ML20151S744
| ML20151S744 | |
| Person / Time | |
|---|---|
| Site: | Shoreham File:Long Island Lighting Company icon.png |
| Issue date: | 07/11/1988 |
| From: | Federal Emergency Management Agency |
| To: | |
| References | |
| OL-3-A-023, OL-3-A-23, NUDOCS 8808160090 | |
| Download: ML20151S744 (125) | |
Text
-
I Official Exhibit ilo. 23
$ - 2,.3 Cnc No.
go3} z2 rDL - 3 mr nw,ibrty)
%$[I' DLpn'!.ica:
IdC3tihCd FEDERAL EMERGENCY MANAGEMENT AGENCY R:f'+3 CPG 18/ Of56$Nd85- ~~
's m3 11 P 5 '.53 gg'f f ~
cate; witnss:
Reporter:
GUIDE FOR 6cch M
.7cu-**
DEVELOPMENT OF STATE AND LOCA"C EMERGENCY OPERATIONS PLANS
"'r a amm
't,
~
. :n. _
%) a, ;..,
's e
?-94__
ll h,i -
~
u 7
-?).:
9}Au? lQ s:
}
\\
. ?.
i'h pl [
~
~
~7<
"s
,.gf,
a
?,
p, dm n ?
j Msik l*
a w
gg p\\,
n =%e,n=h
- v p#
V s.l)&[,b. d 1 l t :.; i s
- -x. '
ya sw,
55:$4,.'d jhhfI'kkjhhf[
f
...,f
' ! ! ).v 4 -fy N
7
/
D%
N
- .3 g; O V, "t ? f9.
3.m
. o.y g;
~...~ w.
~.
.... 2 yp
'se n' srF 2am' m_
, =
s u
s s
8808160090 080711 ADOCK OSO y 2 PDR
~
r
~
i.
f s
GUIDE 'FOR DEVELOPMENT OF STATE AND LOCAL EMERGENCY OPERATIONS PLANS Office of Management and Rudget approval number 3067-0123 has been assigned to the collection and reporting ef information for the development of State and Local Emergency Operations Plans.
FEDERAL EMERGENCY MANAGEMENT AGENCY WASHINGTON, DC 20472 4
b
,8
,-v.,-,
, r - v.. e-,
--...,,,...,---.,--,------,,n.....
- +. - -. -.,,,,,,.. -
....... -.,.,, ~ - ~ -.,,. -,
i
- r 3
Civil Preparedness Guide I
/
Federal Emergency Management Agency w
^
Washington, D.C. 20472 l-8 a
CPG Y
]
Octoler 11, 1985 FOREWORD This interim civil preparedness guide (CPG) provides information for emergency management planners and for State and local government of ficials on the Federal Emergency Management Agency's (FEMA's) concept of emergency operations planning undar the Integrated Emergency Management System (IEMS).
Final issuance of this CPG will follow the completion of current reviews of the civil defense program mandated by Congress. During the interim, users of this guide are requested to provide FEMA with comments based on their ex pe ri ence.
The purpose of the IEMS approach is to improve the individual and collective capabilities of all organizations with emergency management responsibilities.
This is being done with a businesslike, problem-solving technique involving a progression of analytic and olanning processes--hazard identification, capability assessment, and multi-year development planning.
The IEMS concept of emergency operations planning is not radically different from earlier approaches, but it places more emphasis on the integration of planning to provide for all of the hazards identified in the jurisdiction's hazards analysis.
It also encourages the use of generic functional annexes applicable to any emergency situation, with truly unique aspects of particular threats addressed in hazard-speci fic appendixes. Great stress is placed on the improvement of capabilities for simultaneous, coordinated response by a nunter of emergency organizations at various levels of goverrment.
Such capa-bilities are essential for achieving optimum overall results in large-scale emergency situations.
l The IEMS approacn to planning is economical without sacrificing effectiveness, I
and it is expected to bring about improvement in the plannino process by encouraging participation of more of the of ficials responsible for managing emergency operations.
1 f
- O LJ. y**
l 1
Samuel W. Speck
/ Associate Director State and Local Progran.s and Support G
October 11, 1985 CPG l-8 4
p CONTENTS Page 1
CHAPTER 1:
I N T R OD U C T I O N........................................
1-1 j
l l
1.1 Purpose.................................................
1-1 1
1.2 Supersession............................................
1-1
- 1. 3 Appli cab i l i ty a nd Scope.................................
1-1
- 1. 4 Th e P l a n n i n g Pr o c es s....................................
1-3
)
1.5 Overvi ew of Pla n Content and Format.....................
1-5 f
1.6 References..............................................
1-10 CHAPTER 2:
THE BASIC PLAN......................................
2-1 l
l 2.1 Purpose.................................................
2-1 l
2.2 Overvi ew o f the Ba s i c Pla n..............................
2-1
- 2. 3 El ement s of th e Ba s i c Pla n..............................
2-1
- 2. 4 Sa mpl e of a Ba s i c Pl a n..................................
2-3 CHAPTER 3:
FU NCT I O N AL AN N E XE S..................................
3-1 3.1 Purpose.................................................
3-1
- 3. 2 Ove r vi ew o f Fun ct i on a l Ann exes..........................
3-1 3.3 Description of Functions for Generic Annexes............
3-2
- 3. 4 Sampl es o f Fun ct i on al Ann exes...........................
3-4 CHAPTER 4:
HA ZARD -SPECIF IC APPE ND IC E S..........................
4-1 4-1 Purpose.................................................
4-1 4.2 Overvi ew o f Ha za rd-Speci fi c Appendi ces..................
4-1 4.3 Devel opment of Ha zard-Speci fic Appendices...............
4-1 4.4 Content of a Ha za rd-Speci fic Appendi x...................
4-1
- 4. 5 Sampl es of Ha za rd-Speci fic Appendices...................
4-2 CHAPTER 5:
SAMPLE EME RGE NCY OP E RATIONS PLAN....................
5-1 5.1 Purpose.................................................
5-1 5.2 Li mi tati ons of the Sampl e Pla n..........................
5-1
- 5. 3 Sampl e P la n Tab l e of Cont ent s...........................
5-1 l
}
l
}
October 11, 1985 CPG l-8 CHAPTER 1 INTR 000CTION 1.1 PURPOSE This Civil Preparedness Guide (CPG) describes a recommended form, content, and development process for State and local emergency operations plans.
It sets forth the Federal Emergency Management Agency's (FEMA's) policy concerning plans produced with Federal assistance.
1.2 SUPERSESSION This document supersedes CPG 1-8, local Government Emergency Planning, dated April 1982.
1.3 APPLICABILITY AND SCOPE a.
Applicability.
The policies and procedures presented in this CPG apply to State and loc'al levels of government.
Federal, State, and local government personnel and individuals with emergency canagement responsibili-ties in the private sector will find this document useful as guidance on coordination, developnent, review, vclidation, and revision of Emergency Operations Plans (E0P's).
b.
Scope and Description of Emergency Operations Planning. An E0P is a document that contains information on how citizens and properti will be pro-tected in a disaster or disaster-threat situation.
It describes actions that ney be required for any hazard, natural er technological, including the effects of nuclear war.
It details the tasks that are to be carried out by specified organizational elements at projected places and times based on established objectives, assumptions, and a realistic assessment of capabilities.
(1) State-level plans.
State E0P's not only provide for coordinated action by State response forces, but they establish a framework-Jolicies, objectives, approaches, and the basis for assumptions--that is essential for local-level planning. A fundamental goal of emergency management is to establish the capability of mobilizing all levels of government as a unified emergency organization, if duly constituted authorities should decide that such action is necessary. As full partners in the emergency management community, the States exercise their authority and contribute their resources in the interest of reaching this goal.
They document this commitment and communicate it to other levels of government and to the private sector through the State E0P.
l (2) local Plans.
The local E0P describes the community's approach to emergency planning, organization, and operations.
It provides for an emergency management system tailored to the particular needs of the jurisdic-tion and sufficient for the role and responsibilities that would be generated by a large-scale, widespread disaster or disaster-threat situation.
It covers the use of evacuation and in-place shelter to protect the population.
It identifies resources and provides a system to ensure the orderly use of those resources under extraordinary conditions.
1-1
GPG 1-8 1
i October 11, 1985 I
c.
Planning Under IEMS, Under the IEMS process and that this understanding should be reflected in E0P'sc shown that plans developed for one type of emergency are.
Experience has capability can be established by addressing broad extremely useful for such as direction and control, warning, communications, evacuation, and provision of shelter.
activities generically.E0P's are multihazard, functional plans that treat ity as possible without reference to any particular hazard; an address the unique aspects of the individual disaster agents, thoroug ey compactly, in hazard-specific appendixes to the generic material, d.
Federal Role in State and Local Planning and Operations.
(1)
FEMA iesponsibilities.
In Executive Order 12148, Federal Emergency Management, dated July 20, 1979, the President in working with State and local gov sector to stimulate v mitigation, response,igorous participation in civil emergency preparedness, and recovery programs.
Undar specified that the FEMA Director will develop policies whic"Implementation" it is all civil defense and civil emergency functions, resources,h provide that Executive agencies are:
and systems of (a) and systems to the maximum extent practicable; founded on the use of e (b )
integrated effectively with organizations, resources, and programs of State and local governments, the private sector and volunte organizations ; and (c) respond to and recover from the effects on the population of a emergenci es.
at all levels of government to act together--quickly and response to large-scale cmerger.cies.
The disaster-threat situations in which a dire are already numerous disaster or permitted by legislative and executive mandates. State and local governm have long made it a practice to provide support to neighboring communities in ments or of simple need. emergency response and recovery situations on the ba in disaster operations in which the community directly affected has by well-meaning neighbors. serious problems controlling an oversupply o Thorough coordinated planning at all levels of government is essential to raise the probability that the response to any s
FEMA intends tu vigorously promote emergency man designed to fill this need.
1-2 a
.~
October 11, 1935 CPG l-8 (2) Objectives of Emergency Management Planning. To carry out its e
assigneo role eth respect to emergency planning at the State and local levels, FfMA has established the following objectives:
(a) To foster a nationwide, systematic approach to State and local planning for emergency management.
(b) To develop plans supporting a capability for prompt, cocedinated response t: large-scale disasters or threats simultaneously by ail levels of government.
(c) To provide a basis for assured continuity of government (C0G) at all levels for the duration of large-scale disaster situations and other major emergencies.
(d) To improve the operational utility of emergency plans.
(e) To promote uni formity in principles, policies, and concepts of operations and compatibility of organizations ar.d systems to facilitate coordinated response.
(f) fo reduce redundancy in plan documentation.
1 1.4 THE PLANNING PROCESS l
a.
The Team Approach.
The E0P thauld grow out of a planning process 1
conduct ed by a planning team. This team should include representatives from
~
each State and local government department and agency with an emergency mission and from each nongovernmental group to which such a mission should be assigned, e.g., n ews medi a.
b.
Samole Planr.ing Process.
Some States have prepared step-by-step 6pproaches to guide lievelopmEnt of plans.
Such procedurer can be very useful, i f applied with flexibility and good judgment.
The folloi.ng example is a summary of a process actuallj used in one State for development of local pla ns.
It assumes that a lead State planner will coordinate and facilitate the development of the plan, but this role,may also be playec by the local omergency manager or another qielifiea individual, such as a community planner or a private consultant.
For the purposes of this CPG many steps have been cambined into general categnries of actitrity, wnich means th;t the process would have to be elaborated and *. ail or ed ;o each jurisdicticn, *, f actually used in a planning project.
The etar is is carticularly valudble., nowever, in that it clearly illustrates One r
importance of broad participatit a, and the team approach and calls attention to a nunner of essenti31 activities in developing an E0P for a jurisdiction of any size, includine a State.
This iliustrative process includes the following steps:
(1) Carry out a hazards identification process or review and update the existing Haraeds Anclysis.
1-3 I
\\
I i
CPG 1-8 October 11, 1985 e
(2) Review the existing plan or plans for the jurisdiction and complete any other needed research on, for example, background information about the jurisdiction, plans of neighboring jurisdictions, and statutes providing the basic authority for the plan and for predelegation of emergency authorities.
(3) Develop questionnaires for functions / services to determine available resources, organizational structure, mutual aid agreements, vulnerabilities, etc.
(4) Provide questionnaires to the Emergency Program Manager (EPM) for distribution to agencies / departments.
Brief the EPM on the planning process and encourage him or her to brief other local of ficials.
(5)
Ensure that the EPM has a copy of each completed questionnaire for use in developing or revising the jurisdiction's resources inventory.
(6) Develop rough drafts of the basic plan, functional annexes, and hazard-specific appendixes to serve as a point of departure for the planning project.
(7) Meet with the EPM, provide copies of the r~
.h drafts for review, brief him or her on the recommended format for the cd, and explain the local role /respons1bility for revising the Resources Inventory.
(8) Working with the EPM, develop agendas and invitation lists for the first series of planning meetings. Obtain widest possible range of participa-tion.
(9) Revise E0P as changed by the EPM. Date and copy this version, which may be designated a "working draf t" E0P.
(10) Prepare presentation and conduct a planning meeting; brief the participants, establish planning committees for each function, appoint a chair-person for each committee, and tentatively schedule a follow-up planning meeting.
(11) Conduct an unofficial, or verification, survey of the congregate-lodging and disaster-ef fects protective shelter available to the community.
(12) Work with the planning committees to improve and refine each functional annex; form subcommittees for each hazard to be separately treated and work with them to improve and refine hazard-specific appendixes; facilitate joint meetings of nazard-specific subcommittees for different functions to ensure proper coordinatian.
(13) Review annexes and appendixes submitted by planning committees and work with the committees to make any further improvements indicated.
(14) Prepare or improve maps, charts, and any other graphics that have been called for during the planning process.
(15) Edit the entire E0P to ensure consistency in style and substance.
1-4
October 11, 1985 CPC 1-8 (16) Produce a final draft of the E0P and provide copies to all planning team members. Submit copies to reviewing authorities as required and to other organizations as needed for effective coordination.
{
i (17) Hold a final planning teim meeting; discuss any further required changes; decide procedure for presenting the E0P and carrying out implementa-tion instructions, which should be included in the plan or in the introductory l
material to it.
(18) Make presentation to local elected officials; obtain concurrence and official promulgation of the E0P.
(19)
Print and distribute the E0P.
(20) Provide copies of the plan or information extracted from the plan to governmental and private organizations--e.g., other local governments, sub-state reional planning councils, FEMA Regions, private disaster relief organizations, military facility commenders--as necessary to support preparedness for joint operations or coordinated operations in large-scale disasters affecting multiple j uri sdi ctions.
(21) Work with the EPM to develop an exercise program to ensure that the E0P remains active and familiar to officials responsible for emergency manage-ment functions.
(22) Remember that planning is a cyclical process.
1.5 OVERVIEW OF PLAN CONTENT AND FORMAT a.
Administrative Approach.
To achieve the national objectives of emergency management planning, FEMA must be able to influence the content of State and local E0P's. Ona way of doing this is by promulgating criteria of acceptability and e3tablishing administrative procedures for enforcing compli-ance with those criteria. Another way is for FEMA to work cooperatively and on a continuing basis with the organizations that are responsible for emergency management throughout government and the private sector to ensure compatibility of plans and systems and to establish confidence in the capa-bility for coordinated operations. Both of these approaches are necessary, if FEMA is to meet its responsibilities and achieve its goals. FEMA's policy is to continue to emphasize a positive approach to bringing about consistent results in emergency operations planning and capability building.
b.
Plan Content.
The following criteria may be made binding uoon some users of this CPG; by references in the articles or statements of work in l
contracts and cooperative agreements er by criteria for participation in l
various financial assistance programs. Those not so obligated who, neverthe-less, wish to be prepared to participate as an integral part of the nationwide emergency management system, shousd use the criteria as guidance on the basic planning requirements essential for such a role.
l E0P's address all hazards to which the communities covered are particularly vulnerable, including the possibility of nuclear attack, and contain provisions to accomplish the following:
1-5
CPG 1-8 October 11, 1985 (1) Declare the purpose of the plan and, in more specific terms, the purpose of each plan element.
(2) Define t5e problem addressed in a given part of the plan:
describe the situations and the general environme.it that would establish likely preconditions for activation of the emergency organization to carry cut operations under the plan.
This descripticn should reflect the findings detailed in the hazards identification process.
(3) State assumptions adopted during the planning process which may significantly impact emergency operations.
(4)
Present the jurisdiction's concept of emergency operations, carefully describing relationships with other governmental units at the same and at lower and higher levels.
Describe the process of coordination, and clearly establish guidelines for establishing and maintaining direction and q
control.
Cover the approach to ensuring overall continuity of governmental operations in the jurisdiction; and in the appropriate parts of the plan, address all seven COG measures:
(a) Succession to office, (b) Predelegation of emergency authority, (c) Emergency action steps, (d) Emergency operating centers, (e) Alternate emergency operating centees, (f) Safeguarding essential a
records, (g) Protection of government resources, facilities, and personnel.
(5) Describe the jurisdiction's organization for large-scale disaster operations, compare it to the normal organization, and make provision 3
for timely and orderly activation of the emergency organization.
Provide clear Statements of the roles to be played by elements of the normal organiza-tion in the emergency organization.
(6) Explain how the plan is to be logistically supported; describe communications systems and procedures that will be relied unon to alert and direct emergency response forces, receive and disseminate warning, request aid from other jurisdictions or levels of government, and receive requests for aid from other jurisdictions.
(7) Describe how emergency response forces will be used to protect citizens and property when it is necessary to respond to, contain (if possible), and recover from disasters caused by the hazards tne jurisdiction faces. Detail direction and control relationships, means for alerting response forces, warning of the public, recovery procedures, and use of emergency facilities and personnel to provide the direction and control needed for each disaster response operation.
(8) Describe how the firefighting, police, public works, emergency meaical, emergency management, and other private and volunteer agencies function during emergency and disaster situations.
These organi-zations collectively pc* form the services that allow the jurisdiction to respond to ard recover from disasters.
Additionally, these agencies provide the necessary support that allows evacuation operations to be implemented.
(9) Detail procedures necessary to ensure safe and orderly evacuation of citizens threatened by the hazards the jurisdiction faces.
The fundamantal assumption for this part of the plan is that sufficient warning j
time will be available to evacuate the population that is thre:tened.
Given 1-6
optobar 11, 1985 CPG l-8 the variability in the types of hazards and in the sizes and populations of areas that might he threatened, planning must provide a range of evacuation options for selection and implementation ny decisionmakers.
(10) Detail those provisions that have been made for the coordination and d!ssemination of emergency public information and education materials to the general public by the mass media during a situation that warrants notification of all or most of the community's population.
(11) Address actions to protect the population from the hazards associated with nuclear attack, natural disasters, and technological hazards.
Shelter considerations a h de protective meatures, care for evacuees, and i
care for those people who mus' rely on in-place sheltering because time or circumstances ao not allow eve'uation.
c.
Consideration of peopl with Special Needs.
Government at all levels and private sector organizations involved in community service activities have heavy responsibilities for n lintaining awareness of and being prepared to provide for the needs of persons with disabilities or other special problers, such as inability to communicate in the predominant language of an area.
Disabilities are functional reducticns or losses caused by impairing medical conditions.
Tney can relate to physical function, mental function, motor function, the senses, or hidden fv"ctions, e.g., respiratory and cardiac conditions, epilepsy, and mental retardicion.
Inability to communicate in the predominant language of an area means being unable to speak or understand the language generally used in the conduct of day-to-day business of the conmunity. Without this ability, people cannot promptly receive or provide vital information given or requested in the predominant language.
To be as certain as possible that all needed assistance will be available to everyone in the community, consideration for the requirements of specia l-needs persons should be fully integrated into the emergency operations planning and capability building processes.
Emergency management organizations should carry on a range of activities relating to special-needs persons or in which the concerns of such persons are of particular importance, such as the following:
(1)
Identification of special-needs persons or groups in the jurisdiction.
(2) Maintenance of inventories of resources, both human and material, that may be needed to assist persons with special needs.
Sources to be considered should include self-help, volunteer, private sector, and government at all levels.
(3)
Ider.tification or development, testing, and use of systems for alerting and warning special-needs persons in major e;nergency situations.
(4)
Identification or development, testing, and use of systems for protecting special-needs persors from the effects of disasters.
The two basic protective options, in-place protective shelter and evacuation, are the Nsame for special-needs persons as for the general public.
The unique situa-1-7
CPG 128 OctobGr 11, 1985 tions of soecial-needs persons, however, must be given careful consideration during the processes of choosing and of implementing the protective strategy.
~
Factors to be considered include special requirements for preparation, trans-portation, facilities at reception and care centers, and return movement.
~
(5) Notification, education, or training in the jurisdiction regarding the emergency-related conce: ns of special-needs persons with target audiences including the special-needs persons, themselves; organizations serving special-needs persons; emergency services personnel; the news media; advocacy groups representing special needs persons: and the general public.
(6)
Exercising and evaluation of emergency operations plans to assure that they are appropriate, practical, and flexible in addressing the requirements of special-needs persons, d.
Plan Fornat.
It is FEMA's policy to refrain from establishing plan format requirements. The plan format used in this CPG is a good one, but it is not the only satisfactory one. Many States have used different fornots sutcessfully for a number of years.
It is likely that no one format is the best for all jurisdictions of all sizes in all parts of the country.
Plan format, like many other aspects of emergency management, must be chosen on the basis of what has been proven in practice. There is no intent, therefore, to imply that the format presented here should be universally adopted. Most of the important principles espoused in this CPG can be honored in the context of varying formats.
It is recommended that an E0P include the following three components:
(1) A basic plan that serves as an overview of the jurisdiction's approach to emergency management, including broad policies, plans, and procedures.
(2) A series of functional annexes, in support of the basic plan, that address specific activities critical to emergency response and recovery.
(3) Hazard-specific appendixes, in support of each functional annex (as necessary), that contain technical information, details, and methods for use in emergency cperations.
The question of inclusion of standard operating procedures (SOP's) in E0P's is frequently raised.
SOP's are critically important planning elements.
They usually contain checklists that are very useful in actual operations; and a great deal of important, but variable, information is found in them.
In terms of administrative requirements, FEMA does not insist upon the inclu-sion of SOP's in plans submitted as end products under Federal assistance progra ms.
This does not mean that SOP's should always be excluded from the pl a n.
It may be very useful to include the more important ones, and this CPG recommends that this be done. The decision should be made by government officials and planners, with consideration for such factors as the need to communicate the information contained in the SGP's to other emergency organi-zations and the right to privacy of people named in alerting lists and resource inventaries.
1-8
Qctobst 11, 1985 CPG l-8 4
Figure 1-1 illustrates the relationship of the components of an E0P.
Subsequent chapters of this CPG describe the suggested content of each component in detail.
~
FIGURE 1-1 COMPONENTS OF AN EMERGENCY OPERATIONS PLAN l
i Basic Plan Addenda to the Basic Plan (e.g., Tabs for Maps and Organization Charts.)
Functional Annexes (e.g., Direction and Control, Communications, Warning, Emergency Public Information, Evacuation, Reception and Care, In-place Protective Shelter, Health and Medical, Law Enforcement, Public Works, Fire and Rescue, Radio-logical Protection, Human Services, and Resource Management)
Addenda to the (Tabs for generic functional work aids, Functional such as Maps, Charts, Tables, Checklists, Annexes Resource Inventories, and Sample Forms.)
1 (e.g., Earthquake, Flood, Hurricane, Nuclear l
Attack, Nuclear Facility Accident. Depends l
Hazard-Speci fic Appendixes on jurisdiction's hazards analysis and judg-ment concerning sufficiency of coverage in l
the functional annexes, given determined l
vulnerability and risk) l
~~
Addenda to the (Tabs for hazard-specific work aids, Ha za rd-Speci fic such as Maps, Charts, Tables, Checklists, Appendixes and Summaries of Critical Information.)
f 1-9
CPG 1-8 October 11, 1985 1.6 REFERENC ES This paragraph refers to key sources of information on emergency management planning in general or on procedures and requirements relating to Federal assistance programs administered by FEMA. Additional useful publica-tions covering various aspects of emergency management are included in the "References" paragraphs in the sample annexes and appendices in Chapter 5.
A more extensive listing of FEMA publications is included as an appendix to CPG 1-5, which is cited in the following list.
CPG 1-3, Federal Assistance Handbook: Emergency Management, Direction and Control Programs, dated January 1984 CPG 1-5, Objectives for Local Emergency Management, dated July 1984 CPG 1-6, Disaster Operation: A Handbook for Local Governments.
dated July 1981.
CPG 1-32, Financial Assistance Guidelines, dated January 1984 CPG 1-35, Hazard Identification, Capability Assessment, and Multi-Year Development Plan for Local Governments, dated January 1985.
O 1-10
Octobsr 11, 1985 CPG 1-8 CHAPTER 2 THE BASIC PLAN 2.1 PURPOSE This chapter provides guidance on the content of the basic portion of an E0P.
2.2 OVERVIEW 0F THE BASIC PLAN The basic plan provides an overview of the jurisdiction's approach to emergency management.
It is an umbrella plan in which a substantial amount i
of generally applicable organizational and operational detail should be covered, and it should establish the structure that will be reflected in l
annexes to the plan.
In general, the basic plan should cite the legal authority for the plan, summarize the situations addressed, explain the concept of operations, and l
describe the organization and responsibilities for emergency planning and l
operations.
1 2.3 ELEMENTS OF THE BASIC PLAN The basic plan ordinarily includes the following elements:
a.
Introduction.
By way of introduction to the plan as a whole, various items precede the basic plan.
(1)
Promulgation Document. The promulgation d.ocument, usually a l
letter signed by the chief executive, gives the plan official status and provides authority for requirements it places on departments within the government.
It also presents an opportunity for the chief executive to i
l express brief views on the importance of emergency management.
The date of l
execution of the plan should be included.
(2)
Foreword.
A narrative identified as a foreword describes the planning process, states the emergency management goals to be achieved,
}
abstracts the contents of the plan, and acknowledges those who contributed to the planning process.
(3)
Contents. A table listing all sections of the basic plan should be included.
It should identify other components of the plan such as annexes and appendixes and enable users to quickly locate any plan element.
(4) Hazards Analysis.
A summary of the results of the jurisdiction's hazards identification process may be inciuded as part of the introductory material.
(5)
Instructions on Plan Use.
This paragraph can be relatively brief, since important points will be included in the body of the plan.
It is useful, however, to address the following topics in a general way:
2-1
CPG l-8 October 11, 1985 (a) Audience.
The audience for each component of the plan i
snould be described in broad terms.
(b)
Purpose.
The overall purpose of each component of the plan should be described.
(c)
Distribution. A distribution system should be developed that includes all officials (by position) who should receive each portion of the plan. A list or chart can be useful for distributing changes and additions then the plan is updated.
(6)
Record of Changes. A chart on which to record changes makes a permanent record of the number and date of changes to any portion of the E0P.
b.
Purpose. This is a statement of the overall goals and scope of the E0P.
c.
Situations and Assumptions. Situations pertinent to the jurisdiction can be drawn from the hazards analysis and described in general terms.
If possible, the potential scope and impact of various situations should be clarified. As a support to developing a clear picture of emergency prepared-ness capabilities in the jurisdiction, assumptions about the emergency organization should be stated, d.
Concept of Operations. The topics covered in this paragraph include interjurisdictional and interorganizational relationships for emergency management.
The four phases of emergency management should be defined, and the time phases used to describe the evolution of a disaster should be presented.
General comments on direction and control and on continuity of government are included.
e.
Organization and Assignment of Responsibilities.
This portion of the basic plan addresses tne broad organizational framework for emergency management, planning, response, and recovery in the jurisdiction.
Organiza-tional elements with responsibilities in any phase of emergency management are identified, and their functions are clearly delineated.
Relationships between and among agencies (and, by agreement, with private-sector organizations) should be summarized in terms of primary and supporting roles.
A rectangular matrix with functions on one edge and organi-zational entities on the other can be used for this purpose.
Although specific assignments of responsibility will be described in functional annexes, this portion of the basic plan can be used to identify overall roles for all types of emergencies.
f.
Administration and Logistics.
Management of resources, general support requirements, and availability of services and support for all types of emergencies should be addressed.
Statements made should establish policies for obtaining and using facilities, equipment, supplies, services, and other resources required for emergency management.
It is recommended that this l
portion of the basic plan focus on ennring adequate supplies and personnel for energency operations.
l 2-2
Dctobor 11, 1985 CPG l-8 g.
Plan Development and Maintenance.
The overall approacn to planning, including assignment of planning responsibilities, should be discussed.
Statement:1 should focus on the planning process, participants involved in that process, and the interaction expected between planning levels.
It is important that an appropriate person be assigned the task of coordinating the total planning ef fort.
A procedure should be developed for continuing review and improvement of the E0P.
It is especially important that exercises and actual emergency operations be thoroughly evaluated and that lessons learned be reflected in the plan.
Since an E0P involves many elements of government, decisions should be made about the kinds of changes that must be coordinated through the chief executive or department or agency heads. Delegation of authority to emergency officials is appropriate so that routine changes in call-up rosters, maps, and the like can occur without delay.
h.
Authorities and References. Authorities cited should be those laws that provide the basis for emergency operations and activities.
- Statutes, ordinances, executive orders, regulations, and formal agreements that pertain to emergencies should be listed.
This statutory basis should include predele-gation of emergency authorities, i.e., enabling measures sufficient to ensure that specific emergency-related legal authorities can be exercised by the elected or appointed leadership or their designated successors.
Citing reference m3terials, particularly those of other levels of government, is valuable.
1.
Definition of Terms.
Words,-phrases, abbreviations, and acronyms relevant to emergency management should be defined. Many terms in emergency management have special meanings, so that establishing precise definitions is important. Each annex should also define terms applicable to it, so that this portion of the basic plan can be limited to definitions of terms pertinent to overall emergency management.
2.4 SAMPLE OF A BASIC PLAN Chapter 5 of this CPG includes a brief sample of a basic plan, showing the elements discussed above (with the exception of the introduction).
l 2-3
Octob r 11, 1985 CPG 1-8 CHAPTER 3 FUNCTIONAL ANNEXES 3.1 PURPOSE This chapter provides guidance on the content of functional annexes of the Emergency Operations Plan.
3.2 OVERVIEW 0F FUNCTIONAL ANNEXES a.
Content. Annexes are the parts of the E0P that begin to provide specific information and direction. Annexes should focus on operations; what the function is and who is responsible for carrying it out. While the basic plan provides information relevant to the E0P as a whole, annexes should emphasize responsibilities, tasks, procedures, and operational actions that pertain to the function being covered. Annexes should cover, in general terms, the activities to be performed by anyone with a responsibility under the function. An annex should identify actions that not only ensure effec-tive emergency response but also aid in preparing for energencies.
To be generally applicable, then, annexes should clearly define and describe the policies, procedures, roles, and responsibilities inherent in the various functions before, during, and after any emergency period. To ensure adequate planning for all possible contingencies, it may be necessary to spend time projecting the consequences of various emergencies.
This should not be restricted to those hazards found to be most threatening during the hazards analysis.
For example, airplane crashes, while infrequent, can occur almost anywhere with little or no warning.
The term "generic" has been used to describe these generally applicable, functional annexes.
The generic annexes are critically important parts of the plan, since they must be sufficient to cope with any unforeseen emergency.
In general, the organization of the annexes parallels that of the basic plan.
Specific sections can be developed to expand upon--but not to repeat--information contained in the basic plan, b.
Functions to Include as Annexes.
One of the more important things to be done early in the planning process is to select the functions to be made the subjects of separate annexes.
These choices are influenced by such factors as the organizational structures of the State and local governments, the capabilities of the jurisdiction's emergency services agencies, and the' established policy or intentions with respect to the concept of operations.
No single listing of functional annexes, therefore, can be prescribed for all jurisdictions.
The following list of functional annexes is the one used for the sample plan in this guide: Direction and Control, Communications, Warning, Emergency Public Information, Evacuation, Reception and Care, In-place Protective Shelter, Health and Medical, Law Enforcement, Public Works, Fire and Rescue, Radiological Protection, Human Services, and Resource Management.
The fact that several functions or subjects are not included in the list civen here does not necessarily mean that they are regarded as less important than the ones that are included. Continuity of Government (COG),
3-1
October 11, 1985 CPG 1-8 for example, was left out because it was considered a matter of pervasive concern that should be treated in the Basic Plan and in almost all of the other functional annexes.
The situation is similar for Damage Assessment, which should receive substantial attention in the Basic Plan and in several other annexes, including Direction and Control, Public Works, Radiological Protection, and Resource Management.
The primary concern is that all impor-tant activities be properly covered in the plan.
The location or categoriza-tion of these activities is of secondary importance, though a State should strive for consistency among its jurisdictions to facilitate coordination.
3.3 DESCRIPTION
OF FUNCTIONS FOR GENERIC ANNEXES This paragraph contains thumbnail sketches of important emergency management functions, all but two of which are included in the list of annexes used for this CPG.
a.
Direction and Control.
This function involves the use of a centralized management center, the emergency operating center (E00), to f acilitate policymaking, coordination, and control of operating forces in a large-scale emergency situation.
It must cover the process of obtaining and analyzing emergency management infortnation to provide a basis for decision-making.
It should describe the use of alternate E0C's, mobile E0C's, and field command posts, as appropriate, b.
Comunications. This function deals with establishing, using, maintaining, augmenting, and providing backup for all channels of communica-tion needed for emergency response and recovery.
Consideration must be given to needs for secure communications, c.
Warning. This function deals with systems to disseminate to appropri-ate government of ficials and the general public timely forecast of all hazards requiring emergency preparedness or response actions.
In a generic warning annex, all aspects of existing warning systems must be identified, and provi-sions must be made to irr,plement them as needed. The government unit must be able to obtain timely information on impending threats to the jurisdiction and to transmit it rapidly to of ficials and citizens.
It is especially important that clear directions be provided for the use of the Emergency Broadcast System (EBS) to warn tne public.
Backup systems must also be addressed.
For example, a telephone f an-out initiated at the E0C might be used to confirm that schools have received warnings issued by the National Weather Service (as well as any other warnings broadcast to the general public).
In short, this annex should describe warning systems in-place in the jurisdiction and responsibilities and procedures for using these systems.
d.
Emergency Public Information (EPI).
The goal of this functional activity is to increase public awareness of hazards and to provide active channels for informing and advising the public on appropriate actions before, during, and after emergencies.
It should provide for effective collection and dissemination of infornation to control rumors and to minimize dysfunc-tional public responses.
The annex should describe policies, roles, responsi-bilities, and procedures for communicating with the public during several phases of emergency management--preparedness, response, and recovery.
Plans for developing and disseminating public information materials on preparedness, evacuation procedures, etc., should be covered, as should handling all aspects 3-2
CPG 1-8 Octobsr 11, 1985 of relations with the mass media during an emergency. Special attention should be given to proper use of the EBS; and some technical aspects of communicating with the public may be covered--for example, remote pickup from j
I the EBS radio or television station in the EOC.
I e.
Evacuation.
The goal of this function is to relocate people to safe areas, when emergencies or threats necessitate such action.
This annex should establish clear and detailed procedures for carrying out complete or partial evacuation of the people from the jurisdiction.
It should focus on I
movement by providing the means for defining areas to be evacuated and desig-l l
nating destinations. It should outline the approach for controlling the flow of traffic and for ensuring an orderly return movement, f.
Reception and Care.
This function covers mass care of people within the boundaries of the home jurisdiction in case of a partial evacuation.
It should also provide for those people from other jurisdictions who may be directed to the area under plans for various contingencies.
This annex should cover the policies, procedures, roles, and responsibilities associated with providing housing, food, clothing, and other essentials to a large number of people displaced from their homes by disaster.
Problems inherent in establishing enough cer.ters and activating enough resources to care for potential numbers of people in need should be addressed.
g.
In-place Protective Shelter.
This function involves provision of appropriate shelter to protect people from the effects of any disaster.
Use of shelters in or near homes, schools, or places of work may be the most effective way to protect people; it may be the only alternative available under some circumstances.
The annex for this function should address the conditions under which people should be placed in protective shelters and how the decision to do so would be implemented.
Shelter facilities, their capacities, and other characteristics should be described in an appendix to the annex.
Responsibility for shelter maintenance and management should also i
l be established.
I h.
Health and Medical.
This function includes medical care for the l
population under emergency conditions of varying scope.
This annex should describe policies and procedures for mobilizing medical resources under disaster conditions. Attention should be given to public health problems in I
major emergencies, ecpecially in mass-care facilities. Approaches for dealing with mass-fatality situations should be fully covered,
- i. Law Enforcement. As a function, law enforcement should provide for sufficient resources to maintain civil order under emergency conditions.
I This annex should cover responsibilities and procedures for maintaining security and order under crisis conditions and eventual recovery.
Procedures for augmenting existing forces during emergencies should be described.
J.
Public Works.
The public works function provides for a flexible emergency response capability for engineering, construction, and repair and restoration of essential public facilities and services, including critically important utilities that may be under control of private businesses.
Particular attention should be paid to capability for debris clearance and postdisaster safety inspections of damaged structures.
Public works personnel may provide support for heavy rescue operations and may play a key role in establishing 3-3
CPG l-8 Octouer 11, 1985 multi-purpose staging areas.
The Public Works annex is one of those most likely to require several detailed hazard-specific appendixes.
)
k.
Fire and Rescue.
This function provides for firefighting and search and rescue services during and after emergencies.
The annex should treat the policies, procedures, and responsibilities of fire prevention and firefighting under potential crisis conditions.
Roles and responsibilities inherent in search and rescue should be fully covered.
Procedures for augmenting fire and rescue resources should be discussed.
If rescue is not a fire department responsibility, it should be the subject of a separate annex or be combined into another appropriate annex.
1.
Radiological Protection.
This annex should cover radiation detection, monitoring, and exposure control in any emergency involving radioactive materials--including nuclear power plant accidents, hazardous materials accidents, and nuclear attack, m.
Human Services.
This annex should cover delivery of such services as counseling under disaster conditions.
It may also provide for housing, food, and clothing in situations not of a suf ficient scope to justify activa-tion of mass-care systems, n.
Resource Management.
Resource Management involves coordination and use of personnel, equipment," supplies, f acilities, and services, particularly during disaster response and recovery.
This annex must deal with allocation of scarce resources in emergency situations that restrict the normal flow of people, goods, and services.
It must also cover the jurisdiction's participa-tion in resource claimancy during a national emergency.
o.
Continuity of Government (COG).
Policies and procedures for ensuring the survival and operational capability of the government should be carefully planned.
Lines of succession for the overall government, as well as for agencies and departments, should be clearly delineated.
Preservation of vital records should be ensured.
The sample E0P in this CPG does not include a separate C0G annex, because the function is considered pervasive and properly covered in a paragraph of most functional annexes, p.
Damage Assessment.
The purpose of, this function is to ensure that personnel and procedures are available to provide preliminary estimates and descriptions of the extent of damage resulting from large-scale disasters.
Policies, procedures, roles, and responsibilities should be defined for situations that would call for a declaration by the State Governor or President of the United States.
The sample E0P in this CPG does not include a separate damage assessment annex, because the activity is regarded as an inherent part of several other functions.
3.4 SAMPLES OF FUNCTIONAL ANNEXES The sample E0P in Chapter 5 of this CPG includes several illustrative Functional Annexes.
3-4
Occobar 11, 1985 CPG l-8 CHAPTER 4 HAZARD-SPECIFIC APPENDIXES 4.1 PURPOSE This chapter provides guidance on the use of appendixes to address unique characteristics of particular hazards.
4.2 CVERVIEW 0F HAZARD-SPECIFIC APPENDIXES To be logical, a planning process must address each hazard that threatens l
the jurisdiction.
It is important, therefore, that the hazards identification process be completed at the beginning of the planning process and that the l
planning team he fully briefed on the hazards.
Generic planning, as reflected in the functional annexes, does not ignore hazards; it addresses all of them collecti vely.
It is inevitable, however, that unique characteristics of various hazards will not be adequately covered in the annexes.
To properly treat such unique factors is the purpose or role of the hazard-specific appendixes to the functional annexes.
4.3 DEVELOPMENT OF HAZARD-SPECIFIC APPENDIXE5 Hazard-specific appendixes and functional annexes should be developed or revised simultaneously to ensure that the planning needs generated by the hazard are fully supplied without unnecessary duplication of information.
The decisions on the needs for hazard-specific appendixes should be made by the planning committee for each function and reviewed by the entire planning team.
These decisions are critical to the credibility, acceptability, and usefulness of the plan and so should he made with due care and deliberation.
In case of disagreements among planning team members, the benefit of the doubt should favor inclusion of the hazard-specific material.
The team should reject, however, the simple, extreme answer of using an appendix for each of an arbitrary list of hazards with every functional annex.
The planning approach recommended in this CPG provides a great deal of flexibility in dealing with hazard-specific material.
An appendix for a particular hazard can be added to one, some, or all of the functional annexes; and it may be very long or very brief depending upon recognized need.
l 4.4 CONTENT OF A HAZARD-SPECIFIC APPENDIX It is recormended that hazard-specific appendixes have the same basic structure--i.e., the same sections, with corresponding numbers, as the basic plan and functional annexes. The approach again provides flexibility to include a particular section or to omit it, if the information is properly covered in the functional annex.
Decisions on inclusion of hazard-specific material in the E0P's are sometimes made on the basis of other than practical planning considerations.
The flexibility of the planning approach described in this guide should make it possible to accommodate the wishes of the various regulatory authorities and constituencies of the emergency management organizations without reducing the operational utility of the plan.
4-1
October 11, 1985 CPG l-8 4.5 SAMPLES OF HAZARD-SPECIFIC APPENDIXES l
The illustrative plan in Chapter 5 of this CPG includes sample hazard-
=
specific appendixes to several of the functional annexes.
E R
E 4
S e
M 4-2
Optobor 11, 1985 CPG l-8 CHAPTER 5 SAMPLE EMERGENCY OPERATIONS PLAN 5.1 PURPOSE This Chapter provides illustrative examples of the parts of an E0P discussed in this guide--basic plan, functional annexes, and hazard-specific appendixes.
5.2 LIMITATIONS OF THE SAMPLE PLAN The material presented in this chapter is not supposed to be a complete E0P, but it is intended to provide enough examples to clearly illustrate the principles of the recommended planning approach and the prescribed relation-ships among the plan parts.
Neither is it pretended that the content of the basic plan, annexes, and appendixes is complete.
In many cases that would require a lengthy list of elements, a few examples are provided to illustrate the appropriate content for the particular section. This sample should not, I
I therefore, be thought of as, or used as, a model plan.
l 5.3 SAMPLE PLAN TABLE OF CONTENTS l
1 i
While numerous plan elements are mentioned in this CPG only a few are illustrated on the following pages.
Including all would far exceed the scope of this CPG and would unnecessarily duplicate guidance already in existence l
or better reserved for other programs and projects.
The table of contents beginning on page 5-2 is both functional and illustrative.
It provides a complete outline of the Liberty County E0P, including both the elements for which sanples are provided and those that have been mentioned or are implied to exist but remain as hypocnetical as Liberty County itself. This inflated table of contents establishes he context for the plan elements provided and once again underscores the importance of those that have been--sometimes with regret--excluded.
Page l
An asterisk numbers are given for the sample plan elements that are present.
{
(*) entered in the place of the page number indicates that the plan element not included in the sample plan.
Boxed items on the following pages provide guidance on use of the sample plan or other added notes that i
are not a part of the sample text.
5-1
CPG 1-d October 11, 1985 LIBERTY COUNTY, COLT.NBIA l[
EMERGENCY OPERATIONS PLAN (E0P)
CONTENTS Page No.
Basic E0P............................................................
5-4 1.
Purpose.......................................................
5-4 II.
Si t ua t i ons a nd As s umpt i on s....................................
5-4 III.
Co n c e p t o f O pe r a t i o n s.........................................
5-4 IV. Organi zation and Assi gnment of Res ponsibiliti es...............
5-7 V.
Administration and Logistics..................................
5-9 VI.
Pla n Devel opment a nd Mai ntena nce..............................
5-9 VII.
Authorities and References....................................
5-10 VIII.
Definition of Terms...........................................
5-10 Tab 1 Map of PA0 Zones..................................
5-12 Tab 2 Map of Col umbi a Mut ual Aid Regi ons................
5-13 Tab 3 County Gover nment Orga ni za ti on Cha rt..............
5-14 Tab 4 Emergency Res pons ibili ti es Ma tr i x.................
5-15 Tab 5 Emergency Orga ni za ti on Cha rt......................
5-16 An n ex A - Di r e ct i o n a n d Co n t r o l......................................
5-Al Tab 1 Di rect i on and Control Orga ni za ti on................
5-A6 Tab 2 Rost er of E 0C Per sonn el...........................
5-A7 Tab 3 E OC - S 0P...........................................
Appendix A.1 Nuclear Attack Emergency.........................
5-A9 Appendix A.2 Nucl ear Power Pla nt Emergency....................
A n n e x B - C omm un i c a t i o n s.............................................
A n n ex C - W a r n i n g....................................................
5-C1 Tab 1 Inventory of Fi xed Si rens.........................
Tab 2 Ma p of Ar ea s Cover ed by Si r ens....................
Appendix C.1 Warning of Unauthorized or Accidental Launch of a Nuclear Weapon............................
5-C7 Tab 1 Table of Priority Actions.........................
5-C9 Tab 2 P r o c ed u r e s.........................................
5-C10 An n ex 0 - Eme r gen cy P ub l i c I n fo rma t i o n...............................
5-01 l
Tab 1 Pr o c ed ur e fo r a Med i a C e nt e r......................
Tab 2 Me di a R e s o ur c e s..................................
5-08 Appendi x 9.1 Standby EPI Materials for Threat of Nuclear Attack.................................
5-D10 Appendi x 0.2 Standby EP ! Ma terial s for Hurricane..............
Appendix D.3 Sta ndby EP I Ma ter i a ls for Fl ood..................
5-2
March 18, 1987 CPG l-8,CHG 1 Annex E - Evacuation...................................................
5-El Tab 1 Cha rt of Inte rj uri sdi ction Relationships............
5-E6 f
Appendix E.1 - Evacuation in Response tn Threat of Nuclear Attack 5-E7 l
Tab 1 Map of High Hazard Area.............................
5-E12 i
Tab 2 Map of 2 p.s.i. Areas...............................
5-E13 l
Tab 3 Map of Liberty County Evacuation Divisions..........
5-E14 Tab 4 Map of Central Ci ty Evacua tion Divi sions............
5-E15 Tab 5 Tabl e of Rec ept i o n Area s............................
5-E16 Tab 6 Table of Organiza tions Rel ocating as such...........
5-E17 Tab 7 Table of Evacuee Analysis...........................
5-E18 Tab A Tab l e of R ou t e An al y s i s.............................
5-E19 l
Tab 9 Traffic Control Points for Evacuation of Nuc l e a r At t ack HHA................................
Appendix E.2 Nuclear Power Plant Incident / Accident Evacuation...
5-E20 Tab 1 Map of Lib e rty Coun ty Pl ume EP Z.....................
5-E23 Tab 2 Map of Evacuation Areas and Routes..................
Tab 3 Table of Evacua tion Area Popul ations................
Tab 4 Tra f f ic An alysi s Res ult s Tabl e s.....................
An n ex F - R e c ep t i o n a nd Ca r e..........................................,
Annex G - In-pl ace Prote ct i ve Shel te r..................................
A n n ex H - H e al t h a nd Med i c al...........................................
5-H1 An n e x I - L a w E n fo r c eme n t..............................................
l A n n ex J - P u b l i c W o r k s.................................................
An n e x K - F i r e a n d R e s c u e..............................................
An n ex L - R ad i o l og i c al Prot e ct i o n......................................
5-L1 Tab 1 Chart of Liberty County RP Organi zation.............
5-L6 Tab 2 Ta b l e of RP H a z a rd s.................................
5-L7 i
I Tab 3 Detail ed Radiol ogical Protection S0P................
t Ap pe ndi x L.1 Nuc l e a r At t ac k Ha za rd..............................
5-L9 j
Tab 1 Table of Radiation Level Reporti ng Locations........
5-L12 Tab 2 Tab l e of S h el t e r R P C apa b i l i ty......................
5-L13 Appendix L.2 Nuc l e a r Po we r P l a n t Eme rge n cy......................
Tab 1 Map of Radiological Sampling and Monitoring Points..
An n ex M - H uma n Se rv i c e s...............................................
An n ex N - R e so u r c e M a n ag e me n t..........................................
- An asterisk under the page number indicates that there is no illustrative example of the plan element in this sample plan.
l 5-3
CPG l-8, CHC 1 March 18, 1987 BASIC PLAN I.
PURPOSE This plan predatennines, to the extent possible, actions to be taken by the governments of Liberty County and its municipalities, and by cooperating private organizations, to prevent disasters if possible, to reduce the vulnerability of county residents to any disasters that may strike, to establish capabilities for protecting citizens from the ef fects of disasters, to respond ef fectively to the actual occurrence of disasters, and to provide for recovery in the af termath of any emergency involving extensive damage or other debilitating influence on the normal pattern of life within the c ommun i ty.
II.
SITUATION ANO ASSUMPTIONS A.
Situations Liberty County is expnsed to many hazards, all of which have the potential to disrupt the community, cause damage, and create casualties.
Possible natural hazards include hurricanes, floods, tornadoes, forest 2nd brush fires, and earthquekes.
There is also the threat of war-releted incidents such as a nuclear, biochemical, or conventional attack. Other disaster situations could develop from a hazardous materials accident, nuclear power plant accident, major transportation accident, terrorism, or civil disorder.
B.
Assumptions 1.
While it is likely that outside assistance would be available in most major disaster situations af fecting the county and while plans have been developed to facilitate coordination of this assistance, it is necessary for Liberty County to plan for and to he prepared to carry out disaster response and short-term recovery operations on an independent basis.
Include any other asswnprions detennined to be necessary during the planning process that are significant in terms of impact on actual lemergency management activities.
III.
CONCEPT OF OPERATIONS A.
General It is the responsibility of Liberty County government to protect life and procerty from the ef fects of hazardous events.
Local government has the primary responsibility for emergency management activities.
When the emergency exceeds the local government's capability to respond, assistance will be requested from the State government.
The Federal Government will provide assistance to the State, when appropriate.
5-4
October 11, 1985 CPG l-8 This plan is based upon the concept that emergency functions for various groups involved in emergency managcment will generally parallel their normal day-to-day functions. To the extent possible, the same personnel and material resources will be employed in both cases, it is generally true, however, that a disaster is a situation in which the usual way of f
doing things no longer suffices.
It is desirable, and always attempted, i
to maintain organizational continuity and to assign familiar tasks to personnel.
In large-scale disasters, however, it may be necessary to draw on peoples' basic capacities and use them in areas of greatest need.
Day-to-day functions that do not contribute directly to the emergency operation may be suspended for the duration of any emergency.
Efforts that would normally be required of those functions will be redirected to accomplish the emergency task by the agency concerned.
In keeping with the nationwide strategy of the integrated emergency management system (IEMS), this plan is concerned with all types of emergency situations that may develop.
It also accounts for activities before, during, and after emergency operations.
R.
Phases of Emergency Management 1.
Miti gation. Mitigation activities are those designed to either pre-vent tne occurrence of an emergency or long-term activities to minimize the potentially adverse effects of an emergency.
2.
Preparedness.
Preparedness activities, programs, and systers are those that exist prior to an emergency and are used to support and enhance response to an emergency or disaster.
Planning, training, and exercising are among the activities conducted under this phase.
3.
Response. Response is activities and programs designed to address the inrediate and short-term ef fects of the onset of an emergency or disas-ter.
It helps to reduce casualties and damage and to speed recovery.
Response activities include direction and control, warning, evacuation, and other similar operations.
l 4
Recovery.
Recovery is the phase that involves restoring systems to l
normal.
Short-term recovery actions are taken to assess damage and return vital li fe-support systems to minimum operating standards; long-term recovery actions may continue for many years.
C.
Interjurisdiction Relationships l
1.
Planning and Operations (P&O) Zones j
For emergency management planning purposes, the territory of each county in the State of Columbia has been divided into P & 0 Zones.
These :ones may be incorporated municipalities alone, incorporated municipalities with some adjacent unincorporated territory, unincor-porated parts of the county, or large institutions such as State facilities and military installations.
The eignt P&O Zones in Liberty 5-5
l L
CPG 1-8 October 11, 1985 County are shown in Teb 1, Map 1 and are named and defined in the following list:
(a)
Central City--All territory within the corporate limits of Central City.
(b)
Fisherville--All territory within the corporate limits of the City of Fisherville.
(c)
Columbia State Prison--All State-owned land assigned to the jurisdiction of the Warden of Columbia State Prison.
(d)
Northwest Liberty--All territory north of State Route 5 and west of Interstate Highway 107, except the part of Central City located in that area.
The four zones listed above provide examples, in actual pians, all zones should be listed.
2.
Operational Areas (0A's)
Each county in the State is designated an Operational Area for major emergencies by the State Disaster Act. Liberty County has an Opera-tional Area Emergency Organization that will be a part of the statewide system for managing major emergency operations.
3.
Mutual Aid Regions (MAR's)
The State is divided into Mutual Aid Regions, as shown in Tab 1, Map 2.
Each MAR has an emergency organization responsible for coordinating provision of assistance across county (0A) boundaries under major emergency conditions.
4 State The State emergency organization is active at all times. In case of a major emergency, the State plays an important role providing direct support to the local level and in serving as a channel for obtaining and providing resources from outside the State.
D.
Direction and Control The ultimate responsibility for emergency management in Liberty County belongs to the Chairperson of the Board of Supervisors, who heads the policy group of the Direction and Control Organization.
There are four full-scale emergency management organizations in Liberty County.
Besioes the County itself, there are fully qualified emergency organizations for the cities of Central City, Fisherville and Harvest Junction.
Each of taese municipalities is a separate P&O Zone and will exercise full author-ity over emergency, operations, when the emergency situation exists entirely within the boundaries of their juriscictions. Major emergencies in any 5-6
' October 11, 1985 CPG 1-8 other part of the county will be managed by the county-level emergency organization.
If more than one PA0 Zone is af fected or if there is a very serious emergency in one zone, the county organization will be activated; but it will not necessarily assume control of all functions.
The county organi-zation may decide to restrict its activities--relative to the affected PA0 Zones--to monitoring, coordinating, and providing requested support.
In case of the threat or actual impact of a very destructive, widespread
. disaster which covers an extended time period, all eight P&O Zones may he activated and would provide a geographically comprehensive level of emer-gency organization below the OA level. Under such circumstances, both the zones and the OA would probably be functional as elements of a State-wide or National emergency organization. These types of organizations and operations are described in the annexes and appendixes to this plan.
E.
Continuity of Governnent 1.
Succession of Command.
(a ) The line of succession of the County Board of Supervisors is from the Chairperson through the members of the board in order of their seniority on the board.
(b) The line of succession to the emergency program manager is deputy program manager followed by operations officer.
(c) The line of succession to each department head is according to the operating procedures established by each department.
(d)
The line of succession of the county manager is to the assistant manager, then to the director of the community affairs department.
2.
Preservation of Records Preservation of important records and measures to ensure continued operation and reconstitution, if necessary, of local government during and after catastrophic disasters or national security emergencies are covered in Continuity of Government sections of the appropriate annexes and appendixes to this plan.
iv. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A.
General Most departments within local government have emergency functions in addi-tion to their normal duties.
Each department is responsible for developing and maintaining its own emergency management procedures.
Specific responsi-bilities are outlined below under "Task Assignments," as well as in individ-ual annexes. Responsibi'lities for certain organizations that are not part of local government are also presented.
A chart showing the normal organi-zation of the Liberty County government is given in Tab 3.
5-7
CPG l-8 October 11, 198f B.
Emergency Organization Liberty County's Emergency Organization consolidates the existing agencies of the county government, departments of the municipalities which do not have full-scale energer.cy management organizations, and resources of the private organizations which have accepted responsibility f or emergency ma na gement functions.
The resources of Central City, Fisherville, and Harvest Junction are not included in the basic county emergency organiza-tion.
Situations under which all organizations would be merged and centrally controlled are covered in Hazard-Specific Appendices to this pla n.
The Liberty County Emergency Organization and the participating agencies are shown in Tab 5.
C.
Task Assignments 1.
Emergency Program Mana gement.
(a)
Coordination of all phases of emergency management.
(b)
Integrated emergency management planning.
(c)
Staff training.
(d) Radiological protection.
(e)
Resource management.
(f) Communications and warning.
2.
Law Enforcement.
(a)
Maintenance of law and order.
(b)
Traffic control (including aerial monitoring).
(c) Control of restricted areas.
(d)
Protection of vital installations.
(e) Warning support.
(f)
Radiological monitoring support.
(g) Damage assessment support.
(h)
Liaison and coordination with other law enforcement agencies.
(i)
Evacuation of prisoners.
(j) Aerial rescue support.
(k)
Medical rescue support.
5-8
October 11, 1985 CPG l-8 (k)
Medical rescue support.
(1)
Policy, coordination, and operations groups staff support.
Lists of task assignments similar to those above should be included for all pertinent public and private entities that would have some responsibilities during emergencies, j
V.
ADMINISTRATION AND LOGISTICS Administrative procedures are frequently designed, for good cause, to inhibit action t,y government personnel; and it is not unusual for the most cost-effective approach to solving a problem to require more time than an alternative approach that achieves the same results.
It i s l
clear, therefore, that some administrative procedures should be suspended, i
relaxed, or made optional under threat of disaster.
Such action should, l
however, be carefully considered, and the consequences should be projected i
realistically. Clearly, it is desirable for the need for such changes in procedure to be foreseen and allowed for in plans.
This should be done, to the extent possible, in annexes to this plan. Administration must facilitate operations to carry out appropriate disaster response actions.
Procedures to achieve this goal will be detailed in this plan, and any necessary departures from business-as-usual methods will be noted.
VI.
PLAN DEVELOPMENT AND MAINTENANCE A.
Responsibility l
l This plan is the principal source of documentation on Liberty County's l
emergency management activities. Almost every agency of the government has responsibility for developing and maintaining some part of this plan.
Overall coordination of this process will be carried out at the local level by the Liberty County Department of Emergency Management (LCDEM).
It is frequently necessary for emergency management planning and operations to be coordinated across jurisdictional boundaries; therefore, State and Federal Government authorities may become involved in the planning process.
The nature and extent of this involvemert will be coordinated through LCDEM, and all personnel involved will be fully informed.
Nothing in the process of coordination and support should be interpreted as relieving agency chiefs of their responsibilities for emergency planning.
Following g
l is a listing of agencies responsible for development and maintenance of
)
each plan element:
l Basic Plan Liberty County Department of Emergency Management (LCDEM) 5-9
VII. AUTHORITIES AND REFERENCES
}
A.
Authorities 1.
Colurbia Emergency Services Act,1970, as amended.
Include the applicable local ordinances Vill. DEFINITION OF TERMS
' Definitions should be provided for all terms and abbrevia-tions in the Basic Plan which may not be immediately familiar to users of the document.
The following terms are some of the more imocrtant ones used in this CPG.
Annex. As used in this CPG, a plan. element that is devoted to one camponent part of emergency operations and describes the jurisdiction's approach to functioning in that area of activity in response to emer-gencies caused by any hazard that might affect the community.
Appendix. As used in this CPG, a plan element attached to a functional annex to provide information on special approaches or requirements generated by unique characteristics of specified hazards identified as being of particular concern to the jurisdiction.
Emergency Operations Plan (E0P). A document that identifies the avail-able personnel, equipment, f acilities, supplies, and other resources in the jurisdiction and states the method or scheme for coordinated actions to be taken by individuals and government services in the event of nat-ural, manmade, and attack-related di sasters.
It describes a jurisdic-tion's emergency organization and its means of coordination with other j uri sdi ctions.
It assigns f unctional responsibilities to the~ elements of the emergency organization, and it details tasks to be carried out at times and places projected as accurately as permitted by the nature of each situation addressed.
Emergency Program Manager (EPM). The individual who is directly responsible on a day-to-day tasis for the jurisdiction's ef fort to develop a capability for coordinated response to and recovery from the effects of attack-related and other large-scale disasters.
This official may be called the Civil Defense Director, Disaster Preparedness Coordin-ator, Chief of Emergency Services, or another similar title; and his or her duties may vary from jurisdiction to jurisdict. ion.
The EPM is the link at the Stat 9 and local level to our country's rationwide direction, control, and wart.ing sy. stem and, therefore, olays a vital role in our country's preparedness for national security ecergencies.
5-10
~
CPG 1-8 Or.tober 11, 1985 Function. A possible camponent or area of activity in emergency opera-tions, e.g., firefighting, emergency public information, evacuation.
It may combine several, or many, specific tasks or activities.
Standard (or Standing) Operating Procedure (S0P).
Varies greatly in usage; generally a enecklist or set of instructions having the force of a directive, covering those features of operations which lend themselves to a definite or standardized procedure without loss of ef fectiveness.
Any information needed to accomplish a task, e.g., personnel rosters and resource inventories, are attached or cited in a readily available reference.
P l
1 5-11
,,_...-____.,.,.m_.._,.
October 11, 1963 i.;PC 1*O Tab 1 to Basic Plan
\\
/ j,/
/
h-~f,,
6 /t 5
~~
9- - - ~ -J,_
'j q
--~~ #
6 N.
\\
3 m--
MARvt.$r VALLEY m as
.ENTRAL CITY m.,,
g x. >,,,
t 4
~
(,,)
7'
~
9.L}.,.-
l
3 qy
/~,..
/
/
N
</
j /h....., k 8
2
,/I
,/l/'G/f [
h'
/
'/--
/
pI '
f
\\
N LIBERTY COUNTY h."" {
.<!"f..a.
L___
PLANNING AND OPERATIONS (P&O) ZONES 5-12
OcaO'u a r 11, 1935 CPC 1-5 Tab 2 to Basic /lan i
\\
i
(
MN %h
\\ GEGMGi x
v
,0 w'00L E 'C*N UNK LAst *E'W 4E 1
apeg g y waa<CP4 a
LAst vtNCwti
- CatEn Last OGLE'WaPE GAL L4af 2..
.. ).
_..-L..-
~ A mw oN a<,s v SAusev v
,,o a
GAANO METPOPOUS y
. r*A,NE
%M PO'Nt REOSTONE I
GAAFIELD
' PINE oOL"
- EsrcaEstEn sENT Cat 0N
?CA*NGT0re GEonGE TOWN
$7 5ESA5fCN JACKSON AsN DiA8LO at NinioGE 0
WE 3,
ASKE Y
'.if 0*d at rLEe Ot A9Lo CITY
~
{
Omos
'C* atout' a' w E n '
4 k
jo,3 WW"O
/
CEcaA CAEE4 3
waoisON %
l a 5PE n
-C
,PITAL CITY
~~~
s I
WN.E t.AaGot MNERAL
/
CE8ESCO J
1 i
i COFTON LA a f gamg GECaGE i
_E -
v-.
.lCANTCN
- N'E a awe stowN y AAMEY I
ALANE GAANsTF l
)
j GAEEN gyp,gg APPLE kt tRTy l GOLD uNE sla.irt.
l CO*'8
, CENTRAL s-ELs.
x
_E,2, f g3 l
. E..,c.,,<.N...
C.,
,,.. at f
aPatt v &LLEY KMSTON LC A.Apopf CEER % En d
Na>}
L EwEmaeG g
FiSMEevnf BOEWE
- 'gQy*FOR LCBEA 0A*S
~ liAA:i,0N
'S~t.It'AEv ~
~
Mausf0N
~o AsE....
j y
- apmEN e
i I,
.av. G
-E ~E CECAA 5*%*dGS 8
e o
e sauSAOOu I
'I um J
f-L___ _.. _ _
f l
} l ST ATE OF COLLW8iA 6 cvEa w om O 50 25 m -.-_ COUNTv L NE S STATE OF COLUMBIA O, u xe
_,- c.rt m e v o o,3 xc n
n r
57.N'E wtES MUTUAL AID REGIONS 5-13 4
CPC 1-6 October 11. 198 5a Tab 3 to Basic Plan LIBERTY COUNTY, COLUMBIA Government Organ!zation Chart June 30,1982 Voters of Controller Clerk of Courts Treasurer Distne ttomey Shen *f Recorder of Deeds Coung Manager
/
/
"U
'0"#'
County Attorney Managerre & Budaet Cornmunity Affaiis Department of Puofc Works j
Department
/
Department k
Health & WeWarJ l
\\
Depament Personnel Eugsy Department Management 5-14 l
t I
L
IDENTIFICATIDN OF EMERGENCY RESPONSIBILITIES BY ORGANIZATIONAL ENTITY
?
E h
e 2,
s e
k x
2 E
I 1
G o
o 8
C 5
2 S *.
t 8, G B
r-P = Primary Responsibility n
o n
u e
n
=
n x
a E
E S
C S lc S = Support Responsibility C
o e
E S 7$
T fr E
x a 2
8 m
=
o 1
0 2
C a 2 3 2
=
m a
9 0
!?
3 2 a W W 2
Er m
A C
S S
E E
S 1 E
n Ornanization ol 8 j { { j {
C,
$, { j
~
S
$, *g $,
County Board S
S S
S S
S m
L County Manager P
P S
P P
S Controller S
P Clerk of Courts S
S S
Treasurer 5
S S
S District Attorney S
S Sheriff S
S S
S S
P S
S S
Recorder of Deeds S
S S
S County Attorney S
S S
S Management and Budget S
S S
S S
County Coroner S
S S
S Public Works Department S
S S
S P
S S
S S
S Comunity Affairs Dept.
S S
S S
S S
S S
cr Hedith and Welfare S
P P
S S
P a
Personnel Department S
S S
S o
Emergency Management S
P P
S P
S P
S P
S S
S S
Q Fire Service Coordinator S
S S
S P
S S
E Etc.
S l
l l
C 7
n a
T i
4o
Liberty County Emergency Organization and Participation omo 7
Cs DIRECTION AND CONTROL Coordination Group Policy Group Operations Group Emergency Management School System Supervisors Emergency Management Pubhc Health Shenn Co Er9neer Mayors Sher.n Pubhc Woua o Fare Service Coorenator Co. Corors Cdy Councds Fare Dept Schout System Emergency Med. Coord nator Red Cross Dstrce An'y Public Works PutAc t%alth Management ord Budget County Manager Electrc Co-Emergency Pubhc into Pubhc Informataan Oncer Gas Company Water Company 4.n e
W G
Heetth and Law Fire and Pae paam Resources Putsc Wnthe Med6 cal Enforcement Rescue and Care and Supply and utetstsee LC Dmsson of Hsaith LC Shenn Kogs:on FD LC Dvision of WeNate LC Contaolier LC PuNec Works LC Coroner Kingston PD Deep Rver VFD LC Commurwty Anaars LC Treasurer Kangston Pubhc Works CC Hosptal Columtma State Pt%ce Apple Vasey VFD LC Schoots LC Management and Deep Rwer Parks &
Fasth Hospdal Gold Mme VFD Ksngstori Schools Budget Didgs t evene Hospitat Blue Water VFD LC Red Cross LC Personnel Edison Electre Columtma Vets Hosplas Jasper VFD Sah,ation A my LC Schools Natusal Gas Co Fishonnile Gereral Andy's Ambulanca Kangston Schools CC Watenmoems M
Hospdal Jones Ambulance cr HJCommuruty Hospdal Lower Kangston gy.
Ambulance Serv O
n 2
8 Abtxeviations
[
LC - Liberty County 9
CC - Cenirai Cdy r
tu - Harvest Junction 7
5 g
g 9
4
Octobar 11, 1985 CPG 1-8 ANNEX A DIRECTION AND CONTROL A.l.
PURPOSE I
This annex treats the facility, personnel, procedures, and support requirements for activating the county Emergency Operating Center (E0C) and for directing and controlling the conduct of emergency operations from that center, or from an alternate facility, in large-scale emergency situations.
A.II.
SITUATION AND ASSUMPTIONS A.
Situation 1.
The Liberty County Emergency Operating Center (E0C) is located in the basement of the County Courthouse.
Emergency services dispatching operations are normally carried on there and local government communications are perma-nently installed.
2.
Many of the bazards which exist in or about Liberty County have the potential for causing disasters of such magnitude as to make centralized command and control desirable or essential.
3.
Liberty County is designated an "Operational Area" by the Emergency Services Act of the State of Columbia and has various emergency management coordinative responsibilities with respect to the State, neighboring opera-tional areas, and municipalities within the county.
8.
Assumptions 1.
Most emergency situations are handled routinely by the energency services agencies of Liberty County.
2.
Most major emergencies can be managed at the field level under established procedures c: local government emergency services agencies.
3.
In most major emergency situations, many management activities can be carried on at the E0C, thereby allowing field forces to concentrate on essential on-scene tasks.
4.
In most large-scale disaster Situations, centralized direction and control--i.e., activation of the local emergency management organization and E0C--is the most effective approach to manageiient of emergency operations.
A. Ill. CONCEPT OF OPERATIONS A.
General Because emergency services dispatching is carried on at the Liberty County E0C on a 24-hour-per-day basis, and because terminals for receiving warnings from the State and Federal levels of government are located in the E0C, the communications watch officer is likely to be aware of any major emergency situation affecting the county. Emergency situations vary markedly l
\\
5-Al l
CPG 1-8 October 11, 1985 o
in speed of onset and in their potential for escalation to disaster propor-tions.
The extent to which the E0C is activated and when it assumes command of emergency operations depends upon the type of emergency situation, its potential for esc.alation, its geographical extent, and other factors.
The communications watch officer and the emergency services field commander may call for activation of the whole or any part of the E0C staf f.
Such action will be reported immediately to the Emergency Program Manager (EPM) or an alternate.
The EOC will ordinarily be fully activated and executive groups will assume control of emergency operations in any emergency situation of such magnitude as to require mooilization of elements of local government other than those principally involved in emergency services on a day-to-day basis, in any emergency situation of such magnitude as to require emergency services personnel to establish a field command post and to initiate control under Incident Command procedures, some activities will be carried on at the E0C.
Typically, these would include calling in an Operations Officer, a Public Infonnation Of ficer, and an analysis team. These personnel would monitor the situation and determine the need for additional actions.
The alerting of key of ficials may be ordered by the communications watch of ficer, the EPM, or any of their superiors in the Direction and Control Organization.
The procedure for alerting key officials is included in the E0C Standard Operating Procedure (S0P) which is included as Tab 3 to this annex.
B.
Interjurisdiction Relationships.
The levels of government which have statutory responsibility for emergency management in tne State of Columbia are the county and the State.
The county has the authority to assume command of emergency operations in any emergency situation, as does the State if circunistances warrant.
In practice, however, the level of government nearest the scene of the emergency with jurisdiction encompassing all of the threatened area manages emergency operations.
If the emergency situation is confined to one or two Planning and Operations (P&O)
Zones, the County will not ordinarily become involved in the response opera-tions unless assistance is requested. The County is obligated, however, to closely monitor any serious emergency situation within its jurisdiction.
C.
Continuity of Government.
Continuity of Direction and Control may become problematical in some large-scale disaster situations.
1.
Slowly developing disasters.
If it is foreseen that the Liberty County E0C will become untenable, operations will be shifted to an alternate facility.
If time permits, this will be a phased relocation with the off-duty shif t moving to the safer location, making preparations and assuming control from that site so that the personnel remaining at the primary E0C can evacuate.
The following alternate emergency operating facilities are given in order of suitability or level of capability already in place for carrying out Direction and Control.
The selection must be made based not only on the general suit-ability but on vulnerability to the prevailing hazard environment.
Additional information is included in the hazard-specific appendices.
5-A2
Odtober 11, 1985 CPG 1-8 a.
Central City E0C b.
Fisherville EOC c.
etc.
All available alternate emergency operating f acilities should be listed.
2.
Disaster with Immediate Onset.
If the Liberty County E0C is destroyed, severely damaged, or isolated by loss of communications, Direction and Control of countywide emergency management activities will be assumed by the emergency management organization of one of the P&O Zones.
This organiza-tion will be augmented as necessary by personnel drawn from the other P&O Zones or from the private sector.
The following order of succession applies to Direction and Control organizations:
a.
Liberty County; b.
Central City; c.
Fisherville; d.
Harvest Junction; and e.
Kingston.
If county and all P&O Zone emergency oroanizations are out of action, State of Columbia officials will establish a Direction and Control organization for surviving field forces, drawing personnel from the Mutual Aid Region.
A.IV.
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A.
County Direction and Control Organization.
The Liberty County Direction and Control Organization has three basic groups--policy, coordination, and operations--as shown in the chart in Tab 1.
The ultimate authority for emergency management in Liberty County is the Chairperson of the County Board of Supervisors, who heads the policy group.
The policy group exercises broad control over emergency operations, gives guidance on matters of basic policy, and provides official information and instructions to the public.
The coordination group analyzes all available information on the situation, develops and refines a joint response and recovery strategy, plans the deploy-ment of field units to ensure the availability of appropriate force to deal with the situation at particu.ar locations, and makes certain that the operating forces of various agencies work together in a mutually supportive way.
The operations group implements the strategy and plans of t"e coordination I
group.
It communicates with field forces and keeps a recora of their status; it issues instructions to particular units and keeps track of their progress in carrying out the instructions.
5-A3 n
CPG l-8 October 11, 1985 B.
Responsibilities.
1.
Department of Emergency Management a.
Develops and maintains an E0C-50P, coordinating with all agencies and organizations having emergency management responsibilities.
b.
Provides training for the EOC staff, c.
Provides personnel called for in the Direction and Control Organ 12ation and E0C Roster.
(See Tabs 1 and 2.)
2.
Sheriff's Department a.
Provides physical security for the EOC.
b.
Provides personnel as indicated in the Direction and Control Organization and E0C Roster.
(See Tabs 1 and 2.)
Provide lists of task assignments for all organizations with responsibilities relating to Direction and Control or the emergency operating facility.
A.V.
ADMINISTRATION AND LOGISTICS The emergency services dispatching operations that are carried on 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> per day in the E0C are administered by the Liberty County Sherif f's Department.
Adjoining of fice space is used by the County Department of Emer-gency Management.
The maintenance of the physical facility is the respons-ibility of the Facilities Management Division of the Office of Management and Budget.
These and several other county agencies have administrative and logistical responsibilities related to the E0C and Direction and Control. The County Manager, therefore, is responsible for overseeing Direction and Control Administration and Logistics. Under his or her supervision, the Department of Emergency Management wiil develop and coordinate all necessary procedures for operations, internal communications, organization, staffing, physical requirements, equipment, supplies, training, etc., for large-scale disaster response and recovery Direction and Control. These procedures are detailed in the E0C-SOP, which is attached to this annex as Tab 3.
A.VI.
PLAN DEVELOPMENT AND MAINTENANCE This annex is a responsibility of the Liberty County Department of Emergency Management.
It will be coordinated throughout the County emergency management organization. All organizations with emergency management responsi-bilities must make provision in their annexes or S0P's to support Direction and Control Operations as described in this annex and its appendixes.
A.VII.
AUTHORITIES AND REFERENCES A.
Authorities.
Not used.
See item VII of the Basic Plan.
5-A4
O'ctober 11, 1985 CPG l-8 8.
References.
Federal Emergency Management Agency, CPG 1-20, Emergency Operating Centers Handbook. Washington, DC,1984.
A.VIII. 7EFINITION OF TERMS Emergency Operating Center (E0C).
The protected site from which civil government of ficials (municipal, county, State, and Federal) exercise direction and control in an emergency.
6 5-A5 S
.y.._,,
,_v-
0c TC
,o 0
s 3
g s e3x >
I l B
1 I l I j I j
,I ig l
,l
>=_.
I m
a
~
i
= -
n
- e. ~
s c.
I n
u o
_. n I
e o
a s L r
e p
I s%
R u,
no i
I t
a r
z oc i
n I
m
_o ag m
r a
O lo o
1 I
l r
t n
o, n
o e~
a, o
C y
I cn s_.
r d
o n
s m
a 1
_ ~
o.
m II e
no i
n t
c e
l I
1 e
e o
r c
i D
n e
e_
u y
o t
y n
c.
n.
I u
o.
o C
y m
n 1
r c
y o
t n
mA r
e b
iL I
I
._h t
c, -
m c, o.
p n.
_.n _
P d
l U
n.
O u
R f.
fo G
pu n
N s
I
~
O 6,
T o.
1 N
l w-
_ o, A
I DR OOCrl I
l l
l l I I I l II l
l
,l "i>m 8
October 11, 1985 CPG 1-3 TAB 2 to ANNEX A STANDING E0C STAFF ORGANIZATION AND ASSIGNMENTS Position Name Alternate 1.
Policy Group Chairman Bob Bland Ethel White Supervi sors All N/A District Attorney Les Quire Bret Sauer County Manager Harden Nales Lester Finn Public Information Alice Nown Estelle Nunn l
Provide a Complete List.
~-l 2.
Coordination Group Emergency Manager Ma ry Smi th Fred Jones Sheriff Sue Munoz Ben Banks Fire Chief Earl Bright Carl Cook Public Works Herb Taney Gene Grand Public Health M. D. Ross Karen Kelley School Superintendent Dorothy Duke Frank Fort Disastr.r. Analysis Chief Hayes Abbott Gary Baker l
Provide a Complete List.
l 3.
Operations Group Operations Officer Will Uttley Ann South Public Utilities Pete Pipes Calvin Clay Welfare Hal Hart Diane Dunn Law Enforcement Mack Magee Greta Gordon Fire & Rescue Lars Lord Harry Hunt Public Works Joe Johnson Mark Mann Health & Medical Ike Isaac Nan Nolan Plotter Marie Scrawls Sam Davis Messenger Vern Boyce Eunice Sikes Emergency Services Dispatcher Gail Speaks Otis Wood l
Provide a Complete List.
l 5-A7 1
M A~
October 11, 1987 TAB 3 to ANNEX A Emergency Operating Center Standard Operating Procedure (E0C-SOP)
The E0C-SOP is a critically important part of the jurisdiction's
' E0P.
It should be included as an attachment to the Direction and Control Annex.
Guidance on development of the EOC-SOP, including a sample document, is included in FEMA publication, CPG 1-20, Emergency Operating Centers Handbook.
Among the important topics covered in tnat guide are maps, displays, operations room layout, message forms and handling, and procedures for alerting key officials.
4 0
5-A8
CPG 1-o October 11, 1985 Appendix A.1 Direction and Control for Nuclear Attack or Other Threat to National Security.
A.I.I.
PlRPOSE This appendix treats the augmentation of the Direction and Control organization for situations that require large-scale civilian mobilization.
A.I.II.
SITUATION AND ASSUMPTIONS A.
Situation 1.
If it should ever become necessary to mobilize our country to deal with a threat to national security, Liberty County would function as a local Operational Area in a nationwide effort in accordance with national emergency management plans.
B.
Assumptions 1.
In the nuclear age, emergency management planning for a national security emergency must focus on the possibility of nuclear attack.
War-caused disasters, however, might result from other hostile actions such as biological warfare and terrorist attack.
A.1.III. CONCEPT OF OPERATIONS A.
Stages of a Nuclear Defense Emergency A nuclear defense emergency may have three stages: (1) pre-emergency, (2) emergency, and (3) postemergency. Preemergency is the nornal peacetime situation. Liberty County will carry out a broad range of prepared-ness activities, such as planning, organizing, systems development, training, and exercising to develop a high level of capability to cope with any major The emergency stage is associated with a period of heightened emergency.
This international tension and hostility that could escalate to warfare.
stage may have several phases--increased readiness (during a period of inter-national cris#c), attack warning, transattack, and postattack.
Increased readiness actions, as described and categorized in FEMA Publication CPG 1-7, Guide for increasing Local Government Civil Defense Readiness During Periods of International Crisis, will be carried out. At an acute level of crisis, it may be necessary to implement evacuation and in-place shelter plans.
This stage may or may not be followed by a nuclear attack.
If there is a nuclear attack, communications may be disrupted for an unknown period of time.
It will be necessary for response actions to be controlled independently by each P&O Zone. Possible and necessary response and recovery actions in the transattack and postattack phases depend on the proximity of detonations and the level of danger from such effects as fire and radiation. Tnese actions and conditions are covered in nuclear attack defense action checklists.
If the emergency is resolved before a nuclear exchange and it is determined that there is no longer a serious threat of attack, post-crisis 5-A9
CPG 1-8 October 11, 1985 actions 9411 be required to facilitate an orderly transition back to a normal situation.
A.1.IV.
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A.
Organi zation In a state of war emergency, Liberty County will be one of about 3,400 local "Operational Areas." All eight of the countj's P&O Zones, described in the Basic Plan, will be fully activated.
A chart showing the emergency organization used at the county level and in all P40 zones is included in Tab 2 of the Basic Plan.
B.
Assignment of Responsibilities 1.
When the countywide emergency management organization. is fully activated, the Central City Fire Chief will sJrve as Chief of the Fire Service and will conmand all fire suppression forces in the county.
2.
In a state of war emergency, the in-place protective shelter system will be activated as a high-priority function. The Liberty County Department of Emergency Management, under supervision of the policy group, will provide the Direction and Control staff for this function.
Field personnel and equipnent will be provided by all elenents of the emergency organization, but primarily by Reception and Care, Resources and Supply, and Public Works and Utilities. Details are included in the In-Place Protective Shelter Annex to this plan.
3.
In a state of war emergency, the radiological protection system will be activated as a high-priority function. The Liberty County Department of Emergency Management, under supervision of the Policy Group, will provide the Direction and Control staff for this function.
Field l
personnel and equipment will be provided by all elements of the emergency or ga ni za tion. Details are included in the Radiological Protection Annex I
to this plan.
Include any additional task assignments related to Direction and Control in a nuclear attack defense emergency.
A.1.V.
Nut us ed.
See A.V. and Annex A-Tab 3, E0C-SOP A.1.VI.
Not used.
See A.VI.
A.1.Vil.
Not used.
See A.Vil A.1.VIII.
Not used.
Additional appendixes should be developed to cover unique aspects of Direction and Control for other specific hazards.
5-A10
Octobsr 11, 1985 CPG l-8
\\
ANNEX C WARNING j
C.I.
PURPOSE This annex provides for a capability to warn the public of any highly probable and immediate danger.
C.II.
SITUATION AND ASSUMPTIONS A.
Situation 1.
The need to warn the general public is common to all hazards, 2.
Hazards vary markedly in predictability and speed of onset.
Time available for warning may vary, therefore, from ample to none.
B.
Assumption 1.
A good warning system is one of the community's most valuable emergency management assets, having great potential for saving lives and prcventing injuries.
Include any additional assumptions considered significant for planning or operations.
C.III. CONCEPT OF OPERATIONS A.
General The concept of warning typically includes activation of the emergency management organization, i.e., notifying organizations and individ-uals with emergency management responsibilities, and communicating with the general public to ensure that they are aware of a dangerous situation.
There are clearly substantial overlaps in the functions of Direction and Control, Communications, Warning, and Emergency Fublic Information.
This plan focuses the Warning Annex on notifying the general public, frequently through organi-zations such as schools and employers, of an immediate threat to their safety.
The alerting of local officials and of local organizations and individuals having emergency management responsibilities is covered in the Direction and Control Annex, especially the EOC-S0P.
When designated authorities (see "Direction and Control" below) determine that it is necessary to warn the people of a threat to public safety, a strategy appropriate to the situation will be selected or developed and immediately implemented.
This strategy will involve the use of as many of the facilities and techniques given in Paragraph D below as necessary to ens. - complete coverage of the af fected area.
The strategy will also be af f ar.ted by the source and credibility of the report of the threat.
Sources of information are covered in Paragraph C below.
5-C1
CPG 1-8 October 11, 1985 o
B.
Direction and Control When time permits, e.g., in slowly developing disasters, the decision to disseminate warning will be made by the Direction and Control organization.
The Warning Officer is the individual responsible for implemen-tation.
The Operations Officer of the Liberty County Department of Emergency Management is also designated Warning Of ficer.
The Warning Of ficer is super-vised by the Emergency Program Manager, who reports to the County Manager, who is in turn responsible to the Board of Supervisors.
The Chairperson of the Board is the ultimate authority in major emergency situations.
Warning must frequently be initiated by field personnel or by a watch officer in the E0C.
Any situation calling for a substantial number of private citizens to be warned will be reported to emergency management officials in sufficient detail to permit them to evaluate the action that has been taken.
Fire and law enforcement of ficials are authorized to carry out large-scale warning, evacuation, and shelter operations on their own initiative in accordance witn Incident Command procedures. Requirements for coordination of such operations throughout lor.al government are covered in Incident Command Procedures and in this plan.
C.
Sources of Information that May Necessitate Warning of the Public Reports of situations that may endanger the public come from a variety of sources, including private citizens, responding emergency services personnel, the National Warning System (NAWAS), teletype circuits of the National Weather Service and the major news wire services, government agencies, industries, and utilities.
D.
Dissemination of Warning Depending on the characteristics of the hazard and on tne size and population of the area threatened, one or more of the following facilities and techniques will be used to warn the public:
1.
Outdoor Warning Systems, e.g., sirens, horns, whistles,
and bells.
2.
Mass media, i.e., radio and televi sion, through the Emergency Broadcast System.
3.
Mobile sirens of police and fire department vehicles.
4.
Door-to-door sweeps by emergency services personnel.
5.
Telephone fan-out to schools and major employers.
5-C2
CPG 1-8 October 11, 1985 C.IV.
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
^
A.
Organization The organization for warning in Liberty County and in all P&O i
zones is the same as the emergency organization.
See Section IV of the Basic Plan and Section A.IV in the Direction and Control Annex.
B.
Assignment of Responsibilities 1.
Warning is a function of the Liberty County Emergency Manage-ment Agency.
2.
The Liberty County Sheriff's Department will coordinate
)
development of a countywide system for using siren equipped police and fire vehicles for warning of people outside the range of fixed sirens.
Points where sirens will be sounded and areas covered are shown in the map in Tab 2 to this annex.
Include assignments of responsibilities for other organizations as required.
C.V.
ADMINISTRATION AND LOGISTICS A.
Fixed Sirens Maintenance of the system of sirens in Liberty County is carried on by the Department of Emergency Management.
A listing of the locations of these sirens is given in Tab 1.
Agreemerits have been reached with several volunteer fire departments and industrial facilities to incorporate their sirens and whistles in the outdoor warning system.
The map in Tab 2 shows the areas covered by both the county-owned sirens and the privately-owned systems that are committed under agreements.
B.
Emergency Broadcast System (EBS)
The EBS Common Program Control Station serving Liberty County is WQID (FM Radio), and the primary relay station is WVMI ( AM Radio). Agreements for the use of tnese facilities by local government are maintained on file by the Liberty County Department of Emergency Management.
C.VI.
PLAN DEVELOPMENT AND MAINTENANCE This annex is c cintained by the Liberty County Department of Emergency o
Management.
All organizations with emergency management functions will develop and maintain procedures for performing in accordance with the responsi-bilities assigned in Paragraph C.IV.
5-C3
CPG 1-8 October 11, 1985 C.VII. AUTHORITIES AND REFERENCES l
A.
Authorities Not used, see Section VII of the Basic Plan.
B.
References Federal Emergency Management Agency.
Principles of Warning and Criteria Governing Eligibility of National Warning Systems (NAWAS) Terminals.
CPG l-14 Washington:
FEMA, E7El.
National Warning System,NAWAS) Operations Ma nua l. CPG 1-16.
Washington:
FEMA, 1980.
Objectives for Local Emergency Management.
CPG 1-5.
Washi ngton : FEMA, 1984 C.VIII. DEFINITION OF TERMS Emergency Rroadcast System (ERS),
Broadcast stations and interconnecting facilities which have been authorized by the Federal Communi-cations Commission to operate in a controlled manner during a war, state of public peril or disaster, or other national emergency--as provided by the Emergency Broadcast System Plan.
National Warning System (NAWAS). A nationwide dedicated voice network Its primaty purpose is to provide the American population with information of an impending attack upon the United States.
It is also used extensively in natural and manmade disasters.
Federal, State, and local users disseminate the warning information to the population by various local systems.
5-CA
CPG l-8
^
October 11, 1985 Tab 1 to Annex C Provide an inventory of fixed sirens, including locations and operating characteristics.
I 1
4 l
f I
i f.
5-C5
CPC 1-8 October 11, 1985' '.
Tab 2 to Annex C t
Provide a map with areas plotted to snow range of: fixed Outdoor warning. devices and areas to.
be covered by law enforcement agencies' mobile sirens.
1 9
d a
5-C6
. ~-.
October 11, 1985 CPG l-8 Appendix C.1 Warning of Unauthorized or Accidental Launch of a Nuclear Weapon C.1.1.
PURPOSE This appendix covers procedures for warning, specifically applicable to accidental launch of a nuclear weapon.
C.1.II.
SITUATION AND ASSUMPTIONS l
A.
Situation 1.
A U.S.-U.S.S.R. agreement exists for the purpose of reducing the risk of nuclear war because of an accidental, unauthorized, or any other unexplained incident involving a possible detonation of a nuclear weapon.
2.
In the highly unlikely event of such an incident (for example an accidental missile launch) which could threaten the U.S.
with a possible l
nuclear detonation, warning would be disseminated over the National Warning System (NAWAS).
B.
Assumptions 1.
The time available to warn the public of danger from the accidental launch of a nuclear weapon would be very short, probably a matter of minutes, in the area threatened by the impact of the weapon.
2.
More time would be available to warn the public outside the projected impact area.
C.1.III. CONCEPT OF OPERATIONS The concept of operations for this contingency is sunmarized in Tab 1 to this appendix.
C.1.IV.
ORGANIZATION AND ASSIGNMENT OR RESPONSIBILITIES A.
Organization Not used.
B.
Responsibilities The Liberty County Department of Emergency Management will develop and maintain a procedure for the warning point staff covering this contingency.
This procedure is given in Tab 2 to this appendix.
C.1.V.
Not used.
C.1.VI.
Not used.
5-C7
. ~._
~. _..
CPG 1-8 October 11, 1985.
C.1.VII.
AUTHORITIES AND REFERENCES A.
Authorities Not used.
8.
References i
Federal Emergency Management Agency, Disaster Operations--A Handbook for Local Government, CPG 1-6.
Washington:
- FEMA, 1981.
C.1.VIII.
Not used.
G 8
e 5-C8
October 11, 1985 CPG 1-8 Tab 1 to Appendix C.1 e
l Jurisdictions in Rest of U.S.
Jurisdie0ons in NAWAS
'Ihreatened Area Within about 500 Miles I
Els wheie in the U.S.
Message:
of the Threatened Arca
- 1. Initial Waming of
-Warn citizens to take All U.S. jurisdictions:
Accidental Launch cover IMMEDI ATELY
-Activate EOC and secum phone line(s) to broadcast sta-
-Activate EOC and w-tion (s) cure phone liae(s) to
-Advise citizens to take no protective actions but to stand broadcast station (s) by for further Instructions 2, Nuclear detonation
-Citizens remain under
-Advise citizens to prepare
-All areas provide Emergency (NUDET) has oc.
c66er promptly to protect them-Public Information (EPI) curred (minutes
--Conduct emergency op-selves from fallout (if
-Areas of possible low level after initial warn-erations as feasible NUDET proves to have fallout threat mobilize ing) been a surface burst)
RADEF system, and prepare
-Mobilize RADEF system to take countermeasures
-Prepare to provide sup-port for impact area,if requested by State
- 3. Impact occurred
-Advise citizens to remain
-Advise citizens that fall-
-Advise citizens that no without NUDET under cover until further out protection will not NUDET occurred and that (minutes after notice be required there will thus be no fallout initial warning)
-Seek assistance through
-Phase down EOC staffing threat anywhere State to determine if a as instructed by State
-Phase down EOC staffing as hazard axists from wea-instructed by State pon material
- 4. NUDET identified
-Citizens remain under
-Advise citizens to suspend
-Advise citizens there will be as air burst (no fall-cover act%na to protect them-no fallout threat anywhere out resulted). (This
-Conduct emegency selves from fallout information may be operations as feasible
-Provide cupport for irn-received from State pact area,if requested by 1 or Region, one to State I
several hours after initial waming)
Priority Actions in Case of Unauthorized or Accidental Launch of a Nuclear Weapon 5-C9
~
CPG 1-8 October 11, 1985 Tab 2 to Appendix C.1 PROCEDURES UPON WARNING OF UNAUTHORIZED OR ACCIDENTAL LAUNCH OF A NUCLEAR WEAPON This appendix establishes procedures for the Liberty County Warning Point staff in case NAWAS warning is received of an accidental, unauthorized, or any other unexplained incident involving a possible detonation of a nuclear weapon anywhere in the United States.
Procedures below are for an accidental missile
- launch, and will be modified as necessary for other emergencies involving a possible nuclear weapon detonation.
1.
If NAWAS warning is received of an accidental missile launch (or any other unauthorized or unexplained incident involving possible detonation of a
nuclear weapon) which THREATENS LIBERTY COUNTY OR THE CENTRAL CITY METROPOLITAN
- AREA, the Liberty County Warning Point operator will IMMEDIATELY:
a.
Sound the Attack Warning signal on all fixed sirens and instruct police vehicles to augment 4ixed siren coverage.
b.
Call station WOID (telephone:
436-8582 or 436-2242) and instruct them to broadcast the emergency public instructions below inmediately, repeating the message until instructed other-wise; also, keep open the telephone line to HQlD.
The emergency public instructions are:
WE HAVE BEEN NOTIFIED BY THE NATIONAL WARNING CENTER THAT AN ACCIDENTAL MISSILF.
LAUNCH THREATENS THIS AREA AT (LOCAL TIME).
A NUCLEAR EXPLOSION COULD OCCUR.
TAKE COVER IMMED-JATELY--BY LYING DOWN IN A BASEMENT, OR IN THE CENTRAL PART O~ A BUILDING, OUT OF LINE OF FLYING GLASS.
[ Notes The above emergency pulic instruction should also be pre-positioned with broadcast station (s) serving the area and should be kept at the local warning point.]
c.
Alert key officials as follows:
CList key officials including the Chief Executive, Emergency Program Hanager, Radiological Protection Officer, and EOC staff--
with day and night telephone numbers.]
2.
If NAWAS warning is received that an accidental missile launch or other incident toreatens some part of the U.S.
NOT in the Liberty County-Central City area, 2mmed2ately:
a.
Call station WOID (telephone 436-8582 or 436-2242) and instruct them to broadcast the emergency public instructions below; also, keep open the telephone line to HQlD.
5-C10
OE'.ob e r 11, 1935 CPG l-8 Tab 2 to Appendix C.1 (Continued)
WE HAVE BEEN NOTIFIED BY THE NATIONAL WARNING CENTER THAT (CIIY STATE) IS THREATENED BY AN ACCIDENTAL MISSILE LAUNCH.
t YOU NEED NOT TAKE COVER OR TAKE OTHER PROTECTIVE ACTION AT THIS TIME.
WE WILL GIVE YOU ADDITIONAL INFORMATION AND ADVfCE AS SOON AS IT IS AVAILABLE.
STAY TUNED TO THIS STATION FOR FURTHER INSTRUCTIONS.
CNote The public snstructions should be pre-positioned nith broadcast station (s), also kept at the warning point.]
b.
Alert key officials per ic above.
3.
If NAWAS warning is received that a nuclear detonation has occurred AND that fallout can be expected in the Liberty County-Central City area "WITHIN ONE HOUR":
a.
Sound Attack Warning per la above.
b.
Instruct station WQID (telephone line should still be open) to broadcast the emergency public instructions below immediately, repeating the message until instructed otherwise; also, keep open the telephone line to HQ10.
WE HAVE BEEN NOTIFIED BY THE NATIONAL WARNING CENTER THAT AN ACCIDENTALLY-LAUNCHED NUCLEAR WEAPON EXPLODED IN (GIIY t SIAIE)
AT (LQGAL TlH[).
THE NUCLEAR EXPLOSION HAY HAVE PRODUCED DANGEROUS RADIOACTIVE FALLOUT.
FALLOUT HAY ARRIVE HERE BY (LQGAL TIME).
IF FALLOUT DOES
- ARRIVE, YOU HILL NEED PROTECTION TO AVOID DEATH OR SERIOUS RADIATION SICKNESS.
DO NOT USE THE TELEPHONE.
LISTEN CAREFULLY TO THE LIFESAVING INSTRUCTIONS WE WILL NOW BROADCAST.
WE WILL KEEP REPEATING THESE INSTRUCTIONS.
TAKE THE FOLLOWING ACTIONS IMHEDIATELY TO PROTECT YOURSELF IN CASE FALLOUT ARRIVES HERE:
(1) LOCATE THE BEST FALLOUT PROTECTION AVAILABLE THAT YOU CAN REACH IN 20 TO 30 MINUTES OR LESS.
(2) IF YOU ARE AT HOME AND YOUR HOUSE HAS A BASEMENT, THE BASEMENT PROVIDES FAIR TO GOOD FALLOUT PROTECTION NOW.
TAKE THESE ACTIONS TO MAKE THE PROTECTION BETTER:
PUT A WORK BENCH OR LARGE, STURDY TABLE IN THE CORNER OF THE BASEMENT THAT 3 FARTHEST BELOW GROUND (AND FARTHEST FROM AN EXPOSED OUTSIDE WALL OF THE BASEMENT, IF THERE IS ONE).
THEN PUT BOXES OR DRESSER DRAHERS FlLLED HITH EARTH ON TOP OF THE TABLE AND ON THE TWO EXPOSED SIDES.
BRICKS OR OTHER HEAVY MATERIALS CAN ALSO BE USED.
ON 5-C11
CPG l-8 October II, 1985
~
Tab 2 to Appendix C.1 (Continuad)
THE
AROUND THE TABLE, PLACE AS MUCH SHIELDING MATERIAL AS POSSIBLE.
(3) IF YOU ARE AT HOME AND YOUR HOUSE DOES NOT HAVE A BASE-
- MENT, YOU HAVE THREE CHOICES:
(a) PREPARE TO GO TO A
NEARBY LARGE BUILDING THAT HAS A BASEMENT (PREFERABLY ONE MARKED WITH THE YELLOW-AND-BLACK "FALLOUT SHELTER" SIGN); OR (b) SEE IF YOU HAVE A NEIGHBOR WHOSE HOUSE HAS A BASEMENT WHO IS WILLING TO SHARE HIS BASEMENT WITH YOU AND YOUR FAMILY FOR ONE TO TWO WEEKS; OR (c) PREPARE A
FALLOUT SHELTER IN YOUR HOUSE.
(4) IF YOU DO NOT HAVE A BASEMENT AND YOU DECIDE TO STAY AT
- HOME, IT IS ESSENTIAL TO PREPARE A FALLOUT SHELTER IN THE MIDDLE OF THE HOUSE.
DO THIS BY SELECTING A PLACE IN THE CENTER OF THE HOUSE, AWAY FROM WINDOWS AND DOORS, AND PUTTING A LARGE STURDS TABLE THERE.
THEN PUT BOXES OR DRESSER DRAMERS FILLLJ HITH EARTH (OR QTHER HEAVY RADIATION SHIELDING MATERIALS) ON TOP OF THE TABLE--AND ON ALL FOUR SIDES AROUND IT.
ON THE TABLE, FILE AS HUCH HEAVY SHIELDING MATERIAL AS IT HILL HOLD HITHOUT COLLAPSIHG.
AROUND THE TABLE, PLACE AS MUCH SHIELDING MATERIAL AS POSSIBLE.
(5) RAPIDLY GATHER SUPPLIES YOU WILL Nr.ED TO STAY IN SHELTER FOR ONE TO TWO WEEKS.
SUPPLIES Sif.ULD INCLUDE:
(a) AS MUCH DRINKABLE LIQUIDS (WATER, FRUIT OR VEGETABLE JUICES)
AND READY-TO-EAT FOOD AS YOU CAN CARRY TO THE SHELTER AREA (AT HOME OR ELSEWHERE).
WATER IS MCRE IMPORTANT THAN FOOD.
(b) A BATTERY-POWERED RADIO, FLASHLIGHT, EXTRA BATTERIES FOR
- EACH, AND PAPER AND PENCIL FOR TAKING NOTES ON INFORMATION GIVEN OVER THE RADIO.
(c)
EPECIAL MEDICINES OR FOOD REQUIRED BY MEMBERS OF' YOUR FAMILV--7PCI AS INSULIN, HEART
- TABLETS, DIETETIC FOOD, OR m +
FO' %
(d) A BLA,e
- T FO' EACH FAMILY MEMBER.
(e) A METAL ~0 nth!NER WITH A TIGHT-FITTING LID TO USE AS AN EMERGENCY
,OILET; PLASTIC BAGS TO LINE THE TOILET CONTAINER; TOILET PAPER; SOAP; WASH CLOTHS AND TOWELS; A PAIL OR BASIN; SANITARY NAPKINS.
(6) REMEMBER THAT FALLOUT MAY ARRIVE HERE BY (L9 CAL TIHE).
KEEP LISTENING TO THIS STATION FOR INFORMATION ON WHETHER FALLOUT HAS STARTED TO ARRIVE.
TAKE ACTIONS FOR FALLOUT PROTECTION WITHOUT DELAY.
(7) IF FALLOUT DOES ARRIVE HERE, YOU MAY NEED TO STAY IN SHELTER FOR ONE TO TWO WEEKS.
LISTEN TO THIS STATION 5-C12
l Octobsr 11, 1985 CPC A-8 l
Tab 2 to Appendix C.1 (Continued)
FOR CIVIL DEFENSE INSTRUCTIONS ON WHEN YOU CAN LEAVE SHELTER.
CHote:
Hodify the suggested EP1 instructions above if or as required for your community.
The public instructions should be pre positioned with broadcast s 'at t ion (s),
also kept at the Narning poin t.]
c.
Continue alerting key officials (not already reached) per Ic above.
4.
If NAWAS warning is received that a nuclear detonation has
- occurred, but fallout is NOT expected in the Liberty County-Central City area "within one hour":
a.
Continue alerting key officials (not already reached) per ic above.
b.
Instruct station WOID (telephone line should still be open) that they are to continue broadcasting the public instructions i, 2a aboves also, keep open the telephone line to HGIO.
[ Notes Depending on local circumstances--such as hon much time is estimated to be needed to contact the Chief Executive, Energency Progran
- Hanager, at Radiological Protection Of fi c e r --i t HAY be considered <1esarable to assign additional SOP-type duties to the local warning point operators.
If so, the following is suggested as a point of departure for local narning point instructions.]
c.
If the NAWAS warning places the nuclear detonation within 500 miles of Central City--AND If the Mayor, Emergency Program
- Manager, or Radio;ogical Protection Officer does NOT instruct otherwise within 30 minutes of the time of the nuclear deton-ation--instruct station WOID (telephone line shot.d still be open) to broadcast emergency public instructions in 3b above.
CNote that the foregoing instruction for the warning point oper-ator provides a "fail-safe" approach.
If the operator is not instructed othernise within half an hour of the time of the
- NUDET, instructions util be broadcast to the public to start preparing for fallout protection.
3bviously, th13 nill alarn the publics and protection could be unnecessary in areas not threatened by fallout--or in all areas if the NUDET were later determined to be an air bur 3t, Nath no fallout produced.
Against this must be neighed the undesirability of not having instructed the public to start preparing for fallout protection, within half an hour of the burst, if the community did suffer fallout.
It should be remembered that in the highly unlikely event that an accidental launch--nsth a nuclear detonation--ever occurred, it nould undoubtediy occur nith no narning, and the Chief Executivea Energency Program
- Manager, or Radiologscal Ofticer alght be difficult to locate.]
5-C13
~
CPG l-8 October 11, 1965 Tab 2 to Appendix C.1 (Continued)
S.
If a
NAv/AS.nessac7 is received that the accidentally-launched weapcn has impacted WITHOUT causing a
nuclear detonations a.
Instruct station WQID (telephena line should still be open) to broadcast the following immediately, IF the impact was in the Liber ty County-Central *1ty area:
THE ACCIDENTALLY-LAUNCHED MISSILE HAS IMPACTED IN THIS AREA.
A NUCLEAR EXFLOSION DID NOT--REPEAT--DID NOT OCCUR.
HOW-
- EVER, IT IS POSSIBLE THAT SOME DANGER MAY EXIST FROM MA1ERIALS INCLUDED IN A NUCLEAR WEAPON.
THEREFORE YOU MUST P.EMAIN UNDER COVER UNTIL FURTHER NOTICE.
THIS MAY BE FOR A NUMBER OF HOURS.
KEEP LISTENING TO THis STATION FOR FURTHCR CIVIL DEFENSE INSTRUCTIONS.
b.
Instruct statior WQID to broadcast the dallowing immed-
- iately, if the impact was NOT in the Liberty County-Centeai City arna:
WE HAVE DEEN NO1IFIED BY THE NATIONAL WARNING CENTER THAT THE ACCIDENTALLY-LAUNCHED MISSILE IMPACTED IN (GIIt's S[ DIE)
PT (LQQAL IJJ{).
A NUCLEAR EXPLOSION DID NOT--REPEAT--DID NOT OCCUR.
YOU NEED NOT TAKE COVER OR TAKE OTHER PROTECTIVE ACT10N.
MORE INFGRMATION WILL BE PROVIDED ON REGULAR NEWS BROADCASTS.
CNete that ths foregoing example of warning point procedures for an accidental launch does not saclua~
follow-on operational actions that could be required--such as mobilizing the local dADEF system or prsparing to provide op e r n. t i on a l support for the impsct area.
Such actions would be appropriate for key local officials to
- take, as the EOC was activated--not the narning point ste:f.
Accordingly, they should be covered elsewhere in the local plan.]
5-C14
Y Octobsr 11, 1985 CPG l-8 ANNEX D j
EMERGENCY PUBLIC INFORMATION (EPI)
~
D.I.
PURPOSE This annex' establishes policies and procedures and assigns responsibi-lities to ensure the maintenance of a capability to disseminate accurate and timely information on potential and actual large-scale emergencies to the people of Liberty County.
D.II.
SITUATION AND ASSUMPTIONS A.
Situation 1.
Liberty County and reveral of its municipalities have continuing programs which use various channels of communication, inc.luding the mass media, to provide needed and desired infonnation about local government activities and services to the general public.
2.
During periods of emergency, the public needs, and generally desires, detailed information regarding protective action to be taken for minimizing loss of life and property. There are times, however, when disaster strikes without warning and the public information system cannot react rapidly enough to properly inform the public about the hazard.
For this reason it is impor-tant that prior to the occurrence of an emergency the public be made aware of potential hszards and the protective measures that can be employed.
3.
In major e:nergency situations, there may be large numbers of media representatives seeking information about the situation and about response actions.
It is the policy of Liberty County to cooperate fully with the media, to provide complete and accurate information, and to create an atmosphere conducive to useful and constructive participation by the media in all phases of emergency management.
Liberty County officials are developing procedures in cooperation with local news media to disseminate emergency infonnation to the public. However, they recognize that a really large emergency will attract regional and national media reoresentatives not parties to, or knowledgeable of, local media arrangements, e.
Assumptions 1.
During emergency situations, the general public will demand informa-t tion about the emergency situation and instructions on proper survh 31/ response actions.
2.
The media will demand information about emergency situations.
The local media, particularly broadcast, will perform an assential role in providing emergency instruct.lons and up-to-date information to the public.
Depending on the severity of the emergency, or the media's conception of the severity of the emergency, regional and national media W I also cover the story and denand information and ccmment from local officials.
5-01 i
CPG 1-8 October 11, 1985 3.
Depending on the reverity of the emergency, telephone communication may be sporadic or impossible.
Local and regional radio / television stations without emergency power may also De off the air.
4.
Demand for information will be overwhelming, if sufficient staff is not provided and if staff is not trained and operating from a media relations plan.
D.III.
CONCEPT OF OPERATIONS A.
Phases of Emergency Management 1.
Mitigation.
The public information program relating to hazard mitigation is critically important and challenging.
Liberty County and its municipalities will carry on a continuing effort in this area coordinated by the governmental public information officers (PI0's) and drawing on the expertise, creativity, and other resources of all appropriate agencies, organizations, and individuals. Hazard mitigation public information is not regarded as "emergency public information."
It can and should be approached as a topic of major importance to be covered in the regular public information programs using the best available tools and techniques of public and media relations.
An example of this type of activity is the ongoing effort to inform the public and to encourage public participation in Liberty County's floodplain management program.
Presentations are frequently made to civic organizations, and information is provided through both the print and broadcast media to maintain awareness of the flood hazard and to stimulate interest in and support for mitigation measures.
2.
Preparedness.
EPI preparedness includes development and maintenance of plans, procedures, checklists, contact lists, and standby public information materials.
Staf f must be trained to fill positions in the planned EPI organi-zation.
In an increased readiness situation, preparedness activities are accelerated; and there may be a need to respond to many inquiries from the media and the public.
3.
Response.
The EPI staf f will be directly involved in the warning process.
In large-scale disasters or disaster threats, the EP! organizations will be fully mobilized and will disseminate emergency instructions and information to the public in the following order of priority:
a.
Lifesaving / health preservation instructions.
b.
Emergency status information.
c.
Other useful information, originated by the government or in response to media inquiries.
In both the response and recovery phases, the EPI organizatico my employ a Joint Information Center (JIC) and On-scene Public Information Teams, as appropriate and possible, depending on the nature of the hazard and the size and other characteristics of the disaster.
4 Re co. :ry. During this phase, attention will be focused on restoring channels of communication with the public. Appropriate information will 5-D2
October 11, 1985 CPG l-8 continue to be released, particularly on the restoration of essential services, travel restrictions, and assistance programs available. When time allows, actions taken during the emergency will be assessed; and the EPI Plan and checklist will be revised as necessary.
8.
Direction and Control In Liberty County and its municipalities, when the emergency organiza-tion is activated, the public information staffs are integral parts of the Direction and Control organizations.
The PIO reports directly to the County Nanager or equivalent in each municipality. P10's are available to advise the elected of ficials, members of the policy group, on communication with the media and public. The Direction and Control Organization makes such decisions as establishment of a JIC and deployment of On-scene Public Information Teams ir coordination with other levels of government and private organizations.
C.
Coordination of Public Informaticn It is essential that the EPI organization and activity be recognized as In the State of Columbia, the EPl system includes Planning a coherent system.
and Operations Zones, Operatienal Area (county), Mutual Aid Region, State and Federal PI0's, and public information representatives from private agencies.
The size and other characteristics of the emergency will determine how many levels of the system become actively involved and whether a JIC will be For proper coordination in a large-scale emergency, it is essential enployed.
that EPI be released from a single point to assure consistency and authenticity.
The system will avoid having multiple releasing points.
If State and Federal of ficials become involved, Liberty County will cooperate and provide appropri-ate support for a JIC. The following approach is a typical one for large-scale emergencies:
1.
On-the-scene PI0's will coordinate among thenselves and will rormally release EP! at 4 single location.
It is desirable that the public information representatives of local private agencies, such as the American Red Cross, Salvation Army, and utility companies, join in releasing EPl through the single coordination point.
2.
If the State Emergency Management Agency activates an Emergency Public information Center at the Headquarters in Capital City or the Governor's press secretary serves in that capacity, P10's of local jurisdictions will coordinate EPI with the State PIO.
In an emergency with statewide impact, thare may be a State EPI center, and the Governor's press secretary may be a releasing point to the media, in coordination with the single news point or The PIO representing the Governor m6y release information JIC at the scene.
through the JIC instead of the State Capital.
3.
The State PIO will summarize the disaster situation for the media and report on state agency response activities.
The State PIO will also coordinate with the Federal Emergency Management Agency (FEMA) regional or specific disaster PIO and provide EP' staff support to local jurisdictions on request.
4.
The FEMA PIO at the FEMA regional of fice or at the disaster scene will provide in'ormation on Federal response ef forts and Federal assistance 5-D3
.,e
CPG 1-3 Octobar 11, 198) programs and will coordinate with State and local PI0's.
If practicable, Federal information coordinating functions should be integrated into the local or State news releasins facility 3 if it already exists in a JIC operation.
0,IV.
ORGANIZATION AND A5SIGNMENT OF RESPONSIBILITIES A.
Organization.
The EPI organization of Liberty County and of all Planning and Operations Zones within the County are integral parts of the Direction and Control Organizations. Operational relationships for EPI are, therefore, analogous to thnse for Direction and Control.
For most disaster situations, EPI will be handled by a single PIO. For large-scale disasters, however, an EPI staff will be set up with an organization as shown in Figure 5-1.
The PIO may serve in a dual role as chief public information staff person to the county manager and as the county's representative at the single news point or JIC, coordinatiiig with other governmental jurisdictions PI0's and those of private organizations.
The PIO of Liberty County may be working in the JIC, in the county E00, or more likely in both at various times in carrying out these responsibilities.
Public Information Of ficer On-Scene Public Emergency Jnformation/
Administrative Information Team Rumor Control Section Support Section Figure 5-1. Emergency Public Information Organization B.
Assignment of Responsibilities l.
All Liberty County Government Departments a.
When the Liberty County emergency organization is activated, provide information concerniag operations to the EPI Organization and issue all emergency information to the news media and the public through the EPI Organization to assure proper coordination, b.
Develop and maintain hazard-specific EPI materials, as requested by the county PIO.
2.
Emergency Public Information Organization.
a.
Develop a capability to rapidly release emergency instructions and information to the public through all available means.
5-04
CPG l-8 Qctober 11, 1985 b.
Receive all calls from the media and the public concerning an emergency situation and respond with official information or relay callt to to the E0C staff members, as appropriate.
Obtain reports or situation summaries from the EOC representa-c.
tives of all emergency organization elements to maintain current estimates of the situation.
d.
Prepare news releases.
Conduct situation briefings for visitcrs, media, etc., as e.
appropriate.
Conduct tours of area affected by the disaster, when and if f.
appropriate.
Deploy on-scene public information teams, as appropriate, g.
Establish a field media center, if appropriate, at a location h.
separate from any field command posts. Be prepared to work with State and Federal P10's in a JIC arrangement, preferably at a single location.
Arrange interviews with key personnel, when requested by media i.
and when possible without interfering with response operations.
Provide task assignments for other departments, agencies and organizations as required.
D.V.
ADMINISTRATION AND LOGISTICS As an integral part of the Direction and Control Organization, the A.
EPI Organization is assigned space in the Liberty County C0C; and its needs for communications, supplies, and equipment cre covered in the EOC-SOP.
If practical in a given emergency situation, public information B.
personnel will continue to work in the office space normally occupied by the This County PIO, since more space and better equipment are available there.
space is located in the County Courthouse and is readily accessible to the County E0C.
The County Courthouse Press Room will be used initially as a media C.
The center, if the nature of the emergency does not make this impractical.
size of this facility, however, will make it inadequate for almost any situa-tion suf ficiently serious to call for activation of the Liberty County Emer.
The decisions on establishment of a larger media center gency Organization.
and on its location will be made by the Direction and Control Organization.
A procedure for establishing a media center including a listing of suitable sites is included as Tab 1 to this annex.
A listing of mcdia resources is included as iab 2 to this annex.
D.
5-05
-=
CPG l-8 October 11, 198,5 E.
A major activity of the Emergency Public Information Organization in non-emergency times is the development and refinement of EPI materials, such as-camera ready copy for newspaper supplements and scripts and visual aids for use through the electronic media. Copies of some of these materials along with administrative procedures for their dissenination are included as hazard specific appendixes to this annex.
D.VI.
PLAN DEVELOPMENT AND MAINTENANCE This annex is maintained by the Liberty County Public Information Officer.
Hazard-specific EPI materials included as appendixes to this annex are main-tained by various departments and agencies of local government under coordina-tion with the county PIO.
D.VII.
AllTHORITIES AND REFERENCES A.
Authorities.
Not used.
See Section VII of the Basic Plan.
B.
References.
Federal Emergency Management Agency, Disaster Operations - A Handbook for Local Governments, CPG 1-6, Washington, DC, 1981.
D. Vill.
DEFINITION OF TERMS EBS - Emergency Broadcast System EPI - Emergency Public Information E0C - Emergency Operations Center JIC - Joint Information Center PIO - Public Information Officer S0P - Standard Operating Procedure e
e 5-06 L
.n3
CPG l-8 Oqtobsr 11, 1985 Tab 1 to Annex D Procedure for Establishing A Media Center In;lude a thorough procedure for setting up a media ' center.
(If operated jointly by all governmental units and the principal private organizations involved, the facility is called a Joint Information Center.)
Cover the criteria for site selection, the physical layout, communications required, needed supplies and equipnent, etc.
O e
5-07
CPG 1-d Octobsr 11, 1985 Tab 2 to Annex 0 MEDIA RESOURCES Emergency Broadcast System (EBS) stations serving Liberty County.
Common Program Control Station Primary Relay Station (CPCS-1)
WQID (FM Radio)
WVMI (AM Radio) 93.7 Mhz 24-hour Operation 570 Khz. 24-hour Operation CC & 7th Streets CC & 7th Streets Central City Central City Ph: 436-8582/436-2242 Ph: 436-8582/436-2242 Affiliate: ABC Network Affiliate: ABC Network SUPPLEMENTARY STATIONS AM Radio FM Radio WBND WOSM 1490 Khz. 18-hour Operation 103.1 Mhz.17-hour Operation RD # 2. Lentral City FF & 6th Streets, Central City Ph: 374-9825/374-9044 Ph: 374-2528/374-2529 Affiliate: RKO Network Affiliate: AP News Network WGCM WGUF 1240 Khz.19-hour Operation 96.7 Mhz.18-hour Operation RD # 3, Fisherville J & lith Streets, Deep River Ph: 452-9495 Ph: 596-9572 Affiliate: ABC Network Affiliate: ABC Network WGUF WTAM 1130 Khz. Daytime Operation 102.3 Mhz. 20-hour Operation C & 24th Streets, Fisherville RD # 5, Kingston Ph: 452-1851/452-1652 Ph: 545-2285 Affiliate: Mutual Network Affiliate: NBN News Network WROA WZKX 1390 Khz. 24-hour Operation 107.1 Mhz. 24-hour Operation M & 17th Streets. Harvest Junction M & 17th Streets, Harvest Junction Ph: 863-0917 Ph: 863-0917 Affiliate: NBC Network Affiliate: NBC Network Television Facilities WLGX-TV GE Cablevision CH 13, 20-hour Operation CH 4 (Cable), 24-hour Operation CC & 7th Streets, Central City F & 29th Streets, Central City Ph: 436-3281 Ph: 374-4459 Affiliate: ABC Network Affiliate: All Major Networks NOTE: Supplementary stations, when instructed by FCC Emergency Action Notification, will suspend normal operations after notifying the public to tune to the EBS station serving designated areas.
5-08
CPG 1-8 Qatober 11, 1985 Tab 2 to Annex D (Continued)
LIBERTY COUNTY NEWSPAPERS l
l Name & Location Type Phone Central City Publishing Inc.
Daily 436-2776 P & 19th Streets Central City Fisherville Express Daily 425-2020 l
5 & 17th Streets Fisheiwille Junction Guide Daily 863-5711 0 & Sth Streets Harvest Junction Kingston Weekly Weekly 545-3371 8 & 1st Street Kingston Deep River Sun Weekly 596-5560 C & 16th Streets Deep River l
t 5-09
_ _ _ _ _. _. _ _ _ _ - - _ - - - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _. _ _ _. - ~
CPG 1-8 October 11, 1985 Appendix 0.1 Standby EP! Materials For Threat of Nuclear Attack This appendix includes EP! instructions for dissemination during a crisis, and for urgent broadcast upon Attack Warning, concerning the need (1) to put shelterees in the maximum protective posture against fallout and (in risk areas) blast; and (2) to take fire prevention and control actions in risk areas. These actions are essential whether people are sheltered in home basements or in public shelters. Because of the unusual importance of these actions, this appendix is provided as part of the Liberty County example plan.
It is urged that all communities prepare to disseminate this type of material both during a crisis and upon receipt of Attack Warning.
This appendix should also include copies of the camera-ready copy for EPI newspaper supplements and any other standby materials that have been developed to inform the public about the nuclear attack hazard.
ENERGENCY PUBLIC INFORMATION INSTRUCTIONS ON SHELTER PROTECTIVE POSTURE AND FIRE PREVENTION AND CONTROL This appendin contains EPI materials on the need (1) to place ell shelterees in the maximum protective posture against fallout and (in risk areas) blast; and (2) to take fire prevention and control actions.
The3e materials will be (1) disseminated by all available news media ditring a period of international crisis; and (2) via EBS station WOID upon receipt of Attack Warning.
[ Notes The following materials should be adapted as necessary by each community depending upon the type of nuclear attack risk assumed, blast or fallout oruly.
The mater n al below is suitable for use in newspapers.
It should be adapted by the EP1 officer for broadcast during a
crz:ss and upon receipt of attack warntng.]
1.
Home Shelter-People who plen to seek protection in their own homes should take the following actions:
Improve tallout protection of the home.
if it has a base-ment.
If there is no basement, consider construction of an expedient shelter.
CActions to improve fallout protection of homes both with and nzthout basements are illustrated in CPG's 1o and I-7.J Note that an expedient shelter can provide good blast as well as fallout protection, possibly permitting survival within twJ miles or less of a nuclear burst.
- Gather supplies that would be needed for up to two weeks' survival if sheltered in the home (food,
- water, medicines,
- bedding, c1othes.
santtation container, battery-powered radio, etc.).
5-010
b s
October 11, 1985 CPG l-8 If to or near a city of about 50,000 or greater population, or if near an important military base (that is, 2f 2n a
possible "rzs4 area"),
take additional actions to prevent (2res caused by nuclear weapon explosions:
--Cover windows with aluninum foil, whitewash, or some other opaque substance (if available) and close window
- blinds, drapes, or shades.
This will help to prevent ignition of interior furnishings by the heat flash of the weapon.
--Fill tubs or other containers with water for use as auxiliary water supply and self-help firefighting.
- If Attack Warning is received, people in risk areas who take shelter 2n their homes
--Take shelter sitting or lying down in the CORNER of the basement that as *?a r th e s t belouground.
This provides the best fallout protection, and also the best protection against Slast.
(Do not stay in the middle of the basement.)
--If there is no basement, take shelter lying down in the middle of the house, surrounded on all sides and overhead by furniture (and boxes or dresser drawers filled with earth), to provide some protection against low-level blast and fallout radiation.
Line the protected area with mattresses and blankets.
I+
a nuclear weapon explodes and affects the houses
--Immediately go through the house and check for small fires (or ignitions) caused by the explosion (burning
- drapes, smouldering upholstery, etc.)
Stamp out burning drapes, throw smouldering furniture out the windows, etc.
People could have 10 or 20 minutes in which to extinguish agnitions--before these could grow into a fire that might destroy the house.
Fallout (f rom the weapon that caused the ignitions) would not arrive until about 15 to 30 minutes after the explosion.
--After checking for ignitions and extinguishing any
- found, return to the best fallout protected part of the house.
Listen for information on the radio concerning the degree of fallout hazard in the area.
If the fallout level is
- high, people may have to stay in sheltered areas for one or up to two weeks.
Also, instructions may be given over the radio on where to go after leaving shelter.
In areas that receive heavy fallout, it may be necessar* for people to move 20 to 40 miles away, after leaving shelter, to an area that had much less fallout.
--If the house received severe damage, it may have been partly coll apsed into the middle of the basement, or even blown away-yet most people in basements might have sur-vived.
Survivors in basements would need to 2mprove fallout protection--by adding as much overhead protection as possible, in the cornar of the basemer t,
using planks and other mat er'i al from the partly-destroyed house.
5-D11
CPG l-8 October 11, 1985
- If Attack Warning is received, people in lower-risk areas who take shelter in their homes should take the same precautions against fallout as risk-area people.
That is:
--They should take shelter in the corner of the basement farthest belowground; or if there is no
- basement, they should develop a shelter area in the middle of the house.
--They should stay 2n the protected part of the house until advised by radio that they can leave shelter.
(In some arean of heavy
- fallout, people would have to move elsewhere after leaving shelter.)
--They would not have tc antinguish ignitions or
- fires, or take other actions that would be needed in blast-damage areas.
2.
Public Shelter--People who plan to seek protection in larger buildings (that is, in public shelters) should take the following actions:
- Gather supplies that would be needed for up to two weeks survival in the public shelter (food,
- water, medicines, bedding, clothes, battery powered radio, etc.)
- Recognize that while some public shelters would have a
Shelter Manager present, others would not.
If there is no Shelter
- Manager, survival of people in the shelter could depend on someone taking charge and acting as Shelter Hanager--including taking the immediate actions outlined below.
In rask areas, it would be critically important for acting Shelter Managers to take the following actions as soon a;
possible atter Attack Harn2ng and arrival of people in the shelters
--For fire prevention, people should be sent immediately to each floor of the building to close ALL window blinds or curtains.
--Put all shelter occupants in the best blast protectJon posture immeolately:
Sitting back-to-back about two feet from outer walls of basement, or near columns--not beneath unsupported parts of basement ceilings.
Where necessary to occupy upper
- floors, shelterees should lie down in the central part of the building, out of line of flying glass and debris, and hold onto each other.
--If the building is affected bv a
nuclear explosion, immediately send people to each floor of the building to check for ignations caused bv the explosion (burning
- drapes, smouldering upholstery, etc.)
Stamp out burning
- drapes, throw smouldering furniture out the window, etc.
People cculd have 10 to 20 minutes in which to eAtIngu21h ignftsons--before these could grow into a fire that might destrov the building.
Fallout t+ rom the weapon that caused the ignitionst would not arrive until about 15 to Ye 5-012
~
October 11, 1985 CPG l-8 minutes after the explosion.
--After checking for ignitions and extinguishing any
- found, return to the best fallout-protected part of the building.
- In both high-risk and lon-risk areas, it would be urgent for acting Shelter Managers to take the following actionst
--Place shelter occupants in maximum fallout protection posture promptly upon arrival In high-risk
- areas, this will result to a large degree from placing shelterees in the blast-protection posture outlined above.
In low-risk
- areas, acting Shelter Manager-should place as many people as possible in basements; where it is necessary to occupy upper
- floors, shelterees should be placed in central part of buildings, avoiding areas with windows.
--should an attack occur and fallout be deposited in the
- locality, acting Shelter Managers should take action to identify locations n1 thin shelters providing the best fallout protection, by use of radiological monitoring instruments, if available.
The acting Shelter Manager should look for a
set of civil defense radiological monitoring instruments.
If a set is located, it should include instructions (printed on a yellow plastic
- sheet, "How to Use Your Radiological Instruments to Find the best Shelter and to Mintmtre Your Exposure to Radiation").
--If instruments are not available, the acting 5telter Manager should still try to locate the best protected areas possible for the shelterees.
The best protected areas are generally belowground areas first and the central core areas at larger buildings second (except for the top couple of floors and the first or second floors up from ground level).
--Acting Shelter Managers should assure maximum use of best-protected space.
This may involve crowdtng shelterees in best-protected areas.
Depending upon the weather, this may result in high heat and humidity developing, which can n
turn result in dangerous heat exhaustion.
If heat and humidity problems
- develap, acting Shelter Managers must move some shelternes to less well protected parts of the shelter, it possible rotating shelter occupents to and from such areas.
--The acting Shelter Manager should assure that some at the shelter occupants listen tor information on the radio concerning the tallout hazard in the area.
If the fallout level ts high, people may have to stay in rhelter for one or up to two weeks.
- Also, instructions may be qtven over the radio on where to ao after leaving shelter--possibly to an area 20 to 40 miles away, that received less tallout.
The Acting Shelter Manager should organt e this movement.
4 5-013
O O
P e
O e
M e
6 b
Octobsr 11, 1985 CPG 1-8 ANNEX E EVACUATION E.I.
PURPOSE This annex provides for the orderly and expeditious evacuation of any part of the population of Liberty County, if that action is determined the most effective available for protecting people from the effects of any disaster.
This annex provides a planning base for any type of evacuation.
Unique factors relating to evacuation on acccunt of contingencies specifically identified in the Liberty County Hazards Analysis are discussed in appendices to the annex.
Reception and Care operations are covered in a separate annex, and much material crucial to evacuation operations is included in the Direction and Control, Communications, and Shelter annexes.
Since it is the policy of Liberty County's governments to avoid unnecessary repetition in emergency plans, this annex must be used in the context of the whole emergency operations pl a n.
E.II.
SITUATION AND ASSUMPTIONS A.
Situation Evacuating hazardous areas is the most effective action for p'rotecting people in many disaster or disaster-threat situations.
Many evacuations are carried out every year, and it is not unusual to hear about large-scale evacuations involving thousands or even tens of thousands of people.
Evacuation operations can be accomplished more rapidly and effectively if planning is carried out and systems are developed and tested before they are needed.
B.
Assumptions 1.
The number of people initially affected is not a satisfactory criterion for deciding whether or not to 3ctivate the emergency management organization.
The nature of the threat, the possi-bility of escalation, the need for expert consultation, etc.,
must also be considered.
2.
People who refuse to follow evacuation instructions of public officials will be left alone until all who are willing to leave have been provided for.
Then--time permitting--further efforts will be made to persuade the stay-puts to evacuate.
E.III. CONCEPT OF OPERATIONS A.
General Evacuation may ' prove to be the only practical means of protecting people from the effects of some disasters.
Simply defined, evacuation 5-El
CPG 1-8 October 11, 1985 is movement of people from a place of danger to a place of relative safety.
Problems involved may range from minor to enormous depending on the dimensions, or characteristics, of the hazard and the evacuation.
Several hazards identified in the Liberty County Hazards Analysis have the potential for necessitating evacuation of substantial numbers of people.
The governments of Liberty County and its municipalities have agreed that it is not possible to define a "large-scale" evacua-tion.
it is entirely possible to evacuate a large number of people without activating the emergency management organization.
At the same time, an emergency calling for evacuation of only a few people could escalate or be characterized by secondary effects.
The decision to activate the emergency organization for purposes of managing an evacuation is generally left to the ciscretion of emergency services field commanders.
There are, however, provisions for the emergency management organization to be activated and to assume control of emergency operations other than at the request of field commanders.
These provisions are described in "Concept of Operations" in the Direction and Control annex.
This annex treats evacuation in the generic sense, i.e., the annex and its tabs are applicable to any evacuation situation.
Special hazard-specific appendices address factors unique to evacuation for particular disasters. These appendices are especially important for this annex, because the places of safety, the destinations for evacuees, differ from hazard to hazard. The potential danger from the environ-ment through which the people must move is a critical matter to be considered, and this too varies greatly depending on the hazaro.
Jurisdictional interrelationships are a matter of great concern in an evacuation situation. Geographical areas and divisions--State, Mutual Aid Regions (MAR's), Operational Areas (0A's), and Planning and Operations (P&O) Zones--are described in the basic plan.
Proper coordination among divisions in an evacuation situation is critical to successful operations and can be accomplished only through carefully planned and executed Direction and Control.
B.
DirectionandControl Direction and Control es a function is covered in a separate annex to this plan.
Direction and Control of ev6cuation operations vill normally be carried on by the p risdiction nearest to the disaster site that has suf ficient scope of control to manage all raquired operations.
An evacuation entirely within one P&O Zone will be managed by the emergency organization of that zone unless and until higher authority assumes control.
If more thaa one zone is affected, as when people from J N zone evacuate into another, the 0A (County) emergency management organization will ordinarily assume control.
P&O Zone organizations will continue to function under the direction of the 0A policy group.
5-E2
October 11, 1985 CPG l-8 MAR organizations normally function only in a coordination role with resoect to affected 0A's.
Uraffected 0A's will provide support to those directly involved only at the d'irection of the MAR. MAR's may assume control of operations in an 0A, if that jurisdiction's emergency management organization is destroyed or otherwise unable to function.
Such assumption of control by a MAR would occur only at the direction of State authorities.
C. Continuity of Government Continuity of government (COG) must be maintained in an emergency evacuation situation. Detailed procedures fer accomplishing this are included in the Direction and Control annex and in the appendices to this annex.
Essentially, C0G will be maintained by relocating govern-ment operations, as necessary, to alternate E0C's or to mobile E0C's with temporary transfers of authority to higher or lower emergency management organizations. Lines of succession to all key positions will be clearly established, and all essential records will be protected from destruction or loss.
E.IV. ORGANIZATION AND RESPONSIB LITIES A.
Organization Jurisdictional and organizational relationships in evacuation operations vary depending on the scale of the movement.
Th cnart in Tab 1 to this annex depicts these relationships for a very large evacua-tion involving several 0A's.
Liberty County could play any of the roles indicated in this chart.
The emergency organization at the county level is as described in Section IV of the basic plan.
B.
Responsibilities This section concerns evacuation operations in the general case.
Additional information relating to particular hazards is incit.ded in appendices to this annex.
In situations involving evacuation of a number of people sufficient to cause mobilization of the emergency management organization, the following assignments will be cs -led out to the extent permitted by time and circumstances:
1.
Emergency Program Manager (a) Assembles an analysis team to support the coordination group in the E0C.
(b)
Coordinates environmental monitoring activities.
2.
Analysis Team (a) Obtains full information on evacuation operations initiated by first responders.
(b) Obtains information on characteristics of the disaster l
involved.
l 5-E3
CPG 1-8' October 11, 1983 (c) Obtains meteorological data and other relevant information.
(d)
Prepares reccamendations on the area to be evacuated and continues to monitor the situation and recommend changes as indicated.
3.
Law Enforcement (a) Provides security for the evacuated area.
(b) Participates in the warning process by sweeping assigned areas, reinforcing information provided through mass media.
(c)
Provides traffic control to facilitate evacuation and return novement.
(d) Assists in evacuation of prisoners, as required.
Lists of task assignments similar to those above should be included for all pertinent public and private entities that would have some responsibility for evacuation.
E.V.
ADMINISTRATION AND LOGISTICS This plan contains an annex on Resource Management, which provides detailed information on many topics related to Administration and Logistics.
The policy of the Liberty County government on this subject as applied to emergency situations is, in general, as follows:
A.
Administration and logistics will be controlled by the Liberty County ma na ger.
B.
Normal practices and procedures will be continued under emergency conditions to the extent practicable.
C.
nuring emergency operations, every ef fort will be made to document each transaction suf ficiently so that complete records can be reconstructed and claims properly verified after the emergency period has passed.
O.
To the extent consistent with law, no admdnistrative process will be permitted to interfere with operations essential to preventing injury, loss of li fe, and signi ficant property damage.
E.VI.
DLAN DEVElopTNT AND MAINTENANCE This annex is developed and naintained by the Liberty County nepartment of Emergency Management.
The county emergency program manager will determine requirements for implementing plans and procedures to support evacuation oper-dtions and will provide guidance to of ficials of P&O Zones ard other organiza-tions, public and private, where the need for such plans and procedures exists.
5-Ea
CPG l-8 October 11, 1985 E.Vil. AUTHORITIES AND REFERENCES A.
Authorities See Section VII, Part A, of the Basic Plan.
An opinion of the
{
county attorney issued in 1980 held, in effect, that Liberty County of ficials may compel individuals to evacuate, if a local emergency is proclaimed by the board of supervisors and an order is promulgated specifically authorizing such action.
Alternatively, people can be forced to evacuate on the authority of a court order, if such an order can be obtained from a judge of the county superior court.
l B.
References l
Federal Emergency Management Agency, Disaster Operations--A Handbook for Local Governments, CPG 1-6. Washington, D.C., 1981.
Perry, Ronald W.
Citizen Evacuation in Response to Nuclear and Non-Nuclear Threats.
Seattle, Washington: Battelle Human Affairs Research Centers, 1981.
Evacuation Perry, Ronald W.; Lindell, Michael K.; and Green, Marjorie R.
Planning in Emergency Management. Lexington, Massachusetts:
3.C. Heath and Company, Lexington Books, Battelle Human Affairs Research Centers, 1981.
E. Vill. OEFINITION OF TERMS Evacuation. As an emergency management function, evacuation is a protective action--moving people from a place of danger to a place of relative As a phenomenon, it is a temporary mass movement of people that safety.
collectively emerges in coping with community threats, damages, or disruptions.
l 5-E5
r.
5 GDIOUE. (RGJWIIZATICII FOR EVAQAATION 7
m Federal Volunteer State Relief Organizations Support Non-impacted Oper. Area
\\
Mutual Other j
Aid Reg..
Mutual Aid Regions Y'
N Non-impacted j
f Oper. Area l
l
/
I Evacuating Reception Volunteer Volunteer Operational Operational
-- - - - 7 Relief Orgs.
l Relief Orgs.
Area Area
\\
/
i
\\N l
/
/
s I e i1 N
1 I
I I
t
/
/
Evacuating Evacuating Reception Reception Reception Reception l
P&O Zone P&O Zone P&O Zone P&O Zone P&O Zone P&O Zone I
E R
U l
~
?
n i
Indicates comunand authority i
F
Indicates coord ination x
N O
G
.=
CPG l-8 October 11,.1985 Appendix E.1 Evacuation in Response to Threat of Nuclear Attack E.1.I.
PilRPOSE This appendix provides information and procedures relating to the unique aspects of evacuation operations undertaken to remove the population from areas considered more likely than others to be affected directly by blast overpressure, heat, or initial nuclear radiation, if there should ever he a larga-scale nuclear attack.
E.1.!!.
SITUATION AND ASSUMPTIONS A.
Situation 1.
A nuclear ittack on the linited States would most likely be preceded by a period of international tension and crisis.
Suf ficient time might be available for protective actions to be taken, including temporary relocation of residents of possible target areas to areas of lower risk.
2.
Part of Liberty County has been designated a nuclear-attack high-hazard area (HHA) for which population relocation should be planned. The area to be evacuated when directed is shown in the map at Tah 1.
The ma at Tab 2 shows the areas designated as likely to receive blast overpressure of two pounds per square inch (psi) or more.
3.
In addition to the designated part of Liberty County, the Capital City area, the Metropolis area, and the immediate vicinity of the General Patton Military Rase in Lober County are scheduled for evacuation under similar circumstances. For this reason, travel beyond the Liberty County boundary to the north or to the south-east on Interstate 101 will not be practicable.
4 The State emergency plan has established lower-risk reception areas for each of the areas to be evacuated. Areas reserved for people frcm the Liberty County HHA are the less hazardous parts of Liberty County, Stramford County, and parts of Apple and Green Counties. The locations of these areas, resident populations, and number of evacuees assigned are shown in a table at Tab 5.
5.
Destination counties are preparing plans for the reception and r
care of relocated residents of Liberty County.
The State is preparing plans providing for the redirection of supply channels for food, fuel, and other essential consurer goods to these counties.
6.
Certain vital facilities and activities must be continued in the evacuated HHA to preserve the integrity of the vacant city, to assist in the provision of essential goods and services to the 5-E7 x
,r n
CPG 1-8 October 11, 198'5 ralocated population and their hosts, or to continue industrial production important to national defense. These critical activities sre summarized in Tab 6.
B.
Assumptions 1.
Evacuation of the population of the HKA will occur only at the direction of the Governor, most likely at the request of the President of the United States. Measures preparatory to such evacuation may be undertaken during a crisis at local option.
2.
Evacuation of the HKA population will be directed by the Governor, not voluntary, and in general accordance with this plan.
3.
Evacuation will be primarily in family groups using private vehicles over a period not to exceed 3 days.
4 About 15,000 residents not having automobiles available to them must be provided with other transportation to their destinations.
5.
Some portion of the HHA population, estimated at 10 percent or possibly more, can be expected to leave the area in advance of a directed evacuation.
These spontaneous evacuees are expected to consist mainly of families whose members do not have public or emergency responsibilities and who have a vacation home or rela-tives in mind as a destination. The location, identification, and destination of this group will not be known.
6.
Once evacuation of the HHA population has been directed, the minimum duration of the relocation will be 7 days. The maximum duration of the relocation is unce-trin but could be several weeks.
7.
linder certain circumstances, such as a protracted relocation period, the State or Federal government may request the resump-tion of certain critical production and service activities in the HHA in addition to the essential activities shown in Part A of the table at Tab 6 without a general return of the population.
Organizations likely to be af fected are shown in Part 8 of the table.
8.
Return of the relocated population to their hores following evacuation will occur only at the direction of the Governor, most likely at the request of the President of the linited States.
E.1.III.
CONCLPT OF OPERATIONS A.
Time Phases of a Nuclear Attack Threat Evacuation The time phases applicable to nuclear attack threat evacuation correspond to those recognized for any disaster.
It may be helpful to identify them in somewhat dif ferent terms, as follows:
5-E8
CPG 1-8 c'ctobsr-11, 1985 predisaster = precrisis preimpact
= escalating international crisis impact
= movement emerge,ncy
= sustaining recove ry
= return.
The precrisis period is normal readiness during peacetime.
The crisis phase includes increased readiness and mobilization of emergency services to prepare for movement, if and when ordered by the Governor.
The movement phase begins when the Governor of Columbia directs evacuation of nuclear attack HHA's.
The sustaining period begins with arrival of evacuees in the reception areas and principally ir.volves. support and care of evacuees and the indigenous population as described in the Reception and Care annex and the Inplace Protective Shelter annex. The sustaining period also includes maintenance and support of critical production and service activities by essential personnel commuting to and from the high-hazard area, as provided in this appendix.
The return period begins ;Aen ordered by the Governor of Columbia and covers the time necessary to safely move the population back to their homes.
Evacuation would not be implemented unless there were a threat-of nuclear attack of unprecedented seriousness.
It should be under-stood that nuclear attack could occur at any time during the crisis, movement, or sustaining phases.
Since there is no assurance that evacuation would be directed, readiness to implement the County's In-place Protective Shelter Plans must be emphasized during the crisis period.
If attack warning is received, everyone must take shelter in the best available nearby facilities. While the development and use of protective shelters is t.ot covered in this annex, evacuation planning must not lose sight of the fact that, fundamentally, evacuation in response to the nuclear attack threat is movement to SHELTER; it is movement to a place where shelter is likely to provide a more realistic prospect of survival.
To summarize, the planning process that has resulted in this appendix has focused on the movement of people out of and back to the nuclear attack HHA and includes commuting of key workers to carry on essential operations in the HHA during the sustaining phase evacuation.
This appendix identifies the destination reception centers for all The Reception and Care function, however, is covered in evacuees..
a separate annex.
i t
B.
Overall Concept of Nuclear Attack Evacuation Operations 1.
The population of Liberty County is 276,000, of which 218,000 reside in the census tracts designated as parts of tne nuclear attack HHA.
This HHA is described in the maps and tables included in the Tabs to this appendix.
t 2.
Approximately 30 percent of the Liberty County HHA population are employees or dependents of employees of the key organizations listed in Tab 6.
Every effort will be made to encourage these businesses and agencies to relocate organizationally to reception
[
5-E9
d CPG 1-B October 11, 198$
areas reserved for them.
In many cases, this is necessary so that the organization will be able to neintain continuity of essential fu1ctions.
In all cases, organizational relocation is an effective way to use the existing framework of the community to respond to the demands of a major crisis.
It attempts to hold together units that have significant problem-solving abilities and preserves the identity of valuable community resources.
lThis point-by-point pres'entation of the overall concept of evacuation operatioca sLould be continued, providing enough detail to convey a clear picture of the scope and canplexity of such operations in a nuclear-attack threat situation.
C.
Direction and Control in a national security emergency that requires evacuation of nuclear attack HHA's, all levels of the emergency management organization are fully mobilized and activated. Direct lines of authority exist from the Governor of Columbia to the chairperson of the Liberty County Board of Supervisors and from the chairperson to the elected of ficials designated in the Direction and Control annex of this plan as chiefs of the P&O Zones.
D.
Continuity of Governinent When it becomes necessary to evacuate the Liberty County nuclear attack HHA, the government agencies of Liberty County, Central City, and Harvest Junction will move their bases of operation and continue performing duties assigned under this plan.
The Liberty County and Central City Direction and Control Organization will move to the Fisherville EOC. Continuity of control will be reintained by verifying that an adequate Direction and Control operation is active at the Fisherville EOC and by transferring authority before closing down the pr i nci pal coun ty EOC.
The d1airperson and the heads of key emergency service agencies will naintain contact via mobile radio units while in transit to the alternate E00.
E.1.IV.
ORGANIZATION AND ASSIGNFENT OF RESPONSIBILITIES In a national security emergency involving a threat of nuclear j
j attack, the total emergency management organization at the 0A (county) and PA0 Zone levels will be activated.
Evacuation plans and procedures I
will be reviewed and improved to the extent possible in the time avail-able.
Responsibilities are generally the same as those shown in the Evacustion annex, Section E.IV.B.
Chiefs of agencies and organizations are res sansible for reviewing their procedures, for verifying that resources identified are available and in satisfactory condition, and for ensuring that all personnel--including any recently hired--are familiar with their duties in a large-scale evacuation.
t 5-E10
CPG l-8 0'ctober 11, 1985 Each organization listed at Tab 6 is expected to have a plan to relocate as a group to the reception area specified.
Larger organizations and those with special needs--such as responsibility for institutionalized persons--have been assigned to specific facilities in reception areas.
Chiefs of organizations are responsible for coordinating with the managers of the facilities to which they are assigned.
E.1.V.
ADMINISTRATION AND LOGISTICS The administrative and logistical problems associated with evacuation of the nuclear-attack HHA are covered in appendices to the Resource Management annex.
These problems are extremely complex and in many cases, are multijurisdictional in nature. Mobilization of private-sector resources and capabilities is fully covered in the Resource Maragement annex.
E.1.VI.
Not used.
See E.VI E.1.VII.
Not used.
See E.VII E.1.VIII.
DEFINITIONS OF TERMS HHA - High-hazard Area E
G G
t 5-E11
CPC 1-3 October 11, 1]d3 Yab i Appendix E.1
('
l [ /.. B' [
/
w..
., k?'O *t L(
i
,+%f
/
/
e
~. -r.
,,x
~w
(
f
=
r
-,,x i,
'a wa -
j 3
,$x '
-.x A.v u a s
, xc-g HARVEST VALLEY
_. _., ~. _c,
p, ex _
\\, CENTAAL C1TY 3.,,
r
- e. ~.y
.x -
t N %,,
1
(}
\\
/
e,a
, ' ' ~,
j
,r -.
,% /
m':L._.n.,-
-#~
a x
j..,
N
-~ s m
//
'7-
-,=
/
\\
i t r$ed evut
,, a '
- uum coum scAta N
LIBERTY COUNTY 40 WLES : 40 mLES
.mve n
-.anoso 0
2 4
4 20 0 1
l l
I
(
MAP 1. NUCLEAR ATTACK HIGH HAZARD AREA 3-n2 1
e 1
ettocer 11, 1903 CPC l-8 Tab 2 to Appendix E 1 0
' M ~ 2 = w',[1
, m,/,J l
\\F (A
k
\\
M
)
( m-(
,/
s
.DJ
/
~
~ ~s / 3
_x-
~~
~n 1 (
y ~ J j f,r _ _ _
u a-
- y!
\\3
- 6..... ;.
s
,~
7
,,,,,.w HAAVEST VALLEY st.f t s CENTAA C c,,,
- c. a. a,
\\
N * *o, r
i W
- *o
('
' %,y, ':,
l }.
,"~~..
,W
//
~
/
/,-
~v.u., _,-
j, nl,,
a..-
(/ f/? //)/ ' =lg f77 ~
r-f,~.
~,
/
x a r$*=t ovat t N
7 k
hD N
f'."." O"
.al^."
u.
LIBERTY COUNTY
- ,~^=
9 i
e e
j MAP 2. AREAS ASSUMED LIKELY TO RECEIVE TWO P.S.I. OR GREATER BLAST OVERPRESSURE 5-E13 9
e
CPG l-8 October 11, 1M Tab 3 to Appendix E.1
[
j
/ / 3' /
BLL( W AflG 4%
Qm 5
df
's q 'w ]
/
h
- -2
~~Q:
2" F~~
}
,a
.m I
!- % 3 '-s
%,a..
.a nx --
fb
\\,,
./,...,..
HARVEST VALLEY J
7 a., '-
_S
~
.E Tan c
( ""'
-6
- s.
7 E
gM y.g
.s. s,
12
< e.:
f
/*
f/
l lm...
il
//
7-
/ g/ '
s
/
/
{'
x<
une mum sent N
LIBERTY COUNTY
-- - novt a 40teLES 40 halts
-n amoao 0
2 4
4 44 MAP 3. NUCLEAR ATTACK HIGH-HAZARD AREA EVACUATION DIVISIONS 5-E14
vetoder 11. 1933 CPC 1-6 Tab 4 to Apperidix E.1 1
u i m m
+
o m i. !
i i ! al I
! i I
i i'
i i i
I i
9 G
I !
j le III I Ii N I I'lT )jo.
'i 1,
ii i ! I i 1
i k
3 L x wMs 1
' l!!!
15' l
i I!
14' J!!!
I i
i
' 'J io!
13' i
i i
l iI ii i
O
! i' ! !
ei i i i i iiii,,
i l
,ijl l
j I!i l&I i
M t
A i
e lI. I II E I !
I l
I e
i i i
i F!!
!FW
=! h ii i i i i
i I
i !
iii ii!i f
(A. L iiiI i
3@
i I
i t iiI iii! l i i
~
i 3 J l
I il ! l ! l 79;
~
]
i a
l e
.i i i
i ii ! !
4 !
-l i
i l
i t
i I
- i. i j
i i i i i i i i i
0i V ll i
i i 5
I I e
Q
! O!
I I II I ! ! l !
l ! ! !
'T
@~
i la
')l l.1 i
i l i i i I i I t i j
i i
i !
+ <
I.I I I
! IE!
.I '
I D
I I
h I A i l i l i i ! '. !'
I l W I
ji.
I i
Ii l Iiij i i i i !
de e i
j\\ e s
a Ii I lI I i Ii I f!!! I I
e
!!i! '
! 0't o
i i
c l) i ' > i i!
2 i i i ii l 1 6
j g'! !
.a i i, 6 i
_i 1,1 i i
Ia j
i
- i. i i i i
- t
- lI l
i.@
t i i '
I I
! I i f
I i l l ij i
l l l l l l
'l l l l l l 1 ll s
l l!l li 419.
/
i I I
- 10l [j j i l j o
j j
q s
i ' I i i !i j i i
i I
e i
i i i i i i J l *j L
i i !
i i I i i I
G
!i I '
A ii' j
i i
i i i ! i i I !l 1 i q
l' i
.A t
g l
i i N l l
l Q Ct%' eat C.fT %<t staf G
&. SCMO.OLS CENTRAL
- o. m...io.w w.N,.0..s 4 C;TV EQvPwE%7 'aa e satttte CCmta 4a00LAATE*S a.a,,C,1.c s
C. c..es via
..tec.,c.,c,%....
is
.ro s E ~. r <.< u o..e.. r s i a c.,,s.a,,,c,i..
ve CITY
,,,c,,c,,,,,,,
@ aO5Nats M4 Ewf *GENCv MA%AGEw(NT Ct%tta g aapio a%0 Tv STafCNS e 8000 5'Onaos satoT E S sca t ' etCCal
- i natt gr,at$f.to%s s
MAP 4. HIGH-HAZARD AREA DIVISIONS IN CENTRAL CITY 5-E15 4
e
~ - - - - - - - - -. -- - _,,
)
)
o I
a TABLE 1 1
I RECEPTION AREAS i
)
i Host Counties and Resident Organizational Relocatees Relocatees Relocatees Principal Tauns Population Relocatees By Bus By Auto Total 1
Strauford County 35,000 23,997 4,800 40,203 69,000 Orangeville 18,000 23,997 32,000 Raymond 3,000 4,800 5,000 4
l Fa11 brook 2,000 3,000 1
i Liberty County 55,000 35,727 7,600 64,673 108,000 l
T Fisherville 22,000 19,537 5,400 42,000 l2 Apple Valley 4,000 4.989 1,000 8,000 5,000 Deep River 3,000 3,266 cold hine 5,000 1,935 1,200 10,000 i
i Apple County
- 15,000 4,109 2,100 22,491 29,000 Strathmore 11,000 4,109 2,100 19,000 Levering 2,000 4,000 g
i l
Green County
- 6,000 2,015 760 9,225 12,000 u
I Pinemood 3,000 2,015 760 All g
Totals 111,000 65,848 15,260 136,892 218,000 $R
$E a.
e l
E@
l
- Parts assigned to receive Liberty County evacuees.
{p i
b 6
g y
I
'Octob:r 11, 1985 CPG 1-8
)
Tab 6 to Appendix E-1 TABLE 2-RELOCATION OF ORGANIZATIONS A.
Necessary High-Hazard Area Operations Key Total Employees Reception Organization Workers Employees
& Dependents Area t
B.
Possible Additional High-Hazard Operations, if Relocation Period is Protracted Key Total Employees Reception Organization Workers Employees
& Dependents Area C.
Reception Area Support Organizations Key Total Empl oyees Reception Organization Workers Employees
& Dependents Area G
e 5-E17
1 CPG l-8 October 11, 19G$
Tab 7 to Appendix E.1 TABLE 3 EVACUEES AMALYSIS letA Total Organization Evacuees Evacuees Number Division _
Population Evacuees By Bus By Auto of Autos 1
6,000 3.208 420 2,372 818 2
500 148 35 317 109 3
3,000 886 210 1,904 657 4
1,000 296 70 634 219 5
6,200 1,832 434 3,934 1,357 6
7,000 2,068 490 4,442 1,532 7
7,800 2,305 546 4,949 1,707 8
8,600 2.54 1 602 5,457 1,882 9
7,300 2,157 511 4,631 1,597 10 6,600 1,950 462 4,188 1,444 11 8,000 2,364 560 5,076 1,750 12 7,000 2,068 490 4.442 1,532 13 22.104 6,531 1,547 14,026 4,837 14 12,014 3,550 84 1 7,623 2,629 15 15,678 4.632 1,098 7,948 3,430 16 20,499 6,057 1,435 13,007 4,485 17 20,689 6,113 1,448 13,128 4,527 18 23,711 7,065 1,674 15,172 5,532 19 19,509 5.764 1,366 12,379 4,269 20 14,596 4,313 1,021 7,262 3,194 Totals 218,000 65,848 15,260 136,892 47,207 l
5-E18
CPG 1-8' October 11, 1985 Tab 8 to Appendix E.1.
TABLE 4 ROUTE ANALYSIS Lane Capacity HHA Number Hours Route Narrowest (Veh/Hr/ Lane)
Divisions of Cars Required SR 5 west 2 westbound 1,200 1,3,6,13,14 10,473 4.4 I-107 south 4 southbound 1,500 16,19,20,7, 28,376 4.7 12,15,17,18 I-101 east to SR 76 north 1 northbound 850 10,11 3,194 3.8 SR 63 north 1 northbound 850 2,4,5,8 3,567 4.2 l
SR 68 south and west 1 southbound 500 9
1,597 3.2 5
i e
5-E19
CPG 1-8 October 11, 1905 Appendix E.2 Evacuation in Response to an Incident / Accident at Blue Water Nuclear Power Plant E.2.1.
PURPOSE This appendix provides information concerning the area in Liberty County for which evacuation should be considered in case of an incident /
accident at the Blue Water Nuclear Power Plant (BWNPP) with potential or actual release of nuclear material.
Evacuation planning for this hazard focuses on the 10-mile radius plume emergency planning zone (EPZ) which is shown in the map at tab 1 to this appendix.
E.2.II.
SITUATION AND ASSUMPTIONS A.
Situation Evacuation may be the best available strategy for protecting the residents of the threatened area in case of a release, or the possibil-ity of a release, of radioactive material from the Blue Water facility.
B.
Assumptions 1.
One of the most serious problems involved in evacuation of the 10-mile (rsdius) EPl is the possible necessity of evacuating Columbia State Prison.
The prison has been designated a separate and distinct Planning and Operations Zone.
Operations relating to it are the responsibility of the prison authorities and other State officials.
Operations, including movement of the prison inmates, will be fully coordinated with the local governments involved, and local governments will provide all possible support.
2.
Mandatory evacuation is possible under laws of the State of Col umbi a.
Whether or not these laws need to be invoked will be decided based on prevailing conditions in the particular emergency situation.
E.2.III.
CONCEPT OF OPERATIONS A.
Establishment of Controlled Area.
In the event of a Site Emergency or a General Emergency at the Blue Water Plant, a controlled area will be established around the existing or projected location of contamination, identified by sector and distance, to control access to the area and to control evacuation of the population if that becomes necessary.
1.
Traf fic Control Points (TCP's) will be established by law enforcement personnel at road intersections immediately outside the existing or projected contaminated area.
e 5-E20
CPG 1-8 October 11, 1985 2.
All vehicles approaching the controlled area will be stopped and will be advised of the hazard or denied access to the area depending on the severity of the emergency as determined by the Direction and Control organization. The only authorized access points to the controlled area will be designated by the on-scene control point, and emergency response forces will be directed to those locations.
3.
Traffic on main arteries will be rerouted to avoid a controlled area and to prevent interference with emergency response forces and evacuation routes.
B.
Evacuation.
If an evacuation is ordered, the TCP's will mark the controlled area boundary. The on-scene control point will establish evacuation routes, direct evacuees to the designated reception areas and centers, and coordinate all evacuation activities.
The evacuation areas in the Liberty County portion of the 10-mile EPZ, the evacuation routes available for each, and the destination relo;6 tion centers are shown in the map at tab 2 to this appendix. A table showing the populations of evacuation areas is included at tab 3 to this appendix.
1.
Evacuation instructions and orders will be made in accordance with the procedures established in the Warning annex.
2.
A roster of people with special needs who desire assistance in a potential or actual discster situation is maintained by the If an evacuation Liberty County Department of Ermrgency Management.
is required, the emergency program manager will coordinate the provision of assistance to any persons in the evacuation area whose mobility is impaired by disability or other causes.
3.
The primary means of evacuation will be by private automobile.
Persons without private automobiles will te assisted, as necessary, by law enforcement and fire and rescue personne to reach staging areas desipated by the county E0C.
From there, they will be evacuated by buses to reception centers in safe areas of the county.
A table show-ing evacuation routes, capacities, and estimates of the time required to clear the 10-mile EPZ is included as tab 4 to this appendix.
4 All vehicles leaving the controlled area will be stopped and inspected for possible radioactive contamination. Veaicles contamin-ated in excess of 220 DPM per 100 square centimeters will be impounded at the TCP on the evacuation rcute to prtvent spreading the contamina-tion.
5.
All persons leaving the controlled area wili be registered for possible future reentry clearance to assist in the control of farm animals, etc.
At the same time, all persons leaving the controlled area will 6.
be checked for possible radioactive contamination, as discussed in the Radiological Protection annex.
5-E21
CPG 1-8 Octobsr 11, 1985 E.2.IV.
Not used.
E.2.V.
Not used.
E.2.V1.
Not used.
E.2.VII.
AUTHORITIES AND REFERENCES A.
Au't hori ti es Not used.
B.
References ederal Emergency Management Agency and U.S. Nuclear Regulatory Commission.
reparation and Evaluation of Radiological Emergency Response
( iteria For o Tlans and Preparedeness in Support of Nuclear Power Plants, NUREG-0654/ FEMA-REP-1, Washingten, D.C., 1980.
E.2.VIII.
DEFINITIONS OF TERMS Emergency Planning Zone (EPZ). A generi. area defined about a nuclear facility to f acilitate ef fsite emergency planning and develop a significant response base.
It is defined for the plume and ingestion exposure pathways. During an emergency response, best efforts are made making use of plan action criteria without regard to whether particular areas are inside or outside EPZ's.
5-E22
CPC 1-o Uc to o tt f IIe I J b Tdb 1 to Appendix E.2 u"*zo
/x M
j B NPP
-ex)
M%27 ATE PRISON'#
e sx
)
nJ mJ a-w
'"~^/
, 2=_ -
j/ r,_
(
==
)
g 22.M
\\x NM,Lk3 NL -..,is, #
HARV[ST V ALLEY c5"*' c'"
F..,, ~,.T
,N.'%,
t (C7%
/
JJ}-
- - 4.w,'*
x
~as.L}-
l
,M,'
fGr
/
P p pgN ~MS Jy
\\
,w.L.
- 'k N
\\
- r. N t
e s
"" cwan seal:
N LIBERTY COUNTY "J,',"
?
i i
j BLUE WATER NUCLEAR POWER PLANT 10 MILE (RADIUS) PLUME EMERGENCY PLANNING ZONE (EPZ) 5-E23
h CPO 1-8 Occobar 11, 198$
Tab 2 to Appendix E.2.
Include map showing evacuation areas, j
evacuation routes, and reception centers.
Tab 3 to Appendix E.2.
Include a table showing the l
populations of evacuation areas.
Tab 4 to Appendix E.2.
Include a table showing the results of a traffic analysis for emergency evacu6 tion.
4 5-E24
. karch 18,1987 CPG 1-8, CHG 1 ANNEX H HEALTH AND MEDICAL H.I.
PURPOSE This annex includes provisions for accomplishing those necessary actions related to lifesaving, transport, evacuation, and treatment of the injured, disposition of the dead, and disease control activities related to sanita-tion, preventing contamination of water and food supplies, etc., during response operations and in a postdisaster environment.
This annex focuses on health and medical problems under emergency conditions of varying scopes.
This annex describes policies and procedures for mobilizing medical resources under disaster conditions and public health problems in major emergencies, especially in mass-care facilities. Approaches for dealing with mass-casualty and mass-fatality situations are fully covered.
H.II.
SITUATION AND ASSUMPTIONS A.
Situation This section describes the jurisdiction's existing health and medical capabilities.
It provides a general ass:;iment and overview on the aggregate capability of the jurisdiction's emergency medical, hospital, health, and mortuary services to provide medical care, treatment, and support to victims, response personnel, and the general public during the response and post-disaster recovery phases associated with the emergency situations that threaten the jurisdiction.
B.
Assumptions 1.
The annex applies primarily to large-scale jurisdictionwide and single point mass-casualty disaster events that would ccuse sufficient casualties and/
or f atalities to overwhelm local medical, health, and mortuary services capabilities.
2.
Available public and private medical, health, and mortuary services resources located in the jurisdiction will be provided for use during disaster situations.
3.
Resources available through area and regional medical, health, and mortuary services mutual aid agreements will be provided.
4 Catastrophic disasters such as nuclear war and earthquakes will affect large areas of the jurisdiction and State.
Consequently, it is likely that some planned for medical resources may be damaged, destroyed, or unavailable.
- Further, in an attack situation it may be necessary to relocate hospital f acilities under austere conditions to buildings that will provide patients and medical staff adequate protection from blast and fallout.
5-H1
---n,
-r-
CPG 1-8, CHG 1 March 18, 1987 H.Ill. CONCEPT OF OPERATIONS A.
This section provides a description of the authorities, departments and agencies, responsibilities, and interagency relationships and arrangements that have been developed for each level of government and each provider involved with health and medical activities for predisaster, transdisaster, and postdisaster operations.
This should include:
I l
1.
Elected officials; 2.
Government departments and agencies; 3.
He31th and medical agencies; a.
Public l
b.
Private (industry) 4.
Emergency Support Services (police, fire, public works, etc.);
1 5.
Voluntary agencies; and 6.
Interagency liaison.
B.
This section describes the procedures for mobilizing health and medical resources.
Further, it identifies who will be in charge of directing health and medical operations, outlines the procedures for transfer of authority, and provides a general overview on how the following activities will be accomplished:
1.
Field medical care for mass-casualty events including:
a.
Establishing an onscene medical command post with a single individual in charge of all medical operations; b.
Coordinating response team efforts; c.
Patient triage, holding, and treatment areas; d.
Ambulance dispatch; e.
Coordination with receiving hospitals; and f.
Comunications procedures for responding medical units.
2.
Medical transport for the injured and deceased.
3.
Definitive care for the injured.
4 Identification and disposition of the injured.
5-H2
darch 18, 1987 CPG 1-8, CHG 1 5.
Identification and care of human remains, determining the cause of death, inventory and protection of deceased's personal effects, and locating and notifying the next of kin.
6.
Logistical support:
Acquisition of medical / health equipment and supplies, a.
b.
Transportation of medical / health supplies, personnel, and equipment.
Shelter and feeding of field, health, and medical personnel c.
and patients.
d.
Acquisition of suitable morgue facilities, embalming supplies, body bags, and necessary heavy equipment suitable for preparing mass-grave sites.
7.
Patient distribution.
8.
patient transfer.
9.
Integration of local hospital plans.
10.
Identification and control of environmental health hazards.
11.
Health advisories to the public on emergency water supplies, waste disposal, mass-feeding services, vectorc, immunizations, and disinfection.
]
12.
Communications between responding health and medical organiza-tions, other emergency support services (fire, police, public works, etc.),
field deployed units, and the jurisdiction's emergency operations center (EOC).
13.
Requesting interjurisdictional medical mutual aid when required.
C.
This section outlines the jurisdiction's provisions for responding to mass-casualty events, it includes:
1.
Establishing an onscene medical command post with a single l
individual in charge of all medical operations.
2.
Coordinating response team efforts; 3.
patient triage, holding, and treatment areas; 4
Ambulance dispatch; 5.
Coordination with receiving hospitals; and 6.
Connunications procedures for responding medical units.
P n
r
$-H3
I t
CPG 1-3, CHG 1 March 18, 1987 H.lv. ORGANIZATION AND ASSIGNMENT OF RESPONS!BILITIES A.
This section addresses the organizational framework for obtaining emergency health and medical services in the jurisdiction, it outlines the chain of command, organizational responsibilities, and clearly details each organization's functions during response operations and the postdisaster recovery period.
B.
Normally, the jurisdiction's public health chief is responsible for the planning and coordination of all public health services on a daily basis and is responsible for direct operational response of department personnel during a major emergency.
This official has lead responsibility for organization, supervision, and coordination of the emergency health, environmental health, and mortuary services in the jurisdiction. An organizational chart that delineates lines of succession should be included as an appendix to the annex.
All health and medical support services that will be available from public and norprofit organizations should be included in this section.
The health officer or official designee should report to the jurisdiction's EOC during disaster operations.
C.
Each health and medical organization should coordinate with the juris-diction's emergency management agency officials to ensure provisions have been made to evacuate and/or shelter, as appropriate, patients, staf f members, equipment, supplies, and vehicles before, during, and after nuclear attack, natural disaster, and technological accidents.
D.
Specific assignments and responsibilitics include:
1.
Emergency Medical Services (EMS) a.
Responding with emergency rescue, medical, and ambulance Jnits.
b.
Providing personnel to administer emergency medical assistance at the disaster scene.
c.
Implementing a medical incident management system such as the Incident Command System (ICS) within the overall framework of the jurisdiction's emergency management system.
d.
Providing first aid / medical supplies for disaster use.
Maintaining updated resource inventories on medical supplies e.
and equipment.
f.
Maintaining a casualty tracking system.
g.
Establishing and maintaining field communications and coordination with other responding forces (medical, fire, police, public works, etc.), and radio or telephone communication with hospitals as appropriate.
h.
Maintaining liaison with American Red Cross and volunteer service agencies within the jurisdiction.
5-H4
$tarch18,1987 CPG l-8, CHG 1
- i. Coordinating with business and industry medical units.
J.
Coordinating procurement, screening, and allocation of critical public and private resources required to support disaster related health and medical care operations.
2.
Hospitals a.
Implementing hospital's disaster plan, b.
Providing medical guidance, as needed, to EMS units, field collection and/or treatment locations, etc.
c.
Distributing patients to and among hospitals based on capability to treat and bed capacity, including transfers out of the area aad/or rerouting to alternative facil' ties.
d.
Establishing and maintaining field and interhospital medical communications.
e.
Coordinating transportation of casualties and medical resources to health care facilities and to or from other areas as required, f.
Making available upon request qualified medical personnel, supplies, and equipment available within the jurisdiction.
g.
Coordinating with other area hospitals involved in caring for the injured.
h.
Maintaining liaison with the coordinators of other emergency services such as:
fire and rescue departments, law enforcement, public works, emergency management agency, etc.
3.
County Coroner / Medical Examiner a.
Coordinating local resources utilized for the collection, ideatification, and disposition of deceased persons and human tissue.
1 b.
Selecting an adequate number of qualified personnel to start temporary morgue sites, c.
Establishing collection points to facilitate recovery operations.
d.
Coordinating with search and rescue teams, e.
Determining cause of death, f.
Designating an adequate number of persons to perform the duties of Deputy Coroners.
t 5-h5
CPG 1-8, CHG 1 March 18, 1987 9
Identifying mass-burial sites, h.
Protecting the property and personal effects of the deceased.
i.
Notifying relatives.
J.
Establishing and maintaining a comprehensive recordkeeping I
system for continuous updating and recording of fatality numbers.
k.
Submitting requests for mutual aid assistance, if required.
1.
Providing emergency information to the news media on the number of deaths, morgue operations, etc., as appropriate. Whenever feasible, all information should be provided to the public and the media through the Joint Information Center (JIC) serving the emergency. At the very least, coor-dination with the JIC must be effected whenever information is released to the
(
public and/or the media.
)
m.
Coordinating services of:
funeral directors, ambulances, and morticians; other pathologists, the American Red Cross for location and notifica-i tion of relatives, dentist and x-ray technicians for purposes of identification; l
law enforcement agencies for security, property protection, and evidence collection; and mutual aid provision to cther counties upon request.
4.
Public Health 2
a.
Providing for the monitoring and evaluation of environmental health risks or hazards as required and take or assign appropriate correctional
- measures, b.
Inspecting for purity and usability and quality coiltrol of l
vital food stuffs, water, drugs, and other consumables.
c.
Coordinating with the water, public works or sanitation departments, as appropriate, to ensure the availability of potable water and an effective sewage system, sanitary garbage disposal, and the removal of dead i
animals.
d.
Detecting and inspecting sources of contamination dangerous to the general public's physical and mental health, e.
Establishing preventive health services, including the control of communicable diseases.
f.
Inspecting damaged buildings for health hazards.
g.
Providing epidemic'ogic surveillance, case investigating, and followup.
h.
Providing laboratory services for identification required to support emergency health and einergency medical services.
5-H6
3 Narch18,1987 CPG 1-8, CHG 1
- i. Monitoring food handling and mass feeding sanitation service in emergency facilities, including increased attention to sanitation in commercial feeding and facilities.
- j. Providing the public advice on general sanitation matters.
Whenever feasible, all information should be provided to the public and the l
media through the JIC serving the emergency. At the very least, coordination with the JIC must be effected whenever information is released to the public and/or the media.
k.
Ensuring adequate sanitary facilities are provided in emergency shelters.
l 1.
Implementing action to prevent or control vectors such as flies, mosquitoes, rodents, and working with veterinarians to prevent the spread of disease through animals, Coordinating with the neighboring areas and State Public m.
Health Coordinator on matters requiring assistance from other jurisdictions.
l n.
Coordination of health-related activities among other local l
public and private response agencies or groups (to include veterinarians).
o.
Coordinating operations for general or mass emergency imunizations or quarantine procedures.
1 5.
Support Services a.
American Red Cross (1)
Providing food for emergency workers and patients.
(2) Maintaining a medical evacuee tracking system.
(3)
Providing blood, blood s'ubstitutes, and blood byproducts, and/or implementing reciprocal agreements for replacement of blood items.
(4)
Providing medical support at te'nporary treatment centers, as requested, and within capability.
(5)
Providing supplementary medical, nursing aid, and other health services upon request, und within capability.
(6)
Providing assistance for the special needs of the handicapped, elderly, orphaned children, and those children separated f rom their parents, (7) Assisting in the notification of the next of kin.
5-H7
CPG l-8, CHG 1 March 18, 1981 h.
Mental Health Agencies (1)
Ensuring professional psychological support is available for victims and involved personnel (on an as needed basis) during all phases of the disaster.
(?)
Inpatient Facilities (a) Caring for patients who reside in mental health facilities during disaster and emergency conditions.
(b)
Implementing the mental health facility disaster plan.
(c)
Coordinating the evacuation of patients from damaged or threatened mental health facilities.
(d)
Protecting and providing security for those people committed to inpatient montal health facilities.
(e)
Preparing for and coordinating the reception of mental patients evacuated from other such facilities.
c.
Other Services (1)
Providing nonemergency transportation of medical persornel, patients, supplies, and equipment.
(2) Maintaining emergency health and environmental health sarvices at correctional facilities.
(1) Maintaining vital statistics including birth and death certifi-cates and exposure records.
H.V.
An41NISTRATION AND LOGISTICS A.
This section focuses on the administrative management of health and medical l
resources.
It addresses the general support requirements and identifies sources that will be relied upon to obtain personnel, equipment, and supplies, transpor-tation, facilities, services, and other resources required to support disaster respnnse and recovery operations.
B.
Specific requirements include:
1.
Wedical Respnnse Teams l
This section should first identify preorganized disaster teams available from health care institutions within the jurisdiction.
Then it should sketch arrangements for requesting mutual aid teams from neighboring jurisdictions, from State sources, such as State Guard or militia units, and from Federal sources, such as military and National Disaster Medical System sources.
5-H-R
March 18, 1987 CPG l-8, CHG 1 2.
Augmentation Personnel This section should describe sources of health and medical personnel to augment disaster medical teams, drawn from the following sources:
a.
Local government emergency medical services personnel (general physicians, specialists, nurses, laboratory and x-ray tecnnicians, emergency ambulance crews, etc.) from medical and public health agencies and fire, police, public work, and other emergency services departments.
b.
State employed general physicians, specialists, nurses, laboratory and x-ray technicians, emergency ambulance crews, etc.
l l
C.
Volunteer general physicians, specialists, nurses, laboratory and x-ray technicians, emergency ambulance crews, etc.
l d.
Medical school residents and teaching staff from throughout the i
State.
e.
U.S. Public Health Service (to include sponsored disaster / medical assistance teams),
f.
Other volunteer medical personnel from throughout the State.
9 U.S. Armed Forces.
h.
The Indian Health Service.
i.
U.S. Coast Guard.
J.
Veterans Administration personnel.
k.
Volunteer medical personnel from other States.
1.
Business and industry medical departments.
3.
Supplies and Equipment a.
Medical supplies and equipment:
l (1)
Initial supply and resupply for field medical operations.
(2)
Initial supply and resupply for mortuary and health services.
(3) Resupply of functioning hospitals in the affected areas.
(4) Resupply of hospitals and other f acilities outside the l
disaster areas receiving casualties.
l 5-H9
CPG 1-8, CHG 1 March 18, 1987 i
b.
Sources of medical supplies and equipment:
(1) Other local stores (hospitals, pharmacies, emergency vehicles.
local government resources, etc.).
i (2) County stored first aid stations, where available and usable.
(3) Mutual aid from unaffected areas.
(4)
Private sector suppliers in the State.
(5)
Private sector health care organizations that maintain a supply system for medical supplies and equipment.
(6)
U.S. Department of Defense, Department of Health and Human Services, and Veterans Administration.
Note:
Local jurisdictions should work through their State emergency management agency and FEMA to obtain resources under the control of the Federal Government.
4 Transportation a.
Local government-owned and commercial fixed-wing aircraf t, trucks, and buses, b.
U.S. Armed Forces fixed-wing aircraft, helicopters, and trucks.
l c.
Private and public ambulance companies.
d.
Water transport.
I e.
Limousine and taxi companies, f.
Mortuaries (for hearses).
g.
Four-wheel and high-centered vehicles for medical evacuations under bad weather or terrain conditions.
H.V1. PLAN DEVELOPMENT AND MAINTENANCE Jurisdictions that possess large, independent, and fully staf fed health, medical, and mortuary services organizations may want to prepare separate annexes for the emergency medical of ficer, public health of ficer, and nortuary of ficer functions.
Further, tasked organizations and agencies will prepare detailed standard operating procedures that include; call-down rosters for notifying personnel, step-by-step procedures for performing assigned tasks, telephone numbers and addresses / locations of other juris-dictions, area and local stores (grocery and drug), and medical warehouses that wiis orovide pharnaceutical and medical supplies, telephone numbers, addresses, type, quantity, location, and procedures for obtaining trans-portation resources f rom Federal, State, local, and private organizations, and a listing of the radio communication call signs that each responding organization uses.
5-H10
H.Vil. AUTHORITIES AND REFERENCE A.
Authori ti es.
This section should highlight those statutes, regulations, administrative orders, etc., which provide authority for:
1.
The preparation of medical and health services disaster plans.
2.
Designating the name of the agency and/or title of the officials that are to be responsible for management of medical and health services during disaster response and recovery operations.
3.
Authorities as applicable to coroner / medical examiner and mortuary services during disaster response and recovery operations.
4 Authorities that provide for access to, use of, and reimbursement for private sector resources in an emergency, and for emergency procure,nent procedures.
5.
Authorities that provide for emergency powers under wnich emergency medical and public health activities are authorized.
Also, the extent of liability and/or immunity status of emergency medical, public health, and :nortuary services workers.
B.
References.
This section should cite references that were used to prepare the health and medical annex.
H.VIII.
DEFINITIONS:
1 A.
Emergency Health Services.
Services required to prevent and treat the damaging health effects of an cmergency, including communicable disease control, immunization, laboratory services, dental and nutritional services; providing first aid for treatment of ambulatory patients and those with j
minor injuries; oroviding public health information on emergency treatment, l
prevention, and control; and providing administrative support including I
maintenance of vital records and providing for a conduit of emergency health funds from State and Federal Governments.
B.
Emergency Environmental Health Services.
Services required to correct or improve damaging environmental health effects on humans, including inspection for food contanination, inspection for water contamination, and vector control; providing for sewage and solid waste inspection and disposal; clean up and disposal of hazardous materials and sanitation inspection for emergency shelter facilities.
C.
Emergency Medical Services. Services, including personnel, facilities, and equipment required to ensure proper medical care for the sick and injured f rom the time of injury to the time of final disposition, including medical disposition within a hospital, temporary medical f acility, or special care facility, release from site, or declared dead.
Further, emergency medical services specifically include those services immediately required to ensure proper medical cara and specialized treatment f or patients in a hospital and coordination of related hospital services.
5-Hil
CPG 1-8, CHG 1 March 18, 1987 0
Emergency Mortuary Services. Services required to assure adequate death inveTtigation, Identification, and disposition of bodies; removal, temporary storage, and transportation of bodies to temporary morgue facilities; notifi-cation of next of kin; and coordination of mortuary services and burial of unclaimed bodies.
L l
m l
l l
l 5-H12
CPG l-8
. 0ctober 11, 1985 ANNEX L RA010 LOGICAL PROTECTION L.I.
PURPOSE This annex provides for the organized effort necessary to minimize the effects of radiation on the people and resources of Liberty County through detection and implementation of preventive and remedial measures.
L.ll.
SITUATION AND ASSUMPTIONS A.
Situation 1.
Various radioactive materials are used in Liberty County and are transpLrted into, out of, and through the county.
There is a significant possibility of occurrence of incidents or accidents in the transportation and use of these materials; anci while it is unlikely that such events would pose a serious threat to the health and safety of the population, it is necessary that tne local government be able to detect rad'ation, to assess its serious-ness, and to tau appropriate protective and remedial actions.
2.
Large stockpiles of nuclear weapons are maintained by our own country and a number of foreign powers.
The possibility of one or more of these weapons being detonated accidentally or deliberately, cannot be ignored.
Even if nuclear detonations were distant from this area, a protection system would be necessary for detection and assessment of a radiation hazard and might be essential to save the lives of, and prevent injury to, the people in Liberty County.
B.
Assumptions 1.
In the event of a very serious peacetime nuclear accident, Liberty County could receive assistance from State and Federal governments and from the nuclear industry, all of whom have highly sophisticated systems in being to detect radiation, monitor it, and predict its spread.
Outside assistance would complement, and not supplant, Liberty County's 2.
own operating systems.
L.Ill. CONCEPT OF OPERATIONS A.
General The management of radiological emergencies involves thr:e :ritical 1.
activities:
(1) environmental surveillance, (2) personnel expoi.re control, and (3) protective measures.
2.
In a large-scale emergency involving radioactive materials, many elements of local government will be integrated into a coherent Radio-logical Protection System with the following components: (1) facilities, (2) equipment, (3) trained personnel, (4) communications, and (5) plans and procedures.
5-L1
CPG l-8 k t t6e r 11, 1985 B.
Execution 1.
Radiological protection operations for any large-scale radiological emergency will be directed and controlled from the E0C.
2.
RP personnel will collect, analyze, and report raiological informa-tion.
They will develop projections of hazard levels and areas af fected and will make recommendations for personnol exposure control, continuing environ-mental monitoring, and protective measures.
3.
The RP Officer will coordinate with all county dy artments and agencies to ensure maximum safety for operations personnel.
4, The locations of facilities which routinely use r dioactive materials and are, therefore, considered mor9 likely than others t0 be sites of radio-logical incidents are given in Tab 2.
5.
Radiological decontamination will be cor1ucted ir accoroance with the detailed RP procedure, included as Tab 3.
l L.IV.
ORGANIZATION AND RESPONSIBILITIES l
A.
Organization A chart showing the county organization for radiological protection is given in Tab 1.
B.
Responsibilities This section concerns radiological protection operations in the general Additional information relating to particular hazards is included in case.
appendices to this annex.
1.
Emergency Management a.
Coordinate all radiological protection activities, b.
Establish a data analysis and damage assessm.1t capabiiity, Provide monitoring equipment (obtained through the State office),
c.
d.
Establish a comprehensive RP training program at the loc 01 level.
Provide appropriate assignments of responsibilities for sll elements of the county emergency organization.
L.V.
ADMINISTRATION AND LOGISTICS 1.
The RP program is administered
- y th
, mid, county Department of Emergency Managemnt.
2.
The State of Columbia Emerw ncy h w w -ment A y cy is responsible for maintenance and calibration o' W. Nf.nse r2 aological conitoring i nst rument s.
.2 1
I
CPC 1-8
' ' October 11, 1985 s
L.VI.
PLAN DEVELOPMENT AND MAINTENANCE
[
1.
This Annex is to be maintained by the County Department of Emergency Management.
2.
The County Radiological Officer will develop and maintain a detailed Radiological Protection Standard Operating Procedure.
This procedure is attached to this annex as Tab 3.
3.
All organizations in Liberty County with emergency management responsibilities will develop procedures for carrying out their roles in the RP system.
L.VII.
AUTHORITIES AND REFERENCES A.
Authorities Not used.
See Section VII of the Basic Plan.
B.
References Federal Emergency Management Agency.
Disaster Operations--A Hand-book for Local Governments, CPG 1-6, Washington, DTC., 1981.
Federal Emergency Management Agency.
Radiological Protection Preparedness, CPG 2-6.1, Washington, D.C., 1985.
Federal Emergency Management Agency. Guide for the Design and Development of a Local Radiological Protection System, CPG 1-30, Washington, D.C., 1985.
Federal Emergency Management Agency. Guidance for Developing State and Local Radiological Emergency Response Plans and Preparedness for Transportation Accidents, FEMA-REP-5, Wasnington, D.C.,1983.
L.VIII.
DEFINITION OF TERMS Radiological Officer (RO). A person wno has been trained to assume the responsibility for policy recommendations for the radiological protection of a State, county, locality, facility, or a relatively large group of organized personnel.
Moni+or.
A person who has been trained to detect, record, and report radiation exposures and exposure rates. He or she will provide limited field guidance on radiation hazards associated with operations.
Analyst.
A person trained to prepare monitored radiological data in analyzed form for use in the area served as well as by other levels of govern-He or she will also evaluate ment to which reports of such data are sent.
the radiation decay patterns as a basis for estimates of future exposure rates and radiation exposures associated with emergency operations.
4 e
5-L3
CPG l-8 Octooer 11, 19d 5' i
Tab 1 to Annex L j
i 1
ll lil!!}! }!! !! !
I
{
1 ijjaul a 3
i s te 4
S 8
I bl.
$ l!
P{-
3 5
A 1813111 al aqJp]l a
8 o
a e
3 I j
a g
8 1
g o
}
j i
i 0 DI1:1 1 1
,3!!, !
1 j
i 1
afl1Idllt i i
2
}
N I!!
1 s
loli 1
as 43a 1II l
S.L4 1
CPG l-o
+ ' ' 'October 11, 1985 TAB 2 to Annex L
{
Location of Radiological Hazards i
1.
Blue Water Nuclear Power Plant - Class' I
~
2.
Liberty County General Hospital - Class 111 Additional locations are possible. All locations, i.e., education facilities, engineering companies, research facilities, etc., should be indicated in this listing and on an accompanying map.
J 1
5-L5
CPG 1-8 October 11, 1985 TAB 3 to Annex L Detailed Radiological Protection Standard Operating Procedure (RP-SOP)
Radiological Protection Procedures are critically important parts of the jurisdiction's emergency planning.
The procedures, or key parts of them, should be attached to the Radiological Protection Annex.
Guidance on development of RP-SOP's is included in the documents referenced in Section VII of this annex.
e i
5-L6
CPG 1-8
' Oc tober 11, 1985 Appendix L.1.
Radiological Protection for the Nuclear Attack Hazard e
L.1.1.
PURPOSE This appendix covers radiological protection relating to unique demands expected to be generated by a nuclear attack situation.
l L.1.II.
SITUATION AND ASSUMPTIONS f
A.
Situation 1.
The detonation of a nuclear weapon would cause a radiological hazard that differs markedly from that posed by peacetime hazards in the extent of the area affected and in the intensity of the radiation.
2.
It is not possible to predict the size of an attack or the specific areas that would be directly affected. The number of weapons could be one, as in an accidental launch or terrorist incident, or it could be many, as in an all-out attack on military and economic targets. Development of a nuclear attack radiological protection system will remain an advisable activity as long as stockpiles of nuclear weapons exist and the number of nations with sufficient technological development to produce nuclear weapons continues to grow.
B.
Assumptions e
1.
Liberty County can develop a Radiological Protection System which meets all nuclear attack and peacetime radiological hazard requirements.
L.1.III.
CONCEPT OF OPERATIONS A.
General The stages of a Nuclear Defense Emergency are as described in the Direction and Control Annex, Appendix A.1.
In the preemergency phase, an The inherently expandable radiological protection system will be maintained.
principal elements of this system are procedures, f acilitiet, equipment, canmunications, and trained personnel.
B.
Nuclear Defense Emergency Phase The emergency phase of a nuclear defense situation includes an increased readiness period, during which all elements of the radiological protection system will be expanded, training will be conducted, and drills will be carried out to refine the capabilities of the system.
A listing of radiation level reporting locations for a nuclear defense emergency is provided in a table in Tab 1 to this appendix.
If an attack actually occurs, all elements of the energency organization will be dependent on the radiological protection system for 5-L7
CPG l-8 October 11, 1985 information to detenhine when emergency actions can be undertaken and to minimize the radiation danger to emergency services personnel.
The radiological protection organization will be integrated j
across the board with the emergency managrment organization as a whole, i.e.,
personnel of all elements will be trained ti monitor and interpret radiological data, so that radiological situation infor Vtion will be available throughout the organization even during periods of ser,ously degraded communications.
C.
Continuity of Government i
The Radiological Protection System will be carefully coordinated with Continuity of Government planning to provide enough information, analysis i
I and decontaninatien capability to ensure survival of personnel and continuation of essential functions of local government.
D.
Shelter System Support Radiological Information may be the key to survival for people in fallout shelters.
A listing of instruments and monitors assigned by shelter facility is given in Tab 2 to this appendix.
L.1.IV.
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A.
Organization Not used.
See L.IV.
B.
Assignment of Responsibilities 1.
Emergency Management Coordinate with the State Emergency Management Agency and with neighboring jurisdictions on development of the RP system.
2.
Radiological Of ficer a.
Maintains rosters of the RP personnel.
b.
Maintains inventories of RP equipment.
c.
Provides RP training.
a.
Supervises the radiological situation analysis team, Prepares outgoing reports on the radiological situation.
e.
f.
Receives and analyzes reports and briefs Direction and Control staff on the radiological situation.
1 1
i Provide other assignments of responsibilities specifically related to radiological protection l
from nuclear weapons effects.
I l
L.1.V.
Not used.
See L.V.
5-L8
CPG l-8
octobsr 11, 1985 L.1.VI.
PLAN DEVELOPMENT AND MAINTENANCE Procedural material covering specific hazards is included in the l
detailed RP-S0P under Tab 3 to Annex L, Radiological Protection.
L.1,VII.
Not used.
See L.VII.
L.1 VIII.
DEFINITIONS OF TERMS RM - Radiological Monitor include definitions of other terms and abbreviations as required.
k e
e 5-L9 I
o
.J' i
ooO yo 0 N O 7 S'M MW* W@cW o
o aDT W teO >VT8393Qa r.H e
ro t
ino M
fo ema N
ng i
S l
laC r /.
e b
q m e u r S
N F N
O y
e o I
B n
i T
o d A
d h
a C
e P
R O
r a
s L
e.
p n
t e
o G
N a r i
I D
P t
T a
I R
c O
i.
e P
r l
E u
b R
m a
m T
L o
E C
V E.
fo 1
N e
O p
I y
T T
A I
DAR u
no i
tac o.
I NO I
T y
C f t I
oi D
l S
ei I
mc I
aa R
I NF J
a ereO i
j
,l:
1 1
<4 9
1 4 4
1 ti ii i0, ii l
J4 4
OOE o
e..SanO0on Wy weow o
y,C fu ODE a e
- F.W T
1 iav s A r
i o
t i
d n
q o e M R dero s
t t
S es 1
t i
n a
e v m A
- y u
B r
t d
d s
q e
n e Y
r I
R T
a I
e p
p L
t e
m I
a r m
R D P o
A C
2 PA e
C l
e b
P p
a R
y T
T RETL s
E e
H c
S ap S
sser d
dA N
O I
T y
C t
I i
D 1
S i
I e
R a
II F
J l
i
- eFWw 8
d 4
s I;!b*
4 4
51.
'4 iii,
t
]
i l
CPG l-8 October 11,198) *
- a Additional Appendixes should be developed to cover unique aspects of Radiological Protection for other specific hazards.
p I
T 4
/
t e
a 5-L12
[
T
.y,
r-
--- w w we
-w-e-n,r-e e,-e-w,,---,,,
..-,-.-,---e-
-,,- < - - -.- -,- - - --- - - - - - ~ -