; ensures employees will be provided with appropriate vaccinations, credentials, and personal protective equipment to operate in the all-hazard environment to which they are assigned; and ensures that all employees involved in all-hazard response will be supported and managed by an agency leader, agency liaison, or interagency Incident Management Team.  Ensures that an all-hazard incident-specific briefing and training are accomplished prior to task implementation. This preparation will usually occur prior to mobilization where incident description, mission requirements, and known hazards are addressed. Key protective equipment and associated needs for tasks that employees do not routinely encounter or perform will be identified.  Develop strategies for initial response.  ESF #4 shall coordinate needs and response actions through command and control as appropriate.  Verify inventories of available firefighting resources and services, and provide a summary listing to ESF Emergency Management.  Implement predetermined cost accounting measures for tracking overall ESF #4 personnel, equipment, materials, and other costs incurred during emergency response actions.  Coordinate response resources when additional firefighting resources are required.  Use information produced by ESF Emergency Management to plan effective response actions.  Coordinate with other agencies and other ESFs in the commitment of firefighting, transportation, and resources for the affected areas.  Coordinate with ESF Public Health and Medical Services regarding medical assistance and the transportation of victims beyond the established collection sites.  Coordinate with County EOC and the Utah Division of Emergency Management ESF 4 counterpart as needed. ---PAGE BREAK--- 5 RESPONSIBILITIES  Deploy and use agency resources in coordination with ESF #4 support agencies.  Coordinate with support agencies to prioritize needs and direct firefighting resources and services.  Support the actions of other ESFs in accordance with established priorities.  Implement and document responsibilities outlined in the Ogden City Base Emergency Operations Plan.  Provide search and rescue support to ESF #9 Search and Rescue Coordinator.  Provide support in Hazardous Materials response to an actual or potential discharge and/or uncontrolled release of hazardous materials to ESF #10 Hazardous Materials Coordinator. Last updated 3-24-15 ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION #5 Emergency Management ICS Function: Planning Primary: Emergency Management Secondary: Real Time Crime Center; GIS; A. Introduction i. Purpose 1.Responsible for supporting City activities associated with the management of large scale emergencies or disasters 2.Collect, analyze, process, and disseminate information about a potential or actual emergency. 3.Facilitate the planning efforts in support of emergency operations coordinated through the Ogden City Emergency Operations Center (EOC). 4.Provide core management and administrative functions in support of the Emergency Operations Center. 5.Coordinate the dissemination of information to associated agencies in neighboring jurisdictions and supporting roles. ii. Scope The planning section performs the tasks of ESF ESF #5 coordinates information and planning functions for all operational activities and departments when the Emergency Operations Center has been activated or when requested by a department for hazard mitigation, preparedness, response, and recovery. Information and Planning Activities include the following: 1. Information Processing: collect and process essential information from local jurisdictions, ESFs, and other sources, and disseminate it for use by response operations and provide it as input for reports, briefings, displays and plans. 2. Reports: consolidate key information into reports and other materials to describe and document overall response activities and to keep local, state, regional, and national level authorities informed of the status of the overall response operations. 3. Displays: maintain displays of key information and facilitate briefings using maps, charts, and status boards in a situation room and through other measures such as computer bulletin boards and electronic mail. 4. Planning Support: consolidate key information to support the action planning process. 5. Technical Services: provide advice on topics such as meteorology, structural engineering, seismology, flooding, dam safety, legal and law enforcement issues, national security issues, and other areas requiring specific information to support response efforts. ---PAGE BREAK--- iii. Situation Overview An emergency or disaster may occur in Ogden City at any time, causing significant human suffering, injury and death, public and private property damage, environmental degradation, economic hardship to businesses, families, individuals, and disruption of local government. A large scale emergency of disaster may require the combined efforts and resources of Ogden City, neighboring cities, county, state, federal, volunteer organizations, and the business and private sectors. iv. Planning Assumptions 1.There is an immediate and continuous demand for information about the developing or ongoing disaster. 2.Early in an emergency, information will be difficult to obtain and validate. 3.Local responders will be the best available source of vital information regarding damage and initial needs. 4.There is a need for a central collection point in the EOC where situation information can be compiled, analyzed, prioritized and prepared for use by responders and decision makers. B. Concept of Operations Emergency operations personnel located in the emergency operations center will work to meet the information requests of the staff. The city, county, and state agencies represented in the EOC will develop their own reporting procedures following the guidelines set forth by ICS protocols, and these will be coordinated by IC field representatives. This information will be shared by: updating information on status boards, entering information in applicable software, verbal announcements followed by written documentation, and written communication messages to other members of the staff, and preparing periodic situation reports. The Planning Section Chief will normally come from the jurisdiction with the primary incident responsibility and may have one or more representatives from other participating jurisdictions. The EOC’s Planning Section is responsible to manage information received in the EOC. This section is responsible to collect, analyze, report, and display the current information. The Planning Section assures that action plans are developed, as needed. The Resource Unit Leader functions under the direction of the Planning Section Chief and maintains a system for keeping track of the current location and status of all resources committed to incident operations. An individual who changes the status of a resource, such as equipment location and status, is responsible for informing the Resources Unit. Resources at an incident can have one of three status conditions: 1. Assigned resources are personnel, teams, equipment or facilities that have checked in (or in the case of equipment and facilities, receipted for) and are supporting incident operations. ---PAGE BREAK--- 2. Available resources are those that have been assigned to an incident and are ready for a specific work detail or function. 3. Out-of-Service resources are those that have been assigned to an incident, but are unable to function for mechanical, rest, or personal reasons; or because their condition makes them unusable. The Situation Unit gathers, processes and disseminates situation information and intelligence. This unit may require the expertise of technical specialists and operations and information security specialists. The Documentation Unit maintains complete incident documentation and files, maintains an accurate record of steps taken to resolve the incident, provides copying services, and assists the Planning Section Chief in the preparation of the Incident Action Plans (IAP) for each operational period. The Demobilization Unit develops and distributes an Incident Demobilization Plan that includes specific instructions for all personnel and resources that will require demobilization after the incident when this is necessary. State, federal and private resources may require specific instructions, unfamiliar to Ogden City, for demobilization. Note that many cities and counties provided resources, because they are local, do not require specific demobilization instructions. This unit should begin its work early in the incident, creating rosters of personnel and resources and obtaining any missing information as check-in proceeds. Technical specialists, such as meteorologists, environmental impact experts, flood control experts, etc. may be called in as needed and work in anywhere within the organization, including the command staff. Organization and Assignment of Responsibilities Planning Section Chief 1. Oversee all incident related data gathering and analysis regarding incident operations and assigned resources. 2. Develop alternatives for tactical operations. 3. Conduct planning meetings. 4. Prepares the Incident Action Plan (IAP) for each operational period. Resource Unit (Leader) 1. Maintain a master list of all resources (personnel, teams, facilities, supplies and major items of equipment) committed to incident operations. 2. Track the status and location of all resources available for use. 3. Make certain all assigned personnel and other resources have checked in at the incident. Situation Unit (Leader) 1. Collect, process, and organize ongoing situation information. 2. Prepare maps, gather and disseminate information and intelligence for use in the IAP. 3. Prepare situation summaries. ---PAGE BREAK--- 4. Develop projections and forecasts of future events related to the incident. Documentation Unit (Leader) 1. Maintain accurate and complete incident files, including a complete record of the major steps taken to resolve the incident. 2. Provide duplication services to incident personnel. 3. Assists the Planning Section Chief in the preparation of the Incident Action Plan (IAP). 4. File, maintain, and store incident files for legal, primarily because this unit prepares the IAP and maintains many of the files and records that are developed as part of the overall IAP and planning function. Demobilization Unit (Leader) (as needed) When required, the demobilization unit’s duties include: 1. Develop an Incident Demobilization Plan that includes specific instructions for all personnel and resources that will require demobilization. This unit should begin its work early in the incident, creating rosters of personnel and resources and obtaining any missing information as check-in proceeds. 2. Once the Incident Demobilization Plan has been approved, ensure that it is distributed both at the incident and elsewhere as necessary. Technical Specialists (as needed) 1. These personnel have special skills and are activated only when needed. Specialists may serve anywhere within the organization, including the Command Staff. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically specially certified in their fields or profession. 2. Technical specialists assigned to the Planning Section may report directly to its chief, may report to any function in an existing unit, or may form a separate unit within the Planning Section, depending on the requirements of the incident and the needs of the Section Chief. Technical specialists may also be assigned to other parts of the organization to the Operations Section to assist with tactical matters or to the Finance/Administration Section to assist with fiscal matters). 3. The incident will dictate the needs for technical specialists. Below are representative examples of the kinds of specialists that may be required: a. Meteorologist b. Environmental impact specialist c. Flood control specialist d. Explosives specialist e. Structural engineering specialist f. Pharmaceutical specialist g. Veterinarian h. Agricultural specialist i. Infectious disease specialist 4. A specific example of the need to establish a distinct technical unit within the General Staff is the requirement to coordinate and manage large volumes of environmental sampling and/or analytical data from multiple sources in the context of certain complex incidents, particularly those involving biological, ---PAGE BREAK--- chemical and radiation hazards. To meet this requirement, an Environmental Unit could be established within the Planning Section to facilitate interagency environmental data management, monitoring, sampling, analysis, and assessment. The Environmental Unit would prepare environmental data for the Situation Unit and work in close coordination with other units and sections with the ICS structure to enable effective decision support to the IC or UC. Technical Specialists assigned to the Environmental Unit might include a Scientific Support Coordinator and Sampling, Response Technologies, Weather Forecast, Resources at Risk, Cleanup Assessment, and Disposal Technical Specialists. Example tasks accomplished by the Environmental Unit would include the following: a. Identifying sensitive areas and recommending response priorities; b. Developing a plan for collecting, transporting, and analyzing samples; c. Providing input on wildlife protection strategies; d. Determining the extent and effects of site contamination; e. Developing site cleanup and hazardous material disposal plans; and f. Identifying the need for and obtaining permits and other authorizations. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION #6 Mass Care, Emergency Assistance, Housing, and Human Services ICS Function: Operations Primary: Ogden City Recreation American Red Cross Secondary: Weber-Morgan Health Department Ogden City School District Ogden City Police Ogden City Fire A. Introduction I. Purpose 1. Coordinate City efforts to address non-medical mass care, housing, and human services needs for individuals and families impacted by an emergency or disaster. 2. Coordinate the emergency provision of temporary shelters, emergency mass feeding, bulk distribution of relief supplies, and disaster welfare information. 3. Support the operations of the American Red Cross Disaster Welfare Inquiry system (DWI) to gather, receive and report information about victim status and to assist with family reunification. 4. Assist in bulk distribution of emergency relief supplies to disaster victims. II. Scope ESF #6 has a broad scope of responsibilities as follows: 1. To establish plans, procedures, and policy to assist individuals, households, and families impacted by an emergency or disaster. 2. Initial response efforts will prioritize on meeting the urgent needs of disaster victims. Initial recovery efforts may begin as response activities are taking place. Careful communication will be required with all of the agencies and organizations involved in the response and recovery operations. ---PAGE BREAK--- 3. ESF #6 encompasses three primary functions: 1. Mass Care – Is the capability to provide emergency shelter, feeding centers, basic first aid at designated sites, victim welfare information, and the bulk distribution of emergency relief items. A. The provision of emergency shelters for victims includes: a. Use of shelter sites in existing structures; b. Creation of temporary facilities, such as tents; c. Use of similar facilities outside the disaster-affected area, should evacuation be necessary; d. Possible need for victim decontamination prior to shelter entrance; and e. Potential securing or “sealing” of shelter from outside contaminants. B. The provision for feeding disaster victims are accomplished through a combination of fixed sites, mobile feeding units and bulk food distribution. Such operations will be based on nutritionals standards and will include provisions for meeting all public health and special dietary requirements. (see ESF #11 – Community Resources). We anticipate Logistics to provide services to emergency service workers. C. Emergency first aid services will be provided to disaster victims and workers at mass care facilities and designated sites within the disaster area. This emergency first aid service will be supplemental to emergency health and medical services established to meet the needs of disaster victims. (See ESF #8 – Public Health and Medical Services). D. Inquiries regarding individuals residing within the affected area will be collected and provided within the limits established by law for the release of personal information to immediate family members outside the affected area through a Disaster Welfare Inquiry (DWI) System operated and maintained by the American Red Cross (ARC). DWI will also aid in reunification of family members. E. Sites will be established for the distribution of emergency relief items. Bulk distribution of these relief items will be determined based on the urgent needs of disaster victims for essential items (See Donations Management Support Annex). ---PAGE BREAK--- 2. Housing – Is the capability to provide assistance for both short and long-term, temporary and possible permanent housing needs of victims. 3. Human Services – Includes providing victim-related recovery efforts such as counseling, identifying support for persons with special emergency needs, expediting the process of new federal benefits claims and assisting in collecting crime victim compensation for acts of terrorism. III. Policies ESF #6 policies apply to all agencies and organizations involved with mass care support efforts, including emergency provision of temporary shelters, emergency provision of temporary shelters, emergency mass feeding, bulk distribution of relief supplies for victims, and disaster welfare disaster welfare inquiry information. The following policies pertain to ESF A. ESF #6 will be activated upon a request for assistance through the Ogden City EOC. B. The American Red Cross is the Primary Agency for ESF C. The level of ESF #6 assistance may vary, depending on the magnitude of the emergency/disaster. D. Available resources will be utilized based on need. E. All services will be provided without regard to economic status, race, religious, political, ethnic or other affiliation: and, will be administered in accordance with established rules and regulations. F. Assignment of personnel to support ESF #6 functions will be in accordance with the rules and regulation of their respective parent agencies. G. This plan will coordinate with ESF #3 (Public Works), ESF #5 (Emergency Management), and ESF #15 (Public Information). ---PAGE BREAK--- H. To ensure appropriate confidentiality regulations are enforced, ESF #6 will not release confidential information to the general public. Information from shelter occupants will be handled in accordance with American Red Cross Disaster Welfare Inquiry procedures. IV. Situation Overview A significant emergency, disaster or catastrophic event will deprive a substantial number of people of shelter or access to shelter. In addition to substantial disruption to commercial food and water supplies and the distribution network, a catastrophic event may partially or totally destroy food products stored in the affected area(s). There may be a total disruption of energy sources, including electricity and gas. Disruption of electricity and gas could affect temperature related medication or electrical needs for oxygen therapy equipment etc. Most commercial cold storage and freezer facilities will be inoperable. ESF #6 addresses two types of emergency conditions: sudden onset and slowly developing conditions: 1. Sudden Onset: An emergency, disaster or catastrophic event may necessitate evacuation of affected areas. Ogden City in conjunction with American Red Cross (ARC) has the responsibility for the provision of temporary emergency shelter and care for victims. 2. Slowly Developing: An emergency or disaster, such as severe weather or slow-rising floods, that provide warning and evacuation time but may cause extended displacement and damage to the infrastructure. Shelter may be needed throughout the City to accommodate evacuees and, in some cases, may be set up in neighboring jurisdictions or counties. Damage from a catastrophic event may cause extended displacement that may extend into the recovery phase. V. Planning Assumptions The following planning assumption have been made: 1. An emergency, disaster or catastrophic event may necessitate evacuation of affected areas. Ogden City in conjunction with American Red Cross (ARC) has the responsibility for the provision of temporary emergency shelter and care for victims. ---PAGE BREAK--- 2. Individuals and families may be deprived of normal means of obtaining food, clothing, shelter and medical needs. Family members may become separated and unable to locate each other. Individuals may develop serious physical or mental health need problems requiring specialized medical services. 3. There may be large numbers of dead and injured, which also may leave a large number of specialized population groups senior citizens and children) without support. 4. A certain percentage of the sheltered population will require shelter for an extended period of time. 5. As a result of an emergency, disaster or catastrophic event in a neighboring county, Ogden City may be requested to provide mass care services to evacuees. 6. The ARC will coordinate all services and resources at its disposal in order to meet human needs. 7. Because a large scale emergency or disaster is likely to exceed the capabilities of the American Red Cross (ARC), the ARC must actively coordinate volunteer, state, and private sector human service resources. 8. In a catastrophic disaster, it is likely that long-term mass care will be required until rental assistance and temporary housing resources become available. 9. A significant influx of disaster workers will strain the resources of the impacted area(s). 10. Mobile feeding operations may not be possible in major operations. 11. Local ARC groups will coordinate delivery of assistance and services according to established policies and procedures. 12. Local jurisdictions are responsible for identifying resources to meet emergency human service’s needs. 13. Local emergency operations plan will be developed and include procedures for evacuation, sheltering, feeding, etc., victims of an emergency or disaster. ---PAGE BREAK--- VI. Concept of Operations This section details facilities,; equipment, personnel, procedures, and communications necessary to effectively accomplish established objectives for ESF A. General 1. In conjunction with ARC, Ogden City must be prepared to provide for urgent basic needs of people impacted by emergencies or disasters. 2. ESF #6 will be organized in a manner ensuring rapid response to the mass care needs of people affected by an emergency or disaster. Emphasis will be placed on ESF #6 primary and support agencies having thorough and up-to-date Standard Operating Guidelines (SOGs) and resource lists. 3. Initially, ESF #6 will focus on sheltering, mass feeding, distributing bulk supplies, and coordinating volunteer agency activities involved in mass care. During the initial assessment, response requirements will be determined using a variety of reporting mechanisms, including reports from rapid assessment teams, Situation Reports (SITREPS), to include media coverage. Support agencies will plan with the American Red Cross (ARC) and provide support services in times of disaster through a coordinated ESF response. The Ogden City EOC will coordinate response support to the affected portions of the county. 4. Recovery efforts may be initiated concurrently with response activities. Close coordination is required among city, state, private sector, and volunteer agencies and organizations. Recovery may require an extended period of time. B. Mass Care ESF #6 will coordinate sheltering, feeding and other non-medical mass care services required to meet the needs of those impacted by an emergency or disaster. 1. Shelter a. Emergency shelter includes the use of pre-identified shelter sites in existing structures, physically-impaired accessible shelter sites in existing structures, creation of temporary facilities, construction of temporary shelters, use of similar facilities outside the incident area, and the decontamination and/or sealing of these structures should evacuation be necessary. ---PAGE BREAK--- b. In conjunction with Red Cross Ogden City has pre-identified ARC certified shelter facilities that are governed by the American Red Cross with Disabilities Act Accessibility Guidelines. c. Temporary reception centers may be utilized while waiting for shelters to officially open. d. Evacuees will be directed to a selected shelter facility. If the shelter is a designated Red Cross shelter, evacuees will be requested to register. An evacuee may choose to reside with friends or relatives. However, they will be requested to register with the public reception/shelter. This process will ensure that evacuees can be located for reuniting with or responding to family member inquiries. e. Sheltering, feeding and emergency first aid activities of evacuated victims will begin immediately after the emergency/disaster. f. Pre-identifying shelter facilities should be considered when an emergency, disaster or major catastrophes is anticipated. g. In the event of a suspected terrorist incident, sheltering requirements may need to be adjusted. NOTE: Sheltering in place may be the most appropriate action, depending on circumstances. 2. Feeding a. Feeding is provided to victims through a combination of fixed sites, mobile feeding units, and bulk distribution of food. b. Feeding operations are based on sound nutritional standards to include meeting requirements of victims with special dietary needs to the extent possible. c. Parent organizations of relief workers should plan to provide for those workers to be self-supporting for the first 72 hours after arrival in the affected area. Feeding for emergency workers will be provided by the workers' parent organization. d. American Red Cross (ARC) certified staff members will staff the ACR shelters and will help to provide mass care to those impacted by the emergency/disaster. 3. Emergency First Aid Emergency first aid, consisting of basic first aid and referral to appropriate medical personnel and facilities, may be provided at mass care facilities and at designated sites. 4. Disaster Welfare Inquiry (DWI) System ---PAGE BREAK--- a. DWI consists of those persons identified on shelter lists, National Disaster Medical System (NDMS) casualty lists and any information made available by an impacted jurisdiction, the City, state, EOCs, and hospitals. Information collected will be made available to immediate family members via the American Red Cross. b. An initial moratorium, not to exceed 48 hours, may be issued to allow activation of the system and determination of the affected area. c. Information about persons injured and remaining within the affected area will be provided by local medical units’ inputs to the DWI System. d. Information on casualties evacuated from the affected area to other medical facilities will be provided by the NDMS tracking system. The listing of disaster-related deaths will be limited to the number of officially confirmed fatalities. e. The DWI System will not track missing persons. Law Enforcement, and the Salvation Army, has the capability to track missing persons. 5. Distribution of Emergency Relief Items Sites will be established for the distribution of emergency relief items. The bulk distribution of these relief items will be determined by the requirement to meet urgent needs of disaster victims for essential items (see Donations Management Support Annex). 6. Pets and Service Animals a. ESF #6 does not accommodate household pets in the Red Cross certified shelters. All household pets and service animals should be taken to the Weber County Animal Shelter. Dependent upon availability, an animal control officer may be able to pick up the animal for transportation. b. ESF #6 will identify shelters determined by ARC which can accommodate service animals. If no shelters are available, ARC and the Legal department will identify alternative sheltering options. VII. Organization and Assignment of Responsibilities A. Ogden City and Local Jurisdictions will: ---PAGE BREAK--- 1. Be responsible for shelter operations within their jurisdiction. Specific organizations located within the community, (i.e. school principals, faith based organizations, other local voluntary organization(s), etc.) may be requested to assist with sheltering operations. 2. Coordinate the need for additional sheltering or existing shelter needs with the City EOC. 3. Ensure that local law enforcement/security personnel provide for internal and external shelter security. 4. Ensure that fire protection and safety services are available to shelter(s) through local fire department(s). 5. Ensure that emergency medical support is readily available for shelter(s). 6. Ensure the sheltering needs are met for assisted care patients in private homes and persons with limited abilities. 7. Ensure health standards are maintained at shelters. 8. Coordinate shelter decontamination and/or “sealing” needs with City Public Health and the City EOC. C. American Red Cross (ARC) will: 1. Provide emergency mass care assistance, food for disaster victims and emergency workers, temporary shelter, medical and nursing aid (for shelters only), and clothing. D. Weber-Morgan Health Department will: 1. Assist the City and local jurisdiction to ensure health standards are maintained in shelters (see ESF 8 - Public Health and Medical Services). 2. Provide Health Services workers to augment personnel assigned to shelters if requested. 3. Provide casualty information from within the disaster-affected area in support of a DWI system. 4. Provide technical assistance for shelter operations related to food/nutrition vectors, water supply, and waste disposal. ---PAGE BREAK--- 5. Assist in the provision of medical supplies and services. E. Ogden City School District 1. Provide for the use of facilities and staff to assist emergency services operations. 2. Provide for use of commodity foods. F. Ogden City Police will: 1. Provide traffic control assistance throughout the County and direct evacuees to designated reception and care centers. 2. Assist in providing shelter security. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 7 Resource Support ICS Function: Logistics Primary: Fleet and Facilities and Human Resources Secondary: Finance, Engineering, Legal, Airport Manager, Building Services A. Introduction i. Purpose: Coordinate the acquisition, prioritization and allocation of resources needed to augment city and local jurisdiction emergency or major disasters response and recovery operations. This includes, personnel, equipment, emergency relief supplies, facilities, telecommunication, contracting services, transportation services (in coordination with ESF etc. ESF #7 also provides logistical support for EOC operations. ii. Scope: ESF #7 is responsible for providing direct and active logistical and resource support during initial response and recovery operations for an emergency disaster or major catastrophe. iii. Situation Overview: An emergency, disaster, or major catastrophe will have an immediate impact on City and local jurisdiction resources. Vitally needed resources must be procured and allocated as quickly as possible. A large scale emergency or disaster will overwhelm the capabilities and exhaust the resources of the City and/or local jurisdictions. Ogden and/or local jurisdiction EOC(s) will be activated to coordinate the provision of supplemental resources to support response and recovery efforts. Primary and support agencies will function within the Ogden EOC organizational structure. The Ogden EOC organizational structure is established around guidance provided under the National Incident Management System (NIMS). In acquiring and providing supplemental resources, ESF #7 primary and support agencies will, where possible, follow NIMS and National Integration Center (NIC) “typing” protocols for personnel, teams, facilities, supplies, and major items of equipment needed for operational support assignments. iv. Planning Assumptions: The need for additional resources will be met from outside the emergency/disaster area. Ogden City, Weber County and local ---PAGE BREAK--- jurisdiction resources will be available to support response and recovery operations. Logistical support required to save lives will receive first priority. Transport of resources will require a staging area. Appropriate County and local jurisdiction officials should mutually agree upon the use of selected sites and facilities. Activation of intrastate mutual aid agreements will be invoked by a proclamation of “Local Emergency Declaration”. Some City, Weber County or other local jurisdiction resources may not be available in the impacted area due to debris and destroyed buildings. In the event of an “emergency”, acquisition of large amounts of resources may be done in accordance with our Emergency Purchases Policy. B. Concept of Operations: Ogden City EOC will serve as the primary location for coordinating City resource management activities. I. Upon notification from the EOC Manager, ESF #7 primary and support agency representatives will report to their assigned work station in the EOC and carry out assigned functions. Functions include the following: a) Committing available resources; b) Maintaining a list of available resources; c) Maintaining records of all expended resources such as equipment, materials, supplies and personnel hours; and d) Requesting ESF # 7 support from the County or State of Utah. II. The Ogden City EOC will initiate procurement actions for equipment and supplies not available through the City, County or other local jurisdiction(s). Examples may include heavy equipment, specialized equipment, temporary shelters, food, medical care, fuel, transportation and communication for personnel other than volunteers and citizens. III. Once activated, ESF # 7 will assist in efforts to identify staging areas in or close to the disaster area. Where possible, local officials should agree upon potential staging areas before the emergency or disaster occurs. C. Organization and Assignment of Responsibilities: Fleet & Facilities and Human Resource/Risk i. Develop and maintain operational procedures for identifying and ---PAGE BREAK--- procuring emergency resources that include equipment and personnel. ii. Coordinate requests for assistance from those areas of the City impacted by the emergency or disaster. iii. Perform routine checks of available City, County or other local jurisdiction resources and maintain an active list during the emergency. iv. Identify supplemental logistical support available from state agencies that routinely work in and around Ogden City. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 8 ESF #8 Health and Medical Services ICS Function: Operations Primary: Ogden City Fire Department, Weber Morgan Health Department Secondary: Emergency Management, Ogden Police Department A. Introduction i. Purpose: The purpose of this ESF is to ensure that, in the event of any incident resulting in mass casualties, the medical resources, both governmental and non-governmental provide for the immediate health care of the citizens of Ogden City. For the purpose of this ESF, health and medical services include: emergency medical services (EMS), hospitals, clinics, public health, environmental health, mental health and mortuary services. This ESF will establish: • Procedures for command and control at the incident scene(s). • Procedures for triage and treatment at the scene and the tagging of patients. • Procedures for the orderly flow of patients from incident scene(s) to the appropriate treatment facility. • Disposition of facilities associated with the incident. • Disease control activities related to sanitation, preventing contamination of food and water supplies. • Coordination of all medical services providers through the Health and Medical Coordinator in the EOC. ---PAGE BREAK--- ii. Scope: ESF #8 provides supplemental public health and medical assistance to Ogden City and surrounding local jurisdictions impacted by an emergency, disaster, or major catastrophe. Supplemental public health and medical assistance may include the following: 1. Assessment of health and medical needs 2. Disease control and epidemiology 3. Health and medical care personnel 4. Health and medical equipment and supplies 5. Patient evacuation 6. Coordination of hospital care 7. Food and drug safety 8. Emergency responder health and safety 9. Radiological/chemical/biological hazards 10. Critical Incident Stress Debriefing 11. Public health information release 12. Vector control and monitoring 13. Potable water, wastewater, and solid waste disposal 14. Medical Command and Control 15. Emergency Medical Services Situation Overview: The following situations can be expected: 1. A significant emergency, disaster or technological event that overwhelms existing capabilities in Ogden City would necessitate both state and federal public health and medical care assistance. The number of casualties will vary depending on population density, quality of building construction, and the location, time, ---PAGE BREAK--- magnitude, and duration of the event. The sudden surge of a large number of victims would stress the local medical system necessitating time-critical assistance from neighboring counties, the state, and federal government. Such a disaster would also pose certain public health threats, including problems related to food, disease vectors, water, wastewater, solid waste, and mental health effects. 2. Hospitals, nursing homes, pharmacies and other medical/health care facilities may be structurally damaged or destroyed. Those facilities which survive with little or no structural damage may be rendered unusable or only partially usable because of damage to, or reduction of utilities (power, water, sewer), because staff are unable to report for duty due to personal injuries, and damage or disruption of communication and transportation systems. Medical and health care facilities which remain in operation and have the necessary utilities and staff will probably be overwhelmed by the "walking wounded" and seriously injured victims who are transported there in the immediate aftermath of the occurrence. In the face of massive increases in demand and the damage sustained, medical supplies (including pharmaceuticals) and equipment will likely be in short supply. Most health care facilities maintain inventory stock to meet their normal patient needs. Disruptions in local communications and transportation systems could prevent timely re-supply. 3. Uninjured persons who require daily maintenance medications insulin) may have difficulty in obtaining them because of damage or destruction of normal supply locations and general shortages within the disaster area. 4. Although other disasters such as fires and floods do not generate the casualty volume of a major earthquake, there will be a noticeable emphasis on relocation, shelters, vector control, and returning water, wastewater, and solid waste facilities to operation. 5. An emergency resulting from an explosion, toxic gas, radiation, or biological release could occur, but it may not damage the local medical system. However, such an event could produce a large ---PAGE BREAK--- concentration of specialized injuries that would overwhelm the local medical system, and/or result in the contamination of medical treatment personnel or medical facilities which could reduce or eliminate the ability of those personnel or facilities to continue providing aid. Ogden City has the primary responsibility for delivering health, medical, and mortuary services during a disaster. ESF #8 will assist in acquiring, prioritizing, and allocating these much needed resources. This primarily applies to a large-scale disaster that would cause sufficient casualties and/or fatalities to overwhelm local health, medical and mortuary services capabilities, thus requiring maximum coordination and efficient use of these resources. • The event would necessitate that the EOC be activated. • In a major public health or medical emergency, local transportation assets may not be sufficient to meet the demand. • The Joint Information Center (JIC) will be activated to coordinate messages released to the general public through the media. • Public and private medical, health and mortuary services located in Ogden may themselves be impacted by the disaster. The incident may require use of existing mutual aid agreements. • Emergency response in the first 24 hours will be almost exclusively dependent upon local resources. • It may be necessary to open contingency field hospitals or to open buildings temporarily to house patients. • Volunteers will be available to assist in essential tasks. • The disaster will disrupt the continuity of normal operations in Ogden City. Safe operations will be a priority at all times. ---PAGE BREAK--- Planning Assumptions: The following planning assumptions have been made: 1. Medical care and public health services are essential to emergency or disaster response. Ogden City must develop and maintain the capability to provide emergency health and medical care. 2. ESF #8 will coordinate an effective response for the following situations: a. multiple deaths and injuries; b. behavioral health crisis counseling; c. environmental contamination; d. transportation of medical casualties out of the disaster area; e. infectious disease control; f. public information and education; g. assistance and guidance to hospitals, health care providers and first responders; h. patient or individual medication renewals; i. prescription replacements for lost medications; and j. the provision of emergency medical services. 3. A major medical or environmental emergency resulting from nuclear, biological, or chemical (NBC) weapons of mass destruction (WMD) could produce a large concentration of specialized injuries and problems that could overwhelm the public health and medical care system(s). In the event of a suspected or confirmed chemical, biological, or radiological act of terror, supplemental assistance may be required to identify the agent, stabilize and mitigate the circumstances, treat patients, and provide technical assistance until state or federal resources are in place to support on-going incident management activities. ---PAGE BREAK--- 4. Resources within the affected area will be inadequate to transport casualties from the scene or treat them in local hospitals. Additional capabilities will be needed to supplement and assist County and local jurisdictions to triage and treat casualties and then transport them to the closest appropriate hospital or other health care facility. Additionally, re-stocking of medical supplies will be needed throughout the disaster area. 5. In a major disaster, patient transport will be necessary. Transportation could be by ground or air to the nearest area where patient needs are matched with the necessary definitive medical care. The transportation and coordination with receiving hospitals or other designated care facilities will require significant coordination. 6. Damage to chemical and industrial plants, sewer lines, water distribution systems, and secondary hazards such as fires, may result in a toxic environmental and public health hazards to the surviving population. Response personnel may be exposed to hazardous materials, contaminate water supplies, crops, livestock, and food products. 7. Assistance in maintaining the continuity of health and medical services will be required with specific concern for implementation of disease surveillance, and prevention services. 8. Fatalities and casualties may be so contaminated by a technological incident as to pose a health hazard to responders. 9. Disaster fatalities may be so mutilated that extensive forensic science techniques will be needed for identification. 10. A mass casualty event may require implementation of regional emergency medical services control plans. 11. In the event assistance is needed from the State of Utah, ESF #8 will coordinate directly with ESF #8 in the State EOC and other medical and public health officials to fill medical and public health assistance requests. It is anticipated that most requests will be made by telephone, email, radio, or face-to-face conversations ---PAGE BREAK--- rather than by formal written requests. 12. ESF #8 will utilize locally available health and medical resources to the extent possible. 13. A disruption in energy supplies, including electricity, natural gas and motor fuel, will compound the difficulties encountered in providing health and medical services. Ogden City and local jurisdiction health and medical services providers must identify contingencies for addressing energy shortfalls in advance of an emergency or disaster. 1. Concept of Operations: With the potential for, or the occurrence of an event, Ogden City Emergency Management will notify the Weber Morgan Health Department. This notification may be by telephone, email, facsimile, or radio, etc. Such notification could be to advise of a potential event, announce an activation of the EOC, or to pass a request from local jurisdiction officials requesting assistance. a. The Health Department will make further notification in accordance with internal plans, procedures, or practices. b. The Health Department will also notify ESF #8 supporting agencies for their assistance, as needed. c. Support agency representatives will notify their parent agency and report to the appropriate location, as requested. 2. ESF #8 response and recovery activities will be coordinated from the Ogden City EOC when activated. 3. All support agencies and organizations will be notified and tasked to provide representatives in the EOC, as necessary. Each support agency and organization is responsible for ensuring that sufficient staff is available to support the EOC and to carry out the activities ---PAGE BREAK--- tasked to their agency or organization on a continuous basis. Individuals representing agencies and organizations who are staffing the EOC must have extensive knowledge of the resources and capabilities of their respective agencies or organizations, and have access to the appropriate authority for committing such resources during response and recovery operations. 4. Emergency Operations will be established at the EOC, and will maintain coordination with the appropriate local jurisdiction, medical and public health officials and organizations to obtain current medical and public health assistance requests. It is anticipated that most requests will be made by telephone, radio, or face-to-face conversations rather than by formally written requests. However documentation is essential to all emergency operations, the EOC staff will document request and actions taken in prearranged messages forms and checklist. 5. EOC staff will continuously acquire and assess information about the situation. ESF #8 will continue to identify the nature and extent of health and medical problems, and establish appropriate monitoring and surveillance of the situation to obtain valid ongoing information. The EOC will rely primarily on information gathered from the on-site Incident Commander(s) in the affected areas. Other sources of information may include assessment teams dispatched by the Health Department, supporting agencies and organizations, various county officials in the affected area, or broadcast media. 6. In the early stages of a response, it may not be possible to fully assess the situation and verify the need for the level of assistance that is being requested. In such circumstances, it shall be the responsibility of ESF #8 to collectively decide whether to authorize assistance. Every attempt shall be made to verify the need before providing assistance. However, it may be necessary to proceed with assistance on a limited basis before verifications are obtained. In such a situation, ESF #8 staff will use common sense, be flexible and responsive to meeting perceived time critical needs. ---PAGE BREAK--- 7. If a request for medical or public health resources is received from Ogden City, County or local authorities, it will be considered valid. If a request is received that is questionable or in conflict with others received, ESF #8 will attempt to resolve the issue. 8. Because of the potential complexities surrounding health and medical response situations, conditions may require special advisory groups or experts to be assembled. They will review health and medical intelligence information, and make recommendations on specific strategies to be employed in order to appropriately manage and respond to a specific situation. 9. By direction of the Health Department, personnel or teams from the Health Department and Ogden City Fire Department EMS will be deployed as needed to provide appropriate medical and public health (including environmental health) assistance. 10. When National Disaster Medical System (NDMS) assets are requested, the Weber Morgan Health Department will coordinate directly with NDMS representatives for the deployment of those assets. 11. Requests for information may be received at the EOC from various sources, such as the media and the general public. These requests will be referred to the appropriate agency. A Joint Information Center will coordinate information to the media or general public. 12. A log of ESF #8 activities shall be maintained. Entries should be made in the log for each major action, occurrence, or event. Upon completion of the event, information in the log will be used in preparing the after action report. The after action report, which summarizes the major activities, will identify key problems, indicate how they were solved, and make recommendations for improving response and recovery operations in subsequent activations. Support agencies and organizations will assist in the preparation of the after action report and endorse the final report. ---PAGE BREAK--- 13. ESF #8 agencies and organizations will develop and provide medical and public health situation reports to the EOC Planning Section, the public information officer, and organizations with a need for recurring reports of specific types of information, including other ESF’s, local jurisdictions and state agencies upon request. Organization and Assignment of Responsibilities: Ogden City Emergency Medical Services (EMS) • Respond to disaster scene with appropriate personnel and equipment. All responding personnel will ensure safety to themselves and to the citizens. Ensure EMS responders don appropriate Personal Protective Equipment (PPE). • Report to IC/UC upon arrival at the scene and assume appropriate role in ICS. • Triage, stabilize, treat, and transport the injured. Incident Command will notify the EOC of status of casualties – number of injured, extent of injuries, treatment needed, etc. • Coordinate transport of patients requiring medical treatment with the EOC. • Direct activities of private, volunteer and other medical personnel as needed. • Work with EOC for credentialing of volunteers. • Assist in evacuation of patients from hospitals, nursing homes, and other medical facilities if necessary. • Provide ambulance routing at the scene and from the scene to treatment facilities. The Health and Medical Coordinator will work in conjunction with ESF 3 Public Works and Engineering to ensure routes of transportation are clear. On-Scene Procedures To insure adequate control and command at the scene, the following procedures will be followed: • The first responding EMS person to arrive at the scene will be responsible for establishing incident command and a medical triage area. Triage will be conducted following the START triage system. If rescued survivors cannot be brought to one location, additional triage areas will be set up as needed. ---PAGE BREAK--- • ICP/UCP should be far enough away from triage areas so that vehicular traffic does not interfere with the care and transportation of victims. Triage, Treatment, and Transport should, if possible, allow for: o Sorting and treating the number of expected injured; o Ambulance parking for waiting and loading; o Easy entry and exit points for ambulances; and o Control of unwanted vehicular and pedestrian traffic. • The paramedic unit(s) and/or fire vehicle(s) should be positioned as close to the disaster as safety permits and the IC/UC directs. The treatment area will become the focal point for ambulance loading and transport. • A staging manager will stage ambulances as necessary and appropriate. The staging manager will direct ambulances to the transport area for patient loading. • To operate effectively, the triage area must have as a minimum: o A triage group leader; to determine patient priorities. o A transportation group leader; to make hospital assignments to departing ambulances and to maintain current status information on all ambulances. Weber Morgan Health Department Responsibilities • Health Department Representative to respond to the Ogden City EOC. • Report to the EOC upon activation and act as the Public Health representative within the Operations Section of the EOC. • Provide personnel to assist in the protection of public health. • Work with the JIC to release information to the news media on health and medical issues. Provide public health, disease, and injury prevention information to the general public who are located in or near areas affected. • Coordinate with neighboring communities, county, state and federal agencies for assistance as needed. • Coordinate the location, procurement, screening and allocation of health and medical supplies and resources, including human resources required to support health and medical operations. • In a major public health or medical emergency, coordinate a registry of potentially exposed individuals, perform dose reconstruction, and conduct long- term monitoring of the population for potential long-term health effects. ---PAGE BREAK--- Division of Family and Community Health Services • Maintain information on current status of medical facilities and resources within the city. • Coordinate with outside agencies arriving to assist in the incident, as well as volunteers, to ensure proof of licensure is made on all volunteers rendering medical aid. All medical/public health volunteers are to be registered with Weber County Medical Reserve Corps (MRC). Out of state volunteers would be requested/organized through the MRC. • Assist in tracking patients to include number of dead, ill, injured and missing. (Coordinate with Northern Utah Health Care Coalition.) • Assist in the coordination of transportation of patients to treatment facilities. Work with medical providers to identify capacity at each treatment facility and advise EMS accordingly. Distribute patients to hospitals inside and outside of the City based upon severity and types of injuries, time and mode of transportation, capacity to treat and bed capacity. Take into account specialist’s available and special designations such as trauma center and burn centers. (Coordinate with Northern Utah Health Care Coalition.) • Coordinate with the American Red Cross to respond to inquiries from family members concerned about loved ones. • Coordinate registration of vital statistics (births, deaths, fetal deaths) with Health Administration. • Control spread of communicable disease through immunization, medications and public awareness/education efforts. • Conduct epidemiological investigations when appropriate. • Assist in identifying laboratory services available for identification and testing. Division of Environmental Health Services • Institute vector control to prevent spread of disease. • Inspect all foods, water, drugs and other consumables exposed to the hazard and advise on actions to protect those resources. • Manage solid, liquid and hazardous waste disposal. • Monitor food handling and mass feeding operations. • Inspect damaged building for health hazards. • Coordinate with public works department to ensure availability of potable water, effective sewage system and sanitary garbage disposal. ---PAGE BREAK--- • Coordinate with Ogden City Animal Control for the disposal of dead animals. • Ensure the proper disposal of contaminated products and the decontamination of affected food facilities in order to protect public health. Medical Unit (Coordination – Logistics - Service Branch) The Medical Unit is responsible for the effective and efficient provision of medical services to incident personnel. The Medical Unit Leader will develop a medical plan that will, in turn, form part of the IAP. The medical plan should provide specific information on medical assistance capabilities at incident locations, potential hazardous areas or conditions, and off-incident medical assistance facilities and procedures for handling complex medical emergencies. The Medical Unit will also assist the compensation, including obtaining written authorizations, billing forms, witness statements, administrative medical documents, and reimbursement as required. The Medical Unit will ensure patient privacy to the fullest extent possible. Note that patient care and medical services for those who are not incident personnel are critical operational activities associated with a host of potential incident scenarios. As such, these activities are incorporated into the IAP as key considerations of the Planning and Operations Sections. These sections should be staffed accordingly with appropriately qualified Emergency Medical Services public health, medical personnel, technical experts, and other professional personnel, as required. Additional responsibilities include: • In conjunction with Health & Medical Group develop the incident Medical Plan for incident personnel. • In conjunction with the Health & Medical Group develop procedures for handling any major medical emergency involving incident personnel. • Provide continuity of medical care, including vaccinations, vector control, occupational health, prophylaxis, and mental health services for incident personnel. • Coordinate with EMS and ESF 1 (Transportation), if necessary, to provide transportation for injured incident personnel. • Ensure that incident personnel patients are tracked as they move from origin, to care facility, to final disposition. • Assist in processing all paperwork related to injuries or deaths of incident assigned personnel. ---PAGE BREAK--- • Coordinate personnel and mortuary affairs for incident personnel fatalities. Hospitals and Medical Treatment Facilities • Activate disaster plan(s). • Advise EOC of resources available (number/type of beds, equipment, staff available). • Provide medical guidance to EMS and EOC, as needed. • Coordinate with fire and health department on the need to isolate and decontaminate incoming patients. • Coordinate with EMS on the evacuation of patients, if necessary. • In coordination with IC, deploy medical personnel, supplies and equipment to disaster site(s), if needed and feasible. • Establish and staff reception center for relatives of disaster victims being treated at facility. • Coordinate with American Red Cross to respond to inquiries from family members concerned about loved ones. Weber County Mental Health • Activate disaster plan(s). • Ensure availability of appropriate mental health services during response and recovery. This may include crisis counseling, critical incident stress debriefings, referrals and education. • Coordinate with JIC to release mental health information to news media. • Work with American Red Cross to ensure availability of mental health services in shelters. • Coordinate with Weber Morgan Health Department, Ogden City Police and the State Medical Examiner’s Office to provide mental health services to next of kin. Ogden Police Department • Work with State Medical Examiner’s Office, Weber Morgan Health Department and the Federal DMORT team (if activated) to provide for the collection, identification and care of human remains. This includes determining the cause of death, inventorying and protecting deceased’s personal effects and locating and notifying the next of kin. ---PAGE BREAK--- • Establish a temporary morgue in coordination with the State Medical Examiner’s Office. • Provide security to protect aid stations and temporary morgues as needed. American Red Cross (ARC) • See ESF 06 Mass Care United Way • Assist in management of volunteers and donations through 211. • Coordinate placement of volunteers with EOC. Ogden City Animal Control • Coordinate with veterinarians and animal hospitals to arrange services for animals as needed. • Coordinate with Weber Morgan Health Department for the collection and disposal of dead animals. • Assist in the sheltering of companion animals. ---PAGE BREAK--- ESF 8 Appendix 1 Organization and Assignment of Responsibilities for EMS Response The medical resources of Ogden City Fire Department will be organized into three levels of response and control. First Level The first level of care is at the scene of the incident. The main objective is to stabilize the patient(s) and, if needed, prepare them for transportation to the proper treatment facility. At the scene of the emergency, the responsibility for patient care will progress in the following order: • The first arriving EMT, who is superseded by • The first arriving Paramedic, who is superseded by • An assigned or authorized Physician Second Level The second level of medical response is the personnel on duty at the medical treatment facility. Each facility will operate in accordance with the facility’s disaster plan. Transportation of victim(s) from the scene(s) will be coordinated between the IC/UC, the EOC and the treatment facility. If a facility is not functional, or becomes overwhelmed, the Health and Medical Coordinator within the operations section of the EOC is responsible for identifying alternate treatment facilities. The second level of medical response could also involve epidemiologic investigations conducted by the Davis County Health Department. These investigations would work to identify the cause of illness, the origin of an outbreak and any contact to the initial cases. Third Level During a third level of response, the Health and Medical Coordinator would be located in the Operations Section of the EOC. ---PAGE BREAK--- Coordination In order to achieve maximum utilization of all resources and so that one resource is not overtaxed while others are not utilized to their capacity, the Health and Medical Coordinator, located in the EOC will coordinate with all medical resources. This should be done through existing communications channels, if operational. Assistance may be required and requested from the Weber County Amateur Radio Emergency Services. Activation Upon activation of this plan, the Weber 911 Consolidated Dispatch Center will notify the Health and Medical Coordinator assigned to the Operations Section of the EOC to report to the EOC to take the following actions: • Activate communications with each medical facility. • Take roll call of all hospital emergency rooms. • Coordinate command of all medical resources. • Notify neighboring areas as to possible needs. • Periodically, request the following information from each hospital: o Number of casualties that can be handled in the categories of burns, fractures, severe head injury, severe back injury, lacerations, cardiac problems, and general. o Beds available _ ICU _ Cardiac _ OB _ Orthopedic _ General o Operating rooms available. o Availability of blood and blood type. o Availability of excess health personnel or need for more. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION # 9 Search and Rescue Operations ICS Function: Operations Primary: Ogden City Fire Department (Medical DC) Secondary: Ogden City Fire Department (Operations DC), Ogden City Emergency Management, Ogden Police Department (Uniform and Investigations, Weber County Dispatch, Management Services (Deputy Finance Manager, Risk Coordinator), Public Ways and Parks, Weber County Sheriff A. Introduction Purpose: To provide for the effective coordination and utilization of search and rescue resources to: i. Assist persons in distress resulting from the effects of an emergency or disaster. Scope: For purposes of the Ogden City Emergency Operations Plan and this ESF, Search and Rescue (SAR) operations will be categorized as either Structural or Non-Structural. Structural SAR operations include, but are not limited to, locating, extricating, and providing immediate medical assistance to victims trapped in collapsed structures. Non-Structural SAR operations include, but are not limited to, emergency incidents that involve locating and/or rescuing missing or injured persons in the outdoors, locating downed aircraft, providing extrication if necessary, treating victims upon their rescue, and recovering those individuals who may have been killed. Non-Structural SAR operations also include those ---PAGE BREAK--- incidents involving bodies of water within Ogden City, Weber County and Northern Utah Region 1. 1. Structural Search and Rescue a. The Ogden City Fire Department and various local jurisdictions have personnel trained in the following areas: 1) High Angle Rescue 2) Confined Space Rescue 3) Swift Water Rescue 4) Trench Rescue 5) Structural Collapse Rescue In addition, selected individuals from various County and local jurisdiction agencies and organizations have used these same skills to form a regional response team for structural collapse. (Northern Utah Region # 1) b. The Weber County Search & Rescue Task Force (USAR) is staffed by fire department and emergency services personnel from around Weber County who are experienced and trained in collapsed structure search and rescue operations including locating, extricating and providing immediate medical treatment of victims trapped in collapsed structures. Many of the task force members are members of local firefighting agencies and will be involved with agency specific responsibilities during emergencies, disasters or a catastrophic event. For this reason, it is anticipated that there will be an immediate need for out of state USAR resources. c. USAR Member: An agency affiliated (sworn, non-sworn, or reserve) or civilian member of an organized, trained, and equipped Search and Rescue Unit or Team. d. USAR Heavy Rescue Unit: A USAR unit organized, equipped, and trained to locate persons trapped in the rubble of structures of any size or construction. In addition to the equipment and skills necessary for light rescue, they must have ---PAGE BREAK--- the ability to determine heavy equipment requirements of a rescue situation and supervise the operation of such equipment. The unit must have a sound working knowledge of structural engineering or immediate access to a technical specialist with such knowledge. e. USAR Light Rescue Team: A USAR unit specially trained and equipped to locate and rescue persons trapped in the rubble of collapsed residential and light commercial structures. The unit uses special equipment such as optical fiber television and infrared detection devices, light hydraulic powered rescue tools, chain saws, metal saws, and tracking dogs. It may also be qualified in heavy rescue techniques. f. USAR Unit/Team: A public agency or non-agency affiliated civilian group organized, trained, and equipped to carry out search and rescue/ recovery missions. 2. Non-Structural Search and Rescue a. The Weber County USAR Task Force has lawful responsibility and authority to coordinate Non-Structural search and rescue operations within Weber County and Northern Utah Region 1. b. The Weber County USAR Task Force operations rely heavily on assistance from specially trained volunteers and other groups within the County. c. Non-Structural SAR operations will be categorized by the type of mission being conducted. 1) Land Based Missions classified as land based may include but are not limited to those involving:  Subjects who may be lost or stranded in the outdoors with a probable general location known. ---PAGE BREAK---  Overdue hikers, climbers, hunters, etc. with a probable general location known.  Children, elderly, or others persons with known infirmities, who may have wandered away from an area where they were last seen.  Injured persons who are not readily accessible by emergency medical service providers. 2) Dive Based Missions classified as “Dive Rescue” may include, but are not limited to those involving:  Suspected drowning victims.  Operations to prevent an immediate loss of life (sunken craft or vehicle in the water). d. Within existing capabilities, Weber County USAR Task Force Team members may be utilized to support Urban Search and Rescue operations. ii. Situation Overview : SITUATIONS AND ASSUMPTIONS iii. A substantial number of persons involved in an emergency, disaster, or major catastrophe may be affected by life-threatening situations requiring prompt rescue and medical care. Since the first 72 hours are crucial to lessening the mortality rate, SAR must begin immediately. In the event of an act of terrorism, SAR operations may need to be conducted in close coordination with law enforcement crime scene investigation procedures. iv. Depending upon disaster type and magnitude, structural and/or non-structural rapid deployment of SAR resources may be required to conduct life savings operations. SAR personnel will potentially have to deal with extensive damage to buildings, roadways, public works, communications, and utilities. Fires, explosions, flooding, ---PAGE BREAK--- and hazardous material releases may compound problems and may threaten survivors as well as rescue personnel. B. Assumptions The following assumptions have been made: 1. All available local SAR resources will be committed, and additional help will be needed from neighboring jurisdictions, Northern Utah Region #1 and the state. 2. Disasters may cause conditions that vary widely in scope, urgency and degree of devastation. a. Substantial numbers of persons could be in life-threatening situations requiring prompt rescue and medical care. b. Because the mortality rate will dramatically increase beyond 72 hours, search and rescue must begin immediately. c. Rescue personnel may encounter extensive damage to buildings, roadways, public works, communications and utilities. d. Fires, landslides, flooding and hazardous materials releases may compound problems. e. Weather conditions such as temperature extremes, snow, rain, and high winds may pose additional hazards for disaster victims and rescue personnel. f. In some circumstances, rescue personnel may be at risk from terrorism, civil disorder, or crime. 3. Local search and rescue efforts will be limited because of the number of calls for assistance. 4. Local residents, workers and volunteers will initiate activities to help SAR operations and require coordination and direction. 5. Access to damaged areas will be restricted. Some sites may only be accessible by air or on foot. 6. The effects of earthquakes, aftershocks, secondary and cascading ---PAGE BREAK--- events, and other disasters will threaten survivors and search and rescue personnel. 7. Coordinating and direction of local efforts, including volunteers, will be required. 8. Secondary events or disasters may threaten survivors as well as SAR personnel. v. Planning Assumptions vi. For purposes of the Ogden City Emergency Operations Plan and this ESF, Search and Rescue (SAR) operations will be categorized as either Structural or Non-Structural. Structural SAR operations include, but are not limited to, locating, extricating, and providing immediate medical assistance to victims trapped in collapsed structures. Non-Structural SAR operations include, but are not limited to, emergency incidents that involve locating and/or rescuing missing or injured persons in the outdoors, locating downed aircraft, providing extrication if necessary, treating victims upon their rescue, and recovering those individuals who may have been killed. Non-Structural SAR operations also include those incidents involving bodies of water within Weber County. 3. Structural Search and Rescue g. The Ogden City Fire Department and various local jurisdictions have personnel trained in the following areas: 1) High Angle Rescue 2) Confined Space Rescue 3) Swift Water Rescue 4) Trench Rescue 5) Structural Collapse Rescue ---PAGE BREAK--- In addition, selected individuals from various County and local jurisdiction agencies and organizations have used these same skills to form a regional USAR response team for structural collapse. (Northern Utah USAR Region # 1) h. The Weber County Search & Rescue Task Force (USAR) is staffed by fire department and emergency services personnel from around the state who are experienced and trained in collapsed structure search and rescue operations including locating, extricating and providing immediate medical treatment of victims trapped in collapsed structures. Many of the task force members are members of local firefighting agencies and will be involved with agency specific responsibilities during emergencies, disasters or a catastrophic event. For this reason, it is anticipated that there will be an immediate need for out of state USAR resources. i. USAR Member: An agency affiliated (sworn, non-sworn, or reserve) or civilian member of an organized, trained, and equipped Search and Rescue Unit or Team. j. USAR Heavy Rescue Unit: A USAR unit organized, equipped, and trained to locate persons trapped in the rubble of structures of any size or construction. In addition to the equipment and skills necessary for light rescue, they must have the ability to determine heavy equipment requirements of a rescue situation and supervise the operation of such equipment. The unit must have a sound working knowledge of structural engineering or immediate access to a technical specialist with such knowledge. k. USAR Light Rescue Team: A USAR unit specially trained and equipped to locate and rescue persons trapped in the rubble of collapsed residential and light commercial structures. The unit uses special equipment such as optical fiber television and infrared detection devices, light hydraulic powered rescue ---PAGE BREAK--- tools, chain saws, metal saws, and tracking dogs. It may also be qualified in heavy rescue techniques. l. USAR Unit/Team: A public agency or non-agency affiliated civilian group organized, trained, and equipped to carry out search and rescue/ recovery missions. 4. Non-Structural Search and Rescue e. The Northern Utah Search and Rescue Team (USAR) Task Force, has lawful responsibility and authority to coordinate Non-Structural search and rescue operations within Cache County. f. Northern Utah Search and Rescue Team (USAR) Task Force operations rely heavily on assistance from specially trained volunteers and other groups within the County. g. Non-Structural SAR operations will be categorized by the type of mission being conducted. 3) Land Based Missions classified as land based may include but are not limited to those involving:  Subjects who may be lost or stranded in the outdoors with a probable general location known.  Overdue hikers, climbers, hunters, etc. with a probable general location known.  Children, elderly, or others persons with known infirmities, who may have wandered away from an area where they were last seen.  Injured persons who are not readily accessible by emergency medical service providers. 4) Dive Based Missions classified as “Dive Rescue” may include, but are not limited to those involving: ---PAGE BREAK---  Suspected drowning victims.  Operations to prevent an immediate loss of life (sunken craft or vehicle in the water). h. Within existing capabilities, Northern Utah Search and Rescue Team (USAR) task force members may be utilized to support Urban Search and Rescue operations. IV. CONCEPT OF OPERATIONS A. General The Ogden City or Weber County EOC will coordinate SAR support to local operations utilizing County, local jurisdiction, Region state, and volunteer personnel and equipment. B. Organization The Primary Agencies for ESF will determine the support agencies required for the specific emergency or disaster. This determination will result in an organization designed to meet the demands of the event. C. Notification Upon notification of a potential or actual event requiring response, the County Office of Emergency Management will notify the appropriate ESF #9 primary agency. The appropriate ESF #9 primary agency, in coordination with the Ogden City or Weber County Office of Emergency Management, will determine which support agencies are to be notified, based on the demands or potential demands of the event. ESF #9 will alert SAR contacts throughout the County to ensure resources are available, that they can mobilize, and deploy to the affected area. D. The Northern Utah Urban Search and Rescue Task Force will be the primary responder tasked by DEM for structural SAR, if not already committed to a similar emergency. E. Other federal USAR teams may be requested through the State Emergency Operations Center. ---PAGE BREAK--- F. Each committed SAR unit will remain under the command and control of their own organization. Upon arrival at the disaster site, all units will report to the Incident Command Post or designated staging area. Ogden City or Weber County EOC will coordinate SAR support to local operations utilizing County, local jurisdiction, Region state, and volunteer personnel and equipment. IV. ROLES AND RESPONSIBILITIES A. Primary Agencies The Ogden City Fire Department will be the ESF #9 primary agency for Structural Search and Rescue Operations and Non-structural Search and Rescue Operations. ESF # 9 is responsible for the following: 1. Rapidly assess the situation and take appropriate actions to support search and rescue operations at the scene(s). 2. Assess the need to request specialized search and rescue resources from inside and outside the County. 3. Serve as the liaison with search and rescue resources from outside the County, including State and Federal agencies. 4. Work with ESF #3 (Public Works and Engineering) to ensure heavy equipment support for search and rescue operations. 5. Coordinate with ESF #8 (Health and Medical Services) to help ensure the coordination of emergency medical assistance and victim transport. 6. Coordinate with the on-site Incident Commander(s) to help ensure search and rescue personnel deployed to the disaster scene are appropriately trained and outfitted. B. Support Agencies 1. Ogden City Fire Department will: a. Provide medical personnel and support within existing capabilities. ---PAGE BREAK--- b. Transport the injured. 2. Weber Morgan Health Department will: a. Coordinate the efforts of public/private sector health care organizations; b. Coordinate activities of the National Disaster Medical System (NDMS) and the Disaster Medical Assistance Teams (DMAT) if requested and upon receipt of a Presidential Declaration; and Implement ESF #8 (Health and Medical Services) as directed. 3. Ogden City Police Department and Weber County Sheriff Office will: a. Assist local law enforcement in providing security; b. Assist with control of ingress and egress; and c. Implement ESF #13 (Law Enforcement Annex) as directed by the Director of DHLS. 4. Utah Department of Transportation will: a. Provide heavy equipment and operators; b. Implement ESF #1 (Transportation Annex) as directed by the Director of DHLS; and c. Provide barricades and other equipment to ensure the security of the disaster area. 5. Civil Air Patrol (CAP) will: a. Provide photo surveillance; and b. Provide air reconnaissance. c. Director of DHLS; and d. Provide barricades and other equipment to ensure the security of the disaster area. Organization and Assignment of Responsibilities ---PAGE BREAK--- Agency Responsibilities Ogden City Fire Department  Provide specialized manpower and technical equipment to support Structural and Non- Structural Search and Rescue Operations.  Provide technical search and reconnaissance/survey teams capable of finding, supporting and/or moving stranded personnel after a disaster to staging or triage elements with transportation capabilities. Ogden City Fire Department EMS  Provide specialized manpower and technical equipment to support Structural and Non- Structural Search and Rescue Operations.  Provide manpower to assist with triage, treatment, and transportation of the injured. Ogden City Police Department and Weber County Sheriff  Provide personnel and equipment to support Structural and Non-Structural Search and Rescue Operations.  Provide personnel to secure search and rescue areas of operation.  Provide Fixed-Wing and Rotary-Wing aircraft support. Utah Department of Transportation  Provide personnel and equipment to support Structural and Non-Structural Search and Rescue Operations. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 10 ESF #10 Hazardous Materials Response ICS Function: Operations Primary: Ogden City Fire Department Secondary: Deputy Finance Manager, Purchasing Coordinator, HR/Risk Coordinator, Public Ways and Parks, Ogden Police Department Investigations, WACDC, National Guard, Weber Morgan Health Department A. Introduction i. Purpose 1. The purpose of ESF #10 is to provide support to Ogden City in response to an actual or potential discharge and/or release of hazardous materials resulting from an emergency, disaster or major catastrophe. As an element of the Ogden City Emergency Operations Plan (EOP), ESF #10 may be activated under one of the following conditions. a. In response to those natural or other catastrophic disasters for which additional HAZMAT assistance is required to supplement existing County or surrounding local jurisdiction response efforts under the Automatic and Mutual Aid plans. b. In anticipation of a natural or other disaster that is expected to result in a “Declaration of a Local Emergency” and subsequent “Declaration of a State of Emergency” by the governor, opening the door for possible federal assistance under the Stafford Act. 2. To comply with concepts and principles of the National Incident Management System (NIMS), to comply with State of Utah hazardous materials emergency planning mandates, and to align processes with those identified in the National Response Framework (NRF) ESF #10, FEMA, and Environmental Protection Agency (EPA) policies and procedures. ii. Scope ESF #10 provides for a coordinated, effective, and efficient response to discharges and releases of hazardous materials by placing human, financial, and material resources into action in the impacted area. ESF #10 establishes lead coordination roles, division, and specification of responsibilities of Ogden City ---PAGE BREAK--- and surrounding local jurisdiction, state, federal, volunteer, and private resources involved in HAZMAT emergency operations. iii. Situation Overview An emergency, disaster or major catastrophe may result in numerous situations in which hazardous materials are released into the environment. Fixed facilities chemical plants, tank farms, laboratories, operating hazardous waste sites) which produce, generate, use, store, or dispose of hazardous materials could be so severely damaged that existing apparatus and containment measures would be over run or not be effective. Hazardous materials that are transported may be involved in rail accidents, highway collisions, or possibly air transport mishaps. Abandoned hazardous waste sites could be damaged, causing further degradation of holding ponds, tanks, and drums. The damage to or rupture of pipelines transporting materials that are hazardous if improperly released will present serious problems. A large-scale disaster may: 1. Result in extra-ordinary demands on the fire department 2. Overwhelm capabilities within Ogden City 3. Result in destruction to response equipment 4. Require mutual aid from outside of the City 5. Disrupt the continuity of daily operations iv. Planning Assumptions The following planning assumptions have been made: 1. Chemicals and hazardous materials are widely used and transported in our community. 2. Areas most at risk for a hazardous materials incident are facilities that utilize hazardous materials and areas that lie along highways, rail lines, airports and pipelines that may be used in the transportation of these materials. 3. Hazardous materials can pose a serious threat to both responding personnel and the public. It is necessary to provide for the maximum protection of all individuals involved. Protective measures can include donning of protective clothing and equipment and evacuation and/or shelter in place until the hazard has subsided. 4. Additional factors that can influence a hazardous materials incident include weather, outside environment and reactions with other chemicals. 5. Many unknowns can be present during hazardous materials incidents. 6. Emergency response in the first 24 hours will be almost exclusively dependent upon local resources. ---PAGE BREAK--- 7. The disaster will disrupt the continuity of normal operations in areas surrounding the incident. 8. Safe operations will be a priority at all times. All responding personnel will ensure safety of themselves and that of the citizens. B. Concept of Operations The Incident Commander will manage the incident using the National Incident Management System (NIMS), establishing a unified command with other local response agencies to control all phases and actions of operations. If an incident becomes a level 2 EOC emergency or higher, the Emergency Manager can be notified to determine activation of the necessary support functions to help manage the event. This can either be on scene, remote, or within the Emergency Operations Center (EOC). Normal communication networks will be used by each agency to direct resources under their control. Formal requests should come through the Incident Command and will, if appropriate, be routed through the EOC for assistance. This section defines the responsibilities of all organizations involved in effectively resolving a hazardous materials incident. The following organizations will respond immediately: 1. Fire Department 2. Law Enforcement It is expected that the Fire Department and/or Law Enforcement agencies will be the first to receive notification of a potential hazardous materials incident. The first agency to reach the scene will attempt to confirm, by all possible safe procedures, if the incident involves hazardous materials. The incident may be confirmed as a hazardous materials incident if the involved carrier is displaying DOT placards or the cargo is carrying DOT labels. Confirmation will also be accomplished through observation of information obtained from the bill of lading and operators at the scene. After confirmation, the responding agent will immediately notify the dispatch center, which will in turn notify the appropriate agencies. Each agency will then initiate its response plan and/or standard operating procedures. When a hazardous materials incident is confirmed, the main objectives of the response effort will be to: 1. Protect agency personnel; 2. Rescue injured persons; 3. Prevent the spread of contamination or damage to the area from BLEVES, explosions, spilling of toxic agents; and 4. Return the community to normal status. ---PAGE BREAK--- The above objectives will be accomplished in three phases. These phases are: 1. Containment/Identification Phase a. Containment: Law enforcement agencies will be responsible for establishing a perimeter to control the entry of persons around to the incident scene in coordination with Incident Command. All traffic inside this area will be restricted, and the area will be prepared for evacuation or sheltering-in-place as warranted. An access-egress point will be established upwind from the point of incident. All personnel and equipment entering the control area will enter and exit through this point. All equipment and personnel who have entered the control area will be held at this point until it has been established that they have not been contaminated. All personnel responding to the incident will report to Incident Command or staging for assignments. b. Sheltering-in- place: If the hazard is a threat to the community, sheltering-in place may be one option to protect citizens. Consideration should be given to the ability to control/contain the hazard, dissipation time, time of hazard arrival to the public, probability of effective evacuation vs. sheltering-in-place, weather patterns and the expected duration of the hazard. c. Evacuate Danger Area: If the situation should require complete evacuation of the control area, the Incident Commander or an emergency manager will establish an evacuation-receiving center. The nearest available school or church auditorium could be used for this purpose. All evacuees will be instructed to report to this center. The Red Cross will provide for evacuees who do not have alternate housing. Emergency Services (Fire, Law Enforcement, and Red Cross) will maintain a roster of the location of all evacuees. Law enforcement and fire agencies will be responsible for evacuation of and security for the evacuated area. d. Contain Hazard: During the hazardous materials incident, the most important action will be to contain the hazard and prevent the incident from escalating. This responsibility will rest with the Fire Department, under the direction of the Incident Command, and may be assisted by private hazardous materials contractors. The safety of public safety personnel will be paramount. If there is the threat of BLEVE or explosion, an appropriate distance will be maintained and an evacuation circle established inside the control area, depending on the seriousness of the incident. All personnel will be evacuated beyond this point. Public safety personnel will enter only to save life. e. Identify Hazardous Materials: Response actions depend upon the correct and timely identification of the hazardous material(s) so that decontamination procedures can be formulated. 2. Stabilization Phase a. During this phase, the harmful effects of the hazardous materials may be ---PAGE BREAK--- mitigated by reasonable, controlled methods. This can be accomplished by chemical detoxification, letting the material burn out or other controllable means. 3. Decontamination Phase a. Removal of Hazardous Residue: The Weber Morgan Health Department, Division of Environmental Health Services, will supervise any clean up actions. b. Decontaminate Personnel and Equipment: The Weber Morgan Health Department, Division of Environmental Health Services, will assist the incident commanders in determining that all personnel and equipment are free of any hazardous materials residue before being released back into service. c. Return Evacuees to Area: Once the Weber Morgan Health Department, Division of Environmental Health Services, or assigned personnel has inspected the evacuated area and determined that it is safe, Law Enforcement agencies will coordinate the return of the evacuees. d. Reports and Logs: Copies of all documentation should be submitted to the Ogden City Fire Department. In the event the Ogden City EOC is activated, documentation should also be submitted to the Documentation Unit within the Planning Section at the EOC. C. Organization and Assignment of Responsibilities Fire Department 1. Ensure response personnel don appropriate personal protective equipment; 2. Establish a Unified Incident Command with local law enforcement upon arrival; 3. Coordinate with appropriate agencies (Weber Morgan Health Department, EOC) and advise on measures (evacuation, shelter in place, etc.) to protect the general public; 4. Decontaminate victims exposed to hazardous materials, if needed; 5. Control and contain hazardous materials; 6. Identify hazardous materials; 7. Coordinate identification of unknowns with Weber Morgan Health Department, as needed; 8. Formulate and execute control and/or neutralization procedures; 9. Coordinate with the Weber Morgan Health Department, Division of Environmental Health Services, in overseeing the clean-up of contaminated areas to ensure that clean-up meets standards. Law Enforcement 1. Ensure response personnel don appropriate personal protective equipment; 2. Establish a Unified Incident Command with the responding fire agency upon arrival; 3. Establish a safe perimeter around the incident; 4. Assist with sheltering-in-place or evacuation procedures; 5. Provide security; 6. Collect evidence if the incident warrants. ---PAGE BREAK--- Weber County Health Department- Environmental Health 1. Assist in identification of hazardous materials; 2. Provide assistance in determining appropriate response actions to protect public health; 3. Assist in the development of a control and containment plan, to include monitoring of water and air quality; 4. Approve and oversee remediation. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 11 Community Resources ICS Function: Operations Primary: Ogden City Police Department Secondary: Weber County Animal Response Team (C.A.R.T.) Weber County Emergency Services Introduction The Ogden City Police Department Animal Services Bureau is the primary stakeholder along with Weber County Animal Shelter in animal treatment, and sheltering of pets, commercial animals and livestock in Ogden City. Weber County Animal Response Team, known as C.A.R.T. is comprised of public and private stakeholders and is the primary stakeholder for emergency response in Weber County. Ogden City Animal Services is an auxiliary bureau of the Ogden City Police Department which contracts shelter services with Weber County Animal Shelter. It is the intent that Ogden City Animal Services, Weber County Animal Shelter and C.A.R.T. work closely together to help further the role and mission of emergency animal rescue services in Ogden City. Mission It is the mission of the Ogden City Police Department to provide emergency response to the residents of Ogden City during an emergency that creates pet and animal related concerns. As stated above, Ogden City Animal Services in partnership with Weber County Animal Services and C.A.R.T. will jointly work to manage animal issues caused by an emergency or natural disaster. Objective To fulfill its mission, the team will provide support to on-scene incident command systems (ICS) and Emergency Management authorities by: 1) Providing capabilities for the capture, containment, and transportation of loose small animals/household pets. 2) Providing rescue capabilities for trapped/drowned large and small animals. 3) Providing Medical/Veterinary support for injured animals. 4) Proving both mobile and static animal shelters/pens and resources. 5) Providing support for the humane destruction, removal, and disposal of dead or dying animals. Overview ---PAGE BREAK--- Ogden City Police Department Animal Services Bureau in cooperation with Weber County Animal Shelter and (C.A.R.T.) in Ogden City, Weber County provides emergency animal care capabilities during emergency or unusual situations. The services that C.A.R.T. can provide are numerable due to the capabilities for animal care that they bring to the incident and are a valued member of the Ogden Animal Services public safety team in Weber County. This plan recognizes Weber County C.A.R.T as an auxiliary team for all manner of incidents and support for special events. Team members fulfill vital services for the entire community during a county-wide disaster. These functions would be in addition to (and be enhanced by) the capabilities that are inherent in Ogden Animal Service’s mission. These functions may include: 1. Emergency Transportation 2. Emergency food 3. Accessing established database systems to identify animal ownership 4. Medical monitoring/support of sheltered animal to prevent outbreaks 5. Public education/information for animal owners in animal disaster preparedness and team functions. Ogden City Police Department Animal Services Bureau will work with C.A.R.T to outline team membership, leadership, activation communication protocols, as well as deployment roles and responsibilities, position checklist and forms. This plan is NIMS complaint and utilizes the Incident Command System for on-scene protocols, and supports local jurisdictional EOC’s whether they use ICS or Emergency Support Functions (ESFs) for operational protocols. Team Structure and Membership The overall responsibility of animal response in Ogden City is the purview of the Ogden Animal Services, however there are many functions of animal rescue that are greatly enhanced with the use of individuals with specialized skills and equipment augmenting local animal control units. The use of C.A.R.T resources will be determined by need and the ability of Ogden Animal Services to meet the communities need during an emergency response. At an incident site or deployment, team members and volunteers are under the direction of Ogden Animal Services through the delegation of authority of the Incident Commander. They provide situation status/assessment, reporting, support, and tactical operations as they relate to the functions of animal rescue. Finances The team leader of Ogden Animal Services is responsible to track costs directly related to any emergency response and will work closely with Ogden City Finance and Ogden City Purchasing to ensure that appropriate accounting of expenditures is tracked and recorded. Activation ---PAGE BREAK--- The emergency response of Ogden City Animal Services will be activated by a request from the IC of an actual disaster or emergency. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 12 Energy ICS Function: Operations Primary: Building Services Secondary: Rocky Mountain Power Questar Gas Fuel Suppliers- Gasoline, Diesel, Propane A. Introduction i. Purpose The purpose of the Emergency Support Function (ESF) 12 is to support continued delivery of electric power, natural gas, and petroleum based fuels necessary for the life, health, safety, and economic welfare of Ogden City, during and after impacts from an emergency. ii. Scope The types of public and private utilities addressed in the ESF are electric, natural gas, and fuel pipelines. Most energy is delivered by the private sector. The primary electric utility in Ogden City is Rocky Mountain Power. Rocky Mountain Power has expressed to Ogden City that it continues to development and implement measures allowing them to provide power even under the most extreme conditions. Increasingly, private citizens, hospitals, nursing homes, detention facilities, 911 Centers, and other important public facilities are acquiring backup generation capabilities. Some citizens are acquiring solar panels, small wind generators, and gas or diesel powered generators to supply primary or alternate power needs. Natural gas is provided by Questar Gas and has historically been very dependable, while the actual damage to the system is somewhat unknown in a large seismic event, ---PAGE BREAK--- Questar continues to upgrade the system and implement policies to address such an occurrence. Liquid fuel (jet fuel, gasoline, diesel, and biodiesel, etc) is supplied by numerous providers. While fuel providers supplying fuel for City operations are under contract it is unknown who and how many private operations rely solely on liquid fuels for operation. iii. Situation Overview A significant emergency or disaster may severely damage and limit access to the energy distribution infrastructure. Emergencies that may require assistance include: pipeline rupture and refinery damages, windstorms, ice and snow storms, damaging earthquakes, terrorism and sabotage, or cyber attacks. Many emergencies occur without warning. iv. Planning Assumptions Ogden City’s support of the response to the emergency, disaster, or incident may be severely impacted. No guarantee of a perfect response system is expressed or implied by the Ogden City Emergency Operations Plan or this ESF. The Emergency Operations Center (EOC) may be staffed to coordinate the response to an emergency. This may include the need for a representative of ESF 12 and a power taskforce to restore power to the affected areas of the City. Normal communications for the direction of the repair efforts may be difficult for several days. Supplies, parts, and personnel needed to repair the power infrastructure may not be immediately available. There may be delays in all normal power services when roads are blocked and unsafe conditions impact repair personnel. Loss of power may result in impacts to heating or cooling, light, security system, functioning water and sewer systems, financial system and telecommunications system failures, transportation, and industrial operations. Interruption of fuel suppliers may hamper operations of local commercial aviation and public transportation. Ogden City may proclaim a state of emergency for the City and expend available resources including mutual aid and private sector procurement. ---PAGE BREAK--- Delivery of needed fuel or generator capability may not be immediately available. B. Concept of Operations The Building Services Manager has been assigned as the Energy Liaison to work closely with local, state, federal and private utility companies to assess natural gas and electric power status, supply and demand, establish priorities to repair damaged facilities, coordinate providing temporary/interim sources of natural gas and electricity, and assist in identifying requirements for restoration. To the extent possible during a disaster, electricity, natural gas and gasoline/diesel fuel distribution systems should continue to provide services through their normal means, the Energy Liaison will work with the Energy Utility providers to compile damage assessment reports. Utility companies may send a representative to the City EOC to facilitate coordination and communications between the EOC and field crews repairing damaged utilities. Utility companies are requested to provide their own communications equipment. The Energy Liaison should also work closely with gasoline/diesel fuel providers to maintain adequate fuel supplies, and if necessary assist in coordinating temporary, alternate, or interim sources of gasoline/diesel fuel when needed. C. Organization and Assignment of Responsibilities Emergency Services Manager 1. Identify the need for coordination of energy response and restoration 2. Provide a working area in the EOC when it has been staffed 3. Establish a Call Out procedure for the ESF 12 Energy Liaison Energy Liaison 1. Prior to an emergency, establish contacts and pre-plans with gas and electric utility companies, and with gasoline/diesel fuel providers. 2. Determine the electric and natural gas status of the affected areas. 3. Using the information available, determine the possible energy needs for response. 4. Receive and assess requests for energy assistance from affected areas of City. 5. Provide accurate assessments of energy supplies, demands, and requirements for repair and restorations of energy systems to the EOC. 6. As appropriate, assist in assessing priorities for energy restoration. 7. Coordinate restoration work with energy providers. 8. Keep accurate records of all activities and expenses relating to this ESF. 9. Develop inventory lists of private organizations that have power generating ability. ---PAGE BREAK--- 10. Develop inventory lists of private organizations that have fuel storage areas. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 13 Law Enforcement ICS Function: Operations Primary: Ogden Police Secondary: Weber County Emergency Services, Weber Morgan Chief’s and Sheriff’s Consortium Utah Highway Patrol (UHP) Hill AFB Personnel (EOD) A. Purpose 1. To provide guidelines for maintaining civil order and security under emergency or disaster conditions. 2. To provide for the effective coordination of law enforcement operations within Ogden City in the event of an emergency or disaster. 3. Use of local law enforcement communication resources to support emergency operations. 4. To conduct a needs/damage assessment of the disaster or emergency area(s). B. Scope ESF #13 will coordinate the provision of supplemental resources when local municipal law enforcement resources are overwhelmed or are inadequate, or in pre-incident or post-incident situations that require protective solutions or capabilities unique to Ogden City. C. Situation Overview Emergencies or disasters may result in widespread damage to or total loss of existing civil infrastructure capabilities. Along with a significant loss of dwellings, other structures, widespread displacement of people and other possible hazards will require law enforcement to provide traffic control, access control, and security, especially at mass care facilities. In order to fully determine the impact of a disaster on the population and provide an immediate and effective response, an impact or needs assessment will be conducted at the earliest possible time following an emergency or disaster. ---PAGE BREAK--- Law enforcement personnel will be a part of the needs assessment process. The needs assessment should consider the following: a. Evacuations may involve large numbers of people, some of whom will travel in private vehicles to reception centers while others will travel in public vehicles. Additional traffic control will be necessary to ensure orderly flow of traffic, coordination of parking at reception and registration centers, and direction to shelter facilities. b. The concentration of large numbers of people in shelter facilities will necessitate additional police patrols to preserve law and order. c. Additional law enforcement surveillance may be needed in the evacuated area(s) to prevent looting. d. Law enforcement may be needed for access control of large areas that have been evacuated and still pose a threat to the public. e. Bombings, bomb threats, arson, terrorist activities, and civil disturbance incidents may require State and Federal law enforcement resources to counter these activities and to help restore normal activities within the City. This will require coordination at the City level and a determination of needed law enforcement resources by type, quantity, location and availability. f. A need exists to maintain readiness or respond to and manage any crisis or incident that causes or could cause injury or harm to people, damage to or loss of property, or degrades or threatens the National Security Emergency Preparedness posture of the United States. An emergency or disaster will require an immediate and continuous demand for law enforcement and security. Loss of electricity will compound traffic control problems. General law enforcement problems are compounded by disaster related community disruption, restriction of movement, and impacted communications and facilities. The capabilities of local law enforcement agencies will be quickly exceeded. Supplemental assistance shall be requested through local and state emergency D. Concept of Operations 1. The Police will function as the law enforcement coordinator for emergencies, disasters, and catastrophic events. 2. Municipal police departments/constables will retain all authority for activities within their jurisdictions in accordance with municipal emergency operations plans. ---PAGE BREAK--- 3. A law enforcement-oriented emergency, disaster, or catastrophic event is any large scale emergency situation where the maintenance of law and order is the primary focal point, i.e., hostage or terrorist activity, riot and civil disturbance as declared by the chief officer of the responsible law enforcement agency/department. 4. The fundamentals of the incident command system (ICS) will guide law enforcement roles at an incident scene that is not primarily law enforcement-oriented. E. Organization and Assignment of Responsibilities Chief of Police 1. Functions as a permanent member of the EOC Policy Section and is responsible for the following: a. Control traffic during and after emergencies and disaster. b. Maintain order in and around emergency or disaster scene(s); safeguard property in and around scene(s). Investigate all crimes committed. c. Provide a representative to the County EOC as requested. Provide security for the EOC if necessary. d. Recommend the evacuation of endangered population. e. Work in coordination with ESF 14 Public Information to inform the public of evacuation orders including, but not limited to: door-to-door notification of persons in affected area, warning the public through the use of mobile public address systems, emergency notification system (ENS) and activating the Emergency Alert System (EAS). Provide security to evacuated property, if resources are available. f. Work with the office of the medical examiner to conduct investigations, identification, recovery and management of all deceased persons. g. Maintain necessary mutual aid agreements with other jurisdictions for law enforcement services. h. Provide incident documentation, reports, and financial information. State of Utah 1. The Division of Emergency Management Department of Public Safety Division of ---PAGE BREAK--- Emergency Services (DEM) serves as the focal point for all state level emergency support and operates the State EOC. Utah Highway Patrol (UHP) 1. Assists the Ogden Chief of Police in law enforcement operations by coordinating and maintaining liaison with the appropriate state departments and providing warning and communications support. Surrounding Law Enforcement Agencies 1. Support recovery operations as defined in agency Emergency Operation Procedures (EOPs) and Standard Operating Procedures (SOPs) or as requested by Ogden City EOC, to include: a. Maintain post emergency or disaster security patrols. b. Control re-entry. c. Assist in damage assessment activities. ---PAGE BREAK--- OGDEN CITY EMERGENCY OPERATIONS PLAN EMERGENCY SUPPORT FUNCTION 14 Long-Term Community Recovery Annex ICS Function: Operations Primary: Business Development, Community Development, and Building Services Secondary: Planning, Finance, Risk, Fleet and Facilities, Public Services, and Legal A. Introduction i. Purpose. The purpose of this function is to provide a mechanism for coordinating long-term City support post-disaster, enabling the community to recover from the long-term consequences of extraordinary disasters. Emergency Support Function 14 accomplishes this by identifying and facilitating availability and use of sources of recovery funding, and providing technical assistance (such as impact analyses) for community recovery and recovery planning support. ii. Scope. This function may be activated for incidents that require a coordination of incoming resources from Federal or State sources. The goal is to address long- term impacts impacts on housing, government operations, agriculture, businesses, employment, community, infrastructure, the environment, human health, and social services) with the goal of sustainable recovery. The scope and level of this support function should vary depending on the magnitude and type of incident. iii. Situation Overview. The City of Ogden is subject to a variety of risks and hazards, and the potential for a major disaster is ever present. In preparing for such a disaster, the City of Ogden anticipates that the situation could be described as follows:  The City’s available housing, utility services, or infrastructure may be damaged to the point of being unavailable for use by the public at large.  Government operations police, fire, or social services) may be severely limited, to the point of being unreliable.  Private businesses may be unable to function, thereby limiting the public’s opportunities to obtain employment. ---PAGE BREAK---  Environmental impacts could threaten human health on a large scale. iv. Planning Assumptions. The City of Ogden, in planning for a potential disaster, has made certain assumptions. These may include:  Resources, primarily financial in nature, will become readily available from State and Federal agencies, as well as from private organizations, eager to help the community recover.  These resources will be sufficient and/or appropriate for sustaining the City’s long-term recovery and growth.  These resources will have to be directed to the appropriate government agencies, non-government organizations, or individuals.  The various government agencies, non-government organizations, and individuals who could benefit from these resources may not be aware of these potential resources.  Such agencies, organizations, or individuals may need help in applying for resources, or in otherwise proving that their need for such resources is legitimate. B. Concept of Operations. The goal of maintaining long-term, sustainable recovery should remain a priority during the process of a community’s recovery from a natural disaster or similar incident. Keeping this goal in mind, operations within this function will both identify issues which arise from the incident which may prevent or hinder long-term recovery efforts, help the community obtain available resources from Federal or State agencies, ensure those resources are applied towards the resolution of those issues, maintain communication and enable coordination among and between those City Divisions, local agencies, and State and Federal Agencies. C. Organization and Assignment of Responsibilities. i. Preincident Planning and Coordination. City divisions responsible for this function will meet regularly, and will include State or Federal officials when available, to ensure procedures and program/contact information is up to date, to discuss lessons identified from incidents and exercises, and to explore ways to use potential resources appropriately.  Procedures will be developed and practiced which will allow post- incident assessments, plans, and activities to be scaled to disasters of various types and magnitudes.  Prior implementations of Emergency Support Function 14 in other jurisdictions or in the City of Ogden will be evaluated and studied.  The development of long-term recovery strategies and plans, in coordination with other relevant City, State, or Federal agencies, will be a primary focus. Such agencies may have independent authorities and ---PAGE BREAK--- responsibilities for addressing key issues which commonly arise after catastrophic incidents, e.g.:  Accessibility of housing,  Large displacements of individuals, including those with special needs,  Contaminated debris management,  Decontamination and environmental restoration,  Restoration of public facilities and infrastructure,  Restoration of the agricultural sector.  Plans, procedures, and guidance will be developed, with the goal of delineating each city Division’s responsibilities and anticipated participation in recovery efforts. ii. Immediately Prior to Incident (when notice is available, e.g. severe storm, flood). Whenever possible, City Divisions responsible for this function will:  Identify projects that can be implemented quickly, especially those relating to critical facilities.  Collaborate with State and Federal authorities, as well as any other appropriate City division with an Emergency Support Function, to facilitate long-term recovery. iii. Postevent Planning and Operations. Following the incident, City Divisions responsible for this function will:  Gather information from other City Divisions, local agencies, and Federal and State agencies, to assess the impacts of the incident and the community’s needs.  Coordinate with such Divisions and agencies in developing an incident- specific action plan delineating specific agency participation that will support specific recovery efforts, and to avoid duplication of assistance to recipients.  Facilitate the sharing of information among the various City Divisions and agencies.  Coordinate early resolution of issues and timely delivery of Federal or State assistance.  Help local Agencies and City Divisions, which may be engaged in different Emergency Support Functions, identify appropriate State or Federal programs which will support long-term recovery plans.  This process should identify programs, waivers, funding levels, requests for additional authorities, and possible new legislation needed to address identified program gaps. ---PAGE BREAK---  Coordinate with ESF #6 – Mass Care, Emergency Assistance, Housing, and Human Services; and with ESF #8 – Public Health and Medical Services; to identify long-term recovery needs of special needs populations and incorporate these into recovery strategies.  Coordinate with ESF #3 – Public Works and Engineering, and with ESF #10 – Oil and Hazardous Materials Response, to identify long- term environmental restoration issues.  Coordinate with animal welfare and agricultural stakeholders and service providers in long-term community recovery efforts.  Provide technical assistance, such as impact analyses, economic revitalization plans, and recovery planning support.  Coordinate the implementation of any recommended long-term community recovery plans with appropriate Federal and State agencies. Recommendations may require:  Program waivers,  Supplemental funding requests,  Legislative initiatives,  Etc. Such long-term recovery plans should reference any all-ready existing Comprehensive Economic Development Strategies or long-term plans. See “Section D” for a non-exhaustive list of such plans and strategies.  Facilitate decision-making in the recovery process across all Emergency Support Functions.  Increase awareness of communities’ existing development and hazard mitigation plans. D. References. i. The Comprehensive Economic Development Strategy of the Wasatch Front Economic Development District, which is located at:  http://wfrc.org/new_wfrc/programs/WFEDD/2013- 2018%20Comprehensive%20Economic%20Development%20Strategy%20 Nov'15%20Project%20Update.pdf  Or generally, at www.wfrc.com ii. The Comprehensive Economic Development Strategy of Ogden City, which is located at:  http://www.ogdencity.com/en/community/community_dev/HUD_consol idated_plan.aspx  Or generally, at http://www.ogdencity.com/en/community.aspx iii. The Ogden City Planning Department general plan, available at:  Ogden City Municipal Building Planning Department 2549 Washington Blvd. Ogden, Utah 84401 ---PAGE BREAK--- iv. Ogden City Consolidated Plan for the use of Federal Community Development Funds, the Quality Neighborhoods Strategy, available at:  Ogden City Municipal Building Community Development Division 2549 Washington Blvd., Suite 120 Ogden, Utah 84401 ---PAGE BREAK--- Page 1 of 3 Revised: 24 June 2015 OGDEN CITY EMERGENCY OPERATIONS PLAN ESF# 15 Public Information ICS Function: Command Primary: Police Department’s PIO and/or On-Duty Lieutenant Fire Department’s PIO and/or On-Duty City Administration’s PIO (Marketing & Communication personnel) Secondary: IT Operations Supervisor GIS Weber-Morgan Health Department INTRODUCTION Purpose  The purpose of the Public Information component within the Incident Command structure is to ensure effective emergency public information is collected, monitored, managed, and disseminated in a useful, timely, and accurate manner to support the City’s response and recovery to an emergency or disaster and to protect and uphold the brand and image of Ogden. Scope  The Public Information ESF applies in times of emergency, disaster, catastrophe (natural or manmade), and large scale events (planned or unplanned) providing a coordinated approach for collecting, analyzing, and disseminating information to keep the public, elected officials, VIPs, private sector agencies and the media informed on appropriate actions to take for each stage in the timeline of the event. This ESF may also be activated to augment other local government or agencies in the form of a Joint Information System (JIS). Situation Overview  A disaster, emergency, or event may be of such magnitude that the means of dispersing public information within the area could be severely hindered or cease to function. Outside the immediate area demand for information concerning the emergency will be overwhelming.  Major emergencies or events create significant media interest that will bring out-of-state reporters, photographers, and camera crews to an incident. This will create a heavy demand on the City structure requiring augmentation. External sources will be interested in major operations, devastation, high impact, and human interest incidents.  Special needs groups may not receive, understand, or be able to act upon emergency public information messages. ---PAGE BREAK--- Page 2 of 3 Revised: 24 June 2015  In the aftermath of a disaster, information is often erroneous, vague, difficult to confirm, and contradictory.  There will be significant demand to know what volunteer resources are needed. Planning Assumptions  Effective measures can be taken to enhance survival and minimize hardship during an emergency by providing emergency information to the public before an event. A public affairs program combining both public education and community information will help to significantly reduce disaster-related casualties, property damage, and economic loss.  When an emergency or disaster strikes, the JIS may not always be able to react in time to inform the public about the hazard and appropriate safety precautions. The State of Utah PIO Association may be able to provide supplemental support staff for public affairs activities.  The principal means by which emergency public information will be disseminated will include traditional news releases to the media for newspaper, television, and radio broadcast, active and continually updated City- managed social media pages, press conferences, the City’s website, Channel 17 cable outlet, the Emergency Alert System, and other means of communication. A back-up means for public information may include a public address vehicle, door-to-door contacting, posting flyers and notices on billboards, and other communications tools as appropriate for the situation. CONCEPT OF OPERATIONS  The Ogden City Public Information Officer coordinates the provision of appropriate emergency public information to ensure public safety and protection, and to provide useful and accurate information concerning the emergency to the public, including the media.  Efforts will be made to report positive and accurate information regarding the emergency response to assure the public that the situation is being dealt with efficiently and effectively utilizing appropriate resources.  Establish and maintain contact with the media before, during, and after termination of the event.  A Joint Information Center (JIC) may be established upon the recommendation of the Incident Commander to coordinate multi-agency news releases and to disseminate public information. In some instances, it may become necessary for the Mayor or other designated public official to request activation of the Emergency Alert System to provide information directly to the public. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES Public Information Officer  Pre-establish a JIS to the extent possible to provide an organized, integrated, and coordinated mechanism to ensure the delivery of understandable, timely, accurate, and consistent information to the public.  Maintain an effective JIS during and following times of crisis or during events.  Pre-plan and pre-coordinate with local news media to establish a relationship and ensure assistance in disseminating emergency information. Maintain current and accurate media distribution lists.  Pre-identify and train additional staff to support the public information function.  During an incident, represent and advise Incident Command of all public information matters relating to the event.  Develop accurate and complete information on the incident’s cause, size, and current situation status including resources committed, number of persons involved, and other matters of general interest. Upon approval from Incident Command, prepare information for dissemination. ---PAGE BREAK--- Page 3 of 3 Revised: 24 June 2015  Provide facilities where media can be briefed. Whenever possible those facilities should provide telecommunications capabilities for media use.  Coordinate public information at or near the incident site and provide an on-scene link to the JIS. In a large- scale operation, coordinate with the on-scene or field PIO to function as a link to the JIC.  Conduct news briefings on a regular basis or as events dictate.  Monitor, handle, and respond appropriately to media, public inquiries, rumors, social media chatter, warnings and other public information as it relates to the incident.  Establish or assist in the establishment of a JIC to coordinate emergency public information where multiple jurisdictions and/or agencies are involved in the emergency response and advise all involved of the JIS. This facility will be in direct contact with the EOC and may include information officers from other jurisdictions and/or agencies. If multiple JICs are established, ensure communication with all of them on an ongoing basis. Appendix A – Public Information Principles and Components Appendix B – Special Groups and Diverse Populations Matrix Appendix C – Media Contacts Distribution List ---PAGE BREAK--- 1 Ogden City Emergency Operations Plan Annex Legal I. PURPOSE The purpose of this annex is to make provisions for legal counsel during emergency situations or when such situations appear imminent and to provide guidance for invoking the emergency powers of government when necessary. II. SITUATIONS AND ASSUMPTIONS A. Situations We are at risk from a number of hazards that could threaten public health and safety as well as personal and government property. Legal issues requiring timely resolution may arise during pre-disaster hazard mitigation designed to lessen the effects of known hazards, during emergency preparedness activities designed to enhance the local capability to respond to an emergency, during the actual response or during the post-disaster recovery process. B. Assumptions 1. Local emergency preparedness plans and programs should have sound legal basis. 2. In responding to major emergencies or disasters, local officials may be required to take extraordinary measures to protect public health and safety and to preserve property. They will also require timely advice regarding legality of proposed measures. 3. Implementation of measures to protect public health and safety and preserve property during an emergency or recovery, and mitigation activities undertaken after an emergency, generally require issuance of appropriate legal documents, which should be prepared by legal counsel. III. CONCEPT OF OPERATIONS A. The Emergency Operations Plan has been designed based on the NIMS model utilizing the Incident Command System. The Command Staff includes a Legal ---PAGE BREAK--- 2 Officer, Public Information Officer and Liaison Officer. The General Staff includes the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance and Administration Section Chief. The Command and General Staff all report to the Emergency Operations Center Manager. The Emergency Operations Center Manager is the Ogden City Emergency Manager. In addition to these staff positions there are Branch Directors and Unit Leaders. Branch Directors and Unit Leaders report to Section Chiefs, as outlined in the EOC Organization Chart made a part of the Emergency Operations Plan. B. Local Emergency Declaration (See complete ordinance attached as Exhibit A hereto). Ogden City Municipal Code Title 12 Chapter 15 sets out the authority of the city and its officers and employees with regard to emergency and disaster situations. It is intended to grant as broad a power as permitted under State and Federal law. The mayor may declare a “local emergency” if the mayor finds a disaster has occurred or the occurrence or threat of disaster is imminent. A “disaster” is defined as “a situation causing, or threatening to cause, widespread damage, social disruption, or injury or loss of life or property resulting from attack, internal disturbance, natural phenomenon, or technological hazard.” A declaration of local emergency may not be continued or renewed for a period in excess of thirty (30) days without the consent of the city council. Any order declaring, continuing or terminating a local emergency shall be filed with the city recorder. A form for declaring a local emergency is attached to the Emergency Operation Plan and also attached as Exhibit D to this Annex. C. Activities by Phases of Emergency Management 1. Prevention a. Brief the elected officials and department heads on possible liabilities arising from disaster operations, procedures for invoking the emergency powers of government, and legal documents relating to emergency powers. b. Maintain current copies of existing disaster-related laws, regulations and orders. c. Develop local procedures for invoking emergency powers. ---PAGE BREAK--- 3 d. Prepare sample legal documents (see attached). 2. Preparedness a. Ensure City emergency call-out rosters include the City Attorney, who should maintain current telephone numbers and addresses of the legal staff. b. Review plans and procedures. c. Review mutual aid agreements submitted to the City for approval and prepare mutual aid agreements to be submitted to other jurisdictions for approval. 3. Response a. Advise the Mayor/Council and emergency services staff on legal implications of response activities. b. Prepare, have approved and signed, and disseminate legal documents declaring a disaster, terminating a disaster declaration, or invoking emergency powers, if required. c. Advise the Incident Commander (IC) on legal matters, such as emergency proclamations, legality of evacuation orders, and legal rights and restrictions pertaining to media access. d. Provide legal counsel to other annexes as necessary. 4. Recovery a. Advise Mayor/Council officials on legal aspects of recover operations. b. Assist City officials in preparing emergency ordinances, permits, applications for state and federal assistant, grant applications, and if necessary, litigation. IV. ACTIVATION LEVELS A. Emergency Operations (Level 1) When a “Local State of Emergency” has been declared, the senior elected official will govern by proclamation and has the authority to impose all necessary regulations to preserve peace and order within the affected jurisdiction. ---PAGE BREAK--- 4 The City Attorney shall report to the Policy Group. Legal Officers shall report to the Emergency Operations Center (EOC). B. Escalated Response (Level 2) An incident is outside the scope of normal operations if it has utilized multiple mutual aid resources, or support services are requested to a localized incident. City Attorney will report to Policy Group if requested. City Attorney will inform Legal Officers on the potential emergency situation and plans to deal with it should it occur and ensure that Legal Officers are available by telephone and ready to report to the EOC if called. C. Normal Operations (Level 3) In the absence of a declared disaster or state of emergency, the emergency response forces of the community (EMS, Fire, Law, and Public Works) will respond to emergencies within their jurisdictions with the authorities vested to them by law and local policy. Mutual Aid and shared response jurisdictions are addressed through local agreement and do not require a declaration of a “Local State of Emergency” to enable their use. City Attorney and Legal Officers continue with activities consistent with Prevention and Preparedness. V. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. Organization 1. Ogden City’s emergency organization is described in the Emergency Operations Plan. (The Emergency Organizational Chart is attached as Exhibit C to this Annex). a. Incident Command System – EOC Interface i. The Incident Command is in charge of all on-scene operations. This coordination takes place at an Incident Command Post. On- scene logistics personnel will order supplies, resources and personnel to manage the scene in accordance with Incident Action Plan. ii. Not all emergencies require on-scene operations or the establishment of an Incident Command Post. For those ---PAGE BREAK--- 5 emergencies that may be over a wide area (flooding, ice, storm, winter storm) or are health based the Command Post and Emergency Operations Center may be co-located. iii. A division of responsibility should be agreed upon between the Incident Commander and the EOC. The Incident Commander will manage operations on-scene, while the EOC coordinates operations beyond the incident site, taking into consideration the community at large, while supporting the Incident Action Plan developed by Incident Command. B. Lines of Succession Title 12, Chapter 15, Section 10 of Ogden City Code sets forth the guidelines for establishing emergency interim succession for city offices. A succession roster will be updated annually and provided to the Emergency Operations Manager. A copy of the Succession Roster is attached as Exhibit B to this Annex. C. City Attorney Emergency Assignments It is the responsibility of the City Attorney to provide legal guidance to other Emergency Operations Center Staff during times of a major emergency or disaster. Especially important are the legal requirements for a declaration of local emergency and for applying for financial aid. The City Attorney shall designate one or more Legal Officers for purposes of staffing the Emergency Operations Center. The City Attorney will remain with the Policy Group. Following the lawful declaration of local emergency by the Mayor, the City Attorney or designee will report to the Policy Group. The Legal Officer or designee will report to the Emergency Operations Center. During an emergency the City Attorney and Legal Officer are authorized to carry out all appropriate City Attorney responsibilities as necessary in conjunction with their assignments. The City Attorney and Legal Officer shall possess upon arrival or arrange for any and all necessary documents required to execute appropriate legal responsibilities. VI. CITY ATTORNEY RESPONSIBILITIES A. Advise city elected officials and department directors regarding the emergency powers of local government and necessary procedures for invoking measures including but not limited to: 1. Suspending procedural laws and rules; 2. Establishing curfews; ---PAGE BREAK--- 6 3. Restricting or denying access to a disaster area; 4. Controlling the movement of persons and occupancy of persons and occupancy of premises in a disaster area; 5. Implementing wage, price and rent controls; 6. Establishing rationing for critical supplies; 7. Limiting or restricting use of water and other utilities; 8. Using any publicly owned resource to respond to the disaster; 9. Commandeering private property, subject to compensation requirements, to respond to the disaster; 10. Removing debris from publicly or privately owned property; 11. Restricting outdoor burning and the use of fireworks; and 12. Implementing quarantine. B. Review and advise city officials on possible liabilities arising from emergency operations, including the exercising of any or all of the above powers. C. Advise city officials and department heads on record keeping requirements and other documentation necessary for the exercising of emergency powers. D. Advise City Recorder and Public Information Officer on release of information during an emergency. VII. RECORDS A. Records will be maintained on the use of all equipment, whether owned, leased, rented or borrowed. These records/contracts will be used as basis for possible recovery of emergency operations expenses from a responsible party or for potential reimbursement from the State or Federal Government. All records/contracts generated by the Legal Section should be provided to the Finance and Administration Section Chief for cost recovery and reimbursement documentation. B. Each department, agency or service of government will provide for the maintenance of records during an emergency. These records include work hours, equipment hours, supplies and materials consumed, injuries to personnel, and damage to public facilities and equipment. All records generated during an emergency will be collected and maintained in an orderly manner so a record of actions taken is preserved for use in determining response costs, settling claims, and updating emergency plans and procedures. C. The City Recorder will: 1. Publish required agenda of meetings. 2. Prepare a record of public meetings. 3. Receive a copy of emergency and disaster declarations and documents extending or terminating a state of emergency or disaster. ---PAGE BREAK--- 7 4. Ensure proper protection of all records. VIII. LEGAL REFERENCES A. Federal Law 1. The Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002) (codified predominantly at 6 U.S.C. 101-557) 2. Stafford Act - Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707, signed into law November 23, 1988; amended the Disaster Relief Act of 1974, PL 93-288, as amended 2007. This Act constitutes the statutory authority for most Federal disaster response activities especially as they pertain to FEMA and FEMA programs http://www.fema.gov/pdf/about/stafford_act.pdf 3. The Post-Katrina Emergency Management Reform Act (PKEMRA), which is Title VI of the Department of Homeland Security Appropriations Act, 2007, Pub. L. 109-295, 120 Stat. 1355 (2006). Directives, Post Katrina Emergency Management Act: http://frwebgate.access.gpo.gov/cgi- bin/getdoc.cgi?dbname=109_cong_public_laws&docid=f:publ295.109.pdf 4. Code of Federal Regulations The Code of Federal Regulations (CFR) is the codification of the general and permanent rules published in the Federal Register by the executive departments and agencies of the Federal Government. It is divided into 50 titles that represent broad areas subject to Federal regulation. Each 32 volume of the CFR is updated once each calendar year and is issued on a quarterly basis. http://www.access.gpo.gov/nara/cfr/waisidx_00/44cfrv1_00.html 5. Title VI of the Civil Rights Act of 1964, Pub. L. 88-352, 42 U.S.C. 2000d (2007) 6. The Americans with Disabilities Act of 1990, as amended, Pub. L. 101-336, 42 U.S.C. 12101, et seq. (2007) 7. The Age Discrimination Act of 1975, Pub. L. 94-135, 42 U.S.C. 6101-6107 (2007) B. State Law The Statewide Mutual Aid Act, Utah Code Ann. § 53-2-401 et seq., establishes resource sharing among participating political subdivisions that provide public safety service. ---PAGE BREAK--- 8 The Utah Disaster Recovery Aid Act, Utah Code Ann. § 53-2-402 et seq., establishes a fund to be used for state declared disaster events to reimburse state agencies for costs incurred to respond to the event. C. Ogden City Ordinances and Policies (Attached at Exhibit A hereto). 1. Emergency Expenditures (Ogden Municipal Code Section 4-1B-6) 2. Emergency Purchases (Ogden Municipal Code Section 4-2A-10 and Ogden Administrative Policy 1240). 3. Emergency Planning and Response (Title 12 Chapter 15, Ogden Municipal Code). D. Mutual Aid Agreements [list to be inserted here] ---PAGE BREAK--- 9 Exhibit A OGDEN CITY CODE PROVISIONS 4-1B-6: EMERGENCY EXPENDITURES: A. In the event of an "emergency", as defined in subsection C of this section, which emergency requires expenditures in excess of the budgeted amount or amount of available contingency fund monies under subsection 4-1B-4D of this article, the applicable department director may authorize such expenditure from the following monies, subject to the approval of the mayor, or the mayor's designee: 1. Other available and unencumbered amounts within the department; 2. The contingency account established in subsection 4-1B-4D of this article; 3. Monies designated for other specific capital improvement projects within the applicable department or enterprise fund; or 4. Monies designated for capital improvement projects not within the applicable department or enterprise fund. B. If expenditures are made for an emergency pursuant to subsection A of this section, the mayor, or the mayor's designee, shall notify the city council of such expenditure by the next working day following such budgetary authorization and shall provide a written report within ten (10) working days describing the nature of the emergency and the source of funding. The city council will review such budgetary action at the next available city council meeting following submission of the written report. As part of such review, the city council will either ratify the source of funds used or take such other budgetary actions as are determined to be appropriate in order to fund the costs of such emergency. C. As used in this section, "emergency" shall mean any circumstance or situation not reasonably anticipated which: 1) if construction or repair of a capital improvement were not immediately undertaken would threaten immediate injury or damage to persons or property; 2) would delay a capital improvement project in a manner so as to vitally affect life, property, health or convenience of the public; or 3) would delay a capital improvement project in a manner so as to significantly increase the costs otherwise authorized and approved under the construction contracts for the project. Expenditures for physical plant related maintenance of an amount less than the capital improvement project definition threshold but otherwise meeting the definition of "emergency" may be authorized pursuant to this section. ---PAGE BREAK--- 10 4-2A-10: EMERGENCY PURCHASES: A. Defined: For purposes of this Section, an emergency is any fact, circumstance or situation which threatens injury or damage as a result of riot, mob action, civil disturbance, social disruption, attack, natural phenomena, technological hazard or happening or any circumstance which would delay the work of the City in a manner as to vitally affect life, property, health or convenience of the public. B. Authority: In case of an actual or apparent emergency which requires immediate procurement of supplies or contractual services, the Mayor, Chief Administrative Officer, department directors or other personnel authorized by the Mayor or authorized under a City emergency plan, may approve at the lowest obtainable price, the purchase of any supplies or contractual services regardless of the amount of the expenditure. If required by the Purchasing Agent, a full report of the circumstances of an emergency purchase shall be filed by the department with the Purchasing Agent and shall be open to public inspection. C. Rules And Regulations: The Purchasing Agent shall prescribe by rules and regulations the procedure under which emergency purchases may be made. Policy 1240 EMERGENCY PURCHASES 1240-1: PURPOSE: The purpose of this policy is to provide procedures and guidelines for purchases in an emergency situation. (Eff. 3-14-2007) 1240-2: POLICY: It is the policy of Ogden City Corporation to follow all established emergency procedures requiring immediate procurement of supplies or contractual services. (Eff. 3- 14-2007) 1240-3: DEFINITION: EMERGENCY SITUATION: A circumstance or situation threatening injury or damage as a result of riot mob action, civil disturbance, social disruption, attack, natural phenomena, technological hazard or happening, or any circumstance which would delay the work of the city in a manner as to vitally affect life, health or convenience of the public. (Eff. 3-14-2007) ---PAGE BREAK--- 11 1240-4: RESPONSIBILITY: A. In case of an actual or apparent emergency where goods or services are required, the mayor/chief administrative officer, department directors, or other personnel authorized by the mayor or under a city emergency plan, may approve at the lowest obtainable price, the purchase of any supplies or contractual services regardless of the amount of the expenditure. B. A full written account of such emergency, together with a requisition for the material, supplies, or services which were required, shall be submitted immediately to the purchasing agent with reports available for public inspection. (Eff. 3-14-2007) 1240-5: PROCEDURES: A. If there is a problem that needs to be taken care of immediately, there are several steps that need to be taken: 1. Find the item needed to remedy the situation. 2. Call the purchasing division if there is not two sources and they will supply them. 3. After acquiring two competitive prices, contact the purchasing division and an emergency purchase order will then be issued. The purchasing division will issue a "confirming" purchase order number to be entered with the requisition. 4. Enter a requisition including the "confirming" purchase order number within forty eight (48) hours after the purchase. B. The purchasing division is aware that there are times when the emergency is so great that it is impractical to get competitive prices. Allowances have been made for this situation. Contact the purchasing division immediately after becoming aware of an emergency and they will assist you. C. In case of an emergency when the purchasing division is closed, departments may purchase any item reasonably necessary for and crucial to the preservation of life, preservation of property, safety of employees and constituents, and preserving assets of the city. A letter of justification is to be submitted to the purchasing division within forty eight (48) hours of the purchase. (Eff. 3-14-2007) Chapter 15 EMERGENCY PLANNING AND RESPONSE 12-15-1: PURPOSE: 12-15-2: DEFINITIONS: ---PAGE BREAK--- 12 12-15-3: LOCAL EMERGENCY; PROCLAMATION: 12-15-4: MAYOR'S POWERS DURING LOCAL EMERGENCY: 12-15-5: PENALTY FOR VIOLATION OF EMERGENCY PROCLAMATION, RULE OR ORDER: 12-15-6: EMERGENCY PROGRAM MANAGER; DUTIES: 12-15-7: EMERGENCY OPERATIONS PLAN: 12-15-8: ADDITIONAL DUTIES OF THE EMERGENCY PROGRAM MANAGER: 12-15-9: EMERGENCY PROCUREMENTS: 12-15-10: EMERGENCY INTERIM SUCCESSION TO CITY OFFICES: 12-15-11: DECLARING EMERGENCY SEAT OF GOVERNMENT: 12-15-12: OFFICIAL ACTS AT EMERGENCY SEAT OF GOVERNMENT; VALIDITY: 12-15-1: PURPOSE: This chapter is enacted to set out and clarify the authority of the city and its officers and employees with regard to emergency and disaster situations. It is intended to grant as broad a power as permitted by statutory and constitutional authority. 12-15-2: DEFINITIONS: The following terms shall have the following meanings: ABSENT: Not physically present or not able to be communicated with for twelve (12) hours. "Absent" does not include a person who can be communicated with via telephone, radio, or telecommunications. ATTACK: A nuclear, conventional, biological, or chemical warfare action against the United States of America or this state. CITY OFFICER: The elected and appointed officers of the city, including the members of the city council, council chair, council vice chair, mayor, chief administrative officer, fire chief, police chief, city attorney, and department directors. It shall also include those officers of the city vested by statute or ordinance with certain powers and duties that may be required in the event of an emergency, including, but not limited to, the city recorder, the city treasurer, the city engineer, the finance officer, the purchasing agent, and the building official. ---PAGE BREAK--- 13 DISASTER: A situation causing, or threatening to cause, widespread damage, social disruption, or injury or loss of life or property resulting from attack, internal disturbance, natural phenomenon, or technological hazard. EMERGENCY INTERIM SUCCESSOR: A person designated under this chapter to exercise the powers and discharge the duties of a city office when the person legally exercising the powers and duties of such office is unavailable. INTERNAL DISTURBANCE: A riot, prison break, disruptive terrorism, or strike. NATURAL PHENOMENON: Any earthquake, tornado, storm, flood, landslide, avalanche, forest or range fire, drought, epidemic, or other catastrophic event. PLACE OF GOVERNANCE: The physical location where the powers of an office are being exercised. SEAT OF GOVERNMENT: The Ogden City municipal building. TECHNOLOGICAL HAZARD: Any hazardous materials accident, mine accident, train derailment, air crash, radiation incident, pollution, structural fire, or explosion. UNAVAILABLE: Absent from the place of governance during a disaster that seriously disrupts normal governmental operations, whether or not that absence or inability would give rise to a vacancy under existing constitutional or statutory provisions. 12-15-3: LOCAL EMERGENCY; PROCLAMATION: A. Notwithstanding any provision of this code to the contrary, a "local emergency" may be declared by the mayor if the mayor finds a disaster has occurred or the occurrence or threat of disaster is imminent. It shall not be continued or renewed for a period in excess of thirty (30) days except by or with the consent of the city council. Any order or proclamation declaring, continuing, or terminating a "local emergency" shall be filed with the city recorder. B. A declaration of a "local emergency" is official recognition that a disaster situation exists within the city and provides a legal basis for requesting and obtaining county, state or federal government disaster assistance. The declaration activates the response and recovery aspects of the emergency operations plan and authorizes the furnishing of aid and assistance pursuant thereto. C. A "local emergency" proclamation issued under this chapter shall state: ---PAGE BREAK--- 14 1. The nature of the "local emergency"; 2. The area or areas threatened; and 3. The conditions which caused the emergency. 12-15-4: MAYOR'S POWERS DURING LOCAL EMERGENCY: A. In addition to any other powers provided by state law or the provisions of this code, the mayor during a declared local emergency is authorized and empowered to exercise, with the assistance of the emergency program manager and in consultation with the city attorney, all emergency powers, including, but not limited to, all of the following: 1. The power to direct emergency response activities by city departments including, but not limited to, the police and fire departments, and by such emergency services personnel as the mayor may designate or appoint. 2. The power to execute contracts for the emergency construction or repair of public improvements, when the delay of advertising and public bidding might cause serious loss or injury to the city, upon following the procedures of section 12-15-9 of this chapter. 3. The power to purchase or lease goods and services that the mayor deems necessary to the city's emergency response or for the repair of city facilities, or both, upon following the procedures of section 12-15-9 of this chapter. 4. The power to lease real property, or structures, or both, that the mayor deems necessary for the continued operation of city government. 5. The power to promulgate rules and orders to implement and clarify the mayoral proclamation exercising emergency power. 6. The power to delegate any or all of these duties to the chief administrative officer. B. All orders, rules, and regulations promulgated by the mayor, not in conflict with existing laws except as specifically provided herein, shall have the full force and effect of law during the local emergency, when filed in the office of the city recorder. 12-15-5: PENALTY FOR VIOLATION OF EMERGENCY PROCLAMATION, RULE OR ORDER: The violation of a proclamation declaring a local emergency, a subsequent proclamation exercising emergency powers, a rule, or order, which proclamation, rule or order is ---PAGE BREAK--- 15 issued pursuant to the provisions of section 12-15-4 of this chapter, or the violation of any order or directive given by emergency services personnel pursuant to authority resulting from section 12-15-4 of this chapter, is a class B misdemeanor and punishable as provided in title 1, chapter 4 of this code. 12-15-6: EMERGENCY PROGRAM MANAGER; DUTIES: The mayor shall designate an officer of the city to serve as the city's emergency program manager. If no such designation has otherwise been made, the Ogden City fire chief shall serve as the emergency program manager. 12-15-7: EMERGENCY OPERATIONS PLAN: The emergency program manager shall, under the direction of the mayor, and with the assistance of all city officers, departments and divisions, prepare and maintain an emergency operations plan for the city and recommend to the mayor and city council mutual aid plans and interlocal agreements which are deemed essential for the plan. The emergency program manager shall make or recommend continuing studies of the need for revisions and improvements in such plans. The emergency program manager shall provide a copy of the plan, and any amendments thereto, to the city council, and, by October 31 of each year, brief the city council on the plan and any revisions or improvements made thereto. 12-15-8: ADDITIONAL DUTIES OF THE EMERGENCY PROGRAM MANAGER: In addition to the duties prescribed in section 12-15-7 of this chapter, the emergency program manager shall: A. Request the mayor when appropriate to declare a local emergency as provided in section 12-15-3 of this chapter. B. Assist the mayor, or the mayor's designee, in the exercise of emergency powers under section 12-15-4 of this chapter. C. Consult with the city attorney in the planning and exercise of emergency powers. D. Marshal, after the declaration of a local emergency, all necessary personnel, equipment and supplies from any department of the city to aid in carrying out the emergency operations plan. ---PAGE BREAK--- 16 E. Act in coordination with the state, the county and other governmental agencies as may be necessary to plan and implement joint jurisdictional emergency planning and disaster services, and the development of mutual aid arrangements. F. Plan and direct emergency training activities. G. Maintain a liaison with other municipal, state, county, regional and federal disaster services agencies. H. Assume other emergency responsibilities as assigned by the mayor. 12-15-9: EMERGENCY PROCUREMENTS: Notwithstanding any provision of this code to the contrary, the mayor, upon declaration of a local emergency by proclamation as provided in section 12-15-3 of this chapter, may authorize the chief administrative officer and his/her designees, to procure by purchase or lease, such goods and services as are deemed necessary for the city's emergency response effort. This emergency procurement of goods or services may be made in the open market for immediate delivery or furnishing, without filing a requisition or estimate and without advertisement or competitive bid. A full written account of all emergency procurements made during this emergency, together with a requisition for the required materials, supplies, equipment, or services, shall be submitted to the director of management services within thirty (30) days after their procurement, and shall be open to public inspection for a period of at least one year subsequent to the date of the emergency purchases. The mayor, or the mayor's designee, shall, within three months of the conclusion of the emergency, formally communicate these emergency expenditures in a full written account to the city council. 12-15-10: EMERGENCY INTERIM SUCCESSION TO CITY OFFICES: A. Each city officer shall designate three emergency interim successors and specify their order of succession. The list of designated successors, and any updates thereto, shall be provided to the emergency program manager by June 15 of each year for inclusion in the emergency operations plan and timely submission to the comprehensive emergency management division of the state of Utah. B. Notwithstanding any other provision of law, if any city officer or the officer's legal deputy, if any, is unavailable, a designated emergency interim successor shall exercise the powers and duties of the office according to the order of succession specified by the city officer. An emergency interim successor shall exercise the powers and duties of the city office only until: 1. The vacancy is filled in accordance with the state law; or ---PAGE BREAK--- 17 2. The city officer, the officer's deputy, or an emergency interim successor earlier in the order of succession becomes available to exercise the powers and duties of the city office. C. At the time an individual is appointed as an emergency interim successor, the emergency interim successor shall sign prospectively whatever oath is required to enable them to exercise the powers and duties of the office to which they may succeed. Notwithstanding any other provision of law, no person is required to comply with any other provision of law relative to taking office as a prerequisite to the exercise of the powers or discharge of the duties of an office to which he or she succeeds. D. Persons authorized to act as emergency interim successors shall exercise the powers and duties of the office to which they succeed only when a disaster has occurred. Until the persons designated as emergency interim successors succeed to the exercise of the powers and duties of an office, they shall serve as emergency interim successors at the pleasure of the designating authority and may be removed and replaced by the designating authority at any time, with or without cause. E. Except for factual disputes concerning the office of mayor, the mayor shall adjudicate any dispute concerning a question of fact arising under this section and the mayor's decision shall be final. 12-15-11: DECLARING EMERGENCY SEAT OF GOVERNMENT: Whenever, due to an emergency resulting from the effects of a disaster, it becomes imprudent, inexpedient, or impossible to conduct the affairs of city government at the seat of government, the mayor may by proclamation, declare an emergency temporary location for the city's seat of government. 12-15-12: OFFICIAL ACTS AT EMERGENCY SEAT OF GOVERNMENT; VALIDITY: During the time when the seat of government remains at an emergency location, all official acts required by law to be performed at the seat of government by any officer, agency, department, or authority of the city, including the convening and meeting of the city council in regular or special meetings, shall be as valid and binding as when performed at the normal location of the seat of government. ---PAGE BREAK--- 18 Exhibit B Emergency Operations Plan / Master Notification Roster for EOC Activation EOP Title Designee Work Cell Home Mayor Mike Caldwell 629-8111 710-5646 689-2675 1. Mark Johnson 629-8101 388-2900 392-5065 2.Gary Williams 629-8160 920-3016 475-0458 3.Gregg Buxton 629-8704 707-7095 732-8884 CAO Mark Johnson 629-8101 388-2900 392-5065 1.Mike Caldwell 629-8111 710-5646 689-2675 2.Gary Williams 629-8160 920-3016 475-0458 3.Gregg Buxton 629-8704 707-7095 732-8884 Attorney Gary Williams 629-8160 920-3016 475-0458 1. Mara Brown 629-8104 641-6621 392-9164 2. Mark Stratford 629-8140 564-5111 451-2598 3. Buck Froerer 629-8141 648-4858 745-3917 CED Tom Christopulos 629-8910 458-5929 1.Brandon Cooper 629-8947 389-0183 447-4175 2.Terrence Bride 629-8984 791-9212 3.Ward Ogden 629-8942 540-4660 Fire Mike Mathieu 629-8068 430-4235 1. Eric Bauman 629-8077 430-4778 458-4718 2. Matt Schwenk 629-8076 430-4284 732-9227 3. Steve Splinter 629-8078 430-4353 292-1197 Management Services Gregg Buxton 629-8704 707-7095 732-8884 1. Laurie Johnson 629-8710 949-6612 475-5465 2. Shawn Choate 629-8731 388-2462 392-6707 3. Richard Brookins 629-8340 940-0110 745-1227 Police Mike Ashment 629-8227 940-6174 1. Wayne Tarwater 629-8206 940-6151 479-5780 2. Eric Young 629-8208 940-6196 985-2717 3. Duty Lieutenant 629-8060 629-8060 Public Services Jay Lowder 629-6215 940-0401 782-1457 1. Justin Anderson 629-8982 698-3002 771-4301 2. Perry Huffaker 629-8420 940-6216 732-0969 3. Kenton Moffett 629-8097 726-9068 ---PAGE BREAK--- 19 EOP Title Designee Work Cell Home City Engineer Justin Anderson 1. 2. 3. City Recorder Tracy Hansen 1. 2. 3. City Treasurer Laurie Johnson 1. 2. 3. ---PAGE BREAK--- 20 [INSERT COUNCIL SUCESSION ROSTER HERE] ---PAGE BREAK--- 21 Exhibit C Organization of the Emergency Operations Center (EOC) ESF # 7 ESF # 3 Human Needs Branch Logistics Section Response Branch Support Branch Commo. Unit Situation Unit ESF # 5 Planning Section ESF # 6 ESF # 11 ESF # 14 Policy Group EOC Manager Public Information Officer Liaison Officer Operations Section Finance/Admin. Section Comp/Claims Unit Cost Unit Purchasing Unit Procurement Unit supply Unit Food Unit Facilities Unit ESF # 8 ESF # 9 ESF # 10 ESF # 13 ESF # 4 ESF # 1 ESF # 2 ESF # 12 ESF # 15 Resources Unit Doc. Unit De-Mob Unit Intell Unit Time Unit Level I Activation Ogden City Organizational Chart Emergency Support Function (ESF) ESF #1 - Transportation ESF #2 - Communications ESF #3 - Public Works, Engineering& Building Services ESF #4 - Firefighting ESF #5 - Emergency Management ESF #6 - Mass Care, Housing & Human Services ESF #7 - Resource Support ESF #8 - Public Health & Medical Services ESF #9 - Urban Search & Rescue ESF #10 - Hazardous Materials Response ESF #11 – Community Resources ESF #12 - Energy ESF #13 - Public Safety & Security ESF #14 – Long-Term Community Recovery & Mitigation ESF #15 - Public Information Legal Officer ---PAGE BREAK--- 22 Exhibit D Declaration of an Existence or Threatened Existence of a Local Emergency WHEREAS, beginning on or about (Day-Month-Year) severe damage was caused by in Ogden City, Utah; and WHEREAS, these conditions have caused (injuries, deaths, destruction, property damage, disruption of utilities, disrupted communications, HazMat releases etc); and WHEREAS, agencies providing services to the elderly, disabled and other emergency services have limited capability due to the above described conditions; and WHEREAS, conditions of extreme peril have arisen and have the potential to worsen requiring immediate attention to alleviate the threat to the safety, health and welfare of the citizens of Ogden City; and WHEREAS, these conditions do create a “State of Emergency” according to local and state statutes; NOW THEREFORE, It is found, determined and declared that a “State of Emergency” now exists due to the aforesaid severe Ogden City and such area is declared to be a disaster requiring aid, assistance and relief available pursuant to the provisions of local and state statutes, and the Emergency Operations Plan is hereby activated. Proclaims and orders that said local emergency shall be deemed to continue to exist until termination. This declaration shall not be continued or renewed for a period in excess of thirty (30) days except by consent of the governing body and filed with the City Recorder. Adopted this day of , 20 . Mayor or Successor ATTEST: City Recorder ---PAGE BREAK--- 23 Declaration of Termination of a Local Emergency WHEREAS, a local emergency presently exists in Ogden City in accordance with the proclamation thereof by the Mayor or successor on (day-month-year) as a result of conditions of extreme peril to the safety of persons and/or property caused by is within control of the normal protective services, personnel equipment, and facilities of and within said City of Ogden; NOW THEREFORE, the Mayor or successor does hereby: Proclaim the termination of the local emergency in Ogden City. Adopted this day of , 20__. Mayor or Successor ATTEST: City Recorder ---PAGE BREAK--- Revised 10/21/15 Page-1 of 4 Ogden City Emergency Operations Plan Financial Management Support Annex Primary Agency Fiscal Operations Support Agencies All City Agencies as required I. Introduction A. Purpose The Financial Management Support Annex provides basic financial management guidance for all participants in emergency management activities. This includes guidance for all departments and agencies providing assistance in response to a local disaster declaration. Financial Management processes and procedures ensure that funds are provided expeditiously and that financial operations are conducted in accordance with established local, state and federal laws, policies and procedures. B. Scope This annex is applicable to all departments and agencies that are participating and responding with assistance or relief as coordinated by City of Ogden Emergency Management. C. Policies The Department of Finance: 1. Will provide financial support in a timely manner; 2. Assist and instruct agencies on recording expenses incurred during an incident; 3. Work to provide areas in financial need with adequate support; 4. Will use existing standards for accounting operations; 5. Implement the necessary procedures to ensure an accurate account of expenses. D. Authorities A. Ogden City Code 4-1B-6 Emergency Expenditures B. Ogden City Code 4-2A-10 Emergency Purchases C. Ogden City Code 4-2B-9 Exceptions to Article Provisions D. Ogden City Code 4-3B-3 Fire Department; Loan Procedures E. Ogden City Code 12-15-1 thru 12-15-12 Emergency Planning and Response ---PAGE BREAK--- Revised 10/21/15 Page-2 of 4 II. Concept of Operations A. General 1. In an emergency situation, as defined by the Emergency Operations Plan, the Director of Finance will be responsible for expediting the process of procuring the necessary goods and services to support emergency operations; designating disaster account numbers(s) that disaster expenditures will be charged to, coordinating with department heads and the real estate assessor during the damage assessment and recovery phases of disaster operations; assisting in the development of applications for state and federal assistance; participating in the development and review of vendor contracts; developing, documenting, and providing financial data to the proper authorities, as necessary. 2. The Emergency Manager and/or Coordinator and Director of Finance will meet with Division Managers to inform them of emergency authorities that will be delegated to them in order to make the necessary expenditures to address the situation in a timely manner. 3. Division Managers will be responsible for developing and maintaining accurate records and documentation to support all expenditures related to the disaster personnel, equipment, facilities, contracts etc.). 4. Division Managers will be responsible for keeping an accurate inventory of resources and identify potential needs for emergency/disaster situations. A listing of potential resource providers will be developed and maintained for anticipated equipment and service needs, as required. Mutual aid agreements and sample contract agreements will be developed to facilitate the receipt of assistance and expedite the procurement process during the response and recovery phases of disaster operations. 5. The accounting process followed by all departments will follow existing standardized procedures. All departments must adhere to established disaster accounting and finance procedures to minimize the potential for waste, fraud, and delays in processing requests, maximize state and federal assistance, and facilitate the documentation of disaster expenditures, the development of disaster cost statistics, and audits following the disaster. B. Organization: The City of Ogden may include, within the body of the Declaration of Local Emergency, authority to expend specific funds in support of disaster operations. The Director of Finance and Director and/or Coordinator of Emergency Management are responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure an accurate accounting of disaster expenditures during all phases of disaster operations. These procedures will be designed to support and expedite emergency response operations, as well as maximize state and federal assistance. The Director of Finance will coordinate with all departments, government entities, and representatives from the private sector who support disaster operations. This may involve working with other local jurisdictions that provide mutual aid, state and ---PAGE BREAK--- Revised 10/21/15 Page-3 of 4 federal governments, private contractors, local retailers, volunteer organizations, etc. C. Responsibilities 1. Develop, maintain, and disseminate budget and management procedures to ensure the prompt and efficient disbursement and accounting of funds to conduct emergency operations, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 2. Provide training to familiarize staff with internal procedures, as well as federal and state disaster assistance requirements and forms; 3. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand; 4. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for disaster operations; 5. Develop and maintain the necessary measures to protect vital records and critical systems to ensure their continued operation during a disaster, as well as to facilitate their restoration if impacted by the disaster; 6. Prepare and submit disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures; 7. Assist in finalizing damage assessment report; 8. Review and revise real estate assessments based upon damages sustained to local infrastructure; 9. Assist in the preparation and submission of government insurance claims, and; 10. Identify and correct any shortfalls in emergency budget, accounting, and procurement procedures, as well as measures implemented to protect critical systems. D. Cooperating Agencies 1. Cooperating agencies are responsible for maintaining documentation to support requests for reimbursement, submitting final reimbursement requests within the terms of the mission’s assignments or reimbursable agreement, and notifying requesting agencies when a task is completed and/or when additional time is required to complete work in advance of the projected completion date. 2. Cooperating agencies are expected to apply proper financial principles, policies, regulations, and management controls to ensure full accountability for the expenditure of funds. E. Financial Controls and Guidance 1. Because timely financial support of response activities is crucial to achieving the operational objectives of saving lives and protecting property, expeditious means are employed to facilitate proper financing of operations. 2. Departments must use management controls, policies, and procedures to reasonably ensure that: ---PAGE BREAK--- Revised 10/21/15 Page-4 of 4 a. Programs achieve their intended results; b. Resources are used consistent with agency missions; c. Programs and resources are protected from waste, fraud, and mismanagement; d. Laws and regulations are followed; and e. Reliable and timely information is obtained, maintained, reported and used for decision-making. 3. Departments are responsible for developing and maintaining cost-effective systems of management controls to ensure that Government-funded activities are managed effectively, economically, and with integrity in order to prevent fraud, waste and mismanagement. F. Management Controls and Automated systems 1. When entrusted with or given statutory responsibility for public funds, Government employees are, in effect, trustees for the taxpayers. These trustees are responsible for proper payment of funds for which they are accountable. They should ensure that all bills are properly documented when recommending approval/disapproval of expenditures. 2. Each department is responsible for establishing effective administrative control of funds and segregation of duties for proper management controls. A responsible official of each agency should be designated as the Action Officer to ensure that actions taken and costs incurred are consistent and reasonable. 3. Special care must be taken throughout operations to maintain logs, formal records, and file copies of all expenditures to provide accountability and justification for reimbursement. ---PAGE BREAK--- 1 I P a g e OGDEN CITY EMERGENCY OPERATIONS PLAN Spontaneous Volunteer and Donation Management Annex ICS Function: Operations Primary: Project Coordinator and Spontaneous Volunteer and Donation Management Committee Secondary: American Red Cross, Weber Morgan Health, Volunteer Organizations Active in Disasters (VOAD), Finance, Communications A. INTRODUCTION The Spontaneous Volunteer and Donation Management Plan provides guidance for safe, efficient and scalable volunteer and donation management. This system is designed to receive, process, and distribute a wide variety of donated goods and services that are given or sought to assist emergency and disaster victims. The Plan includes integration with incident management systems; communication with community members and voluntary organizations; volunteer reception and training; matching and deployment; and volunteer retention. B. PURPOSE Disaster conditions could result in convergence of, or the need for, donations and spontaneous volunteers to assist in response and recovery. Disasters, which vary widely in type and magnitude, include weather and natural events such as ice-storms, wildfires and earthquakes; and man-made events both intentional (criminal and terrorist) and accidental involving chemical, biological, radiological or nuclear releases caused by explosive, technological, transportation, or infrastructure related events in Ogden City. The Plan provides guidance for departments and agencies within Ogden City to manage spontaneous volunteers and donations during disaster response and recovery. C. OBJECTIVES  To enhance professional emergency response personnel activities, through the coordinated and planned involvement of spontaneous unaffiliated volunteers.  Minimize response and recovery costs to the community.  Minimize disruption to first responders by spontaneous unaffiliated and non-coordinated affiliated volunteers. ---PAGE BREAK--- 2 I P a g e  Ensure the safety of volunteers, responders and the community.  Provide a positive volunteer experience that encourages continued volunteer support and maintains/enhances the reputation and public perception of Ogden City.  Manage, control and organize donations.  Distribute donations to needed organizations and disaster responders and victims. D. Scope The plan is applicable to departments, agencies and organizations of Ogden City; including the private sector, volunteer organizations, and residents living in Ogden City. It guides support agencies and mutual aid partners that respond within Ogden and that have responsibility for donation and volunteer recruitment, processing, assignment, training and/or management. E. Planning Assumptions  In a catastrophic emergency, volunteers will spontaneously self-deploy and people will make donations.  Affiliated volunteers will only be deployed by their individual organizations at the request of incident command and will follow established Incident Command System (ICS) protocols.  Non-government affiliated volunteer and donation organizations will manage and administer their organization’s recruitment, training, and job assignment policies and procedures and deploy their volunteers in coordination with emergency management.  During a disaster affecting Ogden; local government, volunteer groups, and agencies may be adversely affected and unable to cope with a sizable influx of spontaneous unaffiliated volunteers and donations.  When local resources are insufficient, assistance will be requested by the IC/EOC through the “Request for Volunteer Form” or “Request for Donation Form”, mutual aid agreements, and through other response and volunteer organizations. All forms are included in the VRC Go-Kit  Volunteers will generally follow volunteer management mechanisms developed for them.  Donors will generally follow donation management mechanisms developed for them.  Volunteers will generally respond to authoritative direction and act responsibly within their assigned areas.  Volunteer deployment will be based on the size and type of disaster, as well as the skills needed by local officials to mount an effective response and recovery effort. During any particular disaster, it may be that not all volunteers or any volunteers (affiliated or unaffiliated) will need to be deployed.  Departments and agencies involved in the management of volunteers and donations may be asked to perform additional duties during disaster and emergency situations.  In a catastrophic event, local, state, and/or federal emergency declarations will occur. State and Federal disaster assistance will supplement, not replace, the response provided by Ogden City. This assistance is provided only when local resources are insufficient to meet the demand of the incident. F. Plan Development and Maintenance A combination of training, exercises and real world incidents will be used to determine whether the goals, objectives, decisions, actions and timing outlined in the plan lead to a successful response. After Action Reports and Improvement Plans will guide plan revisions and improvements. The plan will be reviewed annually and exercised bi-annually. ---PAGE BREAK--- 3 I P a g e G. Concept of Operations – a. Donations Management Donation plans are an important part of the preparedness effort, although unsolicited donations can have adverse results:  Interference with the relief effort.  A huge cost to the community. Money and manpower are wasted sorting, storing and disposing of inappropriate unsolicited goods.  Negative public relations. Poor customer service is provided to both the donor and those in need. An image of a victim picking though a pile of donations that has been discarded, gives a perception of disorganization. Donations Hotline A donations hotline will be established and will receive and process offers of donated goods and volunteer services contributing to the recovery process. The Hotline will also provide information on acceptable donations and disaster relief organizations accepting various donations.  The Hotline will consist of multiple telephone lines.  The primary location is in the VRC, with an alternate location possible at a warehouse.  Hotline staff will work closely with Community Partners and the EOC to ensure donation needs, information on the availability of donated goods and pertinent information on the donations and volunteer management program is provided to the PIO for the dissemination to the public.  Staff will know what is needed and where.  They will be able to tell donors how to transport their donation.  Guidance for Hotline Staff  Remember that cash is often the best contribution. Cash contributions allow the purchase of urgent needs, entail no transportation cost, and are often tax deductible.  Donate through a local organization helping with volunteer relief.  Information on how to help a victim get the donations they need Cash Donations Procedure If the City is taking donations for recovery efforts and for those affected by the disaster. Fill out the donation forms include in the VRC Go-Kit. If the City is not taking donations, a list of Local Volunteer Organizations that are accepting donations will be provided. Donation Warehouse and Resource Staging Area  Warehouse locations have been identified at:  Marshall White Center  School Gyms  Churches  BDO Warehouse  Volunteer Management Group will staff the warehouse for the duration of the event.  Donations Warehouse has the ability to receive solicited and unsolicited donations.  Unsolicited donations will be directed to the staging area for inspection, inventory, acceptance and unloading.  Warehouse operations shall include sorting, processing, recording, inventorying, distributing and shipping donated goods and materials to disaster victims. ---PAGE BREAK--- 4 I P a g e  Sorting will determine whether items are usable or not. Unusable items will be discarded in a dumpster.  When a request is made, items will be selected and packaged for distribution. Unmet Needs Committee During demobilization of the donations management, a committee will be formed to continue to help those with needs that have been unmet.  The term Unmet needs refers to individual and family needs that were not met, or could not be met by government agencies or volunteer organizations during the response and recovery phases. Therefore, tracking will be done to ensure the affected population was served. In order to complete the needs, a team approach must be used to ensure that disaster victims have the appropriate care. Various organizations can pull resources and talents together to accomplish the needed tasks. b. Small Disasters Small disasters are defined as an event that affects a small area In the City that can be contained and volunteers are typically neighbors, friends and family of those affected. The primary method for coordinating volunteers in a small disaster employs the concept of on-site coordination. LOCATION  A registration booth will be clearly indicated with signage indicating “Volunteer Registration”.  Located with in close proximity of the disaster  Insure adequate space for volunteers to register and sign in and out.  Safe location from the disaster area  Availability to sanitary facilities  The booth can consist of:  Table and chairs  Table, chairs and canopy  Emergency Trailer STAFFING  Ogden City will staff the volunteer reception center with the following:  Employees of the jurisdiction with the following preferred skills: persons who are familiar with the community, VRC facility, and emergency response procedures and who possess good public relations or “customer service” skills, interact regularly with the public, can make quick decisions, exercise good judgment, and are able to work well under stress.  Affiliated Volunteers (CERT, Red Cross, Faith based groups, etc.): may be assigned to assist with volunteer registration. REGISTRATION/RISK MANAGEMENT  Volunteers will complete a registration form  Be screened for suitability  Sign a liability and confidentiality form KIT ---PAGE BREAK--- 5 I P a g e  A kit will be ready to go in case of an emergency, it will include:  100 Registration Forms and Confidentiality and Liability Forms  Box of Pens  2 – Volunteer Registration Signs  Stapler with Staples  Tape  Volunteer Sign In/Out Sheet  5 - Clip Boards  100 Volunteer Wrist Bands H. LARGE DISASTERS A large disaster is defined as an event affecting majority of the City and volunteers are coming from not only our community but also different communities. The primary method for coordinating volunteers in a large disaster employs the concept of a volunteer reception center. Volunteer reception centers can be structured as:  Part of a response facility, like an emergency dispensing site, shelter, or reception center  A stand-alone walk-in-center referred to as a volunteer reception center  Phone bank  Virtual online process  A combination of two or more of these strategies The choice of the VRC site, including style, size, accessibility and location is driven by a needs assessment by the command staff and section chiefs. CRITERIA FOR CHOOSING A LOCATION FOR VOLUNTEER RECEPTION CENTER:  adequate space for all VRC functions  multiple rooms or large area available  safety/security  availability of secure parking  availability of food, sanitary facilities  internet access including Wi-Fi or “hot spot”  communication capabilities  accessible and in close proximity to the affected area The following lists the location of pre-identified volunteer reception centers in Ogden City.  Public Works Building  Marshall White Center  Community Service Building  Local Schools  BDO Warehouse  Church(s) VOLUNTEER RECEPTION CENTER STAFFING Ogden City will staff the volunteer reception center with the following:  Employees of the jurisdiction with the following preferred skills: persons who are familiar with the community, VRC facility, and emergency response procedures and who possess ---PAGE BREAK--- 6 I P a g e good public relations or “customer service” skills, interact regularly with the public, can make quick decisions, exercise good judgment, and are able to work well under stress.  Employees of other jurisdictions: mutual aid assistance from other jurisdictions may be requested after fully utilizing local resources.  Affiliated Volunteers (CERT, Red Cross, Faith based groups, etc.): will be assigned to assist with volunteer reception early in the response phase.  Spontaneous volunteers as needed: if additional staff resources are needed, spontaneous unaffiliated volunteer who possess strong organizational, written and verbal skills, have experience in human resources such as interviewing and data management, are social workers, instructors or teachers, and have passed basic background checks may be recruited to staff the VRC. VOLUNTEER RISK MANAGEMENT The Volunteer Reception Center is critical for managing certain inherent risks associated with spontaneous volunteers. Volunteers need to accept a certain level of risk, inherent in all disaster situations.  Potential volunteers will be screened for suitability.  All volunteers will sign a liability release form.  Confidentiality agreement forms will be signed as appropriate.  Volunteers will be informed of liability protections and their potential limitations. VOLUNTEER REGISTRATION In order to process volunteers efficiently, the registration process will be separated into different stations. Staff will be assigned to one station and will perform the duties of that station. STATION #1 - REGISTRATION DESK / GREETERS Ideally, you will be working with a partner, orienting volunteers inside and outside the volunteer entrance. Your job is to greet people with a friendly and firm demeanor, determine the purpose of their visit and direct them accordingly.  If they are there to volunteer, thank them, give them a “Volunteer Instruction” sheet and ask them to fill out a registration packet. When all the forms are signed, direct them to the next available interviewer at Station  If they are media personnel, direct them to the Public Information Officer.  If they are disaster survivors, refer them to the appropriate organization.  If they have food, clothing, etc., to donate refer them to the appropriate agency.  If they state they registered over the phone. Direct them to the next available Interviewer. The interview station will have their paperwork. If there is a long wait, some volunteers may not understand the reason and may become impatient. Please thank everyone for volunteering, briefly explain the process and ask everyone to be patient or to come back later. STATION #2 - INTERVIEWING DESK Your job is to do a quick interview of the prospective volunteer and refer him to a job at an agency appropriate to his abilities and interests. Volunteer requests will be posted on a board in front of you (behind the volunteers being interviewed) and erased as they are filled. If the center has a computer system, you might also receive a printed list of the current needs. ---PAGE BREAK--- 7 I P a g e Ask for the volunteer’s registration form. With the volunteer, verify its completeness and accuracy, and use it as a guide from which to inquire more about the volunteer’s skills. At the conclusion of the interview, keep his registration packet. When the volunteer accepts an assignment, fill out a Referral form, give it to the volunteer and instruct him to report to Data Coordination, Station Before signaling the Greeter that you are ready for another interview, take a minute to jot down in the “Notes” section anything about the volunteer you feel is important, that the volunteer did not include on his registration form (a special skill, an obvious physical limitation, etc.) Place his registration form in the bin or file.  Always refer the volunteer on the spot if possible – it may be impossible to contact him later. If the volunteer has special training or unusual skills that you think might be needed soon, ask him to wait in the sitting area and to check the volunteer request board for new requests for their specialized skills.  It is likely that some volunteers will exhibit the stress for the disaster – an extra measure of patience and understanding is needed.  Be sure to watch for volunteers who would be effective working in the Volunteer Reception Center. STATION #3 - DATA/AGENCY COORDINATION DESK Your job is to match the Referral forms to the Requests and to close out the Requests when they have been filled or are no longer needed. You may have to call an agency contact to clarify the agency’s request. When you speak with an agency contact, record the information on the Request form in the section called “Follow-up Contacts with Requesting Agency.” If a volunteer who has been interviewed but not referred approaches your station, thank them for coming and ask them to please wait in the sitting area in the center of the room. When a volunteer brings you his Referral, enter his name and the date of the referral on the Request form to which he was referred. Place your initials on his Referral form. If you have time, call the agency contact to let him know who or how many volunteers have been referred. Confirm with the agency contact whether you should continue referring volunteers or close out the request. When the request has been filled, raise your flag to call a runner and ask him to remove that request from the board. If your station has a computer, enter the date and reason the request was closed (completed, no longer needed, etc.) at the bottom of the Request form. Place open Requests in green folder and closed Requests in the red folder, in either numerical order or alphabetically by agency. STATION #4 - SAFETY TRAINING AREA Your job is to brief all new volunteers on what to expect at their job sites, how to be safe while volunteering and how to take good care of themselves after their experience. When a small group has gathered, thank the volunteers for offering to help. Pass around a clipboard with an attendance sheet and check to be sure that all participants have signed it. Read the entire Safety Training sheet slowly, emphasizing the importance of following supervisors’ instructions at the work site. Encourage everyone to attend a debriefing, if available, at the end of their shift. Ask if there are any questions. If a question arises to which you do not know the answer, raise your flag and ask a runner to summon the VRC Director or other VRC staff to answer the question. Some volunteers will be required to take additional training for their particular work. Explain to them they will get more training on the job site. When your briefing is concluded, if ---PAGE BREAK--- 8 I P a g e transportation is provided, explain where the volunteers should meet. If there is no transportation have them report to their assigned supervisor at the date and time listed on the referral form. File the attendance sheet for each class in a folder and turn them in to the VRC Director daily. If the content of your safety briefing changes (new material is added or safety instructions change), staple a copy of the new safety training script to the attendance sheet of the first class in which the new script was used. Maintenance of these records is important to help protect the Coordinating Agency and local disaster officials from liability, should a volunteer be injured on the job. STATION #5 - VOLUNTEER ID DESK Thank them for coming and volunteering. You are the last person they will see at the VRC. Make them feel appreciated. Clearly write the name of the volunteer, the dates to be worked and the name of the agency to which the volunteer was referred, as shown on their Referral slip. Place the ID wristband securely on the volunteer’s wrist. Explain to the volunteers that the ID will be “good” only for the date(s) written on the band. Authorities will not permit them to enter any of the disaster recovery areas on any other day, without a current ID wristband. If volunteers plan to work more than one day, you may write the beginning and ending dates of their service. Thank them for coming. Issue a deployment check list. Make sure they are prepared. PHONE BANK STAFF You will be handling several of calls, those from agencies requesting volunteers and donations and those from people wanting to volunteer and donate. The information you record about each call must be complete and in sufficient detail to facilitate matching volunteers and donations to the needs. AGENCY VOLUNTEER CALLS o Fill out a Request for Volunteers form completely while you are speaking with the agency caller. o Next, summon a runner to your station. Ask the runner to post the request on the board in view of the Interviewers (station and then to give the Request for Volunteers form to the Data Coordinators (station VOLUNTEER CALLS o If they choose to register over the phone,  Refer to the phone script in the VRC Go-Kit. o If they choose to register in person at the VRC, they will be given instructions when they arrive. AGENCY AND VICTIM DONATION REQUESTS o Fill out a Request for Donations form completely while you are speaking with the agency or victim.  If Agency, have the information listed on the board.  If Victim, inform them which agencies have what they need and give their contact information DONATION CALLS o Inform the donor what items are needed from the board. Inform them on how to contact the organization needing the item. ---PAGE BREAK--- 9 I P a g e o If items are coming to the Donations Management Team, complete the donation form completely and summon a Runner to inform the donation team. DATA ENTRY STAFF Your job is to enter the information from the Volunteer Registration and Request for Volunteers forms into the database so that we have an accurate record of who participated in the recovery effort, what kinds of work they performed and when. Even if you are familiar with the software being used by the VRC, please ask for a brief orientation before beginning your first shift. Accuracy is more important than speed. The information you enter will be used to determine the amount of money the county will receive from the Federal Government as a result of the disaster. If you have difficulty using the computer, please ask for help immediately. Do not attempt to fix the problem yourself. RUNNER Your job is to carry information from one station to another within the VRC. When a station needs you to pick up forms, restock supplies or escort a volunteer, the staff person will signal you by raising a flag, noise maker or light wand. Please watch carefully for this signal and respond When posting new Requests for Volunteers on the board, use only the markers provided and write clearly for the interviewers to see. After posting the request give the Request form to the Data Coordinator, Station 3. VRC Director Oversee the operation of the Volunteer Reception Center.  Clearly designate one entrance and one exit  Set up the room for efficient flow of volunteers and information  Brief and assign tasks to staff and volunteers of the center  Monitor the operation and make changes when necessary Meet and thank all volunteers who help in the VRC and instruct them to sign in and out on the Volunteer Sign-in / Sign-out Record daily. EMERGENCY KIT  200 Registration and Liability forms  100 Volunteer request forms  5 Sign in and out sheets  200 Pens  5 Clipboards  Stapler and staples  Scissors  Tape  White board  3 Sharpie markers  200 Interview forms  10 Safety signup sheets  6 colored folders  Station signs  25 Chairs  10 Tables  200 Volunteer wrist bands  Noise makers  Dry erase markers  200 Deployment check lists ---PAGE BREAK--- 10 I P a g e ---PAGE BREAK--- 11 I P a g e I. Volunteer Management System Partners The following voluntary, community based, faith-based and private organizations will be relied on to respond to an emergency to assist with the VMS Plan in Ogden City. Role Organization Name Phone Email Local Voluntary Organizations CERT Dewey Cragun [PHONE REDACTED] [EMAIL REDACTED] Northern Utah VOAD Gary Haddock [PHONE REDACTED] [EMAIL REDACTED] American Red Cross [PHONE REDACTED] Junior League Clairesse Walton [EMAIL REDACTED] Goal Foundation Jenny Scothern [PHONE REDACTED] [EMAIL REDACTED] Salvation Army Rotary Club Maresha Bosgieter [PHONE REDACTED] [EMAIL REDACTED] Sierra Club Ranee Johnson [PHONE REDACTED] [EMAIL REDACTED] Catholic Community Services Rebecca Van Maren [EMAIL REDACTED] Faith Community Washington Heights Baptist Church Jimi Pitts [PHONE REDACTED] [EMAIL REDACTED] LDS Church Jeffrey Heiner [PHONE REDACTED] [EMAIL REDACTED] Media Channels Business Community Walmart Sara Smith [PHONE REDACTED] [EMAIL REDACTED] J. Crisis Communications Early and effective crisis communications is a critical part of any response involving volunteers and donations. Getting the right information to the right people at the right time, so they can make the right decisions about volunteering is a critical component in the Spontaneous Volunteer Management Plan. All message releases will be approved by the Incident Commander and released through the Joint Information System or the Public Information Officer. Timely, informative, coordinated and accurate public information is a critical factor in keeping on-lookers and potential volunteers and donors from impeding the response and recovery processes of a catastrophic incident. ---PAGE BREAK--- 12 I P a g e The Public Information Officer must manage public expectations and make clear:  Needs in the impacted areas  Appropriate ways to help  Appropriate skills needed  What is not needed  Where and how to volunteer  Where and how to donate supplies, equipment and money. Pre Scripted Messages Message #1 Ogden, Utah ( MM/DD/YY) The City of Ogden offers appreciation to the public for the outpouring of generosity from the many people who want to help in the wake of the devastating _(earthquake/flood/tornadoes)___ that struck our City today or date. How to help: Give Cash to Charities: The best way to help is to make cash donations directly to one of Utah’s local charities supporting disaster relief efforts. These nonprofit organizations urgently need your help. Cash can easily be converted to meet the most critical needs. Volunteers: Trained volunteers already affiliated with relief organizations are requested to report directly to their organizations. Untrained volunteers are encouraged to first ensure the safety and comfort of their families, friends and neighbors. Then, if they’d like to volunteer, they may sign up online site address website. Product Donations: Cash donations to local charities are best. However, in some cases, new products may be of use if you have determined that a specific charity needs the goods, can store and distribute them and shipping has been arranged. To determine which goods are needed, or to post your donation offer to charities, go to the “How to Help” website. Donations of used items, particularly used clothing or furniture, are not encouraged. Historically, emergency managers have learned these items are simply not needed after disasters. Unneeded donated items can burden a disaster response as they may require manpower, storage, distribution and transportation. Message #2 “As emergency management works to respond to and recover from Name of Disaster, an influx of unexpected or unrequested volunteers and donations can make the response and recovery process even more difficult. If you would like to volunteer or donate please visit our website at [website name and address] or call [phone number] or visit the Volunteer Reception Center located at [address of VRC] between [list hours of operation and days open]. Message #3 “Community members and neighbors, for your safety, the safety of responders, and for the overall management of the disaster, we are asking that you stay at home or indoors away from the affected area [describe parameters] until further notice.” Message #4 “Community members and neighbors, for your safety, the safety of responders, and for the overall management of the disaster, we have a volunteer registration and donation process. If you wish to volunteer or donate:  Call to register [insert phone number]  Register on-line [insert url]  Come to the Volunteer Reception Center, located at [insert location] ---PAGE BREAK--- 13 I P a g e  Have the following with you: government issued photo ID, professional credentials, emergency contact information, snacks, water, and cell phone.  Persons with the following credentials [license, skills, equipment] are needed [time frame]”  “We know that everyone wants to help. We ask that all volunteers consider their own limitations and needs before volunteering. Be realistic about your ability to be self- sufficient and aid in disaster response and recovery. If you can’t volunteer, consider making a monetary donation to a local relief organization.” K. VOLUNTEER RETENTION A positive experience encourages volunteers to continue to provide support for current and future operations. A poor experience could lead to disruptive and/or unsafe behavior. Strong and sustainable volunteer programs are founded and grounded upon people with passion and programs with policies and principles. Volunteer recruitment, reception, training and retention are interwoven. Every interaction is an opportunity to build the relationships, interests, skills, sense of purpose and connectedness that build upon the individual’s desire to be useful and of service. Volunteer policies:  Volunteers will be contacted for follow-up post incident to convey appreciation for services rendered and recruitment into an affiliate group. This includes acknowledgements to employees as well. Issues to consider monitoring include potential physical/medical issues related to job assignments. If needed, volunteers should be offered critical incident stress management (CISM) assistance.  Spontaneous volunteer shall be given volunteer coordinator, CERT, Red Cross, Salvation Army coordinator, or other affiliated group leader contact information.  When volunteers are released, they will be asked to consider registering with a recognized volunteer organization such as CERT. Citizen Corps groups have a unique opportunity to be the conduit to attracting, receiving, assessing, training, and managing spontaneous volunteers. The fact that there are existing disaster volunteer infrastructures such as CERT makes it evident to the spontaneous volunteer that the world they have “walked into” is not completely alien. When evidence of organizational structure is perceived, particularly in the time of chaos, spontaneous volunteers frequently feel a sense of security and affirmation that their decision to help is validated. Evidence of organizational structure may be seen, heard, and and/or emotionally experienced. These factors are generated through means that are already in motion within the National Incident Management System and the Incident Command System throughout the year. L. DONATION APPRECIATION A positive experience encourage donors to continue to provide support for current and future operations. Strong and sustainable donation programs are founded and grounded upon people with passion and programs with polices and principles.  Donors will receive a thank you letter to convey appreciation for their donation in our community’s time of need.  If possible, a picture will be sent showing how the items or the money they donated were distributed. ---PAGE BREAK--- COUNCIL NORMS - 2017 Ogden City Council Norms Page 45 which are not directly related to Ogden City objectives or programs. Exception for Political Parties, per State Code UCA 20A-8-404 - Political Parties may request the use of Council Chambers and Conference Room 310 at least 30 calendar days before the day on which the use by the political party will take place. Billing is based on Ogden City Facilities after-hours rate of $35 per hour. Meeting room usage policy described in the Reservation Guidelines apply. Food and drinks within the Council Chambers is discouraged but allowed in conference rooms. Expression of Sympathy/Concern There are occasions when the Council may wish to express sympathy or concern to others given deaths, illness, etc., which affect others within the Ogden City community. On such occasions the Council will discuss what level of expression is appropriate. In January of every year, the Council members and Staff donate $20 to a “sunshine fund” which is used to cover expenses of cards, flowers, and other items to be sent from the Council Office. Gifts From time to time, the Council will purchase City mementos pins, keys) to give to guests, dignitaries, etc. These may be used by any Council member or Council Staff. It is assumed Administration will do the same and, therefore, such mementos will not be available for distribution to either the Mayor or Administrative staff. 7. Council Emergency Preparedness This section describes the responsibilities and activities of the Ogden City Council in the event of a public disaster. Each city officer must provide an emergency interim successor to establish a clear line of authority and succession assuming the unavailability, temporarily or permanently, of that elected official in order to ensure a lawful continuity of government and a prompt response to an emergency situation. Definitions Emergency Interim Succession is the temporary replacement or filling of offices within Ogden City government by a designated successor to meet the demands of emergency response as a result of a natural phenomenon or disaster. The period of succession shall extend beyond that required to formally provide for the filing of a vacancy by current statutory and ---PAGE BREAK--- COUNCIL NORMS - 2017 Ogden City Council Norms Page 46 constitutional provisions, or until the officer or emergency interim successor earlier in the order of succession is available and which shall not exceed thirty (30) days. Emergency Interim Successor is a person designated under Section 12-15-10 of the Ogden Municipal Code to exercise the powers and discharge the duties of a City Office when the person legally exercising the powers and duties of such is unavailable. Succession in Elected and Appointed Offices It is by City ordinance and the requirements of State law that all elective offices and executive offices of City government provide for interim succession in the event the office holder or official is unavailable as defined by this policy. Each elected and appointed officer within City government is instructed to provide a list of at least three emergency interim successors for each position in the order of succession to the Emergency Management Coordinator within thirty (30) days after enactment of this policy and by July 1st of each year if there are changes. An emergency interim successor should be familiar with the duties of the office and the requirement of that office. All successors if not already sworn in are required to take an oath of office at their succession. The City Recorder is directed to effectuate this procedure. Emergency interim successors shall exercise the powers and duties of the office until the vacancy is filled in accordance with the Constitution or statutes – or the City officer, deputy or emergency interim successor that is earlier in the order succession becomes available to exercise the powers and duties of the office. Positions that Require Emergency Interim Successors There are seven elected positions within the Ogden City Council; Municipal Ward 1, Municipal Ward 2, Municipal Ward 3, Municipal Ward 4, At Large Seat A, At Large Seat B, At Large Seat C. All of these positions require Emergency Interim Successors. The City Council Executive Director also requires Emergency Interim Successors that are designated as the incumbent employers in the position of Policy Analyst. Filling a Vacancy in the Event of an Emergency It is the policy of the Ogden City Council that whenever a vacancy occurs on the Council, either through death or resignation, a new Council member will be appointed by the Council within thirty (30) days to hold the position until the next municipal ---PAGE BREAK--- COUNCIL NORMS - 2017 Ogden City Council Norms Page 47 election, as stipulated by Utah State Law. In the event of a disaster the Emergency Interim Successor fills the position until an appointment is made as described above – a maximum of 30 days. Unavailability of Council Chair The Vice Chair, during the absence of the Chair, shall have and perform all the duties and functions of the Chair. In the event of the absence of or disability of both the Chair and the Vice Chair, the immediate past Chair, if still serving on the Council shall temporarily serve as Chair until the Chair or Vice Chair so absent or disabled shall return or the disability shall be removed, as the case may be. In the event the immediate Past Chair is absent or disabled, or is no longer serving on the Council. The City Council shall elect a temporary Chair to serve until the Chair or Vice Chair so absent or disabled shall return or the disability shall be removed, as the case may be. In such event, Past Chair or the temporary Chair shall have all the powers and perform the functions and duties assigned to the Chair. Duties, Powers and Responsibilities of the City Council during an Emergency The duties and powers of the City Council do not change during an emergency. The Council’s ongoing duties and powers are as follows: Set Policy  Adopt policies and ordinances.  Adopt general plans.  Approve zoning and rezoning of property.  Approve annexations and vacations.  Approve interlocal agreements. Control Budget and General Operations  Recognize and appropriate funds ( i.e., adopt the budget, approve amendments, etc.)  By ordinance establish general rules as to how the executive branch performs its duties. Conduct Oversight  Review actions of City Administration.  Conduct investigations, if necessary. During the period of an emergency declaration, public notice requirements of the Open and Public Meetings Act are suspended for actions of the City Council. The City Council may convene in regular or special meetings as deemed appropriate. Other Responsibilities Relating to Emergency Management ---PAGE BREAK--- COUNCIL NORMS - 2017 Ogden City Council Norms Page 48  The Council approves all interlocal agreements that are deemed essential to the Emergency Operations Plan.  The Council reviews the City’s Emergency Operations Plan annually (the plan is due to the Council by October 31st of each year).  Ogden City utilizes the Incident Command System (ICS) as set forth by the Federal Emergency Management Agency (FEMA) under the National Incident Management System (NIMS) guidelines. In order to gain a clear understanding of ICS and the Council’s role during an emergency, Council members shall complete the on-line, independent study course title “Introduction to Incident Command System” offered by FEMA. 8. Filling a vacancy It is the policy of the Ogden City Council that whenever a vacancy occurs on the Council, either through death or resignation, a new Council member will be appointed by the Council within thirty (30) days to hold the position until the next municipal election, as stipulated by Utah State Law. (First adopted by resolution 95-49, October 10, 1995). Filling a vacancy will be considered an interim appointment to fill a two-year term if two years of the vacated term will remain after the first Monday of January following the next Municipal Election (UCA 20A-1-510(2)(a). Procedures Within one week of the vacancy, a request for resumes and/or letters of interest and qualifications from residents of the affected municipal ward, or in the case of an at-large position from the entire City, will be published in the Standard- Examiner through an official press release. The deadline for receipt of resumes and/or letters of interest and qualification will be within two weeks following the vacancy. On the day following the application deadline, copies of the information received from interested parties, along with all letters of recommendation received to that date, will be distributed to the Council members. A Special Council meeting is then scheduled that includes a presentation by each applicant. The following guidelines will be followed:  Information packets regarding the Council are made available to all applicants prior to the presentation.  A copy of a list of questions is provided to each applicant as