emergency operations plan - arizona

Emergency Operations Plan

May 2005

System Planning Corporation

TriData Division

Coconino County, Arizona

EMERGENCY OPERATIONS PLAN

Submitted to:

Coconino County Public Works Department 5600 East Commerce Avenue

Flagstaff, AZ 86004-2935

Submitted by:

TriData, a division of System Planning Corporation 1000 Wilson Boulevard, 30th Floor

Arlington, VA 22209 (703) 351-8300

May 2005

Coconino County, Arizona Emergency Operations Plan

Produced by TriData, a division of System Planning Corporation May 2005

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TABLE OF CONTENTS

ADOPTION OF PLAN .......................................................................................................... IV RECORD OF CHANGES...................................................................................................... VI PREFACE............................................................................................................................ VII BASIC PLAN ..........................................................................................................................1

I. Introduction ......................................................................................................................1 II. Purpose...........................................................................................................................3 III. Scope.............................................................................................................................4 IV. Situation.........................................................................................................................5 V. Concept of Operations....................................................................................................7 VI. Organization and Assignment of Responsibilities........................................................23 VII. Limitations...................................................................................................................25

EMERGENCY SUPPORT FUNCTIONS...............................................................................27 ESF-1, Transportation.......................................................................................................27 ESF-2, Communications ...................................................................................................29 ESF-3, Public Works and Engineering..............................................................................32 ESF-4, Firefighting and Hazmat........................................................................................35 ESF-5, Information and Planning ......................................................................................38 ESF-6, Mass Care and Sheltering ....................................................................................40 ESF-7, Resource Support .................................................................................................43 ESF-8, Health and Medical Services ................................................................................45 ESF-9, Law, Military, Search and Rescue ........................................................................48 ESF-10, Energy and Utilities .............................................................................................50 ESF-11, Public Information ...............................................................................................53 ESF-12, Volunteers and Donations...................................................................................56 ESF-13, Business and Industry.........................................................................................60

RECOVERY ANNEX ............................................................................................................63 1. Purpose.....................................................................................................................63 2. Scope ........................................................................................................................63 3. Situation ....................................................................................................................63 4. Concept of Operations ..............................................................................................64

ADMINISTRATION ANNEX .................................................................................................67 1. Policies ......................................................................................................................67

DAMAGE ASSESSMENT ANNEX.......................................................................................69 1. Purpose.....................................................................................................................69 2. Policy.........................................................................................................................69 3. Assumptions..............................................................................................................69 4. Procedures ................................................................................................................70 5. Responsibilities .........................................................................................................70

RADIOLOGICAL PROTECTION PLAN ANNEX .................................................................75 1. Purpose.....................................................................................................................75 2. Situation and Assumptions........................................................................................75 3. Concept of Operations ..............................................................................................75 4. Organization and Responsibilities .............................................................................77

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5. Administration and Logistics......................................................................................78 TERRORISM ANNEX...........................................................................................................79

1. Purpose.....................................................................................................................79 2. Scope ........................................................................................................................79 3. Authority ....................................................................................................................79 4. Assumptions and Local Situation ..............................................................................81 5. Planning, Response, and Recovery Operations .......................................................82 6. Organizational Roles and Responsibilities ................................................................83 7. Evacuation.................................................................................................................85 8. Population Relocation Activity ...................................................................................85

CITY EMERGENCY OPERATIONS PLAN ANNEX.............................................................87 1. Purpose.....................................................................................................................87 2. Situation and Assumptions........................................................................................87 3. Concept of Operations ..............................................................................................87 4. Organization and Assignment of Responsibilities .....................................................88

MORTUARY SERVICES ANNEX.........................................................................................93 1. Introduction................................................................................................................93 2. Scope of Operations..................................................................................................93 3. Situation ....................................................................................................................93 4. Concept of Operations ..............................................................................................93 5. Execution of Operations ............................................................................................95

DIRECTION AND CONTROL...............................................................................................99 1. Coordination ..............................................................................................................99 2. Executive Actions ......................................................................................................99 3. Task Assignments .....................................................................................................99

ANIMAL PROTECTION ANNEX........................................................................................102 1. Introduction..............................................................................................................102 2. Scope ......................................................................................................................102 3. Situation ..................................................................................................................102 4. Concept of Operations ............................................................................................103 5. Organization ............................................................................................................104

APPENDIX A. SAMPLE EMERGENCY DECLARATION..................................................105 APPENDIX B. DELEGATION OF AUTHORITY TEMPLATE ............................................106

Situation Summary..........................................................................................................106 Objectives .......................................................................................................................106 Team Skills Required ......................................................................................................106 Mission............................................................................................................................106 Protocols .........................................................................................................................106 DELEGATION OF AUTHORITY .....................................................................................108 ASSIGNMENT OF RESPONSIBILITY AND INCIDENT OBJECTIVES..........................108

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APPENDIX C. ESF ACTION PLAN TEMPLATE ...............................................................109 APPENDIX D. ESF CHECKLISTS .....................................................................................110 APPENDIX E. PUBLIC INFORMATION ANNEX ...............................................................121 APPENDIX F. RADIATION EXPOSURE LIMITS...............................................................124 APPENDIX G. RADIATION RECORD ...............................................................................125 APPENDIX H. RADIOLOGICAL MONITORING ................................................................126

1. Nuclear Radiological Monitoring Procedures ..........................................................126 2. Shelter Monitoring ...................................................................................................126 3. Exposure Control.....................................................................................................127



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ADOPTION OF PLAN

This Plan is published in support of the Arizona Emergency Response Plan. It is a directive to Coconino County; Cities of Flagstaff, Page, Tuba, and Williams; and tribal nations departments to plan for and, in the event of a disaster, execute emergency tasks to ensure the safety and survival of the population and protection of property.

Its purpose is to provide an organized and coordinated response effort by Coconino County; Cities of Flagstaff, Page, Tuba, and Williams; and tribal nation personnel and resources to minimize the impact of any disaster. It is effective for planning and for execution, when an emergency declaration is made by an authorized officer or authorized designee of Coconino County; Cities of Flagstaff, Page, Tuba, or Williams; or the tribal nations.

In addition to the powers granted by other provisions of the laws or charters, whenever the authorized officer of Coconino County; Cities of Flagstaff, Page, Tuba, or Williams; or the tribal nations shall deem that an emergency exists due to fire, conflagration, flood, earthquake, explosion, act of terrorism, war, or any other natural or man-made disaster, the authorized officer of the County, City, or tribal nations is hereby authorized by adoption of this emergency operation plan to implement and carry out provisions of A.R.S. 26-311 relating to County emergencies, power of political subdivisions, and State agency assistance.

Adopted: Seal:

Approved:

Chairman, Board of Supervisors, Coconino County

Approved:

Coconino County Manager

Approved: Seal:

Mayor, City Council, City of Flagstaff

Approved:

Flagstaff City Manager

Coconino County, Arizona Adoption of Plan Emergency Operations Plan


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Approved: Seal:

Mayor, City Council, City of Williams

Approved:

Williams City Manager

Approved: Seal:

Mayor, City Council, City of Page

Approved:

Page City Manager

Approved: Seal:

Navajo Nation, Tuba City



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RECORD OF CHANGES

Change Number Page Date Name



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PREFACE

This plan was prepared by TriData, a division of System Planning Corporation for Coconino County, Arizona; the Cities of Flagstaff, Tuba, Page, and Williams; and the tribal nations. The contract was funded by a grant from the Department of Homeland Security.

This plan is based on the authority of the local government(s) for emergency response and contains specific emergency support functions to be provided during an emergency or disaster. This plan also coincides with the Coconino County Emergency Plans and Procedures, City of Flagstaff Emergency Management Plan, Federal Response Plan, United States Government Interagency Domestic Terrorism Concept of Operations Plan, National Disaster Medical System Operation Plan, State of Arizona Emergency Response Plan, and other related plans.

This plan applies to all jurisdictions and agencies that operate within Coconino County including, but not limited to: Coconino County, the City of Flagstaff, the City of Page, Tuba City, the City of Williams, the tribal nations, and all other agencies and organizations included in the body of this Plan.

Throughout this plan the term cities will be used when referring to the City of Flagstaff, the City of Page, Tuba City, and the City of Williams, unless a specific subset of these cities is intended. The term city will be used in possessive or adjective form.

This plan consists of 4 main sections:

• Basic Plan – This section is dedicated to limiting the impact of any disaster through knowledge, planning, mitigation, and efficient recovery.

• Emergency Support Functions – The Procedural Section serves to facilitate the provision of assistance from State and Federal government, the plan uses a functional approach—effective response through the application of specific procedures using the Emergency Support Functions (ESFs) format used in the Federal Response Plan (FRP) and the State of Arizona Comprehensive Emergency Management Plan (CEMP).

• Recovery Annex – This section serves as a guide for the recovery efforts and operations or actions intended to assist the community or jurisdiction to regain its normal appearance and functionally.

• Support Annexes – These are integral components of the basic plan, annexes develop specific information and direction for managers concerning a particular emergency management function or hazard.

This plan serves as the foundation for the further development of detailed plans, procedures, and databases, to enable efficient, cost effective implementation of response activities.

The cities of Flagstaff, Page, Tuba, and Williams, and the tribal nations will each have an annex within this plan that will serve as their own Emergency Operations Plan. Each jurisdiction will be able to utilize its own plan when needed for their own operations, or the overall County plan can be implemented for large-scale emergencies or disasters, if needed. Each one of the jurisdiction’s plans, as well as the County plan serves to support the other plans when implemented.


Produced by TriData, a division of 1 System Planning Corporation May 2005

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BASIC PLAN

I. INTRODUCTION The Coconino County Emergency Operations Plan is designed to provide all of

Coconino County; the cities of Flagstaff, Page, Tuba, and Williams; the tribal nations; property owners; businesses and institutions; and emergency support organizations with a comprehensive emergency management system that can:

• Reduce community and government vulnerability to known natural, technological, and man-made hazards;

• Encourage behavior among the general population that will lead to widespread preparedness in all sections of the county;

• Foster cooperative planning at all levels, so there can be a uniform and rational approach for coordinating multi-agency and multi-jurisdictional actions before, during, and after an threat to the public welfare;

• Regularly evaluate the capacity of the County, Cities, and tribal nations to effect a coordinated response and recovery effort that is focused on protecting and saving lives; lessening human suffering; minimizing property, economic, and environmental losses; and reestablishing a normal state of affairs; and

• In any event causing damage and/or interruption, hasten the restoration of public services and the return of all segments of the community to pre-disaster conditions, or when feasible, more a disaster-resistant state for common, recurring risks.

In Coconino County, the local emergency planning committee (LEPC) is the primary planning organization for emergencies.

In the past, emergency management has focused primarily on responding to disasters and emergencies. Recent changes in federal policy resulting from escalating disaster cost and passage of the Disaster Mitigation Act of 2000 have given new impetus to hazard mitigation. The Disaster Mitigation Act of 2000 has challenged Coconino County to put more emphasis on preventing damage before disaster strikes.

Throughout the four phases of emergency management—preparedness, response, recovery, and mitigation—there is some logical overlapping of concepts. This is especially true between hazard mitigation and emergency preparedness. Hazard mitigation is the effort to reduce the effects of the hazard. Emergency preparedness is preparing for the effects of the hazard should the mitigation efforts fail. Hazard mitigation is the only phase of emergency management that can break the cycle of damage, reconstruction, and repeated damage.

Mitigation is often defined in the emergency services industry as a sustained action that reduces or eliminates long-term risk to people and property from natural hazards and their effects. This definition distinguishes actions that have a long-term impact from those that are more closely associated with preparedness for a specific event (e.g. preparing for floods in general versus preparing for an impeding flood). The intent of mitigation is to focus on actions that produce repetitive benefits over time, not on those actions that might be considered emergency planning or emergency services.

Coconino County, Arizona Basic Plan Emergency Operations Plan


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Hazard identification and risk assessment is the cornerstone of mitigation. The Coconino County Hazard Identification Vulnerability Analysis (HIVA) provides detailed information on the hazards, risks, and vulnerability to natural and technological hazards in the County. The development of the Coconino County All Hazard Mitigation Plan is based on hazards listed in the HIVA.

Hazard mitigation can be accomplished in a number of ways and can generally be broken down into the following strategies:

• Alter the hazard: Eliminating or reducing the frequency and intensity of a hazard’s occurrence.

• Avert the hazard: Redirecting the impacts away from a vulnerable location can avert the hazard.

• Adapt to the hazard: By adapting to the hazard, development or redevelopment is less vulnerable.

• Avoid the hazard: The hazard can be avoided by keeping people away. Local ordinances may regulate the location and manner in which new construction occurs in relation to existing hazards.

• Acquisition: Acquisition is the public procurement and management of lands that are vulnerable to damage from hazards.

• Relocation: Relocation involves permanent evacuation of hazard-prone areas through movement of existing hazard prone development and populations to safer areas.

Whatever the strategy, mitigation measures must be evaluated in the context of myriad constraints: time, resources, geography, the level and nature of development and vulnerability, and the attitudes and desires of the affected communities and property owners, to name a few. Choices must be realistic and attainable when these constraints are taken into account. Risk reduction measures for natural disasters must be compatible with risk reduction measures for technological hazards and vice versa.

Ultimately, the hazard mitigation plan will help Coconino County and its jurisdictions sustain fewer losses and recover more quickly when faced with the next disaster. It is also intended to:

• Minimize disruption to the community following a disaster; • Streamline the disaster recovery process by having pre-identified actions that

can be taken to reduce or eliminate future damage; • Capitalize on federal funding that may become available after disasters

occur; and • Ensure that the County maintains its eligibility for all the full range of future

federal disaster relief. After November 1, 2004, the Federal Emergency Management Agency (FEMA) requires that local governments and states have a FEMA-approved hazard mitigation plan in place to be eligible for future federal mitigation funding.

The hazard plan, developed by J.E. Fuller, is an official policy document that the County Board of Supervisors will have to adopt. The plan will guide future decisions relating to mitigation measures, protecting the residents, and guiding future development decisions. It is a long-range and comprehensive plan; it is not site specific .As a countywide plan, it



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applies directly to all of Coconino County and indirectly to the jurisdictions located within the county and any major federal or state instillations.

The Hazard Mitigation Plan was developed in accordance with the provisions of the Disaster Mitigation Act of 2000 (Public Law 106-390), the Pre-Disaster Mitigation Grant Program, 44 Code of Federal Regulations Part 206, and the planning standards adopted by the State of Arizona, Division of Emergency Management (ADEM).

II. PURPOSE This document is the principal planning source for outlining how the governments

operating in Coconino County will engage their collective resources to administer a comprehensive emergency management program.

It also establishes the following as shared aims:

1. To promote mitigation strategies that will strengthen efforts to improve the structural and non-structural integrity of critical facilities and infrastructure, make essential systems more resistant to interruptions, and protect vital assets.

2. To continue efforts to reduce home and work place hazard risk exposures that could cause injuries, loss of life, property damage, economic hardship, or environmental harm. Such initiatives may: a) Seek federal mitigation or block grant opportunities; b) Take advantage of land use and building code authority; c) Build on risk management “best practices;” d) Leverage public/private partnerships, like those used in other parts of the

state; or e) Evolve from public policy discussions.

3. To support a regular training and exercise program that will enable the County, City, and tribal nation officials and support organization representatives to maintain the level of proficiency and readiness needed to perform assigned emergency management duties.

4. To develop an increased level of emergency preparedness among all segments of the population, so that individuals, families, businesses, and institutions can assume responsibility for taking care of their own basic survival needs for a minimum of the first 72-hours after a disaster. This is a national standard, which is predicated on the well-documented premise that local governments can encounter overwhelming demands in the immediate or even longer-term aftermath of a disaster, especially one of catastrophic proportions.

5. To ensure a coordinated governmental response and recovery effort that is able to minimize the extreme adversity a major emergency or disaster can cause to citizens, their quality of life, and the well being of the community as a whole.

6. To restore, as quickly as possible, government services that may become impaired by a major emergency or disaster.

7. To provide citizens and owners of damaged property and businesses with humanitarian and economic recovery assistance from resources in the local community.



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8. To seek supplemental long-term humanitarian and economic recovery aid from the State and Federal governments when local resources are insufficient and widespread damage has occurred.

III. SCOPE Various mandates for political subdivisions in the State of Arizona establish a local

organization for emergency management and to have a plan and program, to include an appointed emergency management director or coordinator. The following Federal and State laws, regulations, executive branch orders, and County emergency resolutions are applicable:

Federal

• Code of Federal Regulations, Title 44, Parts 205 and 205.16 • Public Law 93-288, The Disaster Relief Act of 1974, as amended by Public Law

100-707, The Robert T. Stafford Disaster Relief and Emergency Assistance Act • Public Law 96-342, improved Civil Defense 1980 • Public Law 920, Federal Civil Defense Act of 1950, as amended • Public Law 99-499, Superfund Amendments and Reauthorization Act (SARA) of

1986, Title III Emergency Planning and Community Right-to-Know Act (EPCRA) • Public Law 101-336, Americans With Disabilities Act of 1990 • Public Law 106-390, Disaster Mitigation Act of 2000 • 5 USC, Section 552(b)(7)(E), Freedom of Information Act Disclosure Exemption • 49 USC, Section 5101-5127, Hazardous Materials Transportation Act of 1994 • 42 USC, Section 7401-7671q, Clean Air Act of 1070, as amended in 1977 and

1990 • 33 USC, Section 1251 et seq., Clean Water Act 1948, as amended in 1972, 1977

and 1987 • 42 USC, Section 300f-300j-26, Federal Safe Drinking Water Act of 1974, as

amended in 1996 • Public Law 104-201, Defense Against Weapons of Mass Destruction Act of 1996 • Public Law 105-19, Volunteer Protection Act of 1997 • Presidential Decision Directive (PDD)-39, United States Policy on

Counterterrorism (June 21,1995) • PDD-62, Protection Against Unconventional Threats to Homeland and Americans

Overseas (May 22, 1998) • PDD-63, Protecting American’s Critical Infrastructure (May 22, 1998)

State • Chapter 2, Title 26, Arizona Revised Statutes as amended • Arizona Nuclear Civil Protection – War Crisis Evacuation (ANCP-WCE) • Arizona Nuclear Civil Protection – Nuclear Attack Plan (ANCP-NAP), November

1976 • State of Arizona Emergency Plan (Resource Management), January 1966 • State of Arizona, Emergency Response Plan (Peacetime Disaster) 1982 • A.R.S. 35-192 • A.R.S. 26-301 – 26-322 • State of Arizona Hazard Mitigation Program Reports (August 1980 – 614 DR and

July 1, 1985 – 730 DR)



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County

• Coconino County Emergency Resolution

All emergency management plans developed to comply with these requirements and all substantive updates, including this plan, shall be submitted to the Director of ADEM to secure recommendation thereon, and verification of consistency with the State of Arizona Emergency Response and Recovery Plan.

The fundamental intent of this plan is to explain how the public policies that buttress and give legal standing to the County/City emergency management program will be administered to provide a standardized system for managing emergencies and disasters. Central components of this system include:

• A comprehensive framework for effective use of government, private sector, and volunteer resources;

• An outline of local responsibilities; and • The lawful means to obtain supplemental assistance from the state and the

federal government.

IV. SITUATION The County of Coconino is subject to regular hazards that could precipitate a

disaster. Natural hazards include droughts, floods, fire, and winter storms. Technological hazards include transportation accidents, pipeline ruptures, and radiological contamination.

The County has considerable transportation infrastructure, which sustains significant air, rail, and road traffic and is vulnerable to disastrous events.

Government and private organizations in the County host sport, entertainment, cultural, political, and business events that involve large numbers of participants, which are vulnerable to emergency incidents.

The County is vulnerable to civil disorder, riots, and terrorist acts.

Every region of the County is at risk to national and technological hazards.

Emergency management operations in Coconino County are performed by a partnership of county, local, and private agencies, which is supplemented by assistance from the states and Federal government.

This document supersedes all previous versions or editions of the Coconino County Emergency Operations Plan. However, this plan does not supplant existing plans or authorities developed for response to specific incidents under statutory authority, although it may be used to supplement such plans to provide a more effective response.

The Coconino County Emergency Operations Plan reflects a broad organizational approach for all hazards that affect the County and for most response scenarios. Hazard-specific guidance may be developed and implemented under the direction of the County Emergency Services Coordinator. These documents will be maintained as a supplement to the Coconino County EOP.



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Jurisdictions Involved While the majority of this plan focuses on Coconino County as a whole and the City

of Flagstaff (as the county seat and largest city in the county), additional smaller communities are involved in the planning and emergency services delivery process, including Page, Williams, and Tuba cities.

Coconino County covers 18,661 square miles, which makes it the second largest county in the nation. The U.S. Census Bureau estimates that the county had a population of 121,301 in 2003. Of this, 52,894 (or 44 percent) lived in Flagstaff. Tuba City has the second largest concentration at just over 8,000 people. Page is third at about 7,000, and Williams is the smallest with about 3,000.

Due to their distance from emergency response resources in Flagstaff and other major cities, Page, Tuba, and Williams need to plan to handle a local emergency for up to 8 hours before expecting additional assistance to arrive. This includes risks common throughout the county (natural hazards) and site-specific risks.

In Page, the major site-specific risk is the Glen Canyon Dam (GCD). The GCD, built in the late 50s and early 60s, is 710 feet high and 1,560 feet long. The dam created Lake Powell, the second largest man-made reservoir in the nation. The GCD was built to provide water storage in the Upper Colorado River Basin. The Glen Canyon Damn provides water to major cities, including Los Angeles and Las Vegas, large portions of 7 states: Wyoming, Utah, Colorado, New Mexico, Arizona, Nevada, and California.

According to analysis done by the federal government in planning for possible future terrorists attacks in the U.S., the destruction of the Glen Canyon Dam would, at a minimum cause water to flow over the Hoover Dam down river for 11 days, causing major flooding that would take months to recover from. At its worst, the rush of water down the river could cause the Hoover Dam to fail, causing more damage than can be estimated.1

It could cost $36 billion to rebuild the Glen Canyon Dam and the Hoover Dam over 17 years.

In addition to water supply, the Glen Canyon Dam supplies 75 percent of the power to the Colorado River Storage Project (CRSP). The CRSP provides power under contract to rural electric co-ops, including the Navajo Tribal Utility Authority.

The destruction of the dams would “result in the greatest economic catastrophe of modern times” by destroying the water and electric supply to the most populated region of the nation.

Major power supplies for the southwest also pass through Tuba City and the Tribal lands. These include major Arizona Public Service (APS) transmission lines and the Peabody coal mines, which supply the Navajo Generation Station near Page. APS supplies power to about half of Coconino County (including Flagstaff), most of Yavapai and Maricopa counties, and portions of Navajo, Gila, and La Paz counties. This includes the Phoenix metro area. 1 Source: http://www.thinkandask.com/news/hooverdam.html.



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Peabody’s Black Mesa and Kayenta mines ship over 13 million tons of coal a year to two power generation stations. Revenues from the mines provide about 25 percent of the Navajo Nation’s general operating fund. Partial or complete destruction of the mines would cause massive, difficult to fight fires, environmental pollution, and health problems, hinder power supply to a large portion of Arizona, and significantly impact the Navajo Nation financially.

Assumptions An emergency or disaster may occur in the County at any time and with no warning.

Local jurisdictions have the capability to perform response and recovery operations for most emergencies, but a disaster may be of such magnitude that response and recovery requirements exceed local resources so that assistance from the County or State may be necessary.

Any emergency incident primarily involving federal military personnel and equipment, such as an aircraft accident, generally will be managed by the military services. State and local departments and agencies may provide immediate response and rescue operations as necessary until military personnel gain control of the site.

V. CONCEPT OF OPERATIONS Introduction

Planning will take into account the four phases of emergency management:

1. Mitigation: Actions taken to eliminate or reduce the degree of long-term risk to human life, property, and the environment from natural and technological hazards. Mitigation assumes communities are exposed to risks whether or not an emergency occurs. Mitigation measures include: • Building codes, • Disaster insurance, • Hazard information systems, • Land use management, • Hazard analysis, • Land acquisition, • Monitoring and inspection, • Public education, • Research, • Relocation, • Risk mapping, • Safety codes, • Statutes and ordinances, • Tax incentives and disincentives, • Seismic strengthening, and • Stocking of emergency supplies.



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2. Preparedness: Actions taken in advance of an emergency to develop operational capabilities and facilitate an effective response. Preparedness measures include: • Continuity of government, • Emergency notification and alert systems, • Emergency communications, • Emergency operations centers, • Emergency operations plans, • Emergency public information materials, • Exercise of plans, • Mutual aid agreements, • Resource management, • Training response personnel, and • Warning systems.

3. Response: Actions taken immediately before, during, or after an emergency occurs to save lives, minimize damage to property and the environment, and enhance the effectiveness of recovery. Response measures include: • Emergency plan activation, • Emergency alert system activation, • Emergency instructions to the public, • Emergency medical assistance, • Staffing the emergency operations center, • Public official alerting, • Reception and care, • Shelter and evacuation, • Search and rescue, • Resource mobilization, and • Warning systems activation.

4. Recovery: Activities to return vital life support systems to minimum operating standards and long-term activity designed to return life to normal or improved levels, including some form of economic viability. Recovery measures include: • Crisis counseling, • Damage assessment, • Debris clearance, • Decontamination, • Disaster Recovery Centers, • Disaster insurance payments, • Disaster loans and grants, • Disaster unemployment assistance, • Public information, • Reassessment of emergency plans, • Reconstruction, • Expedited permitting and review • Temporary housing, and • Full-scale business resumption.



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General This plan applies to all County, City, and Tribal government departments and

agencies that are tasked to provide response assistance in a disaster or emergency situation. It describes agency and department actions to be taken in providing immediate response assistance to one or more affected areas of the county. Response assistance includes those actions and activities that support government efforts to save lives, protect public health and safety, and protect property. The identified actions and activities in the plan carried out under the emergency support functions (ESFs) are based on existing statutory authorities or on specific functional mission assignments as identified in the ESFs.

This plan specifically addresses recovery assistance from State and Federal sources, including loans and grants to individuals, business loans, and grants to government entities provided under disaster assistance programs. Recovery activities are most often conducted concurrently with response activities.

Emergencies (e.g., response to fires, violations of the law, emergency medical calls, etc.) occur every day and do not normally require the direct involvement of the County Manager, Mayors or City Managers, or the management of the tribal nations. On a less frequent basis, operational departments are confronted with larger scale events—distinguished as major emergencies or disasters—that have expanded requirements, which can exceed the capacity of one department or agency. Knowing that this is an ever-present possibility, departments and agency management must stay alert to detect the onset of troubling signs and conditions. They must also continually evaluate any ongoing situation to anticipate the need for additional resources, so that, when called for, actions can be taken to get assistance on the scene in time to avert a more dangerous and costly response. Often this amounts to a very narrow window of opportunity. In all instances, suitable County, City, and Tribal resources should be pursued first before turning elsewhere. Outside sources may include mutual aid from neighboring jurisdictions and assistance that may be available through inter-local and regional agreements or pre-existing contractual arrangements with private sources of specialized equipment and services.

Anytime an event reaches the threshold of major emergency, the lead agency or department will inform their Emergency Management Agency/Department. The Emergency Management Agency/Department will be available to give assistance, and at a minimum will request the issuance of a mission number from ADEM. The mission number helps secure state indemnification protections and serves as a reference for the deployment of local, State, or Federal resources to assist in the mission. It is also used to code all documentation tracking the payments of any emergency worker compensation claims filed with the State as a result of activities on that mission.

Should a situation be serious enough to warrant the use of any of the County, cities, or Tribal emergency powers, the chairperson of the governing board, or mayor, may declare a Civil Emergency. Both the declaration of Civil Emergency and all executive orders invoking Emergency Power “shall within 48 hours or as soon as practical be filed with the proper agency or department for ratification and confirmation, modification or rejection, and if



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rejected shall be void.”2 Given that these measures have always been predicated on extreme and urgent emergency requirements, it has been customary to not delay implementation pending approval from the Governing Board.

Moreover, the County, City, and Tribal nations are recognized as separate emergency management organizations and as a recipient of State and Local Assistance funding (SLF) must “inform and provide immediate situation reports and damage assessments to the state EOC.”3 Based on evaluation of initial details communicated by the County, City or Tribal nations, the Arizona Division of Emergency Management will make a finding for the Governor on the need for a Governor’s declaration for a “State of Emergency.”

By law, this declaration of a Civil Emergency or Emergency Resolution is a prerequisite for asking the State for help in saving lives, preventing further damage, and/or alleviating human suffering. State assistance is supplemental, however, and can only be given after the County, City, or Tribal nations exhaust its capacity to fully utilize local means. (See sample of Emergency Declaration or Resolution in Appendix A.)

Internal sorting in the State Emergency Operations Center is determined by whether or not the resource can be provided from assets and services immediately available within the state or State government, or whether it will require coordination with another state or the Federal government. In all instances, the request shall identify each requested resource by type; quantity; required specification; time needed delivery and operational location; purpose and use; duration of need; and contain a certification that “the County, City or Tribal nations has expanded all reasonable attempts to locate the resource from all possible local sources.”4

Even with the augmentation of resources that may be available through the state, including those that could come from any mutual aid arrangement, the situation could be so severe that the Governor would be swayed to go to the federal government for assistance. To support the Governor’s request, the County, City, or Tribal nations, with help from the from ADEM and FEMA Regional Office, will prepare a Preliminary Damage Assessment and a Supplement Justification for Presidential Declaration Request or a Request for Federal Assistance Without a Presidential Declaration.5 As soon as this documentation is compiled and ready for review, there are several options depending on the type of aid that would be necessary. Some federal agencies, such as the Small Business Administration (SBA), US Army Corps of Engineers (USACE), and US Department of Agriculture (USDA), have statutory authority to make emergency programs and resources available without prior presidential approval. Should this not be adequate, the Governor can ask for other specific types of aid covered in Public Law 93-288 and 100-707 through the FEMA Regional Director. The Regional Director may add his recommendations to the request and forward it to the FEMA National Headquarters in Washington, D.C. From there, it is referred to the 2 State of Arizona Emergency Response Plan, 1982. 3 Ibid. 4 Ibid. 5 These and other federal forms are available online at http://www.forms.gov/bgfPortal/citizen.portal.



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President who can either deny the request or decide to make an Emergency Declaration if limited federal involvement would suffice or a Major Disaster Declaration if more substantial Federal financial, technical, and/or operational support is more appropriate. Figure 1 was developed by FEMA to represent the process, which is standardized by federal law. Starting at the top and rotating clockwise on the page, it shows how the process can grow to support critical needs identified by local and state jurisdictions in times of disaster.

Figure 1

Two other scenarios are also possible. Both of these special cases, which could

involve a catastrophic disaster or terrorist act, would result in the President expediting the authorization of Federal aid. Figure 2 outlines the framework for how the County and local



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jurisdictions would organize their direction and control over local resources in a Weapons of Mass Destruction (WMD) incident.

Figure 2

Emergency Management Concepts

While emergency operations can place heavy demands on available personnel and logistical resources and create an array of urgent needs and actions, the initial ability of Coconino County to respond to any emergency would depend on the use of existing jurisdiction assets. Operational departments are accustomed to dealing with a variety of recurring low-level emergencies, and already have organizational procedures in place to manage legally assigned response missions. The difference between these lesser scale incidents and a major emergency or disaster is that the latter are characterized by the necessity to mobilize, direct, and control a much more substantial effort—one requiring the intensive participation of multiple agencies.

This plan builds on the National Incident Management System (NIMS) and the Incident Command System (ICS) that has been adopted by the State and is mandated by the Federal government. This system is mandated by Homeland Security Presidential Directive 5 (HSPD-5) that provides a consistent, nationwide approach for Federal, State, local, tribal governments, and the private sector to work efficiently together to prepare for,



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respond to, and recover from domestic incidents, regardless of cause, size, or complexity. HSPD–5 identifies major components of the approach as the incident command system; the multi-agency coordination system; training; identification and management of resources (including system for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and resources. Basic to all is the practice that once a department in its role as the lead agency or department recognizes (in its incident size-up) that there are emergency needs greater than those available to the department alone, additional help will be requested as follows:

1. Depending on the specific type and mix of resource needs requested by the incident commander, the department or jurisdiction’s dispatch/control center calls the appropriate source(s) for assistance.

2. Should the requirements of the situation, which could be complicated by concurrent incidents in other parts of the County or other jurisdictions, cause the department or agency’s dispatch or control center to become overloaded, an immediate decision will be made to: a) Call the Emergency Management Department within the jurisdiction to the

scene if the incident is confined to a localized area and the coordination of multi-agency and/or commercial resources is manageable by one or two persons.

b) If the proportions of the incident originate at or escalate to a stage where resource and/or coordination needs are too demanding or complex for the department or jurisdiction, and/or where wider areas are or will be exposed to a spreading danger, the department or jurisdiction head or appropriate designee may request activation of an EOC.

Wildfires are a common occurrence in Coconino County. These events require working with the National Wildfire Coordinating Group (NWCG). Following their Fall 1999 meeting, the NWCG changed the Incident Operation Standards Working Group (IOSWG) to determine that changes to Incident Management Teams (IMT) configuration would improve efficiency, reduce costs and make more firefighters available for national mobilization. This is particularly true when in comes to NIMS and ICS during major wildfire situations within Coconino County. The NWCG uses a Type-1 Incident Management Team when operating on these types of incidents within the county.

Type-1 Incident Management Teams need to be able to respond to a wide variety of national incidents. These incidents are usually fires; however, complex fire incidents generally include characteristics of “all risk.” Type-1 teams are also asked to respond to other incidents requiring emergency response skills, i.e., flooding, winter storms, etc. This tasking would often be at the national or Type-1 level.

For national mobilization, Type-1 Teams include 28 team members, plus allowance for 6 trainees, and allowance for 10 additional positions to be negotiated with the Agency Administrator during mobilization. The 10 negotiated positions allow flexibility for the inclusion of technical specialist, various unit leaders, and apprenticeship positions. Team configuration need to have flexibility based on the incident and Agency Administrators need to adjust the team configuration at the time of mobilization.



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Team configuration should be consistent on national and intra geographic area coordination center (GACC) mobilization. In order to maintain consistency, it is important that consensus be achieved on the issue and administration of the standard is consistent during national mobilization.

A Delegation of Authority agreement must be signed during an incident that will require the response of a national Type-1 Team to assist the local jurisdiction with the incident. A Template can be found in Appendix B.

Direction and Control

Field Operations The determination of which department/jurisdiction is responsible for assuming field

command, or becoming the lead agency, for a particular type of hazard response is codified in most instances in County/municipal law.

If, at any time, there is disagreement or uncertainty on the part of field supervisors over which department/jurisdiction is the responsible lead agency it should be resolved by immediate referral to the EOC. It then will be up to the EOC Director to confer with the appropriate department/jurisdiction head, or their designate, to arrive at a determination. This safeguard is established to ensure that prudent life-safety measures by local government will never be delayed or jeopardized by indecision.

Some incidents may involve more than one hazard, but the one that will be considered primary will be the hazard with the potential for causing the most serious harm. Hence, the department/jurisdiction responsible for the primary hazard will be the lead agency. As the incident evolves and as the original hazard is downgraded and supplanted by a different hazard, a lead agency transfer from one department/jurisdiction to another may occur.

Whenever a hazard is discovered, the senior person from the department/jurisdiction first on-scene will assume initial command of the situation. This person will immediately establish a command post, and through his/her dispatch/control center will:

• Report an initial size-up (problem identification and assessment) • Request initial notifications that need to be made (including contact with the lead

agency, if appropriate). • Take steps to isolate the area, if necessary. As soon as first response units from the lead agency arrive on scene, the most

senior official from that department/jurisdiction will accept the position of Incident Commander. It will then be up to each department/jurisdiction to decide if, and when, command will be transferred should a more senior department/jurisdiction official come to the scene.



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Should the Incident Commander determine the need for a multiple agency response, and depending on the circumstances the establishment of a unified command, this person will make the decisions on:

• What additional agencies are needed; • The specific roles each of these agencies is to assume; • The force levels and types of equipment each should respond with; • The official they are to report to; • The approach route they are to use to travel to and ingress the designated

staging area(s); and • Any other information about conditions or precautions that dispatchers/

communication personnel should give responders. The Incident Commander will direct referral of the foregoing information to the

department/jurisdiction dispatch/control center, where it will be communicated to the dispatch/communication, control center or emergency contact of the other agencies requested to respond.

It is possible that multiple sites could be affected at the same time during a widespread event. Under such a circumstance, where the primary hazard could vary from incident site to incident site, there could be more than one department/jurisdiction serving as a lead agency. This contingency would require the intervention of the EOC or a number of EOCs to act as a clearinghouse to prevent conflicts that could interfere with the jurisdiction’s ability to achieve an economy of scale in the allocation of resources. In other words, the EOC would assist the lead agency by acting as an overall coordinator to reconcile any competition for scarce resources and/or to eliminate the potential for conflicting or duplicated efforts.

Control Centers All of the jurisdiction’s operational departments, some of its general services and

recreational agencies, and some outside support agencies have dispatch/communications/ control centers. Their normal role is to dispatch and support field personnel and their equipment. In an emergency, these control centers are responsible for similar actions, which should be guided by emergency protocols calling for:

• Notification of key officials and activation of the County/City Policy Group(s); • The call out of additional personnel for incident requirements; • Dispatching specialized teams or technicians that are part of an automatic

response, or as specifically requested; • Monitoring and keeping a record of field and agency support activities and cost; • Alerting other agencies of impending dangers that could affect their resources; • Supporting all other agencies requested by the senior department/jurisdiction

official in the field;



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• Keeping senior management officials apprised of information they have predetermined to be of essential importance; and

• Calling the other EOCs for assistance, and submitting required reports to their representatives; and

• Notifying the public of the emergency. This will be done from the joint County/City Message Center that will be part of the joint County/City Emergency Operations Center.

County/City Policy Group The Emergency Policy Advisory Group (EPAG) provides advice to the Mayor of the

City of Flagstaff and/or to the Chairman of the Coconino County Board of Supervisors with regard to policy decisions necessary to preserve the peace and order of the City and the County during disasters, emergencies and anticipated emergencies. Such advice is to assist the Mayor and/or the Chairman exercise their powers under A.R.S. §26-311 (B).

Composition of EPAG: The EPAG is composed of the following persons or their designees:

• County Manger, • City Manager, • County Attorney, • City Attorney, • County Sheriff, • City Police Chief, • County Emergency Management Director, • City Emergency Management Director. Operation of EPAG: The EPAG will convene upon the request of the County or City

Emergency Manager, the County or City Manager, or the Mayor or the Chairman. The EPAG may render advice on matters including, but is not limited to:

• The imposition of curfews in all or a portion of the City or the County; • The closure of any business in the City or the County; • The closure of public access to any public building, public street or public place

in the City or the County; • Requests for assistance from any public body or private entity; • Notification of City officials and/or County officials that the department, office, or

organization for which they are responsible will remain open or will close during the emergency;

• Emergency purchases or rentals pursuant to the applicable purchasing policy of the City or the County;

• The proclamation and imposition of all regulations necessary for emergency functions to preserve the peace and order of the City or the County;

• Adoption of emergency work schedules, adjustment of staffing and adjustment of job responsibilities for City employees or County employees during the emergency.



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The EPAG will adopt written procedures for its emergency and non-emergency operations. The EPAG will keep full and accurate records of its proceedings and will comply with the open meeting laws in A.R.S. §38-431 et seq.

Emergency Operations Center (EOC) Whenever an EOC is activated, it becomes the jurisdiction’s central headquarters for

exerting leadership over any major incident that imperils the safety and welfare of the public. The EOC serves as a steering body for the jurisdiction’s officials. Within this specially organized venue, they are provided the means to jointly focus on issues requiring cross-input and decisions by the jurisdiction’s senior leadership and to make certain that the most effective use of all available resources is being applied (or redirected) to the highest priorities, as they emerge.

The official Coconino County EOC mission statement reads as follows:

“To provide a designated command center for the jurisdictions Executive and senior departmental leadership in a major emergency or disaster, so critical intervention assures effective use and integration of all local resources, centrally coordinates public information, and supports departments in obtaining supplemental assistance to save lives, protect people and property, stabilize immediate dangers, and limit adversity. The EOC will also organize and assists the corporate recovery efforts that seeks to restore all sectors of the community and environment, that endured significant damage and/or loss, to a pre-disaster state of normalcy.”

EOC Strategic Goals and Objectives: Based on situational demands, the following strategic goals may be established in any EOC when activated:

• Personal safety of emergency responders and other jurisdiction employees; • Saving and protecting the greatest number of people at risk; • Saving and protecting as many residential, business and industrial properties as

possible; • Saving and protecting as much vital infrastructure as possible; • Restraining the spread of environmental damage; • Minimizing human hardship and economic interruptions; and • Maintaining appropriate records and reports. Implementation of the jurisdiction’s strategic goals will take into consideration the

following menu of EOC objectives, which will be addressed, amended, or added to as applicable in the EOC Consolidated Action Plan:

• Determining if there is a need to exercise one or more of jurisdiction’s emergency powers;

• Coordinating jurisdiction specific warning and emergency public information; • Coordinating jurisdiction damage assessment; • Calculating emergency cost for referral by the jurisdiction leadership to the State; • Coordinating continuity of government and continuity of operations;



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• Overseeing the effective use and allocation of available local resources; • Determining specific requirements that are vital but beyond the jurisdiction’s

means to acquire, and referring such needs to the State EOC for supplemental assistance; and

• Orchestrating recovery, including the development of a jurisdiction Disaster Recovery Plan.

EOC Readiness: The Emergency Management Department of each jurisdiction will maintain the jurisdiction’s EOC on a ready footing so that its status can be proactively upgraded, commensurate with the needs to support emergency operations in the field. EOC readiness can occur in three phases:

Phase I Alert (Pre-EOC Activation). This phase pertains solely to the Emergency Management staff of the jurisdiction. It is intended to cover the period before an emergency when there is forewarning of an impending situation that can be monitored to evaluate threatening conditions as they emerge, grow, or dissipate. An example would be the issuance of a National Weather Service forecast for a snowstorm in the next 24 hours.

Using the various sources of information available, the Emergency Management staff would take prudent preliminary steps to initiate the alert of other staff and to get the EOC ready for operational use. Those efforts would also be coordinated with the senior officials of the jurisdictions, any other departments needed, and support organizations whose services and resources could make them a part of any projected emergency response.

Phase II Alert (Partial or Full EOC Activation). The second phase would result in a partial or full activation of the EOC. Once activated, it would be used as a unified coordination site for senior management representatives from the departments involved in the incident response.

From the EOC they would:

• Monitor, exchange, and coordinate information about the efforts and implications of imminent and planning events on the public and their respective and combined services and assets (size-up summaries);

• Jointly formulate and coordinate strategic objectives, priorities, and contingency options (EOC Consolidated Action Plan);

• Identify and, as necessary, refer policy questions and executive decisions for resolution;

• Identify position assignments and responsibilities; • Identify and deal with resource and assistance needs; • Maintain appropriate reports and records of all activities; and • Pass appropriate advice and information to the department or support

organization control center or communication/dispatch centers. Any department head or senior jurisdiction official, whose department or agency

becomes directly involved in the incident, or the EOC Director can initiate Phase II. The EOC staffing levels will vary and, at any particular time, could be adjusted by the EOC Director to match the demands of the immediate situation. In this phase, representatives in



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the EOC, under the lead of the EOC Director, would have the authority to coordinate the use of all local available resources, public and private.

Advisory notification of the Phase II Alert would include the Chief Elected Officials, County/City Manager, Police Chief, Fire Chief, County Emergency Service Director, EOC staff, and the State EOC.

Phase III Alert (Full EOC Activation). The third phase would result in a full activation of the EOC, and is reserved for those situations that have escalated in seriousness to the stage where the Chief Elected Official’s participation is necessary. The catalyst for determining a Phase III Alert would be the requirement for a Proclamation of Civil Emergency.

Only the Chief Elected Officials (County Chairman/Mayor), County /City Manager or EOC Directors can implement this phase, but only the Chief Elected Official can sign a declaration. Like the Phase II Alert, representation in the EOC would be predicated on the demands of the situation, and would be managed accordingly, i.e., as the requirements of the crisis intensified, diminished, or reverted in focus from response to recovery.

Notification of a Phase III Alert shall be made, at the earliest practical time, to the County or State EOC.

EOC Organization: The EOC operates under the executive authority of the Chief Elected Official of the jurisdiction and the operational command of the EOC Director. Under this organization, the role and duties of the elected official changes during a disaster situation, particularly for a Mayor or County Chairman. Normally, the elected official does not have direct control over the day-to-day operations of county/city departments. When the EOC operates under the executive authority, these elected officials assume full control over all operations of all departments within the jurisdiction. Using a modified National Incident Management System (NIMS) Incident Command System (ICS) as its management model, the Coconino County/Flagstaff EOC is organized into a four main divisions—Operations, Logistics, Planning and Information, and Finance and Liaison—plus operational and support sections, branches, groups, and units. The core of the EOC system relies on 18 functional modules called Emergency Support Functions (ESFs). Each ESF is administered by an ESF Coordinator. In this plan only 13 ESFs are used. This is discussed later.

Basic management practices that are integral to the ICS and that will be adhered to in the EOC include:

• Designated command and control facilities; • A modular organizational structure that can easily grow or shrink in size and

capability to sustain established goals and objectives over the course of extended operations;

• The arrangement of ESFs into sections for operations, administration and plans, logistics, and finance;

• A span of control for each supervisor that ranges from three to seven subordinates, with five being the ideal;

• The use of comprehensive resource management;



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• The use of common terminology across departments/jurisdictions; • The use of integrated communications across departments/jurisdictions; and • Consolidated action planning for jurisdictions. This organization is fashioned as a set of building blocks that, based on objectives

established in the EOC Consolidated Action Plan, can be easily assembled (mobilized) or disassembled (demobilized) to support the workload for each operational period (the duration of one shift on duty in the EOC). Whenever EOC operations last longer than 8 hours, there will be more than one operational period.

EOC Operational Planning: Operational planning is a dynamic process, which is driven by field size-up reports. As updated reports are received from the field supervisors and department/agency managers, it will be the responsibility of the senior person in charge of the department/jurisdiction’s control center to confirm and interpret the data. Once an intelligible assessment of the data’s significance and known ramifications can be processed, the most important details will be combined into a narrative.

Overall, the narrative must serve as a real time portrayal of the department/agency’s situation and status that highlights the scope and importance of emergency and other concurrent operations, and contrasts them in terms of their impact (direct and collateral) on capabilities, infrastructure, people, property, the economy, and the environment. From a topical perspective, each narrative should account for the following, when applicable:

• Damage assessment of vital fixed and portable assets (owned and leased), relocations to alternate sites, and corresponding impact(s).

• Department casualties, available staffing levels, and constraints imposed. • Essential operations and services that must be continued and non-essential

operations that may be scaled back or curtailed. • Period(s), location(s), and correlation of all disaster incidents. • Times of initial response and composition of emergency units dispatched. • Threat(s) and risk(s) encountered. • Effect and impact of threat(s) on people, public and private property, business,

infrastructure, capabilities, and resources. • Prognosis for neutralization, stabilization, and/or disposal of threat(s). • Ability to move units and materials. • Ability to acquire needed resources. • Damage to private property and populations at risk. • Evacuations undertaken to include disposition of displaced, injured, and

deceased persons. • Requests for support from and by other departments, organizations, and mutual

aid agencies. • Loss or shut-off of utilities and closure of roadway structures. • Detours and traffic control measures established. • Results of preliminary and technical inspections of buildings, emergency routes,

bridges, tunnels, ground failures, flood control works, and utility infrastructure. • Strategy and action plan for dealing with emergency. • Prognosis for restoration of interrupted services.



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• Estimate of emergency costs that represent disaster related values over and above normal expenditures for overtime, temporary employment services (TES), emergency requisitions, emergency protective measures, capital losses and repairs, etc.

• Requests for assistance from the EOC for emergency power authority, contracting relief, area warning and coordination, public information, and urgent resources beyond the department’s means.

• Critical information not otherwise covered. So long as the event requires the activation of the EOC, these size-up summaries

will be forwarded from the control center to the department’s EOC representative. To avoid unnecessary delays, it is essential that they be processed at the earliest possible time and faxed, couriered, or otherwise transmitted to the EOC. Each one of these reports will be preceded by a notification, either by phone or radio.

In the EOC, these reports will be collaboratively analyzed and evaluated by the responsible ESF, under the direction of the ESF Leader/Coordinator. The aim is to form a Countywide picture of how departments and interdepartmental actions occurring at incident sites, in or among control/communication centers, or in areas of the county more distant from or untouched by the crisis need to be supported by EOC goals and objectives. Attention will also be focused on detecting signs or patterns in planning or ongoing response and recovery activities that might portend:

• Hidden issues requiring resolution; • Inconsistencies, duplications, or conflicts; or • Problematic consequences or residual effects. All requests for assistance and other actions that are judged to be essential and call

for EOC intervention will be incorporated into the ESF Action Plan. (See Appendix C for an Action Plan template.) For uniformity in the EOC, the format for the Action Plan is standardized so that each major action item is given a priority and expressed as an objective. Likewise, each objective will contain a list of necessary implementing steps along with notations to indicate the ESF assigned primary responsibility, an estimate of the time it will take to complete the steps, and an estimate of direct and indirect emergency cost involved.

ESF Coordinators will submit their Action Plans on a schedule established by the EOC Director. When received, they will be reviewed by the command and general staffs to:

• Reconcile potential inconsistencies, duplications, or conflicts; • Confirm or record priorities; • Make certain that EOC goals are being accomplished as efficiently as possible;

and • Determine the operational period for the Consolidated Action Plan. Once agreement is reached, the ESF Action Plans will be combined into an EOC

Consolidated Action Plan for approval by the EOC Director and the Chief Elected Official.

From a figurative point of view, operational planning should be considered the glue that binds the actions of field commands, department control centers and the EOC. But, in



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order to manage the fluid and sometimes uncertain nature of hazard producing circumstances, planning must be flexible enough to anticipate and accommodate change. Thus, every time new developments occur, they need to be reflected in the planning process and shared. In the EOC, every time significant new information and requests for help are reported by the control/communication centers and every time an EOC objective is affected in some tangible way, it triggers an automatic update of the Consolidated Action Plan.

EOC Lines of Command Authority: Ultimate authority of the County EOC is vested in the County/City Manager. Specific roles that are reserved for the County/City Manager include:

• Confirming the activation of the EOC; • Proclaiming a Civil Emergency; • Exercising emergency manager prerogatives; • Obtaining County Board of Supervisors/City Council ratification and confirmation

for proclamations and executive orders, and ordering public notice; • Referring emergency funding issues to the Board of Supervisors for action; • Keeping the Board of Supervisors informed on the status of the emergency

operations; • Directing the management of the EOC; • Confirming EOC strategic goals and approving the EOC Consolidated Action

Plan; • Acting as the chief spokesperson for communicating with the public, for instilling

confidence in the government, for rallying morale, and for marshalling support and cooperation from all sectors of the community;

• Coordinating with elected officials of neighboring jurisdictions and higher levels of government; and

• Deciding the resolution of issues that are controversial or sensitive, or both. Those that are available to support the County/City Manager as Command Staff

include the Emergency Services Coordinator, staff of that office, other Department Heads, and the Communication Director—in the capacity as the ESF-5 Coordinator. The Law Department Advisor aids both the County/City Manager and the EOC Director by giving legal counsel and by reviewing the Consolidated Action Plan and all legal documents before they are presented to the County/City Manager. Depending on the preference of the County/City Manager, the Command Staff might interact with the Board of Supervisors, determine how the County will communicate with the public, and determine how the County will interface with other local jurisdictions and the State and Federal governments.

The EOC Director reports directly to the County/City Manager and is responsible for overseeing all EOC operational and support activities. Supervisory responsibilities include:

• Directing the establishment and maintenance of staffing levels and shift schedules;

• Monitoring and assessing of crisis situational status and impact; • Coordinating the resolution of difficulties that cannot be reconciled in the field; • Directing the preparation of proclamations and executive orders for referral to the

County/City Manager;



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• Supervising command and general staff to ensure that emergency needs are accurately and readily identified, and that support coordinated by each ESF is appropriate and makes the most efficient use of available resources;

• Keeping Command and General Staff current on the overall scope of EOC involvement and working with them to maintain a current EOC Consolidated Action Plan;

• Coordinating with the Director of Communication to ensure the Public Information Officer (PIO) Team (ESF-5) is kept informed of all relevant developments, and to ensure that use of emergency public information is synchronized to deliver emergency instructions and status reports to the public in the optimum format at optimum times;

• Transmitting required reports and documents to the State EOC to minimize the time required to receive State and Federal assistance;

• Making sure there is close cooperation and coordination with neighboring jurisdiction’s EOCs for sharing available resources and for exchanging essential information; and

• Keeping the County/City Manager briefed on the progress of EOC and field activities and on pressing concerns that require Executive attention and/or action.

Whenever the EOC Director establishes the Operational Section Chief position, the person chosen to perform this role will:

• As necessary, activate branches for Law Enforcement (ESF-9); Public Works (ESF-3); Fire Service (ESF-4), Mass Care and Sheltering (ESF-6); and/or Health and Medical Services (ESF-8);

• Determine the need to request liaison representatives from County, State and/or Federal agencies; and

• Supervise ESF Branch Coordinators and work with them to: o Establish branch staffing levels and shift schedules; o Analyze size-up summary narratives submitted by the control center; o Develop and maintain the Operations Section Action Plan; o Coordinate and refer control/communication center requests for help that

exceed department/jurisdiction capabilities; o Maintain oversight of field activities to resolve duplication of effort to conflicts;

and o Ensure information reported by the control/communication centers that

requires the attention and/or action of the County/City Manager is promptly referred to the EOC Director.

Sometimes, in a limited activation, the EOC Director may not find it necessary to install an Operations Section Chief. If this is the case, the EOC Director would assume the above duties, and any of the Operations Section ESF Coordinators called for EOC duty would become general staff, reporting directly to the EOC Director.

VI. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES In most instances, the responsibilities of County, City, and Tribal nations

departments, committees, etc. are embodied in the local charters and codes. Local laws also largely determine which department is assigned as lead agency for each ESF. Given these legal parameters and the tendency of people to react reflexively in the midst of a crisis



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situation, the County, cities, and Tribal approach to emergency management will be to emphasize the use of familiar systems and practices. By design this plan leverages the interdisciplinary skills and collective resources that are part of normal County, City, and Tribal government services and operations, and fuses the totality of these capabilities into an integrated organization that serves as a common and mutually supportive backbone for any emergency response. It also provides the County, cities, and tribal nations with a mechanism for accessing a more comprehensive network of external resources.

Thus, whenever an event taxes the capabilities and/or authority of a community in a manner that seriously challenges their ability to adequately cope with emergent demands and/or changes, there is an established means to readily obtain supplemental aid and assistance. Such forms of supplementary support are initially sought from other departments, designated support organizations, and the private sector within their own communities. If unmet needs are serious enough, this may be followed by requests from the communities for specific forms of aid from regional providers, and as a last resort from the state and federal governments.

In order to realize the potential of local capabilities and to achieve an economy of scale in integrating and applying resources, the County, City, and Tribal departments and support organizations are arranged in this Plan into thirteen ESFs. Due to the unique nature of Coconino County and their municipalities and the smaller scale of operations, the County has chosen to modify some of the standard 18 ESFs and reduce the number to 13 outlined below:

• ESF-1, Transportation • ESF-2, Communications • ESF-3, Public Works and Engineering • ESF-4, Firefighting and Hazmat • ESF-5, Information and Planning • ESF-6, Mass Care and Sheltering • ESF-7, Resource Support • ESF-8, Health and Medical Services • ESF-9, Law, Military, and Search and Rescue • ESF-10, Energy, Fuels, and Water • ESF-11, Public Information • ESF-12, Volunteers and Donations • ESF-13, Business and Industry

ESFs existing in the Federal Response Plan but not included here are:

• ESF-14, Debris Management • ESF-16 Animal Protection • ESF-17, Mitigation • ESF-18, Nuclear Power Radiological Emergency Preparedness The missing ESFs are included as annexes in this plan.



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In addition, some ESFs used in the Federal Plan were combined in this plan, including:

• ESF-10, Hazardous Materials (part of ESF 4) • ESF-11, Food (part of ESF 6) • ESF-13, Law Enforcement (part of ESF 9) Under the leadership of the respective ESF Coordinators, the members of each ESF

have a responsibility to jointly devise and maintain an ESF Annex. The Annex, which serves as the “how do we make things happen” guide for the ESF team, will describe the strategies, methods, and resources that will be used to carry out all primary and support responsibilities assigned in the Basic Plan. (Appendix D provides a checklist of items to be included in the annex for each ESF.)

VII. LIMITATIONS Since the Coconino County Emergency Operations Plan represents a corporate

capability that is constantly altered by changes that occur in the law, public policy, organizations, programs, systems, process, and the environment, it is impossible to create and maintain a perfect emergency management system. Actions of the County, cities, and tribal nations may be constrained because hazards may impair the availability and use of County, city, or tribal assets or essential services provided by the private sector. Despite these unavoidable limitations, the County, cities, and tribal nations will endeavor to make every reasonable effort within their capabilities to deal with the dangers and hardships imposed (i.e., based on the situation, the information available, and the resources at hand).

This plan is adopted to protect and preserve the public peace, health, safety, and welfare. Its provisions shall be liberally construed for the accomplishment of these purposes. No provision of, or term used in, this plan is intended to impose any duty whatsoever upon the County, cities, or tribal nations or any of their officers or employees for whom the implementation or enforcement of this plan shall be discretionary and not mandatory. Moreover, nothing contained in this plan is intended to be, nor shall be, construed to create or form the basis of any liability on the part of the County, cities, or tribal nations or their officers, employees, or agents, for any injury or damage resulting from failure of any public official or employee to comply with the provisions of this plan, or by reason or in consequence of any act or omission in connection with the implementation or enforcement of this plan on part of the County, cities, or tribal nations by any of their officers, employees or agents.

It is expressly the purpose of this plan to provide for and promote the health, safety, and welfare of the general public. It is not intended to create or otherwise establish or designate any particular class or group of persons who will or should be especially protected or benefited by its provisions.



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Emergency Support Functions In an EOC activation, ESFs 2, 3, 4, 6, 7, and 8 will, as general duty requirements,

coordinate:

• Requests for emergency assistance that can no longer be managed at the department/jurisdiction level;

• Arrangements of State and Federal units and assets that are responding to a department/jurisdiction request for supplemental assistance. This can include reception, staging, operational integration, billeting and feeding, re-supply, warehousing, equipment installations, transport, material distribution, and demobilization;

• Requests for emergency powers exercised by the County Chairman/Mayor; • Requests for public warning and advisories; • Department/jurisdiction compiled damage and capability reports and

authenticated emergency expenditure logs; • Resolution of field issues that cannot be managed at a lower level; • Department/jurisdiction “size-up” summary reports; • Development and implementation of Section Action Plans; • Executive decisions, actions, and instructions with control/communication

centers; • The return of government services to normal operations; • Replacement of expended supplies and commodities; and • Repair or replacement of damaged equipment, facilities, and infrastructures.



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EMERGENCY SUPPORT FUNCTIONS

ESF-1, TRANSPORTATION Lead Agencies

• Mountain Lion Bus System Planning Corporation • Flagstaff Unified School District • Arizona Department of Transportation • Pulliam Airport

Support Agencies

• Coconino County Sheriff • Coconino County Emergency Management • Arizona Department of Public Safety • Arizona Division of Emergency Management

1. Purpose The purpose of ESF-1 is to coordinate the use of transportation resources and

services necessary to support emergency response or recovery operations or other disaster assistance initiatives, including but not limited to evacuation routing and road, highway, and bridge repair or clearance.

2. Scope Transportation support entails providing or utilizing land, air, rail, watercrafts, or other

resources for emergency response or assistance operations, as well as coordinating the use of the resources to facilitate an effective, efficient, and appropriate result.

Potential operations include:

• Providing resources or personnel that aid traffic control, relocation, and evacuation efforts;

• Monitoring restricted air space (in cooperation with the Federal Government); • Conducting damage assessment; • Performing aerial reconnaissance or photography; • Transporting patients or medical professionals; and • Restoring county roads, bridges, and transit systems or establishing similar

temporary structures. The Transportation ESF team or its individual members may participate in debris

management activities when appropriate and as necessary.

3. Situation The extent of damage to the infrastructure of the affected area, in addition to the

peculiarities of the transportation network in the area, will influence the strategy or pattern of assistance available and offered by transportation providers.

The ESF Team Leader, in conjunction with team members, may appoint a supplemental staff member as Resource Coordinator to coordinate the deployment of a specific resource (i.e., aviation assets).

Coconino County, Arizona Emergency Support Functions Emergency Operations Plan


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The resources of any particular department or agency will never be under the command of an individual not associated with that department or agency.

4. Concept of Operations An assessment of the County’s transportation network will be conducted and the

information analyzed to determine the feasibility of air, rail, and road travel.

Information will be shared with appropriate traffic control agencies and organizations to aid in the effort to regulate the use of the transportation infrastructure in the affected area(s).

Resource needs and request will be obtained from County and State departments and agencies, other ESFs, and local jurisdictions.

Requests will be prioritized, and resources will be reassigned as they become available for subsequent uses.

All team members will monitor activities and deployments to ensure the core duties of their respective organizations can continue to be performed.

5. Organization Lead Department or Agency: The Lead department/agency will:

• Act as the Team Leader as well as the team’s representative in policy discussions, negotiations with other ESF teams, and other matters;

• Develop team procedures and policies, as necessary, in cooperation with team members;

• Act as the coordinating agent for all transportation resources, develop operations assignments, and direct deployment, in cooperation with team members;

• Establish liaison with ESF-5 to facilitate the sharing of information and data (see ESF-5 for more information); and

• Collect, compile, and report information and data, as appropriate. Support Departments and Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective organization available for transportation operations, as possible;

• Provide supplemental staff to support the team, as necessary; and • Track the use of resources from their respective organizations and share that

information with the Team Leader.



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ESF-2, COMMUNICATIONS Lead Agency

• Coconino IS Department • Flagstaff IS Department • Northern Arizona University • Flagstaff Police Communications • Amateur Radio Emergency Services (ARES) • Satellite Radio Stations

Support Agencies

• Coconino County Emergency Management • Coconino County Jurisdictions

1. Introduction The purpose of ESF-2 is to coordinate the use of communications resources and

services necessary to support emergency response or recovery operations or other disaster assistance initiatives and keep the public informed through the joint use of a joint message center (Joint Message Center of Coconino County and the City of Flagstaff).

2. Scope Communications support includes providing land-line, modem, cellular, and radio

assistance or resources for emergency response or assistance missions, as well as coordinating the use of resources to facilitate an effective, efficient, and appropriate result. A countywide communications system (i.e., emergency warning point) and the joint message center are two of the most important components of this ESF. It is vital that all major population centers be able to communicate during a large-scale emergency when traditional lines of communication may be down.


• Receiving and transmitting messages; • Issuing alert and warning messages or notifications; • Ensuring technical support and equipment exists that enable functional

countywide communications systems; • Implementing lease agreements for commercial services or equipment; and • Identifying government or private sources that can render communications

assistance from outside the affected area.

3. Situation Local and County emergency management agencies will maintain open, reliable, and

redundant systems

Local and County emergency management personnel will monitor local and national reporting services that indicate present and impending weather conditions.



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The extent of damage to the communications infrastructure of the affected area, in addition to the peculiarities of the telecommunications network in the area, will influence the strategy for assistance offered by services providers.

Siren systems exist in some jurisdictions and are the responsibility of those jurisdictions.

The Emergency Alert System can be activated for local, county, or regional public announcements.

4. Concept of Operations An assessment of the local and countywide communications network will be

conducted and the information analyzed to determine the feasibility of landline, cellular, and electronic communications in the affected area.

The status of communications technology and resources will be disseminated among emergency response agencies.

In all cases, threatened jurisdictions and immediate response agencies or departments will be notified as soon as possible.

Warnings or notifications will be made through the County/City’s primary warning point except when the County EOC is activated and emergency information is disseminated from that facility.

Public service announcements, as well as warning for the hearing impaired or other special needs populations, will be disseminated in the most appropriate and effective manner to reach the largest audiences, consistent with the technology or resources available for use.

The joint message center is a key to a coordinated delivery of important information to the public. This operation is a major function within the County/City Emergency Operations Center. For additional information on this key function, refer to ESF 11.

Resource needs and requests will be obtained from County/City departments and agencies, other ESFs, and local jurisdictions.

Requests will be prioritized, and resources will be allocated and deployed in mission assignments.

Missions will be tracked, and resources will be reassigned as they become available for subsequent uses.

All ESF Team Members will monitor activities and deployments to ensure the core duties of their respective departments or organizations can continue to be performed.



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5. Organization Lead Department or Agency: The lead department/agency will:

• Act as the Team Leader as well as the team’s representative in policy discussions, negotiations with other ESF teams, and other matters.

• Develop team procedures and policies, as necessary, in cooperation with team members.

• Act as the coordinating agent for all communications resources, develop operations assignments, and direct development, in cooperation with team members.

• Ensures team members receive shift relief from their respective departments or organizations at appropriate intervals, as additional personnel are available.

• Establish liaison with ESF-5 to facilitate the sharing of information and data. • Collect, compile, and report information and data, as appropriate. Support Departments or Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective departments or organizations available for communications operations, as possible;

• Provide supplemental staff to support the team, as necessary; and • Track the use of resources from their respective departments or organizations

and share that information with the Team Leader. (Note: Coconino County and the City of Flagstaff need to continue to improve and

enhance the Joint County/City Message Center. This center needs to be developed to provide timely, clear, concise, confirmed and approved by the appropriate authority messages before release).



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ESF-3, PUBLIC WORKS AND ENGINEERING Lead Agency

• Coconino Public Works • Flagstaff Department of Public Works

Support Agencies

• Coconino County Parks and Recreation • Coconino County Department of Engineering • Flagstaff Parks and Recreation • Flagstaff Department of Community Development • Coconino County Jurisdictions

1. Introduction The purpose of ESF-3 is to coordinate public works activities necessary to support

an emergency response or recovery effort or other disaster assistance initiative. This ESF is also responsible for the coordination of collection and disposal of debris after a disaster/event.

2. Scope Public Works and Engineering support includes providing engineering, construction

management, and building inspection services; providing contracting services; and performing real estate services.


• Construction or restoration of public buildings; • Repair or restoration of public structures; • Repair or restoration of water supply systems and wastewater or solid waste

treatment facilities; • Emergency demolition or stabilization of public facilities or structures; and • Damage assessment or inspection of damaged buildings and facilities. • Establish and manage disposal sites. • Establish and maintain temporary storage sites for debris. • Segregate debris and isolate power and utility lines. • Monitor operations and sites for compliance with State and Federal regulations. The Public Works and Engineering ESF team or its individual members will

participate in debris management activities when appropriate and as necessary.

3. Situation The extent of damage to the public infrastructure of the affected area, in addition to

the condition of the transportation network in the area, will influence the strategy for assessment, restoration operations, and will influence the strategy developed by the debris management team.

Debris may include trees, rocks, dirt and sand, building materials, metal, garbage and sewage, damage vehicles, various hazardous materials, tires, and personnel property.



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Following disasters that result in significant debris, per-existing disposal sites likely will not represent effective debris management solutions because of capacity limitations and continuous, regular solid waste management operations.

Unattended and log-standing debris may pose safety and health threats to the public.

The ESF Team Leader, in conjunction with team members, may appoint a supplemental staff member as Resource Coordinator to coordinate the deployment of a specific resource.


Local jurisdictions are responsible for response and recovery operations up to their capability. Mutual Aid agreements should exist among jurisdictions and should be exhausted before assistance from the county is sought.

4. Concept of Operations An assessment of the condition of public infrastructure will be conducted and the

information analyzed to determine the criticality of immediate repair, restoration, or demolition of any structure or facility.

The status of the public infrastructure, particularly the condition of water supply, wastewater, and solid waste treatment facilities, will be disseminated among emergency response agencies and local governments.

Resource needs and requests will be obtained from County departments or agencies, other ESFs, and local jurisdictions.



All team members will monitor activities and deployments to ensure the core duties of their respective departments or organizations can continue to be performed.

Supplement assistance may be available in certain circumstances to support debris management operations or to reimburse county and local departments or agencies for some expenses.

Factors considered by the county and local jurisdictions when seeking to obtain a parcel of land for emergency storage or disposal of debris will include access, environmental use, cost proximity to debris, size, and neighboring community patterns.

Reasonable efforts will be made to expedite approval of an emergency site for debris storage or disposal, in accordance with County, State, and Federal laws and regulations.

Officials charged with recommending expedited approval of emergency storage or disposal sites will seek to learn where the sites will be, how the sit will be constructed, and what is intended for the site before developing a recommendation about the site. Local



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jurisdictions will be encouraged to consider sites that have been pre-identified as contingency areas in formal master planning documents.

5. Organization Lead Departments or Agency: The lead department/agency will:

• Act as the Team Leader as well as the team’s representative in policy discussions, negotiations with other ESF teams, and other matters.

• Develop team procedures and policies, as necessary, in cooperation with team members.

• Act as the coordinating agent for all related resources, develop operations assignments, and direct deployment, in cooperation with team members.

• Ensure team members receive shift relief from their respective departments or organizations at appropriate intervals, as additional personnel are available.

Support Departments or Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective departments or organizations available for public works operations, and debris management as possible;

• Provide supplemental staff to support the team, as necessary; and • Track the use of resources from their respective departments or organizations

and share that information with the Team Leader.



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ESF-4, FIREFIGHTING AND HAZMAT Lead Agencies

• Flagstaff Fire Department • Summit Fire District • Highland Fire District • Coconino National Forest • State of Arizona Land Department

Support Agencies

• Coconino County Emergency Management • Coconino County Communications • Coconino County Sheriff • Coconino County Jurisdictions

1. Introduction The purpose of ESF-4 is to coordinate fire detection and suppression resources and

services necessary to support an emergency response or recovery effort or other disaster assistance initiative.

2. Scope Firefighting support entails managing firefighting activities in wildlands or forests and

providing personnel, equipment, and supplies for emergency response or assistance operations, when such resources would be useful in urban firefighting operations.


• Performing fire suppression operations; • Providing rural water delivery capability; • Providing supplemental resources to jurisdictions; and • Conducting damage assessment. The Firefighting ESF team or its individual members may participate in debris


3. Situation Urban commercial and residential fire incidents typically can be managed by local

jurisdictions and will not require extensive County support or involvement; however, management support and resources are available for those instances in which either is necessary.

After certain disaster events, urban water systems may be inoperable or sufficiently damaged so that some conventional fire suppression techniques are severely challenged.

The extent of damage to transportation infrastructure after some disaster events will influence the firefighting strategy as well as the ability of wheeled-vehicle firefighting apparatus to gain access to an active fire site.



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The ESF Team Leader, in conjunction with team members, may appoint a supplemental staff member as Resource Coordinator to coordinate the departments.

The resources of any particular department or organization will never be under the command of an individual not associated with that department or organization.

Support and assistance from outside the County can be obtained through the State or through the National Interagency Coordination Center.

4. Concept of Operations An assessment of the County’s transportation network will be obtained from

ESF-1 and the information analyzed to determine the feasibility to travel throughout the affected area.

Information will be shared with local jurisdictions to aid in the effort to regulate the use of firefighting resources in the affected area

Weather forecasting information will be obtained and disseminated to local jurisdictions.

Resource needs and request will be obtained from County departments and agencies, other ESFs, and local jurisdictions.

Request will be prioritized, and resources will be allocated and deployed in mission assignments.


All team members will monitor activities and deployments to ensure the core duties of their respective departments or organizations can continue to be performed.




• Act as the coordinating agent for all firefighting resources, develop operations assignments, and direct deployment, in cooperation with team members;

• Ensure team members receive shift relief from their respective organizations at appropriate intervals, as additional personnel are available;

• Establish liaison with ESF-5 to facilitate the sharing of information and data; and • Collect, compile, and report information and data, as appropriate.



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Support Departments or Agency: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective departments or organizations available for firefighting operations, as possible;





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ESF-5, INFORMATION AND PLANNING Lead Agency

• Coconino County Emergency Management • Flagstaff Emergency Management

Support Agencies

• Coconino County Community Development • Flagstaff Community Development

1. Introduction The purpose of ESF-5 is to coordinate the effort to collect, assemble, analyze, and

disseminate information about an emergency and the necessary response and recovery operations, particularly to facilitate the provision of disaster assistance.

2. Scope Direction and Control support includes collecting, processing, and disseminating

information to State, County, local, and private officials involved in emergency response and recovery operations, as well as the Federal government when federal representatives are involved in response and recovery activities.


• Obtaining damage assessments from affected jurisdictions; • Gathering data and information and developing reports; • Collecting deployment information from ESF teams; and • Producing status reports, and creating strategic operations plans for the event.

3. Situation The extent of damage to both transportation and communications infrastructures of

the affected area will influence the strategy or pattern of data collection practiced by the ESF team.

The ESF-5 team will rely on local reports and damage assessments as well as information from other ESF teams to develop a County or regional summary of events, damages, and response operations.

The fundamental information the ESF team will seek to gather includes:

• Geographic boundaries of the affected area; • Social, physical, economic, and political impacts of the disaster; • Status of transportation systems in the affected area; • Status of communications systems in the affected area; • Access/entry points to the affected area; • Hazard-specific data and information regarding the disaster; • Current and forecast weather conditions for the affected area; • Status of critical facilities in the affected area; • Scope of emergency activation by local governments in the affected area; • Decisions regarding emergency declarations by appropriate jurisdictions;



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• Political district boundaries in the affected area; • Major concerns, activities, and deployments of all ESF teams; • Resource needs and unmet service needs; • Response and recovery priorities in jurisdictions and of the county; • Status of pending ESF operations; • Parameters of the volunteers and donations strategy for the event; and • Relevant historical information regarding the affected jurisdictions. Documents developed by the ESF-5 team will not be released directly to the public.

4. Concept of Operations Data and information will be obtained continually from County departments and

agencies, other ESFs, and local jurisdictions, and the findings will be summarized in reports that discuss the event, damages, and operations.

All team members will monitor activities to ensure the core duties of their respective organizations can continue to be performed.




• Act as the coordinating agent for all related resources, develop operations assignments, and direct deployment, in cooperation with team members;


• Establish liaison with other ESF teams to facilitate the sharing of information and data; and

• Collect, compile, and report information and data, as appropriate. Support Departments or Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective organizations available for planning operations, as possible;





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ESF-6, MASS CARE AND SHELTERING Lead Agencies

• American Red Cross • Salvation Army • Flagstaff Unified School District • United Way • Association of Churches

Support Agencies

• Coconino County Emergency Management • Coconino County Sheriff • Coconino County Health and Medical • Coconino County Jurisdictions

1. Introduction The purpose of ESF-6 is to coordinate the effort to meet the basic needs of surviving

victims following a disaster, as well as to collect, assemble, and report information about victims and assist with reunification of families.

2. Scope Mass Care and Sheltering support includes providing temporary shelter, basic

medical care, and food to victims and their families, as well as assisting families in their efforts to reunite.


• Providing food to responders and emergency workers; • Administering basic medical care; • Providing vouchers for cloths and certain other expenses; • Offering counseling to surviving victims; • Managing temporary shelters and keeping shelter records; • Serving meals to displaced families or individuals; • Operating a Disaster Welfare Inquiry program; and • Collecting damage assessment information.

3. Situation A significant disaster event may deny a population access to food, spoil food and

ruin clothing, and displace a population from their homes, creating a widespread need for shelter, food, and other basic human needs.

The extent of damage to infrastructure in the affected area will influence the demand for shelters.

The extent of damage to shelters in the affected area and the availability of shelter space in the area will influence the strategy for assistance offered by service providers.

Shelter sites may consist of existing, pre-identified facilities; temporary, built-to-demand structures; or tent cities.



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It is most desirable to have communications capabilities between each shelter facility and emergency operations center, when possible.

Some individuals with special needs may require transportation assistance to enable them to reach a shelter facility.

Shelter and feeding activities will continue as long as the need persists.

Close cooperation will be maintained with the ESF-11 (Food) team, to ensure an efficient food service system is employed that satisfies the needs of the greatest number of people.

Emergency medical assistance is intended to address only basic ailments and maladies and is supplemental to the health and medical strategy and services for which the ESF-8 (Health and Medical Services) team is responsible.

A donations plan exists, which can be helpful in organizing volunteer resources as well as donated goods.

The Public Information team will be a critical partner to mass care and sheltering activities. For more detail on public information operations, refer to Appendix E.

Following hazardous materials or radiological incidents, no individuals will be allowed entry to a shelter facility unless fully decontaminated.

4. Concept of Operations Sheltering operations will begin prior to a disaster event when information and data

suggest large-scale displacement of citizens is inevitable.

An assessment of event data and the regional transportation network will be obtained and the information analyzed to determine the most effective strategy for opening shelters.

Staff and management assistance will be made available to aid in the effort to establish a Family Assistance Center, when necessary, in cooperation with the appropriate local jurisdiction and private entities.

Resource needs will be determined and requests for assistance will be conveyed to appropriate the ESF team.

Shelter, food, and other assistance will be available until the need for emergency relief in the affected area has dissipated sufficiently so that individuals and families can return to their homes or are able to receive assistance from traditional personal, private, or government sources.

Shelter occupancy records will be maintained and shared with emergency management officials of the State and appropriate local jurisdictions.

Disaster Welfare Inquiry data and records will be summarized and shared with State Emergency Management officials.




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• Act as Team Leader as well as the team’s representative in policy discussions, negotiations with other ESF teams, and other maters;


• Act as the coordinating agent for all related resources, develop operational assignments, and direct deployment, in cooperation with team members;


• Coordinate with ESF 5 to facilitate the sharing of information and data; and • Collect, compile, and report information and data, as appropriate. Support Departments or Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective organizations available for care and sheltering operations, as possible;





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ESF-7, RESOURCE SUPPORT Lead Agency

• Coconino County Facilities

Support Agencies

• Coconino County Purchasing Department • Flagstaff Purchasing Department

1. Introduction The purpose of ESF-7 is to obtain and coordinate supplemental resources and

perform logistical operations necessary to support an emergency response or recovery effort or other disaster assistance initiative.

2. Scope Resource support includes providing or obtaining goods or services and executing

logistical or administrative activities for emergency response operations, as well as coordinating the use of the resources to facilitate an effective, efficient, and appropriate result.


• Procuring equipment or supplies; • Leasing temporary office space or mobile office units; • Performing printing or photographic reproduction services; and • Initiating contracting agreements. The Resource Support team or its individual members may participate in debris


3. Situation The extent of damage to the public infrastructure of the affected area, in addition to

the condition of the transportation network in the area, will influence the strategy or ability to provide support.

Supplies and equipment will be provided from existing County and local inventories whenever possible.

Supplies and items of equipment obtained from commercial providers will not be stockpiled; however, the scope of procurement operations will be consistent with the severity of the event.

Procurement will be conducted in accordance with Federal, State, County, and local laws and regulations, including provisions for emergency procurement and no-bid contracting.

A donations plan exists in this plan, which can complement the effort to obtain resources under some circumstances



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4. Concept of Operations An assessment of the regional transportation network will be obtained and the

information analyzed to determine the feasibility of accessing existing supply storage locations.

Resource needs and request will be obtained from county departments and agencies, other ESFs, and local jurisdictions.


Contracts with commercials vendors will be initiated to obtain supplies and equipment unavailable in existing inventories.

Missions will be tracked, and resources will be reassigned if they become available for subsequent uses.






• Ensure team members receive shift relief from their respective organization at appropriate intervals, as additional personnel are available;

• Establish liaison with ESF-5 to facilitate the sharing of information and data; and • Collect, compile, and report information and data, as appropriate. Support Department or Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective organizations available for resource support operations, as possible;





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ESF-8, HEALTH AND MEDICAL SERVICES Lead Agencies

• Coconino County Health Department • Flagstaff Medical Center • Guardian Ambulance Service • Coconino County Medical Examiners Office • NAU Health Department

Support Agencies

• Coconino County Emergency Management • Coconino County Communications • Coconino County Public Information • Coconino County Sheriff • Coconino County Public Works • Coconino County Fire Departments • Coconino County Jurisdictions

1. Introduction The purpose of ESF-8 is to coordinate the provision of medical care and the

dissemination of public health information necessary to support an emergency response or recovery effort or other disaster assistance initiative. Another purpose is to establish a program that ensures the care and sheltering needs of domestic pets and livestock are met following a disaster or animal health emergency. (Refer to the Animal Protection Annex for this information. Operations should also refer to the Mortuary Services Annex for more information in reference to the operations of this service.)

2. Scope Health and Medical support includes, coordinating health and medical professionals

and their disposition of care and treatment, as well as managing medical supplies and resources, to facilitate an effective, efficient, and appropriate result.


• Identifying health hazards; • Disseminating public health information; • Managing vector control; • Conducting triage and providing treatment; • Operating field hospitals; • Controlling patient loads at hospitals; • Importing medicines, medical professionals, or supplies into the affected area; • Establishing temporary morgues; • Performing forensic examinations and completing victim identification; • Coordinating mortuary services and the disposition of remains; and • Offering crisis counseling, and organizing disaster assistance teams.



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The Health and Medical Services team or its individual members may participate in debris management activities when appropriate and as necessary.

3. Situation A significant disaster event may cause injuries to a considerable number of people;

produce physical or biological health hazards throughout the county and local jurisdictions, plus the affected area; and create a widespread need for medical care or public health guidance.

The extent of damage to the public infrastructure of the affected area, in addition to the condition of the transportation network in the area, will influence the strategy or ability to provide support.

The extent of damage to medical, mental health, and extended care facilities within the affected area will influence the strategy and ability to coordinate care and provide appropriate treatment.

Collateral damage to industrial sites and facilities, water systems, and pipelines may generate secondary casualties, cause fires, or create a toxic or contaminated environment for communities and emergency responders.

The incapacitation of solid waste disposal facilities and water treatment systems, as well as the disruption of electrical power services, may foster long-term conditions that propagate bacteria and disease.

Appropriate information about patients will be shared with the ESF-6 team for inclusion in the Disaster Welfare Inquiry database.

General information or aggregate data regarding patients will be provided to public information officials to share with media outlets.

Medicines and supplies will be provided from existing, State-managed inventories whenever possible.

Procurement will be conducted in accordance with Federal and State laws and regulations, including provisions for emergency procurement and no-bid contracting.

The Health and Medical Services Team Leader, in conjunction with team members, may appoint a supplemental staff member as Resource Coordinator to coordinate the deployment of a specific resource.

4. Concept of Operation An assessment of the regional transportation network will be obtained and the

information analyzed to determine the feasibility of accessing care facilities and transporting patients from one location to another.

A defined point of patient registration will be selected to ensure effective management and regulation of patients and care.

The patient load at medical facilities will be monitored and action will be taken to moderate the influx of patients at all available treatment sites.



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A continuous assessment will be conducted to determine the statewide supply of essential and appropriate medicines as well as the level of need.

Assessments will be conducted to determine the threat posed by vermin or other health hazards, and actions will be taken to eradicate such threats.

Water supplies in the affected area will be evaluated and designated safe or unsafe for the public consumption.

Request for assistance will be prioritized, and resources will be allocated and deployed in mission assignments.

Public service announcements will be broadcast, offering health and safety guidance and directions.





• Act as the coordinating agent for all health-related and medical resources, develop operations assignments, and direct deployment, in cooperation with team members;


• Establish liaison with ESF-5 to facilitate the sharing of information and data; and • Collect, compile, and report information and data, as appropriate. Support Departments or Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective organizations available for medical operations, as possible;





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ESF-9, LAW, MILITARY, SEARCH AND RESCUE Lead Agency

• Coconino County Sheriff’s Office • Flagstaff Police Department

Support Agencies

• Flagstaff Fire Department • NAU Police Department • Arizona Department of Public Safety • Coconino National Forest Police Department • Coconino County Volunteer Agencies • Camp Navajo • Federal Bureau of Investigation

1. Introduction The purpose of ESF-9 is to coordinate law enforcement, military, and search and

rescue efforts and resources necessary to support an emergency response effort.

2. Scope Search and Rescue support includes locating, extricating, and providing immediate

medical treatment to missing persons or victims trapped in collapsed structures and retrieving deceased victims from otherwise inaccessible locations.


• Conducting water and wilderness searches; • Searching for victims of mine failures and building-collapse incidents; and • Performing underwater recovery operations.

3. Situation The nature of the operations will determine the strategy employed and influence the

determination of which resources and staff members are deployed.

Search and rescue responders can render emergency medical treatment; however, acute care must come from other providers.


Federally sponsored task force teams and specialized equipment are available to assist the County or other jurisdiction in search and rescue operations following any severe structural collapse that cannot be overcome by other resources or conventional methods.

4. Concept of Operations Information regarding the totality of the operations will be collected to enable the

team to develop an appropriate response strategy.

An assessment of the regional transportation network will be conducted and information analyzed to determine the feasibility of access to the incident site or zone.



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Resource needs will be identified and appropriate requests will be formulated.

A contingency plan for modifying the response team and for demobilizing the operation will be developed.

All team members will monitor activities and deployments to ensure the core duties of their respective organization can continue to be performed.


• Act as the Team Leader as well as the team’s representative in policy discussions, negotiation with other ESF teams, and other matters;




• Establish a liaison with ESF-5 to facilitate the sharing of information and data; and

• Collect, compile, and report information and data, as appropriate. Support Departments or Agencies: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective organizations available for search and rescue operations, as possible;





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ESF-10, ENERGY AND UTILITIES Lead Agencies

• Flagstaff Water Utilities • Arizona Public Services (APS) • Salt River Project (SRP) • Unisource Energy Services • El Paso Gas • Transwestern • Arizona Department of Environmental Quality (ADEQ)

Support Agencies

• Coconino Emergency Management • Coconino Department of Public Works • Coconino Red Cross

1. Introduction The purpose of ESF-12 is to provide liaison to the utility and energy industries to

facilitate a coordinated restoration of electric, gas, and commodity fuels, as well as energy delivery systems, in affected areas.

2. Scope Energy and Utilities support includes communicating with providers, coordinating

restoration strategies, and reviewing emergency plans.


• Coordinating restoration plans; • Implementing rationing measures; • Allocating fuel resources; • Coordinating delivery schedules with wholesale providers; • Locating supplemental resources and arranging for distribution or delivery; and • Participating in damage assessment operations. The Energy and Utilities team or its individual members may participate in debris


3. Situation Energy and utility resources include: electricity, natural gas, water, heating oil, coal,

propane, gasoline, and firewood.

The extent of damage to the utility and energy infrastructure of the affected area, in addition to the condition of the transportation network in the area, will influence the strategy for assessment and restoration operations.

Damaged or destroyed transmission lines, pipelines, or energy distribution equipment may pose significant public health hazard and unique debris management challenges.



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The Energy and Utilities Team Leader, in conjunction with team members, may appoint a supplemental staff member as Resource Coordinator to coordinate the restoration or supply of a specific resource.

4. Concept of Operations An assessment of the regional utility and energy networks will be obtained and the

information analyzed to determine the most effective strategy for providing assistance.

An assessment will be conducted to determine the scope of system damage, the supply of remaining resources, the capability of operable systems and equipment, and the nature of immediate needs.

Elements of the transmission and pipeline systems that can be salvaged will be repositioned; technical assistance and equipment will be provided to remove those elements that are non-recoverable debris.

Resource needs and requests will be obtained from State departments and agencies, other ESFs, and local jurisdictions.

Requests and restoration operations will be prioritized, and resources will be allocated and deployed in mission assignments.

Out-of-state or regional providers will be contacted to arrange deliveries or distribution of supplemental resources or equipment, as necessary.


All team members will monitor activities to verify that the core duties of utility and energy companies can continue to be performed.


• Act as the Team Leader as well as the team’s representative in policy discussions, negotiations with other ESF teams, and other matters, for its respective areas of responsibility. Areas of responsibility are: heating oil, propane, gasoline, firewood, coal, etc.

• Develops team procedures and policies, as necessary, in cooperation with team members.

• Monitors utility and energy resources and coordinate strategic restoration or delivery solutions, in cooperation with team members.

• Ensures team members receive shift-relief from their respective organizations at appropriate intervals, as additional personnel are available.

• Establish liaison with ESF-5 to facilitate the sharing of information and data. • Collect, compile, and report information and data, as appropriate.



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Support Departments or Agencies: The support departments/agencies will:

• Provides assistance to the Team Leader, as appropriate, and make resources of their respective organizations available for missions, as possible.

• Provide supplemental staff to support the team, as necessary. • Track the use of resources from their respective organizations and share that

information with Team Leader.



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ESF-11, PUBLIC INFORMATION Lead Agencies

• Coconino Public Information • Flagstaff Public Information

Support Agencies

• Flagstaff Unified School District • Coconino National Forest • Convention and Visitor’s Bureau • Flagstaff Medical Center • NAU • Red Cross

1. Introduction The purpose of this ESF is to provide and disseminate information to the public in the

event of an actual or potential disaster.

2. Scope

• This ESF applies to natural and manmade disaster that have any effect on Coconino County and its jurisdictions and the need for the coordination of public information arises. The following policies should apply to this ESF:

• To establish a central point to gather information concerning a specific disaster/event.

• To establish a central point to disseminate information to the public concerning a specific disaster/event.

• To establish a central point for the media to gather information and disseminate it to the public concerning a specific disaster/event.

• To establish a format for staffing the Emergency Operations Center (EOC) with public information officers during an actual or potential disaster.

• To establish a format for the release of information to the public and the media during an actual or potential disaster.

• All media releases and station reports will be posted on the County Web stie for quick access worldwide.

• Every effort will be made to have different languages available in the EOC for the sharing of the appropriate information to the public.

3. Situation A major disaster/event or emergency condition will be of a magnitude that will

severely affect or terminate the normal means of disseminating information in the disaster area.

Planning Assumptions 1. Loss of electrical power and media communication may severely disrupt the

normal dispersal of information in the disaster area. 2. Demand for information from outside the disaster area may exceed the

capabilities of the Public Information Staff (PIO).



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3. The demand for information in the disaster area may exceed the capabilities of the Public Information Staff

4. In the aftermath of a disaster, information is often vague, difficult to confirm, and contradictory.

5. In the aftermath of a disaster, there will be a great demand to know what volunteer resources are needed and what are available.

6. Coordination will need to be done at the EOC for all Public Information releases.

4. Concept of Operations

General The Public Information staff will act as the Lead for this ESF. Primary or Support staff

will man the county/city EOC around the clock to facilitate the flow of public and media information. If needed, co-lead departments/agencies will staff a 24-hour public information line (Message Center) to handle phone calls and to help control rumors. During the disasters, the EOC will act as the central coordinating facility for receiving and disseminating public information.

Notification • Pre-incident and ongoing activities will be monitored by OEM and reported to the

EMC. • OEM will notify the Communication Staff. • The Communication Staff will notify the ESF Co-Lead Support

Department/Agencies as needed.

Response Actions • Staff and man ESF-11 as needed in the EOC. • Establish an initial press briefing. • Establish Public Information Line. • Designate assignments of the Public Information Staff and equipment. • Designate assignment of support agencies staff and equipment.

Continuing Actions • Continue to provide updates to the news media concerning disaster conditions

and county actions taken. • Regular situation reports to the news media. • Continue to provide trained public information staff in support roles to assist in

recovery operations. • Continue to staff the citizen’s public information phone lines as needed. • Continue to coordinate with other ESFs to provide public information pertinent to

the disaster.



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• The Public Information Staff is responsible for the dissemination of emergency information to the public during impending and actual disasters or emergencies.

• The staff will provide undated information to the news media in the form of press briefings, situation reports and news releases made available via fax and through in internet.

• The staff will provide undated information directly to the public through the government access cable where available.

Support Department or Agency: The support departments/agencies will:

• The ESF-11 Lead Department/Agency has limited public information personnel. • During the event and in the days following a disaster or emergency, there will be

a need for trained and experienced public information officers to support the Lead Department/Agencies public information staff.

• The support department and agencies will provide additional staff as appropriate to support the missions.



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ESF-12, VOLUNTEERS AND DONATIONS Lead Agency

• Salvation Army

Support Agencies

• United Way • Red Cross

1. Introduction The purpose of ESF-12 is to establish an efficient and effective countywide process

for receiving, sorting, and distributing donated resources and goods to victims following a disaster.

2. Scope Volunteers and Donations support entails coordinating a system that receives and

distributes freely offered goods and services, matching them with victims who demonstrate a need.

Volunteers and Donations activities include:

• Providing guidance to citizens; • Managing a tele-registration and database system; • Establishing collection facilities; • Creating a system to sort and distribute donated items; and • Storing donated resources until they are needed.

3. Situation The nature and scope of damage to the infrastructure of the affected area will

determine the extent to which the volunteers and donations strategy is employed.

Public service announcements through media and Internet sources will inform, advise, and direct citizens regarding the parameters of the strategy.

Private volunteer organizations (PVO) accept and mange donations in many circumstances, according to their respective policies and procedures, and this plan does not supersede any individual PVO donation plan in any way, nor will any donation offered directly to a PVO be subject to regulation by this plan. However, when any PVO activates its personnel to perform tasks under the auspices of this plan, and when any PVO joins in the cooperative, countywide effort to manage donated goods, then those activities will be governed by this plan.

Donors first will be encouraged to contact recognized PVOs with disaster relief operations because such organizations already have established networks developed to receive, process, and distribute donations.

Donations received by the County or local jurisdictions but intended for a specific PVO, and labeled as such, will be forwarded to that organization. Donations not otherwise intended for a specific PVO, as indicated by the donor, will become the temporary property



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of the County or local jurisdiction and thus are the responsibility of the County or that jurisdiction.

Donations may be money, food, clothing, products and equipment, in-kind services, or volunteer time. The County or local jurisdiction will advocate cash as the best, first alternative for donors to maximize the usefulness and timelines of the donation. If not cash, then pre-sorted, clearly labeled, palletized, and shrink-wrapped donations with a predetermined transportation method and that have been identified as needed are preferred.

The County Donation Management program will be overseen by County officials but managed cooperatively with PVO personnel. The system includes: public service announcements, a telephone information system, a database for tracking donations, traffic control points, reception centers, storage and staging areas, and local distribution sites.

The County and the local jurisdictions likely will receive unsolicited and unnecessary donations.

The Donations Coordinator may become involved in recovery operations with only a scaled-down donations team, if appropriate.

4. Concept of Operations The Donations Coordinator will activate and direct a temporary staff, in cooperation

with participating agencies and organizations.

An assessment of the countywide transportation network will be conducted and the information analyzed to determine the feasibility of transit through any affected regions.

A survey of countywide emergency management coordinators, directors, or local officials, and American Red Cross staff will help identify the initial nature and scope of needs. When the donations system is fully operational, an ongoing, coordinated process to determine needs will commence.

Public service announcements (PSAs) will be developed and broadcast to advise and direct victims as well as potential donors. PSAs will indicate the telephone number available to assist potential donors and will emphasize what specific goods will be especially welcome.

When the telephone system and database are activated, calls will be logged and the donation information recorded. The potential donation will be matched against known or expected needs. Unneeded donations will be discouraged.

The donor is responsible for transporting any donated goods to a reception center. Control stations—perhaps including toll facilities, weight stations, and welcome centers—will be established along interstates and at other points to stop unsolicited and undesirable donations from entering the recovery scene or becoming part of the volunteers and donations effort.

Donations matching an immediately identifiable need will be directed to a designated reception center where they will be stored temporarily and prepared for transportation to



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local, managed distribution sites. Reception and storage sites will have controlled entry and exits.

Desirable donations with no identified matching need will be retained as records in the database but not authorized for delivery to any reception center. The donor will be contacted when the need does materialize and additional arrangements will be made at that time.

Any donation of food products will be inspected to ensure suitability for public consumption.

Stringent procedures will be implemented to ensure comprehensive records are kept for all donations received and distributed. In addition, letters of thanks will be sent to all donors contained in the database.

Individuals seeking to volunteer time and donate experience to the process will be encouraged to affiliate themselves with any recognized disaster relief organization.

An effort will be made either to recycle or redistribute unused products to another County affected by the event or to appropriate PVOs.

State and Federal assistance will be requested as needed, unless a State or Federal disaster is declared, at which time the National Donations Hotline Coordinator will be contacted.

As the magnitude of need diminishes, the system will be similarly modified to continue servicing those in need on a smaller scale.


• Act as the Team Leader as well as the team’s representative in policy discussions, negotiations with other ESF teams, and other matters; and

• Appoint a Donations Coordinator to serve as the lead agency for all volunteers and donations functions, activities, and personnel. The Donations Coordinator will: Develop an operating methodology and staff structure, team procedures, and

policies, as necessary, in cooperation with team members; Cooperate with County and State representatives to assemble the volunteers

and donations staff at a site and to secure sites for reception and storage of donated materials;

Cooperate with local jurisdictions to locate and secure distribution centers; Ensure team members receive shift relief from their respective organizations at

appropriate intervals, as additional personnel are available; and Collect, compile, and report information and data, as appropriate.



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Support Department or Agency: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and makes resources of their respective organizations available for donations operations, as possible;





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ESF-13, BUSINESS AND INDUSTRY Lead Agencies

• Flagstaff Chamber of Commerce

Support Agencies

• Innkeepers Association • Burlington Northern-Santa Fe Railroad • Gore Industries • Purina • Convention and Visitor’s Bureau

1. Introduction The purpose of this ESF is to provide timely information to the business community

and coordinate activities relating to business resumption without the disruption or compromise of any county activities relating to life safety issues.

2. Scope This ESF plans, coordinates and assist in recovery support to the private sector, the

county and local government. This ESF will assist in the coordination of reentry and recovery process for business and industry. This ESF will act as a liaison to the business community and work with local business alliances and ESF-9, Law Military and Search and Rescue, to develop procedures for providing access to business to perform damage assessment and business continuity activities.

3. Situation A major or catastrophic disaster will cause unprecedented damage and destruction

to business and industries. Damage may be sustained by a business or industry that would render it inoperative. However, a business may be located in a major or catastrophic disaster area that may have sustained minimal or no structural damage. It is important that the owners and managers of business and industry be able to assess the damage and prevent further damage and destruction as soon as possible.

4. Concept of Operations

General 1. During declared states of emergency, the lead department/agency of this ESF is

responsible for implementing its functions. A representative of the lead department will be available in the EOC during activation to respond to request for support submitted to the ESF team. This person will staff a work station assigned to this ESF function in the EOC, and will identify which co-lead department/agency for this ESF are required, and take steps to assure that support agencies are activated or on alert as appropriate.

2. Will coordinate activities to initiate communications between the business and industrial community regarding the county actions. The staff will also facilitate the coordination of staging areas and reentry process with the business and industrial community as well as all appropriate ESFs.



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3. Emergency Support function Operations: a) County Level: The designated team leader for this ESF at the EOC is

responsible for all activity of the ESF, subject only to the guidance and direction of the EMC and the policies of this document. Elsewhere, throughout the County and other designated recovery facilities, as described in the Basic Plan of this document, this ESF will be organized as depicted.

b) Municipal Level: Any municipal chamber of commerce or a local business alliance that functions as ESF-13 for a municipality will coordinate directly with coordinate with the Team Leader of ESF 13 representative in the EOC for coordination and implementation of operations, for resources, and for support.

c) Notification: The business community will be notified through the standard emergency notification process in the event of a potential or actual disaster or emergency event.

4. Support Departments/Agencies: The support departments or agencies will notify municipal counterparts such as the chambers of commerce and the community business alliances.

5. Communications: the primary form of communications between the Lead agency and Co-lead support agency will be fax. Landline and cellular phones will be alternative means of communications.

6. Mobilization: a) Lead Department: Immediately following notification to activate this ESF, the

Lead Department will complete the following: b) Assure that a communication network has been established in order that the

business and industrial community can obtain the latest and most accurate information.

c) Establish communications with the EOC and obtain status reports d) Notify the business community when the ESF is prepared to staff the EOC. e) Provide appropriate representation to the EOC. f) Coordinate with appropriate ESF as soon as appropriate, to establish the

staging areas for reentry. g) Ensure that the appropriate staff is available to staff ant staging areas.

i) Co-Lead or support Agencies: Each support agency will ensure that a representative at the EOC and be available to be able to respond to inquires as appropriate.

7. Response Actions: a) Initial Actions: Initiate and maintain a communications network with the

support agencies and business and industrial community. b) Support agencies initiate a communications network with the business and

industrial community. c) Continuing Actions: Will monitor the situation and ensure that

communications access is available, if at all possible and coordinate all activities to ensure that staging for the reentry into an area is possible.

d) Recovery Actions: Will coordinate with the business community, law enforcement and fire officials for reentry of the business and industrial community into a hazardous area after it has been determined that there is no immediate life threatening problems.



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e) Will coordinate the information received from the business and industrial community as to the damage and destruction.

f) Will continue to provide timely and accurate information to the business and industrial community.

g) Will coordinate assistance so that business and industry may obtain normalcy as soon as possible.

h) Resource support involves logistical and resource support during periods of threatened or actual disasters. This includes emergency response supplies, space, transportation services and personnel required to support immediate response activities. It also provides for logistical support for requirements not specifically identified in the other ESFs including, but not limited to stocks surplus to the needs of business.


• The Team Lead is responsible for leading the efforts of the Team and includes the coordination of the support agencies.

• The personnel and resources identified and secured by the team will be deployed and utilized in coordination with the EOC, other ESFs, and municipalities.

• Appropriate information will be provided to ESF 5 on a regular basis • All information will be coordinated with the Public Information staff on a regular

basis. Support Department or Agency: The support departments/agencies will:

• Support agencies will supply resources and personnel and perform missions as identified in connection with the responsibilities assigned to the emergency support function.



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RECOVERY ANNEX

1. PURPOSE The purpose of the Recovery Annex is to outline and coordinate the principal

programs and services available to support communities during recovery following a significant emergency or disaster event.

2. SCOPE Recovery efforts entail those operations or actions intended to assist a community or

jurisdiction to regain its normal appearance and functionality.


• Re-connecting telephone lines, • Re-establishing electric and gas services, • Damage assessment, • Restoring water treatment facilities, • Repairing roads and bridges, and • Helping eligible victims apply for relief funds. The Concept of Operations in the Basic Plan delineates the fundamental

components of an emergency recovery operation. This annex provides additional information on that process and introduces several State and Federal programs designed to offer relief to affected communities and eligible citizens.

Emergency relief programs are available through several State agencies. Programs include energy assistance, temporary housing assistance, and flood control. Other assistance may be available through non-emergency Federal programs such as Weatherization Assistance and Community Development Block Grants.

3. SITUATION The extent of damage in the affected area will influence the extent and pattern of

assistance available.

Local jurisdictions have primary response and recovery obligations, and the County and State provides supplemental support when requested. The County may determine that additional supplemental resources are needed and may request assistance from the State and Federal Government.

Federal financial assistance is available through several grant programs, usually only after a declaration of emergency or major disaster by the President of the United States. Some Federal grant programs require administrative plans as one element of a county’s eligibility. Introductions for each of the three administrative plans for respective emergency relief programs appear in this annex.

Federal emergency financial assistance is available to an applicant only if established criteria are met and only within the parameters established for each program and disaster event.

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The County’s Authorized Representative (CAR) acts for the County in all communications with ADEM regarding state and federal assistance and relief.

Some Federal disaster assistance (search and rescue, flood protection, fire suppression, and loans for farmers and small businesses) is available without a presidential declaration. Please refer to A Guide to Federal Aid in Disasters for more information.

Comprehensive damage assessment information is essential as the basis for a request by the governor for disaster assistance.

Following a presidential declaration, a Disaster Field Office (DFO) will be established in the State and staffed with federal personnel assigned to manage the disposition of federal relief funds in cooperation with state personnel.

Disaster Recovery Centers (DRCs) may be established in the affected area to provide information and guidance to County staff and citizens affected by the emergency or disaster, which might include an individual’s potential eligibility for assistance.

The resources of any particular jurisdiction, department, or agency will never be under the command of an individual not associated with that jurisdiction, department, or agency.

The resources and services available from private disaster relief organizations are often offered in conjunction with similar relief efforts of local and state governments but such aid also is provided independently by its sponsors.

4. CONCEPT OF OPERATIONS A thorough assessment of damage will be conducted and the information will be

analyzed to determine the immediate needs in affected communities. A determination will be made whether to seek federal assistance.

Information will be shared with appropriate agencies and organizations to facilitate the ability of government and private officials to render aid.

The County EOC will remain activated until such time as it is no longer necessary to coordinate emergency response or recovery operations formally or actively.

In a request for federal assistance, the State will seek funds for designated jurisdictions from available programs based on the nature and scope of damage.

Upon notification that the request for Federal assistance has been granted, the State will organize a staff relative to the scope of the award and coordinate the operation with the County Emergency Management Department.

Debris management and volunteers and donations operations begin as emergency response functions and will continue as necessary.



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Program Discussion 1. State Programs

a) Emergency Food Assistance Program b) Food stocks donated from federal sources are made available to citizens

through local pantries, soup kitchens, and shelters. c) Community Development Block Grants d) Funds are made available to local governments to assist needy individuals

and families in areas that include health, welfare, and housing rehabilitation. e) Comprehensive Flood Management Grant Program f) A program requiring a matching contribution that targets acquisition or

relocation of vulnerable properties, performance of flood control studies, and creation of flood control structures.

g) Unemployment Insurance h) Temporary financial assistance is available to workers unemployed through

no fault of their own. 2. Federal Programs

a) Individual Assistance b) Temporary Housing Assistance

i) The temporary Housing program offers assistance to eligible individuals and families who require either small repairs to their primary home to make it habitable again or who need a temporary residence while they complete major repairs or seek alternate housing.

c) The Temporary Housing program is explained fully in the Code of Federal Regulations (44 CFR 206.101).

d) Individual and Family Grant Program (IFG) e) The IFG program provides emergency funds to individuals and families for

disaster-related, necessary expenses or serious needs for which assistance from other means is either insufficient or not available. The amount of federal funds available to a state is not limited, but the total federal grant in most situations will not exceed 75% of the actual cost of meeting necessary, eligible expenses. A maximum grant value for individual applicants does exist.

f) Assistance may be made available for such needs as: i) Housing-related expenses; ii) Clothing, household items, furnishings, and appliances; iii) Tools, clothes, or equipment that are required as a condition of

employment; iv) Certain moving and storage expenses; v) Medical or dental expenses; vi) Certain transportation expenses; funeral expenses; and vii) The cost of the first year’s flood insurance premium for an applicant’s

uninsured primary residential property.



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The IFG program is explained fully in the Code of Federal Regulations (44 CFR 206.131).

1. Public Assistance (PA) a) The Public Assistance (PA) Program provide funds for debris removal,

emergency protective measures, and restoration of damage public facilities, which may include cost-effective mitigation. The Federal Government will reimburse eligible applicants for up to 75% of a project’s total cost, in most situations. Applicants typically are state and local governments but may include certain other specific organizations.

b) Eligible projects, which must conform to minimum criteria, may include: debris removal operations; repair or replacement of eligible roads, bridges, and other public facilities; restoration of utility and waste water treatment facilities; replacement of equipment and furnishings from damaged public facilities; emergency communications and transportation systems; certain beach replenishment projects; and limited snow removal expenses.

c) The Public Assistance program is explained fully in the Code of Federal Regulations (44 CFR 206.200).

2. Hazard Mitigation Grant Program (HMGP) a) The HMGP provides supplemental funds to subsidize projects that

substantially reduce or eliminate the risk of future damage, hardship, loss, or suffering that might result from a disaster. The grant award equals a percentage of the total estimated emergency assistance provided through other federal programs.

b) Eligible projects, which must conform to minimum criteria, may include: structural hazard control; construction activities; retrofitting; property acquisition; development of mitigation standards; and warning systems.

c) The HMGP program is explained fully in the Code of Federal Regulations (44 CFR 206.430).

3. National Flood Insurance Program (NFIP) a) The NFIP attempts to reduce vulnerability throughout communities by

enabling property owners to purchase flood insurance. To participate, communities agree to adopt and enforce restrictive ordinances and other floodplain management practices that will minimize future flood damage and losses in exchange for federal flood insurance coverage.

4. Small Business Administration (SBA) Loan Program a) The SBA operates independent emergency relief programs from those

coordinated by the Federal Emergency Management Agency (FEMA). SBA funds are made to eligible businesses and homeowners through low-interest loans.



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ADMINISTRATION ANNEX

1. POLICIES Agreements and Understandings

The Coconino County Office of Emergency Management is responsible for updating and maintaining the Coconino County Emergency Operating Plan (EOP), in coordination with those departments, agencies, organizations, and other jurisdictions within the County that have been assigned emergency duties or responsibilities.

Each department, agency, organization, or jurisdiction within the County responsible for emergency functions outlined in the County EOP will maintain a response strategy and procedures consistent with the principles and premises espoused in the County EOP.

The EOP will be reviewed and tested annually.

Each local jurisdiction is encouraged to develop an emergency appendix consistent with the County EOP.

Each local government may enter into mutual aid agreements with Federal military installations and private or volunteer organizations in their jurisdictions.

Financial Management Expenditures by County departments or agencies that are necessitated by an

emergency or disaster must exhaust regularly appropriated funds before any supplemental financial assistance can be sought from the State or Federal government.

All jurisdictions participating in emergency operations must maintain records of their time, materials, equipment, and contractual costs throughout the response and recovery period to be eligible for reimbursement of those expenses.

Jurisdictions responsible for Federal and State emergency funds must adhere to generally accepted accounting principles, practices, and regulations.

Reimbursements from Federal or State funds to County or local departments or agencies will be made consistent with provisions of pertinent Federal and State legislation and regulations.

Financial awards accepted by County or local departments or agencies must comply with the policies and procedures of that jurisdiction.

Generally, financial reports and records shall be retained for no less than three years or until three years after the final audit by FEMA, or another Federal agency where Federal funds have been disbursed.

Emergency procurement may be attempted when a condition arises in which a county department or agency has resource requirements critical to response and recovery operations that cannot be met through regular or expedited methods.

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Administration

Emergency assistance will be rendered without discrimination on the grounds of race, religion, gender, sexual orientation, color, age, economic status, or national origin.

In providing assistance under this plan, the Emergency Services Coordinator may direct a County department or agency to utilize its authority and resources in support of efforts by another County or local jurisdiction department or agency. Support from any department or agency will be provided to the extent it does not conflict with emergency missions that the department or agency otherwise is required to perform.

The chief management executive of each County department or agency will delegate emergency management responsibilities to a senior manager of sufficient stature that the representative can coordinate the operations of personnel and resources from the emergency operations center on behalf of the department or agency.

Consistent with relevant County rules and regulations, the chief management executive of each department or agency with responsibilities for emergency functions will develop contingency plans that ensure continuity of leadership and delegation of emergency authorities. Such delegation should include limits on authority, standards of accountability, and circumstance under which authority is exercised.

The chief management executive of any county department or agency may designate a subordinate employee to perform emergency work even though the assigned duties are not precisely within the scope of the employee’s usual responsibilities.

The chief management executive of any county department or agency may designate a subordinate employee to perform emergency work at any place in the County or jurisdiction and for periods of time other than those normally designated as regular work hours.

Employees assigned to emergency duties shall be reimbursed for reasonable and necessary expenses and shall receive appropriate overtime or compensatory time in accordance with County laws, regulations, and policies.

County employees may be subject to legal action because of injuries or damages resulting from their acts or omissions that involve gross negligence, malice, or unlawful conduct during the performance of emergency work.

The chief management executive of each department or agency will provide for the continual safekeeping of important documents or essential records and the safeguarding of resources, facilities, and personnel of their respective organization



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DAMAGE ASSESSMENT ANNEX

1. PURPOSE The purpose of the Damage Assessment Annex is:

• To specify the responsibilities and procedures for assessment of damage that must be conducted following a disaster or major emergency resulting in damage to buildings, property and the environment.

• To obtain a prompt and accurate situation report that includes an assessment of damage following a disaster or major emergency to be used as the basis for determining the need for assistance from mutual aid, other governmental organizations, or private organizations.

• To obtain a preliminary assessment of damage within the first 24 hours following a disaster or major emergency that can be used as the basis for requesting a Declaration of Public Emergency by the Governor or a Declaration of Emergency by the President, warranting immediate financial and other assistance.

2. POLICY The conduct of individual and public damage surveys will be the responsibility of

Coconino County, with the assistance of the municipalities, and private organizations, such as the American Red Cross, unless the devastation is so extensive that sufficient local resources are not available. In that case, State damage assessment teams will be requested through ADEM.

Field surveys will be organized and conducted as soon as possible, but no later than the first daylight hours following the emergency so that reports of individual and public damage assessment can be filed and transmitted to the State.

Damage Assessment Reports will be summarized and transmitted as quickly as possible to ADEM by the County Emergency Services Coordinator.

Major physical or structural damage caused by the incident will be assessed, as well as contamination causing physical damage to structures from the release of hazardous materials.

3. ASSUMPTIONS The County will coordinate with ADEM in the conduct of damage assessment

surveys, utilizing procedures and reporting forms supplied by the State.

Since contamination damage caused by hazardous materials releases involving poisons, corrosives, radioactive materials, and other toxic substances may be more significant and widespread than structural damage, special precautions will be taken by survey crews or emergency response personnel in assessing this damage.

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4. PROCEDURES Damage Assessment for Public Property

Public property that may become damaged as a result of an accident, disaster, or major emergency includes County buildings, roads, bridges, and water supplies used for drinking, sanitation, and recreational purpose.

Contamination and/or structural/physical damage to public property must be assessed prior to the initiation of restoration efforts.

Damage Assessment for Private Property Private property that may become damaged includes private residences, farms,

commercial buildings, hotels, restaurants, industrial parks, wells, pools, vehicles and all other private property of any kind.

Contamination and/or structure/physical damage to private property must be assessed prior to the initiation of restoration efforts.

5. RESPONSIBILITIES Public Property

The Emergency Services Coordinator Coordinate the overall damage assessment operation involving County departments

or agencies in accordance with this Annex.

Appoint Damage Assessment officers who will train and assign survey teams to various locations of damaged areas, and compile information collected as a result of those surveys.

In coordination with County departments and agencies, County jurisdictions, and other organizations, provide instructions to damage assessment teams concerning:

• Appropriate protective gear and monitoring equipment to utilize, if necessary; • Procedures for determining the degree and amount of damage caused to

government buildings, roads, bridges, the environment, water supplies, and other public facilities; and

• Procedures for determining the degree and amount of damage caused by contaminants to public facilities.

Provide damage assessment for public land, air, and waterways of any kind.

Coordinate with the other departments, agencies, and jurisdictions in preparing Situation Reports to be forwarded to ADEM.

Conduct damage assessment orientation or review sessions for County departments and agencies, other jurisdictions located within Coconino County, quasi-governmental agencies, and private organizations prior to assigning survey teams to the field.

Ensure a sufficient number of building, electrical, air quality, water, waste disposal, and other inspectors and environmental monitoring staff attend damage assessment training programs.



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Director of Public Works Provide damage assessment teams to the Emergency Management Department, or

the Planning Team, if the Emergency Operations Center (EOC) is activated, to coordinate assessment operations of government facilities.

Provide damage assessment reports for all County facilities and property, including maintained roads and bridges.

Ensure a sufficient number of inspectors and staff attend damage assessment training programs as requested by Emergency Management.

School System (Operated as independent districts throughout the county) Coordinate damage assessment operations by their agency with the Emergency

Services Coordinator, or Planning Team, if the EOC is activated.

Provide damage assessment reports for all schools and facilities.

Ensure a sufficient number of maintenance personnel and appropriate staff attend damage assessment training programs as requested by Emergency Management.

Fire and Rescue Department(s)/District(s) Provide damage assessment teams to the Emergency Services Coordinator, or

Planning Team, if the EOC is activated, to coordinate assessment operations for facilities, apparatus, and equipment.

Coordinate with local jurisdiction fire department(s)/district(s) and volunteer departments/districts to provide damage assessment operations for facilities, apparatus and equipment.

Coordinate with the Emergency Services Coordinator for the preparation of “Situation Reports” for the State on damage impact to the fire and rescue services.

Ensure a sufficient number of firefighters, inspectors and other fire/rescue and EMS personnel attend damage assessment training programs as requested by Emergency Management.

Law Enforcement Provide damage assessment reports to the Emergency Services Coordinator, or

Planning Team, if the EOC is activated, to coordinate assessment operations for facilities.

Provide damage assessment reports for law enforcement facilities, apparatus, vehicles, and specialized equipment, including Command Vehicles, Communications Centers and other specialized resources.

Ensure a sufficient number of Officers and other appropriate staff attend damage assessment training programs as requested by the Emergency Services Coordinator.



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The Health Department Provide damage assessment reports to the Emergency Services Coordinator, or the

Planning Team, if the EOC is activated, to coordinate assessment operations for facilities.

Provide damage assessment reports for publicly owned and/or operated health care facilities, group homes, hospitals, and County owned and/or operated swimming pools.

Ensure a sufficient number of health department staff, health inspectors, environmental investigators, and other appropriate staff attend damage assessment training programs as requested by the Emergency Services Coordinator.

Other Jurisdictions located within Coconino County The City Managers/elected officials/Town Managers, etc. will coordinate damage

assessment operations with their departments or agencies and the County EOC, or Planning Team, if the County EOC is activated.

Provide damage assessment reports to the County EOC, or the Planning Team, if the County EOC is activated, as requested.

Provide damage assessment for water supplies at water treatment plants used for drinking, sanitation, and recreational purposes.

Provide damage assessment information for water distribution systems and related facilities within their jurisdictions.

Each jurisdiction will ensure that a sufficient number of inspectors and appropriate staff attend damage assessment training programs as requested by the County’s Emergency Services Coordinator.

State Department of Transportation Coordinate damage assessment operations with the County and its jurisdictions or

with the Planning Team, if the County EOC is activated.

Provide damage assessment for State owned and maintained highways and bridges.

State Health officer or Department Coordinate and assess impact of the incident or event on public health.

Assess impact of the incident on water and waste disposal systems.

Coordinate any State monitoring activities within the County with the Director of the County’s Health Department and the jurisdictions located within the County.

Arizona Division of Emergency Management Coordinate damage assessment operations by department with the Department’s

Damage Assessment Program Coordinator, or the Planning Team, if the County EOC is activated.

Consolidate initial and follow-up “Situation Reports” with the County’s Emergency Services Coordinator.



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Coordinate the assessment of any impact of the incident on the environment with the County Emergency Services Coordinator or the Planning Team, for the County.

The American Red Cross Coordinate damage assessment operations by agency with the Emergency Services

Coordinator, or the Planning Team, if the EOC is activated.

Provide damage assessment teams to assist with private property surveys.

Private Property Assessment

Emergency Services Coordinator Coordinate the overall damage assessment operation involving County departments

and agencies in accordance with this Annex.

Provide and train damage assessment teams that will survey damage to private residences, private wells, private sewage disposal systems, commercial and industrial buildings, and private vehicles.

Coordinate with the County department and agencies and other jurisdictions located within the County in preparing Situation Reports.

Arizona Division of Emergency Management Coordinate damage assessment operations by their departments or agencies with

the County’s Emergency Services Coordinator, or the Planning Team, if the County EOC is activated.

Consolidate initial and follow-up “Situation Reports”

Prepare a letter for the Governor requesting federal aid, when appropriate.

Periodically conduct damage assessment training programs and make these programs available to County designated Damage Assessment team members.

The Health Officer or Health Department Provide damage assessment teams to the Emergency Services Coordinator, or the

Planning Team, if the County EOC is activated.

Provide damage assessment reports for the following:

• Restaurants and other food establishments • Hospitals and other health care facilities • Nursing homes • Day care facilities, group homes, and other licensed care institutions • Hotels • Licensed public swimming pools

Fire Service and Fire Districts Provide survey teams of Firefighters, inspectors or other trained staff to assist the

Emergency Management Department, or Planning Team, if the EOC is activated, in conducting surveys of commercial facilities, or other buildings as requested.



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The Federal Emergency Management Agency Enter into an interagency agreement with the County, when necessary, to relocate

individuals, permanently or temporarily, from areas determined to be unsafe for human habitation due to contamination. Relocation efforts may be financed through Superfund or other federal programs.

Acquire property that has been condemned by the EPA. Acquisition of property is financed through the Superfund or other Federal programs.



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RADIOLOGICAL PROTECTION PLAN ANNEX

1. PURPOSE To provide a radiological protection plan that will function effectively in the event of

radiological contamination in Coconino County or any of the jurisdiction located within the County resulting from either peacetime accidents involving radiological materials, terrorist acts, or other acts of war.

2. SITUATION AND ASSUMPTIONS Situation

The detection of radiation exposure hazards requires special instruments and specially trained personnel. Coconino County and its jurisdictions require the capability to detect, measure, analyze and report the presence of radioactive hazards. Accurate information on the presence and extent of a radiological hazard is required in order to make informed decisions regarding:

• Safety of the citizens of Coconino County and the jurisdiction within the County. • Need for sheltering and the period of shelter occupancy. • Directing decontamination, recovery and rehabilitation operations. • Exposure levels of personnel conducting emergency operations in a radioactive

environment (see Appendix F and Appendix G)

Assumptions

No part of Coconino County or its jurisdictions is immune to radiological hazards. Accidents involving transportation or storage of radiological materials can occur with no warning.

3. CONCEPT OF OPERATIONS Coconino County and its jurisdictions will maintain a radiological protection capability

consisting of the following components.

Pre-Emergency Preparedness

Capability for self-protection radiological monitoring in order to control and limit the radiation exposure of personnel who must conduct emergency operations in the presence of radiological materials.

A monitoring, reporting, and assessment capability for determining the extent and magnitude of the radiological hazard.

A radiological decontamination capability for peacetime industrial or highway emergencies. In these limited circumstances the Fire Departments and Fire Districts will use their normal hazardous materials decontamination procedures.

Designation of a trained radiological officer and staff for assignment to the Emergency Operations Center (EOC).

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In cooperation with the State, Coconino County Emergency Management will maintain an adequate stock of operational radiation detection instruments and necessary supplies.

Conduct periodic tests of radiological protection capability in conjunction with state or national exercises.

Actions To Be Taken For Increased Readiness

Distribute self-protection and shelter monitoring equipment and conduct expedient monitor training.

Activate the EOC in accordance with the Operation Plan.

Prepare to activate shelters as dictated by the situation.

The Public Information Officer should prepare and release the appropriate information and guidance materials for the population affected.

Emergency Situation

Activate Emergency Alerting System (EAS) and other warning systems to notify populations of protective actions to take.

Establish communications with monitoring stations, shelters and emergency field workers to receive information/reports on radiation levels.

Implement exposure control procedures and maintain exposure records on emergency workers.

Make situation reports to the Coconino County’s Emergency Operation Center in accordance with standard operating procedures and policies.

Recovery

Continue the monitoring of radiation levels as required by conditions at the monitor sites.

Carry out the appropriate decontamination procedures utilizing personnel and equipment from County Public Works and Fire Department and Fire Districts located within Coconino County.

Implement temporary housing and/or social welfare activities as required for dislocated individuals.

Coordinate long term exposure control and exposure control records.

Coordinate with the fire departments and fire districts to accomplish the following:

• For peacetime accidents that involve either the transportation or storage of radioactive materials.

• The Fire Department and Fire Districts Hazard Materials Response Team will be responsible for the initial decontamination of all affected persons and equipment at the site of the accident.



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The Response Teams thus will coordinate with the Emergency Medical Service providers and the County Health Department for transportation of contaminated persons to the appropriate hospitals

4. ORGANIZATION AND RESPONSIBILITIES Organization and responsibilities remain the same as assigned in the basic plan with

specific tasks in radiological protection assigned as follows:

Task Responsibility of Pre-emergency planning and coordination Emergency Management Coordination of training of Radiological Officer and Radiological staff Emergency Management

Organization, training, direction, and field operation of Radiological Response Team Fire Departments and Districts

Designate personnel for emergency monitoring and provide for issuing of self-protection monitoring equipment to emergency response personnel.

Heads of appropriate departments response in self-protection and agencies (Fire, PW, Health)

Maintain central roster of trained monitors Radiological Officer Assemble, plot and disseminate radiological data at the EOC Radiological Officer

Maintain bulk repository of radiological instruments Emergency Management Monitor exposure rates of field monitor personnel Radiological Officer and Health Department Maintain exposure records on emergency response personnel and monitor public exposure for all others

Fire Department(s)/District(s) personnel/Health Department

Interpret radiological data and recommend protective actions Radiological Officer

Implement appropriate environmental health controls to ensure safety of the population and protect the environment

Health Department

Assist in monitoring of food, water and milk for contamination Health Department

Timely notification of the public of existing or forecast hazard and directions on protective actions Public Information Officer

Provide traffic control and security for shelters and contaminated areas Law Enforcement

Assist with public information through notification by mobile public address systems

Fire Department(s)/District(s), Law Enforcement

Assist with decontamination of equipment at shelters, mass care facilities, and other locations as required

Fire Department(s)/District(s)

Provide trained personnel to assist with medical emergencies at shelters and mass care centers Fire Department(s)/District(s)

Provide communications to the EOC for field monitors, shelters and mass care centers Volunteer Amateur Radio Operators

Provide alternate communications Network linking county EOC, State EOC and adjacent jurisdictions Volunteer Amateur Radio Operators



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Task Responsibility of Manage and operate shelters and mass care facilities in coordination with social Services, Health Department, and other departments and agencies

Red Cross and other Volunteer Agencies

Provide decontamination for industry or highway radiological emergencies using Hazardous Materials procedures

Fire Department(s)/District(s)

Coordinate the control of contaminated Agriculture products, livestock feed, and obtain emergency supplies as needed

Agriculture Agencies

5. ADMINISTRATION AND LOGISTICS In accordance with the Basic Plan radiological monitoring equipment will be

maintained in storage at the EOC. Equipment will be issued to departments and agencies as they detail personnel for monitor training.

This annex is developed and maintained by Coconino County Emergency Management.



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TERRORISM ANNEX

Acts of terrorism as well as threats of terrorism have now become a reality in the United States. Historically faced with natural disasters like tornadoes, earthquakes, and winter storms, our communities are now being asked to prepare for man-caused disasters like hazardous materials spills, rolling blackouts from energy shortages, and computer failures. More recently, our communities are now being asked to prepare for Intentional Acts of terrorism. The acts are designed to potentially cause widespread loss of life, disease, and illness in large populations. In addition, these acts cause a loss of confidence in government and its ability to protect the public. However, the greatest weapon employed by terrorist is fear. As a community, as a state, and as a nation, we now know that we are vulnerable to terrorists and acts designed to not only kill our citizens, but to create fear throughout the population of our country. As a government, we have an obligation to prepare for, respond to, mitigate the effects of, and recover from any disaster, natural or man-made. As a government, we have an obligation to provide effective leadership in preparing for and dealing with these potential events.

Acts of terrorism are limited only by the creativity and ingenuity of these individuals. Terrorists have no rules of conduct, are not bound by any ethical standards, and do not value human life. The potential target populations, target sites, means of delivery, and types of weapons are endless. None of our communities can be made completely safe or immune from an act of terrorism. It is the intent of this annex to minimize the effects of an act of terrorism on the people and the resources of Coconino County and its jurisdictions.

1. PURPOSE The purpose of this annex is to provide operational guidelines and assign

responsibilities necessary to minimize the effects of an act of terrorism in Coconino County or its jurisdictions and to address the impacts to the county or its jurisdictions from acts of terrorism occurring elsewhere. These guidelines are designed for anticipated acts of terrorism and to provide transition from initial incident recognition to effective response, and then to the overall management by agencies having statute authority and responsibility.

2. SCOPE The scope of this annex is limited to departments or agencies of Coconino County

and supporting organizations within Coconino County Emergency Operations and Procedures.

3. AUTHORITY The Terrorism Annex of the State of Emergency Response and Recovery Plan

(SERRP) establishes the Arizona Department of Public Safety and ADEM as the lead state agency for crisis and consequence management of terrorism incidents.

Coconino County, Arizona Terrorism Annex Emergency Operations Plan


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Five Advisory Councils have been appointed by the Director of Arizona’s Office of Homeland Security (AOHS), on behalf of the Governor. The five Councils are divided geographically as follows:

• West – Mohave, La Paz, and Yavapai Counties • North – Coconino, Navajo and Apache Counties • Central – Maricopa County • East – Graham, Greenlee, Gila, and Pinal Counties • South – Pima, Santa Cruz, Cochise, and Yuma Counties Each council is responsible for the region defined. Each region has an anchor city

that is to act as the center of operations. The City of Flagstaff is the anchor city for the northern region.

Each Council consist of a ten members from residents of the State of Arizona: two (2) members from the fire service (one (1) urban and one (1) rural), one (1) police chief, one (1) sheriff, one (1) member from tribal government, one (1) emergency manager, one (1) mayor, one (1) county supervisor, two (2) at large members from the public and private sector (e.g. medical, public health, information technology, agriculture, utilities), and one (1) ad hoc member from the Arizona Department of Public Safety.

The duties of the council are to develop, implement, and maintain respective regional homeland security strategies that incorporate Arizona’s state homeland security strategy into council planning and processes. Additional duties include:

• Supporting and assisting in implementation of Arizona’s Comprehensive Statewide Risk Assessment.

• Supporting and assisting in implementation of equipment procurement through Arizona’s Prime Vendor Program.

• Supporting and assisting an integrated regional approach to homeland security in Arizona.

• Advising the Director of AOHS on all homeland security matters pertaining to respective regions through regional planner.

In conjunction with respective regional planner each council is to:

• Establish baseline prevention and response capabilities through anchor cities consistent with state and regional plans.

• Collaborate with other regional councils and organizations to ensure successful integration of programs and initiatives aimed at homeland security and securing Arizona.

• Implement standard operating guidelines established by the AOHS. Under ESF-8 in the SERRP, the Arizona Department of Health Services is

designated as the Lead Agency to provide health and medical services and to coordination for state plans and programs for public health activities during emergencies/disasters. As bio-terrorism by its definition is a public health disaster as well as a criminal terrorist event, ADHS would be designated as an ESF primary response agency along with the Arizona Department of Public Safety (ADPS).



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Presidential Decision Directive 39 (PDD-39) establishes that the FBI has primary responsibility for Crisis Management Response to terrorist incidents. The FBI functions as the Federal on-scene management agency for the operations. State and Local Law Enforcement will provide assistance as requested by the FBI On-Scene Commander.

The Arizona Department of Public Safety has the primary state responsibility for Crisis Management Response to terrorist incidents. The Department of Public Safety is the lead response agency for the criminal and public safety aspects of the incidents.

ARS 26-308.B: Each county and incorporated city or town shall establish and provide for emergency management within its jurisdiction in accordance with state emergency management plans and programs.

ARS 26-308.D: State emergency plan shall be in effect in each such political subdivision of the state. The governing body of each such political subdivision shall take such action as is necessary to carry out the provisions thereof, including the development of additional emergency plans for the political subdivision in support of the state emergency plan.

4. ASSUMPTIONS AND LOCAL SITUATION A terrorist act may or may not result in an identified crime scene. The act(s) could

potentially be transportation related or involve fixed sites. Emergency preparedness and planning should include measures for prevention, immediate incident response, and post-incident recovery operations.

Terrorist acts may also involve weapons of mass destruction utilizing chemical, nuclear, incendiary, explosive, or biological agents.

Target Hazard Analysis: In analyzing the vulnerability of potential sites and populations for a terrorist act, specific locations and structures were identified in “The Threat Assessments” conducted in September of 2001. These potential targets included structures or sites in the following categories:

• Government Buildings/installations • Public/Commercial Facilities • Recreational Facilities • Industrial Facilities/areas • Transportation corridors/means • Public/Private Utilities • Hospitals/Medical Centers • Academic Institutions • Special community events/festivals/activities A local response to an act of terrorism would require the use of the Incident

Command System and Unified Command to ensure that all responders and their support assets are coordinated for an effective and efficient response necessary to save lives, mitigate property damage, and damage to the infrastructure. The purpose of the command structure is to link individuals and departments/agencies together to achieve the objectives



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of an incident and to do so in a coherent manner that users available resources with a maximum of economy. All departments/agencies, organizations, and participants in the response are required to be part of the Incident Command System.

5. PLANNING, RESPONSE, AND RECOVERY OPERATIONS Planning

All agencies, county departments, and supporting organizations are encouraged to develop internal plans that provide procedures for notification, response, implementation, staffing, initial actions, and protective measures. These procedures should be reviewed frequently and revised as necessary. Activities among agencies, county departments, other county jurisdictions, and other organizations should be coordinated. Tabletop exercises, plan reviews, task force meetings, and briefings should include all of the above groups. Training activities for groups should also cross discipline lines whenever possible providing opportunities for cross training and developing relationships among the group’s leadership and members.

Response The response may be to a planned or unplanned event. Basic procedures for all

responders include the following:

• Protect yourself- Move upgrade and upwind • Upon observation of anything unusual or out of the ordinary, immediately cover

nose/month with cloth for temporary respiratory protection. • Use a Safe approach

Safety comes first-assess the situation before taking action Focus on avoiding the hazard and potential for exposure Evaluate the situation and report to/notify the proper authorities

• Identify and recognize the hazard • Isolate the area and sure the scene – keep other out • Request additional assistance • Be aware of the potential for secondary devices • Time: minimize any exposure time • Do not test, taste, smell, or touch anything suspicious • Distance- Maximize the distance between you and the hazard • Protection- Utilize appropriate personal protective equipment • Utilize Emergency Self-Decontamination potential for exposure.

o Carefully wet or blot exposed surfaces to prevent spread o Strip off all clothing to prevent further exposure o Flush the affected area with large amounts of water o Cover affected area



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Recovery The recovery from a terrorist event may take years to complete but begins

immediately after the response efforts have been completed. Transition of leadership should also occur from a Crisis Management activity lead by law enforcement to a Consequence Management activity lead by Health, Emergency Management, and the Department of Public Works.

6. ORGANIZATIONAL ROLES AND RESPONSIBILITIES Coconino County/City of Flagstaff Government

• Coordinate activities of all County/City Departments to address the emergency event.

• Provide direction and control through the Emergency Operations Center (EOC). • Maintain continuity of County/City Government. • Assess the impact and potential from events occurring outside Coconino County. • Coordinate the activities with other County/City Departments and smaller

jurisdictions to establish policy in preparing for and dealing with displaced populations affecting Coconino County in the event of a terrorist attack.

• Disseminate emergency instructions to the public. • Provide long-term public education efforts related to hazard awareness,

family/community protection, and emergency self-help. • Develop a media relations program to effectively respond to media inquiries and

public interests. • Curtail erroneous or conflicting information provided to the public. • Provide information and instructions to the public for obtaining disaster relief and

assistance. • Provide legal counsel from Coconino County Attorney’s Office.

Coconino County/City of Flagstaff Emergency Services

• Activate an Emergency Operations Center. • Coordinate activities of local resources. • Prepare declarations for the Board’s approval. • Establish evacuation and shelter operations. • Activate the Emergency Alert System (EAS) if necessary. • Activate the NOAA Weather Radio emergency system if necessary. • Act in the advisory capacity to the Board of Supervisors/County/City Manager.

Coconino County/City of Flagstaff Sheriff’s Office

• Coordinate all law enforcement activities with the responder agencies. • Establish or participate in the incident command system with agency having

primary jurisdiction. • Coordinate investigative and enforcement activities with the FBI. • Set priorities for response concentrating on preservation of life and establishment

of security. • Determine the need and initiate evacuations. • Provide traffic control where needed.



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• Provide for public safety, security of health care facilities, shelters, and pharmaceuticals.

• Maintain order and security in the affected areas. • Participate in the state’s Master Mutual Aid Agreement to work with adjacent law

enforcement agencies.

Coconino County/City of Flagstaff Health Services

• Coordinate the local public health response in conjunction with the Arizona Department of Health Services (ADHS).

• Conduct surveillance for new cases associated with the incident and assess the scope for the future efforts.

• Provide health advisories to the public on acquisition of health care, pharmaceuticals, and any vaccines.

• Coordinate public health information activities within the local health community. • Participate in the Unified Surveillance System and required notifications. • Coordinate with ADHS to implement local mass prophylaxis and/or immunization

programs. • Coordinate with ADHS to implement local, short-term (48-72 hour) mass patient

care, prior to the arrival of outside support. • Coordinate with ADHS to implement mass fatality management. • Coordinate with ADHS and ADEQ to identify and mitigate existing and future

environmental health risks.

Coconino County/City of Flagstaff Department of Public Works

• Assist in staffing and operating the Emergency Operations Center. • Assist law enforcement in establishing evacuation routes, traffic control points,

and shelter operations. • Respond as requested to provide heavy equipment, signage, or traffic control

assistance to any event or incident. • Debris management at the completion of the response phase or when requested

from any department or agency. • Assist in transportation of equipment and personnel as needed.

All other Coconino County/City of Flagstaff Departments

• Provide available staffing and other assistance as requested. • Provide available equipment to other County/City departments as requested. • Maintain county operations and services at a minimal sustainable level.

Volunteer Agencies

• American Red Cross o Support local jurisdictions in setting up, staffing, and managing shelters,

providing food and first aid, and providing blood/blood products for medical assistance.

o Operate a disaster welfare inquiry system to collect, receive information about the status of victims, and assist with family reunification activities.

o Determining shelter locations and reception center locations. o Coordinate the response and activities of other volunteer organizations

involved in the event.



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• ARES (Amateur Radio Emergency Services) o Assist response agencies in establishing emergency communications via

amateur radio. o Provide communications and/or supplemental emergency communications in

affected areas. o Work in support of and function within the Incident Command System.

7. EVACUATION In the event of a terrorist incident in which it is determined that evacuation of affected

areas become necessary, the evacuation shall be conducted by law enforcement personnel, fire district/department personnel, and supporting agencies or departments. It should be mentioned that evacuation of an area should be conducted only as a last effort to safeguard human lives. An evacuation may temporarily resolve an issue, but usually involve pets, medical needs, sheltering issues, family separations, and security needs.

The decision to effect an evacuation shall be made by law enforcement, fire, or by the County/City Policy Group. Notice of the evacuation shall be forwarded to the EOC or ICP. Evacuation of affected populations should be accomplished by the following:

• Activation of Emergency Alert System (EAS) for radio and TV • Cable override for television with the announcement • NOAA Weather Radio announcement • Sirens • Public Address system (e.g., the joint County/City message center) • Public Safety personnel conducting neighborhood warning activities up to and

including door to door contact • Assist with evacuation of “Special Needs” individuals. Immediate notice shall be provided to the American Red Cross if any sheltering or

reception area activities will be required. Security shall be established and maintained by local law enforcement in the affected area.

8. POPULATION RELOCATION ACTIVITY With a large terrorism incident occurring in any part of the country, these will likely be

a temporary relocation of certain populations to other parts of the country. Should a terrorist incident occur in another part of Arizona or an adjacent state, there is a strong likelihood that parts of Coconino County would be affected by an influx of groups or families seeking a safe location away from the threat even if on a temporary basis. The peripheral impacts of the terrorism incident may affect our local systems including the following:

• Transportation • Service and supply delivery • Hotel, motel, and restaurant capabilities • Medical community • Social Service agencies • Public Safety



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If an event were to occur, local government officials are encouraged to meet with volunteer and social service agencies to develop strategies to manage the impacts on their communities. Consideration should be given to the impacts on a community’s social service capacity should a rapid increase in population occur. Consideration should also be given to issues such as mass care and feeding, medical care and needs, childcare, and commodity shortages.



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CITY EMERGENCY OPERATIONS PLAN ANNEX

For: City of Page, City of Williams, Tuba City, and the Tribal Nations

1. PURPOSE The purpose of this Emergency Operations Plan (EOP) is to prescribe those

activities to be taken by municipal government and other community officials to protect the lives and property of the citizens in the event of a natural, technological or terrorism emergency or disaster and to satisfy the requirements of the Coconino County to have a disaster emergency management plan for the municipality. This EOP serves only as a supplement to the City of Flagstaff adopted plan currently in place. Each named municipal government should use the Coconino County Emergency Operations Plan to supplement their emergency operations during an emergency disaster/event.

2. SITUATION AND ASSUMPTIONS The community is subject to a variety of hazards according to the Hazard Risk,

Vulnerability Analysis.

Historically, certain areas and populations are more vulnerable to the effects of these hazards. Our elderly and school aged children while in school are the most vulnerable for our communities.

Training, response checklist and other accompanying documents are based on the statements in 2A & B of this plan.

Adjacent municipalities and other governments will render assistance in accordance with the provisions of any intergovernmental and mutual aid support agreements in place at the time of the emergency event.

When municipal resources are overwhelmed, the Coconino County Emergency Management Department is available to coordinate assistance and help satisfy unmet needs. Similarly, if the county requires additional assistance, it can call on mutual aid from adjacent counties, the counter terrorism task force, or from the State of Arizona. Ultimately, the State of Arizona can ask the federal government for assistance in dealing with a major disaster or emergency event.

3. CONCEPT OF OPERATIONS The municipalities are responsible for the protection of the lives and property of the

citizens. It exercises primary supervision and control over the four phases of emergency management (mitigation, preparedness, response and recovery) and activities within the municipality.

A municipal Emergency Management Coordinator (EMC) is appointed by the Elected Officials and shall act on the behalf of them. An Emergency Operations Center (EOC) has been designated by the municipality, and may be activated by the EMC or the elected officials during an emergency event.

Coconino County, Arizona City Emergency Operations Plan Annex Emergency Operations Plan


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This plan embraces an “all hazard” principle: that most emergency response functions are similar, regardless of the hazard. The EMC will mobilize resources and personnel as required by the emergency situation.

The EMC and elected officials will develop mutual aid agreements with adjacent municipalities for reciprocal emergency assistance as needed.

Whenever possible, emergency response by the municipal government will follow the Incident Management System (IMS) delineated below.

Incident Commander

SafetyPIO Liaison

Operations Planning Logistics Finance

Incident Commander

SafetyPIO Liaison

Operations Planning Logistics Finance

The Incident Command (IC) at the incident site will be from fire, police, or emergency medical services, dependent upon the nature of the incident.

The IC should have:

• A manageable span of control (3 to 7 staff, optimum is 5); • Personal accountability (each person reports to only one person in the chain of

command); and • Functional positions staffed only when needed (responsibilities for any positions

that are not staffed remain with the IC). When the municipal EOC is activated, the EMC or designee will coordinate between

the IC and the county EOC or EMC. Whenever possible, and to ensure consistency with operations at the incident site, the EOC will also follow an incident command structure. The EMC will assume the role of Command and, initially, all of the remaining roles. As additional staff arrives at the EOC, the EMC may delegate activities to them.

Continuity of Government procedures are specified in the Elected Officials checklist.

When the EMC receives notice of a potential emergency from the federal Homeland Security Advisory System or from the National Weather Service watches and warnings, partial activation of the EOC in preparation for the emergency will be considered.

4. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES Command

Elected Officials 1. Are responsible for establishing a municipal emergency management

organization;

2. Provide for continuity of operations;

3. Establish lines of succession for key positions;

4. Designate departmental emergency operating centers and alternatives;



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5. Prepare and maintain this EOP in consonance with the County Operations Plan;

6. Establish, equip and staff an EOC;

7. Recommend an EMC for appointment by the elected officials who may act on their behalf, if necessary;

8. Issue declarations of disaster emergency if the situation warrants; and

9. Apply for federal post-disaster funds, as available.

Emergency Services Coordinator 1. Prepares and maintains an EOP for the municipality subject to the direction of

the elected officials; reviews and updates as required;

2. Maintains coordination with the County’s EMA, and provides prompt information in emergencies, as available;

3. In coordination with the County EMA, identifies hazards and vulnerabilities that may affect the municipality;

4. Identifies resources within the municipality that can be used to respond to a major emergency or disaster situation and requests needed resources from the County Emergency Operation Center.

5. Develops and maintains a trained staff and current emergency response checklist appropriate for the emergency needs and resources of the community;

6. Mobilizes the EOC and acts as the Command function within the EOC during an emergency;

7. Compiles cost figures for the conduct of emergency operations above normal operating cost; and

8. Attends training and workshops provided by the County and other sources to maintain proficiency and currency in emergency management and emergency response planning and procedures.

Public Information

Public Information Officer 1. Develops and maintains the checklist for the Public Information function;

2. Assists in the development, review and maintenance of the EOP;

3. Responds to the EOC or the field, as needed;

4. Coordinates public information to the media; and

5. Advises elected officials and the EMC about Public Information activities.



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Operations

Communications and Warning Officer 1. Develops and maintains the checklist for Communications and Warning

functions;

2. Assist in the development, review and maintenance of the EOP;

3. Trains staff members on the operation of communications system;

4. Ensures ability to communicate between the EOC, field operations and the County EMA;

5. Assist with notification of citizens of the municipality;

6. Responds to the EOC or field, as needed; and

7. Advises elected officials and the EMC about communications activities.

Fire and Rescue Officer 1. Develops and maintains the checklist for the Fire & Rescue function;


3. Responds to the EOC or the field, as needed;

4. Coordinates fire and rescue services;

5. Coordinates decontamination and monitoring of affected citizens and emergency workers after exposure to chemical or radiological hazards;

6. Assumes primary responsibility for route alerting of the public;

7. Assists with evacuation of affected citizens, especially those who are institutionalized, immobilized or injured;

8. Provide emergency lights and power generation;

9. Provides emergency shutdown of lights and power;

10. Assist in salvage operations and debris clearance, and

11. Advises elected officials and the EMC about Fire and Rescue activities.

Law Enforcement 1. Develops and maintains the checklist for the Law Enforcement function;


3. Responds to the EOC or field, as needed;

4. Coordinates security and law enforcement activities;

5. Establishes security and protection of critical facilities, including the EOC;

6. Provides traffic and access control in and around the affected areas;

7. Assists with route alerting and notification of threatened populations;



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8. Assists with the evacuation of affected citizens, especially those who are institutionalized, immobilized or injured;

9. Assists in the installation of emergency signs and other traffic movement devices;

10. Assists in search and rescue operations; and

11. Advises elected officials and the EMC about Law Enforcement operations.

Heath/Medical Officer 1. Develops and maintains the checklist for the for the Health/Medical Services

function;

2. Assist in the development , review and maintenance of the EOP;

3. Responds to the EOC or the field as needed;

4. Maintains a listing of hearing impaired, handicapped and special needs residents, providing copies to municipal and county EMAs;

5. Coordinates emergency medical activities within the municipality;

6. Coordinates institutional needs for transportation if evacuation or re-location becomes necessary for hospitals, nursing homes, day care and adult care facilities;

7. Coordinates medical services as needed to support shelter operations;

8. Assists in search and rescue operations;

9. Assist in mortuary services;

10. Assists in provisions of inoculations for the prevention of disease; and

11. Advises elected officials and the EMC about Health/Medical Services activities.

Planning (EMC or as delegated) 1. Collects, evaluates and provides information about the incident/event;

2. Determines status of resources;

3. Establishes information requirements and reporting schedules;

4. Supervises preparation of an Incident Management Plan; and

5. Assembles information on alternative strategies.

Logistics (EMC or as delegated) 1. Provides materials, services and facilities in support of the emergency event;

2. Develops procedures for rapidly ordering supplies and equipment and to track their delivery and use; and

3. Participates in the preparation of the Incident Management Plan.



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Finance (EMC, elected officials, or as delegated) 1. Maintains oversight of all financial and cost analysis activities associated with the

emergency; and

2. Tracks cost and personnel time records.



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MORTUARY SERVICES ANNEX

1. INTRODUCTION The purpose of this Annex is to outline a system by which victims of mass fatality

incidents may be identified, cause and manner of death determinations made, families notified, and disposition of remains completed.

2. SCOPE OF OPERATIONS This annex has been developed as a guideline for responding to incidents or events

that result in a significant number of deaths. For purposes of implementation of this plan, it is assumed that more than ten (10) fatalities in a single incident/event will severely tax available resources of the Coconino County Medical Examiner and may require implementation of this ESF/procedure. A declaration of implementation of the Coconino County Emergency Operations Plan may be required.

3. SITUATION During a mass fatality incident or event, the County may have insufficient personnel,

equipment, and storage capacity to handle significant numbers of deceased victims. Assistance from other public and private agencies may be required to respond to assist in tagging, removing, and identifying victims and determining final disposition of remains. Additional investigative resources may also be required to supplement those available within the County.

Mass fatality incidents/events may be the result of criminal acts or transportation or industrial accidents. Such incidents/events will require further investigation to determine the cause of the incident/event and/or the perpetrator. This investigation is conducted by local, state, or federal law enforcement or safety officials and is not the responsibility of the Medical Examiner.

4. CONCEPT OF OPERATIONS Mass fatality incidents/events require that a number of activities, both on-scene and

off-scene be considered. For the purposes of this annex, these activities are divided functionally into the following, On-scene Operations, Morgue Operations and Family Services Center (FSC) Operations.

On-scene Operations When a mass fatality incident/event occurs in the County, emergency responders will

take appropriate actions to save lives, assure prompt notification of the County Medical Examiner, and secure the scene. First responders will treat the mass fatality site as a crime scene and, once viable patients are removed, will prohibit entry until the Medical Examiner’s (ME) arrival. Care should be taken to limit disturbance of the scene to those activities critical to the removal of living victims for transport to medical facilities.

On notification of a mass fatality incident/event, the ME will notify the State ME and the County Attorney’s Office immediately. On arrival at the incident site, the ME will contact

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the on-scene Commander, conduct an initial size-up, and establish an investigative command post from which ME activities will be coordinated.

The first priority at an emergency scene is the safe removal and treatment of the survivors. The ME should provide assistance and advice, as needed, to assure the incident/event scene is minimally disturbed during the process. Once the survivors have been removed, the ME may assume control of the scene until the decedents are removed.

Depending on the nature of the incident/event, the initial Incident Commander will probably be a Law Enforcement or Fire Official. The ME may assume Command of the incident/event once all life saving activities have been accomplished, survivors removed, and hazards on-scene stabilized. More likely, the ME will request the Command be maintained by the initial Incident Commander or transferred to a more appropriate department, agency, or jurisdiction and the ME’s functions on scene will be accomplished through designation as a Branch Director or Group Supervisor.

On-scene operations will include activities to secure and document the scene, tag and flag, remove and transport victims, property and evidence; and investigate the cause of the incident/event.

In emergencies where multiple deaths occur in a number of locations within the County, the resources available to the ME may be inadequate to respond to all death scenes. In such instances, law enforcement personnel will be dispatched to each death scene. They will secure the scene, conduct a detailed investigation as to the circumstance surrounding the death(s) (as the situation allows), document all information, and arrange for removal of the victim to a location designated by the ME.

Morgue Operations Morgue operations will be initiated on the recommendation of the County ME in

coordination with the State ME. Establishing a temporary morgue will normally be a last course of action. Use of temporary storage facilities, with victim processing conducted at the State Morgue, will be done whenever possible. When the number of victims far exceeds local capabilities, a temporary morgue may be established at which identification, processing and disposition activities can be accomplished. Morgue operations will include activities to receive, examine and identify decedents and associated property or evidence; locate and assure notification next of kin; and arrange final disposition of decedents and their personal property.

Family Services A mass fatality incident/event can draw hordes of family and friends of possible

victims. An estimate is that for every victim, ten interested parties will need to be provided support. These people are very important to the identification process and successful handling of the incident. Advance planning is required to assure that a Family Service Center is quickly established to meet their needs. This facility should provide the necessary space and logistics to provide for interviewing, counseling, and provision of basic human services.



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The Family Service Center should be established away from the scene, but close enough to be convenient and make the people feel they are involved. Care should be taken to assure that on-scene personnel know where to direct the family and friends arriving at the scene. Family Service operations will include activities to receive, register and interview family and friends; provide a secure location for families away from the scrutiny of the media in which they can receive information about their loved ones; and coordinate a system for meeting the physical and emotional needs of victims’ families.

5. EXECUTION OF OPERATIONS First Response

First responders to the scene of a mass fatality incident/event will usually be Law Enforcement or Fire Officials responding under their own Mass Casualty Incident protocol. They will establish a command post, stabilize the hazard area, and triage, treat and transport injured victims. They will assure that the ME is notified if fatalities are apparent.

First responders must realize that a mass fatality incident/event will be a log-term incident that presents risk to responders from the presence of biohazards. Immediate consideration must be given to limiting and documenting access to the incident site and establishing a decontamination area. In addition to establishing staging areas to keep the scene from being overrun, a Rehab Area must be established.

Scene Security A death scene should always be treated as a crime scene. The scene should be

maintained and minimally disturbed during the removal of survivors. No property, body parts, or other items will be removed unless they can be positively identified and/or are critical to the full recovery of a survivor in which case they may be transported to the hospital with the victim. Once all survivors have been removed, the incident scene will be secured and access restricted to facilitate further investigation and removal of decedents.

A two-zone perimeter should be established with the inner perimeter designated to include all areas in which victims, evidence or property may be found. Entry into the inner perimeter must be strictly controlled and documented and should be limited to those personnel authorized by the ME. Entry into the inner perimeter should be by specific identification only and should be documented on an individual level. An outer perimeter should be immediately established at the maximum distance from the incident that can be secured. The outer perimeter can always be moved in, but it’s very difficult to move it back if it is established too close. No one other than assigned emergency workers should be allowed within the outer perimeter.

Biohazard Protection Because of the possibility of contact with body fluids, ass mass fatality scenes will be

treated as biohazard sites. The Incident Commander must take all precautions for infectious disease control. This must include the requirement for proper personal protection equipment for all personnel working within the inner perimeter and establishment of a system for decontamination of workers, equipment and supplies.



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Extrication/Evacuation of Deceased Victims The removal of decedents must be handled in accordance with investigative needs

for identification of the victim, determination of cause and manner of death, notification of next of kin, and further investigation into the cause of the incident/event. Care should be taken not to remove decedents until photographed, and video taped in place to assist in the identification process. If a major disruption of the scene is necessary for recovery, associated investigative agencies should be present at the time that the scene is altered significantly.

Staging and Transport Under implementation of the Incident Command System, a designated staging area

should be established and maintained to control the resources necessary to respond to a mass casualty incident. The ME may also establish a Transport Area to which bodies are removed to be loaded into vehicles once all on-scene investigative actions pertinent to that victim are completed. An evidence collection point should also be set up in the transport area to assure that all property and evidence are properly tagged and transported for safekeeping.

Incident Morgue There is limited body storage space in Coconino County and the State Medical

Examiner Facility. During a mass fatality incident/event, it may be necessary to identify a centrally located Incident Morgue. An Incident Morgue is the location where victims are identified, cause of death is determined, property is identified and secured, and disposition decisions are made. Local funeral homes and other private funeral services may be able to provide temporary holding facilities until the victims can be transferred to the Incident Morgue. Refrigerated trucks may be required to serve as cold storage facilities at the Incident Morgue location.

Identification Positive identification of victims is essential to the investigation process. Actions to

be taken to assure the greatest success in determining the true identity of victims are outlined in this ESF.

Personal Effects/Property Personal effects or property should be removed from the victims at the morgue once

photographs are taken and an assessment has been made of the usefulness of the property in identifying the victims. Jewelry if often important in the identification process and, once removed should be examined for initials or other identification marks. As they are removed, personnel effects should be treated as evidence and should be inventoried, processed and safeguarded for return to the family members.

Disposition of Remains Identified remains will be released to family members or disposed of following normal

release procedures. In cases where a victim cannot be identified, the ME will hold the body



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for later identification or bury the body after means of identification have been tried and photographs have been taken.

Mass burial will be considered only when the number of remains are unmanageable, overwhelm available resources, cannot be adequately stored, and become a public health concern. Considerations for locating a mass burial site include:

1. Existing cemeteries; 2. Federal, state or locally owned property or right of ways; 3. Appropriate privately owned properties, such as a large open field. 4. Sites with adequate access and egress to allow for future exhumation,

identification, and return to next of kin.

Families Word of a possible mass fatality incident/event will spread quickly. Families and

friends of possible victims will arrive at the scene, as will others who want to help. A designated location for families to gather should be established as a Family Service Center in an area away from the scene. Perimeter security must be maintained and guards briefed on the location to which they should direct family members.

A team of knowledgeable personnel should be assigned to identify family members and friends and conduct detailed interviews to assist in the identification of victims. The National Transportation Safety Board (NTSB), in conjunction with the American Red Cross, has the responsibility for providing support to families following aviation disasters/accidents. County resources will be responsible for initially dealing with any families or friends that arrive on-scene, as well as assisting in on-going operations of the Family Service Centers.

Media There is a great deal of public interest in mass fatalities; therefore, the media will be

on scene as soon as they find out about the incident/event. The on-scene Incident Commander will be responsible for assigning an Public Information Officer (PIO) to meet the needs of the media. A press area will be established away from the scene to prohibit the media from photographing or filming any victims. Once victims are removed, and on the approval of the Incident Commander and the ME, the media may be escorted into the incident scene for photographs. The media will not be allowed into the designated family area or Family Service Center(s), however, media request for interviews will be forwarded to the involved families for their private consideration. The media will not be allowed in or around the Incident Morgue, if one is established.

Names of the deceased will not be released to the media without approval of the Incident Commander and the Medical Examiner.

Critical Incident Stress Debriefing Stress is a natural reaction to a mass fatality incident/event. Case studies of critical

incidents involving numerous injuries or fatalities have revealed that a significant number of rescue personnel experienced some form of stress related symptoms following the incident.



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Critical incident stress debriefing involves a group process designed to mitigate the impact of a critical incident on personnel and to accelerate their recovery process.

Critical incident stress debriefing sessions will be conducted for all County personnel involved in the response to a mass fatalities incident/event. This will include personnel working On-scene, at an Incident Morgue, at the Family Service(s) Center, or other locations such as dispatch centers. These debriefings may be initiated on an ad hoc basis through normal provides such as Chaplains; however, at such time that formalization of the process is needed, County Mental Health will have the responsibility for organizing such programs.

Branch Support Mass fatality incidents/events will require full implementation of the Incident

Command System. While this annex focuses on the Operations Section, it will be critical that Section Chiefs are assigned to Planning, Logistics and Finance. Because a Mass Fatality Incident may require operations at a number of separate locations, assignment of personnel may be required to coordinate activities at each location. This may be best solved by the establishment of a Branch Support Group for on-scene Operations, Morgue Operations, and Family Service Center Operations. Common functions to be centralized may include:

1. Staging 2. Rehabilitation 3. Decontamination 4. Records 5. Ordering



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DIRECTION AND CONTROL

1. COORDINATION The County Emergency Operations Center may be activated to serve as a

coordinating facility in the case of a mass fatality incident/event. A request to activate the EOC may come from the Incident Commander or the ME.

2. EXECUTIVE ACTIONS If the incident is such that a declaration of emergency is required, the County/City

Manager may request that the Board of Supervisors declare an emergency to permit emergency actions not otherwise authorized or to request additional resources from higher levels of government.

3. TASK ASSIGNMENTS General

1. Preservation of life and safety of emergency workers and the public will take precedence over all activities addressed in this annex. All personnel will assure that the mass fatality incident/event site is cleared of all hazards prior to initiating body extrication and identification activities.

2. Personnel handling bodies or body parts will wear disposable latex gloves and other personal protective equipment to avoid contact with blood or body fluids that may be present. Any exposure must be documented and personnel decontaminated in accordance with OSHA requirements.

Specific

Medical Examiner 1. Make appropriate notification and report to incident scene to provide advice and

assistance to the Incident Commander while survivors are rescued. 2. Analysis resources needs and request assistance, as required. 3. Established and supervise Tag and Flag Area operations. 4. Identify, set up, and supervise the Transport Area. 5. Identify, set up and coordinate activities at the Incident Morgue to include victim

tracking, fingerprints, physical examination, withdrawal of blood and body fluids, forensic examination, victim identification, preparation for final disposition, release of remains.

6. Determine identification and cause of death, complete reports, and work with the State Medical Examiner for issuance of death certificates.

7. Arrange for release or disposition of personal effects.

County Attorney 1. Supervise and oversee the Function of the investigation. 2. Assume or assign the responsibilities of the ME in the event the County ME is

unavailable.

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3. Assist in cause of death investigation, as required 4. In case where criminal activity is suspected, investigate and prosecute as

appropriate.

Sheriff’s Department 1. Provide perimeter control and scene security. 2. Provide personnel to assist in documenting death scene to include

photographing, videotaping, and diagramming of incident scene. 3. Assist in fingerprinting of decedents. 4. Assist in reconstruction and investigation of death scene. 5. Coordinate PIO and Law Enforcement functions on the scene. 6. Assist in collection, processing, storage and release of evidence and personal

property. 7. Support Family Service Center set up and operation through assignment of

Chaplain Services.

County Emergency Management 1. Assist in operations of the Emergency Operations Center, if activated. 2. Provide logistics coordination, as required. 3. Recommend declaration of emergency and request additional resources from

State and/or Federal Agencies.

Health Department 1. Coordinate the delivery of mental health services to survivors, families of victims,

and emergency service workers, as required. 2. Monitor incident site with attention to public health issues. 3. Coordinate with the Red Cross to meet the emergency human service needs of

survivors and families of the victims. 4. Facilitate Critical Incident Stress Debriefings.

Fire Departments/Districts 1. Respond to scene of mass casually incident/event and assume Command if

viable patients are present. 2. Stabilize the incident scene. 3. Rescue, triage, treat, and transport survivors. 4. Determine Mass Fatality Incident and make appropriate notifications. 5. Assist in protection of the incident scene. 6. Provide personnel and resources for search and recovery, as required.

Public Works and Utilities 1. Provide facilities, equipment, personnel, and other resources for scene

stabilization, security, heavy rescue operations, decontamination, and/or traffic control.

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Volunteers 1. Established volunteer groups associated with police and fire agencies, including

chaplains, may provide assistance in any number of tasks outlined in this annex. Volunteers will work under the supervision and auspices of their parent organization. Young volunteers will not be used for this type of incident/event.

Funeral Directors 1. Assist in body recovery. 2. Assist in setting up and operating the Incident Morgue. 3. Provide transportation resources and storage facilities. 4. Provide assistance to victim’s families. 5. Assist in the disposition of decedents. 6. Access the cache of disaster mortuary supplies and equipment maintained at the

National Funeral Director’s Association.

Other Agencies 1. Depending on the cause of the incident/event, a number of other County

agencies, departments, state and/or federal and public or private agencies may become involved in a mass fatality incident/event. These may include the National Transportation Safety Board, Bureau of Alcohol, Tobacco, & Firearms, Federal Bureau of Investigation, Occupational Health & Safety Agency, American Red Cross, etc. At the time that local investigative needs are met, the incident scene may be turned over to another agency for further investigation.

Administration

Coordination 1. The Mortuary Services annex will be administered by the County Medical

Examiner’s Office with support from the County Attorney. Periodic review of the ESF and any associated protocols will be initiated by the ME on a bi-annual basis.

Investigative Reporting Although a Mass Fatality Incident represents multiple casualties, the normal system

for reporting the death and meeting investigative report requirements should be followed.



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ANIMAL PROTECTION ANNEX

1. INTRODUCTION The purpose of this annex is to establish a program that ensures the care and

sheltering needs of domestic pets and livestock are met following a disaster or animal health emergency.

2. SCOPE Animal Protection includes educating pet owners and the farm community about

emergency preparedness, disseminating guidance to animal owners, and coordinating medical and shelter arrangements.


• Rescuing stray and abandoned animals; • Tracking occupancies at boarding facilities; • Coordinating the emergency provision of essential medical supplies and drugs; • Organizing the participation of animal relief organization in response and

recovery operations; • Establishing temporary shelters, ensuring adequate supplies of food are

available at boarding facilities and temporary shelters; and • Providing grief counseling to victims whose animals are lost, injured, or killed.

3. SITUATION For the purpose of this annex, a domestic pet is a cat or dog and livestock are cattle,

sheep, hogs, goats, horses, and poultry.

A partnership of County, State, and Federal agencies and private organizations developed guidance intended to educate animal owners and facilities effective preparedness and response activities that safeguard animals in the event of a disaster or emergency.

The primary department serves principally to coordinate decision making it relates to animals health during response and recovery operations and to organize appropriate non-governmental entities in a cooperative, county-wide effort that provides for the basic needs of pets or livestock and their owners.

A community of organizations, including the Humane Society of the United States and the Professional Animal Workers Society, can contribute resources and technical assistance as necessary.

Some disaster situations may require citizens to evacuate their homes and farms, yet mass care facilities and shelters for citizens do not permit animals other than those used for special assistance. Thus, animal owners may be separated temporarily from their pets or effectively prevented from providing continuous care to livestock.

Extended care and temporary boarding facilities for domestic pets are located throughout the county and state, and pet owners intending to seek shelter during an evacuation are encouraged to attempt placing their pets in animal shelters.

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Pet owners evacuating from a vulnerable community but not seeking temporary shelter in a mass care center (i.e. driving to a relative’s house) should make every effort to include their pets.

Despite emergency circumstances, pets usually can remain safe at home during short-term absences by their owners if supplied with adequate amounts of water and appropriate food when restricted to a secure space. However, animals should be left alone only when no other option for shelter is available to the pet owner.

Livestock should be confined in a secure structure on high ground with access to food and water. Animal owners who evacuate should take with them appropriate, identification, immunization, and health records of all animals left behind.

A roster of veterinary hospitals, kennels, and other boarding facilities that will participate in the temporary sheltering of domestic pets during disaster periods will be developed, maintained, and shared with appropriate State, County, and local agencies and organizations.

Guidance for the emergency care and temporary sheltering of animals will be developed and shared with administrators of participating medical and shelter facilities.

Local emergency management agencies are encouraged to become familiar with the program and participating facilities in each jurisdiction and to coordinate in efforts to disseminate information about the program.

Local emergency management agencies are encouraged to assign staff to monitor the implementation of the program and mange requests from the public.

4. CONCEPT OF OPERATIONS An assessment of damage as well as needs will be conducted and the information

analyzed to determine the necessity of implementing the animals protection program or calling non-governmental partners into action.

When necessary, a mutual aid program that incorporates pet food and equipment supplies as well as veterinary professionals will be implemented during emergencies to provide assistance to local jurisdictions and citizens.

Request for assistance in animal health and safety matters will be obtained from county and state departments and agencies, other ESFs, and local jurisdictions.

Request will be tracked, and resources will be allocated and deployed in mission assignments.

A series of veterinary medical aid stations in proximity to the affected area will be identified, as necessary, to facilitate medical treatment and relief to injured animals.

A system will be implemented to capture, house, and care for runaway animals, and to publicize the list of participating temporary care facilities, for a reasonable period following an emergency event to help reunite stray animals with their owners.

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Guidance for the disposal of pets killed during the disaster will be offered to citizens. Appropriate actions will be taken to dispose of livestock killed as a result of the disaster.

Grief counseling will be available for individuals traumatized by the loss, injury, or death of an animal.

Appropriate State and local agencies will be notified when the program is activated. Local media also will receive notification and will be encouraged to publicize the program.

Participating facilities, agencies, and media will be notified when the sheltering program has ceased and guidance regarding the orderly retrieval of animals will be made available to the public.

5. ORGANIZATION Primary Department or Agency will:


• Act as the coordinating agent for all related resources and partners, develop strategy recommendations and operations assignments, and direct deployment, in cooperation with team members;



• Establish liaison with ESF-5 to facilitate the sharing of information and data; • Collects, compiles, and reports information and data, as appropriate. Support Department/Agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective departments/agencies or organizations available for animal health operations, as possible;

• Provide supplemental staff to support the team, as appropriate; and • Track the use of resources from their respective organizations and share that




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APPENDIX A. SAMPLE EMERGENCY DECLARATION

WHEREAS, the State of Arizona Emergency Response Plan and the resolution to declare a County Emergency empowers the Chairman, Board of Supervisors, Coconino County, Arizona to proclaim the existence or threatened existence of a local emergency when Coconino County is affected or likely to be affected by a public calamity; and

WHEREAS. The Chairman, Board of Supervisors of Coconino County does hereby find:

That conditions of extreme peril to the safety of persons and property have arisen within said county, (Event here).

NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists in said county; and

IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency the powers, functions, and duties of the emergency organization of this County shall be those prescribed by State Law, by Ordinances and Resolutions of this County, and by the County Emergency Operations Plan.

DATED:

Chairman, Board of Supervisors Coconino County, Arizona



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APPENDIX B. DELEGATION OF AUTHORITY TEMPLATE

Geographic Area

Fire and Aviation Safety Team (FAST)

SITUATION SUMMARY (Issues and Concerns/ Reason for ordering the FAST)

OBJECTIVES (Measurable)

TEAM SKILLS REQUIRED (Per Objectives listed above.)

The final team composition will be determined at time of dispatch and members named on the resource order.

MISSION The FAST is to conduct an independent assessment and evaluation of operational

and managerial activities (related to the specific objectives stated above) at the following locations (mission segments):

The team may determine visits to other incidents/organizations/operations as appropriate, and may do so after coordination with the GMAC.

The FAST will contact the GMAC Coordinator (describe frequency of contact):

The FAST is to provide technical or managerial assistance when requested and where necessary to immediately correct an identified, critical problem. The FAST may also provide short-term assistance in managing situations or incidents when requested by the incident, organization, or operation.

PROTOCOLS The FAST will organize and conduct an entry briefing with the appropriate managers

of the locations/incidents identified previously. The entry briefing will provide the objectives and operational parameters of the mission.

Once the mission segment is completed, the FAST will organize and conduct an exit briefing with the same officials or their designees, during which a draft of the mission-segment report will be presented and discussed. Components of this report will include:

• Purpose and Objectives • Findings, Commendations, and Recommendations • Follow-up Actions Needed • Immediate • Long-term • Scope [local, area, national] • Copy of the DoA

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The FAST will contact the GMAC Coordinator .

FAST will provide a final written report to the GMAC Coordinator upon completion of all mission segments. This report will include:

• FAST Final Report Outline • Executive Summary

Purpose and Objectives Summary (Findings, Recommendations, Commendations, Assistance Provided) Critical and Immediate Follow-up Actions Required

• Introduction • Methods and Procedures • Mission Segments (Summary of Incidents, Organizations, Operations Reviewed.

Include copies of Mission Segment Reports). • Analysis • Findings and Trends, Commendations, and Recommendations • Follow-up Actions Needed

Immediate Long-term

• Scope [local, area, national] • A copy of the DoA The Multi-Agency Coordination Group hereby charters and

delegates the preceding authority to , FAST Leader, effective on .

Chair, Coordinating Group

Date:

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DELEGATION OF AUTHORITY ASSIGNMENT OF RESPONSIBILITY AND INCIDENT OBJECTIVES

I hereby delegate to you full authority and responsibility for managing the incident within the framework of legal statute, agency policy, and broad direction provided in the Wildland Fire Situation Analysis and Agency Administrator direction to the Incident Commander. If any critical incidents should occur during your management of this incident, you have my delegated authority to manage the critical incident within Agency jurisdiction.

Your primary responsibility is to organize and direct your assigned and ordered resources for the effective, efficient, and safe management of the incident. You are directly accountable to me or my representative as indicated below.

On any occasion that I am not immediately available has full authority to represent me.

My objectives in the management of this incident are:

1. 2. 3. 4. 5. 6. This authority is effective and transition will occur on: DATE at

TIME

SIGNED: _ DATE:

Agency/Unit Line Officer (or acting)

RECEIVED: _ DATE:

Incident Commander



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APPENDIX C. ESF ACTION PLAN TEMPLATE

Action Plan Steps Guidelines for Content Responsibility

1. Review prior Operation period, Objectives as appropriate.

Determine status of each prior objective. Percent completed. Decide objectives to be carried forward to next operational period.

Assign area of responsibility to staff.

2. State objectives List one to five near-term primary objectives to be achieved for the ESF. Be specific.

Assign area of responsibility

3. Establish priorities related to objectives

Discuss objectives and put them in priority order.

ESF Leader and all team members.

4. As required, adopt strategies to achieve objectives.

Some objectives may allow for different strategies. Also, there may be cost, legal or political policy implications to be considered in how to achieve an objective. (Strategies will be influenced by resources availability.)

ESF Leader and all team members.

5. Make Assignments to implement the strategy for each objective.

Be specific. This is the step that will be used to see if the objectives are being met. What assignment, who does them, what resource are needed, and what additional resources are required.

ESF Leader

6. Review/Establish length of next Operational period

If the assignments and actions needed to meet the objectives will take four hours, then that will be the length of the Operational period. Operational Periods tend to be short at the beginning of an emergency and longer as time goes on.

ESF Team Leader and Team members.

7. Establish organizational elements as required

Review staffing needs, and complete an ESF Organization Chart for the next Operational Period.

ESF Team Leader

8. Logistical or other technical support required

Describe what is needed and develop a resource order if necessary ESF Team Leader

9. Attachments

Determine what may be needed to help explain or support the plan. E.g. policy constraints, communications, weather forecast, etc.

ESF Team Leader



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APPENDIX D. ESF CHECKLISTS

ESF 1 – Transportation

PREPAREDNESS Review and revise Emergency Action Plans regularly. Update equipment and resource listings on a regular basis. Distribute these lists appropriately. Revise mutual aid agreements as needed. Attend scheduled tabletop exercises and all other training events regularly. Review and analyze current disasters in other cities and states for their impact on local government and the respective responses of municipalities. Train employees on specific support functions. Develop interest and partnerships with businesses and Trans-Support Agencies.

RESPONSE Notify personnel, mutual-aid partners, and vendors. Establish and maintain contact with the Incident Commander and County/City EOC for instructions. Determine operational capacity status of streets, roads and bridges. Maintain ongoing information exchange with ESF 5. Contact airport dispatch, Railroad dispatch, AZDOT traffic management center for more information Begin clear documentation stream of all related costs, actions, decisions and communications. Establish refuel and maintenance schedules. Receive and complete mission assignments appropriately. Contact logistics for needs related to nonstop operations. Schedule personnel in shifts. Provide meals and necessary rest periods. Consider staging and re-entry issues.

RECOVERY Declare situation under control. Consult with command about needed recovery strategy. Assess losses of equipment, personnel. Develop estimates of dollar loss in situation and identify liability of funding agency (e.g., FEMA, County/City government, etc.). Assess need for critical incident stress management.

MITIGATION Perform post incident analysis with all personnel involved. Assess final internal expenses. Follow up on medical care of rescue personnel. Replace equipment, vehicles, and personnel. Reconstruct damaged or destroyed facilities.

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ESF 2 – Communications

PREPAREDNESS Assemble Emergency Action Plans. Update equipment and resource listings. Review mutual aid agreements. Attend scheduled tabletop exercises and training events regularly. Maintain radio hardware and software systems. Maintain related resources. Develop and maintain Continuity of Operations Plan for communications systems.

RESPONSE Notify personnel and vendors. Contact Incident Commander, County/City EOC. Document all related costs, actions, decisions and related communications. Establish refuel and maintenance schedules. Receive, track and complete mission assignments. Consider logistical needs for 24 x 7operations. Schedule personnel in shifts. Provide meals and necessary rest periods. Maintain ongoing contact with ESF 5.

RECOVERY Return radio equipment and resources to regular service. Finish required incident reports. Assemble and index all incident documentation. Provide copies of radio traffic recordings. Survey equipment and vehicles for damages related to incident. Solicit feedback from other responders. Attend kickoff meeting for Public Assistance. Meet with designated state and federal emergency management officials for the applicants briefing. Complete required PA applications and maintain detailed records for audit purposes.

MITIGATION Attend post incident analysis meetings. Solicit corrections to ESF 2 emergency plans. Revise ESF 2 response plans as necessary.



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ESF 3 – Public Works and Engineering

PREPAREDNESS Assemble Emergency Action Plans. Train response team leaders. Identify ESF 3 wide emergency action plan personnel schedules and reporting stations. Secure GIS maps and other infrastructure records and information for Coconino County. Secure memos of mutual agreement and on call contracts between the City, other governmental organizations and private support agencies. Identify all City and County support equipment. Identify and inventory all public buildings. Identify potential staging and disposal sites for debris. Establish active liaison with all critical public service organizations. Identify financial direction, support and financial reporting systems in preparation for emergencies. Establish internal Operations Center location and communications systems for DPW. Designate personnel to report to the County/City EOC.

RESPONSE Designated personnel report to the County/City EOC. Notify Public Information Officer (PIO) of ESF 3 activities. Implement personnel schedule. Respond to County/City EOC directives. Notify public and private support agencies to be on a standby basis for possible deployment. Mobilize required ESF3 activities: • Prep of Public Buildings; • Technical Evaluation, Damage Assessment,

Construction and Inspection; • Debris Clearance and Disposal; • Temp Access Routes; • Restore Public Services; • Environmental Mitigation; and • Manpower and Equipment. Log in the ESF 3 activities and support agencies being deployed and the time of their deployment. Mitigate the hazard. Collect and begin recording all incident and infrastructure information.

RECOVERY Deploy necessary City, Coconino County and support agency resources. Maintain contact with County/City EOC and provide regular reports and communication on all ESF3 activities. Assess and report on critical damage to and timetable for restoration of public buildings, services and other critical assets. Collect infrastructure update information. Collect and report on all hazard information. Inventory all ESF3 assets and determine replacement needs. Log out the support agency deployed and the end time of their deployment. Continue collection of incident information until County/City EOC is deactivated.

MITIGATION Debrief all ESF 3 activities and key participants. Collect all agency use records. Document level of effort, costs and payments complying with City, State and Federal requirements. Obtain feedback from each ESF 3 activity, reevaluate and modify emergency action plans. Conduct financial analysis and complete reporting requirements.



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ESF 4 – Firefighting and Hazmat

FIREFIGHTING PREPAREDNESS Assemble training needs. Train response teams in duties and procedures. Develop mapping software. Secure emergency equipment (protective clothing, rolling stock, SCBAs, etc.). Identify funding. Train responders in incident command procedures. Train in radio procedures. HAZMAT PREPAREDNESS Conduct site safety visits when possible. Update equipment and resource listings. Review mutual aid agreements. Attend scheduled tabletop exercises and training events regularly. Continue ongoing public education efforts regarding hazardous materials and proper sheltering in place practices.

FIREFIGHTING RESPONSE Report size-up to dispatch. Establish initial command post. Declare the type of emergency to dispatch. Make initial assignments and then establish appropriate sectors. Request necessary support from outside agencies. Facilitate sectors with requested assistance. Monitor the situation and adjust as needed. Escalate the command system structure as needed. HAZMAT RESPONSE Perform core emergency response functions. Hazardous Materials incident response capability. Start Incident Command; name PIO. Consider sheltering in place vs. evacuation. Set up decontamination operations before entry. Gather available information at the scene. Verify identity of the uncontrolled substance. Estimate incident course and potential harm. Determine strategic goals (e.g., stop the release, contain the substance, protect public health and the environment). Assess tactical options. Plan and implement actions. Evaluate actions for effectiveness. Review strategic options for effectiveness.

FIREFIGHTING RECOVERY Declare situation under control. Consult with command about needed recovery strategy. Assess losses of equipment, personnel. De-escalate fire service response. Develop estimates of dollar loss in situation. Assess need for critical incident stress management. HAZMAT RECOVERY Return decontaminated equipment to regular service. Complete required incident records and reports. Assemble and index all incident documentation. Survey all vehicles for new damages. Attend kickoff meeting for Public Assistance. Meet with designated state and federal emergency management officials for the applicants briefing. Complete required PA applications and maintain detailed records for audit purposes.

FIREFIGHTING MITIGATION Perform post incident analysis with all personnel involved. Assess final internal expenses. Follow up on medical care of firefighters. Replace equipment, vehicles, and personnel. Reconstruct. HAZMAT MITIGATION Attend scheduled post-incident analysis meetings. Compare documentation with other ESFs. Review and update internal and ESF plan as necessary.



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ESF 5 – Information and Planning

PREPAREDNESS Maintain and promote web site for public information. Conduct ongoing public education efforts about disaster preparedness to local schools, businesses, service groups, etc. Update resource listings and mutual aid agreements regularly. Host or attend scheduled tabletop exercises, local disaster planning meetings and training events. Validate or correct existing plans accordingly. Conduct and/or attend in available full-scale disaster exercises. Support regularly scheduled Special Events. Respond to potentially complex emergencies (e.g., anthrax hoaxes) to provide support. Seek grant funding for hazard specific training and equipment. Maintain ongoing communications with all ESFs. Maintain the immediate response capability of the Countywide Emergency Operations Center.

RESPONSE Open County/City EOC. Verify alert, notification, and warning efforts. Contact Incident Commander regularly for updates. Begin complete documentation stream: phone, fax, and radio logbooks; personnel schedules; related costs-overtime, materials, supplies; etc. Facilitate ESF arrivals, check in, and startup operations. Determine the status of routes and thoroughfares. Maintain information exchange with all ESFs.

RECOVERY Continue to oversee and maintain documentation stream. Contact FEMA Region for Public Assistance Division to arrange PA kick-off meeting. Alert United Way, and all other government and Human Service agencies of potential for reimbursement of specific costs. Notify all ESFs of the Public Assistance application kick-off meeting date. Coordinate PA applications process and monitor progress. Track and post recaptured costs as a means of maintaining audit trail against future audits. Conduct regular briefings to Senior Officials concerning the progress of the Recovery Effort. Maintain ongoing contact with FEMA and SEMA Disaster Assistance officials.

MITIGATION Collect and analyze all incident-related data, reports, and journals. Schedule and facilitate an overall incident after-action review. Collect internal incident after-action reviews from all participating ESFs. Analyze raw and processed data for lessons learned and recommend changes to the CEMP as necessary. Encourage public information programs to address potential vulnerabilities noted as a result of the incident.



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ESF 6 – Mass Care and Sheltering

PREPAREDNESS Assemble and maintain emergency action plans. Update equipment, resource, and shelter lists regularly. Review mutual aid agreements regularly. Attend scheduled tabletop exercises and other training events. Recruit and train volunteers for disaster response. Conduct Community Disaster Education. Coordinate with ARC National Disaster Supply Facility.

RESPONSE Notify personnel, vendors, and shelter facility owners. Contact Incident Commander, County/City EOC. Conduct preliminary and detailed damage assessment. Conduct pre-occupancy inspections of all facilities for shelters and service centers. Document specific disaster agreements with all facility owners/managers. Document all incident related costs, actions, decisions and related communications. Coordinate with ARC State Lead Chapter and ARC National Disaster Operations Center. Document all costs, actions and decisions. Establish/conduct mass shelter, service center, feeding operations and mental health activities. Coordinate with ARC Amateur Radio Activity.

RECOVERY Conduct post-occupancy inspections of all facilities. Document release of facilities. Assemble and index all incident documentation. Return all equipment to rightful owners. Assemble all unpaid invoices for payment. Solicit feedback from response constituents. Attend scheduled kickoff meeting for Public Assistance. Attend scheduled kickoff meeting for Public Assistance. Follow-up with spontaneous volunteers for further training. Complete required PA applications and maintain detailed records for audit purposes.

MITIGATION Attend scheduled post-incident analysis meetings. Compare documentation with other ESFs. Review and update internal and ESF plan as necessary.



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ESF 7 – Resource Support

PREPAREDNESS Review internal Emergency Action Plans regularly. Review mutual aid agreements as necessary. Attend scheduled tabletop exercises and training events regularly.

RESPONSE Notify personnel and vendors. Contact the Incident Commander and County/City EOC. Send ESF 7 official and staff to County/City EOC on request. Begin documenting all incident-related costs, actions, decisions, and related communications. Log incoming resource requests appropriately.

RECOVERY Return equipment to regular service schedules. Finish required reports. Assemble and index all incident documentation. Solicit feedback from other responders. Attend Public Assistance kickoff meeting. Meet with designated state and federal emergency management officials for the applicants briefing. Complete required PA applications and maintain detailed records for audit purposes.

MITIGATION Attend post incident analysis sessions.

ESF 8 – Health and Medical Services

PREPAREDNESS Review Emergency Action Plans regularly. Update equipment, personnel and resource listings regularly. Review mutual aid agreements frequently. Attend scheduled tabletop exercises and training events regularly. Continue on going public health education programs. Create a volunteer program for licensed medical professionals to assist in disaster response. Determine potential documentation strategies and methods for disaster responses.

RESPONSE Notify appropriate personnel and senior staff members Contact Incident Commander and the County/ City EOC. Document all incident related costs, actions, decisions and related communications. ID possible public health hazards in the disaster areas. Blood-borne pathogens, HIV, AIDS, Hepatitis, TB, etc. Ensure proper disposal of medical wastes and sharps. Receive and complete mission assignments appropriately. Consider logistical needs for potential 24 x 7 operations. Schedule personnel in shifts. Provide meals and necessary rest periods.

RECOVERY Return equipment to regular service schedules. Finish required incident reports. Assemble and index all incident documentation. Solicit feedback from responders. Send appropriate representation to kickoff meeting for Public Assistance. Meet with state and federal emergency management officials for the applicants briefing. Complete required PA applications and maintain detailed records for audit purposes.

MITIGATION Attend any scheduled post-incident analysis sessions. Identify errors and shortcomings in response; revise internal plans accordingly. Continue ongoing support of outlined preparedness actions.



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ESF 9 – Law, Military, Search and Rescue

PREPAREDNESS Assemble training needs. Obtain necessary certifications for team members. Train team members in duties and procedures relative to rescue/response disciplines. Secure necessary grant money and internal funding. Secure emergency equipment (meters, tools, vehicles, medical supplies, etc.). Train responders in incident command procedures. Train in radio procedures. Practice internal emergency plans often. Update equipment and personnel listings regularly. Review mutual aid agreements annually. Attend scheduled tabletop exercises and training events regularly. Use Special Events as a training ground for new personnel to learn incident management.

RESPONSE Notify all personnel and consider Unified Command. Assemble team members for dispatch. Report size-up to dispatch. Establish initial command post. Contact Incident Commander, County/City EOC. Provide necessary scene and County/City EOC perimeter security. Identify situation and the type of rescue disciplines required. Make initial assignments. Request support from outside agencies. Escalate the command system structure as needed. Document all related costs, actions, and decisions. Inspect vehicles for safety requirements. Establish refuel and maintenance schedules. Receive and complete mission assignments appropriately. Consider logistical needs for potential nonstop operations. Schedule personnel in shifts. Provide meals and necessary rest periods.

RECOVERY Declare situation under control. Consult with command about needed recovery strategy. Assess losses of equipment and personnel. Develop estimates of dollar loss in situation and identify liability of funding agency (e.g., FEMA, County/City Government, etc.). Assess need for critical incident stress management. Return equipment to regular service schedules. Finish required reports. Assemble and index all incident documentation. Survey equipment and vehicles for new damages. Solicit feedback from other responders. Attend kickoff meeting for Public Assistance. Meet with designated state and federal emergency management officials for the applicants briefing. Complete required PA applications and maintain detailed records for audit purposes.

MITIGATION Perform post incident analysis with all personnel involved. Assess final internal expenses. Follow up on medical care of rescue personnel. Replace equipment, vehicles, and personnel. Reconstruct. Attend scheduled post-incident analysis meetings. Compare documentation with other ESFs. Review and update internal and ESF plan as necessary.



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ESF 10 – Energy, Fuels, and Water

PREPAREDNESS Review internal Emergency Action Plans. Update equipment and resource listings regularly. Review mutual aid agreements. Attend scheduled tabletop exercises and training events regularly. Maintain ongoing public education efforts.

RESPONSE Notify personnel and senior management staff. Contact Incident Commander and the County/City EOC. Document all incident related costs, actions, decisions and related communications. Conduct appropriate restoration services. Establish refuel and maintenance schedules. Receive and complete mission assignments. Consider logistical needs for 24 x 7 operations. Schedule personnel in shifts. Provide meals and necessary rest periods.

RECOVERY Return equipment to regular service schedules. Finish required incident reports. Assemble and index all incident documentation. Survey equipment and vehicles for damages related to incident. Solicit feedback from other responders. Attend scheduled kickoff meeting for Public Assistance. Meet with designated state and federal emergency management officials for the applicants briefing. Complete required PA applications and maintain detailed records for audit purposes.

MITIGATION Attend post incident analysis meetings. Solicit corrections to ESF emergency plans. Revise ESF response plans as necessary.



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ESF 11 – Public Information

PREPAREDNESS Assemble Emergency Action Plans. Update personnel information and resource listings. Review mutual aid agreements. Attend scheduled tabletop exercises and training events regularly.

RESPONSE Notify appropriate personnel. Contact Incident Commander and County/City EOC. Document all related costs, actions, and decisions. Assist IC and ESF 5 with briefing preparation and deliveries as requested. Receive and complete other mission assignments appropriately. Consider logistical needs for potential nonstop operations. Schedule personnel in shifts. Provide meals and necessary rest periods.

RECOVERY Facilitate disposition of all donated goods and services. Ensure disclosure, tax information and acknowledgements (thank you) to all donors. Develop agreements with donors, as appropriate. Prepare reports from database as needed. Distribute information on remaining victims needed to the appropriate agencies.

MITIGATION Attend scheduled post-incident analysis meetings. Update website and database. Review and update internal and ESF plans as necessary.

ESF 12 – Volunteers and Donations

PREPAREDNESS Assemble Emergency Action Plans. Plan with non-profit agencies to develop for donations management. Educate the public on the pledging process. Attend scheduled tabletop exercises and training events regularly. Develop preformatted public service announcements.

RESPONSE Review damage assessment information. Contact Incident Commander, County/City EOC. Coordinate with the Joint Information Center. Develop and coordinate teams of spontaneous volunteers as needed.

RECOVERY Facilitate disposition of all donated goods and services. Ensure disclosure, tax information and acknowledgements (Thank you) to all donors. Develop agreements with donors, as appropriate. Prepare reports from database as needed. Distribute information on remaining victims needed to the appropriate agencies.

MITIGATION Attend scheduled post-incident analysis meetings. Update website and database. Review and update internal and ESF plans as necessary.



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ESF 13 – Business and Industry

PREPAREDNESS Revise respective Emergency Action Plans. Promote reality-based disaster planning on an on going basis. (Use existing educational resources.). Create and maintain a secure web site listing available resources for potential disasters. Develop the immediate capacity to open and staff a 24-hour hot line for disaster donations and temporary loans of special equipment from area businesses. Attend public sector tabletop exercises and training events regularly. Conduct ESF outreach and education efforts to a variety of local organizations: Unions, associations, social clubs, not for profits, retirees, etc. Develop teams of volunteers interested in assisting businesses damaged or destroyed by disasters. Provide basic safety training to these volunteers. Consider potential liability issues.

RESPONSE Contact the Incident Commander and the County/City EOC as appropriate. Dispatch a senior ESF representative and staff assistant to the County/City EOC upon request. Announce and promote the hotline for donations as directed by the Incident Commander. Begin a documentation stream of all incident related donations, loans, and related communications. Track the operational condition, use and status of loaned equipment (including necessary maintenance schedules). Require full accountability of all such resources upon dispatch and return. Expedite any incoming requests wherever possible.

RECOVERY Assemble and index all incident documentation. Request feedback from Incident Commander. Dispatch available volunteers with proper training to disaster area to assist business owners. Assist state and federal government agencies with economic recovery planning efforts.

MITIGATION Attend any scheduled post-incident analysis sessions. Identify errors and shortcomings in response and revise internal plans accordingly. Continue ongoing support of outlined preparedness actions. Encourage small businesses to update their disaster plans and insurance coverage regularly.



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APPENDIX E. PUBLIC INFORMATION ANNEX

Lead Department Coconino County Emergency Management

Support Departments All County Departments or Agencies with emergency response or recovery

responsibilities outlined in this annex.

1. Purpose To coordinate the collection of accurate data and information and the timely

dissemination of information and guidance to the public before, during, and after a disaster or emergency event.

2. Scope Public Information support entails summarizing essential data and facts from

briefings, reports, and announcements and sharing that material with the public and media, as well as coordinating the dissemination of alert, advisory, or informational messages.

Public Information activities include:

• Collecting and sharing facts and figures regarding an event; • Fielding public inquires about an event; • Inhibiting rumors and false reporting about the event; • Coordinating media access to disaster sites; • Conducting presentations for the public and media; and • Broadcasting public service announcements, including travel advisories, shelter

information, and health and safety guidance.

3. Situation The lead agency will coordinate all public information activities and should be notified

immediately of any emergency situation that involves more than two county agencies or may require special assistance. The lead agency will determine the need for additional staff support and seek supplemental personnel from contributing agencies as necessary.

The extent of damage to the communications infrastructure of the affected area may influence the operating strategy of the public information team and may eliminate some methods for delivering any message to the public.

Public service announcements and regular reporting by the media can be an essential aspect of emergency response and recovery.

The public information team will comply with all applicable county and federal laws regarding access to information.

Efforts will be made to accommodate reasonable media requests and time constraints.

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Actual procedures, organizational patterns, and task assignments for the Public Information Officer (PIO) team should be contained in a Standard Operating Procedures manual for the public information function, which should be developed separately and can be found after the development under a separate cover.

4. Concept of Operations When it reasonably can be determined that supplemental public information staff are

necessary, appropriate contacts will be made to request assistance or alert state and other cooperating PIOs of the possible need for assistance in the future.

A joint information system (JIS) will be used to coordinate any information released to the public during a multi-agency, multi-level response. Local, state, and federal PIOs involved in the response and recovery are expected to coordinate news releases with the local and state lead PIO or a designated representative.

The lead department or agency PIO will act as the County lead PIO and designate group assignments and will coordinate the release of information regarding an event with other PIOs.

As appropriate, the County lead PIO may be designated from among the support organization if an event is such that s/he possesses knowledge and experience particularly suited to leading the collection and dissemination of information and guidance.

Multiple news/media centers will be established as necessary, including a joint information center (JIC) and/or near-site media center when appropriate. Although multiple sites may exist, only one site—most likely the JIC—will function as the primary media center throughout the post-event operations.

Personnel will be assigned to mange a telephone number designated for public inquiry.

Information will be verified before released to the public, whenever possible. Any news release pertinent to specific ESF operations or a recovery program will be coordinated with the appropriate official to ensure its accuracy.

Every effort will be made to broadcast or release information through sources and by methods that guarantee the widest audience possible as quickly as possible.

The Emergency Alert System (EAS) will be utilized to disseminate emergency public information, when necessary, in conjunction with appropriate county and state officials.

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• Acts as the Team Leader and the team’s primary contact with the media as well as the team’s representative in policy discussions, conferences with ESF teams, and other matters.

• Acts as the coordinating agent for all public information personnel, develops operating assignments, and directs development, in cooperation with team members.

• Develops team procedures and policies, as necessary, in cooperation with team members.

• Ensures team members receive shift-relief from their respective organizations at appropriate intervals, as additional personnel are available.

• Establishes liaison with ESF 5 (Information and Planning) to facilitate the sharing of information and data.

• Collects, compiles, and reports information and data, as appropriate. Support Department or Agency: The support departments/agencies will:

• Provide assistance to the Team Leader, as appropriate, and make resources of their respective organizations available for public information operations, as possible.

• Provides supplemental staff to support the team, as necessary • Tracks the use of resources from their respective organizations and share that




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APPENDIX F. RADIATION EXPOSURE LIMITS

Large, brief, whole-body doses of gamma radiation (45OR and more) may cause serious sickness or death, depending on the size of the dose and on individual susceptibility.

When Radiological levels are 0.5R/hr or greater, but less than 25 R/hr, emergency services personnel may perform essential duties in the open. Exposure must be controlled and precautions taken to avoid entry into the body of radioactive dust by inhalation, ingestion, or absorption through cuts or abrasions of the skin.

When radiological levels are 25R/hr or greater, the calculated risk to exposed personnel needed to perform essential tasks may be justified provided the total whole-body exposure is kept below 300R. Exposures in this range should be limited to life savings only on a voluntary basis by persons fully aware of the risk involved.

Where available, the advice of a qualified Radiological Officer should be obtained in determining what exposure is to be permitted



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APPENDIX G. RADIATION RECORD

Radiological Protection

Radiation Exposure Record

Name:

Address:

Date of Birth: Social Security Number:

Date/Location Initial Reading/Time of Day Final Reading/Time of Day Exposure

Date: Total Exposure:

Signature:



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APPENDIX H. RADIOLOGICAL MONITORING

1. NUCLEAR RADIOLOGICAL MONITORING PROCEDURES The radiological monitor will perform the monitoring functions as described in the

Handbooks “Radiation Safety in Shelters” and “Radiation Safety for Emergency Workers.” The handbooks are available from the Arizona Division of Emergency Management.

The Radiological monitor, upon arrival at the assigned station, will:

Remove instruments and batteries from the monitor kits, perform the equipment operational checks, and notify the EOC that they have activated their monitor station and that their equipment is operational.

2. SHELTER MONITORING Exposure rates should be measured inside shelters to determine the best shielded

portions of the shelters and the immediate adjoining areas. Shelter Mangers may use this data in locating and re-locating shelterees to limit their exposures.

Personnel exposure measurements in shelter areas may be accomplished by positioning dosimeters so that representative shelter exposure will be measured. The size of shelters, exposure to the elements, and the availability of dosimeters will dictate the positions at which dosimeters will be located within shelters and shelter spaces.

Detailed shelter monitoring procedures and techniques are listed in the “ Handbook – Radiation Safety in Shelters”.

Shelter monitoring should include:

• Conducting operational checks on all monitoring equipment (survey meters, dosimeters, and charges).

• Positioning dosimeters in the shelter to show representative exposure rates. • Reporting equipment conditions to the EOC and shelter manager. • Drawing a sketch of the building. • Taking readings at selected locations throughout the shelter and recording the

dose rates on prepared sketches of the area. Particular attention should be given to monitoring any occupied area close to filters in the ventilating system. Show the time of readings on all sketches.

• Furnishing all sketches to the Shelter Manager and recommending one of the following courses of action: 1. Occupy only those areas with rates below 2 R/hr.

2. If exposure rates are not uniform and above 2 R/hr throughout the shelter, occupy the area with the lowest exposure rates.

3. If space prohibits locating all shelter occupants in the best protected areas, rotate personnel to distribute exposure evenly. DO NOT rotate personnel unless there is a difference of 10R in the exposure between the best and the least protected shelter occupants. Under all conditions, give consideration to

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providing the best available protection to pregnant women. Children under 18 years, and personnel assigned to early emergency operations.

4. Inform the Shelter Manager and the Emergency Operations Center and request guidance if:

a. At any time during the shelter period the inside exposure rate reaches or exceeds 10 R/hr, or

b. Within any two-day period of shelter the exposure is 75R.

• Issue each shelter occupant a Radiation Exposure Record. As approved by the Shelter Manager, advise each person once daily of their exposure during the previous 24 hours.

3. EXPOSURE CONTROL Monitors involved with exposure control will receive overall operational guidance

from heads of local jurisdictions via normal EOC channels of direction and control.

All but the most important survival operations should be postponed as long as practicable to take advantage of the decay of fallout.

The operational CDV-742 Radiological dosimeter provides the best means available to a monitor for determining individual exposures to radiation in a nuclear situation. The averaging formula may be used when dosimeters are not available:

Exposure = (R1 + R2 * T) – PF

Where

R1 = Initial Exposure Rate.

R2 = Final Exposure Rate of an Increment of Time.

T = Time Listed as Decimal Portion of Hour (s).

PF = Protection Factor When Inside a Facility.

Example

An individual is in a shelter that has an initial exposure rate of 4 R/hr, after 24 hours the exposure rate is 0.5 R/hr. The protection factor of the shelter is 50. By using the averaging formula, we can predict the total dosage to the individual.

Exposure = (4 + .5 * 24) – 50

2

Exposure = 4 R

NOTE: Appendix G should be used in maintaining exposure records.