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Nevada
Division of Emergency Management
Continuity of Operations Plan September 2017
FOR OFFICIAL USE ONLY
NOTICE: This document contains information pertaining to the deployment, mobilization and tactical operations of the Nevada Division of Emergency Management in response to emergencies. It is exempt from disclosure under Nevada state law.
Division of Emergency Management
Continuity of Operations Plan 2017 i
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Division of Emergency Management
Continuity of Operations Plan 2017 ii
RECORD OF CHANGES
Change No. Copy No. Date Entered Posted By
01- Updated personnel in Essential Positions and ERG
1 6/12/13 B. Elliott
02 –Update Personnel on ERG and Essential positions.
1 3/3/16 B. Elliott
03 - Adjust Essential Position list to the ANNEX
1 3/3/16 B. Elliott
04 – Change NDEM to DEM
1 9/27/17 B. Elliott
Division of Emergency Management
Continuity of Operations Plan 2017 iii
Division of Emergency Management
Continuity of Operations
Executive Summary
Executive Policy
The Division of Emergency Management (DEM) is the State of Nevada’s premier agency
for emergency management and must at all times be able to prepare for, protect, respond
to, recover from and mitigate against emergencies and disasters. DEM and its staff are
not immune to the effects of disasters and may have to relocate or perform its mission
with greatly reduced staff which may be caught up by the disaster. This plan results from
the recognition on the part of DEM that a comprehensive plan is needed to enhance the
Division’s ability to maintain operations regardless of the emergency or disaster situation.
This plan constitutes an integral part of a statewide emergency management and
continuity of government program and contributes to its effectiveness.
DEM employees are required to familiarize themselves with this plan and be prepared to
follow the COOP plan if it is activated during a real event or exercise.
Caleb S. Cage
Chief
Nevada Division of Emergency Management
Division of Emergency Management
Continuity of Operations Plan 2017 iv
COOP PLAN TABLE OF CONTENTS
Subject Page#
Title Page
Record of Changes ii
COOP Plan Executive Summary iii
Table of Contents iv
I. Introduction 1
II. Purpose 1
III. Applicability & Scope 2
IV. Authorities 2
V. Situation 3
VI. Continuity of Government 4
VII. Assumptions 5
VIII. Organization & Assignments of Responsibilities 5
IX. Essential Functions 11
X. Concept of Operations 15
XI. Alternate SEOC 20
XII. Devolution of Operations 29
XIII. Interoperable Communications 31
XIV. Essential Systems 33
XV. Vital Records and Technology 35
XVI. Reconstitution 35
XVII. Testing Training and Exercise 36
XVIII. Multi-Year Strategy and Program Maintenance 36
XIX. COOP Plan Maintenance 36
COOP PLAN ANNEXES
Annex A: Contact List
1. DEM Personnel
2. Emergency Manager Contact List
3. ESF Contacts
Annex B Definitions and Acronyms
Annex C: Lines of Succession and Essential Positions
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
Annex E: Alternate SEOC layout
Annex F: Evacuation Plan
Annex G: Fire Plan
Annex H: Shelter in Place Plan
Annex I: Shelter in Place for Active Shooter Plan
Annex J: Decontamination Plan
Division of Emergency Management
Continuity of Operations Plan 2017 v
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1 Division of Emergency Management
Continuity of Operations Plan 2017
I. INTRODUCTION
The Division of Emergency Management (DEM) is the State of Nevada’s premier agency
for emergency management and must at all times be able to prepare for, protect, respond
to, recover from and mitigate against emergencies and disasters. The DEM is becoming
increasingly aware of how all types of events can disrupt operations and jeopardize the
safety of agency personnel and partners. Continuity of Operations (COOP) planning
facilitates the performance of essential functions during all-hazards emergencies or other
situations that may disrupt normal operations. A comprehensive and integrated continuity
capability will enhance the credibility of state’s security posture and enable a more rapid
and effective response to, and recovery from, any emergency.
The all-hazards approach to COOP planning ensures that regardless of the event,
essential functions and services will continue to operate and be provided in some
capacity. This approach includes preparing for natural, man-made or technological
emergencies.
This document provides guidance for plans and procedures that ensure the safety of the
DEM personnel and to ensure it can execute its essential missions in the event of a threat
to its normal continuity of operations. COOP planning is intended to ensure the
performance of the DEM essential functions across a wide range of all-hazard
emergencies.
II. PURPOSE
The purpose of this COOP plan is to provide the framework for the DEM to restore and
maintain essential functions in the event of an emergency that affects operations. This
document establishes the DEM’s COOP program procedures for addressing four types of
extended disruptions:
Loss of access to a facility (as in fire);
Loss of services due to a reduced workforce (as in pandemic influenza); and
Loss of services due to potential of facility contamination (as in chemical,
biological, or nuclear attack).
Loss of services due to equipment or systems failure (as in information
technology (IT) systems failure).
The goal of continuity planning is to reduce the consequence of any disruptive event to a
manageable level. The DEM COOP plan is designed to:
a) Minimize loss of life, injury, and property damage.
b) Mitigate the duration, severity, or pervasiveness of disruptions that do occur.
c) Achieve the timely and orderly resumption of essential functions and the return to
normal operations.
d) Protect essential facilities, equipment, records, and assets.
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e) Be executable with or without warning.
f) Meet the operational requirements of the DEM no later than 12-hours after
activation.
g) Meet the sustainment needs of the DEM for up to 30-days or longer.
h) Ensure the continuous performance of essential functions and operations during
an emergency, including those such as pandemic influenza that require additional
considerations beyond traditional continuity planning.
The DEM is committed to the safety and protection of its personnel, contractors,
operations, and facilities. This plan provides the DEM with a framework that is designed
to minimize potential impact during an event.
III. APPLICABILITY & SCOPE
This document applies to DEM personnel in both the Carson City or Las Vegas locations
where essential functions are conducted. It also applies to the array of events and hazards
that could threaten the agency and its performance of essential functions.
The COOP plan does not apply to temporary disruptions of service including minor IT
system or power outages and any other scenarios where essential functions can be readily
restored in the primary facility.
This COOP plan is approved by the senior leadership in the DEM and distributed to all of
the DEM staff.
The COOP plan will be a part of the DEM’s new employee orientation and subject to
scheduled training and testing.
This COOP plan outlines the actions that will be taken to activate a viable COOP
capability within 12 hours of an emergency event and to sustain that capability for up to
30 days. The COOP Plan can be activated during duty and non-duty hours, both with and
without warning.
The COOP plan covers all facilities, systems, vehicles and buildings operated or
maintained by the DEM. The COOP plan supports the performance of essential functions
from alternate locations (due to the primary facility becoming unusable, for a period that
exceeds established Recovery Time Objectives (RTOs)) and also provides for continuity
of management and decision making at the agency, in the event that senior leadership or
technical personnel are missing or incapacitated.
IV. AUTHORITIES
Federal Continuity Directive 1 (FCD 1).
National Security Presidential Directive (NSPD) 51/Homeland Security
Presidential Directive (HSPD) 20, May 2007.
NRS 239C.260, Plan for continuation of state and local governmental
operations in event of catastrophic emergency.
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NRS 414.040, Division of Emergency Management: Creation; Chief; powers
and duties.
V. SITUATION
The following situations impact DEM’s COOP plan:
On a yearly basis the DEM evaluates threats and hazards through the Threat and
Hazards Identification and Risk Assessment (THIRA) process.
The DEM is located at the State Emergency Operations Center (SEOC) in
Carson City Nevada.
The DEM has a Southern Nevada office at the Nevada Parole and Probation
(P&P) Building in Las Vegas
The DEM’s primary facility houses multiple programs including administration
and finance, operations, recovery and mitigation, grants management, and the
planning, training and exercise program. There are approximately 38 personnel
in the SEOC location and 2 personnel in the Las Vegas location, and typically
ten to twenty DEM visitors on a daily basis. When the SEOC is activated or
during training, there may be over 100 additional personnel in the SEOC or
training rooms.
The SEOC also houses the Nevada National Guard (NVNG) Joint Operations
Center (JOC), the Nevada Forestry Division (NDF), the Nevada Department of
Public Safety (DPS) Call Center and the Nevada Threat Analysis Center
(NTAC).
The SEOC is located in the 3rd
most seismically active state in the union, and
Carson City has numerous active seismic fault lines in the area. Almost every
day Nevada is subjected to earthquakes. In the past 50 years (including in 2008)
Nevada has been subjected to several earthquakes greater than 6.0.
Wildfire in Nevada is a major hazard due to yearly dry and windy conditions. In
the past 10 years wildfire has caused the evacuation of government buildings in
Carson City.
Flooding has been a problem in Carson City and flash flooding is a problem in
Las Vegas. The SEOC is not in a flood plain but roads connecting the SEOC
may be blocked due to flooding.
Severe winter weather occurs occasionally with snowfall exceeding three feet in
a 24 hour period. Snowfall may affect the roads so that personnel may not be
available for work.
Carson City is the state capitol for Nevada and Las Vegas is a major
metropolitan site. Both may be the target of terrorism which may include
Chemical, Biological, Radiological, Nuclear, or Explosive (CBRNE) attack.
Las Vegas may be subject to civil unrest which may prevent personnel from
reaching the P&P building.
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The SEOC is located adjacent to a major highway that may carry hazardous
materials and may be at risk of hazardous material spill.
VI. ASSUMPTIONS
Emergencies may occur with little or no warning and may affect the physical
integrity of the SEOC and the P&P Building.
Emergencies and threatened emergencies differ in order of priority or impact
and may have an effect on the need to activate the COOP Plan.
During emergencies affecting the Las Vegas or Carson City areas, although the,
SEOC and the P&P Building may not be physically affected, staff may have
difficulty mustering at their primary work locations due to impassible roads.
DEM will utilize the principles of the National Incident Management System
(NIMS), when coordinating a State-level response to an incident, regardless of
the EOC location.
If properly implemented, this COOP plan will reduce or prevent disaster-related
losses.
Leadership and personnel will continue to recognize responsibilities to public
safety and exercise their authority to coordinate state resources to respond to and
recover from an emergency.
When state resources and capabilities are exhausted, additional resources are
available through the Nevada Intrastate Mutual Aid System (NIMAS) and the
Federal government Emergency Management Assistance Compact (EMAC).
Emergencies or threatened emergencies may adversely affect the organization’s
ability to continue to support non-essential internal operations and to give non-
essential support to external agencies.
Personnel and other resources from the DEM and other organizations outside of
the area affected by the emergency or threat will be made available if required to
continue essential operations.
VII. CONTINUITY OF GOVERNMENT
The elements of Continuity of Government (COG) is set forth in the provisions of
Section 37 of Article 4 of the Nevada Constitution and is further established as a plan
under the provisions of NRS 239C.260 Plan for continuation of state and local
governmental operations in event of catastrophic emergency.
The provisions of NRS 239C.260 describes as the result of a catastrophic emergency:
The succession of authority of the Governor.
Vacancies of more than 15 % of the Legislature.
Vacancies of more than 15% of the Supreme Court.
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Vacancies of more than 15% of District Judges in any one district.
Vacancies on a Board of County Commissioners.
Vacancies on a city council.
Alternate meeting locations of any legislative bodies.
During a catastrophic emergency as described in NRS239C, the DEM in accordance with
NRS 414, will assist the Governor or his successor in maintaining the continuity of
government.
The SEOC has been designated as an alternate site for the Office of the Governor and
houses of the legislature.
Contained within the DEM COOP plan are detailed procedures for the succession of
DEM leadership and authorities and are intended to be the COG plan for the DEM.
VIII. ORGANIZATION & ASSIGNMENT OF RESPONSIBILITIES
Key Positions
Each essential function has associated positions that are necessary to ensure continuity of
operations. Without these positions, and specifically trained personnel to staff those
positions, the DEM will not be able to perform its essential functions or meet the needs of
Nevada citizens. These positions, with 3 deep staffing, are necessary to carry out
essential functions and in support of the DEM’s mission:
All personnel identified for succession will have full authority to perform all of the duties
of the primary staff member if he/she is required to succeed the position, including all the
authorities of the DEM Chief.
In the event of the unavailability of the primary staff in each Essential Position the
incumbents of the following positions in the sequence indicated in Table 1 will, if
available, exercise the functions and duties delegated, as set forth above
DEM uses the Incident Command System (ICS). ICS allows flexibility in its
implementation so that its structure can be tailored to the specific situation at hand. ICS
will be initiated by the SEOC Manager in response to an incident.
Essential Positions include:
DEM Chief
DEM Duty Officer
SEOC Manager
Operations Section Chief
Planning Section Chief
Logistics Section Chief
Communications Unit Leader
Finance Section Chief
Public Information Officer (PIO)
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Safety Officer
COOP Coordinator
Emergency Support Functions
(Note: The positions listed above are not a complete listing SEOC activation and not
all positions may be activated during SEOC activation. Positions may be activated
at the discretion of the DEM Chief or SEOC Manager during SEOC activation
depending on the needs of DEM. For all of the SEOC activation positions see the
SEOC SOP.
Succession of Authority
FIGURE 1: DEM LEADERSHIP ORDER OF SUCCESSION
Authority of Succession: Authority is passed on to the Essential Position’s
successor in full.
The DEM Chief maintains authority over all DEM activities.
The Duty Officer is responsible for initial emergency notification, initial
emergency response, activation of the emergency call down list, and develops the
initial briefing report. The Duty Officer reports to the DEM chief until relieved
by the SEOC Manager.
The SEOC Manager maintains authority over all DEM emergency response and
recovery operations while the SEOC is activated or when the COOP plan is
activated. The SEOC Manager reports to the DEM Chief.
The SEOC Section Chief positions maintain authority over their respective
section’s specific essential functions and personnel and reports to the SEOC
Manager.
Bart Chambers State Fire Marshall
Caleb S Cage DEM Chief
Jim Wright DPS Director
Jim Walker, Emergency Manager
Justin Luna, ASOIII
Kelli Baratti, Emergency Operations
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The PIO maintains authority over the JIC and the JIC personnel, and reports to the
SEOC Manager.
The Safety Officer, during an evacuation or when building integrity is in question,
maintains authority over all aspects of personnel and facility safety and reports to
the SEOC Manger.
The Communications Unit Leader has authority over establishing and maintaining
interoperable communications and reports to the Logistics Section Chief
The COOP Coordinator has authority to execute the COOP Plan and reports to the
Operations Section Chief.
After initial reports of an emergency the Duty Officer or his/her successors should
initiate emergency notification system per the DEM Duty Officer Standard Operating
Guidance. Positions will be staffed as employees report to the SEOC. Primary and
auxiliary staff shall be trained equally to function in their respective positions.
Employees that are initially staffed in specific positions may be relieved when an
employee with greater experience or an employee identified as a primary staff for the
essential position reports to the SEOC. At a minimum the Essential Positions will be
staffed. The SEOC manager has the final say on position staffing when the SEOC is
activated.
Notification System
The contact information for employees who should be notified if the DEM is threatened
by or experiences an incident that requires COOP plan activation is entered into the DEM
Personnel Notification System which is a computer activated call alerting and notification
system that can be accessed by DEM computers or through the internet. The decision to
activate the COOP Plan resides with the DEM chief or the SEOC manager if the SEOC is
activated. (COOP activation will be discussed in the next section: Concept of
Operations).The Contact List located in Appendix A is a back up to the computer system.
External Contacts
Emergency Support Function (ESF) primary and secondary contacts are listed in
Appendix A. Also included in Appendix A is contact information for external
contractors, vendors, suppliers or others who would most likely need to be contacted if
the DEM is threatened by or experiences an incident that requires COOP plan
implementation.
COOP Plan Implementation Responsibilities
The following lists identify major responsibilities of key personnel and leadership
required to implement DEM’s COOP plan.
The DEM Chief is responsible for:
Supporting and providing executive leadership for all emergency planning
efforts.
Activating the COOP plan.
Providing policy direction, guidance and objectives during an incident for the
implementation of the COOP plan.
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Consulting with and advising the Director of Department of Public Safety and
during SEOC activation, the Office of the Governor during implementation of
the COOP plan.
Consulting with and advising the Federal Emergency Management Agency
(FEMA) if during a federally declared emergency the SEOC must re-locate to an
alternate SEOC site.
Acting as the State Coordinating Officer (SCO) during federally declared
emergencies.
The COOP Coordinator is responsible for:
Developing plans required for the DEM to perform its essential functions during
an event or other situation that would disrupt normal operations.
Coordinating implementation of the COOP plan and initiating appropriate
notifications inside and outside the DEM during COOP plan implementation.
Preparing site support plans to support the implementation of the COOP plan to
facilitate the smooth transition of direction and operations from the primary
location(s) to the alternate location.
Supervising the COOP Recovery Team.
The COOP Recovery Team is responsible for:
Consists of Team Members that represent Communications/IT, Facilities,
Personnel, Administration, Operations Recovery, and Safety.
Coordinating the relocation of the SEOC staff and materials to the alternate
SEOC locations.
Coordinating activities to reconstitute activities at the primary SEOC location or
make arrangements for more permanent SEOC relocation in the case of total
destruction of the SEOC.
(See Annex C for COOP Recovery Team procedures)
The Duty Officer is responsible for:
Coordinating initial DEM response to an emergency.
Initiating emergency notification system to alert DEM, ESF and other critical
personnel.
Establishing the initial Incident Command System (ICS) structure to coordinate
state response.
Evaluating SEOC integrity and makes recommendation to DEM Chief for
devolution of the SEOC to the Alternate SEOC location.
Completing the ICS 201 Initial Incident Briefing Form.
The SEOC Manager is responsible for:
Oversees the activation, operations and de-activation of the SEOC and
implementations of state preparedness, response and recovery capabilities.
9 Division of Emergency Management
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Assumes operational control of the SEOC when activated.
Manages all essential operations, planning, logistics, financial, and
administrative functions for the SEOC when activated.
The Operations Section Chief is responsible for:
Coordinates state operations response and recovery activities during SEOC
activation.
Performing a damage assessment of the SEOC, and determining the safety and
security of the structure.
Coordinating infection control / isolation measures.
Coordinating decontamination efforts of personnel and spaces if needed.
Setting up evacuation staging site;
Evacuation of staff and materials;
Transportation of staff and materials to the alternate SEOC location;
Forming a reconstitution team and coordinating and overseeing the
reconstitution process.
The Planning Section Chief is responsible for:
Developing the SEOC Incident Action Plan (IAP).
Developing situation reports.
Developing evacuation plans.
Developing transportation routes;
Developing space allocation and facility requirements.
Developing infection control plans, vaccination schedules, and anti-viral and
countermeasure distribution schedules.
Developing reconstitution plans, including time-phased plans, listing functions
and projects in order of priority for resuming normal operations.
Coordinating with appropriate organizations to obtain office space for
reconstitution if the building is uninhabitable.
The Logistics Section Chief is responsible for:
Coordinates appropriate lodging, food and other arrangements with the alternate
facility location, if appropriate, for faculty and staff who will not commute and
need to remain overnight near the alternate location.
Requisition transportation for staff and equipment for evacuation to the alternate
EOC.
Requisition additional needed items.
Storing and inventory of alternate SEOC supplies, equipment and material.
Obtaining security for the alternate SEOC.
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The Communication Unit Leader is responsible for:
Setting up and maintaining interoperable communications at the alternate SEOC.
Trouble shooting communications problems.
Reconstituting normal communications at the SEOC after the incident.
The Administration/Financial Section Chief is responsible for:
Ensuring all personnel are accounted for.
Executing contracts and agreements.
Monitoring personnel time.
Generating purchase orders.
Maintaining fiscal integrity.
Informing staff’s family about the situation and the location of the alternate
SEOC.
Working with staff to assist with alternate day care facilities.
Assisting staff with emergency family and animal sheltering.
The Public Information Officer (PIO) is responsible for:
Developing and delivery of public information.
Monitoring news reports and respond in kind.
Set up and operations of the mobile Joint Information Center (JIC) at the
alternate SEOC site.
Reconstitution of normal JIC operations.
The Safety Officer is responsible for:
Developing a safety plan.
Working with the Operations Section Chief to determine building structural
safety and security.
Maintaining a safe work environment for employees.
Monitoring safe work practices.
Monitors decontamination effectiveness.
Monitors infection control compliance.
Determines safe transportation routes to alternate SEOC sites.
Acts with the authority of the SEOC Manager to stop any safety violations.
The DEM staff is responsible for:
Understanding their continuity roles and responsibilities within their respective
sections.
Knowing and being committed to their duties in a continuity environment.
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Understanding and being willing to perform in continuity situations to ensure
DEM can continue its essential functions.
Ensuring that family members are prepared for and taken care of in an
emergency situation.
IX. ESSENTIAL FUNCTIONS
Using the criteria established by the DEM COOP Team; the Division has identified
essential functions and personnel who have roles in performing those functions to meet
its responsibilities to citizens, personnel, contractors, and visitors.
The DEM also has prioritized its functions by determining the essential functions’
recovery time objective (RTO). A listing of the agency’s prioritized essential functions
and their RTOs, along with all supporting resources including essential personnel and
vital records, system and equipment required to execute them is shown in Table 3.
The following are the principles used to identify DEM’s mission essential functions
which must be performed whenever there is an incident that requires state emergency
response:
1. DEM must be able to advise the Governor, the Director of Public Safety, State
Agencies, and local jurisdictions pertaining to emergency response, must be able
to facilitate the emergency declaration process, and must be able to develop
emergency response policy for the State of Nevada.
2. DEM must be able to manage state emergency operations to mitigate, prevent,
protect, respond to and recover from emergencies.
3. DEM must be able to maintain situational awareness of an emergency and be able
to develop operational plans to prevent, protect, respond to and recover from
emergencies.
4. DEM must be able to procure, coordinate and manage the delivery of critical
resources needed to mitigate, prevent, protect, respond to and recover from
emergencies.
5. DEM must be able to establish and maintain communications during an
emergency.
6. DEM must be able to administer programs in accordance with applicable state and
federal laws, make financial obligations, process payments for emergency
resources and must be able to maintain the fiscal integrity of the program.
7. DEM must be able to provide a unified public information message during an
emergency.
8. DEM must be able to provide for the safety and general welfare of its employees
at all times.
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Table 3: Mission Essential Functions
Mission Principle Essential
Positions
Mission Essential Function Additional
Functions DEM must be able
to advise the
Governor, State
Agencies, and local
jurisdictions
pertaining to
emergency response
and must be able to
develop emergency
response policy for
the State of Nevada.
DEM Chief
Other Positions:
DEM alternate
Chief
DEM Legal
Counsel
DEM executive
Committee
Develop agency and statewide
emergency management policy
(RTO: Pre-Event)
Emergency declaration process
(RTO: 3 hours post event)
Advise the Governor on policy
(RTO: 3 hours post event)
Advise county governments on
emergency response(RTO: 3
hours post event)
Advise State agencies on
emergency response(RTO: 3
hours post event)
Chief liaison to federal
emergency response (RTO: 12
hours post event)
Brief Legislature
DEM must be able
to manage state
emergency
operations to
prevent, protect,
respond to and
recover from
emergencies
SEOC Manager
Duty Officer
Operations Chief
County Liaisons
Other Positions:
Deputy Operations
Chief
ESF Liaisons
Receive incident or emergency
notices from local jurisdictions
on a 24/7 basis and establishes
mission control number (RTO:
No Interruption)
Coordinate minor emergency
management requests without
the need for an emergency
declaration (RTO: No
Interruption)
Implement the COOP plan if
needed (RTO: 1 hours post
event)
Full or Partial activation of the
SEOC or alternate SEOC(RTO:
12 hours post event)
Liaisons with affected
communities (RTO: 3 hours
post event)
Coordinates tasks and tracks
mission assignments to the
ESFs in support of tactical
operations (RTO: 3 hours post
event)
Conducts SEOC briefings and
change of shift briefings (RTO:
3 hours post event)
Supervises the execution of the
IAP (RTO: 12 hours post
Routine SEOC
testing and
maintenance
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Mission Principle Essential
Positions
Mission Essential Function Additional
Functions event)
DEM must be able
to maintain
situational
awareness of an
emergency and be
able to develop
operational plans to
prevent, protect,
respond to and
recover from
emergencies.
SEOC Manager
Planning Section
Chief
Other Positions:
Situation Unit
Leader
Damage
Assessment Team
Leader
Gain and maintain situational
awareness and common
operating picture (RTO: 3
hours post event)
Obtain initial damage
assessment (RTO: 6-12 hours
post event)
Identify critical needs (RTO: 6
hours post event)
Develops the IAP (RTO: 6
hours post event)
Initiate situational briefings
(RTO: 3 hours post event)
Tracks current and forecasted
status of resources (RTO: 12
hours post event)
Initiates recovery activity
(RTO: 12 hours post event)
NDE Mobilize SEOC and
transition to recovery (RTO:
12 hours post event)
Produce operational theater
maps (RTO: 6 hours post
event)
Establish disaster
recovery centers
Coordinates
individual and
public assistance
Process disaster
assistance
requests
Coordinate
donations
management
activities
Mitigation
activities
Write after action
reports
DEM must be able
to procure,
coordinate and
manage the delivery
of critical resources
needed to prevent,
protect, respond to
and recover from
emergencies.
DEM must be able
to establish and
maintain
communications
during an emergency
SEOC Manager
Logistics Section
Chief
Communications
Unit Leader
Other Positions:
Supply Unit Leader
Food Unit Leader
Facility
Management
Coordinates SEOC set up
(RTO: 6 hours post event)
Performs Staff and ESF call
down (RTO: 1 hour post event)
Orders, receives, processes and
stores all incident related
resources (RTO: 6 hours post
event)
Feeds staff and assigned field
personnel (RTO: 6 hours post
event)
Coordinates sheltering and
wellbeing of staff’s families
and pets. (RTO: 12 hours post
event)
Provides information
technology support (RTO: 3
hours post event)
Coordinates SEOC security
(RTO: 6 hours post event)
Provides additional personnel
staffing (RTO: 12 hours post
Resupply SEOC
after the incident
14 Division of Emergency Management
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Mission Principle Essential
Positions
Mission Essential Function Additional
Functions event)
Coordinates and maintain
interoperable communications
(RTO: 3 hours post event)
DEM must be able
to make financial
obligations and
payments for
emergency resources
and must be able to
maintain the fiscal
integrity of the
program.
Finance and
Administration
Section Chief
Other Positions:
Cost Unit Leader
Procurement Unit
Leader
Tracks and maintains personnel
time and costs (RTO: 3 hours
post event)
Process and tracks disaster
expenditures (RTO: 3 hours
post event)
Coordinates procurement,
purchase and contract needs
(RTO: 12 hours post event)
Coordinates travel needs for
staff during a disaster (RTO: 12
hours post event)
Processes worker
comp claims and
travel vouchers
Provides
continuum of
payroll for
employees
Grants
Management /
Grant
Compliance
DEM must be able
to provide a
unified public
information
message during an
emergency.
DEM Chief
DEM Alternate
Chief
Public
Information
Officer
Communications
Unit Leader
Activate and establish Joint
Information Center (JIC) (RTO: 3 hours post event)
Activate plans, procedures,
and policies for
coordinating, managing, and
disseminating public
information and warnings (RTO: 1 hours post event)
Activate and deploy public
information/affairs personnel (RTO: 3 hours post event)
Identify public information
needs and media types and
utilization of the affected
area (RTO: 3 hours post event)
Coordinate internal
information programs (RTO:
3 hours post event)
Coordinate external
information programs (RTO:
3 hours post event)
Coordinate public
emergency information (RTO: 1 hours post event)
Monitor communications
and information systems as
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Mission Principle Essential
Positions
Mission Essential Function Additional
Functions
needed to identify
information to be
disseminated to public (RTO:
1 hours post event) DEM must be able
to provide for the
safety and general
welfare of its
employees at all
times
SEOC Manager
Safety Officer Determine the structural safety
of the SEOC and determines
whether or not to evacuate to
an alternative SEOC (RTO: 1
hour post event)
Activate decontamination
efforts (RTO: 1 hour post
event)
Activate infection control
efforts (RTO: 3 hour post
event)
Coordinates evacuation
efforts(RTO: 1 hour post event)
Monitor workplace safety
(RTO: Continuously post
event)
Monitor security efforts (RTO:
1 hour post event)
Monitor utility back up
equipment (RTO: 3 hours post
event)
Test fire
suppression
systems
Maintain decon
and infection
control
equipment
X. CONCEPT OF OPERATIONS
A COOP plan must be maintained at a high level of preparedness and be ready to be
implemented without prior warning. As such, the DEM COOP Team has developed a
concept of operations, which describes the approach to implementing the COOP plan.
The plan can be fully implemented within 12 hours of activation and be capable of
sustaining operations for up to 30 days. The broad objective of this COOP plan is to
provide for the safety and well-being of DEM personnel, contractors and visitors while
enabling the DEM’s primary mission of coordinating state emergency management
during any crisis or event. Specific COOP plan objectives include the following:
Enable the SEOC to perform its essential functions to coordinate and manage
state emergency response to any incident or event.
Identify essential personnel, back-up and supporting staff for relocation or for
performing essential functions.
Ensure the alternate facility location can support essential functions.
Protect and maintain vital records, systems and equipment.
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An event, such as an explosion, fire or hazardous materials incident, might require the
evacuation of the building with little or no advance notice. Building evacuation, if
required, is accomplished via implementation of the Evacuation or Emergency Response
Plan for each building. This COOP plan is neither an evacuation plan nor an Emergency
Action Plan.
Concept of Operations COOP Activation / Alternate Worksite Set Up &
Operations
Phase 2 Response
Phase 1 Increased Threat
•Notify Staff of threat
•Alert Alt worksite of possible deployment
•Deploy COOP Emergency Recovery Group
•Ensure staff have go kits and are ready for transfer of operations
Phase 0 Steady State
•
• Develop Plans
• Establish Alt worksite agreements
• Determine Evacuation Routes
• Purchase equipment for alternate worksite go kits
• Train staff
• Exercise Plan
Phase 3 Recovery
Phase 2a: Immediate Response
• Ensure safety of staff
•Determine if critical resources can be coordinated during transfer to alt worksite
•If not transfer authority to devolution entity
•Dispatch COOP Emergency Recovery Group
•Inform Alternate worksite of decision to set up operations
•Inform the Governor, State Agencies and Local Jurisdictions of the decision to transfer to the Alt Worksite
• Establish sustainable lines of communications.
•Acquire additional staffing to relieve current staff
•Develop short term, recovery plan, intermediate and long term recovery plans
•Introduce non-essential but important functions as appropriate with personnel availability and work allowances.
Phase 2c Sustained Operations
•Begin SEOC operations
•Contract for food and staff housing
•Determine staff needs for individuals and families.
•Evaluate alternate workplace for adequacy of long term operations or need to transfer to a more appropriate location
•Begin recovery planning
Phase 2b Alternate Worksite Setup
• COOP Team initiates communications with agency leadership
•Begin set up of Alt Worksite
•Set up communications
•Make arrangements for staff transportation to Alternate worksite
•Determine what additional resources are needed to operate and contract out.
•Deploy staff to alternate worksite
•Inform Governor, State Agencies and Local Jurisdictions that the Alternate workplace is in operation.
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Figure 2. COOP Org Chart
Decision Matrices
Table 2
COOP Emergency Phase and Decision Matrix
COOP Emergency Phase: Category
I (WHITE) Normal Work Status
Potential Event:
No foreseen alert potential
Impact on DEM:
Normal Operations
Decisions:
No COOP plan implementation required.
DEM Chief
SEOC Manager
or
Duty Officer PIO Safety Officer
Planning Chief Logistics Chief
Communications
Unit Leader
Operations
Chief
Finance / Admin
Chief
COOP
Coordinator
COOP Recovery Team Communications
Facilities
Personnel
Administration
Operations Recovery
Safety
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COOP Emergency Phase: Category
I (YELLOW) Alert
Potential Event:
Major weather event forecast to impact area. Potential threat which may make it difficult
for staff to access the SEOC.
Impact on DEM:
An actual or anticipated event might have an adverse impact of up to 12 hours on any
portion of the DEM but does not require any specific response beyond what is normally
available.
Decisions:
Appropriate personnel alerted of situation.
Ensure personnel have “Go-Bags” are available.
No COOP plan implementation required.
COOP Emergency Phase: Category
II (ORANGE) Standby
Potential Event:
Terrorist threat in the geographical area. Wildfire is threatening the SEOC.
Impact on DEM:
An actual or anticipated event might have an adverse impact of up to 12 hours on any
portion of the DEM but does not require any specific response beyond what is normally
available.
Decisions:
Appropriate personnel alerted of situation.
Notify Emergency Support Function (ESF) personnel of threat and possible
deployment to alternate EOC.
Members of the SEOC General Staff are notified and placed on stand-by.
Limited COOP plan implementation depending on level of threat.
Prepare to evacuate.
Notify alternate EOC Location of possible activation.
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COOP Emergency Phase: Category
III (RED) Partial Implementation
Potential Event:
Small fire localized to one portion of the building.
Impact on DEM:
An actual event estimated to disrupt the operations of essential functions for more than
three days.
Decisions:
Perform damage assessment and alert DEM leadership.
SEOC General Staff alerted and instructed on the full or partial
implementation of the COOP plan.
Implementation of the COOP plan approved by the DEM leadership.
Notify Emergency Support Function (ESF) personnel of threat and possible
deployment to alternate EOC.
Might require the mobilization of all resources.
Might also require the activation of orders of succession.
Might require the movement of some personnel to an alternate facility
location for a period of more than three days but less than seven days.
Event requires command and control resources be applied to the issue.
COOP Emergency Phase: Category
IV (BLACK) Full Implementation
Potential Event:
Gas line explosion has caused extensive structural damage to the facility.
Impact on DEM:
An actual event that significantly disrupts the operations of essential functions for more
than seven days.
Decisions:
Perform damage assessment and alert DEM leadership.
SEOC General Staff alerted and instructed on the full or partial
implementation of the COOP plan.
Might require activation of orders of succession. Might require the
movement of significant number of personnel to an alternate location for a
period of more than seven days.
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The event may call for 24 hour operations; additional staff may be needed
from other departments.
Event requires command and control resources be applied to the issue, and
may require the complete mobilization of all resources.
COOP Emergency Phase: Category
V Purple Pandemic COOP Implementation
Potential Event:
Pandemic Influenza or other public health emergency
Impact on DEM:
Pandemic influenza, public health emergencies or drastic funding cuts which would cause
30% or more of DEM’s employees to be on sick leave or unable to come to work .
Decisions:
Infection control measures
Antiviral distribution
Alternate working hours to promote social distancing
Tele-work
Gradual reduction of functions to a point where DEM is only able to provide
Essential Functions.
XI. ALTERNATE SEOC
The DEM recognizes that normal operations may be disrupted and that there may be a
need to perform essential functions at alternate SEOC locations. Each Alternate SEOC
has been established by contract in the case of an emergency where the SEOC cannot be
occupied for some reason , the alternate SEOC may be activated.
The alternate SEOC must have a large space available for 35 people and 11 8’x3’ tables
(see appendix D for suggested alternate SEOC setup) and preferably several small rooms
for meetings. The alternate SEOC location must have multiple electrical and phone
outlets available.
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Figure 3: COOP Activation Diagram
COOP Activation
The Chief of DEM or DEM successor to the Chief will determine if the conditions exist
that will necessitate the activation of the COOP plan and that the State Emergency
Operations Center (SEOC) is or will soon be unsuitable for SEOC operations. The Chief
will also make the determination as to which alternate SEOC site will be activated for
transfer of SEOC operations.
Initial Actions
After the determination that the SEOC must be evacuated the DEM Chief will appoint an
SEOC Manager and an Operations Chief.
The DEM Chief will alert the Governor and the Director of the Department of
Public Safety of the decision to relocate the SEOC to the alternate site.
The SEOC Manger will determine the appropriate level of staffing for SEOC
operations and begin the notification process.
The SEOC Manager will notify the alternate site manager of the decision to
relocate to the alternate site.
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The Operations Chief will notify and assemble the COOP Emergency Recovery
Group (ERG).
The COOP ERG alternate facility advance elements will gather COOP supplies
and equipment and deploy to the alternate site and begin to set up the alternate
SEOC.
The COOP ERG primary facility elements will coordinate the notification,
activation, and transfer of SEOC and Emergency Support Function (ESF) staff to
the alternate SEOC location.
Responsibilities:
The DEM Chief has the responsibility to:
Determine if an alternate SEOC activation is warranted.
Appoint SEOC Manager.
Inform the governor, counties, and state agencies of alternate SEOC activation.
The SEOC Manager has the responsibility to:
Manage all evacuations and alternate SEOC set up activities while managing
State emergency response operations.
The Operations Section Chief has the responsibility to:
Implement the COOP plan.
Activate the COOP ERG.
Coordinate evacuation and alternate SEOC setup operations.
Coordinate state emergency response operations.
Table 4: Coop Recovery Team Members
COOP Emergency Recovery Group
Position Primary Member Secondary
Member
Responsibilities
COOP
Coordinator
Bill Elliott Jon Bakkedahl - Coordinates the COOP ERG.
- Member of the alternate facility advanced
team.
-Coordinates with the alternate facility contact.
-Communicates directly to the SEOC
Operations Chief
Communications/
IT
Robert Plant
ESF 2
Representative from
DOIT
Dave Drew
Don Carlson
NV RACES
- Sets up communications and IT at the alternate
facility
-Member of the alternate facility advance team
Coordinates with the Logistics Chief for
additional communications resources and
personnel
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Facilities Loretta Smith Paul Burke - Sets up the alternate facility for SEOC
operations
- Member of the alternate facility advanced team
-Coordinates with the Logistics Chief for needed
alternate facilities resources
Personnel Eric Wilson Michelle Dobbs - Coordinates the movement of personnel from the primary facility to the alternate facility
- Member of the primary facility team
- Notifies DEM and ESF personnel of movement times and locations
Coordinates transportation of staff.
- Tracks personnel departure and arrival
- Coordinates with the Admin/ Finance Chief
Operations
Recovery
Kirsten Sherve Jon Bakkedahl - Sets up the movement of the operations
section to the alternate facility
-Member of the alternate site team
- Performs just-in-time training for ESF and
DEM personnel on alternate facility operations
- Distributes alternate facility operations
paperwork
- Coordinates with the Operations Section Chief
Safety Tim Carey Jay Giovacchini - Responsible for the safe transportation and
conduct of personnel.
- Establishes safety protocol
- Determines the safety of the primary and
alternate facilities
- Shuts down any unsafe activities
-Coordinates with the SEOC Manager and the
COOP recovery team leader
Planning Section Chief has the responsibility to:
Maintain alternate SEOC contact information.
Maintain Alternate SEOC setup procedures.
Contact the alternate SEOC for possible activation.
Develop alternate evacuation routes.
Ensure vital information, plans and records are transported.
Facilitate staff evacuation and alternate SEOC setup briefings.
Maintain situational awareness and a common operating picture for state
emergency response.
The Logistics Section Chief has the responsibility to:
Arrange transportation.
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Ensure all personnel and equipment are transported.
Ensure vital systems are available at alternate SEOC site.
Coordinate food and water for staff.
Coordinate alternate SEOC security.
Procure vital supplies.
The Admin / Finance Section Chief has the responsibility to:
Execute alternate SEOC MOUs and contracts.
Informing contractors and vendors of alternate SEOC status.
Informing staff family members of alternate SEOC activation.
Set up arrangements with child care facilities, animal shelters, and family shelters
for DEM employee dependents.
Set up travel and lodging for SEOC staff.
Pay for state emergency response activities.
Table 5: DEM Alternate SEOC Location Sites
Alternate Facility Location Information
Address The Office of the Adjutant General Building
2478 Fairview Dr.
Contact JOC
Phone
Number 887-7200
Alternate
Location
Description
The Office of the Adjutant General (TAG) Building is located on the Nevada
National Guard compound and is within 500 yards of the SEOC
Directions In the same parking lot as the SEOC
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Alternate Facility Location Information
Map
Alternate Facility Location Information
Address
Western Nevada College Carson Campus
2201 W. College Parkway
Carson City, NV 89701
Contact Brian Crowe
Phone
Number 775-445-3327
Alternate
Location
Description
Western Nevada College is a junior college on the North Eastern side of Carson
City.
SEOC
TAG Building
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Alternate Facility Location Information
Directions
1. Start out going west on Fairview Dr toward S Lompa Ln.
2. Merge onto US-395 N toward Reno.
3. Take the College Parkway exit, EXIT 41.
4. Keep left to take the College Parkway West ramp.
5. Turn slight left onto E College Pky.
6. 2201 W COLLEGE PKY is on the left.
Total Travel Estimate: 5.45 miles - about 9 minutes
Map
Alternate Facility Location Information
Address
Western Nevada College Douglas County Campus
1680 Bentley Parkway
Minden, NV 89423
Contact
Phone
Number
Alternate Western Nevada College Minden Campus is a satellite facility junior college
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Alternate Facility Location Information
Location
Description
on the Eastern side of Minden.
Directions
1. Start out going west on Fairview Dr toward S Lompa Ln
2. Turn left onto S Carson St / US-395 S / US-50 W. Continue to follow US-395 S
3. Turn left onto Buckeye Rd
4. Turn right onto Bently Pky S
5. 1680 BENTLY PKWY S.
Total Travel Estimate: 17.65 miles - about 23 minutes
Map
Alternate Facility Location Information
Address
Western Nevada College Fallon County Campus
160 Campus Way
Fallon, NV 89406
Contact
Phone
28 Division of Emergency Management
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Alternate Facility Location Information
Number
Alternate
Location
Description
Western Nevada College Fallon Campus is a satellite facility junior college on
the Eastern side of Fallon.
Directions
1. Start out going west on Fairview Dr toward S Lompa Ln.
2. Merge onto US-395 N / US-50 E toward Reno.
3. Merge onto US-50 E via EXIT 39 toward Dayton / Fallon.
4. Turn slight right onto US-50 / Reno Hwy. Continue to follow US-50.
5. Turn left onto Commercial Way.
6. Turn right onto Auction Rd.
7. 160 CAMPUS WAY is on the right.
Total Travel Estimate: 61.41 miles - about 1 hour 10 minutes
Map
Alternate Facility Location Information
Address
Vegas PBS – Education and Technology Campus
3050 E Flamingo Rd
Las Vegas, NV 89121
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Alternate Facility Location Information
Contact
Phone
Number
Alternate
Location
Description
The Vegas PBS Educational Technology Campus is an integrated digital media
facility for Vegas PBS’ family of channels, Educational Media Services (EMS),
Vegas Virtual Online Education and Clark County School District’s Virtual
High School. The campus provides seamless interaction between both facilities
as they create and distribute electronic educational media.
The campus is a public safety and emergency response center designed to stand
up to the challenges of our post 9/11 world.
Directions
1. Start out going west on Fairview Dr toward S Lompa Ln
2. Merge onto US-395 N / US-50 E toward Reno
3. Merge onto US-50 E via EXIT 39 toward Dayton / Fallon. 33.9 Miles
4. Turn right onto US-95-ALT / Veterans Memorial Hwy. 30.7 Miles
5. Turn left onto US-95-ALT W Goldfield Ave. 1 Mile
6. Turn left onto US-95-ALT / N Main St /.. 23.3 Miles
7. Turn slight right onto US-95 S 353.4 Miles
8. Take the Flamingo Road exit, EXIT 69 0.3 miles
9. Keep right at the fork to go on E Flamingo Rd / NV-592 W. 1.3 Miles
10. 3050 E FLAMINGO RD is on the right.
Total Travel Estimate: 445.50 miles - about 7 hours 20 minutes
Map
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Professional Go-Kit
All DEM staff are responsible for developing, maintaining and keeping at their
workstation a Professional Go-Kit. The Go-Kit should include standard operating
procedures, emergency plans, operating orders or regulations, and other relevant
guidance that is not already pre-positioned at an alternate location. Other items that
might be included in the Professional Go-Kit include:
Two days worth of clothing;
Toiletry articles (tooth brush, tooth paste, comb, personal hygiene supplies etc.);
Sleeping bag;
Pillow;
Two days of medication;
Snacks
Continuity of Operations (COOP) plan;
Current contact lists for personnel and external parties;
memory sticks;
General office supplies (small amount);
Cellular telephone, smart phone and chargers;
Office telephone contact list;
Current equipment report;
Current vital records, files and databases.
XII. DEVOLUTION OF OPERATIONS
Devolution of Operations focuses on catastrophic and/or widespread incidents and events
that may occur with or without warning and render the DEM SEOC and personnel
incapable of or unavailable to perform DEM’s essential functions.
Devolution Transfer of Authority Primary Site
The primary DEM devolution of operations Agency is the Division of the State Fire
Marshal and the primary devolution site is located in Las Vegas at the PBS Education
and Technology Campus at 3050 E Flamingo Rd, Las Vegas, NV 89121.
Scenarios for Devolution
The following examples illustrate possible scenarios that could mandate the devolution of
the DEM essential functions:
The DEM SEOC and staff is unavailable or incapable of executing the DEM
mission as a result of a disaster, attack, or catastrophe (whether or not originating
in the SEOC)
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The DEM is incapable of conducting normal business activities as a result of an
incapacitation of critical information and communications systems, extreme
natural disaster, Weapons of Mass Destruction (WMD) event, hazardous material
incident or biological event rendering the all alternate operating facilities
unavailable. Under this scenario, there could be uncertainty regarding whether
additional events such as secondary explosions, aftershocks, or cascading
information systems failures could occur, and many – if not all – organizations
would have to activate their Devolution of Operations programs.
Triggers for Devolution of Operations
The DEM Devolution of Operations may activate due to either an active or a passive
measure or trigger, depending on the catastrophe.
Active measures or “triggers” are those that initiate Devolution of Operations Plan
activation because of a deliberate decision by senior DEM authorities. In this situation,
the DEM Chief or designated successors activates the COOP Devolution of Operations
based on an identified threat to SEOC. The DEM Chief at the SEOC or the Director of
the Department of Public Safety (DPS) in Carson City activates the Division of the State
Fire Marshal to assume the DEM’s mission and essential functions after receiving
instructions from the DEM Chief or a designated successor and to establish a SEOC at
the PBS Education and Technology Campus in Las Vegas.
Passive measures or “triggers” for activating the Devolution of Operations Plan occur
when DEM leadership is not available to initiate activation. For example, when the
Southern Nevada DEM Office Supervisor cannot establish contact with the DEM senior
leaders or the DPS Dispatch Center, using all possible communications devices, or media
coverage portrays catastrophic events in and around the Carson City area, the Southern
Nevada DEM Office Supervisor activates the DEM’s COOP Devolution of Operations
and assumes the DEM’s essential functions.
Devolution of Operations Implementation
The DEM will implement the Devolution of Operations Program (DEVOP) in four
phases, as illustrated in Figure 4-1:
Phase I: Readiness and Preparedness, includes all continuity readiness and
preparedness actions including plan development, review, and revision, training
and exercise, risk management, etc;
Phase II: Activation and Transfer of Authority, which occurs immediately upon
confirmation that DEM’s primary operating facility is unavailable or incapable of
performing its essential functions, after either the DEM Chief, Director of Nevada
Department of Public Safety or the COOP Coordinator activate the DEVOP;
Phase III: Devolution Operations, which continue until the emergency operations
can be terminated; and
Phase IV: Reconstitution, which is conducted after the emergency or disruption
ceases and is unlikely to resume.
32 Division of Emergency Management
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Figure 3: Devolution of Operations Implementation Phases
Devolution Operations
The Division of the State Fire Marshal will continue to operate as the SEOC until the
DEM’s primary SEOC in Carson City reconstitutes and reassumes its mission authority.
The DEM Southern Nevada Office will be recalled to Carson City and act as emergency
management consultants until DEM is reconstituted.
XII. INTEROPERABLE COMMUNICATIONS
The DEM considers Communications Interoperability to include the following:
1. Capability to implement DEM’s essential functions
2. Ability to communicate with essential personnel, supporting agencies and
local jurisdictions
3. Ability to communicate with other state and federal agencies, organizations
and vital supply and system vendors;
4. Access to data and systems;
5. Communications systems for use in situations with and without warnings;
6. Ability to support COOP operational requirements;
DEVOP is terminated.
Operations and essential
functions transferred to FEMA
HQ.
Return to normal operations.
DRG assumes FEMA
operations, conducting FEMA
essential functions and other
DEVOP tasks at the devolution
site.FEMA HQ and devolution region are
notified of event.
Under Secretary, EP&R, (Active Trigger)
or devolution region, Regional Director
(Passive Trigger) activates the DEVOP
Plan or continues to monitor the
situation.
DRG deploys to devolution site.
EVENT
Phase I:
Activation and Transfer of Authority
Phase III:
Reconstitution
Phase II:
On-Site Operations
FEMA Headquarters
Active Trigger
Passive Trigger
DEVOP is terminated.
Operations and essential
functions transferred to FEMA
HQ.
Return to normal operations.
DRG assumes FEMA
operations, conducting FEMA
essential functions and other
DEVOP tasks at the devolution
site.FEMA HQ and devolution region are
notified of event.
Under Secretary, EP&R, (Active Trigger)
or devolution region, Regional Director
(Passive Trigger) activates the DEVOP
Plan or continues to monitor the
situation.
DRG deploys to devolution site.
EVENT
Phase I:
Activation and Transfer of Authority
Phase III:
Reconstitution
Phase II:
On-Site Operations
FEMA Headquarters
Active Trigger
Passive Trigger
DEM Southern Nevada Office is notified of event. DEM Chief (Active Trigger) or DEM Southern Nevada Office Supervisor(Passive Trigger) activates the COOP DEVOP or continues to monitor the situation. Chief State Fire Marshal activates the Las Vegas PBS Building as the alternate SEOC.
DEM
DEVOP is terminated. Operations and essential functions transferred to DEM SEOC in Carson City. Return to normal operation.
Division of the State Fire Marshal at the Las Vegas PBS Building assumes DEM operations, conducting all essential functions and other DEVOP tasks from the devolution sites.
Phase IV:
Reconstitution
Phase II: Activation & Transfer
Phase III:
Devolution Operations
* Phase I: Readiness and Preparedness
Not Shown in Figure 4-1
DEM
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7. Ability to operate at the alternate facility within 12 hours and for up to 30
days; and
8. Interoperability with existing field infrastructure.
To achieve Interoperable Communications DEM has redundant systems at the SEOC and
through 3 DEM Mobile Interoperable Communication Vehicles strategically positioned
in the state, they can provide interoperable communications at any alternate SEOC site.
Communications Redundancies include:
Table 5: Redundant Communications
SEOC REDUNDANT COMMUNICATIONS
Communications Status Vendor Back Up
Vendor
Telephones (land
line)
DEM Phones are
served primarily
by a microwave
communications
tower with cable
back up.
DOIT AT&T
Cellular Phones All essential
positions have
DEM paid cellular
phones with e-
mail capability.
Verizon AT&T
Satellite Phones DEM has 2 sat
phones
Verizon AT&T
Laptop Computers DEM has 6 laptop
computers which
may be deployed
during alternate
EOC activation
DPS IT Contract
Computer
Vendor
Web Based DEM uses WEB
EOC as its
primary incident
management
system platform.
WEB EOC can be
accessed via the
net from any
computer or web
access device that
has access to the
internet
https://webeoc.nv.gov/eoc7/
Paper forms
Radios DEM has: Motorola Northern
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SEOC REDUNDANT COMMUNICATIONS
Communications Status Vendor Back Up
Vendor
1 800mhz EDAC
1 HF Radio (Base)
1 VHF Radio
(Base)
1 Mobile VHF
(amatuer)
1 Mobile HF
(amatuer)
25 VHF hand held
units
7 800mhz EDAC
hand held units
3 800mhz Mobile
EDAC
Nevada Radio
Cache at the
REOC
ALTERNATE SEOC REDUNDANT COMMUNICATIONS
Through the DEM Mobile Interoperable Communication Centers
Communications Status Vendor Back Up Vendor
Telephones (land
line)
The Mobile Com
Centers have VOIP
through satellite
connection
Direct TV Verizon Cell
Cellular Phones Staff and ESF’s will
have cell phones
Verizon AT&T
Satellite Phones 2 Sat Phones Sprint Verizon
Web Based The Mobile Com
Centers has wireless
internet access
Direct TV Verizon Air Cards
Radios 800 mhz EDAC
with 5 hand held
EDAC per mobile
com center
Motorola Northern Nevada
Radio Cache at the
REOC
XIV. ESSENTIAL SYSTEMS
The SEOC has the following Essential Systems:
Table 6: Essential Systems
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SEOC ESSENTIAL SYSTEMS
System Status Backup Maintenance Contact #
Electric Main power is
supplied by NV
Energy through
normal
underground
electrical wires
1 800kw
Caterpillar
Generator w/ 750
gal diesel tank
(1 week at full
capacity)
1 200 KW
Generac
Generator w/ 450
gal diesel tank
2 80 KW kva
Uninterrupted
power sources
NVNG 690-9106
Water Carson City
Water
Contract water
tender
NVNG 690-9106
HVAC Positive air
pressure air
conditioning
provided by 2
Temptrol AC
units
1 reserve standby
Temptrol AC
unit
NVNG 690-9106
Heaters 1 boiler Natural
Gas
1 boiler Propane NVNG 690-9106
WEB EOC DEM uses WEB
EOC as its
primary incident
management
system platform.
WEB EOC can be
accessed via the
net from any
computer or web
access device that
has access to the
internet
Paper forms ESI Acquisition Inc.
http://10.200.3.42/eoc7
887-771-0911
Customer #
NVEM -1
Telephone DEM Phones are
served primarily
by a microwave
communications
tower
Underground
cable phone
lines
DOIT 690-9106
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XV. VITAL RECORDS
Table 7: Vital Records and Databases
VITAL RECORDS AND DATABASES
Vital Record or
database
Form of Record
(e.g. hardcopy or
electronic)
Pre-positioned at
Alternate SEOC or
hand carry
Backup at third
location
SCEMP Hard copy and
electronic
Hand carry Las Vegas DOIT
Operational Plans Hard Copy Hand Carry
Evacuation Plans Hard Copy Hand Carry
Contact Lists Hard copy and
electronic
Hand carry Las Vegas DOIT
Check lists Hard copy and
electronic
Hand carry Las Vegas DOIT
Other vital records
position specific
Hard copy and
electronic
Hand carry
XVI. RECONSTITUTION
Reconstitution procedures will commence when the DEM Chief or designated successor
ascertains that the emergency situation has ended and is unlikely to recur. Once the
appropriate DEM representative has made this determination in coordination with other
appropriate authorities, one or a combination of the following options may be
implemented, depending on the situation:
Continue to operate from the alternate operations sites;
Begin an orderly return to the DEM primary operating facility and reconstitute
DEM normal operations; and
Begin to establish a reconstituted SEOC in some other facility in the Carson City
area or at another designated location.
Once the DEM Chief or designated successor decides that the DEM staff can reoccupy
the SEOC or that a different facility will be established as a new operating facility, DEM
staff will reestablish normal operations.
XVII. TRAINING, TESTING AND EXERCISE
To maintain the DEM’s COOP capability, an all-hazard COOP training, testing, and
exercise program will be established. Major components of this program will include
training all staff in their COOP responsibilities; conducting periodic Homeland Security
Exercise and Evaluation Program (HSEEP) approved drills and exercises to test and
37 Division of Emergency Management
Continuity of Operations Plan 2017
improve COOP plans and procedures, systems, and equipment; and instituting a multi-
year process to ensure continual plan updates in response to changing conditions.
Training
Introduction to COOP planning (new personnel and contractors);
COOP plan Activation and Relocation (key personnel);
Cross training for essential functions (supportive personnel);
National Incident Management System (all staff); and
Incident Command System (all staff).
Testing and Exercises
DEM will periodically test the effectiveness of this plan using HSEEP styled drills and
exercises. DEM personnel will be required to participate in COOP exercises
Exercise Evaluation
All real events, drills and exercises will conclude with a “hot-wash” that will elicit
comments from the participants about the effectiveness of the COOP Plan. The DEM
planners will use the hot-wash comments and exercise evaluators’ comments to develop
an After Action Report (AAR) and a Corrective Action Plan (CAP) to modify the COOP
plan, develop systems, or provide justification for equipment purchases to improve the
DEM’s capacity to provide mission essential functions.
XVIII. MULTI-YEAR STRATEGY AND PROGRAM MAINTENANCE PLAN
DEM leadership and the COOP Team are responsible for the implementation of the
COOP program. While the COOP plan serves as the guide during activation and
recovery, the COOP program provides the framework and structure to guide continuity of
operations planning.
Roles and responsibilities of the COOP Team include:
Maintaining documents that grant authority for the creation, modification,
ongoing maintenance, and execution of the COOP plan;
Identifying issues that will impact the frequency of changes required to the
COOP plan;
Establishing a review cycle;
Establishing a testing and exercise cycle; and
Guiding and prioritizing mitigation activities that the (departments, units or
other) need to undertake.
XIX. COOP PLAN MAINTENANCE
38 Division of Emergency Management
Continuity of Operations Plan 2017
DEM’s Planning Program has the responsibility in ensuring that the COOP plan is
updated and maintained in accordance with established schedules.
Whenever the plan is updated, it should be reissued with the update recorded on the
COOP Plan Record of Changes.
Table 9: COOP Plan Maintenance Schedule
Activity Tasks Frequency
Plan update and
certification
Review entire plan for accuracy.
Incorporate lessons learned and changes in
policy and philosophy.
Manage distribution.
Annually
Maintain orders of
succession and
delegations of authority
Identify current incumbents.
Update rosters and contact information. Semiannually
Maintain alternate
location readiness
Check all systems.
Verify accessibility.
Cycle supplies and equipment, as necessary.
Monthly
Monitor and maintain
vital records program
Monitor volume of materials.
Update and remove files. Ongoing
Revise COOP Checklists
and contact information
for essential personnel
Update and revise COOP Checklists.
Confirm and update essential personnel
information.
Annually
Annex A: Contact Lists
Annex B: Acronyms and Definitions
Annex C: Leadership Succession and Essential Positions
Annex D: Alternate SEOC Set Up and Operations
Annex E: Alternate SEOC Layout
Annex F: Evacuation Plan
Annex G: Fire Plan
Annex H: Shelter in Place Plan
Annex I: Shelter in Place for Active Shooter
Annex J: Decontamination Plan
Annex K: Pandemic Influenza COOP Plan
39 Division of Emergency Management
Continuity of Operations Plan 2017
This Page Intentionally Blank
DEM Contact List FIRST NAME LAST NAME DESK CELL HOME E-MAIL ADDRESS
Annette Anderson 68-70470 720-0641 884-2232 amanderson@dps.state.nv.us
Bill Elliott 68-70308 443-8133 266-9666 welliott@dps.state.nv.us
Brent Harper ICS Instructor 760-709-0069 fyrhawk502@gmail.com
Caleb Cage 68-70300 443-8814 cscage@dps.state.nv.us
Dale Yanz 790-0583 265-4954 kj6ix_n6spk@charter.net
Darlene Loff 68-70374 dloff@dps.state.nv.us
Dave Law 315-0004 883-5580 davidlaw@pyramid.net
David Drew WIPP 843-9108 265-5664 firedog1975@frontier.com
Dick Creley 309-7634 265-5987 rcreley@charter.net
Eric Wilson 68-70316 851-8781 erwilson@dps.state.nv.us
Gail Powell 68-70325 434-4795 gpowell@dps.state.nv.us
Janell Woodward 68-70314 350-0943 870-7111 jwoodward@dps.state.nv.us
Jay Giovacchini 68-70317 721-6517 jgiovacchini@dps.state.nv.us
Jim Walker 68-70305 434-4650 james.walker@dps.state.nv.us
Jon Bakkedahl 68-70320 546-3458 j.bakkedahl@dps.state.nv.us
Judith Lyman 68-70324 229-2971 jlyman@dps.state.nv.us
Julie Woodard 68-70426 530-1566 jcwoodard@dps.state.nv.us
Justin Luna 68-70304 434-4432 justin.luna@dps.state.nv.us
Karen Hall 68-70424 315-2262 klhall@dps.state.nv.us
Kathy Meek 68-70311 292-0089 kmeek@dps.state.nv.us
Kelli Anderson 68-70321 220-1618 301-6246 kanderson@dps.state.nv.us
Kelli Baratti 68-70310 720-2401 720-6729 kbaratti@dps.state.nv.us
Kirsten Sherve 68-70326 315-2757 220-9810 kjsherve@dps.state.nv.us
Lorayn Walser 68-70327 230-9851 lwalser@dps.state.nv.us
Loretta Smith 68-70315 220-0694 lismith@dps.state.nv.us
Lori DeGristina 68-70445 443-7958 315-2231 ldegristina@dps.state.nv.us
Marci Mueller 68-70307 721-5852 marci.mueller@dps.state.nv.us
Matt Williams 68-70394 294-4005 241-2312 matt.williams@dps.state.nv.us
MIchelle Breckner 68-70373 mbreckner@dps.state.nv.us
Michelle Dobbs 68-70303 781-2711 mdobbs@dps.state.nv.us
Paul Burke 68-70423 434-4886 233-4532 pburke@dps.state.nv.us
Robert Plant 68-70331 315-3718 690-1911 rplant@dps.state.nv.us
Robert Wartgow PSIC 790-1431 warthag@mac.com
Samantha Ladich 68-70302 721-5577 sladich@dps.state.nv.us
Shea Schultz 68-70386 232-0213 seschultz@dps.state.nv.us
Sherrean Whipple 68-70471 546-3993 skwhipple@dps.state.nv.us
Sonja Williams 68-70388 771-8723 626-7014 swilliams@dps.state.nv.us
Stephanie Parker 68-70306 702-419-8725 sparker@dps.state.nv.us
Suz Coyote 68-70319 745-6806 scoyote@dps.state.nv.us
Timothy Cary 68-70389 443-8018 450-5997 tcary@dps.state.nv.us
DEM Southern NV Office 215 E. Bonanza Rd., Las Vegas, NV 89101
Bud Marshall 702-48-64328 702-239-8315 702-473-9080 bmarshall@dps.state.nv.us
Kendall Herzer 702-48-64330 702-278-1037 702-407-8984 kherzer@dps.state.nv.us
FRONT OFFICE MAIN LINE 68-70300 NHP Dispatch Message Mailbox 70300 / Password 2478
Front Office FAX 68-70322 68-70400 DEM PAGER # 23001
Back Office FAX 68-70323
Copy Machine FAX 68-70448 Denise Stewart NDF PAGER # 23000
EOC FAX 68-71007 68-70472 DPS Help Desk 684-4800 Fax 68-44712
Executive Conf Rm-Spider Phone 68-70393
SEOC Spider Phone 68-70367
State Fire Marshal Division
Bart Chambers 684-7525 Randy Jackson 68-70309 Steven Timm 68-70453
Main Line 684-7500 Selby Marks 68-70313 Jim Lopey 68-70454
Fax 684-7507 Mike Cahill 68-70378 Kate Heeran 68-70455
National Guard Work Dianne Hubbard 68-70379 NDEM
Sheryl Tyler 690-9182 Shaun Rahmeyer 68-70421 2478 Fairview Dr.
JOC 887-7200 Toni Peacock 68-70450 Carson City, NV 89701
Gate House 884-8468 Dan Dundon 68-70451 Duty Officer (775) 687-0400
Div of Forestry 684-2500 Lenore Biggs 68-70452 Lobby Phone (775) 687-0449
DPS Headquarters
F:\Shared\ADMINISTRATION SECTION\CONTACT LISTS\DEM Phone List LAST UPDATED 9-22-2017
Linda Herron 68-44556
Nevada Threat Analysis Center
F: Shared/ADMINISTRATION SECTION/CONTACT LISTS/Emergency Managers List/2016 City_County_Tribal Emergency Managers
2017 Emergency Manager’s List (Revised 7/14/2017)
*All area codes are 775 unless otherwise shown
Annex A: Contact Lists
1 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
STATE OF NEVADA Caleb S. Cage, Emergency Manager 687-0300 Office
Division of Emergency Management 687-0322 Fax 2478 Fairview Dr. 443-8814 - Cell Carson City, NV 89701
cscage@dps.state.nv.us NDEM Duty Officer 687-0498 NHP Dispatch 687-0400 BOULDER CITY Kevin Nicholson, Fire Chief 702-293-9228 Office
Boulder City Emergency Management 702-300-3499 Cell 1101 Elm Street 702-293-9221 Fax Boulder City, NV 89005 knicholson@bcnv.org J. David Fraser, City Manager 702-293-9202Office dfraser@bcnv.org City website: http://www.bcnv.org/ CARSON CITY Sean Slamon, Fire Chief 283-7722 Office
Office of Emergency Management 887-2209 Fax 777 South Stewart St. 842-1549 Cell Carson City, NV 89701 sslamon@carson.org Stacey A. Belt 283-7218 Office
Deputy Emergency Manager 720-1073 Cell 777 S. Stewart Street Carson City, NV 89701 sbelt@carson.org Nick Marano, City Manager 887-2100 Office
nmarano@carson.org 887-2286 Fax Kenneth Furlong, Sheriff 887-2500 Office KFurlong@carson.org 887-2026 Fax City Website: www.carson.org ELKO, CITY OF Jack Snyder, Deputy Fire Chief
911 West Idaho St. 777-7345 Office Elko, NV 89801 344-8712 Cell jssnyder@elkocitynv.gov FALLON Steven Endacott, Director
Fallon Emergency Management 427-5356 Office 55 West Williams Ave. 423-8847 Fax Fallon, NV 89406 sendacott@fallonnevada.gov Gary Cordes, City Clerk 423-5104 Office gcordes@fallonnevada.gov 423-8874 Fax Elsie Lee, Accountant, City Clerk’s Office 423-5104 Office
Annex A: Contact Lists
2 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
NAS FALLON Barry Wood, Emergency Manager 426-3240 Office
4755 Pasture Rd. 426-3384Fax Fallon, NV 89406 217-1295 Home/Cell barry.wood@navy.mil 223-9803 Cell NAS Fallon Emergency Operations Center 426-3240 Office Barry Wood, Center Manager 223-9803 Cell HENDERSON Ryan Turner 702-267-2212 Office Division Chief, Emergency Manager & Safety
City of Henderson 702-210-4023 Cell 240 Water St 702-267-2226 Fax P.O. Box 95050 MSC 133 Henderson, NV89009-5050 ryan.turner@cityofhenderson.com
Yuri Graves, Emergency Management Officer
City of Henderson 702-267-2272Office 240 Water St 954-483-7846 Cell P.O. Box 95050 MSC 133 702-267-2223 Fax Henderson, NV 89009-5050 yuri.graves@cityofhenderson.com Robert (Bob) Murnane, City Manager702-267-2080 Office Robert.murnane@cityofhenderson.com 702-267-2081 Fax 702-249-1592 Cell City Website: www.cityofhenderson.com LAS VEGAS Carolyn Levering, Emergency Manager 702-229-6501 Office
Las Vegas Emergency Management 702-229-0313 Direct 7551 Sauer Dr. (physical) 702-383-3342 Fax Las Vegas, NV 89128 702-263-3920 Home clevering@LasVegasNevada.gov 702-419-2820 Cell (Mailing) 495 S. Main St. Las Vegas, NV 89101 Chad Rogers, EM Specialist 702-229-2519 Office crogers@lasvegasnevada.gov 702-469-3475 Cell Scott Adams, City Manager 702-229-6501 Office sadams@lasvegasnevada.gov 702-388-1807 Fax City Website: www.LasVegasNevada.gov MESQUITE VACANT, Emergency Manager 702-346-2690
Fire Rescue Chief 702-419-5644 10 E. Mesquite Blvd. Mesquite, NV 89027 Rick Resnick, City Manager 702-419-3042 Office
rresnick@mesquitenv.gov 702-346-2795 Fax
City website: http://www.mesquitenv.com/ NORTH LAS VEGAS Carlito Rayos, Emergency Manager 702-633-2145 Office
Annex A: Contact Lists
3 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
North Las Vegas Office of Emergency Mgmt 4040 Losse Rd. 702-241-4407 Cell North Las Vegas, Nevada 89030 rayosc@cityofnorthlasvegas.com Travis Anderson, Acting Fire Chief 702-633-1105 Office
North Las Vegas Fire Department 702-416-3236 Cell 4040 Losse Rd. North Las Vegas, NV 89030 andersont@cityofnorthlasvegas.com Solomé Barton, Asst. Emergency Manager & Homeland Security Liaison
North Las Vegas Office of Emergency Mgmt 702-633-1125 Office 4040 Losee Road 702-278-5943 Cell North Las Vegas, Nevada 89030 bartons@cityofnorthlasvegas.com Alex Perez, Chief of Police 702-633-1752 Office
North Las Vegas Police Department 2332 Las Vegas Blvd. North, Ste. 200 North Las Vegas, NV 89030 pereza@cityofnorthlasvegas.com Dr. Qiong Liu, City Manager 702-633-1943 Office City of North Las Vegas
2250 North Las Vegas Boulevard North Las Vegas, NV 89030 liuq@cityofnorthlasvegas.com
City Website www.cityofnorthlasvegas.com RENO Bob Leighton, Emergency Manager
Office of Emergency Management 334-7774 Office 1 East First Street 813-8412 Cell Reno, NV 89505
leightonr@reno.gov
Sabra Newby, City Manager 334-2401 Office newbys@reno.gov 334-2097 Fax City Website: www.reno.gov SPARKS Steve W. Driscoll, City Manager 353-2310 Office
431 Prater Way 848-0760 Cell Sparks, NV 89432-0857 sdriscoll@cityofsparks.us Neil Krutz, Emergency Manager Assistant City Manager 353-1633 Office
431 Prater Way 691-1118 Cell Sparks, NV 89432-0857 nkrutz@cityofsparks.us SPARKS cont. Cyndi Boggan Executive Assistant 353-2310 Office
431 Prater Way Sparks, NV 89432 cboggan@cityofsparks.us
Annex A: Contact Lists
4 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
City Website: http://www.cityofsparks.us/ UNIVERSITY OF NEVADA Amanda Windes, Emergency Manager 784-6478 Office
1664 N. Virginia 225-1749 Cell Reno, NV 89557 awindes@unr.edu Adam Garcia, Chief of Police 784-4013 Office agarcia@police.unr.edu 745-6196 Cell Website: www.unr.edu WEST WENDOVER Jeff Knudtson, Fire Chief 664-2274 Office
West Wendover Emergency Management 664-3599 Fax P.O. Box 3226 664-3068 Home West Wendover, NV 89883 801-598-2734 Cell jknudtson@westwendovercity.com Chris Melville, City Manager 664-3081 Office cmelville@westwendovercity.com 664-3720 Fax City Website www.westwendovercity.org
Annex A: Contact Lists
5 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
CHURCHILL COUNTY Mike Heidemann, Emergency Manager 428-1311 Office
Office of Emergency Management 423-5677 Fax 155 North Taylor St., Suite 177 223-3182 Cell Fallon, NV 89406
mheidemann@churchillcounty.org Eleanor Lockwood, County Manager 423-5136 Office countymanager@churchillcounty.org 423-0717 Fax County website www.churchillcounty.org CLARK COUNTY John Steinbeck 702-455-7154 Office
Deputy Fire Chief 702-219-7859 Cell Clark County Fire Department 702-455-5710 Office 575 E. Flamingo Rd. Las Vegas, NV 89119 John.Steinbeck@ClarkCountyNV.GOV EM/HS web: www.accessclarkcounty.com Don Burnette, County Manager 702-455-3530 Office dgb@ClarkCountyNV.gov 702-382-5027 Fax Misty Richardson 702-455-5710 Office richardsonm@ClarkCountyNV.gov 702-445-5713 Direct 702-686-6187 Cell DOUGLAS COUNTY Tod Carlini, Fire Chief/ Emergency Manager 782-9048 Office
East Fork Fire and Paramedic Districts Office 782-9043 Fax P.O. Box 218 720-0750 Cell Minden, NV 89423 tcarlini@douglasnv.us Dave Fogerson, Deputy Fire Chief 782-9096 Office dfogerson@eastforkfire.org 230-0672 Cell Steve Eisele, Deputy Fire Chief 782-9041 Office seisele@eastforkfire.org 721-0097 Cell Ron Pierini, County Sheriff 782-9900 Office rpierini@co.douglas.nv.us 783-6401 Fax County Website: www.co.douglas.nv.us or www.eastforkfire.org ELKO COUNTY Ron Supp, Emergency Manager
775 West Silver St. 777-2525 Office Elko, NV 89801 340-3833 Cell rsupp@elkocountynv.net Robert Stokes, County Manager 738-5398 Office rstokes@elkocountynv.net
Annex A: Contact Lists
6 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
ESMERALDA COUNTY Sheriff Ken Elgan 485-6373 Office Emergency Management Coordinator 485-3524 Fax
P.O. Box 520 741-9350 Cell Goldfield, NV 89013 ecso@frontiernet.net kl_aldrich@yahoo.com 741-9249 Office Dominic Pappalardo, County Commissioner 485-3406 Office 485-6351 Fax County website www.accessesmeralda.com/ EUREKA COUNTY Ronald Damele, Emergency Manager 237-5372 Office
Director of Public Works 237-5708 Fax P.O. Box 714 318-1324 Cell Eureka, NV 89316 RDamele@EurekaCountyNV.gov Michael Sullivan 237-7036 Office EMTI / EMS Coordinator 318-0029 Cell P.O. Box 407 237-7037 Fax Eureka, Nevada 89316 msullivan@eurekacountynv.gov Keith Logan, Sheriff 237-5330 Office/Dispatch J.J. Goicoechea 237-5262 Office Chairman-Board of County Commissioners County website: http://www.co.eureka.nv.us/ HUMBOLDT COUNTY Mike Allen, County Sheriff 623-6419 Office
Office of Emergency Management 623-2192 Fax County Courthouse, Room 205 50 W. Fifth Street Winnemucca, NV 89445
Email: mallen@hcsonv.com Dave Mendiola, County Administrator 623-6300 Office
Dave.Mendiola@hcnv.us 623-6302 Fax
County website: http://www.hcnv.us/ LANDER COUNTY Ron Unger, Emergency Manager 635-1100 Office
Lander County Sheriff 635-5161 Disp. #2 SR 305 635-2577 Fax
Battle Mountain, NV 89820 374-0808 Cell sheriffrunger@landerso.org Gene Etcheverry, Executive Director 635-2885 Office getcheverry@landercounty.org 623-5332 Fax County website: www.landercounty.org/ LINCOLN COUNTY Rick Stever, Emergency Manager 962-2376 Office
Annex A: Contact Lists
7 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
Office of Emergency Management 962-5828 Home P.O. Box 90 962-2376 Cell Pioche, NV 89043 728-4257 Fax Lincoln_em@ymail.com Kerry Lee, County Sheriff 962-5151 Office klee@lcso-nv.org 962-1055 Cell Vacant, County Manager County website: www.co.lincoln.nv.us/ LYON COUNTY VACANT, EM Coordinator 463-6592 Office
Office of Emergency Management 302-6051 Cell 27 South Main Street 721-2282 Cell Yerington, NV 89447 465-2559 Home rloveberg@lyon-county.org 463-5305 Fax Jeff Page - County Manager Emergency Manager Director 463-6531 Office jpage@lyon-county.org 302-7088 Cell
463-6533 Fax Josh Foli, Comptroller 463-6510 Office 27 S. Main St., Yerington, NV 89447 463-6500 Fax jfoli@lyon-county.org Al McNeil, County Sheriff 463-6600 Office amcneil@lyon-county.org 463-6610 Fax Web Site: www.lyon-county.org 463-6620 24-hr MINERAL COUNTY Patrick Hughes, Emergency Manager 302-0097 Office
525 West 9th
St. 316-0840 Cell P.O. Box 1301 Hawthorne, NV 89415 phughes@mineralcountynv.org T.C. McKnight, Fire Chief 945-2497 Office
P.O. Box 1095 418 Mineral Way Hawthorne, NV 89415 firechief@mineralcountynv.org Dorothy Fowler, County Assessor 945-3684 Office djfassessor@mineralcountynv.org Randall Adams, County Sheriff 945-2434 Office mcsosheriff@mineralcountynv.org Web: www.mineralcountynv.us NYE COUNTY Vance Payne, Emergency Manager 751-4278 Office
1510 E. Siri Lane Suite 100 209-6861 Cell Pahrump, NV 89060 751-4280 Fax vpayne@co.nye.nv.us Pamela Webster, County Manager 482-8138 Office nyeadmin@co.nye.nv.us 482-8198 Fax Sharon Wehrly, County Sheriff 751-7012 Office
Annex A: Contact Lists
8 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
sheriff@co.nye.nv.us 751-7000 Pahrump County website: www.nyecounty.net PERSHING COUNTY Charles L. Sparke, Director 273-4556 Sun-Tues 0600-1800
Office of Emergency Management 273-9012 Wed-Sat Lovelock Correctional Center Box Drawer E, County Courthouse 273-9012 Fax Lovelock, NV 89419 857-7911 Cell clsnvdem@att.net Darin Bloyed, Commission Chairman 273-2342 Office dbloyed@pershingcounty.net 273-5078 Fax Jerry Allen, County Sheriff 273-2641 Office 273-7635 Fax County Website: www.pershingcounty.net STOREY COUNTY Joe Curtis, EM Director 847-0986 Office 1
Office of Emergency Management 847-0954 Office 2 P.O. Box 7 847-1105 Fax 372 South C St. 742-0138 Cell Virginia City, NV 89440 847-0666 Home jcurtis@storeycounty.org Cherie Nevin, Emergency Management 847-0986 Office P.O. Box 7 230-1474 Cell 141 North C Street 847-1105 Fax Virginia City, NV 89440 847-0196 Home cnevin@storeycounty.org STOREY COUNTY, cont
Pat Whitten, County Manager 847-0968 Office pwhitten@storeycounty.org 721-7001 Cell 847-0949 Fax Gerald Antinoro, County Sheriff 847-0959 Office gantinoro@storeycounty.org 847-0924 Fax 881-8196 Cell Jeff Nevin, County Fire Chief 847-0954 Office ghames@storeycounty.org 671-8632 Cell County Website: www.storeycounty.org WASHOE COUNTY Aaron Kenneston, CEM Emergency Manager
Office of Emergency Management & 337-5898 Office Homeland Security 337-5897 Fax 5195 Spectrum Blvd. 742-6944 Cell Reno, NV 89512-0027 akenneston@WashoeCounty.us EM/HS website: www.ReadyWashoe.com
Annex A: Contact Lists
9 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
John Slaughter, County Manager 328-2000 Office jslaughter@washoecounty.us 328-2037 Fax Chuck Allen, County Sheriff 328-3001 Office sheriffweb@washoecounty.us 328-6308 Fax County Website: www.washoecounty.us WHITE PINE COUNTY Tim Woolever 293-6503 Office Fire Chief/Emergency Management 289-3089 Fax
HC 33 Box 33447 296-0418 Cell 1150 US Highway 93 North Ely, NV. 89301 TWoolever@whitepinecountynv.gov Richard Howe, Commission Chairman 293-6561Office rhowe@whitepinecountynv.gov 289-2544 Fax Dan Watts, County Sheriff 289-8808 Office dwatts@whitepinecountynv.gov 289-1468 Fax County website: www.whitepinecounty.com
DUCK VALLEY SHO-PAI TRIBE Brent Hunter, Fire Management Officer / EM
1935 Fire Lane, Nevada Highway 225 757-2473 Office Owyhee, NV 89832 757-3430 Fax hunter.brent@shopai.org Chairman: Lindsey Manning manning.lindseyw@shopai.org
DUCKWATER SHOSHONE Tribe Marian Perez, Emergency Manager
P.O. Box 140068 863-0227 Office 511 Duckwater Falls Rd. 863-0223 Cell Duckwater, NV 89314-0087 Chairman: Kathy Adams-Blackeye 863-0227 nyevee@yahoo.com ELY SHOSHONE TRIBE VACANT
16 Shoshone Circle 293-7238 Office Ely, NV 89301 kathryngriffith077@att.net Chairman: Alvin Marques elkmounter@yahoo.com FALLON PAIUTE SHOSHONE TRIBE Jackie Conway, Emergency Management Coordinator
987 Rio Vista Dr. 423-8848 x202 Office Fallon, NV 89406
Annex A: Contact Lists
10 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
emd@fpst.org Chairman: Len George chairman@fpst.org FORT MCDERMITT PAI-SHO TRIBE OF NV & OR
Duane Masters Sr, Emergency Manager 532-8259 Office P.O. Box 457 McDermitt, NV 89421 dmasterssr@gmail.com Chairman: Tildon Smart tildon.smart@fmpst.org FORT MOJAVE INDIAN TRIBE (CA, AZ & NV) Luke Johnson, EM Director 760-326-9650 Office
Mailing Address: 500 Merriman Ave 760-238-3518 Cell Physical Address: 800 West Broadway Ste B 760-326-9652 Fax Needles, CA 92363 lukejohnson@fortmojave.com Chairman: Timothy Williams Timothywilliams@fortmojave.com
CONFEDERATED TRIBES OF GOSHUTE Helen Steele, Ast. Emergency Manager 435-234-1143 Office
Ibapah, Utah 84034 helensteele@goshutetribe.com Chairman: Madeline Greymountain mgreymountain@goshutetribe.com
LAS VEGAS PAIUTE TRIBE
Darrel Dawkins, Emergency Manager 702-471-0844 Office ddawkins@lvpaiute.com 702-809-8353 Cell Chairman: Benny Tso contact@lvpaiute.com LOVELOCK PAIUTE TRIBE Emergency Manager: VACANT
Chairman: Victor Mann 273-7861 Office victormann86@yahoo.com MOAPA BAND OF PAIUTES Paul Martino 702-865-2828 Police Chief / Emergency Manager 702-721-6199 cell
#3 Lincoln St. Moapa, NV 89025
pmartino@moapatribalpd.com Chairman: Darren Daboda d_daboda@yahoo.com NEVADA URBAN INDIANS, INC.
Warren Cartright, Emergency Manager 788-7600 x114 Office
Annex A: Contact Lists
11 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
745 W. Moana Lane, Suite 375 Reno, NV 89509 wcartright@nevadaurbanindians.org Chairwoman: Janet Reeves PYRAMID LAKE PAIUTE TRIBE Don Pelt, Emergency Respond Coord. 560-4417 Cell
PO Box 256 574-1000 Office Nixon, NV 89424 574-1008 Fax dpelt@plpt.nsn.us Chairperson: Vinton Hawley vhawley@plpt.nsn.us Vice Chairman: Alan Mandell RENO-SPARKS INDIAN COLONY David Hunkup, Emergency Services Manager
Public Safety 785-1373 Office 34 Reservation Rd. 834-0149 Fax Reno, NV 89502 997-3524 Cell Email: dhunkup@RSIC.org Chairman: Arlan D. Melendez amelendez@rsic.org RSIC Tribal Health Center EM
Daniel Thayer 329-5162 x1918 Office 1715 Kuenzli St. 232-8116 Cell Reno, NV 89502 dthayer@rsicclinic.org SUMMIT LAKE PAIUTE TRIBE William Cowan, Emergency Manager 827-9670 Office Jerry Barr
1001 Rock Blvd. Sparks, NV 89431 william.cowan@summitlaketribe.org Chairman: Randi DeSoto randi.desoto@summitlaketribe.org TE-MOAK TRIBAL COUNCIL
Battle Mountain Band Elko Band South Fork Band Wells Band Each band has their own EM
Chairman: Davis Gonzales tmkchairman@yahoo.com
Annex A: Contact Lists
12 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
BATTLE MOUNTAIN BAND COUNCIL Cheryl Dixon (Interim) 635-2004 x120 Office
37 Mountain View Battle Mountain, NV 89820 bmbraide@yahoo.com Chairman: Joseph Holley jhchairman1@yahoo.com ELKO BAND OF THE TE-MOAK TRIBE OF WESTERN SHOSHONE Clifford Banuelos, Environmental Cord. 753-9248 Office
1521 Shoshone Circle Elko, NV 89801 ebcepa@gmail.com Chairman: Gerald Temoke grtebcchair@yahoo.com South Fork Band VACANT 744-2387 Office
21 Lee Spring Creek, NV 89815 Chairman: Alice Tybo south_forkadm@hotmail.com adt2556@gmail.com WELLS BAND COUNCIL Marla Stanton, Environmental Cord/EM 752-2601 Office
1705 Mountain View Dr. Wells, NV 89835 wbcenviro@gmail.com Chairwoman: Michelle Cure michellecure79@yahoo.com TIMBISHA SHOSHONE TRIBE Mikaela Griffiths; Environmental Director 760-872-3614 Office
621 West Line St. Suite 109 Bishop, CA 93514 environmental@timbisha.com Chairman: George Gholson george@timbisha.com WALKER-RIVER PAIUTE TRIBE VACANT, Emergency Manager 773-2306 x312 Office
P.O Box 220 Shurz, NV 89427 Chairman: Amber Torres 530-6276 WASHOE TRIBE OF NV AND CA Lisa Christensen, Emergency Manager
919 US Highway 395 South 265-8618 Office
Gardnerville, NV 89410 Lisa.Christensen@washoetribe.us Chairperson: Neil Mortimer 256-8600 Office Neil.mortimer@washoetribe.us
Annex A: Contact Lists
13 Division of Emergency Management
Up to date Phone Lists are on the DEM F Drive Continuity of Operations Plan 2015
YERINGTON PAIUTE TRIBE Mark Moore, Emergency Manager
171 Campbell Lane Yerington, NV 89447 policechief@ypt-nsn.gov or policechief@ypt-nsn.gov Chairwoman: Laurie Thom 463-3301 x22 171 Campbell Lane Yerington, NV 89447 lthom@ypt-nsn.gov
Justin Whitesides, Alt. Emergency Manager/ Environmental Director Environmentaldirector@ypt-nsn.gov 463-7866 Office 224-3661 Cell YOMBA SHOSHONE TRIBE VACANT 964-2114 Office
Chairperson: James Birchim Jr. tribalchair@yombatribe.com INTER-TRIBAL EMERGENCY RESPONSE COMMISSION (ITERC)
Dan Hourihan ITERC Program Administrator dhourihan@itcn.org 355-0600 x 154 Office 250-3730 Cell Brent Hunter, ITERC Chairman 757-2473 Hunter.brent@shopai.org
ITCN Executive Director: Daryl Crawford 355-0600 Office One Emergency Manager for all Washoe communities Carson Colony Council
Chairperson: Chad Malone Chad.malone@washoetribe.us Dresslerville Community Council Chairperson: Lisa Christensen
Lisa.christensen@washoetribe.us Stewart Community Council
Chairperson: Jacqueline Stewart Redhawk_57@yahoo.com Woodfords Colony Council
Chairperson: Irvin Jim i.jim@washoetribe.us
Annex A: Contact Lists
14 Division of Emergency Management
Continuity of Operations Plan 2017
ESF 1 Transportation Chris Joncas 721-9938 888-7837 888-7837 cjoncas@dot.nv.gov
Rob Palmer 888-7862 813-2990 rpalmer@dot.nv.gov
Anita Bush 888-7856 881-8158 883-1738 abush@dot.nv.gov
Mylinh Lidder 888-7854 813-3495 815-2238 mlidder@dot.nv.gov
ESF 2 Telecommunications VACANT
Ken Adams 684-5802 443-5427 841-2253 link@admin.nv.gov
Pat Sheehan 684-5854 772-5625 424-2857 pmsheehan@admin.nv.gov
Ken Ballew 684-4323 720-0814 841-5701 kballew@admin.nv.gov
Susan Porter 684-7341 720-5234 230-4704 sporter@admin.nv.gov
George Hollingsworth 684-5887 882-2649 GEHollingsworth@admin.nv.gov
Dennis McHugh 684-5844 722-3445 297-3459 dmchugh@admin.nv.gov
ESF 3 Public Works VACANT
Gus Nunez 684-4100 720-5242 323-0986 gnunez@admin.nv.gov
Tom Federici 684-1807 690-8207 tfederici@admin.nv.gov
Ted Hendricks 684-4147 884-9717 thendricks@admin.nv.gov
ESF 4 Firefighting Mike Friend 684-2556 721-2639 mfriend@forestry.nv.gov
Mary Wilde 684-2516 443-7759 781-9384 mwilde@forestry.nv.gov
ESF 6 Mass Care Lori DeGristina 687-0445 443-7958 ldegristina@dps.state.nv.us
Jay Giovacchini 721-6517 jgiovacchini@dps.state.nv.us
ESF 7 Purchasing Gail Burchett 684-0172 671-4406 841-7102 gburchett@admin.nv.gov
Colleen Janes 684-0186 297-2094 841-1065 cjanes@admin.nv.gov
Heather Moon 684-0185 hmoon@admin.nv.gov
ESF 8 Public Health & Medical DPBH/PHP Duty Officer 684-5920
Emergency Prepardness Amos Hollar 315-7474 684-3224 230-9584 ahollar@health.nv.gov
Emergency Medical Systems Richard Fenlason 461-6904 687-7592 742-6811 rfenlason@health.nv.gov
Emergency Medical Systems
NV Health Alert Network Rodney Wright 684-3242 315-0495 rjwright@health.nv.gov
PHP Manager Erin Lynch 684-4117 400-0280 elynch@health.nv.gov
Healthcare Systems Malinda Southard 684-4039 434-4930
Chempack/RSS Amos Hollar 315-7474 684-3224 230-9584 ahollar@health.nv.gov
ESF 8-1
Division of Public and
Behavioral HealthVACANT
Rural BH Disaster Coord Ruth Condray 687-0591 720-3302 882-9366 rcondray@health.nv.gov
Southern NV BH Disaster CoordRose Park 702-486-0705 702-427-1986 rpark@health.nv.gov
Northern NV BH Disaster CoordDiane Franzen 688-2033 233-2867 dfranzen@health.nv.gov
ESF 9 Search and Rescue Paul Burke 687-0423 434-4886 pburke@dps.state.nv.us
Dennis Gordon 408-507-2566 309-2955 resq681@yahoo.com
ESF 10 HazMat Spill Hotline Duty Officer 888-331-6337 dutyofficer@ndep.nv.gov
315-4327
Rebecca Bodnar 687-9545 406-270-6000 rebecca.bodnar@ndep.nv.gov
Jeff Collins 687-9381 434-4690 434-4690 jrcollins@ndep.nv.gov
Greg Lovato 687-9373 434-9843 853-5531 glovato@ndep.nv.gov
Alexi Lanza 687-9547 722-3338 alanza@ndep.nv.gov
David Friedman 687-9385 781-7395 781-7395 dfriedman@ndep.nv.gov
Hal Dawson 687-9480 hdawson@ndep.nv.gov
Rad Nuc Duty Officer Primary 877-438-7231
Rad Nuc only Karen Beckley 687-754 720-8530 kbeckley@health.nv.gov
ESF 11
Agriculture & Natural
ResourcesDr. Keith Forbes
353-3707 741-2050 841-0954 keith.forbes@agri.nv.gov
Dr. Anette Rink 353-3700 224-0309 851-0866 arink@agri.nv.gov
State Veterinarian Dr. JJ Goicoechea 738-8076 386-8440 jgoicoechea@agri.nv.gov
ESF 12 Energy John Fairman 687-1852 x7356 233-8883 jfairman@energy.nv.gov
Northern NV Rep
Southern NV Rep Renee Tyler 702-402-2772 702-249-6386 tyler@nvenergy.com
Southern NV Rep Stephanie Lange 702-402-5008 702-285-9451 slange@nvenergy.com
ESF 13 Public Safety & Security Natasha Koch 684-4653 702-290-3286 nkoch@dps.state.nv.us
Dean Buell 689-4610 dbuell@dps.state.nv.us
Charlie Powell 684-7394 cpowell@dps.state.nv.us
NHP Rep Hal Hughes 684-4484 hhughes@dps.state.nv.us
Ryan Miller 328-3003 881-8797 851-4664 rmiller@dps.state.nv.us
Jason Franklin 623-6525 304-5381 626-5098 jfranklin@dps.state.nv.us
ESF 14 Recovery / Mitigation Rajat Jain 687-0774 901-0984 rjain@doi.nv.gov
PIO Yeraldin Deavila 687-0772 220-7698 ydeavila@doi.nv.gov
Recovery Suz Coyote 687-0319 745-6806 scoyote@dps.state.nv.us
Recovery Janelle Woodward 687-0314 350-0943 jwoodward@dps.state.nv.us
ESF 15 Public Information Gail Powell 687-0325 434-4795 772-6355 gpowell@dps.state.nv.us
Joanne Kittrell 684-2712 702-334-8507 jkittrell@dcnr.nv.gov
ESF 16 Military DOMS 887-7200 887-7372
Operations Chief LTC Brett Compston 887-7200 887-7201 ng.nv.nvarng.mbx.joc-msg-ctr@mail.mil
Dep J3 MAJ Shaun Cruze 887-7200 887-7537 ng.nv.nvarng.mbx.joc-msg-ctr@mail.mil
Battle CPT WO1 John Koch 887-7200 887-7393 ng.nv.nvarng.mbx.joc-msg-ctr@mail.mil
Environmental Asstistance Coordinator
2017 Nevada Division of Emergency Management Emergency Support Function Contacts
Revised 9/13//2017
EmailTHIRDSECONDFIRSTContactDepartment/AgencyESF #
Annex B: Acronyms and Definitions
1 Division of Emergency Management
Continuity of Operations Plan 2017
ACRONYMS AND DEFINITIONS
Acronyms
AAR After Action Report
COG Continuity of Government
COOP Continuity of Operations
DEM Division of Emergency Management
DPS Department of Public Safety
DHS Department of Homeland Security
DRT Disaster Recovery Team
EAS Emergency Alert System
EMAC Emergency Management Assistance Compact
EMAP Emergency Management Accreditation Program
EOC Emergency Operations Center
EOP Emergency Operations Plan
FEMA Federal Emergency Management Agency
GIS Geographic Information System
HSEEP Homeland Security Exercise and Evaluation Program
ICS Incident Command System
MOU Memorandum of Understanding
NIMS National Incident Management System
NWS National Weather Service
RTO Recovery Tine Objective
SCEMP State Comprehensive Emergency Management Plan
SEOC State Emergency Operations Center
Definitions
Activation – When all or a portion of the COOP plan has been put into motion.
Alternate Location – A location, other than the normal facility, used to process data
and/or conduct essential functions in the event of a disaster. Similar Terms: Alternate
Processing Facility, Alternate Office Facility, and Alternate Communication Facility.
Business Impact Analysis – The process of determining the potential consequences of a
disruption or degradation of business functions.
Annex B: Acronyms and Definitions
2 Division of Emergency Management
Continuity of Operations Plan 2017
Cold Site – An alternate site that is reserved for emergency use, but which requires the
installation of equipment before it can support operations. Equipment and resources must
be installed in such a facility to duplicate the essential business functions of an
organization. Cold sites have many variations depending on their communication
facilities, UPS systems, or mobility.
Continuity of Government (COG) - Preservation of the institution of government.
Maintaining leadership, through succession of leadership, delegation of authority and
active command and control.
Continuity of Operations (COOP) – The effort to assure that the capability exists to
continue essential functions across a wide range of potential emergencies.
Continuity of Operations (COOP) Coordinator – Serves as the agency’s manager for
all COOP activities. The Coordinator has overall responsibility for developing,
coordinating and managing all activities required for the agency to perform its essential
functions during an emergency or other situation that would disrupt normal operations.
The first step in the COOP planning process is selecting a COOP Coordinator.
Continuity of Operations (COOP) Plan – A set of documented procedures developed
to provide for the continuance of essential business functions during an emergency.
Delegations of Authority – Pre-delegated authorities for making policy determinations
and decisions at headquarters, field levels and other organizational locations, as
appropriate.
Devolution – The capability to transfer statutory authority and responsibility for essential
functions from an agency’s primary staff and facilities to alternate staff and facilities and
to sustain that operational capability for an extended period.
Emergency Preparedness – The discipline which ensures an organization or
community's readiness to respond to an emergency in a coordinated, timely and effective
manner.
Essential Functions – Activities, processes or functions which could not be interrupted
or unavailable for several days without significantly jeopardizing the operation of an
organization.
Emergency Management Assistance Compact – Congressionally ratified organization
that provides form and structure to interstate mutual aid. During a disaster, it allows a
state to request and receive assistance from other member states.
Facility – A location containing the equipment, supplies, and voice and data
communication lines to conduct transactions required to conduct business under normal
conditions.
Homeland Security Exercise and Evaluation Program (HSEEP) – A threat and
performance-based exercise program developed by DHS that provides doctrine and
policy for planning, conducting, and evaluating exercises. It was developed to enhance
and assess terrorism prevention, response, and recovery capabilities at the federal, state
and local levels.
Hot Site – An alternate facility that has the equipment and resources to recover the
business functions affected by the occurrence of a disaster. Hot-sites may vary in type of
Annex B: Acronyms and Definitions
3 Division of Emergency Management
Continuity of Operations Plan 2017
facilities offered (such as data processing, communication, or any other essential business
functions needing duplication). Location and size of the hot-site will be proportional to
the equipment and resources needed. A hot site is a fully equipped facility, which
includes stand-by computer equipment, environmental systems, communications
capabilities and other equipment necessary to fully support an organization’s immediate
work and data processing requirements in the event of an emergency or a disaster.
Implementation Procedure Checklist – A list of the immediate actions to take once the
COOP plan is implemented.
Incident Command System (ICS) – A management system used to organize emergency
response. ICS offers a scalable response to an incident of any magnitude, and provides a
common framework within which people can work together. These resources may be
drawn from multiple agencies that do not routinely work together. The system is
designed to grow and shrink along with the incident, allowing more resources to be added
into the system when needed and released when no longer needed. The key aspect of ICS
helps to reduce or eliminate the "who's in charge" problem.
Key Personnel – Personnel designated by their division as critical to the resumption of
essential functions and services.
National Incident Management System (NIMS) – A consistent nationwide template to
enable federal, state, local, tribal governments, private-sector and nongovernmental
organizations to work together effectively and efficiently to prepare for, prevent, respond
to, and recover from domestic incidents, regardless of cause, size, or complexity,
including acts of catastrophic terrorism.
Orders of Succession – A list that specifies by position who will automatically fill a
position once it is vacated.
Reconstitution – The process by which agency personnel resume normal business
operations from the original or replacement primary operating facility.
Record Retention – Storage of historical documentation for a set period of time usually
mandated by state or federal law or by the Internal Revenue Service.
Recovery – Recovery, in this document, includes all types of emergency actions
dedicated to the continued protection of the public or to promoting the resumption of
normal activities in the affected area.
Recovery Time Objective (RTO) – The period of time in which systems, applications or
functions must be recovered after an outage.
Response – Those activities and programs designed to address the immediate and short-
term effects of the onset of an emergency or disaster.
Risk – An ongoing or impending concern that has a significant probability of adversely
affecting business continuity.
Risk Assessment/Analysis – An evaluation of the probability that certain disruptions
will occur and the controls to reduce organizational exposure to such risk.
Risk Management – The discipline which ensures that an organization does not assume
an unacceptable level of risk.
Annex B: Acronyms and Definitions
4 Division of Emergency Management
Continuity of Operations Plan 2017
Test Plan – The recovery plans and procedures that are used in a systems test to ensure
viability. A test plan is designed to exercise specific action tasks and procedures that
would be encountered in a real disaster.
Vital Records, Systems and Equipment – Records, files, documents or databases,
which, if damaged or destroyed, would cause considerable inconvenience and/or require
replacement or re-creation at considerable expense. For legal, regulatory or operational
reasons these records cannot be irretrievably lost or damaged without materially
impairing the organization's ability to conduct business.
Vulnerability – The susceptibility of a division to a hazard. The degree of vulnerability
to a hazard depends upon its risk and consequences.
Warm Site – An alternate processing site which is only partially equipped.
Annex C: Lines of Succession and Essential Positions
1 Division of Emergency Management
Continuity of Operations Plan 2017
Leadership Order of Succession and Mission Essential Positions
DEM LEADERSHIP ORDER OF SUCCESSION
ESSENTIAL POSITIONS
Essential Position Primary Staff Secondary Staff Tertiary Staff
DEM Chief Caleb Cage Bart Chambers
State Fire Marshal
Jim Wright
DEM Duty Officer
(Transitions during SEOC
Activation)
Jim Walker Kelli Baratti Paul Burke
Jon Bakkedahl
Kirsten Sherve
Bill Elliott
SEOC Manager Jim Walker Kelli Baratti Paul Burke
Operations Chief Kirsten Sherve Jon Bakkedahl Matt Williams
Planning Chief Bill Elliott Karen Hall Lorayn Walser
Logistics Chief Eric Wilson Paul Burke Annette Anderson
Communications Unit Leader Robert Plant Dale Yanz
NV ARES
Dave Latrell
NV ARES
Finance/Admin Chief Justin Luna Eric Wilson Michele Dobbs
Public Information Officer
(PIO)
Gail Powell Joanne Kitrell Sherrean Whipple
Safety Officer Tim Cary Jay Giovacchini Lori DeGristina
Bart Chambers State Fire Marshall
Caleb S Cage DEM Chief
Jim Wright DPS Director
Jim Walker, Emergency Manager
Justin Luna, ASOIII
Kelli Baratti, Emergency Operations
Annex C: Lines of Succession and Essential Positions
2 Division of Emergency Management
Continuity of Operations Plan 2017
COOP Coordinator Bill Elliott Jon Bakkedahl Matt Williams
Emergency Support
Functions (ESF)
ESFs will be activated as needed to meet the operational need of a
specific emergency response mission.
(Note: The positions listed above are not a complete listing SEOC activation and not
all positions may be activated during SEOC activation. Positions may be activated
at the discretion of the DEM Chief or SEOC Manager during SEOC activation
depending on the needs of DEM. For all of the SEOC activation positions see the
SEOC SOP.
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
1 Division of Emergency Management
Continuity of Operations Plan 2017
I. Purpose
The purpose of Annex C: Alternate State Emergency Operations Center (SEOC) Site Set
Up and Operations is to describes the roles and responsibilities of Division of Emergency
Management (DEM) and Emergency Support Function Personnel during a Continuity of
Operations (COOP) plan activation to prepare for, initiate, deploy, and begin alternate
site operations in the event that the primary facility is or will soon be rendered unsuitable
to perform the DEM mission.
II. Mission and Objectives
Mission
The Mission of the DEM Alternate Site and Operations is to provide a structure and a
system to be able to coordinate critical resources in response to a disaster or emergency
even if the primary State Emergency Operations Center is rendered unsuitable for
operations and the majority of DEM staff is unavailable for any reason.
Objectives
Manage State emergency resource coordination throughout the transition to the
alternate SEOC site or transfer authority to the Devolution entity until the SEOC
can be reconstituted.
Set up Alternate SEOC site, transition and begin full SEOC operations within 12
hours of activation.
Perform state emergency management essential functions for up to 30 days at the
alternate SEOC site.
III. Concept of Operations
The DEM will utilize the COOP recovery team to set up and prepare the alternate SEOC
for full SEOC operations and to prepare DEM and ESF staff to transition to the alternate
SEOC site through a phased operation concept.
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
2 Division of Emergency Management
Continuity of Operations Plan 2017
Phased Operations
Phasing is used in this plan as a methodology to describe the dynamic nature of how the
DEM prepares to transition the SEOC to the alternate SEOC, deployment of staff and set
up of the alternate SEOC, Operations of the alternate SEOC, and recovery to a permanent
sustained SEOC site.
Concept of Operations Alternate SEOC Site Set Up & Operations
Phase 2 Response
Phase 1 Increased Threat
•Notify Staff of threat
•Alert Alt SEOC of possible deployment
•Deploy COOP Recovery Team
•Ensure staff have go kits and are ready for transfer of operations
Phase 0 Steady State
•
• Develop Plans
• Establish Alt SEOC Site agreements
• Determine Evacuation Routes
• Purchase equipment for SEOC go kits
• Train staff
• Exercise Plan
Phase 3 Recovery
Phase 2a: Immediate Response
• Ensure safety of staff
•Determine if critical resources can be coordinated during transfer to alt SEOC
•If not transfer authority to devolution entity
•Dispatch COOP Recovery Team
•Inform Alternate SEOC Site of decision to set up operations
•Inform the Governor, State Agencies and Local Jurisdictions of the decision to transfer SEOC
• Establish sustainable lines of communications.
•Acquire additional staffing to relieve current staff
•Develop short term,
•intermediate and long term DEM recovery plans Introduce non-essential but important DEM functions as appropriate with personnel availability and work allowances.
Phase 2c Sustained Operations
•Begin Alternate SEOC operations
•Contract for food and staff housing
•Determine staff needs for individuals and families.
•Evaluate alternate SEOC for adequacy of long term operations or need to transfer to a more appropriate location
•Begin recovery planning
Phase 2b Alternate SEOC Setup
• COOP Team initiates communications with SEOC Manager
•Begin set up of SEOC
•Set up JIC
•Set up ESF communications
•Set up Communications with affected jurisdictions and State
•Make arrangements for DEM staff and ESF transportation to Alternate SEOC
•Determine what additional resources are needed to operate SEOC and contract out.
•Deploy DEM and ESF staff to alternate SEOC
•Inform Governor, State Agencies and Local Jurisdictions that the Alternate SEOC is in operation.
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
3 Division of Emergency Management
Continuity of Operations Plan 2017
Phase 0: Steady State – No Increased Threat
Phase 0 occurs when there is no specific threat or warning. The following activities will
take place during this phase:
•Planners will develop plans and procedures for the continuity and sustainment of DEM
essential functions.
•DEM will identify suitable alternate SEOC sites and develop agreements with the
property owners for use during an emergency.
•Planners will identify primary and alternate evacuation routes from the primary SEOC
site to the alternate sites.
•Operations will determine what equipment and records will be needed at the alternate
SEOC site and supply SEOC go-kits for rapid deployment.
•DEM Staff will prepare personal go-kits for 3 days of operations.
•The Training Officer will set up a training program to introduce the COOP plan to all
employees which will introduce each employee to their roles and responsibilities during a
COOP activation and a alternate SEOC transition.
•The Exercise Officer will develop drills and exercises to test the plan and ensure that
staff can perform their roles in accordance with the plan and to determine if the plan is
viable.
•Planners will periodically update the plan as needed.
Phase 1: Increased Threat
Phase 1 occurs in response to a credible threat or warning that the SEOC is in danger of
being incapacitated. The following activities will take place during this phase:
•Notify staff of threat through a staff briefing or if after hours through the automatic
phone messaging system.
•Ensure all staff that they have their go-kit available and are ready to transfer.
•Alert the alternate SEOC site of possible deployment.
•If necessary evacuate the staff to a central rally point away from the threat.
•Deploy the COOP recovery away team to begin the set up of the Alternate SEOC.
Phase 2: Response
Phase 2 starts immediately after an event that necessitates the activation of the COOP
plan and the need to evacuate the primary SEOC site. Response, for the purposes of this
plan, is separated into 3 sections: Immediate Response, Alternate SEOC Setup and
Sustained Operations. The following activities will take place during this phase:
Phase 2a: Immediate Response
•If necessary the DEM Chief, duty officer or anyone who sees an immediate
threat will call for the evacuation of the building. (Building evacuation is
discussed in Annex E).
• The DEM Chief will confer with the Safety Officer to determine the status of
each DEM employee and immediate safety protocols will be put into action.
•The DEM Chief will appoint an SEOC Manager and Operations Chief.
•The Operations Chief will deploy the alternate site COOP Recovery Team.
•The Operations Chief will alert the alternate SEOC of DEM’s decision to
activate the alternate site and set up operations
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
4 Division of Emergency Management
Continuity of Operations Plan 2017
•The DEM Chief will alert the Governor’s Office, State Agencies and Local
Jurisdictions of the SEOC status.
•The DEM Chief will determine if the incident can be coordinated through remote
means until the alternate SEOC can be established or transfer authority to the
devolution entity.
•The SEOC Manager an Incident Command System with remaining staff to
manage the incident and perform DEM essential functions.
Phase 2b: SEOC Set Up
Alternate Facility Team
The COOP Recovery Team Leader will take charge of the COOP
Recovery alternate facility team, pack the SEOC go-kits in a DEM vehicle
and transit to the alternate SEOC site.
The COOP Recovery Team Leader will coordinate with the Operations
Chief and the SEOC manager to coordinate the SEOC transition and
needed supplies.
The Facilities Specialist will drive the DEM satellite communications
vehicle.
Once at the facility, the Communications/IT Specialists will be begin to
set up SEOC communications and Laptop networks.
The Facilities Specialist and the Operations Recovery Specialist will set
up the alternate SEOC tables and chairs.
The Operations Recovery Specialist will set up each SEOC and ESF
positions with needed paperwork, supplies and equipment for SEOC
operations.
The Facilities Specialist will ensure that the restrooms, HVAC, electrical
outlets and lights are in proper working order.
The Facilities Specialist will coordinate with logistics for needed supplies,
food and water.
The Operations Recovery Specialist performs just-in-time training for ESF
and DEM personnel on alternate facility operations
The Safety Officer reports to the SEOC manager and is responsible for
ensuring the safe conduct of personnel at the primary facility, transit to the
alternate facility and inspecting the alternate facility prior to beginning
SEOC operations.
Primary Facility Team
The Personnel Specialist leads the COOP recovery primary facility team at
the SEOC or at the rally point.
The Personnel Specialist notifies DEM personnel of times and locations to
meet at the rally point, and keep the personnel informed.
The Personnel Specialist coordinates the movement of DEM and ESF
personnel to the alternate SEOC site with Nevada National Guard
transportation.
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
5 Division of Emergency Management
Continuity of Operations Plan 2017
Phase 2c: Sustained Operations
Once the Alternate SEOC has been cleared for occupation, the SEOC
Manager will begin operations with a situation briefing and conduct any just
in time training necessary.
The SEOC Manager will inform the Governor, State Agencies and local
jurisdictions of the alternate SEOC operations status.
The ESF 15 representative will establish a Joint information Center (JIC) at
the alternate SEOC and inform the media of the alternate SEOC status.
The Logistics Chief will make arrangements for staff housing and food.
The Admin/Finance Chief will ensure that the families of staff are cared for.
The SEOC Manager will evaluate adequacy of alternate SEOC site and
determine if a move to a more appropriate site is necessary.
The Planning Section Chief will begin recovery planning.
Phase 3: Recovery
Recovery begins as soon as possible after arriving at the alternate SEOC site.
The Planning Section Chief will work with the Logistics Chief to acquire
additional staff to relieve SEOC staff.
Planning Section Chief will develop a committee for short term, intermediate and
long term worksite plans depending on the condition of the primary facility and
how long it will take to bring back on line.
The Planning Section Chief will submit a schedule to the SEOC Manager and the
DEM Chief to integrate other than essential functions back into the work
schedule.
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
6 Division of Emergency Management
Continuity of Operations Plan 2017
IV. Communications
The COOP Recovery Team will set up the alternate SEOC site using redundant forms of
communication.
ALTERNATE SEOC REDUNDANT COMMUNICATIONS
Through the DEM Mobile Interoperable Communication Centers
Communications Status Vendor
Telephones (land
line)
The Mobile Com
Centers have VOIP
through satellite
connection
Direct TV
Cellular Phones Staff and ESF’s will
have cell phones
Verizon
Satellite Phones 2 Sat Phones Sprint
Web Based The Mobile Com
Centers has wireless
internet access
Direct TV
Radios 800 mhz EDAC
with 5 hand held
EDAC per mobile
com center
V. Alternate SEOC Set Up Go-Kits
SEOC Manager Go-Box
Equipment/Supplies Quantity Location
Lap Top Computer 2 Carry to Location
Cell Phones 2 Carry to Location
Radio w/ Charger 1 Carry to Location
Flash Drives w/ section specific
files downloaded
4 SEOC Box
Large Paper Easel Pads 2 SEOC Box
White Vest 1 SEOC Box
Steno Pad 4 SEOC Box
Stapler 1 SEOC Box
Staples 1 box SEOC Box
Pens 1 box SEOC Box
Pencils (mechanical) 1 box SEOC Box
Poster Markers (Multi-colored) 1 box SEOC Box
Blue Tape 2 rolls SEOC Box
Post-it Notes 6 pads SEOC Box
Scissors 1 SEOC Box
Tent Cards 4 SEOC Box
Manila Folders 1 box SEOC Box
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
7 Division of Emergency Management
Continuity of Operations Plan 2017
Operations Section Go-Box
Equipment/Supplies Quantity Location
Lap Top Computer 2 Carry to Location
Cell Phones 2 Carry to Location
Radio w/ Charger 1 Carry to Location
Flash Drives w/ section specific
files downloaded
20 Ops Section Box
Section Specific Forms 20 of each Ops Section Box
Large Paper Easel Pads 5 Ops Section Box
Red Vest 1 Ops Section Box
Steno Pad 17 Ops Section Box
Stapler 5 Ops Section Box
Staples 4 boxes Ops Section Box
Pens 4 boxes Ops Section Box
Pencils (mechanical) 4 boxes Ops Section Box
Poster Markers (Multi-colored) 4 boxes Ops Section Box
Blue Tape 2 rolls Ops Section Box
Post-it Notes 20 pads Ops Section Box
Scissors 5 Ops Section Box
Tent Cards 25 Ops Section Box
Manila Folders 4 Box Ops Section Box
Planning Section Go-Box
Equipment/Supplies Quantity Location
Lap Top Computer 2 Carry to Location
Cell Phones 2 Carry to Location
Radio w/ Charger 1 Carry to Location
Flash Drives w/ section specific
files downloaded
4 Planning Section Box
Section Specific Forms 20 of each Planning Section Box
Large Paper Easel Pads 5 Planning Section Box
Blue Vest 1 Planning Section Box
Steno Pad 4 Planning Section Box
Stapler 1 Planning Section Box
Staples 1 boxes Planning Section Box
Pens 1 boxes Planning Section Box
Pencils (mechanical) 1 boxes Planning Section Box
Poster Markers (Multi-colored) 2 boxes Planning Section Box
Blue Tape 2 rolls Planning Section Box
Post-it Notes 5 pads Planning Section Box
Scissors 2 Planning Section Box
Tent Cards 1 Planning Section Box
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
8 Division of Emergency Management
Continuity of Operations Plan 2017
Manila Folders 1Box Planning Section Box
Logistics Section Go-Box
Equipment/Supplies Quantity Location
Lap Top Computer 2 Carry to Location
Cell Phones 2 Carry to Location
Radio w/ Charger 1 Carry to Location
Flash Drives w/ section specific
files downloaded
4 Logistics Section Box
Section Specific Forms 20 of each Logistics Section Box
Large Paper Easel Pads 1 Logistics Section Box
Blue Vest 1 Logistics Section Box
Steno Pad 4 Logistics Section Box
Stapler 1 Logistics Section Box
Staples 1 boxes Logistics Section Box
Pens 1 boxes Logistics Section Box
Pencils (mechanical) 1 boxes Logistics Section Box
Poster Markers (Multi-colored) 2 boxes Logistics Section Box
Blue Tape 2 rolls Logistics Section Box
Post-it Notes 5 pads Logistics Section Box
Scissors 2 Logistics Section Box
Tent Cards 1 Logistics Section Box
Manila Folders 1Box Logistics Section Box
Finance/Admin Section Go-Box
Equipment/Supplies Quantity Location
Lap Top Computer 2 Carry to Location
Cell Phones 2 Carry to Location
Radio w/ Charger 1 Carry to Location
Flash Drives w/ section specific
files downloaded
4 Finance/Admin Section Box
Section Specific Forms 20 of each Finance/Admin Section Box
Large Paper Easel Pads 1 Finance/Admin Section Box
Blue Vest 1 Finance/Admin Section Box
Steno Pad 4 Finance/Admin Section Box
Stapler 1 Finance/Admin Section Box
Staples 1 boxes Finance/Admin Section Box
Pens 1 boxes Finance/Admin Section Box
Pencils (mechanical) 1 boxes Finance/Admin Section Box
Poster Markers (Multi-colored) 2 boxes Finance/Admin Section Box
Blue Tape 2 rolls Finance/Admin Section Box
Post-it Notes 5 pads Finance/Admin Section Box
Scissors 2 Finance/Admin Section Box
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
9 Division of Emergency Management
Continuity of Operations Plan 2017
Tent Cards 1 Finance/Admin Section Box
Manila Folders 1Box Finance/Admin Section Box
JIC Go-Box
Equipment/Supplies Quantity Location
Lap Top Computer 2 Carry to Location
Cell Phones 2 Carry to Location
Radio w/ Charger 1 Carry to Location
Flash Drives w/ section specific
files downloaded
4 JIC Box
Section Specific Forms 20 of each JIC Box
Large Paper Easel Pads 4 JIC Box
Blue Vest 1 JIC Box
Steno Pad 4 JIC Box
Stapler 4 JIC Box
Staples 2 boxes JIC Box
Pens 2 boxes JIC Box
Pencils (mechanical) 2 boxes JIC Box
Poster Markers (Multi-colored) 2 boxes JIC Box
Blue Tape 2 rolls JIC Box
Post-it Notes 5 pads JIC Box
Scissors 2 JIC Box
Tent Cards 1 JIC Box
Manila Folders 1Box JIC Box
Electronic Support Go-Box
Equipment/Supplies Quantity Location
Printers 2 Electronic Support Go-Box
LAN Connection Wires 20’ 20 Electronic Support Go-Box
Wireless Router 1 Sat Com Vehicle
Portable Projector 2 Electronic Support Go-Box
Extension Cords 50’ 10 Electronic Support Go-Box
Power Strips 10 Electronic Support Go-Box
Radio Chargers 5 Electronic Support Go-Box
Annex D: Alternate State Emergency Operations Center Site Set Up and
Operations
10 Division of Emergency Management
Continuity of Operations Plan 2017
This Page Intentionally Blank
Annex E: Alternate SEOC Layout
1 Division of Emergency Management
Continuity of Operations Plan 2017
ESF Group 1
ESF Group 2
ESF Group 3
ESF Group 4
Planning
Logistics
Admin / Finance
Oper
atio
ns
Alternate SEOC Layout
JIC
JIC SEOC Manager / DEM
Leadership
=
Annex E: Alternate SEOC Layout
2 Division of Emergency Management
Continuity of Operations Plan 2017
This Page Intentionally Blank
Annex F: Evacuation Plan
1 Division of Emergency Management
Continuity of Operations Plan 2017
I. INTRODUCTION
One of the essential processes to protect DEM staff during a disaster is Evacuation. This
procedure will be used in the case an evacuation is deemed necessary.
II. PURPOSE
The purpose of this Evacuation Plan Annex is to build on existing DEM Continuity of
Operations (COOP) plans to ensure that the DEM is prepared evacuate if there is an
occurrence which threatens the SEOC.
II. CONCEPT OF OPERATIONS
1. The SEOC is divided into areas of operation:
a. DEM Cubieville, Restrooms, and Break Room
b. DEM Administration
c. DEM Operations Room and Situation Room
d. DEM Planning, Training and Exercise (PT&E) Section and Training
Room
e. DEM Joint Information Center
f. NDF and Restrooms
g. NTAC Office and Secure Room
h. NVNG Joint Operations Center
2. Each area of operations has a designated Area Supervisor for evacuation.
3. SEOC staff will be notified by telecom announcement, overhead system
announcement and for PT&E direct phone calls.
4. When the announcement is given, staff are responsible to take only minimal
belongings and their COOP go bags, and leave the building immediately via the
nearest exit.
5. Once evacuation of the building has occurred, area supervisors, if possible, shall
quickly check the area for anyone who might be left behind.
6. Training or meeting facilitators will use class of meeting rosters to ensure all the
participants have evacuated.
7. Close the door of each section checked.
8. Staff shall muster at the designated rally point.
9. Area supervisors shall use personnel rosters to ensure area staff is accounted for.
10. Evacuate National Guard compound if needed.
11. If the SEOC building is rendered unable to occupy for more than 24 hours,
execute the COOP plan.
12. The National Guard Security Staff will direct traffic and close street traffic to
facilitate evacuation.
Annex F: Evacuation Plan
2 Division of Emergency Management
Continuity of Operations Plan 2017
7
BUILDING EVACUATION
INCIDENT Identify a Rally Point
Notify all personnel in
the building of
evacuation and Rally
Point
Is the
evacuation
because of
a Bomb
Threat?
Is the
evacuation
because of
an Active
Shooter?
Have all
personnel
been
accounted
for?
Refer to Bomb Threat
Chart
Refer to Active Shooter
Chart
Account for all
personnel and report
to Duty Officer
Notify Police / Fire
No
No
Yes
Yes
Annex F: Evacuation Plan
3 Division of Emergency Management
Continuity of Operations Plan 2017
9
Organization Structure
In order to maintain the safety and organization during an evacuation, each section will
be broken down by programs, with each program designating a lead.
INCIDENT
First Responders
(Fire, Police, EMS)
Otto Dave Silva
NHPDenise Stewart
NDFScott Sisco
NTACMartin Roberto
DEMKelli Baratti
JOCDave Manson
Supervisor Admin Resources
Camps Fire
Fiscal
Martin
Roberto
Col. Mike
Williams
Major Dave
Manson
Admin
Grants
Fiscal
PT&E
Operations
RALLY POINT
Annex F: Evacuation Plan
4 Division of Emergency Management
Continuity of Operations Plan 2017
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Annex G: Fire Plan
1 Division of Emergency Management
Continuity of Operations Plan 2017
Annex F: Fire Plan
I. INTRODUCTION
One of the hazards that have been identified as a threat for the SEOC is fire which may
occur internally within the building or externally as in the case of a wildfire.
II. PURPOSE
The purpose of this Fire Plan Annex is to build on existing DEM Continuity of
Operations (COOP) plans to ensure that the DEM is prepared to respond to and mitigate
the effects of an internal or external fire which threatens the SEOC.
II. CONCEPT OF OPERATIONS
Internal Fire:
Internal to the SEOC fire essential tasks include:
1. If someone in the SEOC observes smoke or a fire in the SEOC building the first
action should always be to pull the fire alarm.
2. If the fire is very small and extinguishable, use a fire extinguisher to try to put out the
flames. If not, try to close the area off if possible and evacuate the building through
the nearest exit.
3. Once evacuation of the building has occurred, Area supervisors, if possible, shall
quickly check the area for anyone who might be left behind.
4. Training or meeting facilitators will use class of meeting rosters to ensure all the
participants have evacuated.
5. Close the door of each section checked.
6. Staff shall muster at the designated rally point.
7. Area supervisors shall use personnel rosters to ensure area staff is accounted for.
8. Evacuate National Guard compound if needed.
9. If the SEOC building is rendered unable to occupy for more than 24 hours, execute
the COOP plan.
External to the SEOC fire essential tasks:
1. When the fire department notifies DEM or the National Guard Compound that a
wildfire threatens the building, the SEOC staff will execute the Evacuation Plan
2. Area supervisors shall ensure all area staff have evacuated the building and are at the
muster point using the personnel rosters
3. Training or meeting facilitators will use class of meeting rosters to ensure all the
participants have evacuated.
4. Area supervisors will communicate to the staff where the rally point is.
5. If there is sufficient time, Staff will be able to evacuate cars.
Annex G: Fire Plan
2 Division of Emergency Management
Continuity of Operations Plan 2017
6. If evacuation is urgent, Staff may evacuate of foot or in car pools to reduce
congestion at the compound gates.
Annex G: Fire Plan
3 Division of Emergency Management
Continuity of Operations Plan 2017
8
FIRE
FIRE
Is the fire
in a
building?
Is the fire
threatening
the property
surrounding
the SEOC?
Pull the fire
alarm
Notify all
personnel in
building to
evacuate and
meet at Rally
Point
Have all
personnel
been
accounted
for?
Is anyone
missing?
Notify Fire Department
Attempt to
extinguish
Account for all
personnel and
report to Duty
Officer
Yes
No
Yes
Yes
Annex G: Fire Plan
4 Division of Emergency Management
Continuity of Operations Plan 2017
This Page Intentionally Blank
Annex H: Shelter in Place Plan
1 Division of Emergency Management
Continuity of Operations Plan 2017
I. INTRODUCTION
One of the hazards that may affect Division of Emergency Management (DEM)
operations may be the accidental or intentional release of hazardous chemicals in the
atmosphere. The State Emergency Operations Center (SEOC) is located on the Nevada
National Guard Headquarters compound and as such may be the target of terrorist attack.
The SEOC is also located near an interstate freeway which hazardous materials are
transported by tanker truck and a wreck and subsequent accidental release of hazardous
chemicals may have the potential to threaten DEM personnel and operations.
II. PURPOSE
The purpose of this Shelter in Place Annex is to build on existing DEM Continuity of
Operations (COOP) plans to ensure that the DEM is prepared to respond to and mitigate
the effects of an accidental or intentional release of hazardous chemical near the SEOC
building.
II. CONCEPT OF OPERATIONS
The accidental or intentional release of hazardous chemicals near the SEOC building is
assumed to be a no notice event and following proper shelter in place procedures can
protect DEM personnel from the exposure and harm from the released chemicals.
Shelter in Place essential tasks include:
Determination to shelter in place,
Notification of all personnel located in the SEOC building,
Mustering staff and visitors into a central location away from windows and doors,
Shutting down HVAC units,
Using plastic and duct tape, cover doors, exterior windows and vents,
Contact loved ones, inform Governor’s office and monitor the situation.
Annex H: Shelter in Place Plan
2 Division of Emergency Management
Continuity of Operations Plan 2017
6
SHELTER IN PLACE
Bring everyone
indoors
SHELTER IN PLACE
Close and lock all
windows, exterior
doors and any
other opening
outside
Turn off all fans and
HVAC systems
Seal all openings
around doors with
duct tape
Remain inside until
the “ALL CLEAR”
signal from First
Responders/Law
Enforcement
Chemical, biological, or radiological
contaminants may be released
accidently or intentionally into the
environment. If this occurs, information
will be forthcoming as soon as possible
Account for all
personnel and
provide list to
Duty Officer
Annex H: Shelter in Place for Active Shooter
1 Division of Emergency Management
Continuity of Operations Plan 2017
I. INTRODUCTION
One of the hazards that may affect Division of Emergency Management (DEM)
operations may be an active shooter(s) who want to shoot, kill and injure as many SEOC
staff as possible . The State Emergency Operations Center (SEOC) is located on the
Nevada National Guard Headquarters compound and as such may be the target of
deranged shooter or terrorist attack.
II. PURPOSE
The purpose of this Shelter in Place for Active Shooter Annex is to build on existing
DEM Continuity of Operations (COOP) plans to ensure that the DEM is prepared to
respond to and mitigate the effects of an active shooter..
II. CONCEPT OF OPERATIONS
Criminal Activity
Call the Carson City Sheriff Department at 911 if you observe a crime in progress or
behavior that you suspect is criminal. Do not approach or attempt to apprehend
person(s) involved. Report information, including:
Direction of travel when last seen
Location
Physical and clothing description
Vehicle description, license plate number
Weapons or tools involved
What the person is doing
If you believe you are safe, stay on the phone with the police dispatcher until instructed
otherwise.
Active Shooter
If an active shooter is outside the SEOC: Lock all exterior doors.
Proceed to a room that can be locked, close and lock all the windows and doors,
and turn off all the lights.
If possible, get everyone down on the floor and ensure that no one is visible from
outside the room.
One person in the room should call 911, advise the dispatcher of what is taking
place, and inform him/her of your location.
Remain in place until the police, or a campus administrator known to you, gives
the "all clear." Unfamiliar voices may be the shooter attempting to lure victims
from their safe space.
Annex H: Shelter in Place for Active Shooter
2 Division of Emergency Management
Continuity of Operations Plan 2017
Do not respond to any voice commands until you can verify with certainty that
they are being issued by a police officer.
If an active shooter is in the same building as you: Determine if the room you are in can be locked and if so, follow the same
procedure described for a shooter outside your building.
If your room can't be locked, determine if there is a nearby location that can be
reached safely and secured, or if you can safely exit the building.
If you decide to move from your current location, be sure to follow the
instructions outlined below.
If an active shooter enters the SEOC: Try to remain calm.
Dial 911, if possible, and alert police to the shooter's location; if you can't speak,
leave the line open so the dispatcher can listen to what's taking place. Normally
the location of a 911 call can be determined without speaking.
You have options. You can make attempts to:
o Hide and Shelter-in-Place
o Escape
o Negotiate with the shooter
o Overpower the shooter (which should be considered a last resort)
If the shooter leaves the area, proceed immediately to a safer place and do not
touch anything that was in the vicinity of the shooter.
Under all circumstances, if you decide to flee during an active shooting situation, make
sure you have an escape route and plan in mind. Do not attempt to carry anything while
fleeing; move quickly, keep your hands visible, and follow the instructions of any police
officers you may encounter. Notify authorities of the location of wounded people as soon
as possible. Do not try to drive off compound until advised it is safe to do so by police or
NVNG Security Staff.
Once the all clear announcement is made:
Once evacuation of the building has occurred, Area supervisors, if possible, shall
quickly check the area for anyone who might be left behind.
Training or meeting facilitators will use class of meeting rosters to ensure all the
participants have evacuated.
Close the door of each section checked.
Staff shall muster at the designated rally point.
Area supervisors shall use personnel rosters to ensure area staff is accounted for.
Evacuate National Guard compound if needed.
If the SEOC building is rendered unable to occupy for more than 24 hours,
execute the COOP plan.
Annex I: Decontamination Plan
1 Division of Emergency Management
Continuity of Operations Plan 2017
I. INTRODUCTION
The SEOC is an evacuation point for the Governor’s office and key government officials.
The SEOC is a critical infrastructure/key resource (CI/KR) building and must be secured
from contaminant in the case a terrorist attack such as chemical, biological or radiological
(CBR)attack. The SEOC due to its designation of CI/KR may be a target of a “white
powder” attack.
II. PURPOSE
The purpose of this Shelter in Place for Active Shooter Annex is to build on existing
DEM Continuity of Operations (COOP) plans to ensure that the DEM is prepared to
respond to and mitigate the effects of a chemical, biological or radiological
contamination.
II. CONCEPT OF OPERATIONS
In the case of a CBR attack not involving the SEOC, the SEOC must protect the space
and its occupants from the effects of the contaminant which may be brought into the
SEOC. The following steps will take place:
1. When the SEOC is informed of a CBR attack in Carson City, it will immediately
go into lock down mode where no one will be allowed to enter without being
decontaminated.
2. Staff may leave the building but cannot return without being decontaminated.
3. All exits will initially be locked.
4. The Duty Officer on call will notify the NVNG or Carson City Fire Department to
employ a decon team to set up in the front parking lot.
5. Anyone that has authorization to enter the building must be decontaminated.
6. All persons going through decontamination will be removed of their outer
clothing and given a Tyvex suit all decontaminated persons will also wear decon
bracelet on their right wrist.
7. Persons coming through decon may bring clothes to wear if the clothes are double
bagged in plastic before they transit the contaminated area.
In the case where white powder is sent through the mail to the SEOC:
1. If anyone opens an envelope mailed to the SEOC by mail or dropped off, the
person must gently place the envelope back on the desk.
2. Inform the immediate area staff of the situation and call for an evacuation of the
building using exits that are not adjacent to the contaminated area.
3. Staff will evacuate the building and muster at the evacuation muster point.
4. Staff who were exposed to the contaminant or staff who have been exposed to the
staff in the contaminated area must be segregated from the rest of the staff.
Annex I: Decontamination Plan
2 Division of Emergency Management
Continuity of Operations Plan 2017
5. DEM Duty Officer will contact the NVNG and the Carson City Fire Department
for decontamination and testing of the substance.
6. If the staff have been cleared and the building cannot be decontaminated for more
than 24 hours, the DEM Chief will execute the COOP plan.
7. If all of the DEM staff have been contaminated, the DEM Chief may elect to
execute the Devolution Plan.
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