Dinwiddie County
Emergency Operations Plan
Adopted May 21, 2019
Dinwiddie County Emergency Operations Plan
Table of Contents
BASIC PLAN
Plan Documentation
Privacy Statement ...... 1 Promulgation Document ...... 2 Resolution of Adoption ...... 3 Record of Changes ...... 4 Record of Distribution ...... 5
I. Introduction………………………………………………………………………7
Purpose ...... 7 Plan Elements ...... 7 Scope ...... 7 Situation ...... 7 Hazard and Vulnerability Assessment ...... 9
II. Assumptions ...... 11
County Map ...... 12
III. Organization and Assignment of Responsibility…………………………18
Elected Officials ...... 18 Local Chief Executive /Director of Emergency Management ...... 18 Coordinator of Emergency Management ...... 18 Local Government Departments/ Agencies ...... 18 Emergency Support Functions (ESFs) ...... 19 Nongovernmental and Volunteer Organizations………………………..…...14 Private Sector ...... 15 Citizen Involvement ...... 15
IV. Concept of Operations ...... 16
General ...... 16 Concurrent Implementation of Other Plans ...... 17 Organizational Structure ...... 17 Emergency Operations Center ...... 17 Organizational Charts…………………………………………………………..19 Sequence of Action ...... 24 Non-Emergency/Normal Operations ...... 24 Pre-Incident Actions ...... 24 Preparedness...... 24
Table of Contents (Continued)
Response Actions ...... 25 Recovery Actions ...... 26 Mitigation ...... 27 Declaration of a Local Emergency ...... 27 Activation of the Emergency Operations Center (EOC) ...... 27
V. Administration, Finance and Logistics ...... 28
VI. Plan Development and Maintenance ...... 30
Plan Participants ...... 30
VII. Exercise and Training ...... 31
Basic Plan Appendices
Appendix 1 – Glossary of Key Terms ...... 32
Appendix 2 – List of Acronyms...... 37
Appendix 3 – Authorities and References ...... 39
Appendix 4 – Matrix of Responsibilities ...... 40
Appendix 5 – Succession of Authority ...... 42
Appendix 6 – Essential Records ...... 44
Appendix 7 – Sample Declaration of Local Emergency ...... 45
EMERGENCY SUPPORT FUNCTIONS (ESFs)
ESF # 1 - Transportation...... ESF # 1-1
ESF # 2 - Communications ...... ESF # 2-1
ESF # 3 – Public Works and Engineering ...... ESF # 3-1 Tab 1 – Local Utility Providers ...... ESF # 3-3 Tab 2 – Public Works Resources ...... ESF # 3-4
ESF # 4 - Firefighting ...... ESF # 4-1 Tab 1 – Local Fire & Emergency Medical Resources ...... ESF # 4-4
Table of Contents (Continued)
ESF # 5 – Emergency Management ...... ESF # 5-1 Tab 1 – Emergency Mgmt. Organization & Telephone Listing ...... ESF # 5-5 Tab 2 – Emergency Operations Center ...... ESF # 5-6 Tab 3 – Primary EOC Staffing ...... ESF # 5-11 Tab 4 – EOC Floor Plan ...... ESF # 5-12 Tab 5 – EOC Message Flow ...... ESF # 5-13 Tab 6 – EOC Message Form ...... ESF # 5-14 Tab 7 – EOC Message Log ...... ESF # 5-15 Tab 8 – EOC Significant Events Log ...... ESF # 5-16 Tab 9 – ICS Organizational Chart ...... ESF # 5-17
ESF # 6 – Mass Care, Housing, and Human Resources...... ESF # 6-1 Tab 1 – Designated Shelter ...... ESF # 6-5 Tab 2 – Shelter Registration Form ...... ESF # 6-6 Tab 3 – Special Needs Population ...... ESF # 6-7
ESF # 7 – Resource Support ...... ESF # 7-1 Tab 1 – Staging Areas/Points of Distribution ...... ESF # 7-3
ESF # 8 – Public Health and Medical Services ...... ESF # 8-1 Tab 1 – Hospital and Medical Resources and Personnel ...... ESF # 8-3 Tab 2 – MEDIVAC Services ...... ESF # 8-4 Tab 3 – Virginia Funeral Directors Association ...... ESF # 8-5 Tab 4 – Virginia Medical Examiner Districts ...... ESF # 8-6 Tab 5 – Emergency Medical Resources ...... ESF # 8-7
ESF # 9 – Search and Rescue ...... ESF # 9-1
ESF # 10 – Oil and Hazardous Materials ...... ESF # 10-1
ESF # 11 – Agriculture and Natural Resources ...... ESF # 11-1 Tab 1 – Emergency Food Consumption Standards ...... ESF # 11-4
ESF # 12 – Energy ...... ESF # 12-1 Tab 1 – Utility Providers ...... ESF # 12-5
ESF # 13 – Public Safety and Security ...... ESF # 13-1 Tab 1 – Entry Permit to Enter Secured Areas...... ESF # 13-3 Tab 2 – Wavier of Liability ...... ESF # 13-4 Tab 3 – Dinwiddie County Sheriff’s Office Resources ...... ESF # 13-5
ESF # 14 – Long Term Community Recovery ...... ESF # 14-1
Table of Contents (Continued)
ESF # 15 – External Affairs ...... ESF # 15-1 Tab 1 – Emergency Public Information Resources ...... ESF # 15-3 Tab 2 – PIO Prearranged Messages (Release or Spill) ...... ESF # 15-4 Tab 3 – PIO Prearranged Messages (Fire and/or Explosion) ...... ESF # 15-5 Tab 4 – Sample Health Advisory for Shelter Centers ...... ESF # 16-6 Tab 5 – Sample Health Advisory for Health Advisory ...... ESF # 15-7 Tab 6 – Sample Health Advisory for Physicians ...... ESF # 15-8 Tab 7 – Sample Health Advisory for Health Care Facilities ...... ESF # 15-9
ESF # 16 – Military Support ...... ESF # 16-1
ESF # 17 – Donations and Volunteer Management ...... ESF # 17-1 Tab 1 – Sample Volunteer Donation Form ...... ESF # 17-4 Tab 2 – Donation Sites ...... ESF # 17-5
SUPPORT ANNEXES
Support Annex 1 - Animal Protection Plan ...... 1-1 Appendix A – Household Pet Sheltering ...... 1-9 Appendix A, Tab 1- Pet Registration/Discharge Form ...... 1-16 Appendix A, Tab 2- Resources ...... 1-17 Appendix A, Tab 3 -Existing Contracts ...... 1-19 Appendix B – Animal Recovery ...... 1-20 Appendix B, Tab 1-Lost Animal Report ...... 1-25
Support Annex 2 - Dam Safety ...... 2-1 Tab 1 – Dam Classification and Emergency Stages ...... 2-5 Tab 2 – Directory of Dams ...... 2-6
Support Annex 3 – Damage Assessment ...... 3-1 Tab 1 – Damage Assessment Team Assignments ...... 3-9 Tab 2 –Individual Assistance Damage Assessment Guidelines ...... 3-11 Tab 3 – Telephone Damage Assessment Report ...... 3-12 Tab 4 – Public Assistance Damage Assessment Guidelines ...... 3-13 Tab 5 – Public Assistance Damage Assessment Field Form ...... 3-14 Tab 6 – Cumulative Initial Damage Assessment Report ...... 3-15
Support Annex 4 – Evacuation ...... 4-1
Support Annex 5 – Debris Management Plan ...... 5-1 Appendix A-Acronyms and Definitions ...... 5-25 Appendix B-Debris Control Zone Map ...... 5-30 Appendix C-Critical Facilities ...... 5-32 Appendix D-Primary Road Clearance List ...... 5-33 Appendix E-Temporary Debris Staging and Reduction Sites ...... 5-34 Appendix F-Debris Contract Oversight Team SOP ...... 5-35 Appendix G-Debris Clearing, Removal and Disposal Guidelines ...... 5-47 Appendix H-Debris Management Equipment Assets ...... 5-58 Appendix I-Debris Removal Applicants Contracting Checklist ...... 5-59
Support Annex 6 – Family Assistance Center ...... 6-1
Support Annex 7 – Recovery Plan ...... 7-1 Appendix A-Recovery Support Functions ...... 7-18
Table of Contents (Continued)
INCIDENT ANNEXES
Incident Annex A - Flooding ...... A-1
Incident Annex B – Hazardous Materials Incident Response ...... B-1 Tab 1 – Hazardous Materials Report ...... B-5
Incident Annex C – Nuclear Attack ...... C-1
Incident Annex D – Terrorism ...... D-1 Appendix A-Chemical Incident Response ...... D-8 Appendix B-Biological Incident Response ...... D-10 Appendix C-Radiological / Nuclear Incident Response ...... D-12 Appendix D-Explosive Incident Response ...... D-15 Appendix E-Acronyms ...... D-17
RADIOLOGICAL PLAN
Radiological Plan - Basic ...... 1
Authorities and References ...... 2 Definitions ...... 3 Attachment 1 - Surry Power Station ...... 29 Attachment 2 – Initial Environmental Sampling Points ...... 31 Attachment 3 – Summary of Primary and Support Responsibilities ...... 32 Attachment 4 – Ingestion Exposure Pathway Report Form ...... 34
Appendix A – Public Information ...... A-1 Attachment 1 – Sample News Releases ...... A-4 Attachment 2 – EAS Operational Area ...... A-5
Appendix B – Decontamination, Re-Entry and Return ...... B-1 Tab A – Sample Re-Entry Briefing Outline ...... B-5 Tab B – Re-Entry Log ...... B-6 Tab C – Re-Entry Pass ...... B-7 Tab D – Emergency Worker Radiation Exposure Record ...... B-8
PRIVACY STATEMENT
Public disclosure of this document would have a reasonable likelihood of threatening public safety by exposing vulnerabilities. It contains sensitive and confidential information that is not subject to FOIA under Virginia Code §2.2-3705.2. Accordingly, the County of Dinwiddie is withholding this plan from full public disclosure. Refer any request for a copy of this document to Tyler Southall, Dinwiddie County Attorney, PO Drawer 70 Dinwiddie, VA 23841
1
Promulgation of the Dinwiddie County Emergency Operations Plan
By virtue of the authority vested in me by authorizing policy and regulation as County Administrator of Dinwiddie County and as the administrator ultimately responsible for emergency management of Dinwiddie County. I hereby promulgate and issue the Dinwiddie County Emergency Operations Plan (“the Plan”) dated May 19, 2015. The Plan provides for Dinwiddie County response to emergencies and disasters in order to save lives; to protect public health, safety, and property; to restore essential services; and to enable and assist with economic recovery.
The Plan complies with the Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended and is consistent with the National Incident Management System as implemented in the National Response Framework adopted January 2008.
The Dinwiddie County Coordinator of Emergency Management or his Deputy, on behalf of Dinwiddie County Administration, is hereby authorized to activate the Dinwiddie County Emergency Operations Center (“EOC”) in order to direct and control Dinwiddie County emergency operations. Augmentation of the EOC shall constitute implementation of the Plan.
Furthermore, the Dinwiddie County Coordinator of Emergency Management is hereby authorized, in coordination with Dinwiddie County Administration, to amend the Plan as necessary to ensure the continued health and safety of the residents and property of Dinwiddie County.
Assigned in the Plan, the head of each designated county department or agency shall appoint a lead and at least one alternate for the department or agency.
This Promulgation rescinds any previous Promulgation issued by the County Administrator.
This Promulgation shall be effective upon its signing and shall remain in full force and effect until amended or rescinded by further promulgation.
Given under my hand and under the Seal of Dinwiddie County, this 21th day of May, 2019.
County Administrator: ______Mr. W. Kevin Massengill
Attest: ______, ______Title
Witness ______, ______Title
2
Resolution
Emergency Operations Plan
WHEREAS the Board of Supervisors of Dinwiddie County, Virginia recognizes the need to prepare for, respond to, and recover from natural and manmade disasters; and
WHEREAS Dinwiddie County has a responsibility to provide for the safety and well being of its citizens and visitors; and
WHEREAS Dinwiddie County has established and appointed a Director, Deputy Director, Coordinator and Deputy Coordinator of Emergency Management.
NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors of Dinwiddie County Virginia, this Emergency Operations Plan as revised is officially adopted, and
IT IS FUTHER RESOLVED AND ORDERED that the Director of Emergency Management, or his/her designee, are tasked and authorized to maintain and revise as necessary this document over the next four (4) year period or until such time be ordered to come before this board.
______Mr. William D. Chavis, Chair Dinwiddie County Board of Supervisors
ATTEST:
______Clerk Dinwiddie County Board of Supervisors
Adopted this 21st day of May 2019
3
Record of Changes
Change Date of Page or Summary of Change Name of Number Change Section Person Changed Authorizing Change
1
2
3
4
5
6
7
8
9
10
4
Record of Distribution How Distributed Title of Group Agency/Department (electronic or Recipient(s) hard-copy) Electronic Copy via Dinwiddie County Public Public Website Dinwiddie County Board of Supervisors Chair Electronic Copy
Dinwiddie County Board of Supervisors Vice Chair Electronic Copy
Dinwiddie County Board of Supervisors Supervisor Electronic Copy
Dinwiddie County Board of Supervisors Supervisor Electronic Copy
Dinwiddie County Board of Supervisors Supervisor Electronic Copy County Electronic & Dinwiddie County Administration Administrator/EM Hard Copy Director Electronic & Dinwiddie County Administration County Attorney Hard Copy Community Dinwiddie County Administration Information Electronic Copy Coordinator Emergency Emergency Electronic & Dinwiddie County Management Operations Center Hard Copies (5) Chief of Fire & Electronic & Dinwiddie County Fire & EMS EMS/EM Hard Copy Coordinator Volunteer Fire & Dinwiddie County Fire & EMS Electronic Copy EMS Stations Electronic & Dinwiddie County Sheriffs Office Sheriff Hard Copies(3) Animal Control Dinwiddie County Animal Control Electronic Copy Manager Electronic & Dinwiddie County Social Services Director Hard Copies (2)
Dinwiddie County Health Department Emergency Planner Electronic Copy
Information Dinwiddie County Director Technology Electronic Copy
Finance & General Deputy County Electronic & Dinwiddie County Services Administrator Hard Copy
Dinwiddie County Public Works Director Electronic Copy
5
How Distributed Title of Group Agency/Department (electronic or Recipient(s) hard-copy)
Dinwiddie County Water Authority Director Electronic Copy
Dinwiddie County Building Inspections Building Official Electronic Copy
Dinwiddie County Planning & Zoning Planning Director Electronic Copy
Planning, Zoning Deputy County Electronic & Hard Dinwiddie County and Community Administrator Copy Development Emergency Communications Dinwiddie County Communications Electronic Copy Director Center Electronic & Dinwiddie County Public Schools Superintendent Hard Copies(4)
Dinwiddie County Parks & Recreation Director Electronic Copy
Dinwiddie County Extension Service Extension Agent Electronic Copy
Coordinator of Prince George Emergency Emergency Electronic Copy County Management Management Coordinator of Emergency City of Petersburg Emergency Electronic Copy Management Management Virginia Department State Agencies Resident Engineer Electronic Copy of Transportation Virginia Department Local Planning State Agencies of Emergency Electronic Copy Program Manager Management Division 1 State Agencies Virginia State Police Electronic Copy Commander Regional Disaster VOAD/NGO American Red Cross Response Electronic Copy Coordinator
6
I. Introduction
A crisis or emergency can happen at anytime and could impact one individual, a single building or the entire community. This document is the Dinwiddie County Emergency Operations Plan (EOP). Emergencies cause confusion and stress for all involved. In order to minimize these effects, initial activation and implementation of the emergency plan should always be handled in a calm, consistent manner. Efficient implementation of the plan will provide a clear direction, responsibility and continuity of control for key officials and administrators. The basic idea to any well constructed emergency plan is to minimize the possible threat to individuals and properties during an actual emergency. In order to minimize the threat of an emergency, annual evaluation and reviews need to be done to the emergency plan.
Purpose
The purpose of this plan is to direct actions intended to preserve life and protect property from further destruction in the event of an emergency. The overall plan establishes an emergency organization to direct and control operations during the emergency situation by assigning responsibilities to specific entities. All essential entities are to utilize any and all available resources when mitigating against, preparing for, responding to, and recovering from a natural or man-made emergency.
Plan Elements
This plan consists of the basic plan, the appendices, the emergency support functions (ESF’s), support annexes and incident annexes. The basic plan provides an overview of Dinwiddie County’s approach to emergency response and operations. It explains the policies, organization and tasks that would be involved in response to an emergency. The appendices give definition to the terms and acronyms used throughout the basic plan, and are the location for any supporting figures, maps, and forms. The emergency support function annexes focus on detailing the specific responsibilities, tasks and operational actions to complete a specific emergency operations function. The incident annexes focus on any additional special planning or response needs beyond the basic response plan for particular event scenarios, while the support annexes are not limited to particular types of events but are overarching in nature and applicable to nearly every type of incident. In addition, they may support several Emergency Support Functions (ESFs).
Scope
This plan and all its contents apply to all emergencies/disasters response to which the plan entitles the departments, agencies, and the County. Dinwiddie County Emergency Management will make every effort to coordinate and cooperate with local, state, and federal officials in their delivery of emergency services. This plan and all its content applies to all of Dinwiddie County. County personnel or partners who have a roll will have access to and be knowledgeable of the EOP.
Situation Dinwiddie County is located in southeastern Virginia. The County administrative offices and courthouse are located near Latitude: N 37 4 40 and Longitude: W 77 35 13. The County covers approximately 504 square miles.
7
The population of Dinwiddie is approximately 28,001 people (2010 Census) with the following demographics:
• Size of household: 2.58 • Average age of resident: 41 • Percentage of populations >65 years old: 13.7 • Percentage of population <18 years old: 22.8 • Percentage of populations with special needs: 9.4
Terrain features that could affect the plan implementation include:
• The northeastern portion of Dinwiddie County has the greatest population density and in some sections is almost urban. • The southern and western portions of Dinwiddie County are more rural with vast areas of farmland and woodland. • The central region of Dinwiddie County is more transitional, going from a more populated suburban setting in the northeast transitioning into larger more spread out homes then to a very rural setting in the west and south. Terrain ranges from 45 feet in elevation, to 380 feet in elevation.
Dinwiddie is bounded on the north by Namozine Creek, Lake Chesdin and the Appomattox River. It shares those streams as defining borders with Nottoway, Amelia and Chesterfield Counties. It shares boundaries on the east with the City of Petersburg, and Prince George and Sussex counties. The Nottoway River defines its southern border with Greensville and Brunswick counties. Its most westerly border is shared with Nottoway County. McKenney is the only incorporated town in Dinwiddie County.
The major transportation routes in Dinwiddie County are Interstate 85, US Route 1, and State Route 460.
The climate of Dinwiddie County is usually pleasant with warm, humid summers and mild but wet winters. Temperatures vary widely, averaging about 40 degrees Fahrenheit in January and 79 degrees Fahrenheit in July. Annual precipitation averages 44.81 inches and is fairly evenly distributed throughout the year. Precipitation during the warm season often results from convectional activity, while frontal systems are more pronounced during the winter. Occasional tropical storms bring heavy rainfall in late summer and early fall. Dinwiddie County lies primarily in the Piedmont Plateau; however, a small part along the eastern side is in the upper coastal plain.
The government of Dinwiddie County is responsible for maintaining an emergency operations plan and response capability to protect the lives and property of its citizens from the effects of both man-made and natural disasters.
In accordance with the Virginia Emergency Services and Disaster Law of 2000, as amended, the Dinwiddie County Emergency Operations Plan has been developed. This plan will be staffed, revised, exercised, readopted, and reissued once every four years.
Hazard indices and vulnerability assessments have been developed based on hazard identification, risk assessment and the Local Community Assessment for Readiness which was completed for the County in 2014. Detailed Hazard Identification and Risk 8
Assessments are located in Section 5.0 of the Richmond-Crater Multi-Regional Hazard Mitigation Plan, December 2017.
Based on a hazard analysis of the area, the primary hazards in Dinwiddie County are severe storms, power failures, transportation accidents, tropical weather systems, winter weather systems and hazardous material incidents.
Hazard Analysis
INSTRUCTIONS FOR HAZARDS ANALYSIS SUMMARY TABLE/SCORE Each of the four criteria identified for describing and assessing potential hazards is to be assigned a descriptive term and number as follows: Low - 1- 2 Medium - 3-4 High - 5 The criteria for each hazard is assigned one of the five ratings above and then totaled to determine a "score." All listed situations refer to major disasters causing loss of life, human suffering, and property damage. Day-to-day emergencies or accidents that are routinely responded to by local emergency organizations are not included.
1. The HISTORY rating is derived by the number of occurrences of the type of disaster under study over the past 25 years. If it has not occurred and if conditions have not changed to increase the hazard, the rating is "low"; once in 25 years - "medium"; and two or more times - "high."
2. Estimates of VULNERABILITY can be derived by comparing the area at risk to the population and property density. For example, thinly populated rural jurisdictions near nuclear power plants are considered less "vulnerable" than more heavily populated urbanized ones.
3. The MAXIMUM THREAT is the greatest destruction that could occur for the disaster under study. For example, with a nuclear attack, jurisdictions within a high-risk or target area receive a "high" rating; those within 30- 40 miles - "medium"; and other, more remote jurisdictions - "low."
4. The PROBABILITY of a disaster is a subjective judgment to be made primarily by local officials. The following guide may be used:
a. Chances per year greater than 1 in 10 - "high"
b. Chances per year between 1 in 10 and 1 in 1000 - "medium"
c. Chances per year less than 1 in 1000 - "low" 9
HAZARDS ANALYSIS SUMMARY TABLE/SCORE
COUNTY OF DINWIDDIE
MAXIMUM HISTORY VULNERABILITY THREAT PROBABILITY SCORE
Hazardous Materials 4 + 3 + 3 + 4 = 14
Windstorm/Tornado/ 5 + 4 + 4 + 4 = 17 Severe Thunderstorm
Flood, Major 2 + 2 + 2 + 2 = 8
Flash Flood 4 + 2 + 2 + 2 = 10
Winter Storm 4 + 3 + 2 + 3 = 12
Drought 3 + 2 + 2 + 2 = 9
Electric Power Outage 5 + 3 + 2 + 3 = 13
Fire/Explosion/Wildfire 2 + 2 + 2 + 2 = 8
Fuel Shortage, Major 1 + 2 + 2 + 2 = 7
Highway Accident 4 + 2 + 2 + 4 = 12
Hurricane/ 4 + 3 + 3 + 2 = 12 Tropical Storm
Pipeline Accident 1 + 2 + 2 + 2 = 7
Water Supply Shortage/ 3 + 2 + 2 + 2 = 9 Contamination
Railroad Accident 2 + 4 + 2 + 4 = 12
Structural Collapse 2 + 2 + 2 + 1 = 7
Nuclear Power Plant 1 + 2 + 2 + 1 = 6 Accident
Airplane Crash 2 + 1 + 2 + 1 = 6
Dam Failure 1 + 1 + 1 + 1 = 4
Air Pollution 1 + 1 + 1 + 1 = 4
Civil Disturbance 2 + 1 + 1 + 1 = 5
Earthquake 1 + 1 + 1 + 1 = 4
Nuclear Attack 1 + 1 + 5 + 1 = 8
10
II. Assumptions
An emergency or a disaster may occur at any time of the day or night, weekend or holiday, with little or no warning.
The Director of Emergency Management or designee will mobilize resources and personnel as required by the situation.
Incidents are managed at the local level.
Dinwiddie County will use the National Incident Management System, (NIMS) for preparedness and maintenance of the EOP.
Dinwiddie County will use the Incident Command System (ICS) to manage all incidents.
Dinwiddie County maintains mutual aid agreements with neighboring jurisdictions.
o Law Enforcement – Regional, and State-wide. o Fire – Regional and State-wide. o EMS – Regional and State-wide.
The succession of events in an emergency is not predictable; hence, published support and operational plans will serve as standard guidelines and may require field modification in order to meet the requirements of the emergency.
Full cooperation between county departments, administrative staff, staff members, employees and volunteers will be present.
A major emergency may be declared if information/intelligence indicates that such a condition is developing or is likely to occur.
Special facilities (schools, nursing homes, adult day care and child care facilities) are required to develop emergency plans.
Regulated facilities (Superfund Amendments and Re-authorization Act sites), power plants, etc. posing a specific hazard will develop, coordinate, and furnish emergency plans and procedures to local, county and state departments and agencies as applicable and required by codes, laws, regulations or requirements.
11
Dinwiddie County Map
12
III. Organization and Assignment of Responsibilities
The Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended, provides that emergency services organizations and operations are structured around existing constitutional government.
A successful local emergency management program involves local government officials, local government agencies, private sector and non-profit organizations. Their roles are summarized in the following discussions.
Elected Officials
The Dinwiddie County Board of Supervisors is responsible for:
Protect the lives and property of citizens Establish the local emergency management program Appoint the local Emergency Management Director and Coordinator Adopt and promulgate the Emergency Operations Plan (EOP)
Local Chief Executive Officer /Director of Emergency Management The Dinwiddie County Director of Emergency Management shall be the County Administrator. The Director is responsible for:
Coordinating local resources to address the incident; Establishing a curfew; Directing evacuations; In coordination with the District Health Director, ordering a quarantine; Providing leadership; and Communicating information to the public Determine the need to evacuate endangered areas Exercise direction and control from the EOC during disaster operations Hold overall responsibility for maintaining and updating the EOP.
Coordinator of Emergency Management
The Emergency Management Coordinator is appointed by the Board of Supervisors. The Coordinator is responsible for:
Assessing the availability and readiness of local resources most likely required during an incident Developing mutual-aid agreements to support the response to an incident Coordinating damage assessments during an incident Advising and informing local officials about emergency management activities during an incident Developing and executing public awareness and education programs; Conducting exercises to test plans and systems and obtain lessons learned
13
Involving the private sector and nongovernmental organizations in planning, training and exercises Ensure the local EOC is in a constant state of readiness Develop and maintain EOP Ensure that the EOP is reviewed, revised and adopted every four years
Local Government Departments/Agencies
Local department and agency heads collaborate with the Coordinator of Emergency Management during development of the EOP and provide key response resources. Local departments and agencies participate in the Emergency Support Function (ESF) structure as coordinators, primary response agencies, and/or support agencies as required to support incident management activities, such as:
Develop and maintain detailed plans and standard operating procedures (SOPs) Identify sources of emergency supplies, equipment and transportation Negotiate and maintain mutual aid agreements which are identified in the plan Maintain records of disaster related expenditures and appropriate documentation Protect and preserve records essential for the continuity of government Establish and maintain list of succession of key emergency personnel
Emergency Support Functions (ESFs)
An ESF is a grouping of government and certain public and private-sector capabilities into an organizational structure to provide support, resources, program implementation, and emergency services that are most likely to be needed during emergencies. Operating agencies and local departments participate in the Emergency Support Functions (ESF) structure as coordinators, primary response agencies, and/or support agencies and/or as required to support incident management activities. The ESFs:
Develop and maintain detailed plans and Standard Operating Procedures (SOPs) to support their functional requirements; Identify sources of emergency supplies, equipment and transportation; Maintain accurate records of disaster-related expenditure and documentation; Continue to be responsible for protection and preservation of records essential for continuity of government; and Establish a line of successions for key emergency personnel.
Nongovernmental and Volunteer Organizations
Nongovernmental organizations collaborate with first responders, governments at all levels and other agencies and organizations providing relief services to sustain life, reduce physical and emotional distress, and promote recovery of disaster victims when assistance is not available from other resources. These resources, when available, will be integrated into the regional operations, and will be incorporated into an ESF to support critical functions as best suited by their skill-set.
14
Private Sector
The private sector may take on many different roles, which could include:
Private owners of critical infrastructure (either a facility that could be impacted by a disaster or used as a resource; A response organization (e.g. private ambulance services, environmental clean- up services); A regulated or responsible party: owner operators of certain regulated facilities may have responsibility under law to prepare for and prevent incidents from occurring; or A local emergency organization member.
The private sector has the responsibility to:
Plan for personal and business disaster preparedness, mitigation, response and recovery; Have knowledge of local emergency response plans and procedures; and Implement protective actions as requested or required by the Emergency Manager.
Citizen Involvement
1. Dinwiddie County incorporates two Citizen Corps programs into its emergency management program. The programs include:
Citizens Emergency Response Teams (CERT) Neighborhood Watch
2. Although not formally a part of emergency management operations, individuals and households can also play an important role in the overall emergency management strategy. Community members can contribute by:
Reducing hazards in and around their homes Preparing an emergency supply kit and household emergency plan, including supplies for household pets and service animals Monitoring emergency communications to reduce their risk of injury, keep emergency routes open, and reduce demands on landline and cellular communication Volunteering with an established organization to become part of the emergency management system and ensure that their efforts are directed where they are most needed
15
IV. Concept of Operations
General
This section addresses the local coordinating structures, processes, and protocols employed to manage incidents. These coordinating structures and processes are designed to enable execution of the responsibilities of local government through the appropriate departments and agencies, and to integrate State, Federal, nongovernmental organizations and private sector efforts into a comprehensive approach to incident management.
1. The Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended, provides that emergency services organizations and operations will be structured around existing constitutional government. The Dinwiddie County organization for emergency operations consists of existing government departments, non-governmental, and private sector emergency response organizations.
2. The Chief Executive Officer (County Administrator) serves as the Director of Emergency Management. The day-to-day activities of the emergency preparedness program have been delegated to the Coordinator of Emergency Management. The Director, in conjunction with the Coordinator, will direct and control emergency operations in time of emergency and issue directives to other services and organizations concerning disaster preparedness. The County Administrator will be responsible for emergency public information.
3. The Coordinator of Emergency Management, assisted by department chiefs, will develop and maintain a primary Emergency Operations Center (EOC) from which to direct operations in time of emergency. The primary EOC for Dinwiddie County is located at the Dinwiddie County Public Safety Building.
4. The day-to-day activities of the emergency management program, for which the Coordinator of Emergency Management is responsible, include developing and maintaining an Emergency Operations Plan, maintaining the County EOC in a constant state of readiness, and other responsibilities as outlined in local and state regulation.
5. The Director of Emergency Management will determine the need to evacuate large areas and will issue orders for evacuation or other protective action as needed. Local law enforcement will implement evacuation and provide security for the evacuated area. In the event of a hazardous materials incident, the local Fire Chief or his representative on the scene should implement immediate protective action to include evacuation as appropriate.
6. Succession to the Director of Emergency Management will be the Deputy County Administrator for Finance and General Services, the Coordinator of Emergency Management, and the Deputy Coordinator of Emergency Management respectively.
16
7. The heads of operating agencies will maintain plans and procedures in order to be prepared to effectively accomplish their assigned responsibilities.
8. The Coordinator of Emergency Management will assure compatibility between the locality’s Emergency Operations Plan and the plans and procedures of key facilities and private organizations within the county as appropriate.
In the event an incident exceeds local emergency response capabilities, outside assistance is available, either through mutual support agreements with nearby jurisdictions and volunteer emergency organizations or, through the Virginia Emergency Operations Center (VEOC) via WebEOC. A local emergency must be declared and local resources must be fully committed before state and federal assistance is requested.
Concurrent Implementation of Other Plans The Dinwiddie County Emergency Operations Plan (EOP) is the core plan for managing incidents and details the local coordinating structures and processes used during incidents. Other supplemental agency and interagency plans provide details on the authorities, response protocols, and technical guidance for responding to and managing specific contingency situations (such as hazardous materials spills, wild land fires, etc.). In many cases these local agencies manage incidents under these plans using their authorities. These supplemental agency or interagency plans may be implemented concurrently with the EOP, but are subordinated to the overarching core coordinating structures, processes, and protocols detailed in the EOP.
Organizational Structure In accordance with the National Incident Management System (NIMS) process, resource and policy issues are addressed at the lowest possible organizational level. If issues cannot be resolved at that level, they are forwarded up to the next level. Reflecting the NIMS construct and in alignment with the National Response Framework (NRF), the EOP includes the following command and coordination structures: Incident Command Posts, on-scene using the Incident Command System; Area Command (if needed); Emergency Operations Centers; Emergency Support Functions; Joint Field Office (JFO), which is responsible for coordinating Federal assistance supporting incident management activities locally; Local Department of Emergency Management; Director of Emergency Management; Coordinator of Emergency Management; and Incident Commander
Organizational charts for the Dinwiddie County Incident Command System, Emergency Management Organization, and Emergency Operations Center Organization, are included within this section.
Emergency Operations Center (EOC) When the local Emergency Operations Center (EOC) is activated, the emergency manager will coordinate with the incident commander to ensure a consistent response:
17
The EOC follows the Incident Command System (ICS) structure and The Emergency Support Functions (ESFs) are aligned with ICS staff.
The Incident Command System ensures:
Manageable span of control (3 to 7 staff; optimum is 5); Personnel accountability (each person reports to only one person in the chain of command); and Functional positions staffed only when needed (responsibilities for any positions that are not staffed remain with the next higher filled position
Organizational charts for the Dinwiddie County Emergency Operations Center Organization, are included within this section. Additional details on the EOC function and operations can be found in ESF #5 Emergency Management.
18
DINWIDDIE COUNTY INCIDENT COMMAND SYSTEM
Incident Commander
Public Information Safety Officer Officer
Liaison Officer
Operations Planning Section Logistics Section Finance/Admin Section Section
Staging Situation Unit Service Branch Support Branch Time Unit
Resource Unit Communication Supply Unit Procurement Branches Air Ops Branch Unit Unit
Divisions Documentation Medical Unit Facilities Unit Cost Unit /Groups Unit
Strike Demobilization Food Unit Ground Comp/Claims Team/Task Unit Support Unit Unit Force
Single Resource GIS Specialist
Technical Specialist
19
DINWIDDIE COUNTY EMERGENCY MANAGEMENT ORGANIZATION
Board of Supervisors
Emergency Management Director (County Administrator)
Deputy EM Director (Deputy County Administrator for Finance & General Services)
Emergency Management Coordinator (Chief of Fire & EMS)
Deputy EM Coordinator
20
DINWIDDIE COUNTY EOC ORGANIZATION
EM Director
Policy Group
EOC Manager
Public Information Safety Officer Officer
Liaison Officer WebEOC Controller
Operations Planning Section Logistics Section Finance/Admin Section Section
Emergency Services Branch
Human Services Branch
Infrastructure Support Branch
21
EOC ESF ORGANIZATION
Operations Section
Operations Section Chief
Emergency Services Human Services Infrastructure Branch Branch Support Branch
ESF #4 ESF #6 ESF #1 Firefighting Mass Care Transportation
ESF #8 ESF #11 ESF #2 Public Health/Medical Agriculture & Natural Communications Resources
ESF #9 ESF #17 ESF #3 Search& Rescue Volunteer & Public Donations Works/Engineering
ESF #10 ESF #12 Oil & Hazardous Energy Materials
ESF #13 Public Safety
ESF #16 Military Affairs
22
Planning Section
PLANNING SECTION CHIEF
ESF #5 Emergency Mgmt.
ESF #14 Long Term Recovery
Logistics Section
LOGISTICS SECTION CHIEF
ESF #7 Resource Mgmt.
Command Staff
EM COORDINATOR/EOC MANAGER
ESF #15 External Affairs/Public Information
23
Sequence of Action
These are actions that are implemented during non-emergency or disaster periods that will prepare the locality for potential emergency response if necessary.
When the local emergency operations center (EOC) is activated, there should be coordination between the emergency manager and the incident commander to ensure a consistent response:
Non-Emergency/Normal Operations
1. Public information and educational materials will be provided to the public via municipal newsletters, brochures, publications in telephone directories, municipal web-sites and other media. 2. Develop, review and exercise emergency operations plans and standard operating procedures. 3. Assure the viability and accuracy of emergency contact lists, resource lists and emergency contracts. 4. Update, review, and maintain the Emergency Operations Plan (EOP). 5. The local EOP must include a provision that the Virginia Department of Criminal Justice Services and the Virginia Criminal Injuries Compensation shall be contacted in the event of an emergency (as defined in the EOP) when there are victims as defined in Code of Virginia §19.2-11.01. The current contact for each organization must be maintained by the locality.
Pre-Incident Actions
These are actions that are implemented if the Emergency Manager receives notice of a potential emergency from the federal Homeland Security Advisory System, National Weather Service watches and warnings or other reliable sources.
Actions: Communication alert & warning; Public health and safety; Responder health and safety; Property protection; and Possible partial activation of the EOC.
1. Alert emergency response personnel and develop a staffing pattern. 2. Determine any protective action measures that need to be implemented in preparation for the situation.
Preparedness
Public information and educational materials will be provided to Citizens, Visitors and Employees, via newsletters, brochures, e-mail, web-site, and other media. 24
Develop, review, exercise and update emergency operations plans and standard operating procedures.
Develop training curricula and implement drills to enhance readiness of emergency response.
Test and maintain emergency resources and equipment.
Test and maintain the Outbound Notification System.
Assure the viability and accuracy of emergency contact lists, resource lists and emergency contracts.
Assure that all relevant continuity of operations plans (COOP) is current.
Response Actions
1. Daily functions of Dinwiddie County that do not contribute directly to the emergency operation may be suspended for the duration of the emergency response.
2. Efforts and resources may be redirected to accomplish an emergency task.
3. If not already completed, set up and staff the EOC.
4. If not already completed, establish communication with the State EOC.
5. Implement delegations of authority for emergency response activities.
6. Monitor the situation and adjust response actions as needed.
7. Implement evacuation orders as needed.
8. Maintain security of the County.
9. Close routes of ingress and egress as deemed necessary for the situation.
10. Open emergency shelters as needed.
11. Assure public information is accurate, appropriate and timely to all populations including media. Set up a briefing location for media if necessary. Designate a Public Information Officer (PIO).
12. Assure all available resources are applied directly and effectively to disaster response.
13. Monitor resource needs and request additional resources through appropriate means as required.
14. Implement debris clearance if needed to assist with the response and eventual recovery.
25
15. If the Crisis is a criminal act, an officer from the Dinwiddie County Sheriffs Office will notify the local Point of Contact, (POC) so that appropriate notifications can be made to the Virginia Department of Criminal Justices Services (VDCJS) and the Virginia Criminal Injury Compensation (VCICF) Fund on behalf of Dinwiddie County.
16. Protect and restore all critical infrastructures of Dinwiddie County.
17. Accurately track financial costs utilizing prepared event cost-tracking system.
18. Submit Situation Reports to the Virginia Emergency Operations Center (VEOC).
Recovery Actions
Once immediate response missions and life-saving activities conclude, the emphasis shifts from response to recovery operations, and if applicable, hazard mitigation.
1. Provide traffic and crowd control to assure site security.
2. Assure continued public information that is accurate, appropriate and timely to all populations including media. Set up a briefing location for media if necessary.
3. Within 72 hours of impact, Dinwiddie Emergency Management Officials will complete an Initial Damage Assessment and submit to the VEOC determined by normal structure.
4. Assess the mental and behavioral health impacts to citizens, visitors and employees and request appropriate resources to address issues as needed. Set up a Family or Victim’s Assistance Center if needed.
5. Assist with state or federal investigations as necessary.
6. Assist with identification of injured or deceased individuals as needed.
7. Assess infrastructure and determine viability for re-entry.
8. Begin immediate repairs to electric, water and sewer lines and associated facilities.
9. Re-establishment of habitats and prevention of subsequent damage to natural resources.
10. Protection of cultural or archeological resources during other recovery operations.
11. Complete disaster-related expense records. Begin request for reimbursement through the state or federal public assistance program if eligible.
12. Open a Joint Field Office (JFO) to assist those impacted by the disaster if the event is declared a Federal Disaster. The JFO is the central coordination point among Federal, State and Local agencies and voluntary organizations for delivering recovery assistance programs.
26
Mitigation
1. Review the local All-Hazard Mitigation Plan and update as necessary any mitigation actions that could be of value in preventing similar impacts for a future disaster.
2. Work with the Virginia Department of Emergency Management Mitigation Program to develop mitigation grant projects to address the most at risk areas.
3. Implement mitigation measures in the rebuilding of infrastructure damaged in the event.
4. Pursue grant programs for loss reduction measures.
5. Conducting flood recovery mapping to permit expedited and accurate implementation of both recovery and mitigation programs.
6. Provide community education and outreach necessary to foster loss reduction.
Declaration of a Local Emergency
The Board of Supervisors shall declare by resolution an emergency to exist whenever the threat or actual occurrence of a disaster is or threatens to be of sufficient severity and magnitude to require significant expenditure and a coordinated response in order to prevent or alleviate damage, loss, hardship or suffering. A local emergency may be declared by the Director of Emergency Management with the consent of the local governing board. If the governing body can not convene due to the disaster or other exigent circumstances, the Director, or in his absence the deputy Director or Emergency Coordinator shall declare the existence of an emergency, subject to the confirmation by the governing board within 14 days of the declaration.
Activation of the Emergency Operations Center (EOC)
The Emergency Management Director, the Emergency Management Coordinator, the Sheriff or their designee(s) may activate the EOC if the following conditions exist:
There is an predicted, anticipated or imminent threat to public safety or health on a large scale; An extensive multi-agency/jurisdiction response and coordination will be required to resolve or recover from the emergency or disaster event; The disaster affects multiple political subdivisions within counties or cities that rely on the same resources to resolve major emergency events; and/or The local emergency ordinances are implemented to control the major emergency or disaster event.
Availability of staff and operational needs may allow or require positions to be combined, or positions to not be filled (responsibilities held by the next higher position).
27
Communication, Alert and Warning will be provided to the public via the county maintained Outbound Notification System, Wireless Emergency Alerts and the Emergency Alert System (EAS). Other systems will be used as available to include door-to-door notifications, loud speakers, television, radio and the internet.
V. Administration, Finance and Logistics
Mutual Aid Agreements will be activated if the event is not affecting those jurisdictions. If the event is wide-spread or regional, mutual aid resources will be obtained through the Virginia Emergency Operations Center.
All assets (human resources and equipment resources) of the community will become the purview of the County Administrator of Dinwiddie County to direct in any way to respond to an emergency.
The County Administrator may also appoint this authority to his designee or the Coordinator of Emergency Management as written in a formal Delegation of Authority statement on file.
Identify policies and procedures for tracking and reporting of any costs due to an emergency. In many cases, normal procurement and financial policies will remain in effect, but in extraordinary events, additional provisions must be followed to increase the speed of which these actions can take place.
Identify required tracking and record-keeping procedures that will be put in place to assure all emergency costs are easily identified. These items are most thoroughly discussed in the ESF #5 Emergency Support Function Annex Tab 1.
Concept of Operations A. In an emergency situation as defined by the Emergency Operations Plan (EOP), the Finance Director or designee will be responsible for expediting the process of purchasing necessary capital items. Verbal approval will replace the usual written budget change request process; however, the budget change requests must be documented at a later time. The Director of Emergency Management or designee must request verbal approval of funding.
B. The Finance Director or designee would permit over-spending in particular line items (e.g. overtime, materials, and supplies) under emergency circumstances as defined in the EOP. A year-end adjustment can be made if required.
C. The Finance Department will staff the Emergency Operations Center’s Finance and Administration Section during emergency operations. This section will work with the Emergency Support Functions (ESF) to facilitate needed purchases.
D. The Director of Emergency Management or designee must define disaster related expenditures for the Finance Section and the appropriate length of time these disaster-related expenditures will be incurred. All disaster related expenditures must be documented in order to be eligible for post-disaster reimbursement from the Commonwealth of Virginia or Federal government. The Finance Department will implement record keeping of all incurred expenses throughout the emergency/disaster period. This office will also assist in
28
compilation of information for the “Report of Disaster-Related Expenditures” as required.
E. The Finance Department will work with ESF #7 - Resource Management – to track resource needs, purchases, equipment, and personnel, utilizing electronic software to the extent possible.
F. Employees must complete times sheets, to include overtime hours worked, during disaster response and recovery operations. Copies of employee time sheets must be signed by their immediate supervisor or the EOC Manager, as appropriate.
G. The County Administrator may re-assign local government employees, as needed, to maintain continuity of government during disaster response and recovery operations.
H. Dinwiddie County has mutual aid agreements in place with local volunteer and non-governmental agencies for use of facilities, food, equipment, etc. during disaster response and recovery operations. The County also participates in the Statewide Mutual Aid (SMA) Agreement, which provides for requesting goods, services, personnel, and equipment through the Virginia Emergency Operations Center. Mutual Aid Agreements are referenced in ESF #7 and are also contained in the Continuity of Operations Plan (COOP).
Actions Develop, maintain, and disseminate budget and management procedures to ensure the prompt and efficient disbursement and accounting of funds to conduct emergency operations, as well as support and maximize claims of financial assistance from state and federal governments;
Provide training to familiarize staff with state and federal disaster assistance requirements and forms;
Instruct all departments to maintain a continuous inventory of supplies on hand at all times;
Prepare to make emergency purchases of goods and services;
Inform departments of the procedures to be followed in documenting and reporting disaster related expenditures;
Implement emergency budget and financial management procedures to expedite the necessary purchases of goods and services to effectively address the situation;
Track and compile accurate cost records from data submitted by departments and ESFs;
Prepare and submit disaster assistance applications for reimbursement;
Assist in the preparation and submission of government insurance claims;
29
Work with the County Treasurer to ensure reimbursements are received and reconciled; and
Update and revise, as necessary, human resource policies and procedures.
I. Plan Development and Maintenance
Commonwealth of Virginia Emergency Services and Disaster Law of 2000,, as amended, requires jurisdictions to develop, adopt, and keep current a written crisis and emergency management plan;
Every four years, Dinwiddie County shall conduct a comprehensive review and revision of its crisis and emergency management plan to ensure the plan remains current, and the revised plan shall be adopted formally by the Board of Supervisors.
Such review shall also be certified in writing to the Virginia Department of Emergency Management.
Drafting an emergency plan is a community effort and relies heavily on county administrators and experts to provide comprehensive guidance on hazard analysis, exercise design, evacuation planning, emergency management, mitigation, recovery, emergency preparedness, and educational awareness.
Plan Participants
Director of Emergency Management Coordinator of Emergency Management Representatives from internal groups: o Finance and General Services o Fire & EMS o Public Works and Utilities o Human Resources o Purchasing o Information Technology o Sheriff’s Office o Social Services o Planning and Community Development
Representatives from external groups: o State Police o Public Schools o Local Hospitals o Red Cross o VOAD’s o Health Department o Business and Industry
30
The Coordinator of Emergency Management will update the Emergency Operations Plan annually. The Coordinator will coordinate with each emergency resource organization and assure the development and maintenance of an appropriate emergency response capability.
It is the responsibility of the Coordinator or Emergency Management to assure that the plan is tested and exercised on a scheduled basis.
VII. Exercise and Training
Trained and knowledgeable personnel are essential for the prompt and proper execution of the Dinwiddie County Emergency Operations Plan and sub-plans. The Director of Emergency Management will ensure that all response personnel have a thorough understanding of their assigned responsibilities in a disaster or emergency situation, as well as how their role and responsibilities interface with the other response components of the Dinwiddie County Emergency Operations Plan. All personnel will be provided with the necessary training to execute those responsibilities in an effective and responsible manner.
The EMC is responsible for the development, administration, and maintenance of a comprehensive training and exercise program customized to the needs of Dinwiddie County. This program will be comprised of a general, core, functionally specific, as well as on-going refresher training programs designed to attain and sustain an acceptable level of emergency preparedness for Dinwiddie County.
Training will be based on federal and state guidance. Instructors will be selected from local government officials and staff, state and federal governments, private industry, the military, and volunteer groups trained in emergency management and response. All training and exercises conducted in Dinwiddie County will be documented. Training needs will be identified and records maintained for all personnel assigned emergency response duties in a disaster.
The EMC will develop, plan, and conduct table top, functional and/or full-scale exercises annually. These exercises will be designed to not only test the Dinwiddie County Emergency Operations Plan and sub-plans, but to train all appropriate officials, emergency response personnel, county employees, and improve the overall emergency response organization and capability of Dinwiddie County. Quasi-public and volunteer groups and/or agencies will be encouraged to participate. After each drill, exercise or actual event, a hot wash and/or after-action review will take place. Any findings from these post-event reviews will be incorporated into an update of the plan. Deficiencies identified by the exercise will be addressed immediately and noted in the annual LCAR instrument.
Following each exercise or actual event, a hot-wash and After Action Review (AAR) will take place. Strengths and areas for improvement will be identified, addressed and incorporated into an update of the EOP.
31
Appendix 1 – Glossary of Key Terms
Amateur Radio Emergency Services A public service organization of licensed amateur radio operators who have voluntarily registered their qualifications and equipment to provide emergency communications for public service events as needed
American Red Cross A humanitarian organization led by volunteers, that provides relief to victims of disasters and helps prevent, prepare for, and respond to emergencies. It does this through services that are consistent with its Congressional Charter and the Principles of the International Red Cross Movement.
Command Section One of the five functional areas of the Incident Command System. The function of command is to direct, control, or order resources, including people and equipment, to the best possible advantage.
Command Post That location at which primary Command functions are executed; usually collocated with the Incident Base. Also referred to as the Incident Command Post.
Comprehensive Resource Management Maximizes the use of available resources, consolidates like resources and reduces the communications load on the Incident Command Operation.
Coordination The process of systemically analyzing a situation, developing relevant information, and informing appropriate personnel of viable alternatives for selection of the most effective combination of available resources to meet specific objectives.
Emergency Any occurrence, or threat, whether natural or man-made, which results or may result in substantial injury or harm to the population or substantial damage to or loss of property or natural resources and may involve governmental action beyond that authorized or contemplated by existing law because governmental inaction for the period required to amend the law to meet the exigency would work immediate and irrevocable harm upon the citizens or the environment of the Commonwealth or clearly defined portion or portions thereof.
Decontamination The process of making people, objects, or areas safe by absorbing, destroying, neutralizing, making harmless, or removing the Hazardous Materials/HAZMAT
Emergency/Disaster/Incident An event that demands a crisis response beyond the scope of any single line agency or service and that presents a threat to a community or larger area. An emergency is usually an event that can be controlled within the scope of local capabilities; a major emergency or disaster usually requires resources beyond what is available locally.
32
Emergency Alert System A network of broadcast stations interconnecting facilities authorized by the Federal Communications Commission (FCC) to operate in a controlled manner to warn and inform the public of needed protective actions in the event of a disaster or emergency situation.
Emergency Operations Center A facility from which government directs and controls its emergency operations; where information about the status of the emergency situation is officially collected, assimilated, and reported on; where coordination among response agencies takes place; and from which outside assistance is officially requested.
Emergency Operations Plan A document which provides for a preplanned and coordinated response in the event of an emergency or disaster situation.
Emergency Management The preparation for and the carrying out of functions (other than functions for which military forces are primarily responsible) to prevent, minimize, and repair injury and damage resulting from natural or manmade disasters. These functions include fire- fighting, police, medical and health, rescue, warning, engineering, communications, evacuation, resource management, plant protection, restoration of public utility services, and other functions related to preserving the public health, safety, and welfare.
Emergency Support Function A functional area of response activity established to facilitate the delivery of Federal assistance required during the immediate response phase of a disaster to save lives, protect property and public health and maintain public safety.
Exercise An activity designed to promote emergency preparedness; test or evaluate emergency operations plans, procedures, or facilities; train personnel in emergency response duties, and demonstrate operational capability. There are three specific types of exercises: tabletop, functional, and full scale.
Evacuation Assisting people to move from the path or threat of a disaster to an area of relative safety.
Federal Disaster Assistance Aid to disaster victims and/or state and local governments by federal agencies under provisions of the Robert T. Stafford Relief and Emergency Assistance Act of (PL 93- 288).
Geographic Information System, GIS A computer system capable of assembling, storing, manipulating, and displaying geographically referenced information, i.e.-data identified according to their locations.
Hazardous Materials Substances or materials which may pose unreasonable risks to health, safety, property, or the environment when used, transported, stored or disposed of, which may include materials which are solid, liquid, or gas. Hazardous materials may include toxic
33 substances, flammable and ignitable materials, explosives, or corrosive materials, and radioactive materials.
Hazardous Materials Emergency Response Plan The plan was developed in response to the requirements of Section 303 (a) of the Emergency Planning and Community Right-to-Know Act (Title III) of Superfund Amendments and Reauthorization Act of 1986. It is intended to be a tool for our community’s use in recognizing the risks of a hazardous materials release, in evaluating our preparedness for such an event, and in planning our response and recovery actions. This plan is separate from the county’s Emergency Operations Plan.
Incident Command System A model for disaster response that uses common terminology, modular organization, integrated communications, unified command structure, action planning, manageable span or control, pre-designed facilities, and comprehensive resource management. In ICS there are five functional elements: Command, Operations, Logistics, Planning and Finance/Administration.
Incident Commander The individual responsible for the management of all incident operations.
Initial Damage Assessment Report A report that provides information regarding overall damage to public and private property, thereby providing a basis for emergency declaration and/or disaster assistance.
Integrated Communications Plan This plan coordinates the use of available communications means and establishes frequency assignments for certain functions.
Local Emergency The condition declared by the local governing body when, in its judgment, the threat or actual occurrence of a disaster is or threatens to be of sufficient severity and magnitude to warrant coordinated local government action to prevent, or alleviate loss of life, property damage, or hardship. Only the Governor, upon petition of a local governing body, may declare a local emergency arising wholly or substantially out of a resource shortage when he deems the situation to be of sufficient magnitude to warrant coordinated local government action to prevent or alleviate the hardship or suffering threatened or caused thereby.
Local Emergency Planning Committee Appointed representatives of local government, private industry, business, environmental groups, and emergency response organizations responsible for ensuring that the hazardous materials planning requirements of the Superfund Amendments and Reauthorization Act of 1986 (SARA Title III) are complied with.
Mitigation Activities that actually eliminate or reduce the chance occurrence or the effects of a disaster. Examples of mitigation measures include, but are not limited to, the development of zoning laws and land use ordinances, State building code provisions, regulations and licensing for handling and storage of hazardous materials, and the inspection and enforcement of such ordinances, codes and regulations.
34
Mobile Crisis Unit A field response tram staffed and operated by mental health professionals specially trained in crisis intervention. The Mobile Crisis Unit is available to provide on-scene crisis intervention to incident victims and to follow up work with victims and formal Critical Incident Stress Debriefings for service providers after the incident has been brought under control.
Mutual Aid Agreement A written agreement between agencies and/or jurisdictions in which they agree to assist one another, upon request, by furnishing personnel and/or equipment in an emergency situation.
National Response Framework Is a guide to how the Nation conducts all-hazard response. It is built upon scalable, flexible and adaptable coordinating structures to align key roles and responsibilities across the nation.
National Weather Service The federal agency which provides localized weather information to the population, and during a weather-related emergency, to state and local emergency management officials.
Preparedness The development of plans to ensure the most effective, efficient response to a disaster or emergency. Preparedness activities are designed to help save lives and minimize damage by preparing people to respond appropriately when an emergency is imminent. Preparedness also includes establishing training, exercises and resources necessary to achieve readiness for all hazards, including Weapons of Mass destruction incidents.
Presidential Declaration A presidential declaration frees up various sources of assistance from the Federal government based on the nature of the request from the governor.
Primary Agency While several County departments will be performing varied and critical tasks during a disaster, in most cases only one agency will be considered the ‘primary agency.’ The primary agency shall be responsible for detailed planning, testing, and evaluation of their respective emergency support function. The Department Director of the primary agency shall serve as the principle advisor to the County Executive during the response and recovery phase. In addition, the Department Director or the primary agency must assure that essential operations of his/her agency will continue, unless otherwise directed by the County Executive or his/her designee.
Regional Information Coordination Center The center facilitates communications and coordination among local, state, and federal government authorities to ensure an effective and timely response to regional emergencies and incidents, including coordination of decision-making regarding events such as closings, early release of employees, evacuation, transportation decisions, health response, etc.
Situation Report A form which, when completed at the end of each day of local Emergency Operations Center operations, will provide the County with an official daily summary of the status of 35 an emergency and of the local emergency response. A copy should be submitted to the State EOC via fax or submitted through the Virginia Department of Emergency Management website.
Span of Control As defined in the Incident Command System, Span of Control is the number of subordinates one supervisor can manage effectively. Guidelines for the desirable span of control recommend three to seven persons. The optimal number of subordinates is five for one supervisor.
State of Emergency The condition declared by the Governor when, in his judgment, a threatened or actual disaster in any part of the State is of sufficient severity and magnitude to warrant disaster assistance by the State to supplement local efforts to prevent or alleviate loss of life and property damage.
Superfund Amendments and Reauthorization Act of 1986 Established Federal regulations for the handling of hazardous materials.
Unified Command Shared responsibility for overall incident management as a result of a multi-jurisdictional or multi-agency incident. In the event of conflicting priorities or goals, or where resources are scarce, there must be a clear line of authority for decision-making. Agencies contribute to unified command by determining overall goals and objectives, jointly planning for tactical activities, conducting integrated tactical operations and maximizing the use of all assigned resources.
Weapons of Mass Destruction Any explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than 4 ounces, or a missile having an explosive incendiary charge of more than 0.25 ounce, or mine or device similar to the above; poison gas; weapon involving a disease organism; or weapon that is designed to release radiation or radioactivity at a level dangerous to human life. (Source: 18 USC 2332a as referenced in 18 USC 921).
36
Appendix 2 – List of Acronyms
APHIS Animal and Plant Health Inspection Service CERT Community Emergency Response Team CFO Chief Financial Officer CR Community Relations DSCO Deputy State Coordinating Officer DHS Department of Homeland Security DRC Disaster Recovery Center DMME Department of Mines, Minerals, and Energy DRM Disaster Recovery Manager EAS Emergency Alert System EOC Emergency Operations Center ESF Emergency Support Function EPA Environmental Protection Agency ERT-A Emergency Response Team – Advance Element FBI Federal Bureau of Investigation FCO Federal Coordinating Officer FEMA Federal Emergency Management Agency ICS Incident Command System JIC Joint Information Center JFO Joint Field Office MACC Multi-agency Command Center MOA Memorandum of Agreement MOU Memorandum of Understanding NAWAS National Warning System NCR National Capital Region NGO Nongovernmental Organization NIMS National Incident Management System NOAA National Oceanic and Atmospheric Administration NRC Nuclear Regulatory Commission NRP National Response Plan NWS National Weather Service 37
PDA Preliminary Damage Assessment PIO Public Information Officer POC Point of Contact RACES Radio Amateur Civil Emergency Services SAR Search and Rescue SCC State Corporation Commission SOP Standard Operating Procedures USACE U.S. Army Corps of Engineers USCG U.S. Coast Guard USDA U.S. Department of Agriculture VOAD Voluntary Organizations Active in Disaster WAWAS Washington Area Warning System WMD Weapons of Mass Destruction
38
Appendix 3 – Authorities and References
Federal 1. The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended 2. The Homeland Security Act 3. National Response Framework 4. Local and Tribal NIMS Integration: Integrating the National Incident Management System into Local and Tribal Emergency Operations Plans and Standard Operating Procedures, V. 1, Department of Homeland Security
State
1. Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended. 2. The Commonwealth of Virginia Emergency Operations Plan, September 2012 (Updated 2015)
Local
1. Dinwiddie County Hazardous Materials Response Plan, April 2019 2. Dinwiddie County Emergency Operations Plan 3. Richmond-Crater Multi-Regional Hazard Mitigation Plan, December 2017
39
Appendix 4 – Matrix of Responsibilities P=Primary S=Support
Term RecoveryTerm 15
-
Agency # 1 ESF Transportation # 2 ESF Communications # 3 ESF Public Works #4ESF Fire Fighting #5 ESF Emergency Management #6 ESF Mass Care #7 ESF Resource Support #8 ESF HealthMedical & #9 ESF Search & Rescue #10ESF HazardousMaterials #11ESF Agriculture & Natural Resources #12ESF Energy # 13ESF Public Safety #14ESF Long # ESF External Affairs #17ESF Volunteers & Donations Emergency Management P P S S P P P Fire S P S P P Emergency Communications P S S EMS S P S Sheriff’s Office S P P Public Works/Utilities P S S Building/Zoning/ Planning S S P Animal Control S P County Administration & S S S S Constitutional Offices American Red Cross S Dinwiddie/Crater Health District S P S Information Technology S S S Social Services P Finance P S VDOT P S Dinwiddie Public Schools P S S Local Power Companies P
Dinwiddie Co. Water Authority P County Attorney S S S S Community Affairs S S P S Parks/Recreation S S S Extension Service P VVOAD S S
40
Local Recovery Task Force P S Amateur Radio S VDEM S S S S S S Virginia State Police S S Crater/VDEM Hazardous S Materials Teams Va. Dept. Of Forestry S P P
41
Appendix 5 – Succession of Authority
Succession of Authority
Continuity of emergency operations is critical to the successful execution of emergency operations. Therefore, the following lines of succession are specified in anticipation of any contingency that might result in the unavailability of the ranking member of the administrative hierarchy. The decision-making authority for each organization or service function is listed below by position in decreasing order.
Organization/Service Function Authority in Line of Succession
Emergency Management Direction and Control 1. Director of Emergency Management (County Administrator) 2. Deputy Director of Emergency Management (Deputy County Administrator for Finance) 3. Coordinator of Emergency Management (Chief of Fire & EMS) 4. Deputy Coordinator of Emergency Management (Fire & EMS Coordinator)
Emergency Public Information 1. Director of Emergency Management 2. Coordinator of Emergency Management 3. Deputy Coordinator of Emergency Management
Sheriff’s Office 1. Sheriff 2. Major 3. Captain
Fire & EMS 1. Chief of Fire & EMS 2. Fire & EMS Coordinator 3. EMS Manager
Public Schools 1. Superintendent of Schools 2. Assistant Superintendent of Schools 3. Executive Director of School Human Resources
Information Technology 1. Director 2. Network Administrator 3. System Administrator
Utilities (Water/Sewer) 1. Director, Dinwiddie County Water Authority 2. Operations Manager 3. Office Manager
42
Public Works/Sanitation 1. Director of Public Works 2. Assistant Director of Public Works 3. Public Works Supervisor
Social Services 1. Director 2. Administrative Services Manager 3. Fiscal Manager
Health Department 1. District Director 2. Nurse Supervisor
County Attorney 1. County Attorney 2. Commonwealth Attorney
Planning & Comm. Development 1. Division Chief 2. Director of Planning 3. Manager of Economic Development
Finance 1. Division Chief 2. Accounting Tech, Payroll 3. Accounting Tech, Procurement 4. Accounting Tech, Accounts Payable
Human Resources 1. Director 2. Human Resources Technician
43
Appendix 6 – Essential Records
Court Records The preservation of essential records for the locality is the responsibility of the Clerk of the Circuit Court. All essential records are to be stored in the records vault located in the Office of the Clerk of the Circuit Court. These records include the following:
Real Estate Records* Criminal Records Wills Civil Records Chancery Records Marriage Licenses
The evacuation of records in the event of an emergency will be accomplished only by approval of the Clerk of the Circuit Court.
The loading and transportation of these records is the responsibility of the Sheriff’s Department. * A microfilm copy of all real estate records for the locality is stored in the Archives, State Library, Richmond, Virginia. Agencies/Organizations Each agency/organization within the structure of local government should establish its own records protection program. Those records deemed essential for continuing government functions should be identified and procedures should be established for their protection, such as duplicate copies in a separate location and/or the use of safe and secure storage facilities. Provisions should be made for the continued operations of automated data processing systems and records.
44
Appendix 7 – Sample Declaration of Local Emergency
WHEREAS, the Director of Emergency Management of Dinwiddie County does/did hereby find:
1. That due to ______(Specify Event), Dinwiddie County is facing dangerous conditions;
2. That due to the ______(Specify Event), a condition of extreme peril to life and property necessitates the proclamation of the existence of a local emergency;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that an emergency does now/or did exists throughout said County; and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said emergency, the powers, functions, and duties of the Emergency Management Organization of Dinwiddie County shall be those prescribed by State Law and the Ordinances, Resolutions, and approved plans of Dinwiddie County in order to mitigate the effects of said emergency.
______Date
______Chairman Dinwiddie County Board of Supervisors
ATTEST:
______Clerk Dinwiddie County Board of Supervisors
45
Emergency Support Function #1 – Transportation
Introduction Purpose: Coordinate the transportation resources of Dinwiddie County to support all response organizations requiring transportation capacity during a disaster or emergency. ESF #1 will also be the coordination point for response operations and restoration of transportation infrastructure.
Scope: The full scope of the County’s ESF #1 should be based on the County’s resources and capabilities. ESF #1 will:
Coordinate evacuation transportation Prioritize and allocate all local government transportation resources Facilitate movement of the public in coordination with other transportation agencies Facilitate movement of goods and materials Facilitate damage assessments to establish priorities and determine needs of available transportation resources Maintain ingress/egress Provide traffic control Communicate and coordinate with Virginia Department of Transportation Coordinate with surrounding localities and private organizations to ensure that potential resources are available during disaster operations.
Primary Agencies:
Virginia Department of Transportation Dinwiddie County Public Schools Dinwiddie County Emergency Management
Secondary/Support Agencies:
Dinwiddie County Sheriff’s Office Dinwiddie County Fire & EMS Public transit resources from surrounding localities Private Contractors Dinwiddie County Buildings and Grounds
ESF #1-1
Policies:
The County transportation policies should be reviewed and revised if necessary to provide for an emergency response including:
The County will use available transportation resources to respond to an incident Provide traffic control Provide ingress/egress for critical facilities Facilitate the prompt deployment of resources, Ensure priorities for various incidents are developed and maintained through an interagency process led by the County Request additional resources if it is unable to provide services of ESF 1
Concept of Operations General:
The Emergency Operations Plan provides guidance for managing the use of transportation services and request for relief and recovery resources.
Access routes should remain clear to permit a sustained flow of emergency relief.
All requests for transportation support will be submitted to the Dinwiddie County Emergency Operations Center for coordination, validation, and/or action in accordance with this Emergency Support Function.
If additional transportation resources are needed, the County EOC will make that request through the Virginia Emergency Operations Center.
Organization:
Dinwiddie County, in conjunction with the Virginia Department of Transportation (VDOT), is responsible for the transportation infrastructure of the County.
The County and VDOT are responsible for coordinating resources needed to restore and maintain transportation routes to and from the County if necessary to protect lives and property during an emergency or disaster.
VDOT, in conjunction with support agencies, will assess the condition of highways, bridges, signals and other components of the transportation infrastructure and where appropriate: Provide information on road closures, alternate routes, infrastructure damage, debris removal Close infrastructure determined to be unsafe; Post signage and barricades Maintain and restore critical transportation routes, facilities, and services
ESF #1-2
Dinwiddie County Emergency Management, in conjunction with Dinwiddie County Public Schools, will share primary responsibility for the transportation of citizens. Dinwiddie County Public Schools will coordinate its transportation resources in order to provide for timely transportation including accessible transport as needed.
Responsibilities
Develop, maintain, and update plans and procedures for use during an emergency. Emergency Services Personnel will stay up to date with education and training that is required for a safe and efficient response to an incident. Alert County, primary and secondary agency representatives and Virginia Department of Transportation officials of a possible incident, and begin preparations for mobilization of resources. Keep record of all expenses through the duration of the emergency. Follow emergency policies and procedures for evacuation. Initiate procedures for traffic control. Identify and designate “Pick-Up Sites”. Identify viable transportation routes to, from and within the emergency or disaster area.
ESF #1-3 Emergency Support Function #4 - Firefighting
Introduction
Purpose:
Directs and controls operations regarding fire prevention, fire detection, fire suppression, EMS, rescue, and hazardous materials incidents; as well as to assist with warning and alerting, communications, evacuation, and other operations as required during an emergency.
Primary Agency:
Dinwiddie County Fire & EMS
Secondary/Support Agencies:
Fire & EMS from surrounding jurisdictions State Fire & EMS Task Force Virginia Department of Forestry
Scope:
ESF #4 manages and coordinates firefighting activities including the detection and suppression of fires, and provides personnel, equipment, and supplies to support to the agencies involved in the firefighting operations.
Policies:
Priority is given to the public, firefighter safety and protecting property (in that order). For efficient and effective fire suppression mutual aid may be required from various local firefighting agencies to aid in the County’s emergency response team. This requires the use of the Incident Command System together with compatible equipment and communications. Personnel will stay up to date with procedures through education and training.
Concept of Operations
General:
The Emergency Coordinator will contact the Fire Department if resources are needed to handle the situation, and be prepared to have the Fire Department assume primary operational control in fire prevention strategies, fire suppression, and hazardous material incidents. (See the Hazardous Material Emergency Response Plan.) Fire department personnel who are not otherwise engaged in emergency response operations may assist
ESF #4-1 in warning and alerting the public, evacuation, and communications as is necessary and appropriate during an emergency situation. When the Emergency Support Function is activated all requests for fire fighting support will, in most cases, be submitted to the 9-1-1 Center for coordination, validation, and/or action.
The Director of Emergency Management and/or designee will determine the need to evacuate and issue orders for evacuation or other protective action as needed. The incident commander may order an immediate evacuation prior to requesting or obtaining approval, if in his/her judgment this action is necessary in order to safeguard lives and property. Warning and instructions will be communicated through the appropriate means.
In addition, Law Enforcement will use mobile loudspeakers or bullhorns, or go door to door to ensure that all affected residents have received the warning. This is covered in ESF #2.
Organization:
A fire representative will be assigned to the EOC in order to coordinate the fire service response. The fire representative will be a part of the EOC staff and will assist with the overall direction and control of emergency operations.
The Fire and EMS Departments will implement evacuations and the Sheriffs Department will assist and provide security for the evacuated area. In the event of a hazardous materials incident, the Incident Commander should implement immediate protective actions to include evacuation as appropriate.
Actions
Develop and maintain plans and procedures to provide fire and rescue services in time of emergency. Document expenses and continue for the duration of the emergency. Check firefighting and communications equipment. Fire Service representatives should report to the Emergency Operations Center to assist with operations. Fire department personnel may be asked to assist with warning and alerting, evacuating, communications, and emergency medical transport. Follow established procedures in responding to fires and hazardous materials incidents and in providing rescue services. Requests mutual aid from neighboring jurisdictions.
Responsibilities
Fire prevention and suppression Emergency medical treatment and transport Hazardous materials incident response Radiological monitoring and decontamination Assist with evacuation Search and rescue Assist in initial warning and alerting
ESF #4-2
Assist is emergency access road clearing Provide qualified representative to assist in the Local EOC Requests assistance from supporting agencies when needed Implements Mutual Aid.
ESF #4-3
Tab 1 to Emergency Support Function # 4 Local Fire & Emergency Medical Resources Dinwiddie County
Dinwiddie County Dinwiddie Station 1
Phone # 804-469-3066 Ambulances 2
Alternate # 804-469-4549 Trained EMTs 20
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 8 Utility Trucks 1
Pagers 40 Pick-up Trucks 1
Hand-Held Radios 15 SCBAs/Spare Bottles 18/20
Paid Manpower 5 Generators 2
Volunteers within Dept 35 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. b.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Haz Mat Trailer- Ops Level Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #4-4
Dinwiddie County
Dinwiddie County Ford Station 2
Phone # 804-265-5858 Ambulances 2
Alternate # Trained EMTs 15
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 6 Utility Trucks 1
Pagers 40 Pick-up Trucks 1
Hand-Held Radios 15 SCBAs/Spare Bottles 19/22
Paid Manpower 0 Generators 2
Volunteers within Dept 38 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 2
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. Amelia Co. b. Nottoway Co.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Medium Duty Rescue Truck Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Medium Duty (Yes/No)
ESF #4-5
Dinwiddie County
Dinwiddie County McKenny Station 3
Phone # 804-478-4661 Ambulances 1
Alternate # Trained EMTs 5
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 7 Utility Trucks 0
Pagers 20 Pick-up Trucks 2
Hand-Held Radios 15 SCBAs/Spare Bottles 19/20
Paid Manpower 2 Generators 3
Volunteers within Dept 15 Light Systems 1
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 1 Mutual Aid with:
d. 1250 GPM 1 a. Brunswick Co. b. Nottoway Co.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #4-6
Dinwiddie County
Dinwiddie County Namozine Station 4
Phone # 804-861-5891 Ambulances 2
Alternate # Trained EMTs 10
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 9 Utility Trucks 3
Pagers 55 Pick-up Trucks 0
Hand-Held Radios 15 SCBAs/Spare Bottles 21/25
Paid Manpower (2) 24/7 EMS Generators 3
Volunteers within Dept 60 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. Prince George Co. b. City of Petersburg
e. 1500 GPM 0 c. Chesterfield Co. d.
Ladder Trucks 1 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Ladder carries Tech Rescue Equipment for Rope Crash-Fire and Vehicle Rescue Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #4-7
Dinwiddie County
Dinwiddie County Old Hickory Station 5
Phone # 804-478-4949 Ambulances 0
Alternate # Trained EMTs 3
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 6 Utility Trucks 0
Pagers 30 Pick-up Trucks 0
Hand-Held Radios 12 SCBAs/Spare Bottles 15/40
Paid Manpower 0 Generators 2
Volunteers within Dept 30 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. Sussex Co. b. Greensville Co.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: No (Yes/No) Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Yes/No)
ESF #4-8
Dinwiddie County
Dinwiddie County Carson Station 6
Phone # 804-731-7859 Ambulances 0
Alternate # 434-246-3400 Trained EMTs 10
Fire Stations 2 (1 main & 1 sub) First Responders 1
Base Stations 2 Sedans 0
Mobile Radios 12 Utility Trucks 1
Pagers 40 Pick-up Trucks 0
Hand-Held Radios 29 SCBAs/Spare Bottles 20/20
Paid Manpower 0 Generators 2
Volunteers within Dept 58 Light Systems 4
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 1 Boats 0
c. 1000 GPM 1 Mutual Aid with:
d. 1250 GPM 3 a. Dinwiddie County b. City of Petersburg
e. 1500 GPM 0 c. d.
Ladder Trucks 1 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 4 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) TNT Rescue Tools, Spreaders, Rams, Cutters, Crash-Fire Power Unit, Air Bags, High and Low Pressure Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Heavy Duty) (Yes/No)
ESF #4-9
Emergency Support Function #3 – Public Works
Introduction ESF #3 addresses the public works infrastructure within Dinwiddie County. Functions such as maintenance, inspections, buildings and grounds, debris removal, and facilities management will be addressed in this ESF.
Purpose: Assess the overall damage to the community after a disaster. Assist with the recovery
Primary Agencies: Department of Public Works Building Inspections
Secondary/Support Agencies: Virginia Department of Transportation Waste Management Planning and Zoning Dinwiddie County Water Authority Private Utilities Providers
Scope:
Assess extent of damage. Repair and maintenance of County buildings. Debris removal on County property. Provide maintenance of the buildings and grounds and engineering-related support. Clear roadways o Virginia Department of Transportation o Private Contractors
Policies: Personnel will stay up to date with procedures through training and education. The Department of Building Inspections and the Buildings and Grounds Department will develop work priorities in conjunction with other agencies when necessary. Local authorities may obtain required waivers and clearances related to ESF #3 support. Acquiring outside assistance with repairs to the facility that are beyond the capability of the community.
ESF #3-1
Concept of Operations General: Determine if buildings are safe or need to be closed. Coordinate with other ESFs if there is damage to utilities or water or plumbing system. Clear debris Coordinate with law enforcement to secure damaged buildings adjacent areas that may be unsafe. Coordinate with state and federal preliminary damage assessment teams Coordinate with insurance companies.
Organization:
Following an emergency or disaster ESF #3 will coordinate the following functions:
Assessing damaged facilities Inspect for structural, electrical, gas, plumbing and mechanical damages. Determine what type of assistance will be needed. Facilitation of the building permit process. Debris removal (See Debris Management Annex) Manage contracts with private firms. Coordinate with the Department of Transportation for road clearance.
Actions/Responsibilities Alert personnel to report to the designated location. Have a representative respond to the EOC. Review plans. Begin keeping record of expenses and continue for the duration of the emergency. Assist Emergency Management with the preparation of IDA. Activate the necessary equipment and resources to address the emergency. Assist in assessing the degree of damage of the community. Assist Emergency Management in coordinating response and recovery. Identify private contractors and procurement procedures. Prioritize debris removal Inspect buildings for structural damage Post appropriate signage to close buildings
ESF #3-2
Tab 1 to Emergency Support Function #3 Local Utility Providers (Water, Electric, Natural Gas, Sewer, Sanitation)
Provider Address Phone Number(s) Contact Person Dominion Resources See Confidential List See Confidential List See Confidential List Southside Electric See Confidential List See Confidential List See Confidential List Coop. Prince George See Confidential List See Confidential List See Confidential List Electric Coop. Dinwiddie County See Confidential List See Confidential List See Confidential List Water Authority Columbia Gas See Confidential List See Confidential List See Confidential List
ESF #3-3
ESF #3-4
Emergency Support Function #4 - Firefighting
Introduction
Purpose:
Directs and controls operations regarding fire prevention, fire detection, fire suppression, EMS, rescue, and hazardous materials incidents; as well as to assist with warning and alerting, communications, evacuation, and other operations as required during an emergency.
Primary Agency:
Dinwiddie County Fire & EMS
Secondary/Support Agencies:
Fire & EMS from surrounding jurisdictions State Fire & EMS Task Force Virginia Department of Forestry
Scope:
ESF #4 manages and coordinates firefighting activities including the detection and suppression of fires, and provides personnel, equipment, and supplies to support to the agencies involved in the firefighting operations.
Policies:
Priority is given to the public, firefighter safety and protecting property (in that order). For efficient and effective fire suppression mutual aid may be required from various local firefighting agencies to aid in the County’s emergency response team. This requires the use of the Incident Command System together with compatible equipment and communications. Personnel will stay up to date with procedures through education and training.
Concept of Operations
General:
The Emergency Coordinator will contact the Fire Department if resources are needed to handle the situation, and be prepared to have the Fire Department assume primary operational control in fire prevention strategies, fire suppression, and hazardous material incidents. (See the Hazardous Material Emergency Response Plan.) Fire department personnel who are not otherwise engaged in emergency response operations may assist
ESF #4-1 in warning and alerting the public, evacuation, and communications as is necessary and appropriate during an emergency situation. When the Emergency Support Function is activated all requests for fire fighting support will, in most cases, be submitted to the 9-1-1 Center for coordination, validation, and/or action.
The Director of Emergency Management and/or designee will determine the need to evacuate and issue orders for evacuation or other protective action as needed. The incident commander may order an immediate evacuation prior to requesting or obtaining approval, if in his/her judgment this action is necessary in order to safeguard lives and property. Warning and instructions will be communicated through the appropriate means.
In addition, Law Enforcement will use mobile loudspeakers or bullhorns, or go door to door to ensure that all affected residents have received the warning. This is covered in ESF #2.
Organization:
A fire representative will be assigned to the EOC in order to coordinate the fire service response. The fire representative will be a part of the EOC staff and will assist with the overall direction and control of emergency operations.
The Fire and EMS Departments will implement evacuations and the Sheriffs Department will assist and provide security for the evacuated area. In the event of a hazardous materials incident, the Incident Commander should implement immediate protective actions to include evacuation as appropriate.
Actions
Develop and maintain plans and procedures to provide fire and rescue services in time of emergency. Document expenses and continue for the duration of the emergency. Check firefighting and communications equipment. Fire Service representatives should report to the Emergency Operations Center to assist with operations. Fire department personnel may be asked to assist with warning and alerting, evacuating, communications, and emergency medical transport. Follow established procedures in responding to fires and hazardous materials incidents and in providing rescue services. Requests mutual aid from neighboring jurisdictions.
Responsibilities
Fire prevention and suppression Emergency medical treatment and transport Hazardous materials incident response Radiological monitoring and decontamination Assist with evacuation Search and rescue Assist in initial warning and alerting
ESF #4-2
Assist is emergency access road clearing Provide qualified representative to assist in the Local EOC Requests assistance from supporting agencies when needed Implements Mutual Aid.
ESF #4-3
Tab 1 to Emergency Support Function # 4 Local Fire & Emergency Medical Resources Dinwiddie County
Dinwiddie County Dinwiddie Station 1
Phone # 804-469-3066 Ambulances 2
Alternate # 804-469-4549 Trained EMTs 20
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 8 Utility Trucks 1
Pagers 40 Pick-up Trucks 1
Hand-Held Radios 15 SCBAs/Spare Bottles 18/20
Paid Manpower 5 Generators 2
Volunteers within Dept 35 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. b.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Haz Mat Trailer- Ops Level Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #4-4
Dinwiddie County
Dinwiddie County Ford Station 2
Phone # 804-265-5858 Ambulances 2
Alternate # Trained EMTs 15
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 6 Utility Trucks 1
Pagers 40 Pick-up Trucks 1
Hand-Held Radios 15 SCBAs/Spare Bottles 19/22
Paid Manpower 0 Generators 2
Volunteers within Dept 38 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 2
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. Amelia Co. b. Nottoway Co.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Medium Duty Rescue Truck Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Medium Duty (Yes/No)
ESF #4-5
Dinwiddie County
Dinwiddie County McKenny Station 3
Phone # 804-478-4661 Ambulances 1
Alternate # Trained EMTs 5
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 7 Utility Trucks 0
Pagers 20 Pick-up Trucks 2
Hand-Held Radios 15 SCBAs/Spare Bottles 19/20
Paid Manpower 2 Generators 3
Volunteers within Dept 15 Light Systems 1
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 1 Mutual Aid with:
d. 1250 GPM 1 a. Brunswick Co. b. Nottoway Co.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #4-6
Dinwiddie County
Dinwiddie County Namozine Station 4
Phone # 804-861-5891 Ambulances 2
Alternate # Trained EMTs 10
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 9 Utility Trucks 3
Pagers 55 Pick-up Trucks 0
Hand-Held Radios 15 SCBAs/Spare Bottles 21/25
Paid Manpower (2) 24/7 EMS Generators 3
Volunteers within Dept 60 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. Prince George Co. b. City of Petersburg
e. 1500 GPM 0 c. Chesterfield Co. d.
Ladder Trucks 1 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Ladder carries Tech Rescue Equipment for Rope Crash-Fire and Vehicle Rescue Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #4-7
Dinwiddie County
Dinwiddie County Old Hickory Station 5
Phone # 804-478-4949 Ambulances 0
Alternate # Trained EMTs 3
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 6 Utility Trucks 0
Pagers 30 Pick-up Trucks 0
Hand-Held Radios 12 SCBAs/Spare Bottles 15/40
Paid Manpower 0 Generators 2
Volunteers within Dept 30 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. Sussex Co. b. Greensville Co.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: No (Yes/No) Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Yes/No)
ESF #4-8
Dinwiddie County
Dinwiddie County Carson Station 6
Phone # 804-731-7859 Ambulances 0
Alternate # 434-246-3400 Trained EMTs 10
Fire Stations 2 (1 main & 1 sub) First Responders 1
Base Stations 2 Sedans 0
Mobile Radios 12 Utility Trucks 1
Pagers 40 Pick-up Trucks 0
Hand-Held Radios 29 SCBAs/Spare Bottles 20/20
Paid Manpower 0 Generators 2
Volunteers within Dept 58 Light Systems 4
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 1 Boats 0
c. 1000 GPM 1 Mutual Aid with:
d. 1250 GPM 3 a. Dinwiddie County b. City of Petersburg
e. 1500 GPM 0 c. d.
Ladder Trucks 1 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 4 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) TNT Rescue Tools, Spreaders, Rams, Cutters, Crash-Fire Power Unit, Air Bags, High and Low Pressure Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Heavy Duty) (Yes/No)
ESF #4-9
Emergency Support Function #5 – Emergency Management
Introduction
Purpose:
Directs controls and coordinates emergency operations from the Emergency Operation Center (EOC).
Scope:
ESF #5 coordinates the response of all the departments within the community and the use of community resources to provide emergency response.
Identify actions to be taken in the pre-incident prevention phase.
Coordinate with agencies, organizations, and outside organizations when capabilities are exceeded.
Identify post-incident response phase activities.
Coordinate the following functions that support and facilitate planning and coordination:
Alert and notification Deployment and staffing of emergency response teams Incident action planning Coordination of operations with local government for logistics and material Direction and control Information management Facilitation of requests for assistance Resource acquisition and management (to include allocation and tracking) Worker safety and health Facilities management Financial management Other support as required
Primary Agency:
Dinwiddie County Emergency Management
Secondary/Support Agency:
Dinwiddie County Fire & EMS Emergency Communications Division of Finance and General Services
ESF #5-1
Policies: Provides a multi-departmental Incident Command System Manages operations at the County level The Incident Command System can be used in any size or type of disaster to control response personnel, facilities, and equipment. The Incident Command System principles include use of common terminology, modular organization, integrated communications, unified command structure, coordinated action planning, and manageable span of control, pre-designated facilities, and comprehensive resource management. ESF #5 staff supports the implementation of mutual aid agreements to ensure seamless resource response. Departments and agencies participate in the incident action planning process which is coordinated by ESF #5.
Concept of Operations
General:
The Coordinator of Emergency Services:
Assures development and maintenance of SOPs on the part of each major emergency support function. Assures each service should maintain current notification rosters Designate staff to the Emergency Operations Center Establish procedures for reporting appropriate emergency information. Coordinate emergency response plan with the local government. Develop mutual aid agreements with the local government. Designate a representative to the local EOC if the local plan is implemented and a representative is needed. Develop threat levels.
The Coordinator of Emergency Management or designee will assume all responsibilities and assure that all actions are completed as scheduled.
Procedures for these support operations should be established and maintained.
Planning Section:
Produce situation reports, which will be distributed to the EOC staff, on-scene incident command staff, and the locality and VEOC. Support short term and long term planning activities. Develop short/concise plans. Record the planned activities Track their progress. The response priorities for the next operational period will be addressed in the Incident Action Plan (IAP).
ESF #5-2
Organization:
Emergency operations may be directed and controlled from the Emergency Operations Center (EOC). Identify the responsibilities of the emergency manager. Identify the role of the EOC Identify the EOC staff Identify the departments that have a role in the emergency management organization. Identify succession of authority within these key departments and positions. Develop and scale the Incident Command System to the particular incident. Exercise the plan annually as pursuant to The Code of Virginia.
The Coordinator of Emergency Management will assure the development and maintenance of established procedures on the part of each major emergency support function.
Staffing responsible for implementing the Crisis Management Plan. Implement procedures for reporting emergency information. Provide ongoing training to maintain emergency response capabilities.
Coordinator of Emergency Management will assure that all actions are completed as scheduled.
The Coordinator of Emergency Management will coordinate training for this emergency support function and conduct exercises involving the EOC.
Responsibilities:
Maintain a notification roster of EOC personnel and their alternates. Establish a system and procedure for notifying EOC personnel. Coordinate Emergency Management mutual aid agreements dealing with adjunct jurisdictions and applicable relief organizations. Maintain plans and procedures for providing timely information and guidance to the public in time of emergency through ESF #2. a. Identify and maintain a list of essential services and facilities, which must continue to operate and may need to be protected. b. Test and exercise plans and procedures. c. Conduct outreach and mitigation programs for the community. Ensure compatibility between this plan and the emergency plans and procedures of key facilities and private organizations within the community. Develop accounting and record keeping procedures for expenses incurred during an emergency. Define and encourage hazard mitigation activities, which will reduce the probability of the occurrence of disaster and/or reduce its effects. Prepare to provide emergency information to the community in coordination with ESF #2. Provide logistical support to on scene emergency response personnel.
ESF #5-3
Maintain essential emergency communications through the established communications network. Provide reports and requests for assistance to the local and Virginia EOC. Ensure that the County Crisis and Emergency Plan is developed and coordinated with the local EOP pursuant to Code of Virginia 3.2 §44-146. Activate and convene county emergency assets and capabilities. In instances when there are criminal victims as defined by Code of Virginia §19.2- 11.01, the local government must contact The Department of Criminal Justice Services and the Virginia Criminal injury Compensation Fund immediately to deploy assistance in the event of an emergency.
Direction, Control and Coordination
The Emergency Manager or his designee directs and control this ESF. The Emergency Coordinator is responsible for creating and maintaining SOP for ESF #5.
Administration, Finance, and Logistics
Financial Administration will be responsible for record keeping. The Emergency Coordinator will designate emergency communications personnel responsible for messages and information. Under the direction of the Emergency Coordinator, the Finance and Purchasing Department shall be responsible for logistical needs at the EOC and mission assignments.
ESF #5-4
Tab 1 to Emergency Support Function #5
EMERGENCY MANAGEMENT ORGANIZATION AND TELEPHONE LISTING
Position Name Work Phone Home Phone
Emergency Management Director (See Confidential Phone List) Deputy Director Emergency Management Coordinator Deputy Coordinator Sheriff Fire and EMS Chief Public Works Director IT Director Building Official Health District Director Director of Social Services Public Information Officer
ESF #5-5
Tab 2 to Emergency Support Function #5
EMERGENCY OPERATIONS CENTER (EOC)
Mission
To provide centralized direction and control of any or all of the following functions: direction of all emergency operations; communications and warning, consolidation, analysis and dissemination of damage assessment data; collection and analysis of radiological monitoring readings; forwarding consolidated reports to state government; and, issuing emergency information and instructions.
Organization
See Organization Chart (Tab 10)
ESF #5 is organized in accordance with the National Incident Management System (NIMS) and Emergency Support Functions are aligned with ICS staff.
ESF #5 provides a trained and experienced staff to fill command and general staff positions as described below.
A. Incident Commander/EOC Manager:
Manage overall operations Coordinate activities for all Command and General Staff Development and implementation of strategy Approve and authorize the implementation of an Incident Action Plan (IAP) Approve requests for additional resources or for the release of resources Authorize release of information to the news media Order the demobilization of the incident, when appropriate Ensure establishment and oversight of a Joint Information Center (JIC)
B. Safety Officer:
Safety Officer is a member of the Command Staff and reports to the Incident Commander Monitoring and assessing hazardous and unsafe situations Developing measures for assuring personnel safety Correct unsafe acts or conditions through the regular line of authority Maintain an awareness of active and developing situations Investigate or Coordinate the Investigation of accidents that occur within the EOC Includes safety messages in each IAP
ESF #5-6
C. Liaison Officer:
Liaison Officer is a member of the Command Staff and reports to the Incident Commander Interacting with the ESFs, state and federal agencies Identifying current or potential interagency problems Keeping the Incident Commander and Command Staff informed of current or potential problems
D. Public Information/External Affairs:
Public Information Officer is a member of the Command Staff and reports to the Incident Commander Initiates and maintains contact with the media throughout the incident Arranges for press briefings with Incident Commander and other EOC staff, as appropriate Coordinates with state and federal public information officers Coordinates VIP visits to EOC and affected areas Prepares fact sheet Coordinates Community Relations with local community leaders Keeps the public informed of the situation
E. Operations Section Chief:
Operations Section Chief is a member of the general staff and reports to the Incident Commander Manages all operations directly applicable to the primary mission Activates and supervises operations, organizational elements, and staging areas in accordance with the IAP Assists in the formulation of the IAP and directs its execution Directs the formulation and execution of subordinate unit operational plans and requests or releases of resources Makes expedient changes to the IAP, as necessary, and reports changes to Incident Commander Activates and supervises the Emergency Support Functions (ESF) Branch Chiefs assigned to the Operations Section
F. Planning Section Chief:
Planning Section Chief is a member of the general staff and reports to the Incident Commander Collect and process situation information about the incident Identify the need for specialized resources Perform operational planning
ESF #5-7
Activate Planning Section Units Supervise preparation of IAP Analyze data and emerging trends Supervise Planning Section Units Prepare situation reports for the operational period Activates and Supervises the ESF Branch Chiefs assigned to the Planning Section
G. Logistics Section Chief:
Logistics Section Chief is a member of the general staff and reports to the Incident Commander Provide facilities, services, and materials in support of the incident Participates in the development of the IAP Advises on current service and support capabilities Activate Logistics Section Units Recommends the release of resources/supplies Activates and supervises the ESF Branch Chiefs assigned to the Logistics Section
H. Finance and Administration Section Chief:
Finance and Administration Section Chief is a member of the general staff and reports to the Incident Commander Manage all financial aspects of an incident Activate Finance/Administration Section Units Organize and operate within the guidelines, policy, and constraints Participates in the development of the IAP Extensive use of agency provided forms Meet with assisting and cooperating agency representatives, as required Identify and order supply and support needs for Finance Section Activates and supervises the ESF Branch Chiefs assigned to the Logistics Section
ESF #5-8
Concept of Operations
The EOC will be activated and operated as follows:
1. The activation of the EOC will be ordered by the Director or Coordinator of Emergency Management based upon the best available information. Depending on the situation, a partial or full activation will be ordered.
2. Partial activation will be ordered when the emergency requires relatively few personnel to accomplish the necessary tasks. Such situations might vary from weather warnings or operations resulting from minor storm damage, fire, and vehicular accidents with multiple casualties, etc.
3. Full activation will be ordered when widespread destruction has occurred or there is an imminent threat of such destruction. An incident of such magnitude would require commitment of a large number of personnel and equipment resources to properly respond to and recover from an incident.
4. Initial situation briefings will be provided by the Director of Emergency Management.
5. Direction and control of county personnel and resources employed in support of disaster operations is exercised by the department or agency furnishing support.
6. When the State EOC is operational, all requests for State or Federal resources are made via WebEOC to the Virginia Department of Emergency Management.
7. Depending upon the severity and magnitude of the incident, the EOC may have to operate for an extended period of time. Therefore, each department or agency assigning personnel to the EOC should allow for additional relief personnel on a shift basis.
Location
The Emergency Operations Center is located at 13850 Courthouse Road, Dinwiddie, Virginia 23841. The alternate site EOC is located at 14010 Boydton Plank Road, Dinwiddie, VA 23841. The primary and alternate EOC is equipped with back-up power which is checked weekly and fueled as needed weekly.
ESF #5-9
EMERGENCY MANAGEMENT ACTIONS – EMERGENCY OPERATIONS CENTER
Direct overall emergency operations Initiate activation of EOC Determine operational course of action Coordinate requests for resources Develop and maintain accurate status of the situation Develop, implement, and execute IAP Procure support services Establish and maintain emergency communications
ESF #5-10
Tab 3 to Emergency Support Function #5
PRIMARY EOC STAFFING
Skeletal Staffing Coordinator of Emergency Management Deputy Coordinator of Emergency Management Sheriff or Designee Message Clerk/Phone Operator
Full Staffing Coordinator of Emergency Management Deputy Coordinator of Emergency Management Director of Emergency Management Law Enforcement Fire and Rescue Chief or Designee Health Department Representative Social Services Representative American Red Cross Message Clerk PIO Building Official or Designated Person Director of Finance and General Services or Designated Person County Attorney Representative Security
ESF #5-11
Tab 4 to Emergency Support Function #5
EOC FLOOR PLAN
EOC Supply
ESF’s and/or ICS Position Work Areas
Phone Operators
AV Conference Area/Command & Control V
ESF #5-12
Tab 5 to Emergency Support Function #5
EOC MESSAGE FLOW
Dispatcher/Phone Operator Receive incoming messages. Record them on standard 4-color form. Deliver messages to the Coordinator. Pink Coordinator Copy White Gold Direct and control all emergency operations. Copy Copy Yellow Delegate action to service chiefs as needed by Copy giving them the white and gold copy of the message.
Documentation Maintain the official files for the Coordinator--"Incoming Messages," "On-going Actions," and "Completed Actions." Maintain a log of all messages on EOC Message Log Form. Assist the Coordinator in keeping abreast of the status of all actions. All completed actions are forwarded to documentation Operations for filing. Receives pink copy and holds for completed (Keep Gold) action by operations. Situation Status should forward white and yellow copies to Documentation to be attached Compl to pink copy and archived. ete Action & Operations Forward Receive task with white and gold copy from Coordinator. White Sit Stat (Update Status & Complete action. Make a record of all action and Forward forward white copy to SitStat. Gold copy should be White and Yellow maintained by Operations for their records. to Documentation)
Situation Status (SitStat) Receives yellow copy initially and adds issues to the status board. Upon completion by Operations, receives completed messages Documentation on white copy and updates status board. Attach white copy to yellow copy and forward to Documentation.
Messengers Deliver messages and perform other support duties as required.
ESF #5-13
Tab 6 to Emergency Support Function #5
EOC MESSAGE FORM
EOC MESSAGE
MESSAGE NO: ______DATE: ______TIME: ______
TO: ______FROM: ______
ORGANIZATION: ______ORGANIZATION: ______
MODE
PHONE NO: ______PHONE NO: ______FAX: ______FAX: ______E-MAIL: ______E-MAIL: ______RADIO: ______(chan/freq.) RADIO: ______(chan/freq.)
INCOMING: ___ ROUTED TO: ______OUTGOING: ___ position/name
MESSAGE: ______
RESPONSE: ______
COMPLETED DATE: ______COMPLETED TIME: ______
EOC OFFICER: ______
MESSAGE CLERK: ______
WHITE/ORIGINAL YELLOW/PENDING PINK/COMPLETE GOLD/DEPARTMENT
ESF #5-14
Tab 7 to Emergency Support Function #5
EOC MESSAGE LOG
EOC: ______Date: ______
Message Time Time Incident / Message To From No. In Out
ESF #5-15
Tab 8 to Emergency Support Function #5
EOC SIGNIFICANT EVENTS LOG
EOC SIGNIFICANT EVENTS LOG Date:
TIME AREA AFFECTED EVENT STATUS
ESF #5-16
Tab 9 to Emergency Support Function #5
INCIDENT COMMAND SYSTEM Organizational Chart
Emergency Coordinator
PIO External Affairs
Finance/ Operations Planning Logistics Administration Section Section Section Section
Emergency Services Situation Coordination/ Personnel Branch Unit Planning Unit Unit
Resource Plans Administration Human Services Management Branch Unit Unit Unit
Infrastructure Technical Communications Finance Branch Specialists System Unit Unit
Mission/Assignment GIS/Mapping Procurement Tracking Unit Unit
ESF #5-17
ESF #5-18
Emergency Support Function #6 – Mass Care, Housing, Human Resources
Introduction:
ESF #6 Mass Care, Housing, and Human Resources address the non-medical mass care, housing, and human services needs of individuals and/or families impacted by natural and/or technological incidents.
Policies:
ESF-6 support may vary depending on an assessment of incident impact(s), the magnitude and type of event, and the stage of the response and recovery efforts. To support mass care activities and provide services without regard to economic status or racial, religious, political, ethnic, or other affiliation To coordinate with ESFs #1, #3, # 5, #11, #14 and others regarding recovery and mitigation assistance, as appropriate To assign personnel to support ESF-6 functions in accordance with the rules and regulations of their respective parent agencies. To reduce duplication of effort and benefits, to the extent possible. This includes streamlining assistance as appropriate and identifying recovery and mitigation measures to support local planning efforts.
Scope:
ESF# 6 is intended to address non-medical mass care, housing and human service needs for individuals and family members of the community affected by a disaster.
The services and programs may include the following:
Sheltering Food Service Emergency Fire Aid Counseling Family Assistance Center (FAC) Reunification Services Virginia Criminal Injuries Compensation Fund
Primary Agency:
Department of Social Services
Secondary/Support Agencies:
Dinwiddie County Schools American Red Cross Department of Criminal Justice Services Department of Health Law enforcement (security for shelter or evacuation)
ESF #6-1 Virginia Department of Mental Health, Mental Retardation and Substance Abuse Services Salvation Army VaVOADs
Concept of Operations
General:
The County will provide sheltering if the need is short term and within its capabilities. The Department of Social Services is designated the lead agency for ESF # 6 and maintains overview of ESF # 6 activities. The American Red Cross, in partnership with the Department of Social Services in responsible for reception and care of evacuees including feeding operations. Local law enforcement will provide security at the shelters. Local health department and EMS providers will provide first aid and limited medical care at the shelter center. The school system may provide transportation of evacuees to the designated shelter location. The Department of Social Services, as the lead for ESF # 6 will ensure coordination with other ESFs for integration of special sheltering needs for non-general populations, including people with special medical needs and pets. The Department of Social Services will also lead the efforts in assisting impacted individuals with any benefits and programs available to them and will coordinate with the Virginia Department of Mental Health, Mental Retardation and Substance Abuse Services to provide counseling services as needed.
Dinwiddie County has pre-determined shelter locations in the event of a large disaster requiring an evacuation. The following services may be offered at these:
An emergency shelter is an immediate short-term accommodation either (1) designated by local officials for persons threatened by or displaced by an incident, or (2) designated by state officials directing a mandatory evacuation across jurisdictional boundaries either before or after an incident. Public emergency shelters will provide accommodations for all population groups. Appropriate provisions must be made within the shelter facilities to accommodate people with special medical needs that do not require hospital admission, people without their own transportation, and registered sex offenders. Additionally, sheltering for pets and service animals must be included in planning and coordinated with ESF-11. Refer to ESF #11 for details regarding pet and animal sheltering. For mass evacuations directed by state officials, the VDSS will coordinate the designation of shelter facilities and the operation of shelters for people who evacuate out of their home jurisdiction
Feeding
Feeding is provided to disaster victims and emergency workers through a combination of fixed sites, mobile feeding units, and bulk distribution of food. Feeding is based on sound nutritional standards and to the extent possible. includes meeting the requirements of victims with special dietary needs.
ESF #6-2 Emergency First Aid
Emergency first aid, consisting of basic first aid and referral to appropriate medical personnel and facilities, is provided at mass care facilities and at designated sites. Provision for services is coordinated with ESF-8. Refer to ESF-8 for details regarding medical care services.
Counseling
Crater Health District has the responsibility to coordinate counseling services for the local government. Provide counseling through local government services if it appropriate based on the scale of the emergency and the capabilities of the counseling services. Events in which there are mass casualties and injuries that exceed local governments resources and capabilities can contact the following agencies:
Outside counseling can be provided via the Department of Criminal Justice’s Victims’ Services Section, and the Department of Mental Health, Mental Retardation, and Substance Abuse Services, Emergency Mental Health Section, and activated via the local government.
Security
The Dinwiddie County Sheriff’s Office has the responsibility for providing security during a disaster in a local shelter. The Virginia State Police has the responsibility for providing security during a disaster in a State Managed Shelter. Secure evacuated areas.
Transportation
ESF-#5 will coordinate with Dinwiddie School Transportation to provide transportation during an emergency event. Ensure that residents are transported and sheltered safely. Refer to ESF-#1 for other details regarding Transportation.
Family Assistance Center (FAC)
The purpose of the FAC is to provide the seamless delivery of services and the dissemination of information to victims and families following a large scale incident or one in which there are mass casualties, as stated in the Commonwealth of Virginia Emergency Operations Plan, ESF-#6 (CoVEOP).
The scope of services that the FAC may provide include: reunification services, behavioral health care, medical records collection, communication services, benefits application entry points, and personal care.
ESF #6-3 Reunification Services
This service collects information regarding individuals residing within the affected area and makes the information available to immediate family members outside the affected area. The system also aids in reunification of family members within the affected area
ESF-6 personnel will report to the incident, coordinate/determine a physical site for FAC operations, and assume oversight and management of the FAC including establishing operational policies, maintaining situational awareness, coordinating needed services and/or resources, identifying gaps and requesting additional resources. The plan should identify by title the individual responsible for this function and identify an alternate.
If the services of the Virginia Criminal Injuries Compensation Fund (CICF) are required by the FAC, the State Program should be contacted, who will deploy the appropriate personnel to the FAC. These services will be necessary in cases where there are victims of crime in need of financial or advocacy assistance.
Contact information for the program is:
CICF P.O. Box 26927 Richmond, Virginia 23261 Phone: Toll Free: (800) 552-4007 or http://www.cicf.state.va.us/
ESF #6-4 Tab 1 to Emergency Support Function #6 Designated Shelters
Contact Person(s) and Pet Friendly Back Up Facility Information Information (Y/N) Power (Y/N) Dinwiddie Elementary 13811 Boydton Plank Road Y Y School Dinwiddie,VA 804-469-4580 Sutherland Elementary 6500 R.B. Pamplin Drive N Limited School Sutherland, VA 804-732-4168 Dinwiddie Senior High 11501 Boisseau Road N Limited School Dinwiddie, VA 804-469-4280 Sunnyside Elementary 10203 Sunnyside Road N N School McKenney, VA 804-478-2313 Eastside Community Center 7301 Boydton Plank Road Y N Petersburg, VA 804-732-1100
ESF #6-5 Tab 2 to Emergency Support Function #6 Shelter Registration Form
American Red Cross DISASTER SHELTER REGISTRATION
Family Last Name: ______Shelter Location: ______
Family Member(s):______Shelter Telephone No: ______Date of Arrival: ______Pre-Disaster Address & Telephone No: ______Please note any special medical conditions and age
Post-Disaster Address & Telephone No: ______Date/Time Left Shelter:______
Number of Children in Family: ______
Pet(s) (Include Name, Breed, Type, & Location):______Signature
Family Member not in Shelter (Location if Known) I do, do not , authorize release of the above ______information concerning my whereabouts or general condition. ______
SHELTER MASTER FILE AMERICAN RED CROSS FORM 5972 (5-79)
This "Disaster Shelter Registration" form (#5972) is the standard form used in all American Red Cross Shelter Centers. It is a four-part carbon form with the back copy made of card stock. Copies are distributed within the Shelter Center for various functions such as family assistance and outside inquiry. This form should be kept on hand locally in ready-to-go Shelter Manager Kits. It is available from the American Red Cross National Office through local chapters. They recommend keeping 150 forms for every 100 expected shelterees.
ESF #6-6 Tab 3 to Emergency Support Function #6
Special Needs Population Requiring Special Care in Times of Emergency
General
Commercial and charitable visiting nurse or aid organizations may call in individuals or lists of individuals with special needs. Such calls should be patched to the PIO/rumor control position until a focal action position has been established. Churches who call in known elderly will be encouraged to verify or provide transport for those which can be moved by private auto, identify those which need handicapped vehicle or ambulance transport, and provide reports back to the EOC/Social Services representative of those who have been provided for. In order to best identify the transportation need, callers will be asked for a brief summary of the specific handicap. The focal staff officer will "scrub" the various lists against each other in order to delete the inevitable duplications and assemble as current a list as possible. This list should not be considered a comprehensive list of the entire special needs population in City/County. TDD services are available in the Communications dispatch center, and will be augmented to a full keyboard position during mobilization for any large-scale disaster. During increased readiness for large-scale disasters, the list will be sorted by evacuation zones, geographic village or street listings with assistance from the 911 staff, in order to provide geographic listings for transportation/officers/fire/rescue. As in-field warning progresses, "found" individuals lacking family or other appropriate transportation will be identified back to the EOC.
Special Transportation Resources
Dinwiddie County School Transportation
ESF #6-7 Emergency Support Function #7 - Resource Support
Purpose:
Identify, procure, inventory, and distribute critical resources, for Dinwiddie County during an emergency.
Scope:
ESF #7 will coordinate with ESF #5 to determine what resources are available and identify potential sites for receiving, storing, and distributing resources if outside assistance is needed.
Resource support will continue until the disposition of excess and surplus property is completed.
During an incident if demand for resources exceeds the locality’s capabilities, then outside requests will be made based on MOUs, mutual aid agreements and state policy.
Primary Agency:
Dinwiddie County Finance Department
Secondary/Support Agencies:
Emergency Management Emergency Communications External Affairs
Policies:
Dinwiddie County will use their own resources and equipment during incidents and will have control over the management of the resources as needed to respond to the situation. Individuals involved in distributing and/or obtaining resources will be aware of emergency procurement policies and have the authority to do so in an emergency situation. Each department with an emergency management role will be responsible for identifying its resources that could be used in an emergency. The localities plan will reflect state policy, regarding requesting resources based when that policy is determined.
ESF #7-1
Concept of Operations
General:
Potential sites for distribution centers will be identified, if necessary, and strategically located to facilitate recovery efforts.
Priorities will be set regarding the allocation and use of available resources.
Organization:
Departments, with an emergency function, will be responsible for identifying resources, including human resources.
Departments will convey available resources to emergency manager.
Identify potential distributions sites for emergency response.
Identify policies and personnel responsible for obtaining resources.
Actions/Responsibilities:
Designate local departments and/or resources within county government responsible for resource management. Develop resource lists that detail type, location, contact arrangements, and acquisition procedures for critical resources. Prepare mutual aid agreements with local, and surrounding jurisdictions to aid the locality. Develop SOPs to manage the processing, use, inspection, and return of resources coming to the locality. Identify actual or potential facilities and ensure they are ready and available to receive, store, and distribute resources (government, private, donated). Develop training/exercises to test plan, and to ensure maximum use of available resources and understanding of policies to obtain resources from outside the locality. Develop and maintain a detailed list of available community resources. Ensure the community is aware of available resources.
ESF #7-2 Tab 1 to Emergency Support Function #7 Staging Areas/Points of Distribution
Facility Information Contact Person(s) Phone Number(s) Square Footage (sq ft) Dinwiddie School School Superintendent 804-469-4910 Large fenced outdoor staging Transportation area 11020 Courthouse Road Dinwiddie, VA 23841 Sunnyside Elementary School Superintendent 804-469-4190 2000 sq ft School 10000 Sunnyside Road McKenney, VA 23875 Dinwiddie County Middle School Superintendent 804-469-4190 5000 sq ft and large outdoor School paved staging area and outdoor 11608 Courthouse Road fenced storage. Dinwiddie, VA 23841 Eastside Community Center Parks & Rec Director 804-732-1100 10,000 sq ft and outdoor staging 7301 Boydton Plank Road area North Dinwiddie, VA 23803 Ford Volunteer Fire Dept Fire Chief 804-265-5858 3200 sq ft 13402 Cox Road Church Road, VA 23833 Dinwiddie County Sports Parks & Rec Director 804-469-4190 Large outdoor paved staging Complex area 6000 R B pamplin Drive Sutherland, VA 23885 Ragsdale Community Center Parks & Rec Director 804-469-4190 10,000 sq ft. 20916 Old School Road McKenney, VA 23875 Dinwiddie County Waste Public Works Director 804-469-4500 Large fenced outdoor staging Transfer Station area Wheelers Pond Road Dinwiddie, VA 23841 Historic Southside Education School Superintendent 804-469-4190 10,000 sq ft and large outdoor Center staging area 12316 Boydton Plank Road Dinwiddie, VA 23841
ESF #7-3 Emergency Support Function #8 – Public Health and Medical Services
Introduction
The purpose of ESF #8 is to provide health and medical services to the residents of Dinwiddie County during and/or after an emergency situation.
Purpose:
Guide a response using community resources and to coordinate a response with the local government and/or state agencies when the incident exceeds the community’s capabilities.
Primary Agencies:
Dinwiddie County Fire & EMS Virginia Department of Health - Crater Health District
Secondary/Support Agencies:
Outside EMS resources available through mutual aid State EMS Task Force
Scope:
The scope is an all hazards approach based on the community’s ability to provide medical resources.
When an incident exceeds the community’s capabilities, outside assistance should be requested through MOUs, mutual aid agreements and coordination with Dinwiddie Emergency Management.
Policies:
Internal policies and procedures and regulations Regional Emergency Medical Protocols Privacy policies and laws with regard to provision of medical care When the community’s capabilities are exceeded, outside assistance will be requested.
ESF #8-1
Concept of Operations
General:
The County will respond with available resources as designated in the plan
Support and assistance from the local government will be requested based on mutual aid agreements and coordination with local government plans.
If the County EOC is activated during the response, representatives from Health and EMS will be assigned to the EOC.
Responsibilities/Actions:
Supervise; coordinate and direct the provision of personnel, equipment, supplies and other resources/activities necessary to coordinate plans and programs for a medical response during an incident. Designate an individual to coordinate medical, health, and emergency medical services. (Usually the District Health Director or designate) Coordinate and develop SOPs for personnel in ESF #8 Develop and maintain procedures for providing a coordinated response with community resources and then with local government and private organizations. Maintain a roster of key officials in each medical support area. Review emergency plans with local governments Implement mutual aid agreements as necessary.
ESF #8-2
Tab 1 to Emergency Support Function #8
Hospitals and Medical Resources and Personnel
Southside Regional Medical Center Hospital
1. Number of Physicians - 190 active 2. Number of RNs - 160 3. Number of LPNs - 120 4. Number of Nursing Assistants - 34
John Randolph Regional Medical Center Hospital
1. Number of Physicians - 99 staff 2. Number of RNs - 130 3. Number of LPNs - 20 4. Number of Nursing Assistants - 24
Dinwiddie County Health Department
1. Number of Public Health Nurses – 2 2. Number of Environmental Health Specialists – 2 3. Number of Support Staff - 3
ESF #8-3
Tab 2 to Emergency Support Function #8
MEDEVAC Services
If MedEvac from the ODEMSA region is unavailable a request can be made to the next closest MedEvac service.
HELICOPTER / MEDEVAC CONTACT NUMBER DISTANCE/ETA
1. VCU Life EVAC, Dinwiddie Airport (800) 902-7779 2. VSP Med Flight 1, Chesterfield (800) 468-8892 or (804) 674-2400
3. VCU Life EVAC, West Point (800-902-7779 53 Miles / 32 Minutes
4. Nightengale, Norfolk (800) 572-4354 75 Miles / 45 Minutes
5. AirCare 2, Fredericksburg (800) 258-8181 81 Miles / 48 Minutes
6. Pegusus, Charlottesville (800) 552-1826 85 Miles / 50 Minutes
7. Centra One, Lynchburg (866)-924-7633 87 Miles / 52 Minutes
Highlighted Services are Closest to Dinwiddie County
ESF #8-4
Tab 3 to Emergency Support Function #8
Virginia Funeral Directors Associations Inc. Mortuary Disaster Plan Organization
Mission – To develop an efficient and effective management response system in mass fatality disaster situations to facilitate the preparation, processing, and release of deceased human remains to the next of kin or family representative.
Organization – The Virginia Funeral Directors Association (VFDA) is responsible for the statewide coordination of the mortuary activities in the state. VFDA's Disaster Response Team is comprised of two state coordinators, four regional coordinators, and seven district coordinators. Each district has a response team comprised of members who have completed training in the VFDA-approved program that qualifies them as certified disaster coordinators. The VFDA response teams will provide support in recovery, evacuation, and identification of the remains.
The State Medical Examiner's Office is by law responsible for the deceased. Virginia is divided into four medical examiner districts that include the Northern Virginia District based in Fairfax, the Western District based in Roanoke, the Central District based in Richmond, and the Tidewater District based in Norfolk (Attachment 1).
Concept of Operations – In the event of a mass fatality disaster situation, the State EOC will contact the State Medical Examiner's Office, who will in turn notify the Virginia Funeral Directors Association (VFDA). Once contacted by the State Medical Examiner's Office, the VFDA will activate the Mortuary Response Plan and response teams. The VFDA Response Teams will operate under the direction of the District Medical Examiner of the district in which the incident occurred.
In order to ensure a prompt and professional response, the Virginia Funeral Directors Association maintains a resource manual of needed supplies, equipment, and vehicles. If additional resources are necessary to effectively respond to a disaster, the VFDA Executive Director has emergency purchasing authority up to a specified limit. The VFDA also has a specially equipped disaster trailer to assist the State Medical Examiner's Office and other funeral directors in the state with disaster field response.
ESF #8-5
Tab 4 to Emergency Support Function #8 Virginia Medical Examiner Districts
COMMONWEALTH OF VIRGINIA DEPARTMENT OF HEALTH OFFICE OF THE CHIEF MEDICAL EXAMINER 400 East Jackson Street Richmond, VA 23219-3694 (804) 786-3174
OFFICES OF THE MEDICAL EXAMINER
Central District (Richmond) Eastern District (Norfolk) 400 East Jackson Street 830 Southampton Avenue Richmond, VA 23219-3694 Suite 100 (804) 786-3174 Norfolk, VA 23510 (757) 683-836
Northern District (Fairfax) Western District (Roanoke) 9797 Braddock Road 6600 Northside High School Rd Suite 100 Roanoke, VA 24019 Fairfax, VA 22032-1700 (540) 561-6615 (703) 764-4640
ESF #8-6
Tab 5 to Emergency Support Function # 4 Emergency Medical Resources
Dinwiddie County
Dinwiddie County Dinwiddie Station 1
Phone # 804-469-3066 Ambulances 2
Alternate # 804-469-4549 Trained EMTs 20
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 8 Utility Trucks 1
Pagers 40 Pick-up Trucks 1
Hand-Held Radios 15 SCBAs/Spare Bottles 18/20
Paid Manpower (5) 24/7 EMS Generators 2
Volunteers within Dept 35 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. b.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 0 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Haz Mat Trailer- Ops Level, MCI Trailer (25 Pts) Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #8-7
Dinwiddie County
Dinwiddie County Ford Station 2
Phone # 804-265-5858 Ambulances 1
Alternate # Trained EMTs 15
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 6 Utility Trucks 1
Pagers 40 Pick-up Trucks 1
Hand-Held Radios 15 SCBAs/Spare Bottles 19/22
Paid Manpower 0 Generators 2
Volunteers within Dept 38 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. b.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources Yes (Yes/No) Medium Duty Rescue Truck, Boats (2), UTV Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Medium Duty (Yes/No)
ESF #8-8
Dinwiddie County
Dinwiddie County McKenny Station 3
Phone # 804-478-4661 Ambulances 1
Alternate # Trained EMTs 5
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 7 Utility Trucks 0
Pagers 40 Pick-up Trucks 0
Hand-Held Radios 15 SCBAs/Spare Bottles 19/20
Paid Manpower (2) 24 hrs Generators 3
Volunteers within Dept 20 Light Systems 1
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 1 Mutual Aid with:
d. 1250 GPM 1 a. b.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #8-9
Dinwiddie County
Dinwiddie County Namozine Station 4
Phone # 804-861-5891 Ambulances 2
Alternate # Trained EMTs 20
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 9 Utility Trucks 3
Pagers 55 Pick-up Trucks 0
Hand-Held Radios 15 SCBAs/Spare Bottles 21/25
Paid Manpower (2) 24/7 EMS Generators 3
Volunteers within Dept 60 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. Prince George b. City of Petersburg
e. 1500 GPM 0 c. Chesterfield d.
Ladder Trucks 1 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) Ladder carries Tech Rescue Equipment for Rope Crash-Fire and Vehicle Rescue Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads No (Yes/No)
ESF #8-10
Dinwiddie County
Dinwiddie County Old Hickory Station 5
Phone # 804-478-4949 Ambulances 0
Alternate # Trained EMTs 3
Fire Stations 1 First Responders 0
Base Stations 1 Sedans 0
Mobile Radios 6 Utility Trucks 0
Pagers 30 Pick-up Trucks 0
Hand-Held Radios 12 SCBAs/Spare Bottles 15/40
Paid Manpower 0 Generators 2
Volunteers within Dept 30 Light Systems 0
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 0 Boats 0
c. 1000 GPM 0 Mutual Aid with:
d. 1250 GPM 1 a. b.
e. 1500 GPM 0 c. d.
Ladder Trucks 0 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 1 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Air/Light Unit No (Yes/No) Crash-Fire Yes Rescue(Yes/No) Underwater No Rescue(Yes/No) Rescue Squads Yes (Yes/No)
ESF #8-11
Dinwiddie County
Dinwiddie County Carson Station 6
Phone # 804-731-7859 Ambulances 0
Alternate # 434-246-3400 Trained EMTs 10
Fire Stations 2 (1 main & 1 sub) First Responders 1
Base Stations 2 Sedans 0
Mobile Radios 12 Utility Trucks 1
Pagers 40 Pick-up Trucks 0
Hand-Held Radios 29 SCBAs/Spare Bottles 20/20
Paid Manpower 0 Generators 2
Volunteers within Dept 58 Light Systems 4
Pumper/Engines Wreckers 0
a. 500 GPM 0 Gasoline Trucks 0
b. 750 GPM 1 Boats 0
c. 1000 GPM 1 Mutual Aid with:
d. 1250 GPM 3 a. Dinwiddie County b. City of Petersburg
e. 1500 GPM 0 c. d.
Ladder Trucks 1 e. f.
Elevated Platforms 0 g. h.
Brush Trucks 4 i. j.
Tanker Trucks 1 k. l. Rescue Calls Other Resources: Yes (Yes/No) TNT Rescue Tools, Spreaders, Rams, Cutters, Crash-Fire Power Unit. Yes Rescue(Yes/No) Air Bags, High and Low Pressure Underwater No Rescue(Yes/No) Rescue Squads Yes (Heavy Duty) (Yes/No)
ESF #8-12
Emergency Support Function #9 - Search and Rescue
Introduction
Purpose:
Provide for coordination and effective use of search and rescue activities to assist people in potential or actual distress.
Scope:
Communities are susceptible to many different natural and technical hazards that may result in the damage or collapse of structures within the county. Search and Rescue must be prepared to respond to emergencies and provide specialized assistance. Operational actives can include locating, extricating, and providing on site medical treatment to victims trapped in collapsed structures. Additional, people may be lost, missing, disoriented, traumatized, or injured in which case the agency must be prepared to respond to these incidents and implement appropriate tactics to assist those, in distress or imminent danger.
Primary Agency
Dinwiddie County Fire & EMS Dinwiddie County Sheriff’s Office
Secondary/Support Agencies
Civil Air Patrol Volunteer Search and Rescue Groups Virginia Department of Emergency Management Planning/GIS Department Virginia State Police State and Regional USAR Teams
Policies: The Dinwiddie County EOP provides the guidance for managing the acquisition of Search and Rescue resources. All requests for Search and Rescue will be submitted to the local EOC, for coordination, validation, and/or action. Communications will be established and maintained with ESF #5 – Emergency Management and VEOC to report and receive assessments and status information. Dinwiddie Emergency Management will coordinate with local, state, and federal agencies when necessary. Personnel will stay up to date with procedures through training and education. Search and rescue task forces are considered federal assets under the Robert T. Stafford Act only when requested for a search and rescue for a collapsed structure.
ESF #9-1
Concept of Operations
General:
During a search and rescue operation of an emergency, Dinwiddie Fire & EMS along with the Dinwiddie County Sheriff’s Office will assist in the operation.
Organization:
A unified command will be the preferred organizational arrangement for all SAR operations.
For missing or lost persons Law Enforcement will have primary responsibility for all investigatory activities, perimeter security and search and rescue efforts. Fire & EMS will be the assisting agency to primarily provide planning and logistics functions and provide operational personnel and assets as needed in the SAR operation.
For USAR incidents Fire and& EMS will be the primary operational agency and be supported by law enforcement as needed. Building Inspections will assist when required for structural evaluation of buildings and structures. Planning/GIS will assist with any equipment, maps, staff, and vehicles. EMS as a secondary role will provide medical resources, equipment and personnel.
Actions
Develop and maintain plans and procedures to implement search and rescue operations in time of emergency. Provide emergency medical treatment and pre-hospital care to the injured. Assist with the warning, evacuation and relocation of citizens during a disaster. The designated representatives should report to the Emergency Operations Center (EOC). When necessary assign duties to all personnel. Follow established procedures in responding to urban search and rescue incidents. Record disaster related expenses.
Responsibilities
Manages search and rescue task force deployment to, employment in, and redeployment from the affected area. Coordinates logistical support for search and rescue during field operations. Develops policies and procedures for effective use and coordination of search and rescue. Provides status reports on search and rescue operations throughout the affected area. Request further assistance from the Dinwiddie EOC and Virginia Department of Emergency Management for additional resources.
ESF #9-2
ESF #9-3
Emergency Support Function #10 - Oil and Hazardous Materials
Introduction
The local fire department should be contacted immediately and the Fire Chief will likely assume primary operational control of all hazardous materials incidents.
Other departments in the community and mutual aid departments may provide support to the fire department, depending on their capabilities.
Scope:
The initial response will be handled by the local fire department.
Other regional and state agencies may be called upon depending on the nature of the incident.
The community should pre-determine which departments have the capability to support a hazard material response.
Primary Agency:
Dinwiddie County Fire & EMS
Secondary/Support Agencies:
Crater Regional Hazardous Materials Team Virginia Department of Emergency Management Regional Hazardous Materials Officer
Policies:
The community resources as well as its policies and procedures regarding hazardous material incidents should be reviewed and revised every two years.
Fixed Facilities will report annually under SARA Title III. Notify the community of the need to evacuate or shelter in place. Mutual aid agreements will be implemented. Establish communications with ESF #5 and ESF #15.
ESF #10-1
Concept of Operations
General:
Organization:
The Fire Chief or designee will assume primary operational control as Incident Commander of all hazardous materials incidents.
Mutual aid agreements between the community and the local government will be implemented.
The Incident Commander may request Virginia Department of Emergency Management’s (VDEM) Regional Hazardous Materials Officer, Crater Regional Hazardous Materials Team, and/or State Regional Hazardous Materials Response Team.
The Incident Commander will determine the need to evacuate or shelter in place.
Law enforcement will assist with coordination of the evacuation area.
Dinwiddie County EOP ESF# 2 and ESF# 15 will coordinate the dissemination of public information.
Actions/Responsibilities:
Develop and maintain the Dinwiddie County Hazardous Materials Emergency Response Plan Review procedures for hazard material incident. Develop procedures aimed at minimizing the impact of an unplanned release of a hazardous material to protect life and property. Conduct training for personnel in hazardous materials response and mitigation. Follow established procedures in responding to hazardous materials incidents. Record expenses
ESF #10-2
Emergency Support Function #11 - Agriculture and Natural Resources
Introduction Purpose: Agriculture and Natural Resources works to address the provision of nutrition assistance; control and eradication of an outbreak of a highly contagious or economically devastating animal disease, highly infective plant disease, or economically devastating plant pest infestation; assurance of food safety and security; and protection of cultural resources and historic property resources during an incident.
Primary Agencies:
Dinwiddie County Health Department Virginia Department of Agriculture and Consumer Services VPI Cooperative Extension Service
Secondary/Support Agencies:
Virginia Department of Social Services Virginia Department of Health Red Cross Local/Regional Food Banks Virginia Voluntary Organizations Active in Disaster (VVOAD) Federation of Virginia Food Banks
Scope:
Determined based on the communities capabilities and may include:
Identify food assistance needs Obtain appropriate food supplies Arrange for transportation of food supplies to the designated area. Implement an integrated response to an outbreak of highly contagious or economically devastating animal disease, infective exotic plant disease or an economically devastating plant pest infestation. Coordinate with Public Health and Medical Services to ensure that animal/veterinary/and wildlife issues are supported. Inspect and verify food safety in distribution and retail sites. Conduct food borne disease surveillance and field investigations. Coordinate appropriate response actions to conserve, rehabilitate, recover, and restore natural, cultural, and historic properties resources.
ESF #11-1
Policies:
Each supporting agency is responsible for managing its assets and resources after receiving direction from the Dinwiddie Health Department and/or the Virginia Department of Health. Actions will be coordinated with agencies responsible for mass feeding. This ESF will encourage the use of mass feeding as the primary outlet for disaster food supplies. Schools and communities must be prepared to feed the affected population for several days. Food supplies secured and delivered are for household distribution or congregate meal service. Transportation and distribution may be arranged by volunteer organizations. Priority is given to moving supplies into areas of critical need and then to areas of moderate need. Animal depopulation activities and disposal will be conducted as humanely as possible. Ensure food safety.
Concept of Operations
General:
Provide for an integrated response to an outbreak of highly contagious or economically devastating animal/zoonotic disease, exotic plant disease, or economically devastating plant or pest infestation.
Ensure the safety and security of the commercial supply of food (meat, poultry and egg products) following an incident.
Identifies, secures and arranges for the transportation of food to disaster areas.
Protects cultural resources and historic property resources during an incident
Organization:
The Emergency Manager or Emergency Coordinator will determine what tasks are to be completed and designate the appropriate agency and individuals by title who are responsible for:
Assess damage to facilities and infrastructure Assess current food supply of community and determine if safe for human consumption. Assess sensitive areas on community, such as plant and animal laboratories, to ensure security Conduct inventory of sensitive items, in regard to agriculture and horticulture
ESF #11-2
Actions
These items should be based on the community’s capabilities and the type and magnitude of the emergency event.
Assist in determining the critical needs of the affected population. Catalog available resources and locate these resources. Ensure food is fit for consumption. Assist and coordinate shipment of food to staging areas. Work to obtain critical food supplies that are unavailable from existing inventories. Identify animal and plant disease outbreaks Assist in providing inspection, fumigation, disinfection, sanitation, pest termination and destruction of animals or articles found to be contaminated or infected. Proper containment and disposal of contaminated food, animals, and/or plants.
Responsibilities
Assist with guidance to unaffected areas as to precautions that may be taken to ensure animal and plant health. Assist handling and packing of any samples and shipments to the appropriate research laboratory. Provides information and recommendations to the Health Department for outbreak incidents. Provide assistance to veterinary personnel delivering animal health care and performing preventative medicine activities. Participate in subsequent investigations jointly with other law enforcement agencies. Assess the operating status of inspected meat, poultry and egg product processing, distribution, import and retail facilities in the affected area. Evaluate the adequacy of inspectors, program investigators and laboratory services relative to the incident. Assist with establishing logistical links with organizations involved in long-term congregate meal service. Establish need for replacement food products
ESF #11-3
Tab 1 to Emergency Support Function #11 EMERGENCY FOOD CONSUMPTION STANDARDS Food Groups and Food Items per Week Standard
Per Person
Meat and meat alternatives (red meat, poultry, 3 pounds fish, shellfish, cheese, dry beans, peas, and nuts)
Eggs 6
Milk 7 pints
Cereals and cereal products (flour including mixes, 4 pounds fresh bakery products, corn meal, rice, macaroni, and breakfast cereals)
Fruits and vegetables (fresh and frozen) 4 pounds
Food fats and oils (butter, margarine, lard, shortening, salad and 0.5 pound cooking oils)
Potatoes (white and sweet) 2 pounds
Sugars, syrups, honey, and other sweets 0.5 pound
Total (equivalents/pounds per week) 27.0
ESF #11-4
Emergency Support Function #12 - Energy Introduction
Purpose:
Estimate the impact of energy system outages in the community
Make decisions about closings based on:
Duration of the outage If portions of the County are affected or the entire County Ability to be operational Current weather conditions
Help to prioritize facilities and infrastructure so that power may be restored or other energy supplies may be provided in such a way to enable life to be restored to full capacity as soon as possible.
Scope:
ESF #12 will collect, evaluate, and share information on energy system damage.
Estimate the impact of energy system outages in the County.
Provide information concerning the energy restoration process such as:
Projected schedules Percent completion of restoration Determine schedule for reopening facilities
The incident may impact the County only or it may be part of a larger incident that impacts the region or large portions of the State..
In the latter cases, the County will follow its plans, policies and procedures, but ensure that they are also following local and regional plans.
Primary Agencies:
Southside Electric Cooperative Dominion Energy
Support Agencies:
Virginia Department of Emergency Management Prince George Electric Cooperative Columbia Gas Local Energy Vendors
ESF #12-1
Policies:
Provide fuel, power, and other essential resources. Dinwiddie County Emergency Management will contact the utility providers. Work with utility providers to set priorities for allocating commodities. Personnel will stay up to date with procedures through education and training. Restoration of normal operations at critical facilities will be a priority. Maintain a list of critical facilities and continuously monitor those to identify vulnerabilities Make decisions concerning closures. Dinwiddie County will manage independently, until it needs additional resources.
Concept of Operations
General:
The supply of electric power to customers may be cut off due to either generation capacity shortages and/or transmission/distribution limitations or failures.
Generation capacity shortfalls are a result of:
Extreme weather conditions; disruptions to generation facilities.
Other energy shortages (such as natural gas or other petroleum products) may result from:
Extreme weather Strikes International embargoes Disruption of pipeline system Terrorism
And can impact transportation and industrial uses
Other Impacts:
Sever key energy lifelines Constrain supply in impacted areas, or in areas with supply links to impacted areas. Affect transportation, communications, and other lifelines needed for public health and safety.
There may be widespread and prolonged electric power failures beyond the community. Without electric power, communications could become interrupted.
ESF #12-2
Organization:
Dinwiddie County may choose to activate its EOC:
Examples:
Provide for the health and safety of individuals affected by the event. Comply with local and state actions to conserve fuel, if needed. Coordinate with local government and utility providers to provide energy emergency information, education, and conservation guidance to the County. Coordinate information with state, and federal officials and energy suppliers about available energy supply recovery assistance. Send requests to the local or State EOC for fuel and power assistance, based on current policy. Coordinate with surrounding localaties if power outage affects an area beyond Dinwiddie County.
The State Corporation Commission (SCC) is the designated commodity manager for natural gas and electric power. The Virginia Department of Mines, Minerals and Energy (DMME) is the commodity manager for petroleum products and for solid fuels.
Following a catastrophic disaster, the Virginia Emergency Operations Center (VEOC), with staff support from SCC and DMME, will coordinate the provision of emergency power and fuel to affected jurisdictions to support immediate response operations. They will work closely with federal energy officials (ESF 12), other Commonwealth support agencies, and energy suppliers and distributors. The County will identify the providers for each of their energy resources.
Actions:
Identify, quantify, and prioritize the minimum essential supply of fuel and resources required to ensure continued operation of critical facilities. Monitor the status of all essential resources to anticipate shortages. Maintain liaison with fuel distributors and local utility representatives. Implement local conservation measures. Keep the public informed Implement procedures for determining need and for the distribution of aid. Allocate available resources to assure maintenance of essential services. Consider declaring a local emergency. Document expenses
Responsibilities:
Review plans and procedures. Review procedures for providing lodging and care for displaced persons (see ESF #6); In the event of a fuel shortage, establish procedures for local fuel suppliers/distributors to serve customers referred to them by local government;
ESF #12-3
Keep the public informed and aware of the extent of the shortage, the need to conserve the resource in short supply, and the location and availability of emergency assistance. Provide emergency assistance to individuals as required. Enforce state and local government conservation programs. Identifies resources needed to restore energy systems.
ESF #12-4
Tab 1 to Emergency Support Function #12 Utility Providers
Utility Provide Address Phone Number(s) & Contact Person 24-Hour Contact Dominion See Confidential List Southside Electric See Confidential Coop List Prince George See Confidential Electric Coop List Columbia Gas See Confidential List
ESF #12-5
Emergency Support Function #13 - Public Safety and Security
Introduction
Propose:
Dinwiddie County Sheriff’s Office will provide safety and security to Dinwiddie County.
Several factors may require outside assistance to respond to the event:
Other localities and State Police will be requested if the event exceeds the capabilities of the Dinwiddie County Sheriff’s Office.
Law or regulation may require involvement of state or federal agencies due to circumstances of the event (E. G. a terrorist event)
If the campus is impacted by a larger event that affects the regional area.
Primary Agency:
Dinwiddie County Sheriff’s Office
Secondary/Support Agencies:
Virginia State Police Town of McKenney Police
Scope:
ESF #13 responds to an emergency in the County using existing procedures:
Examples:
Maintain law and order Assist with public warning Provide security of County facilities Control traffic under normal conditions Control traffic control for special events or disruptive incidents Provide security of unsafe areas or potential crime scenes Assist with evacuation of buildings or the entire community. Provide security if the County opens a shelter
Identify the full scope of response activities that ESF #13 could provide
ESF #13-1
Policies: The County plan will be coordinated with the State plan pursuant to Code of Virginia. Law enforcement will coordinate the response with other ESFs based on the details of the event. The County will have appropriate MOUs and Mutual Aid agreements.
Concept of Operations General: Existing procedures in the form of department directives may provide the basis for a law enforcement response in times of emergency.
The Communications Center is the point of contact for the receipt of all warnings and notification of actual or impending emergencies or disasters.
Organization:
Local Law Enforcement will utilize their normal communications networks during disasters. Provide traffic control and security Coordinate with surrounding jurisdictions law enforcement and/or State Police if the event exceeds the local capability.
Actions/Responsibilities
Maintain police intelligence capability to alert government agencies and the public to potential threats. Develop strategies to effectively address special emergency situations that may require distinct law enforcement procedures, such as civil disorders, hostage taking, weapons of mass destruction, terrorist situations, and bomb treats/detonations. Test primary communications systems and arrange for alternate systems, if necessary. Assist with the implementation of the evacuation procedures for the threatened areas, if necessary. Provide traffic and crowd control as required. Provide security and law enforcement to critical facilities. Implement existing mutual aid agreements with other jurisdictions, if necessary. Document expenses Warning and alerting; Security of emergency site, evacuated areas, shelter areas, vital facilities and supplies. Traffic control Evacuation and access control of threatened areas. Assist the Health Department with identification of the dead.
ESF #13-2
Tab 1 to Emergency Support Function #13
ENTRY PERMIT TO ENTER RESTRICTED AREAS
1. Reason for entry (if scientific research, specify objectives, location, length of time needed for study, methodology, qualifications, sponsoring party, NSF grant number and date on separate page). If contractor/agent--include name of contractual resident party, attach evidence of right of interest in destination. Resident: Purpose.
2. Name, address, and telephone of applicant, organization, university, sponsor, or media group. Also contact person if questions should arise.
3. Travel (fill out applicable sections; if variable call information to dispatcher for each entry)
Method of Travel (vehicle, aircraft)
Description of Vehicle/Aircraft Registration
Route of Travel if by Vehicle
Destination by legal location or landmark/E911 address
Alternate escape route if different from above
4. Type of 2-way radio system to be used and your base station telephone number we can contact in emergency (a CB radio or radio telephone will not be accepted). Resident: cellular or home number.
Entry granted into hazard area.
Authorizing Signature ______Date ______
The conditions for entry are attached to and made a part of this permit. Any violation of the attached conditions for entry can result in revocation of this permit.
The Waiver of Liability is made a part of and attached to this permit. All persons entering the closed area under this permit must sign the Waiver of Liability before entry.
ESF #13-3
Tab 2 to Emergency Support Function #13
WAIVER OF LIABILITY (TO BE SIGNED AND RETURNED WITH APPLICATION FORM)
I, the undersigned, hereby understand and agree to the requirements stated in the application form and in the safety regulations and do further understand that I am entering a (high) hazard area with full knowledge that I do so at my own risk and I do hereby release and discharge the federal government, the Commonwealth of Virginia and all its political subdivisions, their officers, agents and employees from all liability for any damages or losses incurred while within the Closed Area.
I understand that the entry permit is conditioned upon this waiver. I understand that no public agency shall have any duty to attempt any search and rescue efforts on my behalf while I am in the Closed or Restricted Area.
Signatures of applicant and members of his field party Date
Print full name first, then sign.
______I have read and understand the above waiver of liability.
______I have read and understand the above waiver of liability.
______I have read and understand the above waiver of liability.
______I have read and understand the above waiver of liability.
______I have read and understand the above waiver of liability.
______I have read and understand the above waiver of liability.
______I have read and understand the above waiver of liability.
ESF #13-4
Tab 3 to Emergency Support Function #13
Dinwiddie County Sheriff’s Office Resources
Dinwiddie Sheriff’s Office Telephone Numbers 804-469-4550 (and alternate)
# Vehicles w/radio 55
Portable Generators 0
Mobile Crime Lab 0
Total Officers 61
Dispatchers 16
EMTs 0
Bomb Disposal 0
Scuba Trained 0
Deputies/Reserve/Auxiliary 2
Two-Way Radios (Portable) 60
Bull Horns 0
# Aircraft 0
Communications Van 0
K-9 Units 3
ESF #13-5
Emergency Support Function #14 – Long Term Recovery
Introduction
Purpose:
To facilitate both short term and long term recovery following a disaster. The recovery process begins with an impact analysis of the incident and support for available programs and resources and to coordinate programs to assist in the comprehensive economic, social, and physical recovery and reconstruction of the community impacted by the emergency.
Scope:
The full scope of ESF# 14 should be based on the County’s resources, capabilities, and master plans. This ESF shall be utilized in conjunction with Support Annex 7-Recovery Plan.
Primary Agency:
Emergency Management Division of Planning and Community Development
Secondary/Support Agencies:
Building Inspections Department of Social Services VVOAD County Attorney American Red Cross
Policies:
ESF #14 will begin the recovery process for any disaster with the implementation of short term disaster relief programs by non-governmental organizations and federal and state programs authorized by a presidential declaration of major disaster. The initiatives of the Governor and the Economic Crisis Strike Force will be tailored for the needs of the impacted communities and will utilize new and existing programs. Long-term recovery and mitigation efforts are forward-looking and market-based, focusing on permanent restoration of infrastructure, housing, and the local economy, with attention to mitigation of future impacts of a similar nature, when feasible. Federal agencies may be requested to continue to provide recovery assistance under independent authorities to the state and local governments; the private sector; and individuals, while coordinating activities and assessments of need for additional assistance.
ESF #14-1
Concept of Operations
General:
The recovery phase addresses broad recovery and reconstruction which deals with more permanent and long-term redevelopment issues.
The recovery and reconstruction component, deals with housing and redevelopment, public works, economic development, land use, zoning, and government financing.
The recovery analysis process is comprised of the following phases: reentry, needs assessment, damage assessment, the formulation of short- and long-term priorities within the context of basic needs and available resources, and the identification and implementation of appropriate restoration and development strategies to fulfill priorities established, as well as bring about an effective recovery program.
The process to request and receive federal assistance will be the same as all other natural or man-made disasters. The Virginia Department of Emergency Management will be the coordinating state agency in the recovery process, and FEMA will be the coordinating federal agency. Utilizing the preliminary damage assessment information collected, short-term and long-term priorities are established and recovery strategies developed in coordination with other state agencies, local governments, the federal government, and private industry.
Long-term strategies would strive to restore and reconstruct the post-disaster environment to pre-existing conditions. Federal and state agencies will provide technical assistance to localities in the long-term planning and redevelopment process. Regional cooperation and coordination will be stressed and promoted at all levels of government in order to achieve the priorities established and facilitate recovery efforts. The locality will develop strategies in coordination with regional local governments. Federal and state catastrophic disaster plans will support this effort. Items or actions to be focused on in this phase include:
Completion of the damage assessment; Completion of the debris removal; Repairing/rebuilding the transportation system; Repairing/rebuilding of private homes and businesses; and Hazard Mitigation projects.
ESF #14-2
Organization:
The Governor will determine the need for high-level oversight of the process of reconstruction and redevelopment of the impacted area. The Governor may activate the Economic Crisis Strike Force (ECSF), led by the Secretary of Commerce and Trade, to organize and direct redevelopment activities. The Governor and the Secretary of Commerce and Trade will determine the mission and scope of the Economic Crisis Strike Force based on the sectors of the community that need redevelopment or reconstruction – such as infrastructure, economic structure, human services or special accountability issues. The strategy for long-term recovery should encompass, but not be limited to, land use, public safety, housing, public services, transportation services, education,. The ECSF will establish the organization, plan the strategies, and oversee the efforts to accomplish the mission.
Actions/Responsibilities
Partner with disaster recovery agencies to implement recovery programs. Coordinate the state’s participation in recovery operations with FEMA, SBA and other federal agencies co-located in the Joint Field Office or other command center. Develop a recovery strategy that addresses, but is not limited to, infrastructure (land-use, transportation, housing, public services), economic development, and human services (public health, medical care, behavioral health services) Advise on the recovery implications of response activities and coordinate the transition from response to recovery in field operations. Identify appropriate Federal programs and agencies to support implementation of the long-term community recovery plan, ensure coordination, and identify gaps in resources available. Avoid duplication of assistance, coordinate to the extent possible program application processes and planning requirements to streamline assistance, and identify and coordinate resolution of policy and program issues. Determine and identify responsibilities for recovery activities.
ESF #14-3
Emergency Support Function #15 – External Affairs
Introduction
Purpose:
Provide for efficient and coordinated continuous flow of timely information and instructions to the public using all available communications media prior to, during, and following an emergency or disaster.
Scope:
Provide emergency public information actions before, during, and following any emergency. Potential public information response could involve personnel from all jurisdictions, organizations, agencies, and areas within the affected area.
Primary Agencies:
Emergency Communications Dinwiddie Emergency Management Dinwiddie County Administration Office
Secondary/Support Agencies:
Local Television/Radio Stations Local Newspaper
Concept of Operations
General:
Communicating information regarding a current or impending emergency to the public is a critical component of emergency management and must be fully integrated with all other actions to ensure the following objectives are met 1) delivery of information including emergency protective actions to impacted citizens and 2) dissemination of information to the general public.
The Public Information Officer will serve as the primary source of contact for release of information to the media. Any media contacting the emergency communications center or Emergency Operations Center shall be referred to the PIO.
A Joint Information Center (JIC) may be activated, if the situation warrants. The JIC will likely be at an off-site location. Agencies involved will staff telephones and coordinate media activities under the supervision of the Lead PIO.
All agencies and organizations are responsible for providing the PIO with appropriate timely information about the incident and actions needed to save lives and protect property.
ESF #15-1
Organization:
The Emergency Management Director or designee will serve as the primary ESF #15 coordinator. Other local and/or state officials will serve within the JIC.
The Public Information Officer (PIO) will represent and advise the Incident Commander on all public information. This includes rumors that are circulating the area, what local media are reporting, as well as warnings and emergency public information
The Public Information Officer will disseminate emergency public information as requested by the Director of Emergency Management, the Coordinator of Emergency Management or their designees.
The Public Information Officer will report to the emergency operations center or establish a Joint Information Center (JIC), whichever is appropriate at the time of the emergency.
Additionally, the County will establish a Community Relations (CR) plan which will include incident specific guidance and objectives at the beginning of the incident. Conducting the CR function is a joint responsibility between community, local, state, and federal personnel. The composition of field teams should involve a variety of personnel including community members. These teams assist in the rapid dissemination of information, to identify unmet needs, to establish an ongoing dialogue and information exchange, and to facilitate collaborative community, local, state, and federal planning and mutual disaster recovery support.
Responsibilities/Actions:
Develop standard operations procedures (SOPs) to carry out the public information function. Develop and conduct public information programs for community/citizen awareness of potential disasters, as well as personal protection measures for each hazards present. Develop Rumor Control Procedures. Prepare advance copies of emergency information packages for release through the news media during actual emergencies. Brief local news media personnel, community officials, local, state, and federal agencies on External Affairs policies, plans, and procedures. Maintain current lists of radio stations, televisions stations, cable companies, websites, and newspapers to be utilized for public information releases. Maintain support agreements and liaison arrangements with other agencies and the news media. Maintain arrangements to provide a briefing room for the media in the vicinity of the EOC or at the location of the disaster. Coordinate with VDEM PIO, Governor’s Press Secretary and the Secretary of Public Safety to prepare initial press releases. Assist with the preparation/transmission of EAS messages, if needed. Disseminate news releases and daily Situation Reports from the State EOC via the agency’s website or other medium. Disseminate information to elected officials.
ESF #15-2
Establish, with assistance from VDEM and other agencies, the Virginia Public Inquiry Center for the general public to call for information. Monitor the media to insure accuracy of information and correct inaccurate as quickly as possible. Provide information to the public about available community disaster relief assistance and mitigation programs. Coordinate efforts to provide information to public officials. Facilitate communications between the public and other agency officials to ensure that affected people have access and knowledge about benefits for which they may be eligible.
ESF #15-3
Tab 1 to Emergency Support Function #15 Emergency Public Information
In the event of an emergency situation or disaster Dinwiddie County officials will disseminate emergency information through numerous means.
Emergency Notification System (CodeRed)
This system quickly allows officials to communicate with citizens on many platforms. The system can utilize: landline and cellular telephones to make calls, send text messages, emails and social media (Facebook and Twitter). The system is also capable of activating the Wireless Emergency Alert (WEA) system.
Webpage/Social Media
Information will be posted prominently on the County's homepage as well as to the Division of Fire & EMS link for Emergency Information. In addition, the county will share information on social media platforms such as Facebook and Twitter.
Information Phone Lines
The following phone lines are available for citizen information on a daily basis and during events. Additional lines and/or a call center can be activated during an event.
Division of Fire & EMS Office (804) 469-5388 Monday-Friday 8:30 am to 5:00pm (hours may be extended during events)
Non- emergency Emergency Communications Center (804) 469-3755 24 hrs a day
Fixed Facilities
Should power outages or other damage impact the area and limit exposure to telephone or electronic-based information, updates will be consistently disbursed (via flyers or verbal communications) at Dinwiddie County Fire & EMS facilities. Please note that public safety officials will activate these information points based on local communication needs and proximity to impacted areas. Other County facilities may also be used to distribute information if they are operational during or after the event.
County Public Safety Personnel
During all major incidents local officials make sure that public safety personnel who are responding into impacted areas also have all of the needed information (via flyers or verbal communications) that citizens may need. Initial first responders may not immediately have the information but as an incident progresses, responders will be given the information to disseminate as quickly as possible. In addition, personnel may be sent door to door or use vehicles equipped with public address systems to deliver information and/or warning in impacted areas. ESF #15-4
Media Outlets
During an emergency event local officials will disseminate regular releases to local media outlets so that they can broadcast or print information, advisories, safety messages, status reports and instructions. The type of event and time sensitivity of the information will dictate which outlets are utilized during the event.
Emergency Alert System
The Emergency Alert System (EAS), is a national public warning system that broadcasts crisis information over television and radio waves. The system also may be used by state and local authorities to deliver important emergency information, such as AMBER alerts and weather information targeted to specific areas.
ESF #15-5
Tab 2 to Emergency Support Function #15 Emergency Public Information Media Resources
Newspaper Address Contact Phone Number(s) 300 East Franklin St. Richmond, VA 23219 Richmond Times Or See Confidential Phone List Dispatch P.O. Box 85333 Richmond, VA 23293 15 Franklin Street Progress Index See Confidential Phone List Petersburg, VA 23803 111 Baker Street Dinwiddie Monitor See Confidential Phone List Emporia, VA 23847 Radio Stations Address Contact Phone Number(s) Clear Channel Radio 3245 Basie Road WRVA, Q-94, Lite 98, See Confidential Phone List Richmond, VA 23228 The Beat, Sports Radio 812 Moorefield Park Cox Radio Drive, Suite 300 See Confidential Phone List B 103, 96.6, Y101 Richmond, VA 23236 Main Quad 300 Arboretum Place Communications Ste. 590 See Confidential Phone List Smooth Jazz 93.1 Richmond, VA 23236 Television Stations Address Contact Phone Number(s) WTVR-TV Channel 6 3301 W. Broad Street See Confidential Phone List (CBS) Richmond, VA 23230
WRIC-TV Channel 8 301 Arboretum Place See Confidential Phone List (ABC) Richmond, VA 23236 WWBT-TV Channel 12 5710 Midlothian Tpk. See Confidential Phone List (NBC) Richmond, VA 23225 WCVN –TV Channel 23 23 Sesame Street See Confidential Phone List (PBS) Richmond, VA 23235 WRLH-TV Channel 35 1925 Westmoreland See Confidential Phone List (FOX) St. P. O. Box 11169 Richmond, VA 23230 Comcast Cable 2033 East Whitehill See Confidential Phone List Rd. Prince George, VA 23875
ESF #15-6
Tab 3 to Emergency Support Function #15
Emergency Public Information PIO Prearranged Messages
Release or Spill (No explosion or fire)
1. Local - Public Information Notification of an Incident (Fire and/or Explosion Imminent)
At (a.m./p.m.) today, an incident/accident occurred on ____ (hwy/street). Certain dangerous materials have been spilled/leaked/released from a tank car/truck. Due to the toxicity of material released to the atmosphere, all traffic on (hwy/street) is being rerouted via _ (hwy/intersection) until further notice.
Due to the possibility of an explosion and major fire, all residents living within ___ feet of the site are urged to leave immediately and report to (school, church, etc.).
Follow directions given by emergency workers, State Police, or Police Department.
You will be notified when it is safe to return to your homes. Stay tuned to this station for additional information/instructions.
ESF #15-7
Tab 4 to Emergency Support Function #15
Emergency Public Information PIO Prearranged Messages
(FIRE AND/OR EXPLOSION IMMINENT)
2. Local - Public Information Notification of an Incident (Fire and/or Explosion Imminent)
At (a.m./p.m.) today, an accident occurred on ______(hwy/railroad) at (location). All traffic on (hwy) is being rerouted via (hwy/intersection) until further notice.
Due to the possibility of an explosion and major fire, all residents living within ___ feet of the site are urged to leave immediately and report to ______(school, church, etc.).
Follow directions given by emergency workers, State Police, or Police Department.
You will be notified when it is safe to return to your homes. Stay tuned to this station for additional information/instructions.
ESF #15-8
Tab 5 to Emergency Support Function #15
Emergency Public Information Sample Health Advisory for Shelter Centers
DATE:
TO:
FROM: Dinwiddie County Health Department
SUBJECT: Health Risks Resulting from (event, site, & date)
The (event) at ______(site) in Dinwiddie County on (date) released chemical particles into the environment in concentrations sufficient to cause health problems in some persons. Individuals suffering from chronic respiratory conditions, the elderly, infants and young children, and other individuals highly sensitive to air pollutants are at increased risk. Although residents were evacuated, it is possible that some evacuees may experience symptoms which are characteristic of over exposure to these chemicals.
Shelter residents should be monitored for symptoms which are characteristic of exposure to the chemicals which necessitated the evacuation. These symptoms are ______. (enter symptoms from MSDS or other sources)
In addition to specific information on patient's medical condition and treatment, record specific information related to the incident such as patient's location when exposed to contaminants, estimated distance of that location from ______(site of incident), and estimated time of onset of symptoms. Report incidents to the Department of Health.
For additional information, contact the Dinwiddie County Health Department at the following phone number: ______
ESF #15-9
Tab 6 to Emergency Support Function #15
Emergency Public Information Sample Health Advisory for Health Advisory
DATE:
TO:
FROM: Dinwiddie County Health Department
SUBJECT: Health Risks Resulting from (event, site, & date)
The Dinwiddie County Public Health Department has issued a Public Health Advisory concerning possible chemical/biological contamination by ______(event) at the (location) in Dinwiddie County.
The chemical release occurred at (date & time). Substances released into the environment during this incident can present health risks to susceptible persons. Persons who have been exposed to these chemicals may experience one or more of the following symptoms: ______. (list symptoms on the MSDS)
Any person who was in the vicinity of (site of event) between ______(hours) on ______(day) should be alert to symptoms indicating exposure to the chemicals released. Persons experiencing symptoms of contamination are advised to consult their physician or go to the nearest hospital emergency department for evaluation.
For further information, contact Dinwiddie County Health Department at the following number: ______
ESF #15-10
Tab 7 to Emergency Support Function #15
Emergency Public Information Sample Health Advisory for Physicians
DATE: TO: All Primary Care Physicians in
FROM: Dinwiddie County Health Department SUBJECT: Health Risks Resulting from
(event, site & date) The (event) at ______(site) in Dinwiddie County released chemical particles into the environment in concentrations sufficient to cause health problems in some persons. Individuals suffering from chronic respiratory conditions, the elderly, infants and young children, and other individuals highly sensitive to air pollutants are at increased risk. Although precautions were taken, it is possible that some residents in the area may experience symptoms which are characteristic of over exposure to these chemicals.
Exposure to (list name(s) of chemicals involved) should be considered with patients experiencing ______.
In addition to specific information on patient's medical condition and treatment, record specific information related to the incident such as patient's location when exposed to contaminants, estimated distance of that location from , (site of incident) and estimated time of onset of symptoms. Report incidents to the Dinwiddie County Health Department.
For further information, contact Dinwiddie County Health Department at the following number: ______
ESF #15-11
Tab 8 to Emergency Support Function #15
Emergency Public Information Sample Health Advisory for Primary Health Care Facilities
DATE: TO: All Primary Care Facilities in
FROM: Dinwiddie County Health Department SUBJECT: Health Risks Resulting from
(event, site & date) The (event) at ______(site) in Dinwiddie County released chemical particles into the environment in concentrations sufficient to cause health problems in some persons. Individuals suffering from chronic respiratory conditions, the elderly, infants and young children, and other individuals highly sensitive to air pollutants are at increased risk. Although precautions were taken, it is possible that some residents in the area may experience symptoms which are characteristic of overexposure to these chemicals.
Exposure to (list name(s) of chemicals involved) should be considered with patients experiencing ______.
In addition to specific information on patient's medical condition and treatment, record specific information related to the incident such as patient's location when exposed to contaminants, estimated distance of that location from ______(site of incident), and estimated time of onset of symptoms. Report incidents to the Department of Health.
For further information, contact Dinwiddie County Health Department at the following number: ______
ESF #15-12
Emergency Support Function #16 – Military Support
Introduction
Purpose:
Emergency Support Function (ESF) #16 – Military Affairs is to assists and provide Military Support (Virginia National Guard) in times of a major or catastrophic disaster, and/or civil unrest.
Primary Agency:
Department of Military Affairs – Virginia National Guard
Secondary/Support Agencies
None
Concept of Operations
General:
The Virginia National Guard, when directed by the Governor of the Commonwealth of Virginia, can employ Virginia National Guard personnel, equipment, and resources, through appropriate commanders, to assist Civil Authorities.
The Virginia National Guard will provide Military Support to Civil Authorities in accordance with the existing Virginia National Guard Operation Plan for Military Support to Civil Authorities.
Organization:
The Virginia National Guard is a support agency for the other Emergency Support Functions located in the Emergency Operations Center.
Responsibilities
Provide Emergency Coordination Officer Representative on the State Emergency Response Team. Provide Military Support to civil authorities on a mission request basis, within the Virginia National Guard’s capability, and within the limitations of existing State law, military regulations, and the applicable Governor’s Executive Order.
Policies:
In accordance with existing National Guard Bureau Regulations, it is understood that the primary responsibility for disaster relief shall be with the affected community.
ESF #16-1
Emergency Support Function #17 – Donations and Volunteer Management
Introduction
Purpose:
ESF # 17 – Donations and Volunteer Management describes the coordinating process used to ensure the most efficient and effective utilization of unaffiliated volunteers and unsolicited donated goods during a disaster or emergency situation.
Scope:
Donations and volunteer services in this section refer to unsolicited goods and unaffiliated volunteer services.
Primary Agencies:
Emergency Management Department of Social Services
Secondary/Support Agencies:
American Red Cross Salvation Army Department of Health VaVAODs Faith based organizations
Policies:
Emergency Management Officials, in conjunction and coordination with VVOAD, have the primary responsibility for the management, organization, storage, and distribution of unsolicited donated goods. They must also have a plan in place to cope with self-deployed volunteers.
The donation and volunteer management process must be organized and coordinated in such a way to ensure that the affected community is able to take full advantage of the appropriate types and amounts of the donated materials and volunteers in a manner that precludes interference with or hampering of other emergency operations.
The Coordinating official or agency will also:
Coordinate with other agencies to ensure goods and resources are used effectively. Looks principally to those organizations with established volunteer and donation management structures. Encourages cash donations, as the best assistance for helping affected population.
ESF #17-1
Encourages the use of existing nongovernmental organizational volunteer and donations resources before seeking governmental assistance.
Concept of Operations
General:
Volunteer and Donations Management operations may include, but not limited to the following:
Volunteer and/or Donations Coordinator Phone Bank/Contact Center Effective liaison with other emergency support functions, local, state, and federal officials. Facility Management Organization and Distribution of goods, services, and resources. Pre-selecting and identifying locations for storage and distribution. Perform record keeping, to include monetary financial tracking and procurement, if need be.
Donated Goods Management Function:
Officials, in conjunction with VVOAD, are responsible for developing donation management plans and managing the flow of donated goods during the emergency time-frame. Communicate what is needed in the disaster area – cash, goods, and/or services. Know how to transport donations to drop-off site, storage, and distribution areas.
Volunteer Management Function:
Management of unaffiliated volunteers requires a cooperative effort between local officials, and community based organizations. Emergency Management Officials, in conjunction with VVOAD, are responsible for developing plans that address the management, organization, and staffing of unaffiliated volunteers during the emergency. Organize and maintain a database to track volunteer’s names, address, contact information, hours worked, and specialty. Ensure that agencies and organizations accept and manage their own staff/volunteers. Provide equal access for volunteers to affect community and other agencies. Identify individuals with specific talents, skills, or training such as doctors, nurses, communication specialists, and utilize them accordingly.
ESF #17-2
Organization:
Emergency Management Officials will identify several sites and facilities that will be used to receive, process, and distribute unsolicited donated goods. Necessary staff, equipment, communications, resources, and security will be provided by the community and by other volunteer organizations as needed.
Emergency Management Officials will coordinate the disaster relief (and develop either an MOU and/or MOA with neighboring communities) actions of quasi-public and volunteer relief organizations. This is necessary to insure maximum effectiveness of relief operations and to avoid duplication of effort and services. American Red Cross officials should coordinate operations for providing food, clothing, and shelter to the affect victims.
Standard operating procedures will be developed to address the screening, processing, training, and assignments of volunteers who arrive following the disaster or emergency. The service to which personnel are assigned will determine the necessary training. Individuals already possessing a specialized skill or trait should be assigned duties that allow for the maximum benefit of their skills and/or traits. Each individual volunteer will be registered, and a log will be maintained of hours worked. Accurate record keeping is an essential function that must be completed on an hourly or daily basis, depending on degree of involvement.
Responsibilities
Identify potential sites and facilities such as churches, warehouses, gymnasiums, etc. to manage donated goods and services being channeled into the disaster area. Identify the necessary support requirements to ensure the prompt establishment and operations of facilities and sites. Assign the tasks of coordinating auxiliary manpower and material resources. Develop procedures for recruiting, registering and utilizing manpower and materials. Develop a critical resource list and procedures for acquisition in time of crisis; Identify a list of special materials needed, such as medical supplies for special needs population, formula for infants, insulin, and so forth. Develop procedures for the management, organization, storage, and distribution of donated goods and items. Developed and maintain MOU/MOA/Mutual Aid Agreements. Assist with emergency operations, if requested. Assign volunteers to tasks that best utilize their skills and experience. Develop and maintain a data-base to track individual volunteers and financial contributions, as well as developing and maintaining a database of received goods. Develop and staff a “Donations Hot-Line” for individuals with questions concerning donations and volunteering if needed. Compile and submit records for all disaster-related events.
ESF #17-3
Tab 1: Volunteer and Donations Management Annex
Sample Volunteer Registration Form
Name:
Address:
Contact Number(s):
Email:
Organization, if applicable:
Skills or Specialized service:
Estimated length of service:
Special equipment needed to perform service:
Languages Known: Verbal Y/N Written Y/N Read Y/N
Emergency Contact Name/Number:
Assigned Location:
ESF #17-4
Tab 2: Volunteer and Donations Management Annex
Primary Donation Sites
Facility Address Contact Person Phone Number(s) Ragsdale Community Center 20916 Old School Rd Parks and Rec Director 804-732-1100 McKenney VA 23872 Eastside Community Center 7301 Boydton Plank Road Parks and Rec Director 804-732-1100 North Dinwiddie, VA 23803 Ford Vol. Fire Station 13402 Cox Road Fire Chief 804-265-5858 Church Road, VA 23833 Namozine Vol. Fire Station 3913 Pelham Avenue Fire Chief 804-861-5891 North Dinwiddie, VA 23803 Dinwiddie Middle School 11608 Courthouse Raod School Superintendent 804-469-4190 Dinwiddie, VA 23841 Dinwiddie County Sports 6000 R B Pamplin Drive Parks and Rec Director 804-732-1100 Complex North Dinwiddie, VA 23803
ESF #17-5
Support Annex 1 ANIMAL PROTECTION PLAN
Coordinating Agency Dinwiddie County Animal Control
Cooperating Agencies Government Agencies: Dinwiddie County Department of Health Dinwiddie County Emergency Management Dinwiddie County Social Services Department U.S. Department of Agriculture Virginia Cooperative Extension
Private Non-profit Organizations: Animal Welfare/Rescue Organizations (i.e SPCA) 4H and other animal/agricultural education organizations
Private Industry: Local Veterinarians Local Wildlife Rehabilitation Centers and/or Certified Wildlife Rehabilitators Animal Boarding Facilities Local Agricultural Farms Local Animal Crematoriums
Introduction Purpose: The Animal Protection Annex provides basic guidance for all participants in animal related emergency management activities. This includes guidance for all departments and agencies providing assistance in response to a local disaster declaration. The animal care and control function is a component of Emergency Support Function (ESF) #11 – Agriculture and Natural Resources.
The emergency mission of animal care and control is to provide rapid response to emergencies affecting the health, safety and welfare of animals. Animal care and control activities in emergency preparedness, response, and recovery include, but are not limited to, companion animals, livestock and wildlife care, facility usage, displaced pet/livestock assistance, animal owner reunification, and carcass disposal.
Support Annex 1-1
Scope: This annex is applicable to departments and agencies that are participating and responding with assistance or relief to an animal emergency as coordinated by the Dinwiddie County Emergency Management.
Definitions: Household Pet: A domesticated animal, such as a dog, cat, rodent, or fish, that is traditionally recognized as a companion animal and is kept in the home for pleasure rather than commercial purposes. This does not include reptiles. (ASPCA Model Pet Policy Guidance)
Feral/Stray Domesticated Animals: An animal that is typically known as a household pet that is either not with its owners by accident or otherwise or has reverted back to a wild state.
Livestock: Domesticated animals that may be kept or raised in pens, houses, pastures, or on farms as part of an agricultural or farming operation, whether for commerce or private use. Such animals may include goats, sheep, beef or dairy cattle, horses, hogs or pigs, donkeys or mules, bees, rabbits or 'exotic' animals (those raised outside their indigenous environs) such as camels, llamas, emus, ostriches, or any animal, including reptiles, kept in an inventory that may be used for food, fiber or pleasure.
Poultry: The class of domesticated fowl (birds) used for food or for their eggs. These most typically are members of the orders Galliformes (such as chickens and turkeys), and Anseriformes (waterfowl such as ducks and geese).
Wildlife: All animals, including invertebrates, fish, amphibians, reptiles, birds and mammals, which are indigenous to the area and are ferae naturae or wild by nature.
Exotic Animals: Any animal that is not normally domesticated in the United States and wild by nature, but not considered wildlife, livestock or poultry due to status. This includes, but is not limited to, any of the following orders and families, whether bred in the wild or captivity, and also any of their hybrids with domestic species. Listed examples are not to be construed as an exhaustive list or limit the generality of each group of animals, unless otherwise specified. 1. Non-human primates and prosimians – examples: monkeys, baboons, chimpanzees 2. Felidae (excluding domesticated cats) – examples: lions, tigers, bobcats, lynx, cougars, jaguars 3. Canidae (excluding domesticated dogs) – examples: wolves, coyotes, foxes, jackals 4. Ursidae – examples: all bears 5. Reptilia – examples: snakes, lizards, turtles 6. Crocodilia – examples: alligators, crocodiles, caiman 7. Proboscidae – examples: elephants 8. Hyanenidae – examples: hyenas 9. Artiodatyla (excluding livestock) – examples: hippopotamuses, giraffes, camels 10. Procyonidae – examples: raccoons, coatis
Support Annex 1-2
11. Marsupialia – examples: kangaroos, opossums 12. Perissodactylea (excluding livestock) – examples: rhinoceroses, tapirs 13. Edentara – examples: anteaters, slots, armadillos 14. Viverridae – examples: mongooses, civets, genets
Assumptions: 1. The care and control of non-wildlife and non-feral animals (including household pets, livestock and poultry) is primarily the responsibility of the owner of the animal(s). In times of emergency or disaster, owners may need assistance in the care and control of their animals. 2. A hazard analysis and vulnerability assessment has been completed which identifies the types of threats, the areas that they threaten, and types and numbers of animals most vulnerable in these areas. 3. The County Administrator of Dinwiddie County may issue an emergency proclamation or disaster declaration. The National Incident Management System (NIMS) will be used to establish the organizational structure. 4. The Dinwiddie County Emergency Operations Center may be activated to manage the emergency. 5. Any disaster may potentially have adverse effects on the jurisdiction’s animal population or the public health and welfare. 6. State or Federal Assistance to deal with animal emergencies may not be available. Local resources must be utilized before requesting outside assistance.
Policies: Following recent Congressional action on the Pets Evacuation and Transportation Standards (PETS) Act, S. 2548 and H.R. 3858, President Bush signed the historic legislation into law. The PETS Act requires state and local agencies to include animals in their disaster plans.
All Local governments must develop and maintain an animal emergency response plan (SB 787, Animal Emergency Response Plan, 2007 Session) with the assistance of the Virginia Department of Emergency Management.
The Virginia Department of Agriculture and Consumer Services, Division of Animal and Food Industry Services has the responsibility of interpreting and enforcing the regulations listed below pertaining to the health, humane care, and humane handling of livestock, poultry, and companion animals in the Commonwealth. These include: 2 VAC 5-30-10 Rules and Regulations Pertaining to the Reporting Requirements for Contagious and Infectious Diseases of Livestock and Poultry in Virginia 2 VAC 5-40-10 Rules and Regulations Governing the Prevention, Control, and Eradication of Bovine Tuberculosis in Virginia 2 VAC 5-50-10 Rules and Regulations Governing the Prevention, Control, and Eradication of Brucellosis of Cattle in Virginia 2 VAC 5-60-10 Rules and Regulations Governing the Operation of Livestock Markets
Support Annex 1-3
2 VAC 5-70-10 Rules and Regulations Pertaining to the Health Requirements Governing the Control of Equine Infectious Anemia in Virginia 2 VAC 5-80-10 Rules and Regulations Pertaining to the Requirements Governing the Branding of Cattle in Virginia 2 VAC 5-90-10 Rules and Regulations Pertaining to the Control and Eradication of Pullorum Disease and Fowl Typhoid in Poultry Flocks and Hatcheries and Products Thereof in Virginia 2 VAC 5-100-10 Rules and Regulations Governing the Qualifications for Humane Investigators 2 VAC 5-110-10 Rules and Regulations, Guidelines Pertaining to A Pound or Enclosure to be Maintained by Each County or City 2 VAC 5-120-10 Rules and Regulations Governing the Record keeping by Virginia Cattle Dealers for the Control or Eradication of Brucellosis of Cattle 2 VAC 5-130-10 Rules and Regulations Governing the Laboratory Fees for Services Rendered or Performed 2 VAC 5-140-10 Rules and Regulations Pertaining to the Health Requirements Governing the Admission of Livestock, Poultry, Companion Animals, and Other Animals or Birds into Virginia 2 VAC 5-150-10 Rules and Regulations Governing the Transportation of Companion Animals 2 VAC 5-160-10 Rules and Regulations Governing the Transportation of Horses 2 VAC 5-170-10 Rules and Regulations Governing the Registration of Poultry Dealers 2 VAC 5-180-10 Rules and Regulations Governing Pseudorabies in Virginia 2 VAC 5-190-10 Rules and Regulations Establishing a Monitoring Program for Avian Influenza and Other Poultry Diseases 2 VAC 5-200-10 Rules and Regulations Pertaining to the Disposal of Entire Flocks of Dead Poultry in Virginia 2 VAC 5-205-10 Rules and Regulations Pertaining to Shooting Enclosures
Support Annex 1-4
Concept of Operations Organization: Under ESF #11, Dinwiddie County Animal Control is designated as the lead agency for animal care and control. Within Animal Control, the Animal Control Supervisor is designated as the Coordinator for the management of operations, planning, and training for the animal care and control function.
The Supervisor of Animal Control and Coordinator of Emergency Management are responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure a safe, sanitary and effective animal care and control effort. These procedures will be designed to support and expedite emergency response operations, as well as maximize state and federal assistance. Plans and procedures for the Dinwiddie County Animal Control and supporting agencies define the roles of agencies and support organizations in preparedness, response and recovery of an animal emergency. These plans and procedures establish the concepts and policies under which all elements of their agency will operate during an animal emergency. They will provide the basis for more detailed appendices and procedures that may be used in a response.
The Supervisor of Animal Control and Coordinator of Emergency Management will coordinate with all departments, government entities, and representatives from the private sector who support animal emergency operations. This may involve working with other local jurisdictions that provide mutual aid, state and federal governments, private contractors, local retailers, volunteer organizations, etc. and assuring that all involved have current Memorandums of Agreement with the Locality in respect to their agreed support.
ESF #11 Agriculture and Natural Resources
Animal Care and Control Branch
Animal Recovery Section Animal Disease Management Household Pet Sheltering Dinwiddie County Section Section Animal Control Virginia Dinwiddie County Department of Agriculture Animal Control
Support Annex 1-5
Responsibilities:
1. Dinwiddie County Emergency Management a. Act as advisor to all involved on emergency management issues; b. Provide direction and control and resource support as needed
2. Dinwiddie County Animal Control a. Determine which County agencies/departments/organizations have responsibilities in all animal emergencies for animal care and control; b. Maintain current listings of emergency contacts and resources necessary for response to an animal emergency; c. Produce and maintain plans, policies and procedures for overarching animal care and control activities, animal recovery, and household pet sheltering; d. Oversee all activities (mitigation, planning, response and recovery) in regards to emergency animal care and control; and e. Provide staff to EOC as needed
3. Local Extension Office/ Virginia Department of Agriculture a. Produce and maintain listings with locations of large livestock operations and other special animal facilities identified to include volume, contact information, etc; b. Produce and maintain plans, policies and procedures regarding Animal Disease Control; and
Action Checklist Mitigation/Prevention:
1. Any zoological or wildlife parks, livestock markets and large livestock operations, will be encouraged to develop emergency procedures and evacuation plans for the animals in the care and custody and provide them to the Dinwiddie County Emergency Manager for comment and review. 2. Citizens will be encouraged to develop household emergency plans that would include their pets in all aspects of response including evacuation and sheltering.
Preparedness:
1. Develop, maintain, and disseminate animal care and control plans, policies and procedures to ensure the safe, sanitary and efficient response to and recovery from an animal emergency, as well as support and maximize claims of financial assistance from local, state and federal governments, and facilitate audits following the disaster; 2. Provide training to agencies and staff on task-appropriate plans, policies and procedures; 3. Provide adequate support for animal preparedness and planning; 4. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand; 5. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations;
Support Annex 1-6
6. Develop and maintain the necessary measures to protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster; and
Response:
1. Implement animal care and control plans, policies and procedures to ensure the safe, sanitary and efficient response to an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 2. Provide on-the-spot training as necessary on task-appropriate plans, policies and procedures; 3. Provide adequate support for animal response. Report any shortfalls and request needed assistance or supplies; 4. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations; 5. Provide animal care and control support in a timely manner; 6. Protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster; 7. Insure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures.
Recovery:
1. Complete an event review with all responding parties; 2. Review animal care and control plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate; 3. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on-hand inventory of supplies; 4. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate; 5. Review measures to protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster. Update as necessary and disseminate; 6. Assist the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures.
Administration and Logistics
Administration:
Basic administrative and accountability procedures for any animal emergency will be followed as required by County, state and federal regulations. As with any disaster or incident response, the ICS/NIMS will be used to organize and coordinate response activity. Support Annex 1-7
Logistics:
If supplies, materials, and equipment are required, records will be maintained in accordance to County, state and federal reporting requirements. All procurement processes will also follow appropriate County procurement policies and regulations, and state and federal policies and regulations as necessary.
Public Information:
The Public Information Officer will follow established procedures to:
1. Ensure prior coordination with appropriate agricultural, veterinary, and public health officials to provide periodic spot announcements to the public on pertinent aspects of the emergency; and 2. Ensure availability of the media in the event an animal emergency arises.
Direction and Control
1. All animal emergencies will be coordinated through the EOC and employ the ICS/NIMS. 2. The EOC is responsible for providing support and resources to the incident commander. 3. The Emergency Manager will assist the senior elected official in the EOC and coordinate with the PIO. The Emergency Manager and PIO will have at least one assistant to support 24-hour operations and act in the absence of the primary. 4. In the event an incident is suspected or determined to be a terrorist event, a Joint Operations Center will be established to coordinate Federal and State support. A separate Joint Information Center will provide media interface.
Plan Development and Maintenance
This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility for the Dinwiddie County Animal Control, as the lead agency for this plan, to insure that this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort.
Support Annex 1-8
Support Annex 1 Appendix A – Household Pet Sheltering Plan
Coordinating Agency Dinwiddie County Animal Control
Cooperating Agencies Government Agencies: Department of Social Services Department of Health Department of Emergency Management Virginia Department of Agriculture Virginia Cooperative Extension
Private Non-profit Organizations: American Red Cross Animal Welfare/Rescue Organizations (i.e SPCA) 4H and other animal/agricultural education organizations
Private Industry: Local Veterinarians Animal Boarding Facilities
Introduction
Purpose:
The Animal Care and Control Annex, Household Pet Sheltering Plan provides basic guidance for all participants in animal related emergency evacuation and sheltering management activities. This includes guidance for all departments and agencies providing assistance in response to a local disaster declaration. The animal care and control function is a component of Emergency Support Function (ESF) #11 – Agriculture and Natural Resources.
Although, the sheltering and protection of animals is the responsibility of their owners, Dinwiddie County Animal Control is the lead agency on animal issues and is responsible for situation assessment and determination of resource needs. Pet-Friendly shelters are being established in an effort to assist evacuated residents with sheltering of companion animals and their owners during a declared evacuation. It is the goal of this plan to control and support the humane care and treatment of companion animals during an emergency situation and to provide safe sheltering for people and their pets before, during or after a disaster in a designated site in cooperation with the Department of Social Services and/or American Red Cross.
Support Annex 1-9
Scope:
This annex is applicable to departments and agencies that are participating and responding with assistance or relief to an emergency requiring the sheltering of people and their household pets as coordinated by Dinwiddie County Emergency Management.
Situation:
After Hurricane Andrew devastated Florida in 1992 and Katrina hit both Louisiana and Mississippi in September of 2005, County emergency response personnel realized the convergence of animal and people issues during a disaster. They learned that, under adverse circumstances, the ultimate safety of many citizens depends on the safety of their pets. Until that time, people in harm’s way were told by state emergency management to evacuate their home, but to leave their pets. Relaying this information has often created situations where animals were technically neglected and/or abandoned and it added additional stress to people who evacuate without their animals. These scenarios produce serious complications for Emergency Management.
It stands to reason, if humans were at risk from an impending cataclysm, so were the lives of animals, and vice versa. We now understand that many people, especially the elderly, simply do not abandon their companion animals, even in life-threatening situations.
Assumptions:
1. Any emergency resulting in evacuation of residents to a shelter will result in household pet issues. 2. The protection of household pets is ultimately the responsibility of their owner. 3. Many household pet owners will not evacuate to safety if their pets must stay behind. 4. Pet owners will frequently live in the streets rather than abandon their animals so that they may enter evacuation shelters. 5. This type of behavior puts animals, their owners and emergency responders at risk. 6. Pet-friendly shelters will only shelter those animals defined as household pets. 7. No dogs with a known bite history or previously classified by Animal Control as “Dangerous” or “Potentially Dangerous” will be accepted into a pet-friendly shelter. 8. No dog that shows signs of aggression during initial check-in will be accepted. 9. All dogs and cats must be accompanied by proof of current vaccinations and current rabies tags. 10. No feral cats or wild-trapped cats will be accepted. 11. Animals should be brought to the Pet-Friendly shelter in a suitable cage or on a leash provided by the owner. 12. Birds must be brought in the owner’s cage. Bird breeders with large numbers of birds will need to seek sanctuary elsewhere. 13. Pocket pets (hamsters, gerbils, hedgehogs, sugar gliders, etc.) must be brought to shelter in owner’s cage. The cage must be of good material to prevent escape. 14. No reptiles will be accepted.
Support Annex 1-10
Concept of Operations
Organization:
Under ESF #11, Animal Control is designated as the lead agency for animal care and control. Within Animal Control, the Supervisor is designated as the Coordinator for the management of operations, planning, and training for the animal care and control function. Animal Control will be the lead in all pet-friendly sheltering functions with the Animal Control Supervisor as the Section Chief. In response to an emergency requiring sheltering, ESF #11 will work together with other ESFs including ESF #6, Mass Care, Housing and Human Services, to complete the mission of household pet sheltering. Other agencies/ESFs may need to be utilized to fulfill other needs as determined.
The Supervisor of Animal Control, in coordination with Department of Social Services and/or American Red Cross, is responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure a safe, sanitary and effective animal care and control effort. These procedures will be designed to support and expedite emergency response operations, as well as maximize state and federal assistance. Plans and procedures for Animal Control and supporting agencies define the roles of agencies and support organizations in preparedness, response and recovery of an animal emergency. These plans and procedures establish the concepts and policies under which all elements of their agency will operate during household pet sheltering activities. They will provide the basis for more detailed standard operating procedures that may be used in a response.
The Supervisor of Animal Control will coordinate with all departments, government entities, and representatives from the private sector who support pet-friendly sheltering operations. This may involve working with other local jurisdictions that provide mutual aid, state and federal governments, private contractors, local retailers, volunteer organizations, etc. and assuring that all involved have current Memorandums of Agreement with the Locality in respect to their agreed support.
Support Annex 1-11
EOC Emergency Management
ESF #11 ESF #6 Agriculture and Natural Resources Mass Care, Housing and Human Service
Animal Care and Control Sheltering Branch Branch Department of Social Supervisor of Animal Services/Red Cross Control
Household Pet Sheltering Section
Housing
Veterinary Care
Responsibilities:
1. Emergency Management a. Prepare and coordinate pre-incident training and exercise of pet-friendly shelter incident management teams to included NIMS, ICS, EOC Operations, and reimbursement procedures for eligible costs under state and federal public assistance programs; b. Obtain and deliver pre-identified resource requirements to the appropriate shelter sites within the time schedule agreed upon; c. Obtain and deliver requested but not previously identified resource requirements as expeditiously as possible.
2. Animal Control a. Create and maintain all household pet sheltering policies, plans and procedures; b. Maintain current listing of emergency contacts and resources necessary for an household pet sheltering response; c. Coordinate and insure rapid response to pet-friendly sheltering needs; d. Coordinate incident management activities for the overall operation of the pet-friendly shelters with the EOC and quasi-government, volunteer relief organizations and contractors who are staffing and providing support to shelter operations; e. Maintain situational awareness of pet-friendly shelter operations and provide situation/status reports/updates to the EOC; f. Process requests for assistance or additional resources to support household pet sheltering operations through the EOC;
Support Annex 1-12
g. Facilitate the reunification of pets to owners during the transition from response to recovery; h. Provide shelter occupancy data to facilitate the movement of traffic along the evacuation routes; i. Use media to assist with outreach efforts to citizens on evacuation education pre-event and notification during an event regarding routing to be used; j. Monitor, coordinate and manage pet-friendly shelter activation and sequencing; k. Provide subject matter expertise to support agencies, as needed.
3. Public Schools/Parks and Recreation a. Insure timely response to request for activation of the designated facilities for household pet sheltering activities; b. Participate in initial pre-event walk-through and final post-event walk-through of designated facilities to assess pre-existing and incident related damages; c. Assign a primary, secondary and tertiary contact with Animal Control to insure immediate response as necessary.
4. Department of Social Services/ American Red Cross a. Coordinate the relationship between the human and household animal sheltering functions; b. Assist in creating public information releases regarding sheltering in coordination with Animal Control.
5. Department of Health a. Insure that human health will not be impacted in conjunction with the operation of pet-friendly shelters; and
6. Sheriffs Office a. Assure the safety and security of household pet sheltering personnel; b. Enforce movement restrictions and establish perimeters for pet-friendly sheltering areas.
Support Annex 1-13
Action Checklist
Mitigation/Prevention:
1. Encouraged citizens to develop emergency plans and go-kits for the animals in the care; 2. Determine the best means for information dissemination to the public in regards to an evacuation order and its related sheltering activities.
Preparedness:
1. Establish an organizational structure, chain of command, and outline of duties and responsibilities, required for any household pets sheltering response; 2. Develop, maintain, and disseminate household pet sheltering plans, policies and procedures to ensure the safe, sanitary and efficient response to and recovery from an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 3. Identify local veterinarians, humane societies, local household pet sheltering volunteers and animal control personnel in site-specific standard operating procedure and insure that contact information is maintained; 4. Provide training to agencies, staff and volunteers on task-appropriate plans, policies and procedures; 5. Provide adequate support for animal preparedness and planning; 6. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand; 7. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations.
Response:
1. Implement household pet sheltering plans, policies and procedures to ensure the safe, sanitary and efficient response to an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 2. Secure supplies, equipment, personnel and technical assistance from support agencies, organizations and other resources to carry out the response plans associated with animal health emergency management; 3. Provide on-the-spot training as necessary on task-appropriate plans, policies and procedures; 4. Provide adequate support for household pet sheltering response. Report any shortfalls and request needed assistance or supplies. Request assistance from the Commonwealth as needed; 5. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations; 6. Provide household pet sheltering support in a timely manner; 7. Insure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures.
Support Annex 1-14
Recovery:
1. Complete an event review with all responding parties; 2. Review household pet sheltering plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate; 3. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on-hand inventory of supplies; 4. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate; 5. Assist Emergency Management and the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures.
Plan Development and Maintenance
This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility for Dinwiddie County Animal Control, as the lead agency for this plan, to insure that this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort.
Support Annex 1-15
Appendix A, Tab 1 Pet-Friendly Shelter Pet Registration/Discharge Form
Owner Information Full Name: Driver’s License Number: Street Address:
City, State, Zip
Phone Numbers: Home: Cell or Alternate: Pet Information Description of Animal: Dog Cat Other ______Pet’s Name: Crate Assigned:
MALE FEMALE Intact Neutered Intact Spayed In Heat Breed: Color: Age:
Distinctive Markings:
Microchip: Yes No If yes, number: Veterinarian Name:
Pet Medications - List any medications below that you pet is currently taking Name of Medication Dosage Purpose
TO BE COMPLETED BY SHELTER Arrival Date: Departure Date: Did the owner provide proof of the following: Yes No Written proof of vaccinations during the past 12 months Proper ID collar and up to date rabies tag. If yes, record Tag #______ Proper ID on all belongings Leash Ample food supply Water/food bowls Necessary medication(s) (ensure medications are listed above) Owner provided cage has owner’s name, address, pet name and other pertinent information labeled clearly and securely on the cage Registration Agreement I understand that I must pick up my pet(s) when leaving the designated shelter or at the closing of the shelter, whichever comes first, or may pet(s) will become property of the local animal control facility and treated as stray(s).
I, the animal owner signed below, certify that I am the legal owner and request the emergency housing of the pet(s) listed on this form. I hereby release the person or entity receiving the pet(s) from any and all liability regarding the care and housing of the animal during and following this emergency. I acknowledge if emergency conditions pose a threat to the safety of these animals, additional relocation may be necessary, and this release is intended to extend to such relocation.
I acknowledge that the risk of injury or death to my pet(s) during an emergency cannot be eliminated and agree to be responsible for any additional veterinary expenses which may be incurred in the treatment of my pet(s) outside of the shelter triage. I also understand that it is the owner or his/her agent’s responsibility for the care, feeding, and maintenance of my pet(s). Check- out is required when departing from the shelter.
I have read and understand this agreement and certify that I am the owner/agent of the above listed animal(s). SIGNATURE Owner’s Signature Shelter Intake personnel
Support Annex 1-16
Appendix A, Tab 2 Resources
Boarding Kennels Groomers
Brandywine Kennels Petsmart 12117 Halifax Road 42 Southgate Square Petersburg, VA 23805 Colonial Heights, VA 23834 804-732-5431 804-520-0803
Chesdin Road Veterinary Hospital Petsmart 25026 Ferndale Road 42 Southgate Square Petersburg, VA 23803 Colonial Heights, VA 23834 804-732-6420 804-520-0803
Crematoriums Hotels
E. Alvin Small Comfort Suites - Southpark 2033 Boulevard 931 South Boulevard Colonial Heights, VA 23834 Colonial Heights, VA 23834 804-526-0094 804-820-8900 * Will accept dogs – Fee applied Midlothian Animal Clinic 14411 Sommerville Court Flagship Inn Midlothian, VA 23113 815 South Crater Road 804-794-2099 Petersburg, VA 23803 804-861-3470 Feed Stores * Will accept dogs under 20 lbs.
Heretick Feed & Seed Hilton Garden Inn 201 Bollingbrook Street 800 Southpark Boulevard Petersburg, VA 23803 Colonial Heights, VA 23834 804-733-4861 804-520-0600 * Will accept dogs under 50 lbs. Southern States Feed & Seed 1609 W. Washington Street Quality Inn Petersburg, VA 23803 405 E. Washington Street 804-733-4571 Petersburg, VA 23803 804-733-1776 * Will accept dogs under 20lb
Supporting Annex 1- 17
Appendix A, Tab 2 Resources (Continued)
Landfills (Accepting Animals) Veterinarians
Shoosmith Brothers Chesdin Road Veterinary Hospital 11800 Lewis Road 25026 Ferndale Road Chester, VA 23832 Petersburg, VA 23803 804-748-3311 804-732-6420
Pet Shops Wildlife Rehabilitation
Petsmart Crater Road Veterinary Hospital 42 Southgate Square 464 S. Crater Road Colonial Heights, VA 23834 Petersburg, VA 23803 804-520-0801 804-733-8202
Private Contracts
Reliable Rentals 7104 Boydton Plank Road Petersburg,VA 23803 804-732-5533 FAX 804-732-0001
See Tab 2
Supporting Annex 1- 18
Appendix A, Tab 3 Existing Contracts
7104 Boydton Plank Road Petersburg,VA 23803 804-732-5533 FAX 804-732-0001 Quote
CUSTOMER: Dinwiddie Animal Control CONTACT INFO: Debbie Broughton EVENT DATE: tba EVENT TYPE: Disaster Plan EVENT LOCATION: as close as Southside School as far as Sunnyside School Phone – 469-4547 fax – 469-4419
QTY ITEM TOTAL PRICE 1 40 by 60 tent $3900 wk
1 40 by 100 tent $6900 wk
1 Delivery and Setup - Emergency $400 close $600 far 1 Lights $450 wk
1 Sidewalls 40 by 60 tent $600 wk
1 Sidewalls 40 by 100 tent $840 wk
1 Heater/Fan $900 wk
1 Exit Lights / Fire Extinguisher $40 wk
2 Hard Doors – self closing $700 wk
Prices subject to change. Not responsible for permits or underground utilities location if under emergency time constraints.
Supporting Annex 1- 19
Support Annex 1 Appendix B – Animal Recovery Plan
Coordinating Agency Dinwiddie County Animal Control
Cooperating Agencies Government Agencies: Department of Social Services Department of Health Department of Emergency Management Department of Agriculture Virginia Cooperative Extension Private Non-profit Organizations: American Red Cross Animal Welfare/Rescue Organizations (i.e SPCA) 4H and other animal/agricultural education organizations Private Industry: Local Veterinarians Local Wildlife Rehabilitation Centers and/or Certified Wildlife Rehabilitators Animal Boarding Facilities Local Agricultural Farms Local Animal Crematoriums
Introduction
Purpose:
The Animal Care and Control Annex, Animal Recovery Plan provides basic guidance for all participants in an animal search, rescue, recovery and reunification scenario. This includes guidance for all departments and agencies providing assistance in response to a local disaster declaration. The animal care and control function is a component of Emergency Support Function (ESF) #11 – Agriculture and Natural Resources.
Although, the care and control of animals is the responsibility of their owners, Dinwiddie County Animal Control is the lead agency on animal issues and is responsible for situation assessment and determination of resource needs. Animals are not only companions, but can be the livelihood of families and communities where agriculture is key. In some situations, owners will not be able to evacuate their animals, and due to impacts of the event, they may not be able to re-enter the area post-event to recover or care for their animals. It is the goal of this plan to control and support the animal search, rescue, recovery and reunification process during or after an emergency situation and to insure the continued care of those animals that are unable to be relocated outside of the disaster area.
Scope:
This annex is applicable to departments and agencies that are participating and responding with assistance or relief to an emergency requiring the search, rescue, recovery or reunification of animals with their owners as coordinated by Dinwiddie County Emergency Management.
Supporting Annex 1-20
Situation:
Any natural, technological or manmade disaster could affect the well-being of animals. Although many owners of animals will work very diligently to protect their animals in the event of an emergency, it is not always feasible or possible to relocate the animals in every situation. Some animals may be left behind because families are unable to enter a hazardous area to retrieve their animals, the number or size (such as a herd of cattle) of the animal(s) make it unfeasible to relocate within a reasonable timeframe, or the owners do not feel that they have any other option, either due to lack of proper planning or education, when evacuating themselves.
In these cases, it will be vital to assist these animal owners in the search, rescue, recovery and care of these animals until they can be reunited with their owners.
Assumptions:
1. The care and control of non-wildlife and non-feral animals (including household pets, livestock and poultry) is primarily the responsibility of the owner of the animal(s). In times of emergency or disaster, owners may need assistance in the care and control of their animals. 2. People will frequently try to reenter an area to retrieve animals before an all clear is given. 3. Those animals that become homeless, lost or stray as a result of a disaster will be protected by the County to the extent possible. Volunteer organizations may assist in this effort under the direction of the County. 4. Those animals that are rescued and are not identified by their owners and a reunification plan determined within 10 days will be considered the property of the County and normal animal care and control policies and procedures will be followed in regards to euthanasia, adoption, and/or release to rescue organizations. 5. Policies and procedures will be written in regards to requests for animal search and rescue, animal identification requirements and in-place animal care.
Concept of Operations
Organization:
Under ESF #11, Animal Control is designated as the lead agency for animal care and control. Within Animal Control, the Supervisor is designated as the Coordinator for the management of operations, planning, and training for the animal care and control function. Animal Control will be lead in all animal search, rescue, recovery and reunification operations with the Supervisor as the Section Chief. In response to an emergency requiring sheltering, ESF #11 will work together with other ESFs to complete the mission of animal search, rescue, recovery and reunification as necessary.
The City/County Animal Control is responsible for developing and implementing the necessary management policies and procedures that will facilitate and ensure a safe, sanitary and effective animal care and control effort for day-to-day operations and emergency response. The emergency plans will define the roles of agencies and support organizations in preparedness, response and recovery of an animal emergency and establish the concepts and policies under which all elements of the responding agencies will operate during animal search, rescue, recovery and reunification activities. They will provide the basis for more detailed standard operating procedures that may be used in a response.
The Lead Animal Control Officer will coordinate with all departments, government entities, and representatives from the private sector who support animal search, rescue, recovery and reunification activities. This may involve working with other local jurisdictions that provide mutual Supporting Annex 1-21 aid, state and federal governments, private contractors, local retailers, volunteer organizations, etc. and assuring that all involved have current Memorandums of Agreement with the Locality in respect to their agreed support.
Emergency Management Emergency Manager
ESF #11 Agriculture and Natural Resources
Animal Care and Control Branch Dinwiddie County Animal Control Supervisor
Household Pet Sheltering Animal Recovery Section Section Animal Control Staff Animal Control Staff
Search and Rescue Animal Control Staff
Responsibilities:
1. Emergency Manager a. Prepare and coordinate pre-incident training and exercise of animal search, rescue, recovery and reunification teams to included NIMS, ICS, EOC Operations, and reimbursement procedures for eligible costs under state and federal public assistance programs; b. Obtain and deliver pre-identified resource requirements to the appropriate sites within the time schedule agreed upon; c. Obtain and deliver requested but not previously identified resource requirements as expeditiously as possible.
2. Animal Control a. Create and maintain all animal search, rescue, recovery and reunification policies, plans and procedures; b. Maintain current listing of emergency contacts and resources necessary for an animal search, rescue, recovery and reunification response; c. Coordinate and insure rapid response to animal search, rescue, recovery and reunification needs; d. Coordinate incident management activities for the overall operation of the animal search, rescue, recovery and reunification effort with the Lynchburg EOC and quasi- government, volunteer relief organizations and contractors who are staffing and providing support to shelter operations; e. Maintain situational awareness of animal search, rescue, recovery and reunification operations and provide situation/status reports/updates to the EOC; f. Process requests for assistance or additional resources to support search, rescue, recovery and reunification operations through the EOC; g. Use media to assist with outreach efforts to notify citizens of the efforts of animal control on animal recovery issues; h. Monitor, coordinate and manage animal recovery activities activation and sequencing;
Supporting Annex 1-22 i. Provide subject matter expertise to support agencies, as needed.
3. Animal Welfare and Rescue Organizations a. Under the supervision of County Animal Control, assist efforts for animal search and rescue and support the effort with trained staff and volunteers.
4. Department of Social Services/Red Cross a. Assist in creating public information releases regarding sheltering in coordination with Animal Control.
5. Department of Agriculture a. Coordinate and insure the in-place needs of agricultural animals are met with owners.
6. Sheriffs Office a. Assure the safety and security of animal search, rescue, recovery and reunification personnel; b. Enforce movement restrictions and establish perimeters for animal recovery and reunification areas; and
Action Checklist
Mitigation/Prevention:
1. Encourage citizens to develop emergency plans and evacuation plans for the animals in the care; 2. Determine the best means for information dissemination to the public in regards to an animal search, rescue, recovery and reunification activities.
Preparedness:
1. Establish an organizational structure, chain of command, and outline of duties and responsibilities, required for any animal search, rescue, recovery and reunification response; 2. Develop, maintain, and disseminate animal search, rescue, recovery and reunification plans, policies and procedures to ensure the safe, sanitary and efficient response to and recovery from an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 3. Identify local veterinarians, humane societies, volunteers and animal control personnel in standard operating procedures and insure that contact information is maintained; 4. Provide training to agencies, staff and volunteers on task-appropriate plans, policies and procedures; 5. Provide adequate support for animal preparedness and planning; 6. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand; 7. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations.
Supporting Annex 1-23 Response:
1. Implement animal search, rescue, recovery and reunification plans, policies and procedures to ensure the safe, sanitary and efficient response to an animal emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 2. Secure supplies, equipment, personnel and technical assistance from support agencies, organizations and other resources to carry out the response plans associated with animal search, rescue, recovery and reunification; 3. Provide on-the-spot training as necessary on task-appropriate plans, policies and procedures; 4. Provide adequate support for animal search, rescue, recovery and reunification response. Report any shortfalls and request needed assistance or supplies. Request assistance from the Commonwealth as needed; 5. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations; 6. Provide animal search, rescue, recovery and reunification support in a timely manner; 7. Insure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures; and
Recovery:
1. Complete an event review with all responding parties; 2. Review animal search, rescue, recovery and reunification plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate; 3. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on-hand inventory of supplies; 4. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate; 5. Assist Emergency Management and the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures.
Plan Development and Maintenance
This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility for Dinwiddie County Animal Control, as the lead agency for this plan, to insure that this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort.
Supporting Annex 1-24
Appendix B, Tab 1 Lost Animal Report Today’s Date Information Received By
Owner Information Name Address
Temporary Address Phone Number
Date/Location Where Animal Was Last Seen Date Last Seen Location
Do You Have A Picture Of The Animal? Is The Animal Friendly?
Does The Animal Have A History Of Running Away? Animal Description Type Of Animal If A Litter, Number In Litter
Breed Size (Small/Medium/Large) Animal’s Name
Male/Female/Fixed Tail (Short/Long/Curly/Straight) Distinguishing Marks
Fur Length/Coat Type Colors Ears (Floppy/Erect)
Is Animal Wearing A Collar? Does The Animal Have An ID Tag? Info On Tag?
Rabies License Number? Indoor/Outdoor Animal Cat – Declawed?
Veterinarian Used Name Phone
Address Are Shots Current?
Animal On Any Medication? Frequency
When Was Medication Last Given?
Contacts Who Else Have You Notified That The Animal Is Missing?
Comments
Office Use Only Lost Animal Matched With Animal ID # Date Owner Contacted
Date Animal Reclaimed Released to Owner Print & Sign Name
Owner’s Drivers License # State Phone Number
Status Of Animal
Owner Located Matched At Shelter Deceased Unknown After 30 Days
Supporting Annex 1-25
Supporting Annex 1-26
Support Annex 2 DAM SAFETY
MISSION
To facilitate the evacuation of downstream residents in the event of an imminent or impending dam failure.
ORGANIZATION
The Director of Emergency Management and/or the Coordinator of Emergency Management is responsible for making the decision to order evacuation in the event of an imminent or impending dam failure. The Division of Fire &EMS and the Sheriff’s Office will disseminate the warning to evacuate.
CONCEPT OF OPERATIONS
Dam owners are responsible for the proper design, construction, operation, maintenance, and safety of their dams. They are also responsible for reporting abnormal conditions at the dam to the Fire & EMS Chief/Coordinator of Emergency Management and to recommend evacuation of the public below the dam if it appears necessary. Owners of dams that exceed 25 feet in height and impound more than 50 acre-feet (100 acre-feet for agricultural purposes) of water must develop and maintain an "Emergency Action Plan." This plan shall include a method of notifying and warning persons downstream and of notifying local authorities in the event of impending failure of the dam. An "Emergency Action Plan" is one of three items required prior to issuance of an Operation and Maintenance Certificate by the Virginia Department of Conservation and Recreation. In addition to the Virginia Department of Conservation and Recreation, a copy of the plan must be provided to the local Director of Emergency Management and to the Virginia Department of Emergency Management.
Standards have been established for "Dam Classifications" and "Emergency Stages." See Tab 1, pages 3-5 and 3-6. The effected public will be routinely notified of conditions at the dam during Stage I. If conditions escalate to Stage II, emergency services personnel will immediately notify the public affected to be on alert for possible evacuation of the areas that would be flooded. If conditions deteriorate and overtopping or failure of a dam has occurred or is imminent, as in Stage III, the Director of Emergency Management and/or the Coordinator of Emergency Management will direct the Sheriff’s Office and Fire Department, and EMS to warn the public, order evacuation from the affected area, and declare a local emergency.
AUTHORITIES
In addition to those listed in the Basic Plan:
A. Code of Virginia, Title 62.1, Chapter 8.1, Dam Safety Act, 1988.
B. Virginia Soil and Water Conservation Board, Regulation VR 625-01-00, Impounding Structure Regulation, February 1, 1989.
Support Annex 2-1
EMERGENCY MANAGEMENT ACTIONS - DAM SAFETY
1. Normal Operations
a. Dam Owners
(1) Develop an Emergency Action Plan for warning and evacuating the public in the event of dam failure.
(2) Obtain an Operation and Maintenance Certificate from the Virginia Department of Conservation and Recreation.
(3) Operate and maintain the dam to assure the continued integrity of the structure.
b. Local Government
Develop compatible procedures to warn and evacuate the public in the event of dam failure.
2. Increased Readiness
a. Stage I Conditions
Alert on-duty emergency response personnel.
b. Stage II Conditions
(1) Alert on-duty emergency response personnel.
(2) Notify public of possible dam failure.
(3) Review warning and evacuation plans and procedures (see Functional Annexes A through H, pages A-1 to A-4).
(4) Place off-duty emergency response personnel on alert.
3. Emergency Operations
a. Mobilization Phase - Latter Part of Stage II or at Stage III Conditions
(1) Activate EOC (manning as appropriate).
(2) Notify State EOC, (804) 674-2400.
(3) Alert emergency response personnel to standby status.
(4) Begin record keeping of all incurred expenses.
b. Response Phase - Stage III Conditions
(1) Order immediate evacuation of residents in expected inundation areas.
Support Annex 2-2
(2) Sound warning through use of sirens, horns, vehicles with loudspeakers, Emergency Alert System, telephone calls, and door-to-door notification to evacuate individuals immediately out of the area or to high ground in area for later rescue.
(3) Call in all emergency response personnel to provide help required to protect lives and property.
(4) Activate EOC, if not previously accomplished.
(5) Follow established procedures within designated functional areas specified in this plan.
4. Recovery
a. Provide assistance to disaster victims.
b. Clean up debris and restore essential services.
c. All agencies tasked in this plan implement recovery procedures.
d. Review emergency procedures used and revise, if necessary, to ensure lessons learned are applied in future disasters.
e. Determine what mitigation measures, if any, should be initiated (zoning, design of dams, etc.).
Support Annex 2-3
Tab 1 to Support Annex 2
DAM CLASSIFICATIONS AND EMERGENCY STAGES
Dam Classifications
Dams are classified as to the degree of hazard potential they impose should the structure fail completely. This hazard classification has no correlation to the structural integrity or probability of failure.
Dams which exceed 25 feet in height and impound more than 50 acre feet in volume, or 100 acre- feet if for agricultural purposes, are required to obtain an Operation and Maintenance Certificate which includes the development of an emergency action plan administered by the Department of Conservation and Recreation.
Class I (High Hazard) - Probable loss of life; excessive economic loss.
Class II (Moderate Hazard) - Possible loss of life; appreciable economic loss.
Class III (Low Hazard) - No loss of life expected; minimal economic loss.
Emergency Stages
When abnormal conditions impact on a dam, such as flooding or minor damage to the dam, the dam owner should initiate specific actions that will result in increased readiness to respond to a potential dam failure. The following stages identify actions and response times which may be appropriate.
Stage I - Slowly developing conditions; five days or more may be available for response. Owner should increase frequency of observations and take appropriate readiness actions.
Stage II - Rapidly developing conditions; overtopping is possible. One to five days may be available for response. Increase readiness measures. Notify local Coordinator of conditions and keep him informed.
Stage III - Failure has occurred, is imminent, or already in flood condition; overtopping is probable. Only minutes may be available for response. Evacuation recommended.
Support Annex 2-4
Tab 2 to Support Annex 2
DIRECTORY OF DAMS
* REQUIRING EMERGENCY ACTION PLANS COUNTY OF DINWIDDIE
Class I - High hazard, probable loss of life, and excessive economic loss in the event of failure.
Class II - Moderate hazard, possible loss of life, and appreciable economic loss in the event of failure.
Brasfield Dam - The Brasfield Dam has a separate Emergency Operations Plan. A copy of that plan is made available to the Dinwiddie County Coordinator of Emergency Management.*
Clarkes Dam – Also know as “Clarks Lake Dam.”
Coleman Dam
Lake Jordan – The Lake Jordan Dam has a separate Emergency Operations Plan. A copy of that plan is made available to the Dinwiddie Coordinator of Emergency Management.*
Steers Dam – Also know as “Hatchers Run.”
Wilcox Dam
Class III - Low hazard, no loss of life expected, and minimal economic loss in the event of failure.
Bragan Dam
Burnt Corner Dam – Also know as “Wheelers Dam.”
Cernys Dam
Claytons Dam
Eades Dam
J. C. Stafford Dam
Jones Dam
McKenney Hunt Club Dam
Musgrove Dam
Perkins Dam
Support Annex 2-5
Picture Lake Dam
Stokes Dam
Tommerheton Lake Dam
Support Annex 2-6
Support Annex 3 DAMAGE ASSESSMENT
Coordinating Agencies
Building Inspections Department Planning and Zoning Department
Cooperating Agencies
Commissioner of the Revenue Office Department of Public Works Department of Parks and Recreation Emergency Management Department of Finance Sheriff’s Office Department of Social Services VPI Cooperative Extension Service Virginia Department of Forestry Virginia Department of Transportation Dinwiddie County Water Authority Electric Companies and Cooperatives Gas Utilities
Introduction Purpose: The Damage Assessment Support Annex describes the coordinating processes used to ensure the timely and accurate assessment and reporting of damages in Dinwiddie County after an emergency or disaster. It provides procedures to estimate the nature and extent of the damage and outlines details of the damage assessment process as required by the Commonwealth for determination of the need to request a Presidential Disaster Declaration as outlined in the Stafford Act.
Scope: Damage assessment activities are an evaluation (in dollars) of the estimated cost for damages or loss to agriculture, infrastructure, real property (County, state and private) and equipment. This annex covers a broad scope of responsibilities, assignments and standard forms to be used in the overall process; it is applicable to departments and agencies that are assisting with the post-event damage assessment as coordinated by Dinwiddie County Emergency Management. This document will address general situations with no consideration given for special incident scenarios.
Definitions: Initial Damage Assessment (IDA): Independent County review and documentation of the impact and magnitude of a disaster on individuals, families, businesses, and public property. This report is due into the Virginia Emergency Operations Center in the required format (see Tab 1) within 72 hours of disaster impact. The Governor will use this information to determine if a Preliminary Damage Assessment needs to be requested from FEMA in response to outstanding needs.
Support Annex 3-1
Preliminary Damage Assessment (PDA): A joint venture between FEMA, State and local government to document the impact and magnitude of the disaster on individuals, families, businesses, and public property. The Governor will use the information gathered during the PDA process to determine whether Federal assistance should be requested.
Situation: Following any significant disaster/emergency, a multitude of independent damage assessment activities will be conducted by a variety of organizations including American Red Cross, insurance companies, utility companies, and others. Outside of these assessments, a series of local, state and federal damage assessment activities will we conducted.
During the recovery phase of a disaster, the County will conduct a systematic analysis of the nature of the damage to public and private property, which estimates the extent of damage based upon actual observation and inspection. Damage assessment will be performed on an urgent basis to provide an initial estimate of damage. A damage estimate of public and private property is required for the City/County to determine actions needed, the establishment of properties, and the allocation of local government resources, and what, if any, outside assistance will be required.
Based upon the local damage assessment reports, the Governor may request a Presidential declaration of a “major disaster”, “major emergency”, or a specific federal agency disaster declaration (Small Business Administration, Department of Agriculture, Corps of Engineers, etc.) to augment state/local/private disaster relief efforts. The President, under a “major emergency” declaration may authorize the utilization of any federal equipment, personnel and other resources. The President under a “major disaster” declaration may authorize two basic types of disaster relief assistance:
1. Individual Assistance (IA) a. Temporary housing; b. Individual and family grants (IFG); c. Disaster unemployment assistance; d. Disaster loans to individuals, businesses and farmers; e. Agricultural assistance; f. Legal services to low-income families and individuals; g. Consumer counseling and assistance in obtaining insurance benefits; h. Social security assistance; i. Veteran’s assistance; and j. Casualty loss tax assistance.
2. Public Assistance (PA) a. Debris removal; b. Emergency protective measures; and c. Permanent work to repair, restore or replace road systems, water control facilities, public buildings and equipment, public utilities public recreational facilities, etc.
Assumptions: 1. Fast and accurate damage assessment is vital to effective disaster responses; 2. Damage will be assessed by pre-arranged teams of local resource personnel; 3. If promptly implemented, this plan can expedite relief and assistance for those adversely affected; 4. A catastrophic emergency will require the expenditure of large sums of local funds. Financial operations will be carried out under compressed schedules and intense political pressures, which will
Support Annex 3-2
require expeditious responses that meet sound financial management and accountability requirements; 5. Damage to utility system and to the communications systems will hamper the recovery process; 6. A major disaster affecting the county could result in the severance of a main transportation artery resulting in a significant alteration of lifestyle in the community.
Policies: 1. The Initial Damage Assessment (IDA) results will be reported to the Virginia EOC within 72 hours of the incident (WebEOC –primary; Fax or Call – secondary); 2. At the Incident Commander’s request, the first priority for damage assessment may to be to assess County structural/infrastructure damage; 3. A Federal/State supported Preliminary Damage Assessment will be conducted in coordination with the County to verify IDA results and determine long-term needs. This data will be used to determine the need for a Presidential Disaster Declaration; 4. An estimate of expenditures and obligated expenditures will be submitted to both the County and the VEOC before a Presidential Disaster declaration is requested; 5. Additional reports will be required when requested by the Emergency Management Director or Emergency Manager depending on the type and magnitude of the incident; 6. Supplies, equipment and transportation organic to each organization will be utilized by that organization in the accomplishment of its assigned responsibility or mission; 7. Additional supplies, equipment and transportation essential to the continued operation of each organization will be requested through ESF #7 (Resource Support) in the EOC; 8. The approval to expend funds for response and recovery operations will be given by the department head from each agency or department involved in recovery operations. Each agency or department should designate a responsible person to ensure that actions taken and costs incurred are consistent with identified missions.
Concept of Operations Organization: The ultimate responsibility of damage assessment lies with the local governing authority. The County Emergency Manager or his/her designee will be responsible for damage assessments, collection of the data and preparation of necessary reports through the functions of ESF 14, Long Term Community Recovery and Mitigation. Damage assessments will be conducted by qualified, trained local teams under the supervision of the County Building Inspections Department. The damage assessment teams will be supported by multiple agencies from the County. If the nature of the incident is such that local resources are incapable of assessing the damage, state assistance will be requested through normal resource request procedures to the VEOC.
Support Annex 3-3
ESF #14 Long Term Community Recovery and Mitigation Divi R Divisionr
Damage Assessment Building Inspections Department
Building Assessment Transportation Systems Assessment Building Inspections Va. Dept of Transportation Building Official
Public Utilities and Debris Agricultural Assessment Assessment Local Extension Office Department of Public Works Va. Dept of Forestry Utility Co. and Authorities
Emergency Costs Security and Access Control Department of Finance Dinwiddie Sheriffs Office
Additional ESFs may need to be utilized to enhance the results of the assessment such as ESF 7 (Resource Management), ESF 5 (Emergency Management) and ESF 11 (Agriculture and Natural Services). If the incident involves chemicals or radiation that may cause contamination of damage area, ESF 8 (Health and Medical) and ESF 10 (Oil and Hazardous Materials) may also be needed. The primary ESFs as listed will utilize their full ESF specific annex and any supporting agencies and ESFs to implement their portion of the damage assessment.
Basic administrative and accountability procedures for any damage assessment activities will be followed as required by County, state and federal regulations. If supplies, materials, and equipment are required, records will be maintained in accordance to County/City, state and federal reporting requirements. All procurement processes will also follow appropriate County procurement policies and regulations, and state and federal policies and regulations as necessary.
Responsibilities:
1. Building Inspections Department a. Assemble the appropriate team and develop damage assessment plans, policies and procedures; b. Maintain a list of critical facilities that will require immediate repair if damaged; c. Appoint a representative to be located within the EOC to direct damage assessment operations to include operation of the teams, collecting data, and developing accurate and appropriate reports for the County Emergency Manager; d. Solicit cooperation from companies and local representatives of support agencies to serve as member of damage assessment teams; e. Conduct damage assessment training programs for the teams; f. Coordinate disaster teams conducting field surveys; g. Collect and compile incoming damage reports from teams in the field, from other operations directors, and outside agencies, systems and companies; h. Using existing policies and procedures, determine the state of damaged buildings and place notification/placards as needed;
Support Annex 3-4
i. Using existing policies and procedures, facilitate the issuance of building permits and for the review and inspection of the site-related and construction plans submitted for the rebuilding/restoration of buildings; j. Assist in the establishment of the sequence of repairs and priorities for the restoration of affected areas; k. Correlate and consolidate all expenditures for damage assessment to the Department of Finance; l. Ensure that there will be an escort available for any State or Federal damage assessments and prepare an area map with the damage sites prior to their arrival.
2. Department of Public Works a. Designate representatives to serve as members of damage assessment teams; b. Participate in damage assessment training; c. Collect and compile damage data regarding public and private utilities, and provide to City/County Department of Building and Zoning within the EOC; d. Participate as requested in Initial Damage Assessment field reviews and escorting for State and Local damage assessments.
3. Virginia Department of Transportation a. Designate representatives to serve as members of damage assessment teams; b. Participate in damage assessment training; c. Collect and compile damage data regarding public and private transportation resources, and provide to City/County Department of Building and Zoning within the EOC; d. Participate as requested in Initial Damage Assessment field reviews and escorting for State and Local damage assessments.
4. Local Extension Office a. Designate representatives to serve as members of damage assessment teams; b. Participate in damage assessment training; c. Collect and compile damage data regarding public and private agricultural resources, and provide to City/County Department of Building and Zoning within the EOC; d. Participate as requested in Initial Damage Assessment field reviews and escorting for State and Local damage assessments.
5. Sheriff’s Office a. Provide security for ingress and egress of the damaged area(s) post-event; b. Provide access and security for damage assessment activities
6. Department of Finance a. Collect, report and maintain estimates of expenditures and obligations required for response and recovery activities; b. Maintain accurate records of funds, materials and man-hours expended as a direct result of the incident; c. Report these estimates and obligations to the Emergency Manager for inclusion into the appropriate Public Assistance IDA categories.
7. Emergency Management a. Overall direction and control of damage assessment for the County; b. Reporting of damages to the Virginia EOC within 72 of the incident in the appropriate Initial Damage Assessment format; c. Ensuring appropriate and adequate public information and education regarding the damage assessment process.
Support Annex 3-5
Action Checklist Mitigation/Prevention:
1. Develop public awareness programs from building codes, ordinances and the National Flood Insurance Program; 2. Develop a damage assessment training program; 3. Develop damage assessment plans, procedures and guidance; 4. Designate representatives to lead damage assessment activities within the EOC; 5. Designate damage assessment team members.
Preparedness:
1. Identify resources to support and assist with damage assessment activities; 2. Train personnel in damage assessment techniques; 3. Review plans, procedures and guidance for damage assessments, damage reporting and accounting; 4. List all critical facilities and all local buildings requiring priority restoration.
Response:
1. Activate the damage assessment staff in the EOC; 2. Organize and deploy damage assessment teams or team escorts as necessary; 3. Organize collection of data and record keeping at the onset of the event; 4. Document all emergency work performed by local resources to include appropriate photographs; 5. Compile and disseminate all damage reports for appropriate agencies; 6. Determine the state of damaged buildings and place notification/placards as needed; 7. Inform officials of hazardous facilities, bridges, road, etc.
Recovery:
1. Continue damage assessment surveys as needed; 2. Advise on priority repairs and unsafe structures; 3. Facilitate the issuance of building permits and for the review and inspection of the site-related and construction plans submitted for the rebuilding/restoration of buildings; 4. Monitor restoration activities; 5. Complete an event review with all responding parties; 6. Review damage assessment plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate; 7. Review building codes and land use regulations for possible improvements; 8. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on-hand inventory of supplies; 9. Assist the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures.
Support Annex 3-6
Administration and Logistics
Administration:
Basic administrative and accountability procedures for any damage assessment activities will be followed as required by County, state and federal regulations. As with any disaster or incident response, the ICS/NIMS will be used to organize and coordinate response activity. (Reference: Financial Management Support Annex)
Logistics:
If supplies, materials, and equipment are required, records will be maintained in accordance to County, state and federal reporting requirements. All procurement processes will also follow appropriate County procurement policies and regulations, and state and federal policies and regulations as necessary. (Reference: Logistics Management Support Annex)
Public Information:
The Public Information Officer will follow procedures established in the Public Affairs Support Annex to: 1. Ensure prior coordination with appropriate damage assessment coordination ESFs to provide periodic spot announcements to the public on pertinent aspects of the assessments; and 2. Ensure availability of the media in the event an emergency requiring evacuation arises.
Direction and Control
1. All damage assessment activities will be coordinated through the EOC and employ the ICS/NIMS. Small scale or immediate need evacuations may be coordinated on-site as necessary. These on-site coordinated evacuations will also employ the ICS/NIMS. 2. The EOC is responsible for providing support and resources to the incident commander. 3. The Emergency Manager will assist the senior elected official in the EOC and coordinate with the PIO. The Emergency Manager and PIO will have at least one assistant to support 24-hour operations and act in the absence of the primary. 4. In the event an incident is suspected or determined to be a terrorist event, a Joint Operations Center will be established to coordinate Federal and State support. A separate Joint Information Center will provide media interface.
Support Annex 3-7
Tab 1 to Damage Assessment Annex Damage Assessment Team Assignments
The appointed representative from the Department of Building Inspections and/or Planning and Zoning Department will report to the EOC when activated by the Emergency Manager. Damage assessment teams will be assembled and instructions provided relative to the emergency. Team leaders will be designated to compile information for situation and damage assessment reports.
TEAM ASSIGNMENTS (based on categories in Damage Assessment Form)
I. PRIVATE PROPERTY
Category A – Residential/Personal Property
Houses, manufactured homes, apartments, duplexes (identify number of families and units affected) – Include estimate for structures, private bridges, fencing and vehicles/boats.
Team: Building Official/Inspectors Engineers (as needed) Additional staff as needed
Category B – Business and Industry
Industrial plants and businesses (facilities, equipment, materials, commercial vehicles).
Team: Building Official/Inspectors Engineers (as needed) Facility Representatives Additional staff as needed
Category C – Agriculture
An agricultural parcel is at least 5 acres. Include estimate of all damage to houses, manufactured homes, crops (type and acres), farm buildings, livestock (number and type), fencing (in miles) and equipment (pieces and type).
Team: Local Extension Agent/Staff Va. Dept of Forestry Representatives Additional staff as needed
II. PUBLIC PROPERTY
Category A – Debris Clearance
Debris on roads and streets, on public property, on private property and structure demolition.
Team: Director of Public Works/Staff Waste Management Department Staff Additional staff as needed
Category B – Protective Measures
Support Annex 3-8
1. Life and safety (all public safety report costs)
Team: Dept Heads and additional staff as needed
2. Barricading, sandbagging, stream drainage channels, health (rodents/insect control)
Team: Dept Heads and additional staff as needed Virginia Dept. of Health
Category C – Road Systems
Damage to roads and streets, bridges, culverts, sidewalks, traffic control systems.
Team: Virginia Dept. of Transportation
Category D – Water Control Facilities
Damage to dams and drainage systems.
Team: Virginia Dept. of Conservation and Recreation Dinwiddie County Water Authority Virginia Dept. of Transportation Environmental Inspector/Storm Water Management
Category E – Public Buildings and Equipment
Damage to buildings, inventory, vehicles and equipment.
Team: Dept. of Public Works Dept. Heads and additional staff as needed
Category F – Public Utility Systems
Damage to water plants, dams, sanitary/sewage systems and storm drainage systems.
Team: Dinwiddie County Water Authority Additional staff as needed
Category G – Recreational Facilities
Damage to parks, shelters, lighting and equipment.
Team: Parks and Recreation Dept. Additional staff as needed
Support Annex 3-9
Tab 2 to Damage Assessment Annex Individual Assistance Damage Assessment Level Guidelines
Damage Definitions General Description Things to Look For Water Levels DESTROYED DESTROYED DESTROYED DESTROYED Structure is a total loss. Structure leveled above Structure leveled or has More than 4 feet the foundation, or second major in first floor. Not economically floor is gone. Foundation shifting off its foundation feasible to rebuild. or basement is or only the foundation More than 2 feet in significantly damaged. remains. Roof is gone, mobile home. with noticeable distortion to walls. MAJOR MAJOR MAJOR MAJOR Structure is currently Walls collapsed. Exterior Portions of the roof and 2 to 4 feet in first floor uninhabitable. frame damaged. Roof off decking are without basement. Extensive repairs are or collapsed. Major missing. Twisted, bowed, 1 foot or more in first floor necessary to make damage to utilities: cracked, or collapsed with basement. habitable. furnace, water heater, walls. Structure well, septic system. penetrated by large 6 inches to 2 feet in Will take more than 30 foreign object, such as a mobile home days to repair. tree. Damaged with plywood floors. foundation. 1 inch in mobile home with particle board floors. MINOR MINOR MINOR MINOR Structure is damaged and Interior flooring / exterior Many missing shingles, 2 inches to 2 feet in first uninhabitable. Minor walls with minor damage. broken floor without basement. repairs are necessary to Tree(s) fallen on windows and doors. 1 foot or more in make habitable. structure. Smoke Loose or basement. damage. Shingles / roof missing siding. Minor Crawlspace – reached Will take less than 30 tiles moved or missing. shifting or insulation. days to repair. settling of foundation. Sewage - in basement. Minor damage to septic Mobile home, "Belly system. Board" to 6 inches. AFFECTED AFFECTED AFFECTED AFFECTED HABITABLE HABITABLE HABITABLE HABITABLE Structure has received Chimney or porch Few missing shingles, Less than 2 inches in first minimal damage and is damaged. Carpet some broken floor habitable without on first floor soaked. windows. Damage to air Minor basement flooding. repairs. Broken windows. conditioning units / etc. Mobile home, no water Some minor basement in "Belly Board". flooding.
IDA Tips: Estimating Water Depths
Brick - 2 1/2 inches per course Lap or aluminum siding - 4 inches or 8 inches per course Stair risers - 7 inches
Concrete or cinder block - 8 inches per course Door knobs - 36 inches above floor Standard doors - 6 feet 8 inches
Additional information: www.VAEmergency.com Adapted from FEMA 9327.1-PR April 2005 Revised 03/13/07 VDEM
Support Annex 3-10
Tab 3 to Damage Assessment Annex DAMAGE ASSESSMENT TELEPHONE REPORT
DINWIDDIE COUNTY DAMAGE ASSESSMENT TELEPHONE REPORT 1. CALLER NAME 2. PROPERTY ADDRESS (include apt. no; zip code)
3. TELEPHONE NUMBER 4. TYPE OF PROPERTY 5. OWNERSHIP Home Work Cell Single Family Own
Multi-Family (usually Apts.) Rent
Business Lease
(business only) Best time to call Best number to use Check here if residence is a vacation home—not a primary residence 6. CONSTRUCTION TYPE Masonry Wood Frame Mobile Home Manufactured Other 7. TYPE OF INSURANCE Property Sewer Back-up Flood (Structure) Flood (Contents) Wind/Hurricane None
8. DAMAGES (Check all that apply)
HVAC Yes No Water Heater Yes No Electricity On Off Natural Gas On Off
Roof Intact Yes No Foundation Yes No Windows Yes No Sewer OK Not OK
Major Appliances Yes No Basement Flooding Yes - Depth____Feet Furnace Yes No
9. SOURCE OF DAMAGES
Sewer back-up Primarily Flood Wind/Wind driven rain Tornado Other ______
10. Based on the damages reported, the property is currently Habitable Uninhabitable
11. CALLER’S ESTIMATE OF DAMAGES REPAIRS CONTENTS TOTAL
$ $ $ 12. COMMENTS
12. CALL TAKER 13. DATE & TIME REPORT TAKEN
Support Annex 3-11
Tab 4 to Damage Assessment Annex Public Assistance Damage Assessment Guidelines
Category Purpose Eligible Activities A: Debris Clearance of trees and woody debris; Debris removal from a street or highway to allow the Removal building wreckage; sand, mud, silt, and safe passage of emergency vehicles gravel; vehicles; and other disaster-related material deposited on public and, in very Debris removal from public property to eliminate health limited cases, private property and safety hazards B: Emergency Measures taken before, during, and after a Emergency Operations Center activation Protective disaster to save lives, protect public health Measures and safety, and protect improved public Warning devices (barricades, signs, and and private property announcements) Search and rescue Security forces (police and guards) Construction of temporary levees Provision of shelters or emergency care Sandbagging • Bracing/shoring damaged structures Provision of food, water, ice and other essential needs Emergency repairs • Emergency demolition Removal of health and safety hazards C: Roads and Repair of roads, bridges, and associated Eligible work includes: repair to surfaces, bases, Bridges features, such as shoulders, ditches, shoulders, ditches, culverts, low water crossings, and culverts, lighting and signs other features, such as guardrails. D: Water Control Repair of irrigation systems, drainage Channel alignment • Recreation Facilities channels, and pumping facilities. Repair of levees, dams, and flood control channels Navigation • Land reclamation fall under Category D, but the eligibility of Fish and wildlife habitat these facilities is restricted Interior drainage • Irrigation Erosion prevention • Flood control E: Buildings and Repair or replacement of buildings, Buildings, including contents such as furnishings and Equipment including their contents and systems; interior systems such as electrical work. heavy equipment; and vehicles Replacement of pre-disaster quantities of consumable supplies and inventory. Replacement of library books and publications. Removal of mud, silt, or other accumulated debris is eligible, along with any cleaning and painting necessary to restore the building. All types of equipment, including vehicles, may be eligible for repair or replacement when damaged as a result of the declared event. F: Utilities Repair of water treatment and delivery Restoration of damaged utilities. systems; power generation facilities and distribution lines; and sewage collection Temporary as well as permanent repair costs can be and treatment facilities reimbursed. G: Parks, Repair and restoration of parks, Roads, buildings, and utilities within those areas and Recreational playgrounds, pools, cemeteries, and other features, such as playground equipment, ball Facilities, and beaches. This category also is used for any fields, swimming pools, tennis courts, boat docks and Other Items work or facility that cannot be ramps, piers, and golf courses. characterized adequately by Categories A-F Grass and sod are eligible only when necessary to stabilize slopes and minimize sediment runoff. Repairs to maintained public beaches may be eligible in limited circumstances.
Only states, local government agencies and authorities, public utilities, and certain non-profit organizations may be eligible for Public Assistance grants. Eligibility Criteria: Virginia Population per latest US Census x annual multiplier for state eligibility; Locality population per latest US Census x annual local multiplier for local eligibility.
Adapted from the Public Assistance Guide, FEMA 322 ; Additional policy information is available at http://www.fema.gov/government/grant/pa/policy.shtm
Support Annex 3-12
Tab 5 to Damage Assessment Annex Public Assistance Damage Assessment Field Form
Support Annex 3-13
Tab 6 to Damage Assessment Annex Cumulative Initial Damage Assessment Report
PRIMARY: Input into WebEOC SECONDARY: VDEM VEOC Phone Number (804) 674-2400 Fax Number (804) 674-2419
Jurisdiction: Date/Time IDA Report Prepared: Prepared By: Call back number: Fax Number: Email Address:
Part I: Private Property CUMULATIVE DAMAGES % # # Major # Minor # Dollar % Flood Property % % Type Property Destroyed Damage Damage Affected Loss Insured Insured Owned Secondary Single Dwelling Houses (inc. condo units) Multi-Family Residences (count each unit) Manufactured Residences (Mobile)
Business/Industry Non-Profit Organization Buildings Agricultural Facilities
Part II: Public Property (Includes eligible non-profit Facilities) CUMULATIVE DAMAGES Estimated Dollar % Type of Property Loss Insured Category A (Debris Removal) Category B (Emergency Protective Measures) Category C (Roads and Bridges) Category D (Water Control Facilities) Category E (Public Buildings and Equipment Category F (Public Utilities) Category G (Parks and Recreation Facilities) TOTAL Additional Comments:
Support Annex 3-14
Support Annex 3-15
Support Annex 4 EVACUATION
Coordinating Agency
Emergency Management
Cooperating Agencies
Department of Social Services Dinwiddie County Sheriff’s Office Other Law Enforcement Agencies Dinwiddie County Public Schools Dinwiddie Fire & EMS Department of Health Dinwiddie County Animal Control Dinwiddie Emergency Communications Virginia Dept. of Transportation Private Sector Transportation
Introduction Purpose: The Evacuation Support Annex describes the coordinated process to ensure a smooth evacuation of any portion or all of Dinwiddie County attributable to a hazard including a catastrophic event. Additionally, the plan outlines details of an evacuation process for events occurring without warning, and the transportation components necessary to address the operations of assembly areas that may be used during a declaration of emergency.
Scope: This annex is applicable to departments and agencies that are participating and responding with assistance to an evacuation as coordinated by Emergency Management. This document will address wide-ranging scenarios with no consideration for special incident(s) at this time. There are four basic scenarios in which a planned evacuation or evacuation without warning may be required:
1. Catastrophic event with warning – An event where citizens may need to evacuate or shelter in place then seek evacuation; citizens will not be able to return home in a reasonable period of time. Examples may include major hurricanes, wild land fires and severe riverine flooding. 2. Disruptive event with warning – An event where citizens may need to evacuate; citizens will be able to return home in a reasonable period of time. Examples may include hurricanes, minor to moderate flooding events, or hazardous materials events.
Support Annex 4-1
3. Catastrophic event without warning – An event where citizens need to take immediate action to protect themselves which may or may not involve evacuation efforts after the event. Citizens will not be able to return home in a reasonable period of time. Examples may include terrorism events, severe tornadoes and hazardous material events. 4. Disruptive event without warning – An event where citizens need to take immediate action to protect themselves which may or may not involve evacuation after an event. Citizens will be able to return home within a reasonable period of time. Examples may include severe weather, flash flooding and transportation accidents.
Definitions: Assembly Area: Site where mass transit resources collect as directed by the EOC to assist in the transporting of populations out of the risk area.
Evacuation Route - Road or highway designated as a primary route for motorists evacuating from the threat.
Evacuee: A person moving out of the risk area of a potential or occurring hazard. Evacuees are designated into those that are transit dependent and those who are “self- evacuating”. Transit dependent evacuees may require public transportation for immediate life safety, and it is assumed that this population will require public sheltering. The self-evacuating population can be categorized into two groups: evacuees with end- point destinations (i.e. hotel, family or friends’ home) and evacuees without end point destinations. It is possible that the self-evacuating population without end-point destinations will require public sheltering.
Pick-up Point: Site that is used to pick up transit dependent evacuees to move them to the assembly area(s) to be transported out of the risk area.
Refuge of Last Resort: A facility that may be identified that can provide temporary relief from the risk. A refuge of last resort is not intended to be designated as a “shelter” and may not be able to provide basic services such as food, accommodations for sleeping or first aid, but security is provided. It should be considered only as a probable safe haven for evacuees who are unable to clear the area until the risk passes. IN many cases these sites can be pre-identified.
Shelter – A facility where evacuees with no end destination point can be processed evaluated and provided disaster services from government agencies and/or pre- established voluntary organizations. This facility is generally designed for stays less than 3 days. Supplies available are meals and water for 3 days, basic first aid, pet sheltering (if applicable,) sleeping quarters, hygienic support and basic disaster services (counseling, financial assistance and referral, etc.)
Assumptions: 1. A decision to implement voluntary or mandatory evacuation may require interaction and coordination between local, state, federal and certain private sector entities.
Support Annex 4-2
2. Warning time, in the case of a hurricane or riverine flood, will normally be available to evacuate the threatened population. A local evacuation might be needed because of a hazardous materials incident, major fire, terrorist incident or other incident. Additional regional and/or county/city-wide evacuations may be necessary in the event of a larger incident such as an impending hurricane. 3. Given warning of an event, a portion of the population will voluntarily evacuate before an evacuation has been recommended or directed. Most people who leave their homes will seek shelter with relatives, friends or in motels. 4. Evacuation of people at risk for emergency situations that occur with little or no warning will be implemented as determined necessary to protect life and property. Evacuation instructions should be based on known or assumed health or safety risks associated with the hazard. The individual responsible for implementing it should be the Incident Commander at the scene of the emergency, with support from the EOC as necessary. 5. The timing of an evacuation directive will be determined by the circumstances of the event. 6. A hazard analysis and vulnerability assessment has been completed which identifies the types of threats, the areas and population along the established evacuation routes most vulnerable to these threats. A hazard analysis has also been completed for routes that will be used primarily for pedestrian traffic. 7. During events without warning, there might be limited to no time prior to the event to implement more formalized evacuation processes. 8. Emergency evacuations might require evacuation of all or part of a Jurisdiction or neighborhood. Evacuation from a designated risk area will affect adjacent and outlying areas within and outside of the Jurisdiction. Traffic control resources must be in place prior to public release of an evacuation order. 9. Evacuation will require a greater lead-time to implement than that of in-place sheltering. A delayed evacuation order could endanger the lives and result in civil disorder. 10. There are on-going efforts to proactively reach out and educate citizens on family preparedness, evacuation procedures, and other resources on these subjects. 11. Evacuation procedures, to include notification and routing, will be made available to the public by all available means. 12. The primary means of evacuation from any event will be private vehicles. 13. Residents who are ill or disabled may require vehicles with special transportation capabilities. 14. Stranded motorists could present significant problems during an evacuation situation. 15. Evacuation or protective action guidance must be communicated in a clear, concise and timely manner in order to ensure the effective implementation of the strategy recommended. A variety of communication pathways may have to be utilized in order to effectively communicate the hazard, level or risk and the recommended evacuation or protection action to the public. 16. Some owners of companion animals might refuse to evacuate unless arrangements have been made to care for their animals. 17. Despite the comprehensive effort implemented to communicate evacuation or protective action guidance, some segments of the population might not receive or follow the instructions given. 18. Every hospital, long-term care facility and home health agency is to have plans in place to shelter in place, evacuate patients in their care, transport them to safe and secure alternate facilities and support their medical needs.
Support Annex 4-3
19. Local emergency managers have been given the authority to review and collaborate with managers of nursing homes, childcare facilities and assisted living facilities in developing emergency plans.
Policies: Under the provisions of Section 44-146.17 of the Commonwealth of Virginia Emergency Services and Disaster Law, the Governor may direct and compel evacuation of all or part of the populace from any stricken or threatened area if this action is deemed necessary for the preservation of life or other emergency mitigation, response or recovery; prescribe routes, modes of transportation and destination in connection with evacuation; and control ingress and egress at the emergency area, the movement of persons within the area and the occupancy of premises therein provided resources are in place to support such an operation.
Concept of Operations Organization: The Director of Emergency Management (County Administrator) has the responsibility to direct an evacuation. In his absence, the Deputy Director, the Emergency Management Coordinator, the Deputy Coordinator and/or the Sheriff may order and direct an evacuation.
In small-scale incidents or incidents needing immediate evacuation, the on-scene incident commander will have the authority to determine and implement evacuation orders. The implementation of the evacuation will be managed in a unified command format to best integrate all necessary ESFs for a successful result. This concept will also be utilized to coordinate without warning evacuations.
Emergency Management Director and/or Incident Commander On-Scene
ESF #1 ESF #13 ESF #6 Transportation Public Safety and Mass Care, Housing Security and Human Services
Traffic Management Traffic Control Sheltering/Refuges Va. Dept. of Dinwiddie Sheriff’s Dept. of Social Transportation Office Services
Evacuee Transport Security Public Schools/Private Dinwiddie Sheriff’s Sector/Fire & EMS Office
Support Annex 4-4
Additional ESFs may need to be utilized to enhance the results of the evacuation such as ESF 7 (Resource Management) and ESF 5 (Emergency Management). If the incident involves chemicals or radiation that may cause contamination of evacuees, staff or workers, ESF 8 (Health and Medical) and ESF 10 (Oil and Hazardous Materials) may also be needed. The primary ESFs as listed will utilized their full ESF specific annex and any supporting agencies and ESFs to implement their portion of the evacuation.
Responsibilities:
1. Virginia Department of Transportation Assist with traffic control in the event of an emergency requiring evacuation, in accordance with Highway Laws of Virginia and the policies of the State Highway Commission and any local laws and ordinances; Assist in moving motorists to refuges of last resort as an event with warning approaches; Maintain evacuation routes Develop, review and test the jurisdiction’s evacuation plans, policies and procedures; and Provide signage and other resources to facilitate evacuees movement out of the area or to shelters or refuges of last resort
2. Sheriff’s Office/Other Law Enforcement Coordinate traffic control in the event of an emergency requiring evacuation in accordance with Highway Laws of Virginia and the policies of the State Highway Commission and any local laws and ordinances; Assist with “door to door” evacuation notifications should the situation require it. Coordinate resources and information with state and adjacent jurisdiction law enforcement; Assist in directing motorists to refuges of last resort as an event with warning approaches; Provide security for ingress and egress of the evacuated area(s) and for assembly points, shelters and refuges of last resort; Assist with the development, review and testing of the Jurisdiction’s evacuation plans, policies and procedures
3. Department of Social Services Assist in selection of and initiation of sites to serve as refuges of last resort and shelters; Fulfill mass sheltering plan as required in response to an evacuation Assist with outreach efforts to citizens on evacuation education pre-event and notification during an event regarding personal evacuation and sheltering planning; Assist with the development, review and testing Jurisdiction evacuation plans, policies and procedures
Support Annex 4-5
4. Emergency Management Recommend policies, procedures and projects necessary for the implementation of evacuation plans for the locality; Facilitate training to local agencies and other organizations regarding evacuation plans; Provide subject matter expertise as needed; Publish approved policy guidance including performance measures; Coordinate evacuation efforts with external agencies including, federal, state and other localities; Coordinate and disseminate public information through all media types regarding evacuation efforts pre-event, during the event and post-event; Assist with the development, review and testing of evacuation plans, policies and procedures
5. Public Schools Assist with transportation assets including accessible vehicles to facilitate movement of evacuees from pick up points to assembly areas, and/or from assembly areas out of the impacted area. Provide access and support to school facilities that may be used as assembly areas, shelters and/or refuges of last resort
6. Animal Control Institute Support Annex #1-Animal Protection Plan in support of an evacuation
7. Fire & EMS Assist with “door to door” notifications as needed. Conduct or support operations to evacuate areas that may have limited accessibility Provide medical transport for evacuees that may have to by moved by ambulance or with EMS support Provide decontamination for evacuees leaving areas involving hazardous materials
Action Checklist Mitigation/Prevention:
1. Any special facilities will be encouraged to develop emergency procedures and evacuation plans for those charged to their care and custody and provide them to the Emergency Management Coordinator for comment and review; The local emergency agency has the authority to review and suggest amendments to the emergency plans of nursing homes, assisted living facilities, adult day care centers and child day care centers located in the jurisdiction. 2. Citizens will be encouraged to develop household emergency plans that would include their pets and any other dependents in all aspects of response including evacuation and sheltering; and
Support Annex 4-6
Preparedness:
1. Develop, review and test local evacuation plans, policies and procedures; 2. Provide training to agencies and staff on task-appropriate plans, policies and procedures; 3. Provide adequate support for evacuation preparedness and planning, including identification of assembly areas and pick up points. 4. Develop the necessary logistical support to carry out emergency tasking. Instruct all departments to maintain an inventory of supplies on hand; 5. Selection, prepare plans for and initiate sites to serve as refuges of last resort and/or shelters; 6. Develop the necessary mutual aid agreements, sample contracts, and listing of potential resource providers to expedite the procurement of anticipated resource needs for emergency operations; 7. Develop and maintain the necessary measures to protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster; and
Response:
1. Implement evacuation plans, policies and procedures to ensure the safe, sanitary and efficient response to an emergency, as well as support and maximize claims of financial assistance from state and federal governments, and facilitate audits following the disaster; 2. Provide on-the-spot training as necessary on task-appropriate plans, policies and procedures; 3. Provide adequate support for evacuation response. Report any shortfalls and request needed assistance or supplies; 4. Implement mutual aid agreements, contracts, and the listing of potential resource providers to fill resource needs for emergency operations; 5. Provide evacuation support in a timely manner; 6. Coordinate information dissemination internally and externally; 7. Protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster; 8. Insure appropriate recordkeeping such that federal or state disaster assistance can be sought for reimbursement of disaster related expenditures; and
Recovery:
1. Complete an event review with all responding parties; 2. Review evacuation plans, policies and procedures in respect to the recent emergency response. Update as necessary and disseminate; 3. Review and update the necessary logistical support to carry out emergency tasking. Instruct all departments to replenish used on-hand inventory of supplies; 4. Review mutual aid agreements, sample contracts, and listing of potential resource providers in respect to recent emergence response. Update as necessary and disseminate;
Support Annex 4-7
5. Review measures to protect vital records, critical systems, and essential operations to ensure their uninterrupted continuation during a disaster, as well as to facilitate their full restoration if impacted by the disaster. Update as necessary and disseminate; 6. Assist the Department of Finance in the preparation and submission of disaster assistance applications to the appropriate state and/or federal agencies for reimbursement of disaster related expenditures; and
Administration and Logistics
Administration:
Basic administrative and accountability procedures for any evacuation will be followed as required by Jurisdiction, state and federal regulations. As with any disaster or incident response, the ICS/NIMS will be used to organize and coordinate response activity.
Logistics:
If supplies, materials, and equipment are required, records will be maintained in accordance to local, state and federal reporting requirements. All procurement processes will also follow appropriate local procurement policies and regulations, and state and federal policies and regulations as necessary.
Public Information:
The Public Information Officer will follow procedures established in the Public Affairs Support Annex to: 1. Ensure prior coordination with appropriate evacuation coordination ESFs to provide periodic spot announcements to the public on pertinent aspects of the emergency; and 2. Ensure availability of the media in the event an emergency requiring evacuation arises.
Plan Development and Maintenance
This plan should be reviewed annually in its entirity for any needed updates, revisions, or additions. It is the responsibility of the local government’s lead agency this is completed. This plan should also be reviewed after every incident in which it is activated to reflect any needed updates, revisions or additions that were found within that response effort.
Support Annex 4-8
Tab 1 to Evacuation Annex Assembly Area/Refuges of Last Resort
Location Address Assembly Refuge Shelter Dinwiddie County Yes Yes Limited High School 11501 Boisseau Road Eastside Community 7301 Boydton Plank Yes Yes No Enhancement Center Road, Ragsdale 20916 Old School Road Yes Yes No Community Center Sutherland 6300 R.B. Pamplin Drive Yes Yes Limited Elementary School Dinwiddie 13811 Boydton Plank Yes Yes Yes Elementary School Road Sunnyside 10203 Melvin Yes Yes No Elementary School Alsbrooks Avenue Midway Elementary 5511 Midway Road Yes Yes No School Southside Historic 12316 Boydton Plank Yes Yes No High School Road Southside 10305 Boydton Plank Yes Yes No Elementary School Road Richard Bland 11301 Johnson Road Yes Yes No College Carson Volunteer 19806 Halifax Road Yes No No Fire Dept Old Hickory 25813 Courthouse Yes No No Volunteer Fire Road Dept.
Support Annex 4-9
Support Annex 4-10
Emergency Operations Plan Support Annex 5
County of Dinwiddie, Virginia Debris Management Plan
May 2019
TABLE OF CONTENTS
County of Dinwiddie Debris Management Plan
I. Authority ...... 1 II. Overview ...... 1 A. Background ...... 1 B. Purpose ...... 1 C. General Approach ...... 2 D. Planning Basis and Assumptions ...... 2 E. Federal Assistance ...... 3 III. Debris Management Organization and Staff Responsibilities ...... 4 A. Debris Response and Recovery Primary and Support Agencies ...... 4 1. Department of Public Works ...... 4 2. Department of Transportation (DOT) ...... 4 3. Fire and Emergency Medical Services ...... 5 4. Emergency Management ………………………………………………………………………………5 5. Sheriffs Office ...... 5 6. Electric Power Company ...... 6 7. GIS………………………………………………………………… ……………………………....…....6 B. Debris Response and Recovery Organization and Responsibilities ...... 6 1. Debris Manager ...... 6 2. Deputy Debris Manager...... 7 3. Public Information Officer ...... 8 IV. Debris Management Response and Recovery Operations ...... 9 A. Damage Assessment Teams ...... 9 B. Phase I – Initial Response ...... 10 C. Phase II - Recovery...... 11 D. Phase II Debris Removal and Disposal Overview ...... 12 E. Phase II Debris Removal and Disposal Operations ...... 13 1. Debris Contractor Oversight Team ...... 14 a. Roving Monitors ...... 14 b. Load Site Monitors ...... 16 c. Disposal Site Monitors ...... 16 2. Franchise Garbage Contractors ...... 16 3. Household Hazardous Waste and White Goods ...... 17 4. Utility Company Property ...... 17 5. Equipment Assets ...... 17 6. Contractor Debris Removal and Disposal Operations ...... 17 7. Temporary Debris Management and Landfill Sites ...... 19 8. Load Ticket Disposition ...... 20 9. Temporary Debris Management Site Setup and Closeout Procedures ...... 20 10. Private Property Debris Disposal ...... 20 11. Recycling Storm Debris……………………………………………………………………....21
12. Permitting………………………………………………………………………………...…...21 13. Environmental Requirements…………………………………………………………….…...22 14. Health and Safety ……………………………………………………………………...……..22
V. Weapons of Mass Destruction/Terrorism Event ...... 23 VI. Administration and Logistics ...... 23
LIST OF APPENDICES
Appendix A Acronyms and Definitions………………………………………………………………..25 Appendix B Debris Control Zone Index Map…………………………………………………………30 Appendix C Critical Facilities ………………………...………………………………………………32 Appendix D Primary Road Clearance List …………………………………………………………….33 Appendix E Temporary Debris Staging and Reduction Sites and Transfer Sites……………………...34 Appendix F Debris Contract Oversight Team Standard Operating Guidelines……………………….35 Appendix G Debris Clearing, Removal, and Disposal Guidelines ……………………………………47 Appendix H Debris Management Equipment Assets ………………………………………………….58 Appendix I Debris Removal, Applicant’s Contracting Checklist…………………………………….59
COUNTY OF DINWIDDIE DEBRIS MANAGEMENT PLAN
Authority
This Plan is developed, promulgated, and maintained under the following State and Federal statutes and regulations:
Public Law 93-288 as amended by Public Law 100-107, the Stafford Disaster Relief and Emergency Assistance Act and in this plan as “the Stafford Act.” Public Law 81-920, Federal Civil Defense Act of 1950, as amended. CFR, Title 44, Part 200 et seq. Dinwiddie County Emergency Operations Plan, dated May 16, 2006
Overview
Background The institutions of the County of Dinwiddie, along with the natural and built environment, present opportunities for a number of potential natural and technological disasters or emergencies. The Office of the County Administrator, is responsible for the overall response of Dinwiddie County assets to an incident, and has tasked the Division of Fire & EMS with the responsibility for planning and emergency preparedness, response and recovery, and mitigation activities. The County of Dinwiddie coordinates with the Virginia Department of Emergency Management (VDEM) in response to disasters, emergencies, severe weather conditions, and other catastrophic events.
The County subscribes to the guidance developed by VDEM and the Dinwiddie County Emergency Operations Plan (EOP) as developed and maintained by the Division of Fire & EMS. The EOP establishes responsibilities for each County government agency and sets forth lines of authority and organizational relationships that are essential for the protection of the public. The EOP also establishes the concepts and policies under which all elements of the County government will operate during disasters and emergencies by providing for the integration of those resources.
This Plan is based on guidance provided by Dinwiddie County governmental agencies and procedures outlined in the County of Dinwiddie Emergency Operations Plan. This Plan focuses on the types of activities that are likely to be required during a disruption or emergency, without regard to the type or cause.
Purpose
This Plan has been developed to provide the framework for the County government and other entities to clear and remove debris generated during a public emergency within the jurisdictional boundaries of Dinwiddie County. This Plan unifies the efforts of public and private organizations for a comprehensive and effective approach to:
1
Provide organizational structure, guidance, and standardized guidelines for the clearance, removal, and disposal of debris caused by a major debris-generating event.
Establish the most efficient and cost effective methods to resolve disaster debris removal and disposal issues.
Implement and coordinate private sector debris removal and disposal contracts to maximize cleanup efficiencies.
Expedite debris removal and disposal efforts that provide visible signs of recovery designed to mitigate the threat to the health, safety, and welfare of residents.
Coordinate partnering relationships through communications and pre-planning with local, State, and Federal agencies that have debris management responsibilities.
General Approach
The County of Dinwiddie is vulnerable to numerous natural and technological hazards, including severe weather and hazardous materials spills. Inland effects of tropical storms and hurricanes, tornadoes, severe lightning, wind storms, hail and floods pose the highest natural threats to the County. Critical government and private facilities are potential targets for terrorist attack. The County can manage many disaster situations with internal resources. However, there are potential debris-generating events that may overwhelm the County’s assets and capabilities.
This Plan establishes the framework within which the County will respond and coordinate the removal and disposal of debris generated by potential manmade and natural disasters. This Plan will also address the potential role that State and Federal agencies and other groups will take in a debris operation.
This Plan defines the roles and responsibilities of local emergency managers with respect to debris planning prior to an event and actions following a major debris-generating event.
Planning Basis and Assumptions
Natural disasters such as hurricanes, tornadoes, and flooding precipitate a variety of debris that includes, but is not limited to, trees and other vegetative organic matter, construction materials, appliances, personal property, mud, and sediment. Man-made disasters such as terrorist attacks may result in a large number of casualties and heavy damage to buildings and basic infrastructure. Crime scene constraints may hinder normal debris operations, and contaminated debris may require special handling. These factors will necessitate close coordination with local and Federal law enforcement, health, and environmental officials.
This Plan takes an all-hazards approach to identifying and responding to the following hazards that may pose a threat to Dinwiddie County:
Natural Hazards – severe weather, hurricanes, tornadoes, flooding, hail, or earthquakes;
Human-caused Events and Hazards – wild land fires, special events, civil disorder, or transportation accidents; and
2
Terrorist Incidents – bomb threats or attacks, sabotage, hijacking, armed insurrection, or Weapons of Mass Destruction (WMD) incidents.
The quantity and type of debris generated, its location, and the size of the area over which it is dispersed will have a direct impact on the type of removal and disposal methods utilized the associated costs, and the speed with which the problem can be addressed. Further, the quantity and type of debris generated from any particular disaster will be a function of the location and kind of event experienced, as well as its magnitude, duration, and intensity.
This Plan addresses the clearing, removal, and disposal of debris generated by the above hazards based on the following assumptions:
A major natural or man-made disaster that requires the removal of debris from public or private lands and waters could occur at any time;
The amount of debris resulting from a major natural disaster will exceed Dinwiddie County’s in-house removal and disposal capabilities;
Dinwiddie County will contract for additional resources to assist in the debris removal, reduction, and disposal processes;
Federal assistance will be requested to supplement Dinwiddie County’s debris capabilities in coordination with the Debris Manager.
Federal and State Assistance
The County Public Works Director will serve as the Debris Manager. The Debris Manager will request Federal or state assistance when the debris-generating event exceeds Dinwiddie County’s in-house debris clearing, removal, and disposal capabilities. The request will be submitted to the Director of Emergency Management or his/her designee in the Emergency Operations Center (EOC). The Director of Emergency Management will forward the request to the Virginia Emergency Operation Center (VEOC), which will coordinate the request for a mission assignment with the Federal Emergency Management Agency (FEMA). Typically, when mission assigned by FEMA, the U.S. Army Corps of Engineers (USACE) will provide a liaison to the County EOC when activated. This liaison will serve as an advisor to the EOC staff providing advice as needed and ensuring that the USACE is prepared to respond when tasked.
If USACE resources are deployed to the County, USACE will coordinate with the County debris management staff on the use of any pre-identified debris management sites and disposal sites, and identify/acquire other sites as required to accomplish the mission assignment.
3
Debris Management Organization and Staff Responsibilities
Debris Response and Recovery Primary and Support Agencies
One of the primary functions of this Plan is to clearly delineate a basic organization and assign specific responsibilities. During the conduct of debris operations, many issues will arise that are not specifically mentioned in this Plan. However, responsibilities are sufficiently defined so that unexpected issues can be assigned and resolved efficiently.
Specific responsibilities of the various primary and supporting agencies are shown in the sections that follow:
Department of Public Works
The Department of Public Works responsibilities include, but are not limited to, the following with respect to any and all debris management issues:
Designate the Director of Public Works as the Debris Manager to oversee debris clearance and removal operations in the County.
Designate the Assistant Director of Public Works as the Deputy Debris Manager
Provide personnel and equipment to assist in clearing major evacuation routes and access to critical facilities.
Provide personnel and equipment to remove and dispose of debris Primary Point of Contact: Director of Public Works, (804) 469-4545
Virginia Department of Transportation (VDOT)
VDOT’s responsibilities include, but are not limited to, the following with respect to any and all debris management activities:
Liaise with the Dinwiddie County EOC to coordinate all VDOT personnel and equipment debris assignments along State and Federal Highways.
Provide personnel and equipment to initiate the clearing of emergency evacuation routes and access to critical facilities throughout the County in coordination with VDOT road clearing efforts
Primary Point of Contact: Virginia EOC (ESF #1-Transportation) (804) 674-2400 VDOT Petersburg Residency (804) 862-4000
4
Fire and Emergency Medical Services
Respond to fire and other emergencies at debris management sites.
Assist with emergency debris-clearing efforts to facilitate evacuation or ingress of emergency resources
Respond to requests to investigate and handle hazardous materials incidents.
Approve debris management burn sites in accordance with appropriate local requirements to ensure safe burning.
Issue bans on open burning based upon assessment of local conditions and ensure dissemination of information to the public.
Supervise burn sites in accordance with all appropriate local requirements to ensure safe burning, subject to amendments by the Health Department and/or Fire Marshal.
Primary Point of Contact: Chief of Fire & EMS, (804) 469-5388
Emergency Management
Coordinate debris management efforts as a component of the County’s emergency operations
Provide tracking and documentation needed for FEMA reimbursement including force account and contract labor and services.
Authorize the augmentation of local debris management efforts by state and federal resources if local capabilities become overwhelmed
Oversight of the purchasing function to acquire equipment to perform immediate emergency debris clearance to ensure life safety, incident stabilization, and property protection
Oversight of purchasing function for emergency and non-emergency goods and services associated with the debris removal process
Primary Point of Contact: EM Coordinator, (804) 469-5388
Sheriffs Office
Assist in monitoring illegal dumping activities.
Assist in monitoring debris management sites to ensure compliance with local traffic regulations.
5
Coordinate traffic control at all loading sites and at entrances to and from debris management sites
Primary Point of Contact: Sheriff, (804) 469-4550
Electric Power Companies Coordinate with the Debris Manager with regards to debris removal along electrical easements and rights-of-way to ensure that all lines are de-energized.
Primary Point of Contact: Dominion Virginia Power, Southside Electric Cooperative and Prince George Electric Cooperative
7. GIS Coordinate requests for maps and other geo-spatial assets needed for debris removal operations.
Point of Contact: Director of Planning (804) 469-4500
Debris Response and Recovery Organization and Responsibilities
This section of the Plan provides a listing of primary debris-related responsibilities for directors and managers, as well as debris-specific assignments for tasks and issues that normally arise during debris operations.
Debris Manager
The Director of Public Works will assume the role of the County Debris Manager. This individual’s responsibilities include, but are not limited to, the following with respect to any and all debris management issues:
Receive regular updates regarding cleanup progress and any problems encountered or expected.
Oversee and monitor all debris management operations from the Emergency Support Function (ESF) #3 desk at the County EOC.
Identify agency staff members for debris management monitoring duties (Roving, Load Site, and Disposal Site Monitors).
6
Make recommendations for County force account and Contractor work assignments and priorities based on the County Debris Control Zones. Appendix B contains a map showing the boundaries of the various Debris Control Zones.
Providing input to the EOC PIO on debris removal and disposal activities.
Coordinating with the State on debris issues affecting adjacent counties.
Coordinating with the following Federal agencies in the event of a major natural or man-made debris-generating disaster that exceeds the City/County’s capabilities:
- Federal Emergency Management Agency (FEMA) - U.S. Army Corps of Engineers (USACE)
Provide yearly training and refresher training for all personnel assigned to debris management monitoring responsibilities.
Coordinate training requirements with County departments.
Communicate timely information to the County Administrator and the County EOC staff regarding the status of the debris clearing, removal, and disposal operations.
Assure that the County is represented at all meetings with other government and private agencies involved with the debris cleanup operation.
Coordinate with appropriate County, State, and Federal agencies, including FEMA, USACE, and others as appropriate.
Obtain all necessary regulatory permits for debris collection, reduction, temporary storage, and final disposal.
The Debris Manager will activate and fully implement the debris management plan upon notification by the Director of Emergency Management
Appoint a Deputy Debris Manager responsible for daily operation control of debris management efforts
Point of Contact: Director of Public Works (804) 469-4545
Deputy Debris Manager
The Deputy Debris Manager position will be assumed by the Assistant Director of Public Works and will be supported by a joint debris staff made up of personnel from other County departments, including Maintenance, Public Works, Recreation and Public Schools. The joint staff will constitute the daily operating element of the Emergency Support Function #3 desk at the County EOC.
7
The Deputy Debris Manager is responsible for daily operational control of the debris management staff. The Deputy Debris Manager will receive current information on the severity of the disaster from the EOC. All requests for debris removal or disposal from the emergency response staff will go through the Emergency Support Function (ESF) #3 desk to the Deputy Debris Manager. Requests for debris removal from public facilities and roadways will be reviewed and approved by the Debris Manager before being directed to the appropriate Debris Coordinator to implement the request.
The Deputy Debris Manager will appraise the extent of damage and resulting debris and issue directives to the appropriate personnel
The Deputy Debris Manager will ensure that all Contractor debris removal and disposal operations are properly monitored utilizing personnel assigned to the Debris Contractor Oversight Team or by contracted monitoring services.
The Deputy Debris Manager will keep the Debris Manager and EOC staff informed on all ongoing debris management operations through, at a minimum, daily meetings and/or reports.
The Deputy Debris Manager will maintain a daily journal and file on all debris related documents and issues.
Point of Contact: Director of Public Works (804 )469-4545
Public Information Officer
The Debris Manager will communicate pertinent information regarding debris management operations to the Public Information Officer. The PIO will develop a proactive information management plan. Emphasis will be placed on actions that the public can perform to expedite the cleanup process. Flyers, newspapers, radio, and TV public service announcements will be used to encourage public cooperation for such activities as:
Separating burnable and non-burnable debris;
Segregating Household Hazardous Waste (HHW);
Placing disaster debris at the curbside;
Keeping debris piles away from fire hydrants and valves;
Reporting locations of illegal dump sites or incidents of illegal dumping;
Segregating recyclable materials; and
Disseminate pickup schedules through the local news media.
8
Debris Management Response and Recovery Operations
The Debris Manager will be the single point of contact to coordinate and control all personnel and equipment responding to a major debris-generating event. This Plan provides guidance for the efficient and effective control and coordination of initial debris assessments through debris clearance, removal, and disposal operations.
Damage Assessment
The County Debris Manager is responsible for coordinating impact assessment for all County public structures, equipment, and debris clearance immediately following a large-scale disaster. Impact assessments are performed by Damage Assessment Teams and used to prioritize impacted areas and resource needs. The teams will be composed of Building Inspections, Planning, Maintenance and Public Works personnel. These teams may also be supported by Sheriffs Office and Fire & EMS personnel or other departments as assigned by the EOC.
The Deputy Debris Manger will have the primary mission of coordinating the efforts of County personnel and VDOT to identify debris impacts on critical roads and make initial estimates of debris quantities. Based on this prioritization, the Debris Manager will issue urgent assignments to clear debris from at least one lane on all evacuation routes and identified primary and secondary roads to expedite the movement of emergency service vehicles such as fire, police, and medical responders. A listing of Critical Facilities is provided in Appendix C. A Priority Primary Road Clearance List is found in Appendix D.
Damage Assessment Teams will conduct initial zone-by-zone windshield surveys to identify the type of debris and to estimate amounts of debris on the roadways and on private and public property. The results of the windshield surveys will be provided to Debris Manager and to the Emergency Management Coordinator at the County EOC.
Based upon the results of the damage assessment, the Debris Manager, in conjunction with the Emergency Management Coordinator and the County Administrator, make two determinations:
a. The first determination will be whether or not the extent of debris present is within the abilities of County personnel and resources to clear and remove using County resources or through existing MOU’s/MOA’s with other local governments or private sector partners.
b. The second determination will be whether the damage within the County is of such an extent that a state or federal disaster declaration will be necessary.
Given these two determinations, the Debris Manager, Emergency Management Coordinator, and County Administrator will jointly make the decision to handle debris management functions using County and mutual aid resources, or to activate pre-sited debris management contracts through the Virginia EOC.
9
B. Establishment of Incident Priorities
The Debris Manager will establish initial priority for debris clearance based upon the following ranking as provided by the Damage Assessment Teams:
Extrication of people.
Major flood drainage ways.
Egress for fire, police, and Emergency Operations Center.
Ingress to hospitals, jail, and special care unit.
Access for utility restoration.
Major traffic routes.
Supply distribution points and mutual aid assembly areas.
Government facilities.
Public Safety communications towers.
Shelters.
Secondary roads to neighborhood collection points.
Neighborhood streets.
Private property adversely affecting public welfare.
During the debris clearance and removal process, the debris management staff will be responsible for coordinating with the Deputy Debris Coordinator and other utility companies (such as telephone and cable TV) as appropriate to ensure that power lines do not pose a hazard to emergency work crews.
Initial Response
For ease of control and coordination, debris management operations are divided into two phases.
The Initial Response Phase will be implemented immediately after a debris-generating event to open emergency evacuation routes and roadways to critical facilities and affected neighborhoods. The major emphasis during this phase is to simply push debris from the traveled way to the right-of-way or curb. This activity is commonly referred to as Debris Clearance. Little or no effort is made to remove debris from the right-of-way.
Since the primary goal of debris removal in the Initial Response Phase is the clearance of transportation routes, VDOT will be responsible for implementing all Initial Response
10
activities with support as required from Fire & EMS and Forestry. Requests for additional assistance will be submitted to the Debris Manager located at the EOC.
Initial Response Phase activities include:
Implementation of the Debris Management Plan.
Determination of incident-specific debris management responsibilities.
Establishment of priorities based on evacuation needs and prediction models.
Identification and procurement of debris management sites.
Activation of pre-positioned contracts, if necessary to support clearance operations.
Limited removal of debris from right-of-way to facilitate emergency power restoration to critical facilities
Implementation of Public Information efforts
Coordination and tracking of resources.
Formal documentation of costs.
The Recovery Phase
The Recovery Phase will be implemented as soon as possible following a major debris- generating event, and will encompass the processes of debris removal and disposal. This delay is normal and allows time for affected citizens to return to their homes and begin the cleanup process. Debris must be brought to the rights-of-way or curb to be eligible for removal at public expense.
The Debris Manager will be responsible for implementing all Recovery Phase activities with support as required from Maintenance, Solid Waste, Emergency Management and Finance departments. All debris removal and disposal operations will be coordinated by the Debris Manager. Recovery Phase operations may be quite lengthy as disaster recovery continues until pre-disaster conditions are restored.
Recover Phase activities include:
Possible activation of pre-positioned contracts.
Notification to citizens of debris removal procedures.
Activation of debris management sites.
Removal of debris from rights-of-way and critical public facilities.
11
Movement of debris from debris management sites to permanent landfills.
Final documentation of costs for reimbursement, as applicable.
Recovery Phase Debris Removal and Disposal Overview
The general concept of debris removal operations includes multiple, scheduled passes by each critical site, location, or right-of-way. This manner of scheduling debris removal allows residents to return to their properties and bring debris to the edge of the right-of-way property as restoration proceeds. Estimated quantities of debris are listed below:
Category 1 74 - 95 mph Category 2 96 - 100 mph Category 3 111 - 130 mph Category 4 131 - 155 mph Category 5 156+ mph Estimated Debris Quantities
Population: 28001 Estimated damage @ 50% of total single family homes Units Category 1 Category 2 Category 3 Category 4 Category 5 Single Family Homes Affected (=Pop./2.5) 11200 5600 5600 5600 5600 5600 Category Factor C 2 8 26 50 80 Vegetation Factor V 1.5 1.5 1.5 1.5 1.5 Commercial Density B 1 1 1 1 1 Precipitation S 1.3 1.3 1.3 1.3 1.3
Q = H(C)(V)(B)(S) CY 21,840 87,360 283,920 546,000 873,600
Debris Reduction Site Requirements
1 Acre (ac) 10 Feet Stack Height Total Volume per Acre Q CY 21,840 87,360 283,920 546,000 873,600 Acres Required ac 1 5 18 34 55 Road Buffers, etc. ac 2 9 29 57 91 Square Miles Required Sq. Miles 0.0 0.0 0.0 0.1 0.1
Debris Classification
Clean Woody Debris CY 6,552 26,208 85,176 163,800 262,080 Mixed C&D CY 15,288 61,152 198,744 382,200 611,520 Burnable CY 6,421 25,684 83,472 160,524 256,838 Soil CY 764 3,058 9,937 19,110 30,576 Metals CY 2,293 9,173 29,812 57,330 91,728 Landfilled CY 5,809 23,238 75,523 145,236 232,378
Table 1 - Estimated Debris Quantities for Dinwiddie County NOTE: To customize Table 2, double click on the table in the electronic version of this document and fill in the population of the jurisdiction.
12
Recovery Phase Debris Removal and Disposal Operations
The Debris Manager and staff will coordinate debris removal and disposal operations for all portions of the County serviced by public roads. Recovery operations involve the removal and disposal of curbside debris by County force account and/or Contractor crews. All County hired debris removal and disposal Contractor operations will be overseen by a Debris Contractor Oversight Team (DCOT) provided by the prime contractor.
Under this Plan, mixed debris will be collected and hauled from assigned Debris Control Zones to County designated debris management sites or to designated landfill locations. Clean woody debris will be hauled to the nearest designated vegetative debris management site for eventual burning or grinding. A listing of debris management sites can be found in Appendix E.
The primary tracking mechanism for all debris loaded, hauled, and disposed of under this plan will be the Load Ticket, which is shown in Figure 2. Load tickets will be initiated at pickup sites and closed-out upon drop-off of each load at a debris management site or permanent landfill, and are to be used to document both County force account and Contracted haulers. Load tickets will serve as supporting documentation for Contractor payment as well as for requests for reimbursement from federal grant programs (FEMA) and mutual aid recipients.
Figure 1 - Sample Load Ticket
COUNTY OF DINWIDDIE Ticket No. 000001 LOAD TICKET Section 1 Prime Contractor: Date: Subcontractor (Hauler): Departure Time: Driver: Truck Plate No.: Measured Bed Capacity (cu. yds.): Debris Pickup Site Location: (must be a street address) Debris Type: □ Vegetation □ Construction & Demolition □ Mixed □ Other: ______Loading Site Monitor: Print Name: ______
Signature: Remarks:
Section 2 Debris Disposal Site Location:
Estimate Debris Quantity (cu. yds.): Arrival Time:
Disposal Site Monitor: Print Name: ______
Signature:
Remarks:
Copies: White – Load Site Monitor Green – Disposal Site Monitor Canary, Pink, Gold – Onsite Contractor’s Representative or Driver
For tracking of all debris moved in response to a given event, the following is the disposition of each ticket part:
13
Part 1 (White) Load Site Monitor (Turned in daily to the Debris Manager) Part 2 (Green) Disposal Site Monitor (Turned in daily to the Debris Manager) Part 3 (Canary) Driver or Contractor’s on-site representatives (Contractor Copy) Part 4 (Pink) Driver or Contractor’s on-site representative (Contactor Copy) Part 5 (Gold) Driver or Contractor’s on-site representative (Driver/Subcontractor Copy)
Debris Contractor Oversight Team
The DCOT is responsible for the coordination, oversight, and monitoring of all debris removal and disposal operations performed by private Contractors (see Appendix F, Debris Contract Oversight Team Standard Operating Guidelines).
The DCOT supervisor and team members will be filled by debris monitoring contractors and other County departments as needed.
The DCOT team supervisor will be located at the ESF #3 desk at the EOC and will provide oversight to three types of monitors; roving monitors, load site monitors, and disposal site monitors described below. Specific responsibilities include the following:
Planning and conducting debris management site inspections, quality control, and other Contractor oversight functions.
Receiving and reviewing all debris load tickets that have been verified by a Disposal Site Monitor (see description below).
Making recommendations to the Debris Manager regarding distribution of force account and Contractor work assignments and priorities.
Reporting on progress and preparation of status briefings.
Providing input to the County PIO on debris cleanup activities and pickup schedules.
The functions and responsibilities of the field monitors are described below (see Appendix G, Debris Removal and Disposal Monitoring Plan).
Roving Monitors
Two-person teams of Roving Monitors will be assigned to specific Debris Control Zones or to a specific Contractor depending upon the distribution of work assignments. The Roving Monitors’ mission is to act as the “eyes and ears” for the Debris Manager and DCOT Supervisor to ensure that all contract requirements, including safety, are properly implemented and enforced.
Staff to fulfill the Roving Monitor positions will be provided by the Disaster Monitoring subcontractor or County personnel as needed. Roving Monitors will have the authority to monitor Contractor operations and to report any problems back to the DCOT Supervisor. Roving Monitors may request contract compliance, but do not have 14
the authority to otherwise direct Contractor operations or to modify the contract scope of work.
Roving Monitors will monitor debris operations on a full-time basis and make unannounced visits to all loading and disposal sites within their assigned debris management zone(s). In addition, Roving Monitors shall do the following:
Assist in the measuring of all Contractor trucks and trailer with the Contractors representative. Take photographs of all trucks and trailers.
Obtain and become familiar with all debris removal and disposal contracts for which they are providing oversight.
Observe all phases of debris management operation, to include loading sites, debris management sites, and final landfill sites.
Prepare a daily written report of all Contractor activities observed to include photographs.
Periodically monitor each debris management site to ensure that operations are being followed as specified in the applicable Debris Removal and Disposal Contract with respect to local and Federal regulations and the Debris Removal and Disposal Monitoring Plan (Appendix G).
Roving Monitors will also submit daily written reports to the DCOT supervisor outlining their observations with respect to the following:
Is the Contractor using the site properly with respect to layout and environmental considerations?
Has the Contractor established lined temporary storage areas for ash, household hazardous wastes, and other materials that can contaminate soil and groundwater?
Has the Contractor established environmental controls in equipment staging areas, fueling, and equipment repair areas to prevent and mitigate spills of petroleum products and hydraulic fluids?
Are plastic liners in place under stationary equipment such as generators and mobile lighting plants?
Has the Contractor established appropriate rodent control measures?
Are burn sites constructed and operating in accordance with the plans and requirements in Appendix H?
Has the Contractor establish procedures to mitigate smoke, dust, noise, and traffic flow?
Roving Monitors’ reports will also include written observations at loading sites, disposal sites, and the locations of any illegal dumping sites. If the monitor sees a
15
problem they are to notify the Debris Manager immediately and take photographs of the site.
Load Site Monitors
Load Site Monitors will be stationed at designated Contractor debris loading sites. The Load Site Monitors’ primary function is to verify that debris being picked up is eligible under the terms of the contract.
Load Site Monitor positions will be staffed by the Disaster Monitoring subcontractor and supplemented by County department personnel depending on the magnitude of the debris-generating event. Load Site Monitors will be assigned to each Contractor’s debris loading site within designated Debris Control Zones, and will initiate and sign load tickets as verification that the debris being picked up is eligible.
Disposal Site Monitors
Disposal Site Monitors will be located at both debris management sites and landfill sites as identified by the Debris Manager throughout the recovery process. The Disposal Site Monitors’ primary function is to ensure that accurate load quantities are being properly recorded on pre-printed load tickets (see Figure 2).
At each debris management site and landfill disposal site, the Contractor will be required to construct and maintain a monitoring station tower for use by the Disposal Site Monitor. The Contractor will construct the monitoring station towers of pressure treated wood with a floor elevation that affords the Disposal Site Monitor a complete view of the load bed of each piece of equipment being utilized to haul debris. The Contractor will also provide each site with chairs, table, and portable sanitary facilities.
The Disposal Site Monitor will estimate the quantity (in cubic yards) of debris in each truck/trailer entering the Contractor’s selected temporary debris management site or landfill disposal site and will record the estimated quantity on pre-numbered debris load tickets. The Contractor will only be paid based on the number of cubic yards of material deposited at the disposal site as recorded on debris load tickets. This is to be done on all types of debris removal contracts and force account vehicles.
Disposal Site Monitors will be staffed by the Disaster Monitoring subcontractor and /or County personnel depending on the magnitude of the debris-generating event. The Disposal Site Monitors will be stationed at all debris management sites and landfill disposal sites for the purpose of verifying the quantity of material being hauled by the Contractor. The Disposal Site Monitor will be responsible for closing out and signing each load ticket and returning a copy to the DCOT Supervisor at the end of each day.
Franchise Garbage Contractors
Franchise garbage Contractors will continue to pickup refuse in accordance with current procedures, routes, and removal schedules. They will not haul disaster debris unless expressly authorized by the Debris Manager.
16
Household Hazardous Waste and White Goods
The Debris Manager will identify one or more Household Hazardous Waste (HHW) drop- off locations within each of the Debris Control Zones. Contractors will be encouraged to separate HHW at the curb and not haul it to a Debris Management Site. Residents will be encouraged to separate and transport HHW to pre-identified drop-off points. The Debris Manager will coordinate with Virginia Department of Environmental Quality officials for the collection of eligible industrial or commercial hazardous waste resulting from the disaster.
White goods are defined as discarded household appliances including, refrigerators, freezers, air conditioners, heat pumps, ovens, rages, washing machines, clothes dryers, water heaters, etc. Refrigerants and other machine fluids are regulated and will only be reclaimed by certified technicians and disposed of at a permitted facility. To avoid the releases of refrigerants or oils, the collection of white goods will be accomplished carefully by manually placing the appliance on trucks or by using lifting equipment that will not damage the elements that contain refrigerants or regulated oils. Residents will be required to segregate these materials from other types of debris
4. Utility Company Property
All electrical and other utility crews will remove and dispose of all utility related debris such as, power transformers, utility poles, cable, and other utility company material.
Equipment Assets
A table summarizing the equipment that details the equipment that the County currently has in inventory that could be used to assist with debris removal is included in Appendix I.
Contractor Debris Removal and Disposal Operations
The County recognizes that disasters may generate debris of types and quantities that exceed the County’s capabilities. Thus, the County will implement a pre-positioned contracting process to have Contractors on stand-by to respond within a pre-determined period to assist in requested aspects of the debris operation.
The Debris Manager or his or her authorized representative will contact the firm(s) holding pre-positioned debris removal and disposal contract(s) and advise them of impending conditions. The scope of the pre-positioned contract provides for the removal and lawful disposal of all natural disaster-generated debris, excepting household, industrial, or commercial hazardous waste. Debris removal will be limited to County-maintained streets, roads, and other public rights-of-way based on the extent of the disaster. Debris removal will be limited to disaster related material placed at or immediately adjacent to the edge of the rights-of-way by residents within designated Debris Control Zones.
17
In Virginia there are very few County-owned or maintained roads. There are roads within the County that are not municipal, state or federal roads but allow public access. These roads generally are classified as private roads.
Roads that run through gated communities. Roads that are owned by individuals that service one or a few residences or commercial properties. Roads that are owned and maintained by homeowner’s associations that do not restrict public access. These roads often connect with VDOT roads and are routinely used by emergency vehicles, school buses, sheriff’s vehicles, US Mail and other public purposes. (These roads while privately maintained are open and used by the public with access to the state roads in many situations.)
It is the policy of Dinwiddie County to provide emergency debris clearing services to private roads in the Initial Response Phase of debris management operations. Private roads will be cleared for emergency vehicle access and extrication of trapped persons only. Homeowners’ associations or private residents having ownership of private roads assume the responsibility of completing debris removal from private roads and disposing of it in accordance with County regulations. If homeowners carry debris from private roads to the public right-of-way of the intersecting VDOT-owned road, that debris will be removed by County debris removal teams.
Each Contractor, upon receipt of notice to proceed, will mobilize such personnel and equipment as necessary to conduct the debris removal and disposal operations detailed in the Contractor’s General Operations Plan (required by the Debris Removal and Disposal Contract). All Contractor operations will be subject to review by the Debris Manager.
The Contractor will make multiple, scheduled passes of each site, location, or area impacted by the disaster according to assigned Debris Control Zones and as directed by the Debris Manager. Schedules will be provided to the PIO for publication and notification by the news media.
The load ticket, coupled with inspections by Roving, Load Site, and Disposal Site Monitors, will be the primary mechanism for monitoring Contractor performance and tracking quantities for pay purposes.
Federal support will be requested if the incident is beyond the County’s capability and its Contractors. The USACE may be tasked by FEMA through the mission assignment process to provide the necessary support to the City/County.
If tasked by FEMA, USACE will respond by providing trained and experienced Debris PRTs that are responsible for managing the debris mission from removal to final disposal. These tasks are accomplished utilizing pre-awarded contracts to private industry Contractors experienced in debris removal operations. The USACE also has Debris Subject Matter Experts available to provide advice and support to the Contractor and the debris management staff .
18
Procurement Procedures
Procurement of all debris related services shall comply with current County procurement procedures and State procurement ordinances.
Any emergency procurement shall be pre-approved by the County Finance Director and /or Procurement Officer.
In addition, procurement procedures shall be consistent with the procurement checklist found in Appendix J.
Temporary Debris Management and Landfill Sites
The County recognizes the economic benefits of debris volume reduction, and will realize this benefit through the use of local debris management sites for processing of clean woody debris. The County has identified pre-designated vegetative debris management sites for the sole purpose of temporarily storing and reducing clean woody debris through either burning or grinding. A listing of debris management and landfill sites is located in Appendix E.
Contractors will operate the debris management sites made available by the County. Each Contractor will be responsible for all site setup, site operations, rodent control, closeout, and remediation costs at each of its sites. The Contractor is also responsible for the lawful disposal of all by-products of debris reduction that may be generated.
Baseline conditions for each site will be recorded prior to debris management operations. The Contractor will restore the debris management sites as close to the original condition as is practical so that it does not impair future land uses. All sites are to be restored to the satisfaction of the Debris Manager with the intent of maintaining the utility of each site.
Contractors are also expected to haul and manage construction and demolition (C&D) waste. C&D materials will be hauled to debris management sites for temporary sorting and storage until final disposal arrangements are made.
It is important to note that all material deposited at debris management sites will eventually be taken to a properly permitted landfill for final disposal. Under certain circumstances, the Debris Manager may direct Contractors to bypass C&D debris management sites and approve the hauling of mixed C&D debris directly to a properly permitted landfill for disposal.
While residents will be encouraged to segregate HHW at curbside, small amounts of HHW may be mixed in with material deposited at the debris management sites. Therefore, the Contractor must be prepared to place any HHW in a separate enclosed and lined area for temporary storage, and must report any accumulation of HHW at the debris management sites to the DCOT staff. The DCOT staff will notify the SWM Debris Coordinator, who will coordinate for removal and disposal.
19
Load Ticket Disposition
The Load Ticket will be a 5-part pre-printed form (see Figure 2).
At initiation of each load, the Load Site Monitor will fill out all items in Section 1 of the Load Ticket and will retain Part 1 (White Copy). The remaining copies will be given to the driver and carried with the load to the disposal site.
Upon arrival at the disposal site, the driver will give all four copies to the Disposal Site Monitor. The Disposal Site Monitor will complete Section 2 of the Load Ticket and retain Part 2 (Green). Parts 3, 4, and 5 will be given either to the Contractor’s on-site representative or to the truck driver for subsequent distribution.
All trucks will be measured by the Contractor and debris management staff before the operation begins and periodically rechecked throughout the operation.
The Contractor will be paid based on the number of cubic yards of eligible debris hauled per truckload. Payment for hauling debris will only be approved upon presentation of Part 4 (Pink) of the Load Ticket with the Contractor’s invoice.
Load tickets will also be completed and retained for County force account vehicles as a primary mechanism for tracking debris quantities deposited at debris management sites.
Temporary Debris Management Site Setup and Closeout Procedures
The Contractor will be responsible for preparing and closing out a temporary debris management site in accordance with the specifications in the Debris Removal and Disposal Contract and guidance contained in Appendix H.
Private Property Debris Disposal
Dangerous structures are the responsibility of the owner to demolish in order to protect the health and safety of adjacent residents. However, experience has shown that unsafe structures will often remain in place due to lack of insurance or absentee landlords. Care must be exercised to ensure that the County properly identifies structures listed for demolition.
The Debris Manager will coordinate with the County, State and FEMA Public Assistance Officers regarding:
Demolition of private structures.
Removing debris from private property.
Local law and/or code enforcement requirement.
Historic and archaeological sites restrictions.
20
Qualified environmental Contractors to remove hazardous materials such as asbestos and lead-based paint.
Execution of Right-of Entry/Hold Harmless agreements with landowners. A sample Right-of-Entry/Hold Harmless agreement is shown in Appendix H.
Recycling Storm Debris
The intent is to recycle as much of the storm generated debris as feasible.
Vegetative Debris – volume reduced, processed yard trash/vegetative storm debris will be transported to agricultural fields for use as a soil amendment in accordance with DEP policies for use of such materials and/or to cogeneration power plants for use as boiler fuel.
Non-Vegetative, Non Hazardous Debris – These materials commonly referred to as C/D (construction demolition debris) will be directed to DEP permitted C/D recycling facilities, if financially feasible and if volumes do not exceed the
The intent is not to recycle any storm generated debris, if it is deemed not economically feasible.
Permitting
All environmental and land-use variances permits necessary to establish temporary debris management sites shall be obtained. Debris operations will comply with all Federal, State, and local regulations. Several agencies may be involved in issuing permits.
The following is a list of potential permits that may be required in debris operations:
Waste processing and recycling operations permit Temporary land-use variances or permits Traffic or entrance permits Air quality permits Water quality permits Coastal commission land-use permits HHW permits Fire department permits Freon removal from white goods Erosion and sediment control
21
Environmental Requirements
Following a disaster event, compliance with environmental protection laws and regulations is required. The Virginia Department of Environmental Quality and local Health Departments should be consulted for applicable regulatory requirements.
All debris related activities shall be coordinate with Federal, State, and local agencies, including but not limited to DEQ and the Historic Preservation Office to ensure compliance with environmental and historic preservation laws/regulations/policies and determining environmental monitoring and reporting requirements for TDSR’s,
The agency shall also maintain records for historical purposes.
See Appendix H “Debris Clearing, Removal, and Disposal Guidelines”
Health and Safety
All debris related activities shall be done in compliance with recognized health and safety requirements. A Health and Safety Plan shall be developed for each debris management site.
The Health and Safety plan enables the agency and their contractors to avoid accidents during debris recovery operations and to protect workers from exposure to hazardous materials. The health and safety strategy establishes minimum safety standards for the agency and contractor personnel to follow.
The agency and contractor will disseminate safety information and how the agency will monitor compliance with the minimum safety standards to all emergency workers. The plan also includes specific corrective actions to be taken if workers do not comply with the minimum safety standards.
Debris operations involve the use of heavy equipment to move and process various types of debris. Many of these actions can pose safety hazards to emergency response and recovery personnel and the public. In addition to those safety hazards, exposure to certain types of debris, such as building materials that contain asbestos and mixed debris that contains hazardous materials, can pose potential health risks to emergency workers.
The health and safety plan provides emergency workers with information on how to identify hazardous conditions and specific guidelines on the appropriate and proper use of personal protective equipment.
22
Weapons of Mass Destruction/Terrorism Event
The handling and disposal of debris generated from a Weapons of Mass Destruction (WMD) or terrorism event will exceed the capabilities of the County and will require immediate Federal assistance.
Normally, a WMD or terrorism event will, by its very nature, require all available assets and involve many more Federal, State, and County departments and agencies. The nature of the waste stream as well as whether or not the debris is contaminated will dictate the necessary cleanup and disposal actions. Debris handling considerations that are unique to this type of event include:
Much of the affected area will likely be a crime scene. Therefore, debris may be directed to a controlled debris management site by State and/or Federal law enforcement officials for further analysis.
The debris may be contaminated by chemical, biological, or radiological contaminants. If so, the debris will have to be stabilized, neutralized, containerized, etc. before disposal. In such an occurrence, the operations may be under the supervision and direction of a Federal agency and one or more specialty Contractors retained by that agency. The presence of contamination will influence the need for pretreatment (decontamination), packaging and transportation.
The type of contaminant will dictate the required capabilities of the personnel working with the debris. Certain contaminants may preclude deployment of resources that are not properly trained or equipped.
The Debris Manager will continue to be the single point of contact for all debris removal and disposal issues within the County. Coordination will be exercised through the USACE ESF #3 Branch located at the designated FEMA Joint Field Office.
In this type of event, the County will become a supporting element to the U.S. Army Corps of Engineers, U.S. Environmental Protection Agency (USEPA), and/or the Department of Energy (DOE) and will operate as defined in the USACE WMD Emergency Response Plan (to be published).
Administration and Logistics
All County departments and agencies will maintain records of personnel, equipment, load tickets, and material resources used to comply with this Plan. Such documentation will then be used to support reimbursement from any Federal assistance that may be requested or required.
All County departments and agencies supporting debris operations will ensure 24-hour staffing capability during implementation of this plan, if the emergency or disaster requires or as directed by the Debris Manager.
All County departments are responsible for the annual review of this Plan in conjunction with the annual update to the County EOP. It will be the responsibility of each tasked department and agency to update its respective portion of the Plan and ensure any limitations and shortfalls are identified and documented, and work-around procedures developed, if necessary.
23
The review will consider such items as:
Changes in Mission
Changes in Concept of Operations
Changes in Organization
Changes in Responsibility
Changes in desired contracts
Changes in pre-Positioned contracts
Changes in priorities
This Plan also may be updated as necessary to ensure a coordinated response as other Debris Management Plans are developed. Surrounding jurisdictions may also develop Debris Management Plans that should be coordinated with the County’s Plan and other plans. This coordination is especially important with respect to allocation of resources such as temporary staging areas and disposal facilities.
24
APPENDIX A
ACRONYMS AND DEFINITIONS
25
LIST OF ACRONYMS
AC Acre ACI Advance Contracting Initiative (USACE) C&D Construction and Demolition CY Cubic Yard DCOT Debris Contractor Oversight Team DHHS Department of Health and Human Services DM Debris Manager DDM Deputy Debris Manager DPW Department of Public Works EOC Emergency Operations Center EOP Emergency Operations Plan ESF Emergency Support Function FEMA Federal Emergency Management Agency GSA General Services Administration HHW Household Hazardous Waste OEM Office of Emergency Management PIO Public Information Officer PRT Planning and Response Team SWS Solid Waste Services USACE U.S. Army Corps of Engineers USEPA U.S. Environmental Protection Agency WMD Weapons of Mass Destruction
26
DEFINITIONS
Burning – Reduction of woody debris by controlled burning. Woody debris can be reduced in volume by approximately 95% through burning. Air curtain burners are recommended because they can be operated in a manner to comply with clean-air standards. Chipping or Mulching – Reducing wood related material by mechanical means into small pieces to be used as mulch or fuel. Woody debris can be reduced in volume by approximately 75%, based on data obtained during reduction operations. The terms “chipping” and “mulching” are often used interchangeably. Construction, Demolition and Land-Clearing Wastes – Any type of solid waste resulting from land- clearing operations, the construction of new buildings or remodeling structures, or the demolition of any building or structure. Debris - Scattered items and materials that were broken, destroyed, or displaced by a natural disaster. Examples: trees, construction and demolition material, personal property. Debris Clearance – Clearing the major road arteries by pushing debris to the roadside to accommodate emergency traffic. Debris Removal – Picking up debris and taking it to a temporary storage site or permanent landfill. Department of Public Works (DPW) – Department typically responsible for clearing debris from the roads and rights-of-way. Department of Environmental Services – Department typically responsible for managing and overseeing the collection of municipal solid waste, construction debris, recyclables, and disaster-related debris and also for operating local public landfills and composting sites. Federal Response Plan – A plan that describes the mechanism and structure by which the Federal government mobilizes resources and conducts activities to address the consequences of any major disaster or emergency that overwhelms the capabilities of State and local governments. Final Debris Disposal – Placing mixed debris and/or residue from volume reduction operations into an approved landfill. Force Account Labor – In this context, State, tribal or local government employees engaged in debris removal activities within their own jurisdiction. Garbage – Waste that is normally picked up by a designated department (such as the Department of Solid Waste Management, or a Contractor). Examples: food, plastics, wrapping, papers. Hazardous Waste – Any waste or combination of wastes of a solid, liquid, contained gaseous or semisolid form which because of its quantity, concentration, or physical, chemical, or infectious characteristics may: Cause or significantly contribute to an increase in mortality or an increase in serious irreversible or incapacitating reversible illness; or Pose a substantial present or potential hazard to human health or the environment when improperly treated, stored, transported, disposed of, or otherwise managed.
Also includes material and products from institutional, commercial, recreational, industrial and agricultural sources that contain certain chemicals with one or more of the following characteristics, as defined by the Environmental Protection Agency: 1) Toxic, 2) Flammable, 3) Corrosive; and/or 4) Reactive. Such wastes may include, but are not limited to, those that are persistent in nature, assimilated, or concentrated in tissue or which generate pressure through decomposition, heat, or other means. The term does not include solid
27
or dissolved materials in domestic sewage or solid dissolved materials in irrigation return flows, or industrial discharges, which are point sources subject to state or federal permits. Household Hazardous Waste (HHW) – Used or leftover contents of consumer products that contain chemicals with one or more of the following characteristics, as defined by the Environmental Protection Agency: 1) Toxic, 2) Flammable, 3) Corrosive and/or 4) Reactive. Examples of household hazardous waste include small quantities of normal household cleaning and maintenance products, latex and oil based paint, cleaning solvents, gasoline, oils, swimming pool chemicals, pesticides, and propane gas cylinders. Hot Spots – Illegal dumpsites that may pose health and safety threats. Illegal Dumping – Dumping garbage and rubbish, etc., on open lots is prohibited. No garbage, refuse, abandoned junk, solid waste or other offensive material shall be dumped, thrown onto, or allowed to remain on any lot or space within the City. Industrial Waste – Any liquid, gaseous, solid, or other waste substance, or a combination thereof resulting from any process of industry, manufacturing, trade, or business or from the development of any natural resources. Monitoring – Actions taken to ensure that a Contractor complies with the contract scope of work. Mutual Aid Agreement – A written understanding between communities, states, or other government entities delineating the process of providing assistance during a disaster or emergency. (See FEMA Response and Recovery Directorate Policy Number 9523.6, “Mutual Aid Agreements for Public Assistance”, dated August 17, 1999.) Recycling – The recovery and reuse of metals, soils, and construction materials that may have a residual monetary value: The City encourages the voluntary participation of all of its residents to reduce the waste stream through recycling. Residents are strongly encouraged to recycle all items that are recyclable and throw away for ultimate landfill disposal only those items, which cannot be recycled. Special containers are provided at numerous manned recycling and solid waste centers for the storage and collection of:
Newspapers Green glass Brown glass Clear glass Aluminum and bi-metal beverage cans PET plastic milk jugs HDPE plastic drink bottles Used motor oil Lead acid batteries Scrap metals and appliances including refrigerators, stoves, water heaters, etc. Composts including leaves, limbs, brush, and yard wastes Rights-of-Way – The portions of land over which facilities, such as highways, railroads, or power lines are built. Includes land on both sides of the highway up to the private property line. Scale/Weigh Station – A scale used to weigh trucks as they enter and leave a landfill. The difference in weight determines the tonnage dumped and a tipping fee may be charged accordingly. Also may be used to determine the quantity of debris picked-up and hauled. Sweeps – The number of times a contractor passes through a community to collect all disaster-related debris from the rights-of-way. Usually limited to three passes through the community.
28
Temporary Debris Storage and Reduction (TDSR) Site – A location where debris is temporarily stored until it is sorted, processed, and reduced in volume and/or taken to a permanent landfill. Tipping Fee – A fee based on weight or volume of debris dumped that is charged by landfills or other waste management facilities to cover their operating and maintenance costs. The fee also may include amounts to cover the cost of closing the current facility and/or opening a new facility. Trash – Non-disaster related yard waste, white metals, or household furnishings placed on the curbside for pickup by local solid waste management personnel. Not synonymous with garbage. United States Army Corps of Engineers (USACE) – The primary missions of the USACE are the design and management of construction projects for the Army and Air Force, and to oversee various flood control and navigation projects. The USACE may be tasked by FEMA to direct various aspects of debris operations when direct Federal assistance, issued through a mission assignment, is needed. Volume Reduction Operations – Any of several processes used to reduce the volume of debris brought to a temporary debris storage and reduction site. It includes chipping and mulching of woody debris, shredding and baling of metals, air curtain burning, etc. White Metals – Household appliances such as refrigerators, washers, dryers, and freezers.
29
APPENDIX B
DEBRIS CONTROL ZONE INDEX MAP (Under Development)
30
31
APPENDIX C
CRITICAL FACILITIES
Dinwiddie County Public Safety Building Dinwiddie County Administration Building Pamplin School Administration Building Dinwiddie County Public Works Facility Dinwiddie Elementary School (Shelter) Sutherland Elementary School (Shelter) Sunnyside Elementary School (Shelter) Dinwiddie County High School(Shelter) Dinwiddie County Middle School (POD) Dinwiddie County School Transportation & Maintenance Facility Fire & EMS Stations (1-6) DCWA Pumping Stations and Treatment Facilities Dinwiddie County Animal Shelter Dinwiddie County Courthouse Dinwiddie County Manned Refuse Sites Eastside Community Center Ragsdale Community Center Midway Elementary School Southside Elementary School Public Safety Radio System Tower Sites
32
APPENDIX D
PRIMARY ROAD CLEARANCE LIST
Interstate 85 US Route 1 US Route 460 US Route 40 Courthouse Road (All Sections) Cox Road (All Sections) White Oak Road Lee Boulevard River Road Ferndale Road Baltimore Road Halifax Road Squirrel Level Road Carson Road Old Stage Road Flatfoot Road Sterling Road Hamilton Arms Road Namozine Road Walkers Mill Road Vaughn Road Wheelers Pond Road (Five Forks to Landfill)
33
APPENDIX E
I. DEBRIS STAGING AND REDUCTION SITES
Debris Staging and Reduction Sites are typically temporary in nature and used for debris segregation, stockpiling or reduction. The following Debris Staging and Reduction Sites are available for debris:
Wheelers Pond Commercial and Residential Dinwiddie Residential Trash Collection Site Trash Collection Site 13542 Boydton Plank Road 10817 Wheelers Pond Road Dinwiddie, VA 23841 Dinwiddie, VA 23841 Old Stage Residential Trash Collection Site
14475 Old Stage Road Ford Residential Trash Collection Site Dinwiddie, VA 23841 8701 Claystreet Road Ford, VA 23850 Wilsons Residential Trash Collection Site 2025 Springston Road Rohoic Residential Trash Collection Site Wilsons, VA 23894 22578 Airpark Drive North Dinwiddie, VA 23803 Dinwiddie County Airport 6775 Beck Chappell Drive McKenney Residential Trash Collection Site North Dinwiddie, VA 23803 11206 Marguerita D. Ragsdale Street McKenney, VA 23872 Dinwiddie Sports Complex 5850 R.B. Pamplin Drive Old Hickory Residential Trash Collection Sutherland, VA 23885 Site 19522 McKenney Highway Stony Creek, VA 23882
Hart Road Residential Trash Collection Site 19900 River Road Sutherland, VA 23885
34
APPENDIX F
DEBRIS CONTRACTOR OVERSIGHT TEAM STANDARD OPERATING GUIDELINES
35
DEBRIS CONTRACTOR OVERSIGHT TEAM STANDARD OPERATING GUIDELINES
DEBRIS REMOVAL AND DISPOSAL OPERATIONS
General
The County Debris Manager (DM) and staff will coordinate debris removal and disposal operations for all portions of the County. Phase II operations involve the removal and disposal of curbside debris by County force account and private contractors. While County agencies will provide oversight of their own removal operations, contractor operations will be overseen by the Debris Contractor Oversight Team (DCOT).
Mixed debris will be collected and hauled from assigned Debris Control Zones to designated TDSR sites or to designated landfill locations. Clean woody debris will be hauled to the nearest designated vegetative TDSR site for eventual burning or grinding.
Load tickets will be used to track all debris that is loaded, hauled, and disposed of. Load tickets are to be used by both in-house and contracted haulers and will serve as supporting documentation for contractor payment as well as for requests for Federal assistance or reimbursement.
Franchise garbage contractors will continue to pickup refuse in accordance with current procedures, routes, and removal schedules. They will haul disaster debris as requested by the contracting authority.
DEBRIS CONTRACTOR OVERSIGHT TEAM
General
The DCOT supervisor and team members will be detailed from the Department of Public Works, Solid Waste and other County Departments. The DCOT team may also be supplemented with contracted inspectors and other personnel as needed.
The DCOT team supervisor will be located at the County Emergency Operations Center.
1. Planning, TDSR Site inspection, quality control, and other contractor oversight functions.
2. Receiving and reviewing all debris load tickets that have been verified by a Disposal Site Monitor (see description below).
3. Making recommendations to the County DM regarding distribution of in-house and contractor work assignments and priorities.
4. Reporting on progress and preparation of status briefings.
5. Providing input to the Debris Manager or County PIO on debris removal and disposal activities and pickup schedules.
The DCOT Supervisor will oversee the activities of two types of field-based inspection teams. The functions and responsibilities of the field inspectors are described in the following sections.
36
Roving Monitors
Teams of Roving Monitors will be assigned to a specific Debris Control Zones or to a specific Contractor depending upon the distribution of work assignments. Their mission is to act as the “eyes and ears” for the Debris Manager and DCOT Supervisor to ensure that all contract requirements, including safety, are properly implemented and enforced.
Staff to fulfill the Roving Monitor positions will be provided by Department of Public Works, Solid Waste or through the Disaster Monitoring contract. Roving Monitors will have the authority to monitor contractor operations and to report back to the DCOT Supervisor. Roving Monitors may request contract compliance, but do not have the authority to otherwise direct contractor operations or to modify the contract scope of work.
The following actions will be initiated immediately after a debris-generating disaster:
1. The Debris Manager will establish two-person roving monitor teams with their own transportation and communications.
2. Roving Monitor teams will be assigned to each contractor’s debris removal and disposal zone.
Once assigned, Roving Monitors will monitor debris operations on a full-time basis and make unannounced visits to all loading and disposal sites within their assigned Debris Management zone(s). In addition, Roving Monitors are responsible to do the following:
1. Obtain and become familiar with all debris removal and disposal contracts for which they are providing oversight.
2. Observe all phases of Debris Management operation, to include loading sites, TDSR sites, and final landfill sites.
3. Complete a Debris Loading Site Monitoring Checklist (Attachment 2) for every site visited.
4. Complete a Debris Disposal Site Monitoring Checklist (Attachment 3) for every TDSR Site visited. Ensure that operations are being followed as specified in the applicable Debris Removal and Disposal Contract with respect to local, state, and federal regulations.
5. Complete the Stockpiled Debris Field Survey Form (Attachment 4) at least weekly at all temporary TDSR Sites to determine estimated quantities of debris stockpiled.
6. Periodically measure curbside debris using the estimating formulas shown in Attachment 5.
7. Prepare a daily written report of all contractor activities observed to include photographs and the aforementioned checklists.
Roving Monitors will also submit daily written reports to the DCOT supervisor outlining their observations with respect to the following:
1. Is the contractor using the site properly with respect to layout and environmental considerations?
37
2. Has the contractor established lined temporary storage areas for ash, household hazardous wastes, and other materials that can contaminate soil and groundwater?
3. Has the contractor established environmental controls in equipment staging areas, fueling, and equipment repair areas to prevent and mitigate spills of petroleum products and hydraulic fluids?
4. Are plastic liners in place under stationary equipment such as generators and mobile lighting plants?
5. Has the contractor established appropriate rodent control measures?
6. Are burn sites constructed and operating in accordance with the plans and requirements as stated in the contract?
7. Has the contractor establish procedures to mitigate:
a. Smoke – Are the incineration pits constructed properly and being operated according to the contract statement of work?
b. Dust – Are water trucks employed to keep the dust down?
c. Noise – Have berms or other noise abatement procedures been employed?
d. Traffic – Does the TDSR site have a suitable layout for ingress and egress to help traffic flow?
Roving Monitor’s reports will also include observations at loading sites, disposal sites, and the locations of any illegal dumping sites.
Load Site Monitors
Load Site Monitors will be stationed at designated contractor loading sites.
Load Site Monitor positions will be staffed from the Department of Public Works, Solid Waste and through the Disaster Monitoring contract depending on the magnitude of the debris-generating event.
Load Site Monitors will be assigned to each contractor-loading site within designated Debris Control Zones. The Load Site Monitors’ primary function is to verify that debris being picked up is eligible under the terms of the contract. They will initiate and sign load tickets as verification that the debris being picked up is eligible. See Figure 1 below.
The primary tracking mechanism for all debris loaded, hauled, and disposed of will be the Load Ticket. Load tickets will be initiated at pickup and closed-out upon drop-off of each load, and are to be used by both City and contracted haulers.
Disposal Site Monitors
Disposal Site Monitors will be staffed by Department of Public Works, Solid Waste or through Disaster Monitoring contract personnel. The Disposal Site Monitors will be stationed at all TDSR sites and landfill disposal sites for the purpose of verifying the quantity of material being hauled by the contractor.
38
The Disposal Site Monitor will estimate the cubic yards of debris in each truck entering the TDSR site or landfill disposal site and will record the estimated quantity on pre-numbered debris load tickets. The contractor will only be paid based on the number of cubic yards of material deposited at the disposal site as recorded on the debris load tickets. See Figure 2 below.
The Disposal Site Monitor will be responsible for completing and signing each load ticket and returning DCOT copies to the DCOT Supervisor. In addition, Disposal Site Monitors will maintain a daily Debris Disposal Site Load Tracking Log (Attachment 6), which will also be returned to the DCOT at the end of each day.
At each TDSR site and landfill disposal site, the Contractor will be required to construct and maintain a monitoring station tower for use by the Disposal Site Monitor. The Contractor will construct the monitoring station towers of pressure treated wood with a floor elevation that affords the Disposal Site Monitor a complete view of the load bed of each piece of equipment being utilized to haul debris. The Contractor will also provide each site with chairs, table, and portable sanitary facilities.
DINWIDDIE COUNTY LOAD TICKET Ticket No. 000001
Section 1 Prime Contractor: Date: Subcontractor (Hauler): Departure Time: Driver: Truck Plate No.: Measured Bed Capacity (cu. yds.): Debris Pickup Site Location: (must be a street address) Debris Type: □ Vegetation □ Construction & Demolition □ Mixed □ Other:
Loading Site Monitor: Print Name:
Signature: Remarks:
Section 2 Debris Disposal Site Location:
Estimate Debris Quantity: cu. yds. ______Arrival Time:
Disposal Site Monitor: Print Name: ______
Signature: Remarks:
Copies: White – Load Site Monitor Green – Disposal Site Monitor Canary, Pink, Gold – Onsite Contractor’s Representative or Driver
39
Figure 2 - Sample Load Ticket For tracking of all debris moved in response to a given event, the following is the disposition of each ticket part: Part 1 (White) Load Site Monitor (Turned in daily to the deputy debris manager) Part 2 (Green) Disposal Site Monitor (Turned in daily to the deputy debris manager) Part 3 (Canary) Driver or Contractor’s on-site representative (Contractor Copy) Part 4 (Pink) Driver or Contractor’s on-site representative (Contactor Copy) Part 5 (Gold) Driver or Contractor’s on-site representative (Driver/Subcontractor Copy)
40
ATTACHMENT 2
Debris Loading Site Monitoring Checklist
Date: ______Arrival Time: ______Departure Time: ______Weather Conditions: ______Loading Site Location: ______(Street address or nearest intersection) GPS Location: N______; W______Loading Site Monitor's Name ______(Print Name) Roving Monitor's Name: ______(Print Name) ______(Signature)
Loading Site
1. Is the Site Monitor filling out the Load Ticket properly? YES NO If NO, explain actions taken: ______
2. Is the Contractor loading eligible debris from the designated right-of way (approximately 15' from curb)? YES NO If NO, explain actions taken: ______
3. Is the Contractor loading trucks to capacity? YES NO If NO, explain actions taken: ______
4. Identify Contractor's truck numbers observed while on site: ______;______;______;______;______;______;______;______;______;______;______;______;______;______;______;______;______
5. Were photographs taken at the loading site? YES NO If YES, list photo log numbers: ______;______;______;______;______
General Notes and Comments: (Include observations within the general area as to overall cleanup activities) ______(Use reverse side if necessary)
41
ATTACHMENT 3
Debris Disposal Site Monitoring Checklist
Date: ______Arrival Time: ______Departure Time: ______Weather Conditions: ______Disposal Site Location: ______(Street address or nearest intersection) GPS Location: N______; W______Disposal Site Monitor's Name ______(Print Name) Roving Monitor's Name: ______(Print Name ______(Signature) Disposal Site
1. Is the Disposal Monitor filling out the Load Ticket properly? YES NO If NO, explain actions taken: ______
2. Is the Disposal Monitor attaching a copy of the Weight Ticket to the Load Ticket? YES NO If NO, explain actions taken: ______
3. Are the Contractor's trucks loaded to capacity? YES NO If NO, explain actions taken: ______
4. Identify Contractor's truck numbers observed while on site: ______;______;______;______;______;______;______;______;______;______;______;______;______;______;______;______;______
5. Were photographs taken at the loading site? YES NO If YES, list photo log numbers: ______;______;______;______;______
General Notes and Comments: (Include observations of operations at the landfill) ______(Use reverse side if necessary)
42
ATTACHMENT 4
Stockpiled Debris Field Survey Form
Stockpiled Debris Field Survey Form Type of Material: Clean Vegetative___ Mixed____C&D___Mulch____Other______Stockpile Location: ______Date:______Average Length of Stockpile: ______Feet Average Width of Stockpile:______Feet Average Height of Stockpile:______Feet Total Cubic Feet : ______Cubic Feet Total Cubic Yards:(Cubic Feet divided by 27) ______Cubic Yards Contractor’s Representative: ______Date ______Government’s Representative: ______Date______Remarks:______See Sketch of Site on Reverse Side
Debris Estimating/Contract Monitoring Workshop 5
Stockpiled Debris Field Survey Form
Stockpile Location: ______Width _____Feet
Height ___Feet
Length ____Feet Height ___Feet Length ____Feet
Remarks:______Height ___Feet L’x W’x H’ = CY ______27 ______Width _____Feet Debris Estimating/Contract Monitoring Workshop 6
43
ATTACHMENT 5
Debris Estimating Formulas
Estimating Rule of Thumb: 15 trees, 8 inches in diameter = 40 CY Single wide mobile home = 290 CY Double wide mobile home = 415 CY Root system (8’-10’ dia.) = One flat bed trailer to move Treat debris piles as a cube, not a cone, when performing estimates. Average pace = 2’ 6”
Formulas Conversions: 27 cubic feet=1 cubic yard One mile=5280 feet or 1760 yards
Building formula: L’xW’ (building footprint) x No. of Stories x 0.2 = ______Cubic Yards of debris
Debris pile formula: L’xW’xH’= ______Cubic Yards of debris. 27 Conversion Factors from Cubic Yards to Tons Mixed Construction & Demolition Debris = 500 LBS/CY or CY x 0.25 = Tons Yard Vegetation = 300 LBS/CY or CY x 0.15 = Tons Mulch = 500 LBS/CY or CY x 0.25 = Tons Regular Trash = 300 LBS/CY or CY x 0.15 = Tons Concrete = 2000 LBS/CY or CY x 1.0 = Tons Sand = 2600 LBS/CY or CY x 1.3 = Tons Land Clearing (Root balls with dirt) 1500 LBS/CY or CY x 0.75 = Tons
44
ATTACHMENT 6
Debris Disposal Site Load Tracking Log
Debris Disposal Site Load Tracking Log Date Supervisor's Name Debris Contractor's Site Representative's Name
Weather: am: Weather: pm Location Monitor's Name(s)
Truck Ticket No. Ticket Owner Estimated Quantity Monitor's Load Load Remarks No. (CY) Initials Accepted Denied
45
APPENDIX G
DEBRIS CLEARING, REMOVAL, & DISPOSAL GUIDELINES Table of Contents
Right of Entry / Hold Harmless Agreement ...... H-3
TDSR Site Setup and Closeout Guidelines ...... H-4
Temporary Construction and Demolition Staging / Transfer Site Guidelines...... H-8
Temporary Vegetative TDSR Site Guidelines ...... H-11
Air Curtain Burner Site Location and Operations ...... H-13
Environmental Checklist for Air Curtain Pit Burners ...... H-16
Land Application of Wood Ash from Storm Debris Burn Sites Guidelines ...... H-17
Reducing the Potential for Spontaneous Combustion in Compost or Mulch Piles Guidelines..H-18
47
Right of Entry / Hold Harmless Agreement
I/,______the owner(s) of the property commonly identified as ______do hereby grant and give freely and without coercion, the right of access and entry to, County of Dinwiddie, Virginia, its agencies, contractors, and subcontractors, for the purpose of removing and clearing any or all storm-generated debris of whatever nature from the above described property.
It is fully understood that this permit is not an obligation to perform debris clearance. The undersigned agrees and warrants to hold harmless the County of Dinwiddie, Virginia ,its agencies, contractors, and subcontractors, for damage of any type whatsoever either to the above described property or persons situated thereon and hereby release, discharge, and waive any action, either legal or equitable, that might arise out of any activities on the above described property. The property owner(s) will mark any storm damaged sewer lines, water lines, and other utility lines located on the described property.
I/We ( have, have not) and ( will, will not) receive(d) any compensation for debris removal from any other source, including the Small Business Association (SBA), Agricultural Stabilization and Conservation Service (ASCS), private insurance, individual and family grant program or any other public assistance program. I will report for this property any insurance settlements to me or my family for debris removal that has been performed at government expense. For the considerations and purposes set forth herein, I set my hand this _____day of ______, 2011.
______Witness Signature Owner Signature
______Owner Print ______Witness Print ______Telephone Number
______Address
48
TDSR Site Setup and Closeout Guidelines
TDSR Site Setup
The topography and soil/substrate conditions should be evaluated to determine best site layout. When planning site preparation, think of ways to make restoration easier. For example, if the local soils are very thin, the topsoil can be scraped to bedrock and stockpiled in perimeter berms. Upon site closeout, the uncontaminated soil can be spread to preserve the integrity of the tillable soils.
The following site baseline data checklist should be used to evaluate a site before a contractor begins operations and used during and after to ensure that site conditions are properly documented.
TDSR Site Baseline Data Checklist
Before Activities Begin
Take ground or aerial photographs and/or video. Note important features, such as structures, fences, culverts, and landscaping. Take random soil samples. Take random groundwater samples. Take water samples from existing wells. Check the site for volatile organic compounds.
After Activities Begin
Establish groundwater-monitoring wells. Take groundwater samples. Take spot soil samples at household hazardous waste, ash, and fuel storage areas.
Progressive Updates
Update videos/photographs. Update maps/sketches of site layout. Update quality assurance reports, fuel spill reports, etc.
49
TDSR Site Operations
Lined temporary storage areas should be established for ash, household hazardous waste, fuels, and other materials that may contaminate soils and groundwater. Plastic liners should be placed under stationary equipment such as generators and mobile lighting plants. These actions should be included as a requirement in the contract scope of work. If the site is also an equipment storage area, fueling and equipment repair should be monitored to prevent and mitigate spills of petroleum products and hydraulic fluids. Be aware of and lessen the effects of operations that might irritate occupants of neighboring areas. Establishment of a buffer zone can abate concerns over smoke, dust, noise, and traffic.
Consider on-site traffic patterns and segregate materials based on planned volume reduction methods. Operations that modify the landscape, such as substrate compaction and over excavation of soils when loading debris for final disposal, will adversely affect landscape restoration.
Debris removal/disposal should be viewed as a multi-staged operation with continuous volume reduction. There should be no significant accumulation of debris at temporary storage sites. Instead, debris should be constantly flowing to burners and grinders, or recycled with the residue and mixed construction and demolition materials going to a landfill.
TDSR Site Closeout
Each TDSR Site will eventually be emptied of all material and be restored to its previous condition and use. The Contractor is required to remove and dispose of all mixed debris, construction and demolition debris, and debris residue to approved landfills. Appropriate inspectors will monitor all closeout activities to ensure that the Contractor complies with the Debris Removal and Disposal Contract. Additional measures may be necessary to meet local, State, and Federal environmental requirements because of the nature of the TDSR site operation(s).
TDSR Site Closeout Planning
The Contractor must assure the Debris Manager that all TDSR sites are properly remediated. There will be significant costs associated with this operation as well as close scrutiny by the local press and environmental groups. Site remediation will go smoothly if baseline data collection and site operation procedures are followed. Closeout or re-approval of a TDSR site should be accomplished within 30 days of receiving the last load of debris.
TDSR Site Closeout Steps
1. Contractor is responsible for removing all debris from the site. 2. Contractor conducts an environmental assessment with the Debris Manager and landowner. 3. Contractor develops a remediation plan. 4. Remediation plan reviewed by the Debris Manager, landowner, and appropriate environmental agency. 5. Remediation plan approved by the appropriate environmental agency. 6. Contractor executes the plan.
50
7. Contractor obtains acceptance from the Debris Manager, appropriate environmental agency, and the landowner.
TDSR Site Closeout Coordination
The Contractor will coordinate the following closeout requirements through the DCOT staff:
Coordinate with local and State officials responsible for construction, real estate, contracting, project management, and legal counsel regarding requirements and support for implementation of a site remediation plan. Establish an independent testing and monitoring program. The Contractor is responsible for environmental restoration of both public and leased sites. The Contractor will also remove all debris from sites for final disposal at landfills prior to closure. Refer to appropriate and applicable environmental regulations. Prioritize site closures. Schedule closeout activities. Determine separate protocols for ash, soil and water testing. Develop decision criteria for certifying satisfactory closure based on limited baseline information. Develop administrative procedures and contractual arrangements for closure phase. Inform local and State environmental agencies regarding acceptability of program and established requirements. Designate approving authority to review and evaluate Contractor closure activities and progress. Retain staff during closure phase to develop site-specific remediation for sites, as needed, based on information obtained from the closure checklist shown below.
Material Removal
1. All processed and unprocessed vegetative material and inter debris shall be removed to a properly approved solid waste management site. 2. Tires must be disposed of at a scrap tire collection/processing facility; white goods and other scrap metal should be separated for recycling. 3. Burn residues shall be removed to a properly approved solid waste management site or land applied in accordance with these guidelines. 4. All other materials, unrecoverable metals, insulation, wallboard, plastics, roofing material, painted wood, and other material from demolished buildings that is not inert debris (see #1 above) as well as inter debris that is mixed with such materials shall be removed to a properly permitted C&D recycling facility, C&D landfill, or municipal solid waste landfill.
TDSR Site Remediation
During the debris removal process and after the material has been removed from each of the TDSR sites, environmental monitoring will be needed to close each of the sites. This is to ensure that no long-term environmental contamination is left on the site. The monitoring should be done on three different media: ash, soil, and groundwater.
Ash. The monitoring of the ash should consist of chemical testing to determine the suitability of the material for either agricultural use or as a landfill cover material.
51
Soil. Monitoring of the soils should be by portable inspection methods to determine if any of the soils are contaminated by volatile hydrocarbons. The Contractors may do this if it is determined that hazardous material, such as oil or diesel fuel was spilled on the site. This phase of the monitoring should be done after the stockpiles are removed from the site. Ground Water. The monitoring of the groundwater should be done to determine the probable effects of rainfall leaching through either the ash areas or the stockpile areas.
TDSR Site Closure Checklist
Site number and location Date closure complete Household hazardous waste removed Contractor equipment and temporary structures removed Contractor petroleum spills remediated Ash piles removed Comparison of baseline information to conditions after the contractor has vacated the temporary site
Site Re-approval
Sites that were approved as TDSR sites will require re-approval for long-term storage, continuing reduction processing, and permanent disposal if site is not closed out in accordance with guidelines stated here. Sites shall be managed and monitored in accordance with the Health Department requirements and to prevent threats to the environment or public health.
52
Temporary Construction and Demolition Staging / Transfer Site Guidelines
General
The following guidelines should be considered when establishing staging/transfer sites for Construction & Demolition (C&D) and C&D recycling treatment and processing facilities.
These guidelines apply only to sites for staging/transferring C&D storm debris (roof shingles/roofing materials, carpet, insulation, wallboard, treated and painted lumber, etc.). Arrangements should be made to screen out unsuitable materials, such as household garbage, white goods, asbestos containing materials (ACM's), and household hazardous waste.
Selecting Temporary Staging / Transferring Sites
Locating sites for staging/transferring C&D waste can be accomplished by evaluating potential sites and by revisiting sites used in the past to see if site conditions have changed or if the surrounding areas have changed significantly to alter the use of the site. The following guidelines are presented in locating a site for "staging/transferring" and are considered "minimum standards" for selecting a site for use:
Sites should be located outside of identifiable or known floodplain and flood prone areas; consult the Flood Insurance Rate Map for the location in your City to verify these areas. Due to heavy rains associated with hurricanes and saturated conditions that result, flooding may occur more frequently than normally expected.
Unloading areas for incoming C&D debris material should be at a minimum 100 feet from all surface waters of the state. "Waters of the state" includes but is not limited to small creeks, streams, watercourses, ditches that maintain seasonal groundwater levels, ponds, wetlands, etc.
Storage areas for incoming C&D debris shall be at least 100 feet from the site property boundaries, on- site buildings, structures, and septic tanks with leach fields or at least 250 feet from off-site residential dwellings, commercial or public structures, and potable water supply wells, whichever is greater.
Materials separated from incoming C&D debris (white goods, scrap metal, etc.) shall be at least 50 feet from site property lines. Other non-transferable C&D wastes (household garbage, larger containers of liquid, household hazardous waste shall be placed in containers and transported to the appropriate facilities as soon as possible.
Sites that have identified wetlands should be avoided, if possible. If wetlands exist or wetland features appear at a potential site, verification by the local Corps of Engineers office will be necessary to delineate areas of concern. Once areas are delineated, the areas shall be flagged and a 100-foot buffer shall be maintained for all activities on-going at the site.
Sites bisected by overhead power transmission lines need careful consideration due to large dump body trucks/trailers used to haul debris, and underground utilities need to be identified due to the potential for site disturbance by truck/equipment traffic and possible site grading.
53
Sites shall have an attendant(s) during operating hours to minimize the acceptance of unapproved materials and to provide directions to haulers and private citizens bringing in debris.
Sites should be secure after operating hours to prevent unauthorized access to the site. Temporary measures to limit access to the site could be the use of trucks or equipment to block entry. Gates, cables, or swing pipes should be installed as soon as possible for permanent access control, if a site is to be used longer than two weeks.
When possible, signs should be installed to inform haulers and the general public on types of waste accepted, hours of operation, and who to contact in case of after hours emergency.
Final written approval is required to consider any TDSR site to be closed. Closeout of processing/recycling sites shall be within one (1) year of receiving waste. If site operations will be necessary beyond this time frame, permitting of the site by the State may be required. If conditions at the site become injurious to public health and the environment, then the site shall be closed until conditions are corrected or permanently closed. Closeout of sites shall be in accordance with the closeout and restoration of TDSR sites guidelines.
C&D Treatment & Processing/Recycling Sites
Management of C&D debris and source separated materials to be recycled shall be in accordance with the following additional conditions:
Contact the City Health Department for information on managing asbestos containing materials (ACM's) or materials that are considered regulated asbestos containing materials.
Sites should be located outside of identifiable or known floodplain and flood prone areas; consult the Flood Insurance Rate Map for the location in your City to verify these areas. Due to heavy rains associated with hurricanes and saturated conditions that result, flooding may occur more frequently than normally expected.
Storage areas for incoming debris should be at a minimum 100 feet from all surface waters of the state. "Waters of the state" includes but is not limited to small creeks, streams, watercourses, ditches that maintain seasonal groundwater levels, ponds, wetlands, etc.
Storage areas for incoming debris shall be located at least 100 feet from property boundaries and on-site buildings/structures.
Sites that have identified wetlands should be avoided, if possible. If wetlands exist or wetland features appear at a potential site verification by the local Corps of Engineers office or will be necessary to delineate areas of concern. Once areas are delineated, the areas shall be flagged and a 100-foot buffer shall be maintained for all activities on-going at the site.
Storage areas for incoming C&D debris shall be at least 100 feet from the site property boundaries, on- site buildings, structures, and septic tanks with leach fields or at least 250 feet from off-site residential dwellings, commercial or public structures, and potable water supply wells, whichever is greater.
Sites bisected by overhead power transmission lines need careful consideration due to large dump body trucks / trailers used to haul debris and the intense heat generated by the air curtain burner (ACB) device. Underground utilities need to be identified prior to digging pits for using the ACB device.
54
Provisions should be made to prevent unauthorized access to facilities when not open for use. As a temporary measure, access can be secured by blocking drives or entrances with trucks or other equipment when the facilities are closed. Gates, cables, or other more standard types of access control should be installed as soon as possible.
When possible, post signs with operating hours and information about what types of clean up waste may be accepted. Also include information as to whether only commercial haulers or the general public may deposit waste.
Final written approval is required to consider any TDSR site to be closed. Closeout of processing / recycling sites shall be within six months of receiving waste. If site operations will be necessary beyond this time frame, permitting of the site by the State may be required. If conditions at the site become injurious to public health and the environment, then the site shall be closed until conditions are corrected or permanently closed.
55
Temporary Vegetative TDSR Site Guidelines
General
When preparing temporary facilities for handling debris resulting from the clean up efforts due to hurricane damage, the following guidelines should be considered when establishing Temporary TDSR sites.
These guidelines apply only to sites for staging or burning vegetative storm debris (yard waste, trees, limbs, stumps, branches, and untreated or unpainted wood). Arrangements should be made to screen out unsuitable materials.
The two method (s) of managing vegetative and land clearing storm debris is "chipping/grinding" for use in landscape mulch, compost preparation, and industrial boiler fuel or using an "air curtain burner (ACB)", with the resulting ash being land applied as a liming agent or incorporated into a finished compost product as needed.
Chipping and Grinding Sites
Locating sites for chipping/grinding of vegetative and land clearing debris will require a detailed evaluation of potential sites and possible revisits at future dates to see if site conditions have changed or if the surrounding areas have changed significantly to alter the use of the site.
The following guidelines are presented in locating a site for "chipping/grinding" and are considered "minimum standards" for selecting a site for use:
Sites should be located outside of identifiable or known floodplain and flood prone areas; consult the Flood Insurance Rate Map for the location in your City to verify these areas. Due to heavy rains associated with hurricanes and saturated conditions that result, flooding may occur more frequently than normally expected.
Storage areas for incoming debris and processed material should be at a minimum 100 feet from all surface waters of the state. "Waters of the state" includes but is not limited to small creeks, streams, watercourses, ditches that maintain seasonal groundwater levels, ponds, wetlands, etc.
Storage areas for incoming debris and processed material shall be at least 100 feet from the site property boundaries and on-site buildings/structures. Management of processed material shall be in accordance with the guidelines for reducing the potential for spontaneous combustion in compost/mulch piles.
Storage areas for incoming debris shall be located at least 100 feet from residential dwellings, commercial or public structures, potable water supply wells, and septic tanks with leach fields.
Sites that have identified wetlands should be avoided, if possible. If wetlands exist or wetland features appear at a potential site, verification by the local Corps of Engineers office will be necessary to
56
delineate areas of concern. Once areas are delineated, the areas shall be flagged and a 100-foot buffer shall be maintained for all activities on-going at the site.
Sites bisected by overhead power transmission lines need careful consideration due to large dump body trucks/trailers used to haul debris, and underground utilities need to be identified due to the potential for site disturbance by truck/equipment traffic and possible site grading.
Sites shall have an attendant(s) during operating hours to minimize the acceptance of unapproved materials and to provide directions to haulers and private citizens bringing in debris.
Sites should be secure after operating hours to prevent unauthorized access to the site. Temporary measures to limit access to the site could be the use of trucks or equipment to block entry. Gates, cables, or swing pipes should be installed as soon as possible for permanent access control, if a site is to be used longer than two weeks. Sites should have adequate access that prohibits traffic from backing onto public rights-of-way or blocking primary and/or secondary roads to the site.
When possible, signs should be installed to inform haulers and the general public on types of waste accepted, hours of operation, and who to contact in case of an after hours emergency.
Grinding of clean wood waste such as pallets and segregated non-painted/non-treated dimensional lumber is allowed.
Final written approval is required to consider any TDSR site to be closed. Closeout of staging and processing sites shall be within six months of receiving waste. If site operations will be necessary beyond this time frame, permitting of the site may be required. If conditions at the site become injurious to public health and the environment, then the site shall be closed until conditions are corrected or permanently closed. Closeout of sites shall be in accordance with the closeout and restoration guidelines for TDSR sites.
57
APPENDIX H
DEBRIS MANAGEMENT EQUIPMENT ASSETS
3 FEMA Type III Dump Trucks 2 Type IV Backhoes 1 Type II Bulldozer
58
APPENDIX I
DEBRIS REMOVAL APPLICANTS CONTRACTING CHECKLIST
59
60
61
62
63
64
Support Annex 6 FAMILY ASSISTANCE CENTER (FAC)
Coordinating Agency Department of Social Services Emergency Management
Cooperating Agencies Dinwiddie County Health Department Dinwiddie Fire & EMS Dinwiddie County Administration Department of Behavioral Health Dinwiddie Sheriff’s Office Department of Criminal Justice Services Office of the Chief Medical Examiner Faith Based Community Private Sector Entities
Introduction In wake of an incident that has resulted in mass casualties, it is important to have a plan in place to assist individuals seeking information, manage the expected surge of donations /volunteers, and media inquiries. It is critical that the community be prepared to handle this type of sensitive situation with caution and care. The plan should support the transition to a state managed Family Assistance Center (FAC), if necessary, and be seamless and efficient. Providing assistance to victims and family members that are dealing with reunification or loss of a loved one can be challenging. In order to provide the best assistance, partnership and collaboration from a variety of government and non-government organizations will occur. VDEM recommends incorporating the National Incident Management System (NIMS) and the Incident Command System (ICS) in the FAC plan in order to facilitate the expected communication with various levels of government.
Scope This plan pertains to an incident that results in mass casualties and/or missing individuals within a locality. It will be activated in the event of multiple actual or perceived deaths. The plan will be used in conjunction with the Commonwealth of Virginia Family Assistance Center plan to develop procedures to establish and manage a FAC and to transition to a state managed FAC, if one is authorized.
Activation of the FAC The decision to activate a FAC will be made by the Director of Emergency Management or the Emergency Management Coordinator or their duly appointed
Support Annex 6-1
Deputies. A FAC can be established under a variety of mass-casualty situations. FAC operations should be activated as early into the event as possible. Preliminary services can be offered that include providing accurate information, meeting basic health and spiritual needs, and ensuring a safe place to gather. Once the need for a FAC has been determined, consultation with other local support agencies will occur to determine:
• Severity of the incident • Capabilities of the locality to include outside agreements and private business support • Mobilization of resources • Number of casualties
In addition to the event necessitating FAC services, normal day-to-day public resources may be affected by the incident, thus limiting local authorities’ ability to adequately support the response without outside support. When the incident grows outside of the locality’s capabilities/resources it is important to request outside assistance via mutual aid agreement or memorandums of understanding. Additional resources may be requested via the VEOC and Statewide Mutual Aid.
When a mass casualty incident occurs on property owned or operated by the Commonwealth of Virginia, the state will establish and operate the FAC. Local resources may be incorporated into the state FAC under procedures established in the Commonwealth of Virginia Family Assistance Center Plan.
Assumptions
The ratio of family members seeking assistance from the FAC to victims is estimated to be 10 to 1. Based on this ratio, if five casualties occur due to a human caused or natural disaster, an estimated 50 family members and victims could seek FAC services or information.
The locality will notify the VEOC of the establishment of a FAC.
The command structure for the FAC will follow the NIMS/ICS structure.
FAC operations will require outside assistance and it is essential that all volunteers be credentialed to work the FAC.
FAC service requirements may differ depending on type of incident.
Family members who reside outside of the impacted area might travel to the incident site and may require accommodation; family members who choose to not travel to the site might need some of the same services offered to the family members at the scene.
Support Annex 6-2
The locality will immediately contact Virginia Criminal Incident Compensation Fund and Department Criminal Justice Services to deploy when there are victims as required 44-146.19E Code of Virginia and as noted in the local EOP.
In the event of a commercial aviation accident in your area, the National Transportation Safety Board will deploy to support on-scene coordination efforts, but will require local capabilities such as law enforcement for security and local medical examiner for victim identification to support their effort.
If the incident occurs in a small jurisdiction, the individuals identified to provide services may themselves become victims and may not adequately be able to provide the level of care required.
Concept of Operations
General
Over the duration of the incident, the FAC will be modified both operationally and structurally/physically. The demands on the FAC will change as the response effort moves through its different stages. At the beginning of the response, there will be a surge of requests, calls, and clients to the FAC. The ability to accommodate this surge will require an analysis of the incident and the anticipated needs of the affected public. Once these needs have been identified, the appropriate FAC organizational structure can be determined and adequate staffing, facilities, and other resources can be acquired and operations implemented.
The FAC should be established to provide families with accurate and timely information, and the best way to do so is in the form of Family Briefings. These briefings can occur on a scheduled basis determined by the locality. Ensure that the families are receiving information periodically to prevent anger and frustration towards the response and recovery efforts.
Functions of the FAC
Collection of missing person reports and subsequent collection of ante mortem data, if necessary.
Coordination with hospitals, shelters, and incident operations to identify missing persons
Ensure availability of appropriate crisis counseling and spiritual support. Determine the needs of the families and victims and modify FAC operations to provide necessary services
Support Annex 6-3
Maintain security from media and other individuals not requiring the services of the FAC
Provide assistance to individuals dealing with the loss of life and subsequent destruction to the community
Manage requests for sensitive information in such a way that does not hinder the purpose of having a FAC
Ensure accurate information is being received in a timely and consistent manner and is only provided by qualified individuals who will control the information flow outside of the FAC
Assist in meeting the mental, emotional, and physical needs of those individuals that have been affected by the incident.
Facilitate information sharing between hospitals to expedite reunification of loved ones
Site Selection
A FAC will function at its best when the chosen facility or site can be secured from the media and the general public. It is important to provide a safe and secure environment for the victims’ families, where they are provided accurate information while being offered services to cope with the incident.
Management Structure
The FAC should be operated under the Incident Command System with the appointment of a FAC Director to serve as primary authority and decision maker to FAC operations. In addition to a FAC director, consider the appointment of Public Information Officer to conduct media briefings and ensure rumor control for the incident. Other important positions to consider when developing a staffing plan are liaison officer and safety officer.
FAC Director ( Dept of Social Services) Oversees and manages all FAC operations Ensures that all needs are being met inside the FAC to include those individuals providing the services Serves as the liaison to Emergency Operations Center and the Incident Commander Reports any significant issues to operations chief at the EOC
Public Information Officer (PIO) (County Administration or Fire & EMS) Coordinate with the FAC director to ensure that information is suitable to be shared with the media
Support Annex 6-4
Serve as the spokesperson for the FAC and will conduct media briefings away from the site Responsible for rumor control and any media inquiries.
Liaison Officer (Emergency Management) Serve as point of contact in the FAC for agencies that are not present but are assisting in FAC operations Serves as point of contact for agencies interested in serving in the FAC Ensures all staff members have been vetted and credentialed by representing agency
Safety Officer (Fire &E MS) Advises FAC director on operational health and safety Ensures ongoing assessment of the environment to continue to operate a safe and secure FAC
Services
Primary Services These Services should always be available when operating a FAC.
FAC Security Provide safe secure environment from media and curiosity seekers. The FAC should be separate from the scene but close enough to provide site visits after the recovery effort has ceased. The media briefings should be held at a separate location from the FAC to ensure that families leaving the FAC will not have to share elevators or parking lots with media or the general population. Provide credentialing to all persons entering the FAC.
Reception Center Welcome and greeting of FAC clients with initial registration of their contact information, other family or next of kin (NOK) information, and preliminary gathering of information of the missing or deceased loved one. During this time, an overview of services to be provided is given and an assessment of current behavioral health or first aid needs is taken. In addition, the reception center will serve as a security checkpoint for those individuals who may be trying to gain access to the FAC with intentions other than reuniting with loves ones.
Call Center A Call Center may be established to receive initial missing persons’ intake information. It can be co-located with the FAC if space allows. While the initial
Support Annex 6-5
intent of the Call Center will be to receive reports of missing individuals, it may transition into an informational hotline during the latter part of the incident.
Family Briefings Should be conducted on a regular schedule even if no new information needs to be reported. These briefings become essential to developing a relationship with the families at the FAC. Ensure that accurate and timely information is disseminated
Crisis Counseling/Spiritual Care Assist family members, FAC staff, and volunteers in understanding and managing the full range of grief reactions. Provide interdenominational pastoral counseling and spiritual care for people of all faiths, who request it, and to serve on death notification teams. Ensure that individuals providing counseling services are not part of the affected population, as they may not be able to provide the best quality to care for the families.
Victim Advocates Provided to families to assist them in understanding the processes and agencies they will likely encounter and receive assistance from, and to address the needs of each specific family. Advocates will help families with their knowledge of the criminal justice system and in the process of the Office of Chief Medical Examiner to include victim recovery, identification, and return of remains. These advocates will support families who may need to transport the descendant across state lines or to another country.
Death Notification Is the formal notification that a positive identification has been made on the NOK or loved one to the surviving victims and family members. The process of death notifications is highly sensitive and should be handled by individuals with experience in these areas.
Site Visits May be requested by the group or individual seeking answers to the incident or closure. It is important to provide visits to those requesting but to do so in a coordinated manner. Ensure the families and victims not view the site during evidence recovery or search and rescue operations. Also, ensure safety from the media and outside sources during the site visit.
Secondary Services
Child Care
Adult Care (to be separate from the child care area)
Support Annex 6-6
Assistance with death related paperwork (Funeral Services, dealing with life insurance, obtaining death certificates)
Financial assistance (if the deceased was the head of household family may have difficulty paying bills)
Assistance with basic needs (clothing, food, toiletries)
Roles and Responsibilities
It is essential that services are provided by subject matter experts that have additional training and/or experience in a mass casualty event. All staff should be vetted and credentialed by the local agency that they are representing. Consider pre-identifying local staff that are trained and knowledgeable to support FAC operations.
Social Services Provide FAC Manger Oversees and manages all Center operations; Ensures that all needs are being met inside the center to include those of the individuals providing services; Serves as the liaison to the Emergency Operations Center and the on- scene Incident Commander. Registration and Family Intake will be coordinated by the Department of Social Services and support by other departments; Welcome family members and escort to appropriate area; Staff members will act with patience and sensitivity when working with families.
County Administration Provide a Public Information Officer for the FAC
Fire & EMS Provide on-site medical care at FAC Provide FAC Safety Officer Provide and/or support Public Information Officer
Emergency Management Provide Liaison Officer for the FAC who serves as point of contact in the Center for agencies that are not present but are assisting center operations; Serves as point of contact for agencies interested in serving in the Center;
Support Annex 6-7
Supports Center and incident operations; Provides regular updates to the Virginia Emergency Operations Center.
Sheriffs’ Office/law Enforcement Facility site security. Ensures all staff members have been vetted and credentialed by the representing agency. Death notification and family reunification. After a positive identification has been made by the OCME the family will be located and discretely escorted to a private area; Law enforcement should provide updates and briefings on the identification and missing person’s process to family members.
Health Department/Office of the Chief Medical Examiner Serves as the primary agencies in collection of ante mortem data from family members of victims to assist in the identification of decedents. Information gathered may include demographic information, personal body, identification marks, and medical, surgical, x-ray or dental records. The OCME and lead law enforcement agency will manage the collection of materials, records or items needed for confirmation of identification. Coordinates with District OCME office, incident morgue (if established), hospitals, law enforcement, healthcare providers and other key partners to identify decedents. Provides guidance on safe handling and disposition of potentially infectious or hazardous human remains. Ensures proper registration of deaths and processes requests for death certifications and transit permits.
Department of Behavioral Health/ Faith Based Community Provide on-scene emergency behavioral health services to support families and individuals as they begin to cope with the loss of a loved one, loss of home or community, and other emergency-induced stressors. Offer spiritual support by qualified spiritual leaders.
Safety and Security
Due to the sensitive nature of a FAC, safety and security are critical. Consideration will be given to ensuring the chosen facility and operations are secure from the media and general public. This section will be used to describe the localities FAC safety plan.
Support Annex 6-8
The family members, victims, and worker’s safety and security will be a priority at the FAC. Credentialing will be conducted for all persons entering the FAC. The jurisdiction must ensure that those working in the FAC have the proper clearance to be present and working with a sensitive population.
Demobilization
Planning for demobilization should begin upon activation. Demobilization can be done by scaling back services as they are no longer needed. For example having a staff of ante mortem interviewers can be scaled back and demobilized once all interviews have been conducted and data collected. Consider having one person capable of collecting ante mortem data on staff for the duration of the recovery process; often families will remember information that they may have forgotten during the interview. When considering closing the FAC ensure families are given local resources that can be helpful in their community such as victim advocates and behavioral health professionals. Factors to consider when determining the closure of the FAC: Number of families or loved ones visiting the FAC each day
Number of victims that remain unidentified
Need for daily briefings (rapidly changing information)
Before deciding FAC operations will cease, the FAC director will ensure that all needs can and will be met outside of the FAC. Make sure that all persons coming to the FAC have been provided the appropriate resources to continue the process once operations have completed.
References
Code of Virginia, Title 44, Military and Emergency Laws, Chapter 3.2, Emergency Services and Disaster Law The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93‐288, as amended Aviation Disaster Family Assistance Act of 1996, Public Law 104‐264, as amended Foreign Air Carrier Family Support Act of 1997, Public Law 105–148, as amended VDEM Family Assistance Center Plan Insert any local ordinances or laws, if applicable.
Resources
Virginia Victim Assistance Directory http://www.dcjs.virginia.gov/victims/documents/victimAssistanceDirectory.pdf
Map of Regional Virginia Voluntary Organizations Active in Disasters(VAVOAD)
Support Annex 6-9 http://www.vavoad.org/regional-voad-offices.htm
Map of Victim Witness Programs in Virginia http://www.dcjs.virginia.gov/victims/documents/VWmap-phonelist.pdf Disaster Preparedness VFDA Disaster Relief Committee contacts http://www.vfda.net/disaster-preparedness/ Family Assistance Center Toolkit, created by Seattle and King County Washington http://www.apctoolkits.com/family-assistance-center/
Support Annex 6-10
Emergency Operations Plan Support Annex 7
County of Dinwiddie, Virginia Recovery Plan
May 2019
Support Annex 7-1
INTRODUCTION
Purpose
The Disaster Recovery Plan (Recovery Plan) is designed in coordination with the Dinwiddie County Emergency Operations Plan (EOP) and will serve to identify the operational concepts, organizational arrangements, responsibilities, and procedures to accomplish the tasks required for the County and its citizens and businesses to recover from a major emergency or disaster. The Disaster Recovery Plan also provides officials with operational guidance necessary to effectively manage recovery activities in the aftermath of a major disaster or catastrophic event. Response phase activities are identified and outlined in the County EOP, however, due to the cyclical nature of emergency management, there will be some overlap between the response and recovery phase.
Scope This plan works to coordinate operations during recovery by describing the overall recovery process, providing guidance to recovery agencies and organizations and developing a framework for the recovery organization. This plan should be used by all county departments, agencies and partners in the public, private, and nonprofit sectors who have been requested to provide support to the recovery efforts.
Authorities and References
The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended Code of Federal Regulations (CFR), Title 44, as amended National Response Framework (NRF), as amended National Disaster Recovery Framework (NDRF), as amended Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended. The Commonwealth of Virginia Emergency Operations Plan, March 2015 Dinwiddie County Emergency Operations Plan, May 2019 Richmond-Crater Multi-Regional Hazard Mitigation Plan, 2017
SITUATION AND PLANNING ASSUMPTIONS Situation Disaster recovery typically occurs in phases, with initial efforts dedicated to helping those affected meet immediate needs for housing, food, and water. As homes and businesses are repaired, people return to work and communities continue with cleanup and rebuilding efforts, many government agencies, volunteer organizations, and the private sector have to cooperate to provide assistance and support. Communities that are especially hard hit by a disaster may need more time and specialized assistance to recover, as well as a more formalized structure to support them. Specialized assistance may also be needed to address unique needs that are not satisfied by routine disaster assistance programs. This specialized assistance may also be required for a very complex restoration or rebuilding challenges. Long-term community recovery addresses these ongoing needs by taking a holistic, long-term view of
Support Annex 7-2 critical recovery needs, and coordinating the mobilization of resources at the federal, state, and community levels.
Planning Assumptions • Dinwiddie County is susceptible to a range of natural and manmade hazards that may cause major or catastrophic disaster impacts; either county wide or in isolated geographic areas. • Such an occurrence will likely be regional and/or multijurisdictional in nature and many resources critical to the disaster recovery process will be scarce, and the difficulty obtaining such resources will be significant. • Damage in the county/area will be catastrophic in nature, and will cause the disruption of normal life support systems and the disruption of economic, physical, and social infrastructures. • Critical infrastructure/key resources (CIKR), including public and private utilities, will be severely affected in the impacted areas. CIKR restoration may last well into the recovery phase. • Effective response and recovery will exceed the capabilities of Dinwiddie County • Prior to activation and implementation of this plan, the Dinwiddie County Emergency Operations Plan (EOP) will have been implemented and emergency response functions will be being provided. • The Dinwiddie County Emergency Operations Center (EOC) will be activated prior to this plan being implemented, and the Incident Command organization staffed as dictated by the scope of the response effort. • Unanticipated consequences of a catastrophic incident could require the County and its partners to have to develop new programs and/or adjust procedures and processes to meet the communities’ needs • Volunteer organizations within and from beyond the region will implement their disaster relief programs; residents and disaster relief organizations from other areas will send food, clothing, supplies, and personnel based on their perception of the needs of Dinwiddie County. • Many County personnel will suffer damage to their homes and personal property, and will be survivors of the disaster themselves.
IMPLEMENTATION/DEMOBILIZATION The Disaster Recovery Plan will be implemented at the direction of the Emergency Management Director/County Administrator in consultation and coordination with Emergency Management Coordinator. The Director will assume the role of or appoint the Disaster Recovery Coordinator who will initiate the actions as outlined in this plan to begin the recovery process. The Emergency Management Director/County Administrator in coordination with the DRC and DRTF determines when to discontinue recovery operations and return to normal operations. This decision should be made considering the completion of intermediate and long-term recovery operations. Some RSFs may demobilize before others based on the extent of the disaster.
CONCEPT OF OPERATIONS Recovery Process The recovery process is best described as a sequence of interdependent and often concurrent activities that progressively advance a community toward a successful recovery. Decisions made and priorities set before a Support Annex 7-3 disaster even occurs and early in the recovery process by a community will have a cascading effect on the nature and speed of the recovery progress. Figure 1 below indicates how preparedness, response, and recovery functions are related. Figure 1
Support Annex 7-4
Recovery Goals
Pre Disaster
• Coordinate and build relationships with NGO, Private and Non-Profit Entities • Build partnerships within the community • Mitigation planning and implementation • Build community preparedness and resilience • Train and exercise plan(s)
Post Disaster
• Provide leadership and coordination • Foster whole community participation • Effective communication/transparency • Restore and provide public safety, social and human services • Provide adequate housing solutions • Restore and improve infrastructure • Maximize funding • Promote mitigation/resilience in rebuilding • Maintain and enhance the economic base • Restore natural and cultural resources
Recovery Phases Recovery operations will generally occur in phases. They are short term recovery/stabilization, intermediate term recovery and long term recovery. As the recovery organization is formed and begins to work on the recovery process they will inevitably move through these phases. In the short term recovery/stabilization phase they may find that many of the impacts have already or are being addressed by the efforts being coordinated through the response organization in the EOC. The other phases will generally fall full to the recovery organization as the response phase closes ou.t and the EOC closes
Short-Term Recovery Operations/Stabilization Short Term Recovery Operations/Stabilization involves managing and containing immediate impacts of an event on community systems, thereby creating an environment where recovery activities can begin. It generally lasts from days to a few weeks. Stabilization includes such activities as:
• Provision of essential health and safety services including emotional /psychological support services • Reestablish essential government operations (COG) • Provision of integrated mass care and sheltering • Immediate debris removal to make emergency access and clear primary transportation routes • Support family and pet reunification • Complete full damage assessments • Support the restoration of essential infrastructure • Provide essential public information • Begin documentation of response/recovery costs
Intermediate Recovery Operations Intermediate Recovery Operations occurs following short-term recovery operations and may last from weeks to a few months. It involves returning individuals and families, critical infrastructure, and Support Annex 7-5 essential government or commercial services back to a functional state, not necessarily a pre-disaster state.
• Initiate long term recovery planning • Initiate debris removal plan • Complete utility restoration and plan for long term critical infrastructure rebuilding • Continuing to provide individual, family-centered case management; • Providing supportive behavioral health education, intervention, including continuing to provide crisis, grief, and group counseling and support. • Provide accessible interim housing and begin planning for long-term housing solutions; • Returning displaced populations, pets, and restore business operations • Completing assessments of natural and cultural resources and developing plans for long-term environmental and cultural resource recovery. • Assess mitigation opportunities in rebuilding • Conduct outreach to involve residents and business–owners as stakeholders in the recovery process. • Developing recovery centers that act as “one-stop shops” that allows citizens and business owners access to all pertinent local government offices related to the recovery process. • Create procurement process and document all recovery related costs
Long-Term Recovery Operations Long-Term Recovery follows Intermediate Recovery and may continue for months to years. It is the process of rebuilding or relocating damaged or destroyed social, economic, natural, and build environments in a community to conditions set in a long-term recovery plan. The goal underlying long- term recovery is the impacted community moving toward self-sufficiency, sustainability, and resiliency.
• Identifying of risks that affect long-term community sustainment and vitality. • Developing a long-term comprehensive recovery plan. • Rebuilding to appropriate resilience standards in recognition of hazards and threats. • Rebuilding full educational, social, and other human services and facilities. • Reestablishing medical, public health, behavioral health, and human services systems. • Reconfiguring elements of the community in light of changed needs and opportunities for enhanced • business and job opportunities. • Promote the preservation of natural resources. • Implementing mitigation strategies, plans, and projects. • Implement permanent housing strategies. • Reconstructing and/or relocating permanent facilities. • Implementing economic and business revitalization strategies. • Seek reimbursement for eligible disaster related expenses
Support Annex 7-6
Recovery Organization
Policy Group
The policy group is comprised of the Board of Supervisors, the County Administrator and other personnel who may have expertise on specific matters of concern or action. The policy group focuses on the overall strategy for recovery, recovery priorities, and policy requirements. The decisions made by the policy group will be implemented by the Disaster Recovery Task Force overseen by the Disaster Recovery Coordinator.
Disaster Recovery Coordinator (DRC)
The disaster recovery organization will be led by a Disaster Recovery Coordinator (DRC) which will be appointed by the County Administrator. The DRC will oversee the recovery operation and will coordinate the Disaster Recovery Task Force (DRTF). The DRC will also be the point of contact for all state and federal recovery partners. This individual may need to be solely dedicated to the recovery effort, and will be unable to perform duties related to his/her permanent job or home agency.
Disaster Recovery Task Force (DRTF)
The DRTF is charged with advising the Disaster Recovery Coordinator regarding general direction, overarching policy guidance, and general prioritization for recovery activities. The DRTF should include a mix of public and private sector representation; personnel with relevant professional experience and expertise; and represent a geographical distribution adequately and equitably represents areas impacted by the disaster. The major duties of the DRTF include: (a) Establish uniform policies for effective coordination to accomplish recovery tasks (b) Recommend and coordinate efforts to return to normal operations (c) Assist in identifying mitigation opportunities and resources and (d) Determine activation of needed Recovery Support Functions (RSFs)
Liaison Officer (LOFR)
The Liaison Officer (LOFR) serves as a point of contact for agencies and organizations working with the County during recovery. The Liaison will provide logistical and communications support to coordinate within the County and among the supporting agencies, and recommend courses of action as necessary. At first, the LDRM will likely serve as the Liaison, though he or she may designate a separate Liaison as necessary. The Liaison, like the LDRM, must know the participating regional agencies and organizations that the Recovery Committee will coordinate with during recovery operations.
Legal Advisor
The Legal Advisor provides counsel to the DRTF on any legal issues that may arise during recovery operations. The Legal Officer may advise on and develop special ordinances supporting the recovery mission. The Legal Officer will identify federal, state, county, and municipal ordinances, statues, or regulations that may impact recovery goals, objectives, or tactics.
Support Annex 7-7
Safety Officer (SOFR)
The Safety Officer is responsible for monitoring and assessing hazardous and unsafe working situations, and developing methods for assuring personnel safety. This applies to staff assigned to the recovery organization, including those deployed from external Organizations, jurisdictions or private/non-profit organizations.
Public Information Officer (PIO)
The PIO serves as the official spokesperson for the county’s recovery effort and is responsible for responding to media and general public inquiries regarding the recovery plan. The PIO should have pre- established relationships with the media and community organizations that the recovery organization must communicate with during recovery.
Operations Section
The Recovery Operations oversees the execution of the RSF Plans. Recovery Operations will facilitate the collection of resource needs necessary to implement approved recovery projects, and work to fulfill those requests with the Logistics Section and the Recovery Liaison. The Operations Section will ensure approved projects are organized, and resource requests are streamlined. However, the day-to-day recovery project operations will be managed by specific agencies outlined in each RSF. The leaders of the Operations Section will be chosen from the Coordinating Agencies of the RSFs. Operations Section leaders will have work that directly relates to the incident that occurred.
Planning Section
The Planning Section oversees the development of the Community Recovery Plan, and the development and delivery of the Recovery Action Plans. The Recovery Planning Section will collect, evaluate, and disseminate critical information about the incident to the DRC, the DRTF, county leadership, and the community. RSF-1 will serve as the Recovery Planning Section.
Logistics Section
The Logistics Section is responsible for requesting, tracking, and demobilizing support that comes in to facilitate recovery operations. This section will also order resources from outside sources. The Logistics Section provides facilities, transportation, supplies, equipment maintenance and fuel, food services, communications and information technology support, and other services or assets as needed.
Finance Section
The Finance Section is responsible for tracking and coordinating payment for recovery supplies and services. The Finance Section will also be responsible for overseeing procurement and contract procedures. In addition, the Finance Section will keep expenditure records for federal recovery programs and track recovery staff time sheets. They will ensure that the county receives all federal recovery assistance and reimbursement for which it is eligible. This Section is also responsible for
Support Annex 7-8 coordinating the pursuit of funding from various federal grant and loan programs, and for managing disbursement of any donated funds.
Recovery Support Functions (RSF)
Recovery Support Functions comprise the coordinating structure for the Disaster Recovery Plan. The objective of the RSFs is to facilitate problem solving, improve access to resources and to facilitate coordination among stakeholders for the delivery of assistance needed for recovery efforts. The RSFs will be activated at the discretion of the Recovery Manager, and depending on the size and scope of the disaster, may be direct reports to the Recovery Manager, or may report to the Operations Section Chief if one has been designated. Certain RSFs have subcategories which may also be activated as Groups as needed.
The following RSFs are included in this plan:
RSF #1 – Community Planning and Capacity Building RSF #2 – Economic Recovery Employment Recovery Supply Chain Recovery Business Restoration Business Retention and Recruitment RSF #3 – Health and Social Services Human and Social Services Health and Medical Services RSF #4 – Housing Sheltering Intermediate Housing Long Term Housing Reconstruction and Relocation RSF #5 – Infrastructure Systems Debris Management Transportation System Recovery Utility Restoration Capital Repairs and Reconstruction RSF #6 – Natural and Cultural Resources
RSF’s should be activated on an as needed basis and should be structured using the ICS model (Figure 2). RSF’s should be coordinated by the agencies designated with primary responsibility in Figure 3 and should be staffed with personnel from all the necessary supporting entities. Further details on RSF’s can be found in Appendix 1 of this plan.
Support Annex 7-9
Figure 2
Policy Group
Disaster Recovery State Recovery Coordinator POC
Federal Recovery Disaster Recovery POC Task Force
Public Information Legal Advisor Officer
Safety officer Liaison Officer
Planning Section Finance/Admin Operations Section Logistics Section (RSF #1) Section
RSF #1 RSF #2
RSF #3 RSF #4
RSF #5 RSF #6
Support Annex 7-10
Figure 3
Agency/Organization
RSF 1 Community Capacity Planning and Building RSF 2 Economic Recovery RSF & Social 3 Health Recovery Services RSF 4 Housing RSF 5 Infrastructure Systems Recovery &RSF 6 Natural Resources Cultural Recovery Board of Supervisors/Policy P S S S S S Group Disaster Recovery Coordinator P S S S S S Disaster Recovery Task Force P S S S S S Planning, Zoning & Community P S P S S Development Building Inspections P Industrial Development Authority P S Economic Development P S Commissioner of the Revenue S S Planning Commission P S P S Dinwiddie Water Authority P Electrical Utilities P Telecom Carriers P Public Works P Health Department P Appomattox Regional Library P Historical Society P Parks & Recreation P Social Services P P VDOT P VOADs/NGOs S S P S S S Treasurer S Community Outreach/PIO S S S S S S Finance S S S S S S Sheriff’s Office S S S S S S Fire & EMS/Emergency Mgmt. P S S S S S County Attorney S S S S S S Human Resources S S S S S S Information Technology S S S S S S
Support Annex 7-11
Recovery Sites and Facilities
Dinwiddie County Emergency Operations Center (EOC)
The EOC is the initial location activated to support emergency response and short term recovery/stabilization operations in Dinwiddie County. The EOC is a central facility from which to provide interagency coordination and decision making in support of incident response. The EOC will operate until the incident is stabilized, life-safety concerns are mitigated, and operations have transitioned to focus on intermediate and long-term recovery.
Dinwiddie County Recovery Coordination Center (RCC)
The Recovery Coordination Center is the local facility where coordination and decision making can take place in support of recovery operations. It will function much like the EOC does during the response phase. A RCC may be established during the response phase to begin planning for the recovery process, support damage assessment, ensure documentation of disaster related operations and expenditures, and provide for coordination of recovery programs issues and implementation. This facility should be co-located with or near the Joint Field Office.
Joint Field Office (JFO)
If a Presidential Declaration is received, the Federal Coordinating Officer (FCO) will establish a JFO to coordinate the relief and recovery effort. The JFO will be staffed with representatives from federal agencies having emergency responsibilities as well as state and local officials. If possible, the JFO should be co-located or nearby the county Recovery Coordination Center (RCC).
Disaster Recovery Center (DRC)
Disaster Recovery Centers (DRC) are the mechanism for delivering assistance to disaster survivors. It is a readily accessible facility where disaster survivors can meet face-to-face with representatives of federal, state, county, local, and volunteer agencies. A local jurisdiction and participating agencies will determine if a DRC is needed after localized events requiring community recovery. Under Presidentially Declared Disasters, FEMA may stand up DRCs at the request of and in coordination with the state and county.
Business Recovery Center (BRC)
BRCs, stood up by the Small Business Administration (SBA), provide key financial and counseling services to businesses impacted by disaster, including information on SBA Disaster Loans. The county may open one or more BRCs to receive requests for recovery assistance from businesses, organizations, or other entities.
Support Annex 7-12
Recovery Action Planning (RAP) Cycle
The Recovery Action Planning (RAP) cycle provides a defined process, structure, and schedule for setting and prioritizing objectives, ensuring resource availability, monitoring progress, and generally executing the Disaster Recovery Coordinator and Disaster Recovery Task Force’s Mission. It specifies communications, meetings, assessments, and course-corrections which are fundamental components of the planning process. The DRC is charged with overall coordination and scheduling of this process. The Recovery Action Planning cycle is modeled on the Incident Command System (ICS) Incident Action Planning Cycle, sometimes known as the “Planning P” for its diagrammatic shape. It will be generally consistent with the Incident Action Planning Process used during the EOC Response operations (See EOP). The steps of the RAP cycle are outlined below.
Transition from response phase:
As management of the overall incident transitions from Response to Recovery, non-life-safety objectives which were set but not fully accomplished during Response will be transitioned from the responsibility of the Response-phase Incident Command to the Disaster Recovery Coordinator. These unmet needs and other ongoing Response objectives will form the initial basis for setting Recovery objectives.
Support Annex 7-13
Assess and Understand Damage:
The Damage Assessment process begins in the response phase. Generally, this process includes: Phase 1: Rapid Needs Assessment (RNA). RNA includes spot reports by citizens and emergency responders. This is a quick snap shot of the event. Analysis includes identifying: • Area(s) of impact. • Identify additional threatened area(s). • Resources Needed • Status of emergency response to include personnel, equipment, supplies, vehicles, communications, and facilities. • Estimates of casualties • Estimates of damage • Number of people at risk. • Public protection actions taken. • Public protection actions needed.
Phase 2: Preliminary Damage Assessment Teams (PDATs) are activated to provide a detailed evaluation of what happened. PDATs provide more detailed assessments of the damaged areas using a field sheet that specifically identifies damage to: • Public Works infrastructures. • Critical facilities infrastructure. • Public buildings. • Private buildings.
This assessment may be conducted by conducting a block-by-block and street-by- street assessment, detailed engineer reviews and reports, telephone and personal interviews.
Phase 3: Joint Preliminary Damage Assessment Teams (JPDATs). State and federal damage assessment teams may also be used to identify and validate damage assessments, define the scope of repairs, and determine repair or replacement costs.
Assess progress on objectives:
Regardless of whether the DRC is in its initial operational cycle or conducting ongoing planning, the first step of a new RAP cycle is for the Disaster Recovery Coordinator and Disaster Recovery Task Force to report on the status of its objectives, as well as identifying additional needs or new objectives. This will include input from the RSF. This is a very important step and will help to reinforce the development of measurable objectives by ensuring specific RSF input results in clearly scoped and defined objectives, particularly for objectives lasting over numerous operational periods.
Set(new) objectives and strategies:
The next step of the RAP cycle is for the Disaster Recovery Coordinator to work with the Disaster Recovery Task Force to identify and prioritize objectives and strategies for the next operational period. These may be ongoing or incomplete objectives from previous operational periods, or they may be new. Operational Periods in the recovery phase are different than in the response phase. They are driven by milestones and timelines as opposed to the traditional 12/24 hour operational periods. As each new RAP is developed, progress made against identified criteria for each objective will be assessed in coordination with the appropriate RSF and this information will be used to refine and focus objectives in future RAPs. Support Annex 7-14
Determine action items:
Once the next operational period’s objectives and strategies have been set, the Operations Section identifies and prioritizes specific action items which will be used to achieve the objectives and strategies, as well as identifying evaluation criteria and monitoring mechanisms for the action items. The DRC then works with the Logistics Section Coordinator, Planning Section Coordinator or designee, Legal Advisor, Safety Officer, and others as necessary to review and validate the action items; they may add, remove, or re-prioritize action items as necessary. The Disaster Recovery Coordinator and the DRTF also assigns available resources to the RSFs and/or secures additional necessary resources. (ICS form 215 may provide a useful framework for this process.)
Planning meeting:
After action items and resources have been set, this information is shared broadly with the DRTF and lead and supporting agencies at the Planning Meeting. Participants have the opportunity to review and vet the action items and resource assignments. At this phase, each RSF again reviews to ensure consistency of near-term action items with long-term recovery goals.
Draft/ approve/ distribute the Recovery Action Plan(RAP):
Following the Planning Meeting, the Planning Section (RSF 1) drafts and finalizes the RAP for the next operational period. Once it has been approved by the Disaster Recovery Coordinator, the Recovery Action Plan is distributed to the entire DRTF and RSF agencies and becomes the new controlling document; this marks the beginning of a new operational period.
Recovery Action Plan Contents:
Cover Page – Summary information such as Incident Name, Incident Date and Time, Recovery Operational Period, List of included forms and documents, and who prepared and approved the RAP
Recovery Action Plan Briefing – Overview of the current objectives, recovery activities, outstanding needs and if appropriate, maps of the incident.
Damage Assessment Summary – Snapshot of public and private damage.
Recovery Work Matrix – More specific details of current and new objectives, strategies, tactics and work assignments. One should be prepared for each RSF and be completed by the lead of the RSF. Approval of the matrix will be done by the DRC.
Coordination briefing(s):
After the Recovery Action Plan is approved and distributed, RSF mission assignments are officially handed down and started. At this point, recovery agency staff and lead and supporting agencies are briefed on the new RAP. Depending on the situation, this briefing may be for the entire Recovery Agency at once, or smaller briefings may take place at the individual RSF levels.
Execute Recovery Action Plan:
Support Annex 7-15
This step comprises the main work of the Recovery Agencies, as their mission assignments are implemented from within the operations section.
POLICIES AND PROCEDURES
1) Recovery operations are handled through local, county, state, and federal agencies in accordance with their statutory authorities or through special task forces established by state and federal officials.
2) Recovery is coordinated and conducted cooperatively with local, county, state and federal officials and with private entities. As a result of a Presidential Disaster Declaration or emergency or major disaster, a JFO with supporting federal personnel may also be activated.
3) A Presidential Disaster Declaration may authorize the following types of disaster relief assistance.
FEMA Individual Assistance – Supplementary federal assistance provided by FEMA under the Stafford Act to individuals and families adversely affected by a major disaster or emergency. Such assistance may be provided directly by the Federal Government or through State or local governments or disaster relief organizations. FEMA Public Assistance – Supplementary federal assistance provided by FEMA under the Stafford Act to State and local governments or certain private, non-profit organizations other than assistance for the direct benefit of families and individuals. FEMA Section 404 Hazard Mitigation Grant Program – Supplementary federal assistance provided by FEMA under the Stafford Act to states and local governments to implement long- term hazard mitigation measures after a major disaster declaration. HUD Community Development Block Grant—Disaster Recovery – The U.S. Department of Housing and Urban Development provides flexible grants to help cities, counties, and States recover from Presidentially declared disasters, especially in low-income areas, subject to availability of supplemental appropriations. Federal Transit Administration Emergency Relief – FTA may provide assistance to public transit operators for protecting, repairing, and/or replacing equipment and facilities which may suffer or have suffered serious damage in an emergency or major disaster. Federal Highway Administration Emergency Relief – Assistance for the repair or reconstruction of federal-aid highways and roads on federal lands which have suffered serious damage as a result of (1) natural disasters, or (2) catastrophic failures from an external cause. Small Business Administration Disaster Loans – SBA provides low-interest disaster loans to businesses, private non-profit organizations, homeowners, and renters to repair or replace real estate, personal property, machinery and equipment, and inventory and business assets. FEMA Community Disaster Loan Program (CDL) – The CDL program provides financial assistance to local governments having difficulty providing government services due to lost tax or other revenue following a disaster. U.S. Department of Labor (DOL) National Emergency Grants (NEG) – NEGs temporarily expand the service capacity of Workforce Investment Act Dislocated Worker training and employment programs at the state and local levels by providing funding assistance in response to large, unexpected economic events causing significant job losses. Natural Resources Conservation Service Emergency Watershed Protection Program – The U.S. Department of Agriculture’s NRCS administers the Emergency Watershed Protection Program, which responds to emergencies created by natural disasters. It is not necessary for a national
Support Annex 7-16
emergency to be declared for an area to be eligible for assistance. The program is designed to help people and conserve natural resources by relieving imminent hazards to life and property caused by floods, fires, windstorms, and other natural occurrences.
PLAN MAINTENENANCE
Dinwiddie County Fire & EMS/Emergency Management has the overall responsibility for emergency planning and coordination of resources in emergency operations, including recovery. Each department/agency with a designated recovery role is responsible for the development and maintenance of appropriate planning documents that address responsibilities assigned in this plan including, but not be limited to SOPs, procedures, checklists, and/or operational guidelines. Dinwiddie County Fire & EMS/Emergency Management will be responsible for the on-going maintenance of the plan and will review the plan in its entirety once a year to make necessary updates or changes.
Support Annex 7-17
APPENDIX A - RECOVERY SUPPORT FUNCTIONS
Introduction The Recovery Support Function (RSF) Appendix describes the concepts and principles applicable to key recovery functions. The RSFs identified in this appendix are consistent with those identified in the National Disaster Recovery Framework (NDRF). Maintaining consistency with the NDRF is important because such consistency ensures that the structures will be compatible with Federal guidelines and support structures. Similar to those at the Federal level, the RSFs can be activated at the local level to coordinate certain functional aspects of the recovery.
The RSF appendix provides a description of how Dinwiddie County will organize agencies and community partners with roles in recovery by function to foster communication and coordination to effectively address disaster recovery issues. This will help ensure effective management of recovery efforts resulting from an incident, when local, State, and Federal emergency proclamations and declarations are made and recovery operations are expected to be long-term and complex.
Recovery Support Functions
Dinwiddie County has established the following RSFs to coordinate recovery activities.
• RSF 1- Community Planning and Capacity Building • RSF 2 - Economic Recovery • RSF 3 - Health and Social Services • RSF 4 - Housing • RSF 5 - Infrastructure Systems • RSF 6 - Natural and Cultural Resources
Support Annex 7-18
RECOVERY SUPPORT FUNCTION (RSF) 1 COMMUNITY PLANNING AND CAPACITY BUILDING
LEAD AGENCIES:
• Policy Group • Disaster Recovery Coordinator • Disaster Recovery Task Force • Emergency Management
SUPPORT AGENCIES:
• Planning and Community Development • Finance and General Services • Social Services • NGOs • Community Groups • Health Department • Economic Development • Human Resources • County Attorney • Legal Counsel • Public Information Officer
INTRODUCTION
Purpose The purpose of the Community Planning and Capacity Building RSF is to coordinate the development and/or execution of recovery plans and policies to guide short-, intermediate, and long-term recovery efforts. This RSF unifies and coordinates expertise to leverage resources received through local, State, and Federal sources to plan, manage, and implement recovery. This RSF establishes a pre- and post- disaster system of support for the community. This RSF also emphasizes hazard mitigation, capacity building, continuity planning throughout recovery planning and implementation. In addition, the RSF serves as a forum for helping to integrate NGO and private-sector resources into public-sector recovery planning processes.
Scope The scope of the Community Planning and Capacity Building RSF is to plan, manage, and implement disaster recovery activities to support and build the recovery capacities and community planning resources for Dinwiddie County in managing disaster incidents. This RSF also works to integrate assistance from private businesses, nongovernmental organizations (NGOs), State and Federal government agencies to achieve these ends.
Objectives • Enhanced interagency coordination of resources, requirements, and support for building community capacity and community recovery planning. Support Annex 7-19
• Local control of recovery operations, increased community self-reliance and adaptability. • The integration of hazard mitigation and risk reduction opportunities into all major decisions and reinvestments during the recovery process. • Improved planning processes that ensure a more effective and efficient use of local, State, Federal, NGO, and private-sector funds. • More effective decision-making and management that helps reduce the recovery timeline and improve specific recovery outcomes. • The integration of socioeconomic, demographic, risk assessment, vulnerable population, and other important information into recovery planning and decision-making activities. • Increased community-wide support and understanding of sustainability and resiliency principles applicable to the opportunities presented during disaster recovery.
CONCEPT OF OPERATIONS
During recovery, the Disaster Recovery Task Force will support the organizational structure to respond to the short and long-term community planning needs as a result of the disaster. RSF 1 operates as the Planning Section of the recovery organizational structure. The policy group is the governing body for recovery and will be supported by the Disaster Recovery Coordinator and the Disaster Recovery Task Force.
Pre-Event and Preparedness Actions • Coordinate preparedness planning and support the development of effective pre-disaster recovery plans and policies. • Incorporate planning for the transition from response to recovery into preparedness and operational plans. • Promote and enhance coordination of programs that build local leadership capacity, community member involvement, partnerships, and education on disaster preparedness for recovery. • Identify state and Federal programs and resources that assist to prepare, respond to and recover form disasters • Be familiar with stakeholder groups. Stakeholder and community groups, including non- governmental, community-based and faith-based organizations, play a key role in post-disaster recovery. • Integrate mitigation, recovery, and other pre-disaster activities into existing local planning and development activities, such as comprehensive plans, land use plans, economic development plans, zoning ordinances, and other development regulations. • Develop pre-disaster partnerships with others to facilitate recovery capacity-building activities and to expand resources available to local communities after a disaster for planning and decision-making after a disaster. • Identify laws and regulations that may impede recovery operations and develop temporary measures to expedite recovery.
Short Term Recovery Operations • Activate the RSF and notify lead and supporting departments and agencies. • Establish robust and accessible communication with stakeholders and partners to ensure information sharing on community impacts • Consider the range and significance of the disaster’s effects on the local community. Identify long-term recovery issues through the conduct of community meetings, meetings with stakeholders, and the review of existing plans.
Support Annex 7-20
• Identify recovery partnerships with local and regional stakeholder groups. Based on the needs of the incident and the populations impacted, community recovery partners should be identified to participate in the recovery planning process • Recommend the activation of other RSFs • Define a Community Recovery Strategy including setting the overarching recovery vision, goals and objectives • Coordinate recovery planning within the other RSFs. This will include providing direction on objectives and projects, and assisting in developing recovery goals and timelines. • Evaluate and prioritize projects both within and among the RSFs. • Establish a public information campaign and communications plan. • Develop the Recovery Action Plan
Intermediate and Long Term Recovery Operations • Ensure the recovery planning process is consistent with all pertinent guidelines. This objective will be fulfilled by continued coordination between all RSFs, in addition to continued coordination with state and federal agencies, including FEMA. • Allocate resources between and among RSFs. Funding resources, personnel, and in some cases the material necessary for a community to recover will be limited following an event. • Maintain and update plans. As the overall recovery strategy changes, RSF-1 will work with RSF-2 through RSF-6 to monitor and update plans. The regularity of these reviews will be contingent on the incident and impact. • Work with the Federal assistance counterparts to identify and track resolution of gaps and conflicts in the Federal planning requirements and assistance programs as well as the programs that support and build community capacity and surge needs for recovery management. • Capture after-action recommendations and lessons learned.
Potential Issues or Constraints
The following issues or constraints have the potential to negatively impact the effectiveness of the Community Planning and Capacity Building RSF efforts
• Lack of understanding of command and control structure • Lack of an objective system for prioritizing recovery resources including financial resources • Lack of transparency and accountability for how resources are received and distributed • Obtaining public involvement and maintaining transparency in decision-making • Shortfalls in equipment and staff resources • The burden that existing policies and regulations pose to efficiency and cost • Impacts due to revenue loss
Resources
The following resources may be useful for the Community Planning and Capacity Building RSF efforts:
• American Planning Association (2014), Planning for Post-Disaster Recovery: Next Generation, Planning Advisory Service Report 576, https://www.planning.org/pas/reports/pdf/PAS_576.pdf • American Planning Association (2014), Model Recovery Ordinance for Local Governments, https://www.planning.org/research/postdisaster/pdf/modelrecoveryordinance.pdf. • National Voluntary Organization Active in Disasters (2012), Long Term Recovery Guide, http://www.nvoad.org/wp-content/uploads/2014/05/long_term_recovery_guide_-_final_2012.pdf
Support Annex 7-21
RECOVERY SUPPORT FUNCTION (RSF) 2 ECONOMIC RECOVERY
LEAD AGENCIES
• Economic Development • Industrial Development Authority
SUPPORT AGENCIES
• Disaster Recovery Coordinator • Disaster Recovery Task Force • Cooperative Extension Service • Planning and Community Development • Chamber of Commerce • Human Resources • Public Information Officer • NGOs
INTRODUCTION
Purpose The purpose of the Economic RSF is to work closely with the local public, private, and nonprofit sectors to sustain or rebuild local businesses in an effort to maintain and expand employment opportunities. This RSF involves the coordination of long-term economic recovery efforts with the Federal government and State government. The Economic RSF also involves leveraging Federal and State resources, information, and leadership to attract outside private-sector investment. In addition, this RSF involves coordinating the use of State and Federal recovery programs and integrating them with private-sector efforts, including those of NGO and private volunteer organizations, non-profits, investment capital firms, and the banking industry.
Scope The scope of the Economic RSF is to integrate the expertise and resources of local and outside assistance, including that of the Federal government and the private sector, to sustain or rebuild businesses and employment and develop the economic opportunities that can lead to the creation of a sustainable and economically resilient community after a large-scale and catastrophic incident.
Objectives
Support Annex 7-22
• Workforce development initiatives are in place; jobs are created and retained. • Entrepreneurial and business development initiatives are in place. • Community-wide economic development plans are developed with broad input and consider regional economic recovery and resiliency. • Strategies for quickly adapting to changed market conditions, reopening businesses, and/or establishing new businesses are in place. • Business initiatives to employ workers and generate revenue are in place. • Management plans ensure that the most effective use of federal funds is in place. • Private and public sector entities have information they need to make informed decisions about recovery.
CONCEPT OF OPERATIONS
During recovery, Economic Recovery will become a branch in recovery operations. The Economic Recovery Branch can have four groups: 1) Employment Recovery Group, 2) Business Restoration Recovery Group, 3) Business Retention and Recruitment Recovery Group, and 4) Supply Chain Recovery Group.
Employment Recovery Group The Employment Recovery Group will coordinate local efforts with state and federal recovery programs to sustain local employment during the recovery phase. This includes providing or advocating for resources that benefit workers displaced by the disaster including helping match people seeking employment in the disaster area with opportunities for work.
Business Restoration Recovery Group The Business Restoration Recovery Group will coordinate local efforts with state and federal recovery programs to promote the recovery of the private sector business community. This group will work to fill needs identified by businesses to maintain economic continuity following the disaster. This group will be responsible for the establishing the Business Recovery Center(s) (BRC), in coordination with the Small Business Association (SBA)
Business Retention Recovery Group The Business Retention and Recruitment Recovery Group will coordinate efforts to promote the overall resiliency and stability in the private sector business community, ensuring that current businesses remain and new companies are recruited to enhance the overall economic health and stability
Supply Chain Recovery Group The Supply Chain Recovery Group will coordinate local efforts with state and federal recovery programs to support recovery efforts and ensure that logistics, transportation, and shipping challenges are monitored and addressed. This Group will identify and facilitate the provision of goods and services to sustain recovery after immediate response phase, as well as any efforts to support the restoration of the economic health for the community.
Pre Event and Preparedness Actions • Encourage all businesses to develop business continuity and recovery plans • Identify statutory, regulatory, and policy issues that contribute to gaps, inconsistencies, and unmet needs in economic recovery.
Support Annex 7-23
• Review hazard mitigation plans and leverage mitigation efforts to create strong communities resilient to disasters. • Understand what data the Federal Emergency Management Agency (FEMA), State, and private- sector assistance programs will require for building and businesses to obtain recovery assistance.
Short-Term Recovery Operations
Employment Recovery Group • Provide employment resources and workforce placement. The Employment Recovery Group will coordinate with major employers, placement companies, job training companies, and other state and federal partners to provide resources, information and job placement for disaster impacted households. These services will be provided via Disaster Recovery Center/Business Recovery Center. • Provide staffing, expertise, and program support to Business Recovery Centers. In order to provide employment services, the Employment Recovery Group will work to ensure employment resources, information, and placement services are provided at Disaster Recovery Center/Business Recovery Center. • Coordinate provision of workforce transportation. In the event that the disaster impacts transportation systems, the Employment Recovery Group will work with the Transportation Recovery Group under RSF-5 to provide interim transportation services. This includes coordinating with impacted employers, and coordinating efforts for cost sharing or employer investment for services provided. • Coordinate provision of workforce housing. If area housing resources are impacted, major employers (including the town itself) may need to have workforce housing located near or on- site. The Employment Recovery Group will coordinate with the Intermediate Housing Recovery Group under RSF-4 to establish needs, develop a plan for, and provide temporary housing for employees and their families at or near key major employers, as necessary and possible. • Coordinate provision of other workforce needs. If social and human services are impacted, major employers (including the Town itself) may need to have special provision of some services. In collaboration with RSF-3, the Employment Recovery Group will coordinate provision of other services needed to allow participation in the workforce, including medical care, mental health care, and childcare. The Employment Recovery Group will also coordinate such efforts with impacted employers, including consideration of potential cost-sharing or investment for services provided.
Business Restoration Recovery Group: • Identify essential businesses that should receive priority for reopening. These businesses include those that are necessary for other businesses to open and the community to recover (e.g., the banking system to ensure cash flow, local building supplies stores to better expedite business and home repair, and grocers who will provide food to the affected population).
Support Annex 7-24
• Assess status of businesses. Survey current businesses to determine which are still operating, which had to close, which need help to reopen, and what opportunities exist to support new businesses either in areas that have closed or where there is a specific need. • Provide staffing, expertise, and program support to establish and operate Business Recovery Centers. The Business Restoration Recovery Group will coordinate with state and federal agencies on the provision of information to businesses through Business Recovery Centers. This includes information on insurance, financing, relocation, employment, and other information that may help businesses recover. • Monitor lending issues. In collaboration with state and federal partners, the Business Restoration Recovery Group will monitor issues related to lending and availability of post-disaster commercial credit. This includes any credit and lending gaps that might hinder private-sector recovery from the disaster. • Provide access and information related to emergency loans and other “bridge” financing. Through Business Recovery Centers, the Business Restoration Recovery Group will provide information regarding SBA and other loans programs/bridge financing for disaster-impacted businesses. • Monitor insurance issues. The Business Restoration Recovery Group will work with the state and federal partners to monitor insurance premiums and coverage issues. • Monitor commercial real estate issues. The Business Restoration Recovery Group will work with commercial real estate professional groups and other organizations as appropriate to identify issues in the commercial real estate market, and it will work to bridge such issues by assisting in matching companies that have real estate needs with brokers and commercial landlords that have available space. • Communicate recovery plans and priorities. The Business Restoration Recovery Group will work with the Public Information Officer (PIO) to communicate economic recovery and business restoration priorities to local residents and businesses. It is essential that local businesses understand the recovery objectives that pertain to their individual recovery needs to ensure that their business restoration and recovery planning takes into consideration realistic planning assumptions for the restoration of public utilities and other essential support systems.
Business Retention and Recruitment Recovery Group: • Identify gaps and challenges. The Business Retention and Recruitment Recovery Group will work with the Business Restoration Group as it identifies gaps, challenges, and other issues that may affect business retention and recruitment. • Identify businesses and sectors at risk for leaving the area. The Business Retention and Recruitment Recovery Group will survey businesses directly or otherwise impacted by the disaster to assess likely relocations by individual firms or economic sectors. The Group will begin to develop strategies in response to such information.
Supply Chain Recovery Group: • Identify market sectors that have been significantly disrupted. Immediately following the disaster, the Supply Chain Recovery Group will identify and prioritize local businesses and sectors that have been impacted by the disaster. The Supply Chain Recovery Group can then identify specific needs related to supply chain restoration by working closely with these businesses and sectors and coordinate with RSF-5: Infrastructure Systems Annex to ensure those considerations are incorporated into recovery plans. This includes identifying those specific businesses or sectors that can help facilitate recovery, such as grocery and home- improvement stores, and pharmaceutical or medical suppliers, among others. • Coordinate transition from emergency provision of commodities. The Supply Chain Recovery Group will work to ensure that necessary goods and services can be provided through normal Support Annex 7-25
retail practices as soon as possible following the incident. This includes coordinating with state and federal governments, as well as larger private sector corporations, to address any ongoing distribution challenges and develop work-around strategies, such as the use of drop sites or alternative distribution sites. • Distribute information regarding access to goods and services. The Supply Chain Recovery Group will coordinate the provision of information regarding the provision of goods and services. Through the PIO as well as Business Recovery Centers, this information should include important locations (distribution centers, operational retailers for the provision of groceries and pharmaceuticals) and information specific to the restoration of the supply chain.
Intermediate and Long-Term Recovery Operations
Employment Recovery Group • Promote employment of area residents and small businesses in recovery efforts. The Employment Recovery Group will work with major area employers and any new employers’ post-disaster, to promote the hiring of local residents. In addition, the Employment Recovery Group will work to identify and address any issues faced by area small business, and promote the hiring of residents at these businesses.
Business Restoration Recovery Group • Identify and promote opportunities for IT or telecom infrastructure upgrades. In collaboration with RSF-5: Infrastructure Systems Annex, the Business Restoration Recovery Group will identify opportunities to upgrade information technology or telecom infrastructure. The Recovery Group will conduct outreach to private companies to provide information on upgrading telecommunications infrastructure as part of their individual business recovery. • Identify and promote opportunities for enhanced private sector resiliency. In collaboration with relevant state and federal programs, the Business Restoration Recovery Group will work with businesses, trade groups, and associations to inform and promote resiliency for the private sector.
Business Retention and Recruitment Recovery Group • Encourage businesses to remain. The Business Retention and Recruitment Recovery Group will work closely with major area companies and employers to meet their post-disaster needs and to provide incentives, where appropriate, to keep them within the county. • Seize new recovery opportunities. The Business Retention and Recruitment Group will reach out to companies considering locating operations in Town, including offering informational resources, assistance with real estate identification and permitting issues, and, where appropriate, providing incentives. The companies and organizations receiving this assistance will also have local hire requirements, where appropriate, in coordination with the Employment Recovery Group.
Issues or Constraints
The following issues or constraints have the potential to negatively impact the effectiveness of the Economic RSF efforts:
• Damage or disruption to banking and financial services. • Legislative requirements that limit growth opportunities. • Failure to include business restoration and new business development in recovery planning. • Failure of businesses to conduct business continuity planning. Support Annex 7-26
• Failure to establish an objective means by which to prioritize the funding of recovery projects and/or community assistance. • Lack of sufficient and convenient housing for the recovery workforce. • Loss of tax-based revenue
Resources
The following resources may be useful for the Economic RSF efforts
• U.S. Economic Development Administration, Post-Disaster Recovery Resources, http://www.eda.gov/about/disaster-recovery.htm • International Economic Development Council (IEDC), 2014. Leadership in Times of Crisis: A Toolkit for Economic Recovery and Resiliency, http://restoreyoureconomy.org/disaster- recovery-toolkit/
Support Annex 7-27
RECOVERY SUPPORT FUNCTION (RSF) 3 HEALTH AND SOCIAL SERVICES
LEAD AGENCIES
• Dept. of Social Services • Health Department • Crater Health District
SUPPORT AGENCIES:
• Fire & EMS/Emergency Management • Disaster Recovery Coordinator • Disaster Recovery Task Force • NGOs • Child Services • Animal Control • Behavioral Health District • Public Information Officer • Faith Based Community • Public Schools • Public Works/Waste Management • Dinwiddie Water Authority
INTRODUCTION
Purpose RSF 3 -Health and Social Services Recovery is responsible for addressing the coordination of the public, private, and non-profit sector efforts to ensure adequate provision of public health, health care, social, and human services to affected individuals and communities. As disasters grow, the Health and Social Services Annex RSF agencies will coordinate efforts with those applicable State and Federal agencies.
Scope The core recovery capability for health and social services is the ability to restore and improve health and social services networks to promote the resilience, health, independence and well- being of the whole community. The Health and Social Services RSF outlines the framework to support locally-led recovery efforts to address public health, health care facilities and coalitions, and essential social service needs. For the purposes of this RSF, the use of the term ‘health’ will refer to and include public health, behavioral health, and medical services. Social Services Recovery is focused on coordinating local efforts (and with State and Federal recovery programs, as appropriate) designed to sustain the community’s social and human services operations during disaster recovery. Such functions are inclusive of the provision of mental health and spiritual counseling, as well as other social and human services. Health and Medical Recovery is focused on coordinating local efforts (with State and Federal recovery programs, as appropriate) designed to sustain the community’s health and medical services and functions. Such functions are inclusive of emergency and trauma care, other hospital services,
Support Annex 7-28 community health clinics, and private physicians, public health services, and pharmacy services. Health and Medical Recovery will ensure public health issues are monitored and addressed as necessary.
Objectives • Restore the capacity and resilience of essential health and social services to meet ongoing and emerging post-disaster community needs. • Encourage behavioral health systems to meet the behavioral health needs of affected individuals, response and recovery workers, and the community. • Promote self-sufficiency and continuity of the health and well-being of affected individuals; particularly the needs of children, seniors, people living with disabilities and others with access and functional needs and underserved populations. • Assist in the continuity of essential health and social services, including schools. • Reconnect displaced populations with essential health and social services. • Protect the health of the population and response and recovery workers from the longer- term effects of a post-disaster environment. • Promote clear communications and public health messaging to provide accurate, appropriate, and accessible information; ensure information is developed and disseminated in multiple mediums, multi-lingual formats, alternative formats, is age- appropriate and is accessible to underserved populations • Administer all disaster related health and social services programs
CONCEPT OF OPERATIONS
The Health and Social Services Branch can have two groups: 1) Health & Medical Services Group and 2) Human & Social Services Group. The Health Department/Health District will lead the Health & Medical Group; and the Department of Social Services will lead the Human & Social Services Group.
Pre-Event and Preparedness Actions • Identify communities of at-risk populations that may require additional resources to recover. • Coordinate with NGOs to improve disaster preparedness so that those organizations will be able to continue to provide services. • Integrate NGOs into preparedness activities • Develop strategies to address recovery issues for health, behavioral health, and social services workers, children, seniors, people living with disabilities, and people with access and functional need. • Coordinate with healthcare and long term care facilities to improve disaster preparedness so that those facilities will be able to continue to provide services. • Understand what Federal, State, and private-sector assistance programs will require in order to obtain recovery assistance. • Be familiar with mass fatality and medical surge plans.
Post Disaster Recovery Operations • Coordinate provision of non-medical mass care services and supplies, to include distribution of emergency relief items (water, diapers, milk/formula, etc.) • Provide family reunification services. • Provide public information related to social and human services, including behavioral health and spiritual issues for distribution through the Public Information Officer (PIO).
Support Annex 7-29
• Maintain and provide other essential social and human services, that include but are not limited to: crisis counseling (psychological and spiritual), management and distribution of emergency food vouchers, child protection and adoption, care for the elderly, nutrition services and childcare services • Monitor health hazards, including: public health threats resulting from animal disease or food supply- chain contamination, water system contamination, potential failures of public utilities or services such as sewerage or waste removal, assessing sanitation conditions to prevent contact with hazardous wastes that result from the consequences of the disaster, disease transmission resulting from sheltering or other conditions in which populations are in close quarters • Provision of ongoing health and medical unmet needs, and development of altered standards of care plan, as necessary, based on impact of disaster/incident. • Ensure provision of basic health and medical services and supplies, to include, but not limited to: ensuring immediate and other health and medical services in coordination with the hospitals and other health care facilities, monitoring and ensuring supplies of necessary pharmaceuticals and other medical supplies, ensuring food safety, preventing and controlling disease outbreaks • Provide for the safety, well-being and as necessary, the reunification of household pets and services animals. Issues or Constraints The following issues or constraints have the potential to negatively impact the effectiveness of the Health and Social Services RSF efforts: • Transitioning from alternate standards of care to normal standards of care. • Loss of vital records can affect those impacted being able to access services. NGOs and healthcare facilities that do not have continuity of operations plans, therefore following a disaster they may not be able to provide services. • Shortfall of case management capabilities and assets. • Separating normal government-provided social services from disaster-related social services. Resources The following resources may be useful for the Health and Social Services RSF efforts: • Department of Health and Human Services (HHS) (2014), HHS Disaster Human Services Concept of Operations, http://www.phe.gov/Preparedness/planning/abc/Documents/disasterhumanservices-conops- 2014.pdf • Centers for Disease Control and Prevention, Coping With a Disaster or Traumatic Event, Mental Health Resources for Traumas and Disasters, http://emergency.cdc.gov/mentalhealth/
Support Annex 7-30
RECOVERY SUPPORT FUNCTION (RSF) 4 HOUSING
LEAD AGENCIES: • Dept. of Social Services Planning and Community Development • Building Inspections • Planning Commission • SUPPORT AGENCIES: • Disaster Recovery Coordinator • Disaster Recovery Task Force • VOADs/NGOs • American Red Cross • Finance • Public Information Officer • Sheriff’s Office • Fire & EMS/Emergency Management • Commissioner of the Revenue • County Attorney • Local realtors/Realty Association(s)
INTRODUCTION Purpose The purpose of RSF 4 – Housing Recovery is to assist residents who are displaced from their home for an extended period of time due to a disaster; to coordinate and facilitate the delivery of resources and activities to assist those affected in the rehabilitation and reconstruction of destroyed and damaged housing, whenever feasible; and to develop new permanent housing options that satisfy the requirements of individuals with functional needs, at a minimum meeting Americans with Disabilities Act (ADA) accessibility standards.
Scope The core recovery capability for housing is the ability to implement housing solutions that effectively support the needs of the whole community and contribute to its sustainability and resilience. Local economies cannot recover from devastating disasters without adequate housing, especially affordable housing. It is challenging because many years’ worth of housing repair, rehabilitation, reconstruction and new construction often need to occur at an accelerated pace as a result of a disaster. These conditions create design, construction, labor, materials, logistics, inspection, and financing issues. RSF 4, through its member departments and agencies, works toward addressing disaster housing issues pre-disaster, focusing on solutions that are implementable, sustainable, and resilient. RSF 4 coordinates and effectively integrates available housing-related resources, addresses conflicting policy and program issues, and identifies gaps in service and assistance delivery. RSF 4 involves sheltering, intermediate and long-term housing Support Annex 7-31
• Intermediate Housing: The intermediate period of housing assistance that covers the gap between sheltering and the return of disaster survivors to permanent housing. Generally, this period may span from the day after the disaster is declared through up to 18 months. • Long-term Housing: Accessible, safe, sanitary, and secure housing that can be sustained without continued disaster-related assistance.
Objectives • Ensure coordination of housing resources that address disaster recovery housing needs • Planning for current and post-disaster housing requirements that integrate into local land use plans, building codes and other key community policies. • Identify Local, State, and federal programs, industry, and construction options for addressing post-disaster housing needs • Sharing of local knowledge and expertise with housing task forces to address disaster housing issues. • The facilitation of pre- and post-disaster interaction and problem solving among agencies and stakeholders with a focus on reconstructing permanent housing, including affordable and accessible housing that incorporates resilience, sustainability, and mitigation concepts. • Facilitation of timely construction of housing that complies with local ordinances and state building codes, including accessibility standards
CONCEPT OF OPERATIONS The Housing Branch can have three groups: 1) Sheltering Group, 2) Intermediate Housing Group, and 3) Long Term Housing Reconstruction and Relocation Group. The Dept. of Social Services will lead the Shelter Recovery Group; and Planning and Community Development will lead the Interim Housing Recovery Group and the Long Term Housing & Reconstruction & Relocation Group. Sheltering Group The Sheltering Group coordinates efforts to provide sheltering immediately following a disaster, and continue to provide shelter during recovery. Intermediate Housing Group Intermediate Housing Group The Intermediate Housing Group coordinates efforts to provide intermediate housing strategies directed primarily towards displaced residents during disaster recovery. Intermediate housing includes those programs that provide housing for individuals and households that are not permanent housing options, such as permanent reconstruction. Intermediate housing options include the use of hotels/motels, temporary housing such as mobile homes, rental units and apartments.
Long Term Housing Reconstruction & Relocation Group The Long-Term Housing, Reconstruction, and Relocation Group will coordinate efforts to promote, incentivize, and/or directly provide for the rehabilitation and reconstruction of destroyed and damaged housing, whenever feasible, and develop other new resilient, permanent housing options that consider the needs of the whole community, including those with functional needs.
Support Annex 7-32
Pre-Event and Preparedness Actions Sheltering Group: • Develop plans to operate shelters in collaboration with the American Red Cross • Train appropriate numbers of personnel who can manage and operate in shelters. • Ensure appropriate equipment and supply levels necessary to meet the initial sheltering effort.
Intermediate Housing Group: • Identify potential intermediate housing strategies. These strategies may include (1) Leveraging existing hotels and motels in the region to provide interim housing (2) Providing temporary housing units, such as modular or mobile homes, on homeowner properties for interim housing or (3) Establishing group sites to provide temporary housing units, either on publicly owned land or privately owned land. • Identify strategies that develop an adequate supply of directly provided housing as well as strategies to support residents, developers, and landlords as they pursue their own strategies. • Identify potential intermediate housing sites. Long Term Housing Reconstruction & Relocation Group: • Identify strategies and options that address a broad range of disaster housing issues, such as those dealing with planning, zoning, design, production, logistics, codes, and financing. • Collect and update data concerning the current condition of the housing infrastructure (residential, rental units, apartments, affordable housing, etc.) • Build accessibility, resilience, sustainability, and mitigation measures into identified housing recovery strategies. • Identify and address regulatory and statutory changes necessary to expedite rehabilitation and facilitate resilient reconstruction and new construction
Short-Term Recovery Operations Sheltering Group • Assess and communicate the need for longer term sheltering operations. These assessments should be developed in collaboration with the damage assessment process. • Coordinate the transition from sheltering to intermediate or long-term housing in collaboration with the Intermediate Housing and Long-Term Housing Recovery Groups, • Coordinate the consolidation of shelters as residents transition from shelters to longer-term housing solutions. In collaboration with the Public Information Officer the location of open shelters and information for shelter residents should be shared.
Intermediate Housing Group • Assess and communicate housing needs. The Intermediate Housing Recovery Group will develop an estimate of the number of displaced households, current sheltering situation, the condition of their pre-disaster residence, and an estimate of the duration of their displacement. This estimate should also include characteristics such as: location of pre-disaster residence; composition of the household (i.e. one person, four people); household age; and special considerations for the household (i.e. medical needs, access and functional needs). • Begin implementation of intermediate housing strategies. As soon as possible following the event, the Intermediate Housing Group will begin to implement housing strategies developed during the Pre-Event and Preparedness phase to move displaced individuals and households Support Annex 7-33
from shelters to interim housing. This includes coordinating with the RSF-3: Health and Social Services Recovery Annex to ensure the transition of residents out of shelters with continuity for any necessary services. • Provide public information related to intermediate housing.
Long Term Housing Reconstruction and Relocation Group • Develop event specific policies, procedures, and programs to implement housing reconstruction and new construction. As quickly as possible following the event, the Long-term Housing Reconstruction and Relocation Group will identify pre-event rehabilitation and recovery strategies that are relevant to the event. • Establish and implement consumer-protection safeguards. In coordination with the PIO, the Long-Term Reconstruction and Relocation Group will provide information to the public regarding potential abuses. This group will also ensure any complaints related to contractors or other abusive business practices are compiled, and where appropriate, will provide those complaints to relevant officials.
Intermediate and Long-Term Recovery Operations Interim Housing Recovery Group • Implement and maintain intermediate housing solutions until long-term solutions can be implemented. The Intermediate Housing Recovery Group will continue to implement intermediate housing strategies begun during the Short-Term Recovery Period. • Establish system for tracking met and unmet housing needs in the community.
Long Term Housing Reconstruction and Relocation Recovery Group • Implement programs to facilitate long-term resilient reconstruction and new construction. In some cases, this may include technical assistance and guidance on financial resources available to individuals and homeowners • Promote hazard mitigation and resilience strategies throughout the reconstruction and relocation process • Provide continuity on housing affordability. The group will ensure an adequate supply of affordable housing remains consistent with the housing needs of displaced households and the pre-disaster composition of the community. • Monitor housing insurance and repair issues. • Maintain the system for tracking met and unmet housing needs in the community • Provide public information related to long-term housing programs and resources
Issues or Constraints The following issues or constraints have the potential to negatively impact the effectiveness of the Housing RSF efforts: • Inability to identify adequate and suitable interim and long-term housing reasonably close to employment and other community resources • Negative public reaction to interim housing solutions. • Lack of adequate locations at which to establish interim and long-term housing. • Limitations on insurance or government-funded assistance for reconstruction and repairs. Support Annex 7-34
• Housing alternatives are not prepared for people with disabilities and others with access and functional needs.
Resources • FEMA, National Disaster Housing Strategy and Resource Center, https://www.fema.gov/national-disaster-housing-strategy-resource-center
Support Annex 7-35
RECOVERY SUPPORT FUNCTION (RSF) 5 INFRASTRUCTURE SYSTEMS
LEAD AGENCIES
• Department of Public Works • Dinwiddie County Water Authority • Electrical Utility Providers • Telecom/Communications Providers • Virginia Department of Transportation
SUPPORT AGENCIES
• Board of Supervisors/Policy Group • Disaster Recovery Coordinator • Disaster Recovery Task Force • Board of Selectmen • Public Information Officer • Planning and Community Development
INTRODUCTION
Purpose The purpose of RSF 5 – Infrastructure Systems is to coordinate public, private, and non-profit efforts to maintain and restore facilities, infrastructure systems, and related services. For the context of this Plan, infrastructure systems refer to utilities, transportation, telecommunications and other communications, debris management, and government and civic facilities recovery.
Scope The core recovery capability for infrastructure systems is the ability to efficiently restore infrastructure systems and services to support a viable, sustainable community and improve resilience to and protection from future hazards. Therefore, the scope of RSF 5 includes, but is not limited to, the following infrastructure sectors and subsectors: energy, water, dams, drainage, wastewater, communications, transportation systems, government facilities, utilities, sanitation, engineering, flood control, and other systems that directly support the physical infrastructure of communities; as well as physical facilities that support essential services, such as public safety, emergency services, and public recreation.
Objectives • Resilience, sustainability, and mitigation for infrastructure systems are incorporated to the extent possible and are a part of the community’s capital planning process. • Infrastructure systems are fully recovered in a timely and efficient manner to minimize the impact of service disruptions. • The capacity of all infrastructure systems is adequately matched to the community’s built and virtual environment, to the extent possible.
Support Annex 7-36
CONCEPT OF OPERATIONS
During recovery, Infrastructure Systems will become a branch in recovery Operations. (See the Base Plan for overall recovery organization.) The Infrastructure Branch can have four groups: Utility Restoration Group; Transportation Systems Group; Debris Management Group and the Capital Repairs and Reconstruction Group. Utility Restoration Recovery Group The Utility Restoration Recovery Group coordinates local efforts with state and federal recovery programs designed to restore utilities (water, waste water, electric, telecom and communications) infrastructure and service to the pre-disaster or improved condition.
Transportation Systems Group The Transportation Recovery Group coordinates local efforts with State and Federal recovery programs designed to provide post-disaster transportation services, and restore transportation infrastructure and service to the pre-disaster or improved condition.
Debris Management Group The Debris Management Recovery Group coordinates local efforts with state and federal recovery programs designed to remove, transport, store, and otherwise manage debris on public property or right- of-ways during disaster recovery . Capital Repair and Reconstruction Group The Capital Repair and Reconstruction Group coordinates the recovery and/or rebuilding of local facilities, including police and fire stations, dispatch centers, schools, etc.
Pre Event and Preparedness
Utility Restoration Recovery Group: • Coordinate inventory and prioritization for utility restoration.
Transportation Systems Group: • Prioritize transportation infrastructure restoration. This includes major roads critical for transportation throughout the region for debris management, commerce, and passenger transportation.
Debris Management Group: • Maintain the county Debris Management Plan. And develop preset contracts for debris management.
Capital Repairs and Reconstruction Group: • Identify all critical facilities and ensure that they have continuity plans should the facility be damaged or destroyed.
Short Term Recovery Operations
Utility Restoration Group: • Coordinate damage and community needs assessments • Reassess and re-prioritize utility restoration. • Restore essential communications capability. Support Annex 7-37
• Coordinate the restoration or interim provision of utility infrastructure and services. • Assess and communicate major or long-term utility reconstruction costs. • Provide public information related to utility service and restoration. The Utility Restoration Recovery Group, in close collaboration with private sector utility providers, will provide public information related to utility interruptions and restoration.
Transportation Systems Group: • Coordinate damage and community needs assessments • Coordinate the restoration or interim provision of critical transportation infrastructure and services. • Assess and communicate major or long-term transportation reconstruction costs. • Provide public information related to transportation service and restoration. The Transportation Recovery Group will provide public information related to transportation, • transit service, infrastructure interruptions, interim solutions or service alterations, and restoration.
Debris Management Group: • Reference and continue to execute debris removal and management, as necessary. The Debris Management Recovery Group will refer to the Debris Management Plan for continued guidance regarding debris removal, management, storage, and disposal operations. • Evaluate debris reduction strategies. The Debris Management Recovery Group will refer to the Debris Management Plan for existing debris reduction strategies. • Provide public information related to debris. The Debris Management Recovery Group will provide public information related to debris clearance and management.
Capital Repairs and Reconstruction Group: • Coordinate damage and community needs assessments • Coordinate inventory and prioritization for facility restoration and reconstruction. • Provide public information related to government and civic facility status and access. • Assess and communicate major or long-term government and civic facility restoration costs.
Long Term Recovery Operations
Utility Restoration Group: • Coordinate the permanent restoration and reconstruction of major critical utilities infrastructure. • Coordinate the permanent restoration and reconstruction of telecom/communications infrastructure
Transportation Systems Group: • Coordinate the full restoration of transportation infrastructure.
Debris Management Recovery Group: • Address permanent debris disposal, site-capacity issues and debris site closures.
Government and Civic Facilities Recovery Group: • Coordinate the permanent restoration and reconstruction of government and civic facilities. • Ensure mitigation measures are considered.
Issues or Constraints
Support Annex 7-38
The following issues or constraints have the potential to negatively impact the effectiveness of Infrastructure Systems RSF efforts
• Inconsistent relationships and/or lack of communications between government and the owners and maintainers of the infrastructure systems. • Lack of understanding of challenges and operational constraints facing utilities. • Lack of pre-identified contractors that can be activated to help rebuild damaged infrastructure or provide debris management services. • The confidentiality of some damage assessment and restoration information and the unwillingness of owners to share that information.
Resources
The following resources may be useful for the Infrastructure Systems RSF efforts:
• U.S. Department of Homeland Security, National Infrastructure Protection Plan (2013) and Resources, http://www.dhs.gov/national-infrastructure-protection-plan
Support Annex 7-39
RECOVERY SUPPORT FUNCTION (RSF) 6 NATURAL AND CULTURAL RESOURCES
LEAD AGENCIES:
• Parks and Recreation • Historical Society • Appomattox Regional Library
SUPPORT AGENCIES:
• Board of Supervisors/Policy Group • Disaster Recovery Coordinator • Virginia Department of Conservation and Recreation • National Park Service • Planning and Community Development • Public Information Officer
INTRODUCTION
Purpose The purpose of RSF 6 – Natural and Cultural Resources is to integrate assets and capabilities to address long-term environmental and cultural resource recovery needs after large-scale and catastrophic incidents.
Scope The core recovery capability for natural and cultural resources is the ability to protect natural and cultural resources and historic properties through appropriate pre-disaster actions and response and recovery actions to preserve, conserve, rehabilitate, and restore these resources consistent with post- disaster community priorities and in compliance with appropriate environmental and cultural resources laws.
Objectives • Considerations related to the management and protection of natural and cultural resources and historic properties resources, community sustainability, and compliance with environmental planning and historic preservation requirements are integrated into recovery. • Programs to support disaster recovery of natural and cultural resources, coordination of technical assistance, and capabilities are coordinated. • Natural and cultural assessments and studies needed post-disaster, including proposed solutions to environmental and historic preservation policy and process impediments, are developed.
CONCEPT OF OPERATIONS
During recovery, Natural and Cultural Recovery will become a branch in recovery operations. (See the Base Plan for overall recovery organization.)
The RSF coordinates local efforts with state and federal recovery programs designed to support the return of the community’s natural and environmental assets and systems to pre-disaster or improved Support Annex 7-40 condition. The RSF will also coordinate local efforts with state and federal recovery programs designed to support the return of the community’s cultural and historic resources and structures to pre-disaster or improved condition. The group will ensure cultural and historic resources and structures are monitored, and any issues addressed as necessary.
Pre-Event and Preparedness Operations
• Develop a consolidated inventory of area natural resources. • Identify relevant state and federal programs to facilitate recovery. • Coordinate with the Debris Management Group of RSF-5. The RSF should coordinate closely with the Debris Management Group as it relates to debris issues in natural environments. • Develop a consolidated inventory of area cultural resources. • Identify relevant federal and state programs to facilitate recovery.
Short-Term Recovery Operations • Conduct damage assessments of area natural and cultural resources • Monitor environmental issues. The RSF in coordination with federal and state agencies, will continuously monitor threats to natural and environmental assets or systems. • Engage in mediation strategies to prevent further degradation of environmental systems. • Advocate for recovery actions that conserve, rehabilitate, and restore natural and environmental assets or systems. • Ensure environmental impact assessments are completed. Review and approve all required environmental impact assessments for large-scale projects. • Ensure threatened and endangered species protection. • Coordinate with the Debris Management Group of RSF-5. • Advocate for recovery actions that rehabilitate and restore cultural assets.
Long-Term Recovery Operations • Coordinate with public and private partners for the permanent restoration and/or rehabilitation of natural and cultural resources. • Coordinate efforts with state agencies and federal partners to receive funding for recovery efforts. • Ensure mitigation measures are considered and integrated.
Issues or Constraints
The following issues or constraints have the potential to negatively impact the effectiveness of the Natural and Cultural Resources RSF efforts:
• Availability of adequately trained staff to assess and support the recovery of historic properties and other natural and cultural resources. • Recognizing natural, cultural and historic preservation as a priority. • Navigating Federal standards when seeking to expedite recovery, repair, or reconstruction of natural and cultural resources. • Natural and cultural assets are oftentimes very costly to repair, restore, or to replace.
Resources
The following resources may be useful for the Natural and Cultural Resources RSF efforts:
Support Annex 7-41
• FEMA Environmental and Historic Preservation, https://www.fema.gov/environmental-historic- preservation • California Office of Historic Preservation, Disaster Recovery Resources, http://ohp.parks.ca.gov/?page_id=25507
Support Annex 7-42
INCIDENT ANNEX A: FLOODING
BACKGROUND
Dinwiddie County is divided by the Fall Zone into two physiographic provinces, the Piedmont and the Coastal Plain. The major rivers that flow through this area, the Appomattox and Nottoway, occupy narrow floodplains with only minor meandering. The portion of the county in the Coastal Plain tends to be flat and swampy, which deters development.
HISTORY
May 25, 2003 - On May 25, a severe thunderstorm system produced heavy rains (3 to 5 inches) and high waters.
Segments of nine roads were washed away and several other highways were closed from high waters. White Oak Road and Court House Road experienced the most damage. Schools were closed. There were no residential or business damages.
September 18, 2003 - On the afternoon of Thursday, September 18, a severe storm system entered Virginia, peaked around 7 p.m. ending Friday morning September 19t (Hurricane Isabel). This storm produced moderate rainfall (4.4 inches in Richmond) and winds (sustained winds at 40 mph with gusts up to 70 mph). Throughout the region this event downed trees and power lines, blocking roads, flooding and damaging homes, smashing cars and leaving almost everyone without power. Strong winds knocked down power lines and removed roofs. Sewer systems backed up and telephone service was disrupted. Massive numbers of trees were uprooted; one property had 30 pine trees uprooted. Schools were closed and power was out for several weeks in many locations. After the event there were long lines for gasoline, food and generators.
There was extensive damage to timber and agriculture. 142 homes and 31 manufactured homes were damaged. 78 roads were closed including I-85 Southbound and Rt. 1. 170 residents sought shelter. Damages were estimated at $7 million.
August 30, 2004 – On August 30, a severe storm system (Tropical Storm Gaston) entered Virginia producing torrential rains (12 inches in Richmond), which were not expected. This event produced widespread flooding, high waters, power outages, road closures and 2 fatalities in the area. 400 residents were without power in the Tri-Cities area. Twenty- three roads were closed with water damage in Prince George, Chesterfield and Dinwiddie Counties. I-95 was closed. Heavy flooding sent cars floating down streets and trapping people in buildings. Five people across Virginia were killed.
A man was swept away and killed from a stranded car on a flooded section of Vaughan Road.
Incident Annex A-1
MISSION
To protect the public health and safety in the event of severe flooding, primarily flash flooding.
ORGANIZATION
The Director of Emergency Management and/or the Coordinator of Emergency Management, is responsible for making the decision to order evacuation in the event of a potentially life- threatening flood situation. Fire, EMS, and Sheriff’s Office will disseminate the warning to evacuate. The Coordinator of Emergency Management will develop and maintain (1) a flash flood warning system, (2) emergency response plans and procedures, and (3) a hazard mitigation plan.
CONCEPT OF OPERATIONS
Flooding is not a primary hazard in Dinwiddie. However, there are several areas within the County that are prone to flooding from time to time. Some mitigative measures have been implemented to lessen the potential flood hazard.
EMERGENCY MANAGEMENT ACTIONS - FLOODING
1. Normal Operations
a. Develop and maintain plans and procedures for flooding. Designate areas to be evacuated.
b. Develop and maintain the flash flood warning system. Provide training for EOC personnel in the use of computer equipment.
c. Identify needed flood mitigation measures and encourage their implementation.
2. Increased Readiness
Characterized by events such as extended periods of heavy rains and/or large approaching storm systems. A "flash flood watch" may be issued by the National Weather Service or the local coordinator.
a. Review and update plans and procedures if needed.
b. Monitor weather advisories, river/reservoir levels, and flood gauge reports.
3. Emergency Operations
a. Mobilization Phase
"Flash Flood Warning"
(1) Advise persons in flood-prone areas to prepare for evacuation.
Incident Annex A-2
(2) Place the EOC staff on standby.
(3) Test primary and alternate communications.
(4) Review and update plans and procedures for warning, reception and care, and emergency public information.
(5) Identify vehicles and equipment which should be moved to higher ground.
(6) Place emergency responders on standby.
b. Response Phase
(1) Direct the evacuation of threatened areas. Designate an on-scene commander for each area. Provide back-up radio communications.
(2) Initiate sandbagging and flood-fighting activities if feasible.
(3) Relocate public-owned vehicles and equipment to higher ground.
(4) Designate and open Shelter Centers.
(5) Provide emergency public information as appropriate.
(6) Declare a local emergency.
(7) Report situation and support requirements if any to the State EOC. Continue to provide daily status reports throughout the emergency.
(8) Activate search and rescue teams.
(9) Direct that utilities be shut off in evacuated areas.
(10) Establish traffic control for evacuated areas.
(11) Direct the testing of drinking water for purity in flooded areas.
(12) Evaluate the situation and direct protective action as required.
(13) Declare the area safe for re-entry after danger has passed.
4. Recovery
Restore facilities and services. Drain flooded areas if appropriate. Assess damages. Request post-disaster assistance, as appropriate.
Incident Annex A-3
INCIDENT ANNEX B: HAZARDOUS MATERIALS INCIDENT RESPONSE
MISSION
To protect the public from harmful effects when a hazardous material is released into the environment.
SARA TITLE III
The Superfund and Reauthorization Act of 1986 (SARA Title III) requires the development and maintenance of detailed procedures for identifying facilities with extremely hazardous materials and for assuring an adequate emergency response capability by these facilities and by local emergency services. A separate Local Emergency Planning Committee has been formed and a separately published SARA Title III plan has been developed as required. (Dinwiddie Hazardous Materials Emergency Response Plan 2009) It augments the following procedures.
ORGANIZATION
A. Fire & EMS shall be notified immediately and may assume command at the accident site upon arrival. First responders will assume command until the arrival of a superior officer. First responders or the officer-in-charge should implement immediate protective action. The Sheriff’s Office is responsible for traffic control and effecting evacuation. The Coordinator of Emergency Management is responsible for coordinating the response from the EOC.
B. If the emergency is of such magnitude that local resources are inadequate, the following organizations are available to provide information and advice.
1. Virginia Department of Emergency Management, Hazardous Materials Officer
2. Crater Hazardous Materials Team
3. Chemical Transportation Emergency Center (CHEMTREC)
4. Pesticide Safety Team Network (PSTN), contacted through CHEMTREC
5. Pesticides - Department of Agriculture and Consumer Services
6. Radioactive Materials - Department of Health
7. Oil or Other Polluting Substances in Water - State Water Control Board
8. Hazardous Chemicals - Division of Consolidated Laboratory Services
9. Federal and State Assistance - Department of Emergency Management
Incident Annex B-1
CONCEPT OF OPERATIONS
Major transportation corridors passing through the County of Dinwiddie include I-85, U. S. Route 1, Route 460, and the CSX Railroad.
Immediate response to a transportation accident involving hazardous materials should be limited to aiding the injured and preventing access to the area surrounding the incident. The Hazardous Materials Incident Report form (see Tab 1, pages 2-6 and 2-7) should be used to record the necessary information. The incident should then be reported to the Virginia Department of Emergency Management, which will provide technical guidance and coordinate assistance as required.
The U. S. Department of Transportation "Hazardous Materials Emergency Response Guidebook" has been developed for use by fire fighters, police, and other emergency services personnel when they are called to respond to an incident. It identifies the most significant hazardous materials and gives information and guidance for initial actions to be taken. Fire chiefs, emergency services personnel, and all potential first responders should be familiar with and have ready access to this handbook.
Receipt of notification that an accident has occurred requires immediate action to evaluate and assess the situation. Time is of the essence and dictates immediate action to employ required emergency resources to control or contain the material involved, implement evacuation procedures, if required, and isolate the accident area to all but emergency services personnel.
The legal duty for reporting, containment, and cleanup of hazardous substances incidents rests with the party responsible for the material prior to the incident. If the manufacturer, shipper, or other responsible party is unable to respond, neglects to take the proper steps, or lacks the capability to act, then local government, within its capability, must act to prevent or minimize injuries and property damage.
Local government has the primary responsibility for protecting the public. Depending upon the magnitude or severity of the situation, local government will take steps necessary to provide public warnings, initiate protective actions, and isolate the general area affected.
A working relationship should be established and maintained between local government and the management of local industrial plants where hazardous substances are used. Materials should be identified and planned response procedures should be coordinated.
Communications networks will consist of those employed in other peacetime emergencies but must be adequate to provide effective direction, control, and coordination of emergency operations peculiar to accidents involving hazardous materials.
An accident involving radioactive materials could result in the uncontrolled release of radiation and could pose a health hazard to those exposed, including emergency services personnel. Radiation measuring and detection instruments in the hands of trained personnel are the only means of gaining reasonably accurate information of the radiation level at the accident site. Radiological monitoring equipment is obtained from the State Department of Emergency Management and is maintained and distributed as required by the Emergency Management Coordinator.
Incident Annex B-2
Administrative staff of the Sheriff’s Office, fire and EMS will insure that all personnel are adequately trained in the procedures for responding to accidents involving hazardous materials and that peak efficiency is maintained at all times. All law enforcement patrol cars, fire and EMS vehicles and all other emergency service vehicles should contain a copy of the Hazardous Materials Emergency Response Guidebook. The Fire Department should obtain the appropriate protective equipment to perform their assigned tasks in a hazardous materials environment.
The Chief of Fire & EMS is responsible for maintaining and updating this functional annex. He will coordinate with the planning committee which is responsible for the SARA Title III plan and assure compatibility between that plan and the County EOP. All departments and agencies assigned duties to respond to an accident involving hazardous materials will develop and keep current procedures to insure an adequate response capability.
EMERGENCY MANAGEMENT ACTIONS - HAZARDOUS MATERIALS
1. Normal Operations
a. Develop plans and procedures for hazardous materials incidents. Coordinate with the County Fire Department and local industrial plants. Assure compatibility between the EOP and the SARA Title III plan.
b. Provide or coordinate training for fire and police personnel so that they are prepared to recognize a hazardous materials incident and to promptly isolate and secure the accident scene.
2. Increased Readiness
(Not applicable. Hazardous materials incidents typically occur with little or no advance warning.)
3. Emergency Operations
a. Mobilization Phase
(Not applicable.)
b. Response Phase
(1) Assess the situation. Detect the presence of and identify hazardous material(s). (Refer to the Hazardous Materials Emergency Response Guidebook and Tab 2.)
(2) If hazardous materials are involved, isolate and secure the accident scene.
(3) Alert the local fire chief or Fire & EMS chief to assume command on site.
(4) Establish and maintain direct communication between the local EOC and the Incident Commander or other on-the-scene controller.
Incident Annex B-3
(5) Report to the State EOC. Request a technical analysis of the probability of a disaster, its likely consequences, and recommended protective actions. If the accident involves a transportation accident, establish and maintain contact with the railroad or trucking company involved.
(6) Consider response alternatives to protect the public. Estimate potential harm without intervention. Consider evacuation.
(7) Direct protective action, as appropriate.
(8) Alert the hospital to be prepared to receive potential victims and of the nature of the hazard.
(9) Conduct radiological monitoring, if appropriate.
(10) Continue to provide periodic status reports to the State EOC.
(11) Declare the area safe for re-entry after danger has passed.
4. Recovery
a. Declare the area safe for re-entry after the danger has passed.
b. Assess damages. Request post-disaster assistance, as appropriate.
c. Restore facilities and services. Bill the responsible party for expenses incurred.
Incident Annex B-4
Tab 1 to Incident Annex B
HAZARDOUS MATERIALS REPORT
Date: ______Time: ______Initials: ______VCIN#: ______Caller’s Name: ______Agency: ______Phone #: ______Contact Name: ______Contact’s Location: ______Incident Location: ______Product/Chemical: ______( ) Solid ( ) Liquid ( ) Gas ( ) Unknown Amount Lost: ______CapaCounty of Container: ______Extremely Hazardous ( ) Yes ( ) No Manufacturer or Distributer Reporting: ( ) Yes ( ) No
Type of Container: ( ) Drum ( ) Fixed Tank ( ) Cylinder ( ) Truck Tanker ( ) Rail Tanker ( ) Box Car ( ) Box/Crate ( ) Pipeline ( ) Cargo Truck ( ) Vessel ( ) Saddle Tank ( ) Other
Conditions: ( ) Leaking ( ) On Fire ( ) Spilled ( ) Overpressurized ( ) Overfill ( ) Component Failure ( ) Illegal Dumping ( ) Container Now Empty ( ) Result of Accident ( ) Unknown ( ) Other ______
Have any local waters been affected? ( ) Yes ( ) No Water ______Duration of Spill ______Amount Entering Water ______Water Control Board Notified? ( ) Notified ( ) Responding ( ) On Scene Coast Guard MSO? ( ) Notified ( ) Responding ( ) On Scene
Evacuation Conducted: ( ) Yes ( ) No How Far? ______Injuries: ( ) Yes ( ) No How Many? ______Actions Taken On Scene: ______Other Information: ______
Incident Annex B-5
Tab 1 to Incident Annex B (continued)
Notifications: Name: ______Time Paged: ______Time Notified: ______Name: ______Time Paged: ______Time Notified: ______Name: ______Time Paged: ______Time Notified: ______
Other Notifications: Agency: ______Name: ______Time Notified: ______Agency: ______Name: ______Time Notified: ______Agency: ______Name: ______Time Notified: ______Agency: ______Name: ______Time Notified: ______
Extremely Hazardous Substance – EHS Health Risks: ______
Recommend Precautions: ______
Other Information: ______
Incident Annex B-6
INCIDENT ANNEX C: NUCLEAR ATTACK
MISSION
To establish open-ended plans and procedures which could be used in conjunction with state plans and guidance to develop an emergency response capability during the anticipated crisis buildup period prior to a full-scale nuclear attack upon the USA.
ORGANIZATION
The Virginia Department of Emergency Management has developed detailed plans and procedures and will, over a several-day period, direct localities to prepare for a nuclear attack. Local Emergency Management Coordinators maintain copies and have a working knowledge of these plans.
CONCEPT OF OPERATIONS
A nuclear attack upon the USA would most likely be preceded by a period of increasing international tension and crisis. Sufficient time would be available for protective actions to be taken, to include the large-scale evacuation of probable target areas and the development of fallout shelters. A reference document, the County of Dinwiddie Radiological plan, is kept on file by the Coordinator of Emergency Management. For planning purposes, the County of Dinwiddie is considered to be a part of a medium-risk area.
During a period of international tension, if it appears that a nuclear attack upon the United States is likely, large numbers of informed citizens may decide to evacuate high-risk areas and relocate temporarily to safer areas. Many of these spontaneous evacuees will relocate to the homes of friends or relatives outside the risk area. Others, however, must be received and cared for in public facilities.
Local NCP plans for non-risk jurisdictions must provide for the reception and care of thousands of such spontaneous evacuees from risk areas. Shelter center(s) are designated and start-up procedures are identified for emergency operations such as congregate care, fallout shelter upgrading, and mass feeding.
Each city and county in Virginia has a separate Emergency Operations Plan. However, many services and resources are to be shared and very close coordination will be required, especially during the crisis buildup period. High-risk jurisdictions will be providing direct support personnel and resources to assist associated host jurisdictions in anticipation of a large-scale evacuation.
Increased public awareness will occur during a period of severe international tension, especially if a nuclear attack is perceived as a possibility. Cooperation and a patriotic response is likely during such a period. Public service employees will perform their emergency duties as assigned. Risk area relocatees will be received and cared for in host jurisdictions. Assuming time is available for fallout shelter upgrading, all relocatees plus all residents can be provided with adequate protection from fallout radiation.
Incident Annex C-1
ACTION CHECKLIST - NUCLEAR ATTACK
1. Normal Operations
a. Develop and maintain an emergency preparedness program.
b. Maintain and develop a working knowledge of state contingency plans for nuclear attack.
2. Increased Readiness
a. Communications Watch Level
(1) Make individual assignments of duties and responsibilities to facilitate an evacuation of the risk area.
(2) Develop mutual support agreements with associated host jurisdictions.
(3) Open the primary EOC with a skeletal staff. Begin to submit daily situation reports to the State EOC.
(4) Review attack preparedness planning guidance and implement preparedness actions as called for to include radiological monitoring and reporting.
3. Initial Alert
a. Accelerate emergency preparedness as directed by the State EOC. Ensure the operational capability of all key facilities.
b. Call a meeting of key officials. Brief them on the emergency situation and direct preparedness activities.
c. Ensure the maintenance of an official record of all expenditures incurred throughout emergency operations.
Incident Annex C-2
RELOCATION AND NO ATTACK
4. Emergency Operations
a. Mobilization Phase
(1) Call a meeting of key officials. Review preparatory actions already stated and expedite those necessary to alert and mobilize emergency operating forces.
(2) Prepare to activate the traffic control points. Assure the coordination of in-the-field support services (primarily food and shelter) to associated host localities.
(3) Continue to provide daily situation reports to the State EOC concerning local preparedness activities.
(4) Take other actions as called for by state guidance.
b. Evacuation Movement Phase
(NOTE: Should attack occur after movement begins, proceed to "Attack Warning and Movement to Shelter Phase." Complete all actions required by lower readiness levels in as much as the attack environment allows.)
(1) Activate traffic control points, and other facilities.
(2) Facilitate evacuation. Coordinate with associated host jurisdiction(s).
(3) Assure the continued operation of essential services in the risk area. Monitor and facilitate the commute of essential workers.
c. Relocation Phase
(1) Continue to provide resource support to associated host jurisdictions as required.
(2) Provide services to evacuees through the shelter center in host areas as needed.
(3) Monitor the execution of planned actions and direct modified actions as necessary. Reference state guidance.
(4) Continue to submit daily situation reports to the State EOC concerning local preparedness activities, requirements for goods and services, and availabilities.
d. Return Movement Phase
(1) In coordination with the State EOC, disseminate information to relocatees to return to their homes in the risk area(s).
(2) Assist with clean-up activities in host areas.
Incident Annex C-3
(3) Continue to provide daily situation reports to the State EOC and advise when all relocatees have departed.
5. Post Relocation Recovery
Keep an accurate record of expenses incurred. Compile damage assessment data.
Incident Annex C-4
RELOCATION AND ATTACK
4. Emergency Operations
a. Attack Warning and Movement to Shelter Phase
(1) Disseminate the attack warning and advise persons in the area to evacuate or seek below-ground shelter immediately.
(2) Acquire information on the status of the attack environment. Keep key officials and the public informed.
(3) Keep the State EOC informed as appropriate and submit periodic situation reports.
b. In-Shelter Phase
(1) In coordination with adjacent jurisdictions, provide emergency information and continued guidance to the public.
(2) Acquire information on the risk area environment; fatalities, extent of damage, operation of essential facilities, etc.
(3) Continue to provide daily situation reports and weapons effects reports to the State EOC concerning local preparedness activities, requirements for goods and services, and availabilities.
c. Shelter Emergence Phase
(1) As conditions permit, advise persons to leave shelters or return to their homes in the risk area.
d. Relocation Phase
(1) Repair and restore essential services, utilities, and other vital facilities, as feasible.
(2) Continue to provide emergency information and guidance to the public to Include decontamination procedures and protective measures against residual radiation.
(3) Monitor the execution of planned actions and direct modified actions as necessary. Regulate the expenditure of consumable resources as required. Reference subsequent annexes.
Incident Annex C-5
(4) Continue to provide daily situation reports to the State EOC concerning local emergency operations.
e. Return Movement Phase
(1) Prepare for return movement. Assure the provision of essential goods and services. Clear debris as required.
(2) Ensure that an accurate record of expenses is maintained.
(3) Continue to provide daily situation reports to the state concerning local emergency operations, and advise when all relocatees have returned.
5. Post-Attack Recovery
After a nuclear attack, emergency operations will continue under the framework of the State Emergency Management of Resources Plan. Economic stabilization procedures must be implemented. Relocatees may have to remain in the host area until community services are restored in the risk area. Should damage in the risk area preclude their return, relocatees will, of course, continue to be cared for. Guidance on preparing for their long- term residence will be provided by the State EOC.
Incident Annex C-6
INCIDENT ANNEX D TERRORISM
PURPOSE The purpose of this annex is to provide incident specific guidance to plan for and execute an effective emergency response, in the event of a terrorism incident. It augments the Emergency Operations Plan (EOP), which guides the jurisdictions preparation for and response to emergencies and disasters. This annex will further define incident specific concepts of operation and organizations & responsibilities of responding agencies as well as how local agencies will integrate with state and federal authorities, consistent with the National Incident Management System (NIMS), employing the Incident Command System (ICS) utilizing a Joint Field Office (JFO).
SITUATION Terrorism is defined as the unlawful use of force against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in the furtherance of political or social objectives. All communities including Dinwiddie County are vulnerable to acts of terrorism. While Dinwiddie County has a low possibility of experiencing an act of terrorism in the context of international politics. This is not to be construed to mean that that one cannot or will not happen. However, Dinwiddie County could reasonably expect that a domestic terrorism incident could occur within its jurisdiction. The Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) threat spectrum is diverse in terms of range and depth, as well as the versatility it provides the adversary in planning a single or complex incident. The spectrum ranges from easily obtainable common high yield explosives, industrial chemicals, and radiological medical products to more difficultly obtained military grade nuclear, biological, and chemical (NBC) weapons and material Explosives have been the most common weapons utilized in terrorist attacks. Use of explosives in terrorist attacks is preferred, as resources and instructions for producing them are easily acquired. Terrorists, to a greater extent than other criminals, tend to operate in unpredictable ways, aiming to create fear and turmoil. They rely on surprise to defy deterrence interventions. The expected consequences of CBRNE incidents, terrorism or otherwise, are death, injury, illness, building damage, infrastructure damage, energy disruption, environmental damage, food chain contamination, mental stress, and physical exhaustion or any combination thereof. The fact that an emergency or disaster situation was a result of a terrorist act will not be always evident during the initial emergency response phase and may not be determined until days, weeks, or months after the event has occurred. Terrorist events will occur with little or no warning and involve one or more of a variety of tactics to include but not limited to bombing, chemical, biological, and nuclear incidents. The local response organization must develop the tactical capability to quickly recognize and respond to the range of potential tactics that could be employed locally as well as regionally. The effects of a chemical, biological, or nuclear terrorist act will likely overwhelm local, regional, and state capabilities.
CONCEPT OF OPERATIONS Should a CBRNE/WMD incident occur (with or without warning), local emergency response organizations will respond to the incident scene and appropriate notifications to local, state, and federal authorities are made. Control of the incident scene will be established by local response authorities. Command and control of the incident scene is vested with the Incident Commander/Unified Command. Operational control of assets at the scene is retained by the designated officials representing the agency (local, state, or federal) providing the
Incident Annex D-1
assets; these officials manage tactical operations at the scene in coordination with the IC/UC. The incident command structure that was initially established will likely transition into a unified command (UC). This UC will facilitate both crisis and consequence management activities. The UC structure used at the scene will expand as support units and agency representatives arrive to support crisis and consequence management operations. On-scene consequence management activities will be supported by the local and State EOC (VEOC).
Assess and Control Hazards First responders begin developing the situational awareness required to execute immediate life-saving actions while relaying information about the incident required for command and support personnel to share a common operating picture and coordinate an appropriate jurisdiction-wide response.
Action Checklist Establish incident command Examine the situation Assess the hazard Report assessment Request additional resources Control the hazard Monitor the hazard
Identify Prevention & CIKR Protection Activities The EOC will identify potential impacts to Critical Infrastructure and Key Resources (CIKR) within the county and alert corresponding points of contact (POC’s). Review the plans of affected CIKR facilities to ensure mutually beneficial response strategy. Maintain communication with affected CIKR stakeholders throughout the response.
Select Protective Actions First responders relay details of the incident to the EOC which gathers and analyzes raw information to support the production of real time disaster intelligence. Disaster intelligence is used to update jurisdiction-wide risk assessments, particularly for the public & CIKR, to determine potential change in residual risk levels necessitating immediate protective actions and/or countermeasures.
Following an assessment of the hazards involved, the incident commander (IC) makes decisions on immediate localized implementation of protective actions. A balanced strategy incorporating both sheltering-in-place (SIP) and evacuation is the most effective protective action strategy for most hazard scenarios. Protective action decisions take into account population distributions, projected or actual exposure to a hazardous substance, availability of adequate shelters (condition of structures in hazard areas), evacuation time estimates, and other relevant factors. The EOC coordinates additional resources to support the IC’s decision and evaluates the protective actions for further needs (e.g. expanding evacuation zones due to weather conditions or restricting airspace due to hazard characteristics).
Sheltering-In-Place (SIP) Choosing sheltering-in-place is preferable when there is reasonable assurance that movement of people from their current location will endanger their health and safety more so than instructing them to remain in place. When making the decision to direct the public to shelter-in-place, some common issues include: 1. Public perception of shelter-in-place versus evacuation 2. How should an all clear be sounded for those sheltered in place 3. Policy for egress from shelter-in-place 4. Assisting people after they leave locations they sheltered-in-place The SIP strategy must include a plan for ending SIP. A strong public education component is required for any SIP strategy to be effective, as evacuation will typically be the more intuitive protective action unless the community has been educated on SIP strategy. Incident Annex D-2
Evacuation The IC is authorized to order evacuations when there is immediate or anticipated danger to the public. Any decision to evacuate the public is based on the reasonable assurance that movement of people to an area outside of an affected area is of lesser risk to them than remaining inside the affected area. When the need for extensive evacuation is determined, evacuation will, when possible, be conducted utilizing established procedures as outline in Support Annex 4-Evacuation
Action Checklist Analyze the hazard o Identify specific hazard response guidelines, see hazard specific appendices: o Chemical (Page 12) o Biological (Page 14) o Radiological/Nuclear (Page 16) o Explosive (Page 19) Determine protective action strategy (evacuation, SIP, public sheltering, etc) Determine CIKR notification needs Determine public warning requirements Develop the incident action plan
Conduct Public Warning Notifications of the incident with instruction on how the public should respond are issued by the jurisdiction.
Action Checklist Complete prepared warning messages (see ESF 15) Develop instructions for the public unique to the incident Initiate public warning
Implement Protective Actions These actions reduce or eliminate additional impacts to the community by clearing the danger zone, treating victims, and moving those affected to a safe location. These activities require the support of many community stakeholders to be effective.
Action Checklist Isolate the danger area and control access o Determine potential for spread of hazards and collateral affects o Coordinate road closings and placement of barricades Coordinate evacuation support o Coordinate transportation o Designate safe zones, evacuation assembly centers, and shelter sites Support shelter-in-place implementation o Estimate hazard duration times o Identify utility outages o Coordinate potential need for general support to persons sheltering-in-place Coordinate for decontamination support Coordinate medical treatment o Coordinate emergency triage and pre-hospital treatment o Implement isolation and quarantine o Coordinate medical surge o Coordinate medical supplies management and distribution o Make decisions on, and coordinate, mass prophylaxis Coordinate support to special needs populations Incident Annex D-3
Coordinate search and rescue Ensure continuity of government and operations (COG/COOP) Assure cost tracking of response efforts
Implement Short-term Stabilization Prior to returning the affected area to routine use, the impacts of the attack are reevaluated to determine residual risk to the public. Law enforcement will conduct investigations and coordinate with emergency management to determine when recovery actions can begin to return the affected area to routine use. While the affected area is unsafe for routine use provisions to safeguard the health and welfare of the affected population will be a priority of the locality.
Action Checklist Coordinate shelter operations Implement COOP plan in support of impacted essential functions Conduct thorough review of jurisdiction-wide risk assessments and hazard analyses Evaluate potential need for increased security measures Prepare for reentry and return of displaced population
Implement Recovery Terrorism is designed to reduce the public’s confidence in our government and our way of life. The attacked area should be returned to routine use as quickly as possible; however, ongoing impacts of any catastrophic incident within the community and its citizens are inevitable and require the ongoing support of the entire community.
Action Checklist Evaluate need for Disaster Recovery Center (DRC) and/or Family Assistance Center (FAC) Plan & implement reentry Plan & implement return Conduct an after action review (AAR)
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES This section identifies the additional duties of agencies when involved in responding to a terror incident within the jurisdiction. The organization of the response within the locality mirrors the state and federal organization for initial emergency response to emergency situations that pose an immediate public safety threat.
When our locality is aware of actual or potential terrorist activity within the jurisdiction, we are responsible for notifying the Virginia Emergency Operations Center (VEOC) of the incident whether requesting assistance or not. If it is determined, that an act of terrorism is involved, law enforcement at all levels of government will support the investigative process, and a significant law enforcement component is integrated into the unified command with the Federal Bureau of Investigation (FBI) serving as the lead investigative agency.
The State and Federal roles as resource coordinators remains unchanged in coordinating consequence management activity involving a terrorist incident. The unified command system is an extension of the incident management system established and functioning at the local level consistent with the NIMS. The unified command will include the local ESF’s as well as private industry stakeholders and subject matter experts, dependant on the following factors: the terrorist threat stream(s) employed, the challenges presented to the emergency management community in responding to and recovering from the threat stream(s), the target involved, and the community impacted.
Special Coordination Structures As additional resources arrive, the Incident Command System (ICS) will often transition to the Unified Command System (UCS) consistent with the National Incident Management System (NIMS). The IC responsibility will likewise transition from the local IC to a designated federal official. Presidential Decision Incident Annex D-4
Directive 39 (PDD 39) designates the Department of Justice (DOJ), represented by the FBI as the lead federal agency (LFA) for crisis management of a terrorist incident, and the Federal Emergency Management Agency (FEMA) as the LFA for consequence management of an incident. As operations transition from crisis management to consequence management, the LFA will transition from FBI to FEMA. The FBI will consult with FEMA to determine when the transition will occur. Additional federal agencies with responsibilities to respond to CBRNE events will be integrated as needed. The VEOC will assist in contacting appropriate federal response agencies.
Local Emergency Management Establish and operate the EOC Request and manage resources for the incident Provide public information and warning Implement short and long term recovery Fire & EMS/Hazardous Materials (HAZMAT) Establish monitoring and decontamination activities Conduct search and rescue Conduct emergency medical triage, treatment and transport Establish necessary immediate protective actions Sheriff’s Office/Law Enforcement Coordinate immediate protective actions Establish and maintain cordons & security perimeters including evacuee safety zones Coordinate with medical facilities to ensure security & crowd control Control traffic Responsible for notifying the FBI when terrorism is suspected Public Works Coordinate emergency requirements for restoration of key facilities and equipment Manage debris removal; coordinated with law enforcement Coordinate with local animal control and the VA Department of Agriculture & Consumer Services (VDACS) for disposal of animal remains Transportation(VDOT) Coordinate debris removal from public roads Assist with evacuation routes to include signage and traffic control devices Social Services Establish and operate public shelter sites Ensure coordination with Fire/HAZMAT for hazard monitoring and decontamination at shelter sites Coordinate with decontamination and transportation personnel to determine need to separate displaced victims from those exposed to a hazard agent Health Department Support shelter operations Assist with assessing health needs related to the incident
Inter-jurisdictional and Regional Metropolitan Medical Response System (MMRS) The MMRS is a regionally integrated medical response system which enables local jurisdictions to manage an event until state and federal response resources are mobilized. The MMRS is designed to increase the capabilities of local governments to manage medical and health consequences of natural or man-made disasters, with particular emphasis on terrorist events. MMRS is structured around a contract framework that focuses on specific deliverables: Detection and identification of toxic agents or disease Extraction of victims from contaminated areas Incident Annex D-5
Decontamination of exposed persons (chemical or radiological incidents) Control of infection (biological incidents) Emergency treatment Triage and patient transport Provide definitive care Mass immunization or prophylaxis Mass fatality management Environmental surety (identifying residual health risk)
State Virginia Department of Emergency Management (VDEM) VDEM is the lead agency for initial emergency response to emergency situations that pose an immediate public safety threat to the health and welfare of the citizens of the Commonwealth. The VEOC is the warning center in the state to which local governments report potential and actual acts of terrorism, and through which assistance is requested when the nature or magnitude of the situation exceeds local capability. VDEM maintains Regional Hazardous Materials Officers (RHMOs) and Regional Hazardous Materials Response Teams equipped and trained to deal with hazardous materials in a variety of situations.
Virginia State Police (VSP) The VSP will be the lead state agency in situations involving explosives. The VSP Bureau of Field Operations (BFO) maintains a variety of resources that can be utilized in responding to terrorism.
Virginia Department of Health (VDH) Response to and recovery from a biological incident will follow the plans procedures and protocols developed by VDH within the overall framework of the COVEOP. All of these plans are designed to interface with and support local, regional and federal plans in place to facilitate coordination efforts as well as enhance surveillance, detection and response capabilities at all levels. VDH and VDEM developed the Commonwealth’s Strategic National Stockpile (SNS) plan in coordination with a variety of public and private sector entities to ensure adequate medical supplies and pharmaceuticals are available to support response and recovery operations to such events. The SNS plan is maintained by VDH.
Office of the Chief Medical Examiner (OCME) The management and disposition of all unnatural deaths come under the primary jurisdiction of VDH’s Chief Medical Examiner. The OCME is responsible for fatality management as is indicated in the State Fatality Management Plan (which is maintained by the Virginia Department of Health). OCME will integrate into the Unified Command and coordinate with law enforcement officials on scene to handle remains.
Virginia Department of Behavioral Health and Development Services (DBHDS) Coordinates with other state agencies to provide crisis-counseling programs, including critical incident stress debriefings, and other mental health response initiatives.
Virginia Department of Social Services (VDSS) Coordinates the Family Assistance Center (FAC) plan to support the much broader fatality management response activities of ESF #8 and the OCME. FACs may be opened as the result of a mass casualty incident and a valid VDSS mission assignment received from the VEOC. Its mission is to deliver incident specific support services through interaction with and provision of legal, customary, compassionate and culturally competent required services to the families of the injured or deceased to include updated incident information prior to the media release.
CERFP (Virginia Army National Guard) Chemical, Biological, Radiological, Nuclear and High-Yield Explosive Enhanced Response Force (CERFP) is trained and equipped to support an emergency response to an event of a natural disaster, chemical spill, or deliberate act of terrorism involving WMD. Incident Annex D-6
Search incident sites, including damaged buildings Rescue victims Conduct decontamination Perform medical triage and initial treatment Deployed through VDEM
WMD Civil Support Team (CST), Virginia Army National Guard CST is designed to augment local and regional terrorism response capabilities in events known or suspected to involve WMD. The team can be enroute within three hours to support by: Identifying CBRNE agents/substances Assessing current and projected consequences Advising on response measures, and with appropriate requests for additional support. Advise civilian responders regarding appropriate response actions Deployed through VDEM
Chemical, Biological Incident Response Force (CBIRF) Agent detection and identification Casualty search & rescue Personnel decontamination Emergency medical care and stabilization of contaminated personnel Deployed through VDEM
Federal Federal Bureau of Investigation (FBI) Lead federal agency for crisis management Serve as lead law enforcement authority for investigation and recovery of evidence Conduct rescue of persons held by a hostile force
Federal Emergency Management Administration (FEMA) Lead federal agency for consequence management Determines when consequences are “imminent” for purposes of the Stafford Act (source: Federal Response Plan Terrorism Incident Annex, Annex 1999)
Nuclear Regulatory Commission (NRC) NRC is lead federal agency (in accordance with the Federal Radiological Emergency Response Plan) for facilities or materials regulated by the NRC.
Department of Energy (DOE) DOE manages radiological emergency response assets supporting an incident involving a WMD.
Department of Health and Human Services (HHS) & The Center for Disease Control (CDC) CDC's Strategic National Stockpile (SNS) has large quantities of medicine and medical supplies to protect the American public if there is a public health emergency (terrorist attack, flu outbreak, earthquake) severe enough to cause local supplies to run out. Once federal and local authorities agree that the SNS is needed, medicines will be delivered to any state in the U.S. in time for them to be effective. VDH has plans to receive and distribute SNS medicine and medical supplies to local communities as quickly as possible.
Environmental Protection Agency (EPA) EPA assists in the assessment, containment, cleanup, disposal, and restoration phases of an emergency response operation.
Incident Annex D-7
Appendix A - Chemical Incident Response Chemical agents are poisonous vapors, aerosols, liquids, and solids that have toxic effects on people, animals, or plants. They can be released by bombs or sprayed from aircraft, boats, and vehicles. They can be used as a liquid to create a hazard to people and the environment. Some chemical agents may be odorless and tasteless. They can have an immediate effect (a few seconds to a few minutes) or a delayed effect (2 to 48 hours). While potentially lethal, chemical agents are difficult to deliver in lethal concentrations. Outdoors, the agents often dissipate rapidly.
Action Checklist Direct Chemical Response and Decontamination Establish incident command Establish a security perimeter Request HAZMAT support Develop a site safety plan Make and implement protective actions decisions (evacuation/SIP/combination) Issue guidance to the public for performing offsite decontamination Coordinate with hospitals to manage decontamination of self-presenting contaminated victims Coordinate resource management of HAZMAT equipment, supplies, and personnel Evidence is transported to an approved laboratory response network (LRN) lab for analysis
Identify the Hazard Identify HAZMAT agent and the extent/scope of the incident Analyze weather forecast and conduct hazard zone prediction Monitor movement of hazardous releases, and formulate predictions on dispersion and characteristics over time
Assess Hazard and Evaluate Risk Develop incident monitoring and sampling strategy based on a realistic assessment of hazards Use plume dispersion modeling tools to generate HAZMAT dispersion assessments Conduct risk assessments to determine the risk of various actions to both responders and public Evaluate effectiveness and capacity of local medical countermeasures and determine need to request additional resources from VDH Develop and implement an Incident Action Plan (IAP) for HAZMAT specific issues Establish and mark the isolation perimeter (outer perimeter) Establish a hot zone (inner perimeter) to identify high hazard area(s) where responders will operate Establish other hazard control zones, based on the scope and nature of the event (e.g. off limits zones)
Conduct Rescue Operations Determine the nature and priority of rescue operations including the numbers involved Identify personnel and equipment requirements to maintain rescue operations Coordinate rescue efforts with law enforcement to ensure safety of rescuers
Conduct Mitigation Activities Identify need for decontamination activities Implement plans to ensure onsite individual gross decontamination of persons and household pets affected by the incident Provide a means to allow medical treatment facilities and shelters to identify people who received gross decontamination Establish decontamination sites for victims Screen affected persons
Incident Annex D-8
Coordinate with the VA Department of Environmental Quality (DEQ) to ensure decontamination, area cleanup, and disposal of waste materials Decontaminate affected facilities and equipment used for technical decontamination Coordinate cleanup operations
Demobilize WMD and HAZMAT Response and Decontamination Ensure incident-specific evidence collection and investigation protocols are clearly understood and communicated to all responders Demobilize WMD/HAZMAT Arrange release and transportation for demobilized WMD/HAZMAT personnel and equipment Conduct an AAR
Incident Annex D-9
Appendix B-Biological Incident Response Biological agents are organisms or toxins that kill or incapacitate people, livestock, and crops. The three basic groups of biological agents used as weapons include bacteria, viruses, and toxins. Many break down quickly when exposed to sunlight and other environmental factors, while others, such as anthrax spores, are very long lived. Biological agents can be dispersed by spraying them into the air, by infecting animals, and by contaminating food and water. Delivery methods include: Aerosols - biological agents dispersed into the air, forming a fine mist that may drift for miles. Inhaling the agent can cause disease in people or animals. Animals - some diseases are spread by insects and animals, such as fleas, mice, flies, mosquitoes, and livestock. Food and water contamination - some pathogenic organisms and toxins may persist in food and water. Most microbes can be killed, and toxins deactivated, by cooking food and boiling water. Most microbes are killed by boiling water for one minute, but some require longer. Person-to-person - spread of infectious agents is possible; human transmission is often the source of viral infection.
Action Checklist Direct Isolation and Quarantine Coordination Identify subject matter experts to oversee isolation and quarantine conduct Evaluate effectiveness and capacity of local medical countermeasures and determine need to request additional resources from VDH Develop disease-specific isolation and quarantine plan Identify applicable isolation and quarantine laws, policies, and implementation procedures Provide isolation and quarantine implementation information to the Public Information Officer (PIO) Coordinate with PIO to disseminate health and safety information to the public Coordinate public information releases about those people who have been isolated or quarantined Coordinate with PIO regarding notification of quarantine or isolation to ensure compliance of the general public (e.g. doors remain locked and may be opened only by public health official or designated persons) Coordinate with PIO to provide timely dissemination of health and safety information to the public regarding risk and protective actions Coordinate with law enforcement to monitor and enforce restrictions Ensure appropriate judicial review of isolation and quarantine orders Coordinate with public health and medical services to ensure appropriate care for those individuals who have been isolated or quarantined Ensure continued availability of critical medical care (e.g. dialysis) Coordinate comprehensive stress management strategies, programs, and crisis response teams Coordinate to provide water, food, etc. to the isolated and quarantined population Coordinate with public works for retrieval and disposal of contaminated articles from homes or other locations where individuals are isolated or quarantined Coordinate with the agriculture community regarding potential animal influence on need for isolation/quarantine Maintain information systems supporting monitoring adherence to isolation and quarantine measures that comply with the Public Health Information Network (PHIN) requirements and guidance for countermeasure and response administration
Prepare Isolation and Quarantine Identify community sites suitable for quarantine Consider an order that closes public venues based on the recommendation of an epidemiologist Disseminate guidelines for isolation and quarantine restrictions to enforcement personnel Promote public acceptance of isolation and quarantine as necessary control measures Prepare plan for care giver treatment of isolated persons Incident Annex D-10
Implement Travel Restrictions Establish traveler screening locations Screen inbound/outbound travelers from outbreak or pandemic areas for illness or exposure Isolate and quarantine potentially infected travelers Implement Voluntary Isolation and Quarantine Acquire identification information of affected persons under voluntary isolation or quarantine Issue medical care and infection control guidance to community Monitor health status of voluntarily isolated and quarantined persons, caregivers, and responders Arrange transportation to designated healthcare facilities of critically ill persons under voluntary isolation or quarantine Monitor compliance
Implement Mandatory Isolation and Quarantine Acquire identification information of affected individuals under mandatory isolation and quarantine Provide medical and supportive care guidance to affected population under mandatory isolation and quarantine Monitor compliance with infection control and mandatory restrictions of movement Monitor health status of individuals and caregivers under mandatory isolation and quarantine Arrange for transportation to designated healthcare facilities of critically ill individuals under mandatory isolation and quarantine
Demobilize Isolation and Quarantine Participate in incident debriefing on isolation and quarantine implementation Release personnel supporting isolation and quarantine operations Reconstitute resources and facilities supporting isolation and quarantine operation Conduct an AAR
Incident Annex D-11
Appendix C- Radiological Dispersal Device/Improvised Nuclear Device Incident Response A radiological dispersal device (RDD) is any device that causes the purposeful dissemination of radioactive material without a nuclear detonation. Likely dispersion methods include: An explosive dispersion, known as a “dirty bomb,” or passive/active dispersion of unsealed radioactive sources, e.g., deposit in soil or water, drop from aircraft/airborne device. Explosive RDDs cannot cause mass casualties on the scale of a nuclear explosion. All or most casualties will likely be from the explosion. While large numbers of people in a densely populated area around a RDD detonation might become contaminated and require decontamination, few if any will be contaminated to a level requiring medical treatment. The primary purpose of terrorist use of an RDD is to cause psychological fear and economic disruption.
An improvised nuclear device (IND) is an illicit nuclear weapon or a weapon fabricated from illegally obtained fissile nuclear weapons material capable of producing a nuclear explosion. An exploded IND achieving nuclear yield results in catastrophic loss of life, destruction of infrastructure, and contamination of a very large area. If nuclear yield is not achieved, the result would likely resemble an RDD in which fissile weapons material was dispensed locally. Appropriate radiation monitoring will be performed to determine safety. Fallout that is immediately hazardous will descend to the ground within about 24 hours. The most significant fallout hazard area will extend 10 to 20 miles (16 – 32 km) from ground zero (for a 10 KT explosion), varying with nuclear yield. Within a few miles of ground zero, exposure rates in excess of 100R/h during the first four to six hours post-detonation may be observed.
Action Checklist Incident Command will quickly gain control of the scene of an RDD explosion and establish “safe” areas in order to protect responders and the public from unnecessary exposure to radiation. This will involve setting boundaries, controlling access, and surveying people and objects to determine if they are contaminated with radioactive materials. A staff member of the radiation control program VA Department of Health (VDH) should function as the Radiation Safety Officer (RSO) in the incident command post upon arrival at the scene.
Radiation Protection There are three cardinal rules of radiation protection for external radiation exposure: reduce time, increase distance, and use shielding.
Setting up Zones First responders establish an immediate evacuation area in the dangerous fallout zone where shelter-in-place is not effective RDD: 500 meters in radius (1650 feet/approximately 2.5 city blocks) IND: 4 miles initially; further decision made once radiation levels area measured- dangerous fallout may extend 10-20 miles from epicenter Minimize time operating within this dangerous fallout zone to lifesaving activities for known survivors Request radiation detection teams to assess radiation levels and establish decision area boundaries Establish & control access to an evacuee’s safe area Survey personnel leaving for contamination prior to release to minimize nuisance contamination spread
Activities conducted by state/local radiation control Conduct surveys and adjust radiation zone boundaries Identify radioisotopes Establish initial monitoring and decontamination guidelines for the responder contamination control point near the outer boundary of the low radiation zone Provide guidelines for monitoring and decontamination of victims (including first responders) Provide guidelines for a remote monitoring and decontamination station for evacuees in a low radiation and contamination background area Provide technical support to medical personnel Provide technical support to the PIO
Incident Annex D-12
Perform dose assessments Develop protective action recommendations
Operating in Designated Zones Once radiation control program staff is on the scene, they will track and plan activities in high radiation areas to minimize doses to the responders. Radiation dosimeters will be worn for all entries into radiation zones. Some form of recordkeeping of exposure is maintained. This may include dosimetry records or basic recording of personnel assignments and time spent in various zones. If this is not feasible during the immediate response, an effort to obtain this information will be made as soon as possible after critical needs are met and before personnel leave the site. At a minimum, contact information for responders will be recorded. This effort will be coordinated through the RSO.
Note: For most RDD scenarios, personnel outside the immediate blast zone are likely to be outside of severe radiological conditions.
Perform Rescue For outdoor RDD explosions, most of the airborne radioactive dust will have settled to the ground within about 10 minutes. Personnel not wearing protective clothing and respirator when entering a radiation hazard area will at minimum wear a dust mask and overshoes. Responders will assess and treat life-threatening injuries immediately. Treatment of such patients takes priority over all other activities, including decontamination. Responders will not delay treating life-threatening injuries to assess the victim’s contamination status.
Note: Decontamination is a local responsibility. The Virginia Emergency Response Team (VERT) ESF 8 will assist local authorities with coordination of decontamination of victims, responders, and persons exposed to contamination by an RDD.
Decontamination of Personnel For patients with non-life-threatening conditions: Decontaminate if not medically contraindicated, and then treat Uninjured contaminated persons should not be directed to a medical facility Contamination is not an immediate medical issue when there are no physical injuries External contamination for an incident involving an RDD will not likely be a significant health risk Externally irradiated patients are not contaminated Exposure without contamination requires no decontamination Contaminated patients who do not have life threatening or serious injuries may be decontaminated on- site or at a designated decontamination center
Sheltering and Relocation Once the radiation hazard area has been cordoned off from routine use, there may be persons that are prohibited from returning to their homes. ESF 6 will coordinate opening shelters for these victims. A monitoring and decontamination station will be established to screen intake of evacuees at the shelter site. While long term sheltering and relocation will most likely not be necessary for those temporarily displaced by an RDD attack, ESF 6 should also begin making provisional arrangements should these services be required.
Medical Countermeasures Diagnostic assessment of victims potentially exposed to and internally contaminated by radiation is essential. Special analysis may be required to determine presence of radiation and possibly identification of the specific radionuclide o These analyses will be coordinated through the Centers for Disease Control (CDC) Radio- bioassay laboratory o When testing capabilities are unavailable patients will be managed clinically Incident Annex D-13
In an event with radioactive iodine present a decision will be made on issuance of radiation prophylaxis o Exposed children and young adults could be provided Potassium Iodide (KI) in pill or liquid form to prevent later development of thyroid cancer . Administration must be started promptly, ideally by 4-5 hours . Most of the efficacy is lost if more than 12 hours have elapsed . KI is not indicated for radionuclides other than radioactive iodine
Refinement of access control and Demobilization After incident hazard areas are stabilized, protective action recommendations can be made based on measurements of residual exposure and on identification of levels of deposited hazardous materials ESF 8 and 13 will organize the release and return of hazard areas to routine operations Conduct incident debriefing on response execution Release personnel supporting response operations Reconstitute resources and facilities supporting response operations Conduct an AAR
Incident Annex D-14
APPENDIX D-EXPLOSIVE INCIDENT RESPONSE Explosives are the weapon of choice for terrorism and are intended to cause a mass casualty incident (MCI). This can be achieved through utilizing coordinated attacks combining ambush tactics with strategic secondary explosive devices and/or through an explosive device intended to release CBRN material. This significantly increases response demands to include precautions to these additional hazards.
Action Checklist Site Assessment An attack that includes simple or high-yield explosives is managed as a crime scene There are three categories of explosives incidents o Pre-Blast incident (unexploded device) o Post-Blast incident (exploded device) o Post-Blast contaminated, or dirty, incident (This is an exploded device that disseminates a toxic chemical, biological, or radiological agent) Identify stand-off distance for responders Identify potential hazards secondary to initial explosion such as structural damage, fire, utility hazards (gas and water lines; electrical power lines, etc.), spills or releases of toxic materials, etc Coordinate for monitoring equipment to determine the presence or extent of contamination from a release of a toxic chemical, biological, or radiological agent at the incident scene. Coordinate with EOD personnel who are properly equipped to enter a pre-blast area to perform rescue
Casualty Management and Medical Facilities Relocate ambulatory and non-ambulatory casualties to a safe area Establish an on-scene triage, treatment, and transportation operation based on the number of casualties Due to the size of the incident, it may be necessary to establish an off-scene triage, treatment, and transportation operation Coordinate testing and monitoring of casualties for the presence of toxic chemical, biological, or radiological contamination Coordinate decontamination requirements and keep on standby in a pre-detonation incident Notify medical transport assets and facilities to prepare for potential casualties
Resource Coordination Start tracking utilized resources and costs as soon as possible and continue to do so throughout the duration of an incident Identify and log the incident start time and consider the need to rotate crews in a timely manner Identify other resources and their availability o Urban search and rescue (USAR) teams o Structural engineers o Damage assessment teams o Heavy equipment contractors o Transportation o Shelters Arrange for fuel and maintenance of apparatus and equipment Evaluate needs for additional medical supplies, communications needs (e.g. radio batteries), personal protective equipment, etc
Weather and Environmental Concerns Acquire weather information for the immediate area as well as a detailed projected forecast for at least the next twelve hours Consider the current and projected weather conditions and how it could affect casualties and responders Incident Annex D-15
Public Welfare and Information Ensure that a public information staging area off-site of the scene is established Utilize the media to assist with general public information announcements Maintain a log and casualty-tracking information at the staging area Maintain a log of off-site shelters and medical care facilities where casualties have been transported Provide information to the media on a timely and consistent basis
Demobilization Conduct incident debriefing on response execution Release personnel supporting response operations Reconstitute resources and facilities supporting response operations Conduct an AAR
Incident Annex D-16
APPENDIX E-ACRONYMS
AAR After Action Review CBRNE Chemical, Biological, Radiological, Nuclear, High-Yield Explosives CBIRF Chemical, Biological Incident Response Force CERFP Chemical, Biological, Radiological, Nuclear and High-Yield Explosive Enhanced Response Force CDC Center for Disease Control CIKR Critical Infrastructure and Key Resources COOP Continuity of Operations COVEOP Commonwealth of Virginia Emergency Operations Plan CST Civil Support Team (Weapons of Mass Destruction) DBHDS Department of Behavioral Health and Development Services (Virginia) DHS Department of Homeland Security DOE Department of Energy DOD Department of Defense DPW Department of Public Works DSS Department of Social Services EM Emergency Management EMS Emergency Medical Services EOC Emergency Operations Center EOD Explosive Ordinance Disposal EOP Emergency Operations Plan EPA Environmental Protection Agency EPZ (Radiation Plume) Exposure Zone ESF Emergency Support Function FBI Federal Bureau of Investigation FEMA Federal Emergency Management Agency HAZMAT Hazardous Materials HHS Department of Health and Human Services IC Incident Command/Commander ICS Incident Command System IND Improvised Nuclear Device IPZ Ingestion Pathway Zone JFO Joint Field Office LE Law Enforcement LFA Lead Federal Agency MMRS Metropolitan Medical Response System NBC Nuclear, Biological, Chemical NIMS National Incident Management System OCME Office of the Chief Medical Examiner PAD Protective Action Decision POC Point of Contact RDD Radiological Dispersal Device SIP Shelter-In-Place SNS Strategic National Stockpile TRA Terrorism Response Annex UC Unified Command VDEM Virginia Department of Emergency Management VDH Virginia Department of Health VDSS Virginia Department of Social Services VEOC Virginia Emergency Operations Center VSP Virginia State Police WMD Weapon of Mass Destruction
Incident Annex D-17
Incident Annex D-18
RADIOLOGICAL PLAN - BASIC
Dinwiddie County, VA
Radiological Plan-1
I. AUTHORITIES AND REFERENCES
A. AUTHORITIES
1. Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as amended.
2. Radiation Control Act, Title 32, Chapter 6, Article 8, Code of Virginia.
3. A Promulgation Statement by the County of Dinwiddie Director of Emergency Management providing for the development of emergency operations plans and support organizations, dated March 2010.
B. REFERENCES
1. Commonwealth of Virginia Emergency Operations Plan 2012. (Updated 2015)
2. Virginia Emergency Operations Plan, Radiological Emergency Response Basic Plan Technical Support Document 05/18
3. The Commonwealth of Virginia, Department of Health, Bureau of Radiological Health Radiological Emergency Response Plan, 1999.
4. NUREG-0654/FEMA-REP-1 – Criteria for Preparation and Evaluation of Radiological Emergency Response Plans and Preparedness in Support of Nuclear Power Plants, U.S. Nuclear Regulatory Commission/Federal Emergency Management Agency, Revision1, March 10, 2016
5. Title 10, Chapter 1, Code of Federal Regulations. a. Part 20 - Standards for Protection Against Radiation. b. Part 50 - Licensing of Production and Utilization Facilities. c. Part 71 - Packaging of Radioactive Material for Transport and Transport of Radioactive Materials Under Certain Conditions. d. Part 73 - Physical Protection of Plants and Materials.
6. Title 44, Chapter 1, Code of Federal Regulations. a. Part 350 - Review and Approval of State and Local Radiological Emergency Plans and Preparedness. b. Part 357 - Radiological Emergency Planning and Preparedness. c. Part 352 - Commercial Nuclear Power Plants: Emergency Preparedness Planning.
7. Radiological Emergency Preparedness: Exercise Evaluation Methodology; Federal Emergency Management Agency, September 2001, Federal Register Notice.
8. Southern Mutual Radiation Assistance Plan (SMRAP), Southern States
Radiological Plan-2
9. EPA 400-R-92-001 - Manual of Protective Action Guides and Protective Actions for Nuclear Incidents, United States Environmental Protection Agency, January 2017
10. Virginia Power North Anna Power Station Emergency Plan, as revised.
11. Virginia Power Surry Power Station Emergency Plan, as revised.
12. Federal Radiological Emergency Response Plan, Federal Emergency Management Agency, as amended.
13. County of Dinwiddie Emergency Operations Plan, dated May 19, 2015.
II. DEFINITIONS
A. Alert - The second of the four emergency classification levels.
B. Access Control Points - Locations, usually manned by law enforcement officers, which are strategically positioned to prevent entry into the evacuated area.
C. Committed Dose - The radiation dose due to radionuclides in the body over a 50- year period following their inhalation or ingestion.
D. Committed Effective Dose Equivalent - Dose incurred from inhalation of radioactive materials from exposure and intake during the early phase.
E. Decontamination - The removal or reduction of contaminated radioactive materials from a surface.
F. Deep Dose Equivalent - Deep Dose Equivalent and Effective Dose Equivalent are the same if the body exposure is uniform (a typical situation).
G. Dose, Projected - The estimated radiation dose which affected population groups may potentially receive if no protective actions are taken.
H. Dose, Radiation - The quantity of radiation absorbed, per unit of mass, by the body or any portion of the body. Rem is a unit of equivalent dose measurement.
I. Dose Rate - The amount of radiation to which an individual is exposed per unit of time.
J. Dosimeter - An instrument for measuring the total accumulated exposure to penetrating ionizing radiation.
K. Effective Dose Equivalent - The sum of the products of the dose equivalent to each organ and a weighing factor, where the weighing factor is the ratio of the risk of mortality from delayed health effects arising from irradiation of a particular organ or tissue to the total risk of mortality from delayed health effects when the whole body is irradiated uniformly to the same dose.
Radiological Plan-3
L. Emergency Operations Facility (EOF) - A facility operated by the utility for continued evaluation of the emergency and direction and control of licensee activities in response to the emergency. Representatives of State agencies are present and perform data analysis jointly with the utility. The EOF provides information on plant conditions and utility actions to Federal, State, and local authorities.
M. Emergency Phase - The initial time period during which actions are taken in response to a threat of release or a release in progress.
N. General Emergency - The fourth and highest of the four emergency classification levels.
O. Ingestion Pathway Emergency Planning Zone - An area delineated by a circle around a nuclear facility used in preplanning. The primary concern is preventing internal exposure to radioactive materials through the food pathway.
P. Intermediate Phase - The period beginning after the source and releases have been brought under control and environmental measurements are available.
Q. Plume Exposure Emergency Planning Zone (EPZ) - An area delineated by a circle around a fixed nuclear facility used in preplanning. The primary concern is preventing whole body or inhalation exposure from airborne and deposited radioactive materials. In the case of a commercial nuclear power station, this distance is about 10 miles.
R. Protective Action Guide (PAG) - Levels of radiation doses to individuals in the general population that warrants protective action.
S. Protective Actions - Emergency measures taken for the purpose of preventing or minimizing radiological exposure that would likely occur if no actions were taken.
T. Radiological Monitoring - The process of using a radiological survey instrument to locate and measure radioactive contamination.
U. Recovery - The process of reducing radiation exposure rates and concentrations of radioactive material in the environment to acceptable levels for return by the general public for unconditional occupancy or use after the emergency phase of a radiation emergency.
V. Reentry - The temporary return of individuals into a restricted zone under controlled conditions.
W. Relocation - A protective action, taken in the post-emergency phase, through which individuals not evacuated during the emergency phase are asked to vacate a contaminated area to avoid chronic radiation exposure from deposited radioactive material.
X. Rem - an acronym for Roentgen Equivalent Man, a unit of dose of any ionizing Radiological Plan-4
radiation that produces the same biological effect as a unit of absorbed dose of ordinary x-ray.
Y. Restricted Area - An area in which evacuation has been completed and entry into this area is prohibited until the area is determined to be safe to reenter.
Z. Return - The reoccupation of areas cleared for unrestricted residence or use by previously evacuated or relocated populations.
AA. Site Area Emergency - The third of the four emergency classification levels. BB. Total Effective Dose Equivalent - The sum of the Deep Dose Equivalent and the Committed Effective Dose Equivalent
CC. Thyroid Exposure - Radiation exposure to the thyroid through inhalation or ingestion of certain radioactive materials.
DD. Unusual Event - The first and lowest of the four emergency classification levels.
EE. Whole Body Exposure - Direct external radiation exposure to the body from airborne or deposited radioactive materials.
NOTE: A more comprehensive listing of terms that are unique to fixed nuclear facilities and transportation of radioactive materials is included in Appendix 16 of the COVRERP.
Radiological Plan-5
III. PURPOSE
The overall purpose of this plan is to provide guidance for effective emergency response operations in the event of a radiological emergency involving the ingestion exposure pathways. This plan sets forth policies and concepts that serve as the basis for detailed Standing Operating Procedures (SOPs). From these policies and concepts, specific protective actions and other response actions are devised and implemented as the emergency conditions indicate.
The responsibilities of the County of Dinwiddie are outlined later in this document. Appendixes follow this plan and provide detailed SOPs that ensure that these responsibilities will be met. Other detailed SOPs may be developed and used by individual groups, as needed.
IV. SCOPE
This plan applies to radiological emergencies that may occur within or affect the County of Dinwiddie. An emergency could be caused by events at the Surry Power Station (SPS), other fixed nuclear facilities, or by transportation accidents. This plan may also be implemented to assist neighboring localities that are responding to such an emergency.
V. SITUATION
A. POTENTIAL SOURCES OF RADIOLOGICAL EMERGENCIES
1. Nuclear Power Plant Reactors
a. The Surry Power Station (SPS) is located on the James River in Surry County. The plant consists of two pressurized water nuclear reactors (Units 1 and 2) that generate nominally an electrical output of 855 megawatts each. The station is owned and operated by Dominion Virginia Power.
b. The planning for radiological emergencies at Surry Power Station concentrates on a response to an airborne release of radioactive materials. If an incident were to occur, this type of release is the most likely and allows the least time for reaction.
2. Transportation Accidents
Another potential source for a radiological emergency is a transportation accident involving shipments of radioactive materials being transported in and through the County of Dinwiddie. Shipment of radioactive materials within the State in support of fixed nuclear facilities, other users of Radiological Plan-6
radioactive materials, and the Department of Defense facilities raises the possibility of radioactive emergencies caused by transportation accidents. The primary mode of transporting radioactive materials is by truck, although shipments may be by rail or aircraft.
3. Nuclear Weapon Accident
In a nuclear weapon accident, health and safety, public affairs, classified information security, and weapons recovery are the critical components and concerns facing response organizations. Other radiological emergency response aspects that must be addressed include medical assistance, security, logistics, legal implications, site restoration, communications, and response team integration and coordination. The Commonwealth of Virginia Department of Emergency Management in conjunction with the lead of Cognizant Federal Agency (CFA) will manage overall coordination of these operations.
B. NATURE OF THE RADIOLOGICAL HAZARD
Harmful radiation cannot be detected by the human senses. Detection of its presence depends on instrumentation. In an atmospheric release from Surry Power Station, two methods of exposure would be possible. External radiation is exposure from an external source. This is commonly referred to as whole body exposure. Along with this external exposure, there could be internal exposure. This would occur if radioactive material were to be inhaled or ingested.
The amount of radiation a person might receive, referred to as the projected dose, is dependent on several factors. For instance, the closer the person is to a radioactive source and the longer that person stays there, the higher the projected dose would be. At Surry Power Station, many other factors are taken into consideration when determining the projected dose, which is the centerpiece in deciding on what protective actions should be recommended to the State. These include the quantity and the isotopic and chemical composition of the radioactive material that could be or has been released. Also considered are the atmospheric conditions, to include stability, wind speed and direction.
Health effects from radiation vary depending on the amount of harmful radiation to which a person is exposed. If there is any exposure resulting from an emergency at SPS, it is likely to be so small that no health effects will be evident. In the unlikely event that a person is exposed to a high radiation dose, from any source, the effects would fall into two categories.
• Early Effects – Immediate effects from an extremely high radiation dose would occur within the first two or three months. These effects may include nausea, fatigue, vomiting, diarrhea, loss of appetite, loss of hair, temporary sterility, and clinically detectable changes such as chromosomal changes in skin.
• Delayed Effects - Delayed effects from an extremely high radiation dose Radiological Plan-7
would not appear until years later. These may include somatic effects, such as increase in the incidence of cancer among those exposed or genetic effects such as increased prenatal mortality or heredity defects in future generations.
C. SCOPE OF POTENTIAL RADIOLOGICAL EMERGENCIES
NRC and FEMA have defined two emergency planning zones (EPZ) to be used for planning emergency response actions in response to an emergency at a fixed nuclear power station.
1. PLUME EXPOSURE EMERGENCY PLANNING ZONE
The first, the Plume Exposure EPZ, is defined as approximately a 10-mile radius surrounding the Surry Power Station. The principal exposure sources from this EPZ would be whole body external exposure to gamma radiation from deposited material and inhalation exposure from the passing radioactive plume. The County of Dinwiddie is not within 10 miles of any nuclear facility.
2. INGESTION PATHWAY EMERGENCY PLANNING ZONE
The second, the Ingestion Pathway EPZ, is defined as approximately a 50-mile radius surrounding SPS that includes the plume exposure EPZ. See Attachment 1, pages 27 and 28. The size of this EPZ was selected because:
a. The downwind range within which significant contamination could occur would generally be limited to about 50 miles from a power station because of wind shifts during the release and travel periods.
b. There may be conversion of atmospheric-suspended iodine to chemical forms that do not readily enter the Ingestion Pathway.
c. Much of any particulate material in a radioactive plume would have been deposited on the ground within 50 miles of the facility.
d. The likelihood of exceeding Ingestion Pathway protective action guide levels at 50 miles is comparable to the likelihood of exceeding Plume Exposure Pathway protective action guide levels at 10 miles.
3. TIME FRAMES
A nuclear incident can be broken into three time phases: emergency, Radiological Plan-8
intermediate, and recovery.
a. Emergency Phase - During this phase, actions are taken to respond to the incident. The time between the onset of accident conditions and the start of a major release could range in the order of one-half hour to several hours. The release may last from one-half hour (short-term release) to a few days (continuous release). Protective actions based on accident assessment are implemented. See Section VIII Concept of Operations below.
b. Intermediate Phase - This phase begins when the source and release have been brought under control and environmental measurements are available on which to base additional protective actions.
c. Recovery Phase - During this phase actions are taken to reduce radiation levels to acceptable levels.
D. PROTECTION AGAINST THE HAZARD
During the emergency phase the primary concern is protecting the public within the plume exposure EPZ from inhalation and from direct whole body exposure to radioactive materials. Subsequent protective actions may also be required to reduce exposure through the ingestion pathway EPZ. The goal is maximum protection of the public with the least cost and disruption.
E. AREA IDENTIFICATION
The area that could potentially be involved in a radiological emergency at the Surry Power Station is referred to in several different ways. Terms such as Plume Exposure EPZ, Ingestion Exposure EPZ, Sectors, and Protective Action Zones are used to refer to different areas. Within the County of Dinwiddie the Ingestion Exposure Pathway is the primary concern.
1. INGESTION EXPOSURE EPZ
Less immediate actions might be necessary within about 50 miles of the plant because the immediate exposure resulting from the accident would be less than EPA protective action levels for the radiation plume. The primary concern is long term exposure resulting from the ingestion of contaminated food and water. Attachment 1, page 25 provides the map for the ingestion exposure pathway EPZ that involves the County of Dinwiddie.
2. SECTORS
To facilitate identification of areas that may be affected by a radiological emergency, the area around a facility is divided into 16 sectors labeled alphabetically (A, B, C, D, E, F, G, H, J, K, L, M, N, P, Q, R), each 22-1/2 degrees, starting at true north of the facility and continuing clockwise Radiological Plan-9
around the site. Sector nomenclature is primarily utilized by the utility but would also be applicable to ingestion pathway jurisdictions.
VI. MISSION
The mission of the County of Dinwiddie government is to develop and maintain capabilities and procedures for emergency operations in response to radiological emergencies at fixed nuclear facilities and transportation accidents involving radioactive materials.
VII. ORGANIZATION
A. OVERVIEW
Generally, the Virginia Department of Emergency Management (VDEM) in cooperation with the Virginia Department of Health, Agriculture and Consumer Services and the Virginia Cooperative Extension Service will monitor radiation levels and broadcast recommended actions based on information gathered by radiation monitoring teams. Federal and State agencies will conduct damage assessments in potentially affected areas and will inform farmers, growers and producers of any actions that should be undertaken. The County of Dinwiddie will continue to be responsible for specific local government actions and will be notified of Federal and State actions within the County.
B. COUNTY OF DINWIDDIE
The County organization for response to a radiological emergency is essentially the same as that for other peacetime disaster operations. This organization is described in the County of Dinwiddie Emergency Operations Plan. Within this government structure, The County Administrator serves in the role of Director of Emergency Management, directing the response through the County’s Coordinator of Emergency Management. The Coordinator is responsible for coordinating the overall response of this jurisdiction.
County agencies and departments provide support and assistance as requested by either the Director or the Coordinator of Emergency Management. Their capabilities, as well as those of the Office of Emergency Management are depicted below:
The task assignments within the County of Dinwiddie are as follows:
1. OFFICE OF EMERGENCY MANAGEMENT
a. Ensure continuity of government.
b. Supervise the operation of the County’s Emergency Operations Center (EOC). An alternate facility may be designated for the
Radiological Plan-10
purpose of providing direction and coordination of response efforts within the ingestion pathway.
c. Provide direction and control for the emergency response by the County.
d. Provide for coordinated response actions with local extension agents/damage assessment teams.
e. Serve as the County’s point of contact with State agencies.
f. Request State assistance, as necessary.
g. Coordinate media relation functions in coordination with the VDEM Public Affairs Office. See Appendix B (Public Information Procedures) and Appendix D (Telephone Directory) for telephone numbers for VDEM Public Affairs Office (PAO), Virginia EOC, and other offices and locations where the VDEM PAO may be contacted. Always contact the VEOC unless another number is published for this purpose.
h. Coordinate radiological emergency preparedness through the following functions:
(1) Provide training (2) Coordinate training provided by the State
2. FIRE & EMS DEPARTMENT
a. Provide a decision making official to the County EOC.
b. Remove victims from any situation in which injury or loss of life has occurred, or the potential for injury or loss of life exists, to include any situation involving threat of fire or explosion.
c. Monitor Radiological Defense for personnel protection and for reporting.
d. Provide Radiological/Hazardous Materials Officer
(1) Monitor or track Federal and State sample collection activities within the County.
(2) Provide personnel to accompany Federal and State Sampling Teams provided local personnel is available and trained for such mission.
e. Contain hazardous materials situations.
Radiological Plan-11
f. Assist in dissemination of warning.
g. Assist rescue squads as needed.
3. SHERIFF’S OFFICE
a. Provide a decision making official to the County EOC.
b. Provide and maintain law and order.
c. Notify key County officials and other agencies as outlined in SOPs.
d. Assist the Coordinator of Emergency Management in identifying the need for State support.
e. Assist with dissemination of warnings.
5. EMERGENCY COMMUNICATIONS CENTER
a. Receive notifications of a radiological emergency and verify that notification, if necessary.
b. Disseminate notification to all appropriate County agencies and department chiefs.
6. COUNTY EOC
a. Provide for adequate means of disseminating public instruction and emergency information.
b. In coordination with VDEM, secure and distribute printed information and instructions on ingestion exposure pathway protective actions.
c. Follow procedures as outlined in Appendix B, pages B1 to B-8.
7. EXTENSION AGENT
a. Provide listings of any dairy, meat, poultry, fisheries, fruit and vegetable growers, grain producers, food processing plants or other agricultural commodity or related operation within the ingestion exposure pathway EPZ(s) that may have an economic impact on the community.
b. Provide advice to the County on how to minimize loss to agricultural resources.
c. Provide information and assistance to farmers and others in preparing for and returning to normal after a radiological emergency.
Radiological Plan-12
d. Serve as a member of the Local Food and Agriculture Council
8. COUNTY HEALTH DEPARTMENT
a. Provide listing of food stores, open wells and cisterns, and other consumer food operations that are located within the ingestion pathway.
a. Provide an individual to the County EOC who will be available to coordinate response activities and give technical assistance as necessary.
b. Coordinate with area hospitals.
d. Inspect food, milk, and water supplies.
9. SANITATION
a. Provide listings of all water supply intake points within the ingestion exposure pathway EPZ.
b. Supply alternate source of potable water, if necessary.
10. PLANNING DEPARTMENT
Provide population (estimate) within the respective or impacted ingestion pathway sectors or zones.
11. DISASTER RECOVERY TEAM/FINANCE DEPARTMENT
Maintain records of all reasonable and necessary costs incurred in providing radiological emergency response and recovery operations.
C. VOLUNTEER AND QUASI-PUBLIC ORGANIZATIONS
Volunteer and quasi-public organizations will provide support within their capabilities, as requested by either the Director or the Coordinator of Emergency Management. Their capabilities are depicted below:
1. AMATEUR RADIO EMERGENCY SERVICES (ARES)
ARES/RACES may be activated to provide communications support. R.A.C.E.S. is an alliance of licensed radio amateurs operating under Subpart F, Part 97, Rules and Regulations, Federal Communications Commission.
2. FIRE AND RESCUE SERVICES
Radiological Plan-13
Provide emergency services support within capabilities and in accordance with mission orders.
D. STATE
State agencies will provide support and assistance as requested by the County. The capabilities of those State agencies that would play primary roles during the intermediate and recovery phases of a radiological emergency are outlined below. The capabilities of other State agencies whose assistance may be requested are contained in the COVRERP.
1. AGRICULTURE AND CONSUMER SERVICES, VIRGINIA DEPARTMENT OF
a. Obtain milk samples from dairy farms, meat samples from packing firms, and food samples from retail and wholesale establishments located within 50 miles of the nuclear power station where the radiological accident occurred and provide them to the Division of Consolidated Laboratory Services or other facility for analysis*.
b. Coordinate the control and disposition of radiologically contaminated food, milk, and animal feed*.
c. Coordinate the provision of uncontaminated feed for dairy cattle and other farm animals, if required*.
d. Coordinate the disposition of farm animals affected by radiological contamination*.
e. Provide advice on and coordinate the disposition or use of farm crops, lands, and equipment that have been radiologically contaminated*.
f. Assist the Department of Health in radiological monitoring and in obtaining samples for accident assessment*.
g. Provide a decision-making official to the Virginia EOC.
*Actions performed by the VDACS in the ingestion exposure EPZs will be contingent upon radiation levels being deemed acceptable to the general populous by qualified persons from the Bureau of Radiological Health (BRH) and in accordance with established limits.
2. CONSOLIDATED LABORATORY SERVICES, DIVISION OF (DEPARTMENT OF GENERAL SERVICES)
a. Provide emergency laboratory services to State agencies and political subdivisions as required.
b. Provide a decision-making official at the agency office to be in continuous contact with the Virginia EOC. Radiological Plan-14
3. EMERGENCY MANAGEMENT, VIRGINIA DEPARTMENT OF
a. Operate the Virginia Emergency Operations Center (EOC).
b. Provide a VDEM State On-Scene Coordinator to the Local Emergency Operations Facility (LEOF).
c. Provide warning in coordination with the State Police and the operators of fixed nuclear facilities.
d. Provide emergency communications.
e. Assist political subdivisions in development and maintenance of local Radiological Emergency Response Plans.
f. Coordinate emergency response actions of Federal and State agencies.
g. Notify the following Federal agencies and Fixed Nuclear Facilities of a radiological emergency:
(1) Notify Federal Aviation Administration air controllers at Richmond International Airport of a radiological emergency and request that aircraft be instructed to avoid the contaminated airspace until notified otherwise.
(2) Notify the Commander, Fifth U.S. Coast Guard District of a radiological emergency at the Surry Power Station and request establishment of traffic control of boats and ships on the James River in the vicinity of the Surry Power Station.
(3) Notify Fort Eustis of a radiological emergency at Surry Power Station that could affect the health and safety of personnel stationed at that installation.
h. Notify the CSX System Railway Company of a radiological emergency at the North Anna Power Station or the Surry Power Station and request that rail service in the affected area be discontinued temporarily.
i. Notify the State Bureau of Radiological Health (day – 804-786- 5932, night – 804-674-2400) immediately of all classes of accidents and incidents reported by operators of nuclear facilities.
j. Notify the Virginia Department of Transportation to establish roadblocks and to temporarily terminate ferry service between Radiological Plan-15
James County City and Surry County when appropriate.
k. Notify all other State agencies and support organizations that have emergency task assignments identified in the COVRERP.
l. Notify the State of Maryland EOC of a radiological accident at the North Anna Power Station that results in either a declaration of a Site Area Emergency or General Emergency. Notify the State of North Carolina EOC of a radiological accident at the Surry Power Station that results in either a declaration of a Site Area Emergency or General Emergency.
m. Monitor the transportation of hazardous radioactive materials in Virginia.
n. Provide public information, assisted by the Virginia Department of Health and the nuclear facility operator; and maintain and keep current a list of media representatives, including names and telephone numbers.
o. Coordinate radiological emergency response training and conduct annual training exercises.
p. Notify the Federal Emergency Management Agency (FEMA) when the emergency classification level at a nuclear power facility is classed as an Alert or higher level and provide updated information; and request assistance, if required, when the emergency classification level is classed as a Site Area Emergency or General Emergency.
q. Request assistance from the Federal government in accordance with the Federal Radiological Emergency Response Plan (FRERP).
4. ENVIRONMENTAL QUALITY, DEPARTMENT OF
a. Conduct and provide air quality monitoring data and analysis from existing air monitoring network to the Virginia Department of Health and Virginia Department of Emergency Management as requested.
b. Provide assistance in collection and analysis of meteorological data.
c. Collect water samples from rivers and lakes located within the ingestion pathway EPZ for assessment*.
d. Collect fish samples from waters adjacent to the nuclear facility for assessment*. Radiological Plan-16
e. Assist the State Department of Health in radiological monitoring and accident assessment*.
f. Define hazardous radioactive materials and promulgate rules and regulations for their transportation within the Commonwealth.
g. Provide a decision-making official at the agency office to be in continuous contact with the Virginia EOC.
*Actions performed by the DEQ in the ingestion exposure EPZs will be contingent upon radiation levels being deemed acceptable to the general populous by qualified persons from the Bureau of Radiological Health (BRH) and in accordance with established limits.
GAME AND INLAND FISHERIES, DEPARTMENT OF
a. Collecting samples of wildlife and fish suspected of being radiologically contaminated for analysis by the State Department of Health*.
b. Provide back-up communications to support emergency response activities.
c. Provide small boats with motors for administrative, logistical, and operational use of waterways contiguous to nuclear power stations.
d. Assist the Department of Health in radiological monitoring and accident assessment*.
e. Assist in warning people in boats on Lake Anna in the vicinity of the North Anna Power Station.
f. Assist in traffic control of boats of Lake Anna in the vicinity of the North Anna Power Station.
g. Assist in traffic control of boats and ships on the James River in the vicinity of the Surry Power Station.
h. Assist in warning persons in the Hog Island Wildlife Management Area in the vicinity of Surry Power Station.
i. Assist in the evacuation of Surry Power Station personnel and other persons from Hog Island Wildlife Management Area, if necessary.
j. Provide a decision-making official at the agency office to be in continuous contact with the Virginia EOC.
*Actions performed by DGIF in the ingestion exposure EPZs will be contingent upon radiation levels being deemed acceptable to the general Radiological Plan-17
populous by qualified persons from the Bureau of Radiological Health (BRH) and in accordance with established limits.
HEALTH, DEPARTMENT OF
a. Perform accident assessment, to include:
(1) Provision of the Radiological Emergency Response Team (RERT) for radiological assessment and response.
(2) Determining actual off-site radiological consequences.
(3) Record keeping and documentation of off-site effects of the accident.
b. Assess the radiological consequences for the ingestion exposure pathway, relate them to the appropriate Protective Action Guides (PAGs), and make timely, appropriate protective action recommendations to mitigate exposure from the ingestion pathway.
c. Advise State and local officials on the implementation of pertinent protective actions based on accident assessment.
d. Task other State agencies for providing radiological monitoring teams and furnishing appropriate protective clothing, dosimeters, and monitoring equipment.
e. Establish radiological exposure control for:
(1) State and local government radiological emergency response personnel.
(2) Other emergency response personnel.
(3) The affected populace.
f. Develop and provide recommendations to provide appropriate controls to isolate food to prevent its introduction into commerce.
g. Determine whether condemnation or other disposition of contaminated foods is appropriate.
h. Determine the availability of and coordinate the use of medical facilities that could accommodate and care for persons involved in a radiological emergency who may require medical care.
i. Provide other emergency health services.
j. Develop criteria for establishing controlled areas or zones surrounding an accident site, including ingress/egress control provisions and perimeter radiological surveillance of persons Radiological Plan-18
entering or leaving controlled zones within the plume and ingestion pathways.
k. Request and coordinate Federal assistance for monitoring and assessment provided under the Federal Radiological Emergency Response Plan and provide administrative and logistical support and liaison to Federal personnel on request.
l. Request and coordinate assistance for radiological monitoring and assessment as needed.
m. Develop criteria for re-entry into homes and evacuated areas.
n. Advise local governments when re-entry criteria have been met.
o. Develop and conduct, in coordination with the Virginia Department of Emergency Management, training programs for medical support personnel who may be called upon to care for off-site victims of a radiological accident and assist in conducting other radiological training programs.
p. Procure, store, and administer the issuance of potassium iodide.
q. Provide Bureau of Radiological Health (BRH) Operations Officers and advisors and a decision-making official from the Virginia Office of Emergency Medical Services (OEMS) to the Virginia EOC.
MARINE RESOURCES COMMISSION, VIRGINIA
a. In case of a radiological emergency at the Surry Power Station, provide boats and assist in warning and evacuation, as required.
b. Assist the VDH and VIMS in environmental sampling of shellfish, finfish, and other marine life.
c. Assist the Virginia Department of Emergency Management (VDEM) in assessing initial damage to marine resources.
8. MARINE SCIENCE, VIRGINIA INSTITUTE OF
a. Assist in environmental sampling of shellfish, finfish, other marine life, and silt.
b. Assist the VDEM in assessing initial damage to marine resources.
9. TRANSPORTATION, VIRGINIA DEPARTMENT OF
a. Stock or identify locations where necessary barricade material and signs may be obtained to limit access to designated restricted areas*.
Radiological Plan-19
b. Deliver or locate barricade materials and signs as directed by the Virginia Department of Health-BRH, and in coordination with the State and local law enforcement agencies and VDEM.
*This action may not apply to local jurisdictions beyond the 10-mile EPZ.
10. VIRGINIA COOPERATIVE EXTENSION
a. Provide advice to State and local officials on how to minimize losses to agricultural resources from radiation effects.
b. Provide information and assistance to farmers and others to aid them in preparing for, and returning to normal after a radiological emergency.
c. Conduct damage assessments in potentially affected areas and, in coordination with VDEM and the respective local government(s), inform farmers, growers and producers of any actions that should be undertaken.
d. Provide damage assessment reports to VDEM and the respective local government(s).
e. Serve as a member of both the State and Local Food and Agriculture Council, and respond to both local and State requests for help in preventing damage, assessing damage, and providing information to help people recover from a disaster.
E. OPERATOR OF FIXED NUCLEAR FACILITY
1. Coordinate and interface nuclear facility Emergency Plans with State and local government emergency operations plans.
2. Perform the initial assessment of a radiological accident.
3. Conduct initial and on-going environmental sampling within the plume and ingestion exposure pathways.
4. Notify State and affected local governments of a radiological emergency.
5. Establish the Local Emergency Operations Facility (LEOF), as necessary.
6. Establish the Joint Information Center and coordinate news releases with State Public Affairs Office.
7. Notify and provide accident response and recovery coordination with the Nuclear Regulatory Commission and nuclear industry organizations, including nuclear insurers.
8. Provide a representative to the Virginia Emergency Operations Center, upon request.
Radiological Plan-20
VIII. CONCEPT OF OPERATIONS
A. EMERGENCY CLASSIFICATION LEVELS FOR NUCLEAR FACILITIES
Four emergency classification levels have been established for the purpose of reporting and defining preplanned actions to be taken in response to emergencies at fixed nuclear facilities. These emergency classification levels could develop sequentially. However, the first indication of a problem could be a higher level than the UNUSUAL EVENT.
1. NOTIFICATION OF UNUSUAL EVENT
Unusual events are in process or have occurred which indicate a potential degradation of the level of safety of the plant. No releases of radioactive material requiring off-site response or monitoring are expected unless further degradation of safety systems occurs.
2. ALERT
Events are in process or have occurred which involve an actual or potential substantial degradation of the level of safety of the plant. Any releases expected to be limited to small fractions of the EPZ Protective Action Guideline exposure levels.
3. SITE AREA EMERGENCY
Events are in process or have occurred which involve actual or likely major failures of plant functions needed for protection of the public. Any releases not expected to exceed EPA Protective Action Guideline exposure levels except near site boundary.
4. GENERAL EMERGENCY
Events are in process or have occurred which involve actual or imminent substantial core degradation or melting with potential for loss of containment integrity. Releases can be reasonably expected to exceed EPA Protective Action Guideline exposure levels off-site for more than the immediate site area.
B. NOTIFICATION
1. The operator of the Surry Power Station will notify local governments within the plume EPZ and the Virginia EOC when any one of the four emergency classification levels has been declared at the facility.
2. The Virginia EOC will notify all jurisdictions within the ingestion exposure pathway and adjacent states of a radiological emergency occurring at the Radiological Plan-21
Surry Power Station. This notification will be made when a Site Area Emergency is declared, if not earlier.
3. The VEOC will transmit to each local organization recommended protective measures based upon protective action guides (PAGs) and other criteria. This shall be consistent with the recommendations of the U.S. Environmental Protection Agency (EPA) regarding exposure resulting from passage of radiological airborne plumes and with other Federal recommendations regarding radioactive contamination of human foods and animal feeds.
C. ALERTING
1. Plume Exposure Pathway
A siren system is employed to alert the public within 10 miles of a nuclear power station. It is the primary means of notifying the public within 10- mile EPZs of NAPS and SPS.
2. Ingestion Exposure Pathway
The primary means for notifying local jurisdictions within the ingestion exposure pathway will be by Virginia Criminal Information Network (VCIN) with backup by commercial telephone. In the County of Dinwiddie, initial notification will be received at the Emergency Communications Center in the Police Department. The individual receiving the notification will then notify or transmit a copy of the Report of Emergency to the Coordinator of Emergency Management or his designated representative.
D. ACCIDENT ASSESSMENT
1. EMERGENCY PHASE
Dominion Virginia Power, based on the control room’s instrumentation, will make initial assessment of the emergency. This initial assessment will include a projection of off-site consequences, and if indicated, recommended protective actions. Bureau of Radiological Health officials located in the LEOF will review this initial on-site assessment as soon as possible. Ongoing assessment will be made by the Bureau of Radiological Health in cooperation with Dominion Virginia Power Health Physics, based on on-site instrumentation, meteorological conditions, and off-site radiation monitoring reports provided by the local and State field monitoring teams.
2. INTERMEDIATE AND RECOVERY PHASE
Environmental sampling will be performed within the ingestion pathway to detect any radiological contamination. The sampling is conducted to protect the public from consumption of contaminated food and water and to ensure that adequate protective actions have been implemented. The Department of Health’s Bureau of Radiological Health (BRH) has Radiological Plan-22
developed an Initial Environmental Sampling Plan covering the entire Ingestion Pathway EPZ for the Surry Power Station. The initial monitoring points located within the County of Dinwiddie where State agencies may take environmental samples are contained in Attachment 2, page 29. If necessary, BRH will develop a more extensive sample plan in coordination with other State agencies. Actual sampling will be performed by various State agencies and will include dairy products, produce, water, food processors, fish, shellfish, soil and vegetation. Attachment 2 also identifies categories of various commodities, activities or establishments where samples may be collected. Analysis of samples will be conducted by the Division of Consolidated Laboratory Services or at the BRH mobile laboratory. Results from the sample analyses will be used to determine protective actions.
E. EXPOSURE LIMITS
1. GENERAL PUBLIC – EMERGENCY PHASE
The State will normally recommend evacuation of areas directly impacted by the incident. In the case of special populations (e.g. those who are not readily mobile) sheltering may be the preferred protective action.
2. GENERAL PUBLIC – INTERMEDIATE AND RECOVERY PHASES
The principal pathways for exposure of the public occupying locations contaminated by deposited radioactivity are expected to be exposure of the whole body to external gamma radiation from deposited radioactive materials (groundshine) and internal exposure from the inhalation of re- suspended materials. For reactor incidents, external gamma radiation is expected to be the dominant source.
Additional exposure could be from ingestion of contaminated water or foods such as milk or fresh vegetables. Early protective actions to minimize exposure or subsequent contamination of milk and other supplies would include area monitoring to detect contamination and putting cows on stored feed and protected source of water. Other potentially significant exposure pathways include exposure to beta radiation from surface contamination and direct contact with contaminated soil. These pathways are not expected to be controlling for reactor incidents.
EPA has also developed guidelines on exposure for the intermediate and recovery phases. Environmental sampling will be used to project the dose of persons living in an affected area. Relocation is warranted when the projected sum of the dose equivalent from external gamma radiation and the Committed Effective Dose Equivalent from inhalation of re- suspended radionuclides exceed 2 rem in the first year.
Radiological Plan-23
INTERMEDIATE PHASE
Protective Action Projected Dose During First Year Relocate Population > 2 rem
Apply simple dose Reduction < 2 rem Techniques
Longer-term objectives call for doses in any single year after the first not to exceed 0.5 rem and the cumulative dose over 50 years (including the first and second years) to not exceed 5 rem.
3. EMERGENCY WORKERS
The State has also developed reporting, turn-back, and lifesaving levels for emergency workers, also based on EPA’s guidelines. Since a dosimeter does not measure the entire dose (TEDE), exposure limits are divided by an exposure control ratio to determine the reporting, turn-back and life-saving levels used by emergency workers when reading their dosimeters. The exposure control ratio is used to compensate for the radiation dose that is not measured by a self- reading dosimeter (SRD). These ratio calculations are performed at the LEOF by BRH and are relayed to local Radiological Officers within the plume exposure pathway. This ratio is initially set at 3 and is based on default accident source terms. This ratio will be adjusted as the accident progresses and will be based on the accident type, once known, and sample analysis performed by the utility.
Following is a chart outlining these exposure levels:
Emergency Worker Protection Information Card Field Team Monitor
Digital Alarming Dosimeter (DAD) Perform an operational check on the survey meter. Cover Wear outside of protective clothing, above the waist the hotdog probe with a thin plastic bag or probe cover Dosimeter Card before deployment. Measure and record background Wear inside of protective clothing, above the waist radiation level. Perform a radio check to ensure you can Read DAD every 30 minutes, record reading on Form communicate with Radiological Officer (RO). When REC-1. instructed to proceed to monitoring point, verify location and proceed directly to assigned point. Once you arrive Potassium Iodide (KI): Used to protect your thyroid from at point, notify RO. If given instructions to take survey radiation. Only take KI if instructed by Radiological readings, take 3 foot OPEN and CLOSED readings with Officer. Take as instructed by your Radiological Officer. the window facing the sky. Take 3 inch OPEN and If you are allergic to iodine, DO NOT take KI. If CLOSED readings with the window facing the instructed to take KI, record this on Form REC-1. ground. Record all readings with the units (R/hr or REMEMBER: Always practice ALARA – As Low As mR/hr) on Field Team Survey Record Form. At SITE Reasonably Achievable and refer to your procedures AREA EMERGENCY, take survey readings every 30 and/or contact your Radiological Officer for guidance. minutes, unless directed otherwise. Transmit each set of ACTION LEVELS: readings to RO. If directed to proceed to another point, Activity DAD Reading confirm instructions and proceed directly to new point. Reporting 1.5 R Inform RO when you arrive. Continue taking survey Turnback 2.5 R readings every 30 minutes until directed otherwise. Protecting Valuable 5 R Remember: Continue reading your Digital Alarming Property Dosimeter (DAD) every 30 minutes and record readings Lifesaving 12.5 R on Form REC-1. You should not receive any readings Radiological Plan-24
Voluntary Lifesaving >12.5 R above background at the SITE AREA EMERGENCY. These levels may be revised based on plant Once a GENERAL EMERGENCY has been declared, conditions. don your PPE, to include Tyvek Suit, gloves and shoe Authorization to exceed turnback limit must be given by covers. Begin taking survey readings every 15 minutes. the local Radiological Officer for emergency workers Record all readings with the units (R/hr or mR/hr) on under their respective local jurisdictions. Authorization Field Team Survey Record Form and transmit readings for State Field Teams must be given by State Field to RO. Also, begin reading your DAD every 15 minutes.
Team Coordinator. Local Radiological Officers and If survey instrument readings exceed 450 mR/Hr, switch State Field Team Coordinator shall notify VDH at VEOC to internal probe and confirm similar reading is displayed. whenever voluntary lifesaving has been authorized. When survey instrument exceeds 500 mR/Hr switch to internal probe and continue operation. If you move to an area of lower radioactivity, you must switch back to March 2018 external hotdog probe. At the end of your assignment, proceed to EAC and turn in your dosimetry, REC-1 Form and your Potassium Iodide (KI) if you were not instructed to take it.
F. PROTECTIVE ACTIONS
On-site protective actions within the Surry Power Station site boundary are the responsibility of Dominion Virginia Power.
Off-site protective actions will be based, in part, on recommendations from Dominion Virginia Power. Protective actions will be substantiated, when possible, by accident assessment performed by the State Department of Health. However, if Dominion reports a GENERAL EMERGENCY, immediate evacuation may be recommended before any independent accident assessment is performed by the State. Any recommended protective actions will be transmitted to the impacted local governments by the State. The implementation of protective actions beyond the site boundary but within a 10-mile radius of the facility is the primary responsibility of the affected local governments.
Within the Ingestion Exposure Pathway EPZ, accident assessment and the coordination of emergency response, including protective actions, is the responsibility of the Virginia Department of Emergency Management (VDEM) and the State Health Department, in cooperation with the Department of Agriculture and Consumer Services, Department of Environmental Quality (Water Programs), Department of Game and Inland Fisheries, and the Virginia Cooperative Extension Service.
One or several of the following protective actions may be taken to avoid or reduce dose.
1. EVACUATION
Evacuation utilized within the plume EPZ, is the immediate departure of persons within a certain area. See the section on Exposure Limits for more information.
2. SHELTER IN PLACE
Shelter in place utilized within the plume EPZ, is the action of remaining in dwellings with windows and doors closed, ventilation turned off and Radiological Plan-25
other air intake areas covered (e.g. fireplace).
3. TRAFFIC - ACCESS CONTROL
Traffic control points are established to expedite traffic away from the affected area. Access to the area will be restricted until it is determined to be safe to reenter. This will prevent persons from acquiring additional exposure or becoming contaminated.
4. PERSONNEL MONITORING AND DECONTAMINATION
If it is suspected that persons were exposed to radiation, it will be recommended that those persons proceed to an EAC so that they can be monitored for possible contamination. If contamination is found on them the staff at the EAC will decontaminate them. Personal belongings or vehicles will be decontaminated as time permits.
5. USE OF RADIOPROTECTIVE DRUGS FOR EMERGENCY WORKERS
Potassium iodide, a radioprotective drug, may be utilized for emergency workers performing functions within the plume to prevent damage to the thyroid. Since potassium iodide is only used in the case of direct exposure to the plume it is not a concern beyond the plume (10-mile) EPZ.
6. RELOCATION
Relocation is a protective action, taken in the intermediate phase, through which individuals not evacuated during the emergency phase are asked to vacate a contaminated area to avoid chronic radiation exposure from deposited radioactive material.
7. PASTURING, FEED AND WATER CONTROL FOR FARM ANIMALS
Farmers could be instructed to move farm animals into a shelter and to give them feed and water from protected sources. The primary concern should be given to dairy animals and poultry. These precautions will lessen the possibility of the uptake of radioactive materials by the animals.
8. FOOD PRODUCTS, WATER, AND MILK CONTROL
Protective actions could include restricting the intake of food, water and milk that do not come from protected sources. This precaution would be in place until sampling determines that these items are safe for consumption.
Radiological Plan-26
9. OTHER DOSE REDUCTION TECHNIQUES AND PROTECTIVE ACTIONS
Other dose reduction methods that may be used during the intermediate and recovery phases include those listed below. These methods may be recommended in areas that are not relocated.
• Scrubbing and/or flushing surfaces • Soaking or plowing of soil • Removal and disposal of small spots of soil found to be highly contaminated • Disposal of contaminated products • Restrictions on harvesting • Restrictions on hunting and fishing • Washing or peeling of produce • Diverting milk to allow for decay of radioiodines; production of cheese • Condemning of milk and food • Closing of the intakes for contaminated water supply
G. RECOVERY, RELOCATION AND REENTRY
The Recovery, Relocation and Reentry phases will begin when the utility or facility operator terminates the emergency or when events at the site have been down-graded and conditions stabilized. Off-site radiological monitoring, assessment, and environmental sampling will be continued until terminated by the State Radiological Assessment Officer, Virginia Department of Health officials, and the State Coordinator of Emergency Management or when missions have been completed. State and local government officials will continue to take whatever actions necessary to provide for the safety and economic well being of the populace and to return impacted areas to normalcy.
H. IMMUNITY FROM LIABILITY
In accordance with paragraph 44-146.23 of the Commonwealth of Virginia Emergency Services and Disaster Laws, neither the State, nor political subdivision thereof, nor Federal agencies, nor public or private agencies, nor, except in cases of willful misconduct, public or private employees, nor representatives of any of them, engaged in any emergency services activities, shall be liable for the death of, or any injury to, persons or damage to property as a result of such activities.
IX. DIRECTION AND CONTROL
A. COORDINATION OF EMERGENCY OPERATIONS
1. Direction and control of radiological emergency response operations in the County of Dinwiddie is the responsibility of the County’s Director of Emergency Management. Economic development, planning and public Radiological Plan-27
health activities to include damage assessment functions and local public information news releases will be coordinated through the County’s Office of Emergency Management. State and Federal agency assistance will be requested through the Virginia EOC at (804) 674-2400, or toll-free (800) 468-8892.
2. The County of Dinwiddie Emergency Communications Center located in the Fire & EMS Administration Building is staffed 24 hours a day. This center will receive the initial notification of radiological emergency from the Virginia Emergency Operations Center (VEOC). Subsequent notifications will be sent to this center by the VEOC unless an alternate location is established for this purpose.
3. County agencies and departments tasked in Attachment 3 and agency chief’s identified in Appendix D will provide support to the overall emergency response as directed or requested by the Office of Emergency Management.
B. COMMUNICATIONS
Commercial telephone will be the primary means of communications. Other best available means will be utilized as necessary. In the event communications assistance is needed, the County may make requests for supplemental emergency communications or restoration of existing service to the Virginia EOC Communications Officer at the VEOC.
C. EMERGENCY RESPONSE FACILITIES
The County will establish and maintain an adequate facility (may be local EOC) for direction and coordination of response efforts within the ingestion exposure pathway.
D. PUBLIC INFORMATION
1. The dissemination of accurate and timely information to the citizens and the dispelling of rumors in times of emergency is one of the most critical elements of an effective emergency response.
2. The County of Dinwiddie will ensure that its citizens are informed about a radiological emergency and the implementation of protective measures. A Public Information Officer will be designated by the County to implement the County’s Public Information Operating Procedures during a radiological emergency.
X. RESPONSIBILITIES
Responsibilities assigned to the various departments of the County of Dinwiddie in support of radiological emergency response operations are outlined in Section VII of this Plan. County agencies assigned radiological emergency responsibilities may develop and keep more detailed SOPs in addition to this Plan to assure a capability to fulfill their responsibilities. Each agency will review its SOPs annually and report any necessary changes to the Coordinator of Emergency Management. The County of Dinwiddie will Radiological Plan-28
participate in ingestion exposure pathway exercises for the Surry Power Station at a level consistent with the preparedness and response goals and objectives of the County, and in coordination with the VDEM and Dominion Virginia Power. VDEM will provide planning and other technical assistance, as requested.
XI. EXECUTION
This Plan is effective for execution upon notification of a radiological emergency within the County and for training upon receipt. The Coordinator of Emergency Management will maintain, review, and update this Plan annually. Responsible County officials should recommend to the Coordinator of Emergency Management, at any time, improvements and changes thereto which are appropriate. The Plan and any approved changes will be forwarded to all organizations and individuals with responsibilities for implementation of the Plan. Revised pages shall be dated.
XII. TRAINING, DRILLS, AND EXERCISES
A. TRAINING
The County of Dinwiddie, in conjunction with the State, will participate in and provide training to involved organizations and individuals.
Initial training and retraining will be offered to any individuals and organizations that would be involved in a radiological emergency response.
B. EXERCISES
The County of Dinwiddie will participate in ingestion exercises as set forth by Dominion Virginia Power, the Commonwealth of Virginia, and the Federal Emergency Management Agency. Ingestion pathway exercises are held in the State once every eight (8) years, alternating between the North Anna and Surry Power Stations.
Any findings, areas recommended for corrective action, or improvement by Federal Evaluators or other observers will be considered and corrected by appropriate training, plan update, and/or demonstration in the next scheduled exercise.
XIII. ATTACHMENTS
1. Surry Power Station Ingestion Pathway Emergency Planning Zone
2. Initial Environmental Sampling Points within the SPS Ingestion Pathway EPZ
3. Summary of Primary and Support Responsibilities
4. Report of Emergency Form – Ingestion Exposure Pathway
XIV. APPENDIXES Radiological Plan-29
A. Intermediate and Recovery Phase Actions/Considerations
B. Public Information Procedures
C. Decontamination, Re-Entry, and Return
D. Telephone Directory
Radiological Plan-30
Attachment 1
SURRY POWER STATION INGESTION PATHWAY EMERGENCY PLANNING ZONE
JURISDICTIONS WITHIN THE 50-MILE EPZ
Counties Cities
Virginia 1. Accomack@ 1. Chesapeake 2. Charles City County 2. Colonial Heights 3. Chesterfield+ 3. Franklin 4. Dinwiddie 4. Hampton 5. Essex+@ 5. Hopewell 6. Gloucester 6. Newport News* 7. Greensville 7. Norfolk 8. Hanover+ 8. Petersburg 9. Henrico+ 9. Poquoson 10. Isle of Wight* 10. Portsmouth 11. James County* 11. Richmond+ 12. King and Queen+@ 12. Suffolk 13. King William+ 13. Virginia Beach 14. Lancaster@ 14. Williamsburg* 15. Mathews 16. Middlesex@ 17. New Kent+ 18. Northampton 19. Northumberland@ 20. Prince George 21. Richmond+@ 22. Southampton 23. Surry* 24. Sussex 25. York*
North Carolina 1. Camden 2. Currituck 3. Gates 4. Hertford 5. Northampton 6. Pasquotank
* Within 10 miles of SPS +Within 50 miles of NAPS @ Within 50 miles of the Calvert Cliffs Nuclear Power Plant, Lusby, Maryland
Radiological Plan-31
Attachment 1 (Continued)
SURRY POWER STATION INGESTION PATHWAY EMERGENCY PLANNING ZONE
Radiological Plan-32
MAP OF 50-MILE EPZ
Attachment 2
INITIAL ENVIRONMENTAL SAMPLING POINTS SURRY POWER STATION INGESTION PATHWAY EPZ Radiological Plan-33
County of Dinwiddie
The Department of Health’s Bureau of Radiological Health (BRH) has developed an initial sampling plan covering the entire ingestion exposure pathway EPZ. The plan prescribes the sample media or type and size by weight or volume for the initial environmental sample. Depending on the analysis and finding of the initial sample and the commodities grown or produced in the vicinity where the initial sample was taken, the VDH may request a sampling of a specified commodity from the particular location for more detailed analysis. This second sample along with other considerations will provide the basis on which to make Protective Action Recommendations (PAR’s).
The Virginia Department of Health has not identified any initial monitoring points within the County of Dinwiddie with respect to the Surry Power Station. This does not preclude the identification of locations where one or more commodities as shown below may be sampled in order to make a protective action recommendation or decision regarding protective measures.
DAIRY OPERATIONS—Cow, goat LIVESTOCK OPERATIONS POULTRY OPERATIONS CROPS: Corn, Soybeans, Wheat, Other (above ground, below ground) GROWERS: Vegetable—Spinach, Cabbage, Broccoli, Asparagus, Other (above ground, below ground) GROWERS: Fruits—Strawberries, Grapes, Apples, Other (above ground, below ground) APIARIES (Bee Colonies) FISH AND SHELLFISH FEED STORES FOOD PROCESSORS FOOD STORES RESTAURANTS WATER SUPPLY INTAKE POINTS
# # # # #
Attachment 3 SUMMARY OF PRIMARY AND SUPPORT RESPONSIBILITIES
Radiological Plan-34
-
Decision
Making Analysis
Operations
Implementation
Public Information Information Public
Action 3. Protective
4. Field Measurement and and Measurement 4. Field
1. Emergency Management Management 1. Emergency
2. Protective Action Action 2. Protective and Notification 5. Emergency Department or Agency Office of Emergency P S S S P Management S S S S S Fire S S S S S EMS S S S S S Hazardous S S S S S Materials/Radiological S S S S P Sheriff’s Office S S S S P Emergency Communications S S P S P Center S S S S S Public Affairs S S S S S Extension Agent S S S S S County Health Department S S S S S Sanitation S S S S S Planning Department Disaster Recovery/Finance Office of the County Administrator
Evaluation Area/Sub-Element/Criterion 1. Emergency Operations Management a. Mobilization b. Facilities c. Direction and Control d. Communications Equipment e. Equipment and Supplies to Support Operations
2. Protective Action Decision-Making a. Emergency Worker Exposure Control (including Contamination Control) b. Radiological Assessment and Decision-Making for the Ingestions Exposure Pathway c. Radiological Assessment and Decision-Making Concerning Relocation, Re-Entry and Return
P = Primary Responsibility S = Supporting Responsibility
Attachment 3 (Continued) Radiological Plan-35
3. Protective Action Implementation a. Implementation of Emergency Worker Exposure Control (including Handling and Disposal of Contaminated Vegetation, etc.) b. Implementation of Ingestion Pathway Decisions (1) Information Regarding Water, Food Supplies, Milk, and Agricultural Production is Available and Appropriately Utilized (2) Appropriate Measures, Strategies, and Pre-Printed Instructional Material are Developed and Available for Implementing PAD’s (a) For Contaminated Milk, Contaminated Water (b) For Contaminated Food Supplies and Agricultural Products
4. Field Measurement and Analysis a. Field Team Sample Collection b. Sample Transfer to Laboratory
5. Emergency Notification - Public Information a. Information presented in media briefings and media releases is consistent with Protective Action Decisions. b. Timely and accurate information is provided to media outlets and to the public. c. Copies of pertinent emergency information and media information kits are available for dissemination to the media. d. Public inquiry hotline is established and staffed to provide or obtain accurate information. e. Public information media outlets are monitored to identify inaccurate information and to correct false or misleading reports.
Radiological Plan-36
Attachment 4
Report of Emergency Form – INGESTION EXPOSURE PATHWAY
FOOD PROTECTIVE MEASURES Fruits and Above Ground Vegetables
Message No.:
For Use By Commonwealth of Virginia
Message: "This is the Virginia Emergency Operations Center (VEOC)”
This message is for all local governments within the 50-mile Ingestion Exposure Pathway EPZ of NORTH ANNA POWER STATION (NAPS) SURRY POWER STATION (SPS) CALVERT CLIFFS NUCLEAR POWER PLANT (CCNPP)
The emergency message is as follows:
Item 1 - Emergency Class: Declared at ______on / / . Notification of Unusual Event Alert (24 Hr. Time) (Date) Site Area Emergency General Emergency Emergency terminated
Item 2 - Prognosis of Situation: Improving. Stable. Worsening. Other: ______
______
Item 3 - Recommended Offsite Protective Actions Within INGESTION EXPOSURE PATHWAY Are: None. Detailed surveying of the Ingestion Exposure Planning Zone indicates the need to take the following actions:
Radiological Plan-37
Attachment 4 (Continued) (Check the applicable recommendation(s)
Fruits and Above Ground Vegetables, grown above the ground, in the areas listed below, should be thoroughly washed, brushed, scrubbed or peeled before consumption to remove surface contamination. Preservation by canning, freezing or dehydration is also recommended to permit the radioactive decay of short-lived radionuclides:
Areas: ______
______
Fruits and Above Ground Vegetables, grown above the ground, in the following areas should be condemned: Areas:______
______
Item 4 - This message authorized by Name
Transmitted from the Virginia EOC / 24 Hr. Time Date
For Local Government Dissemination:
Message Received By: ______/ ______/ ______Local Communicator Date 24 Hr. Time
Forwarded To: ______/ ______/ ______Emergency Services Coordinator Date 24 Hr. Time
Radiological Plan-38
Appendix A
PUBLIC INFORMATION
The County will, if necessary, issue news releases that contain County-specific information that would be useful to dairymen, farmers, food processors, feed producers, County residents, and others as warranted. Along with news releases, County-specific information will be provided at the County’s public information media center to reporters from radio and television stations, and newspaper outlets that service the area. To ensure consistency throughout the impacted area, the release of all information to the public and local media representatives should be coordinated with the VDEM Public Affairs Officer (PAO) at the Joint Information Center (JIC) or other location established by VDEM for this purpose.
1. MISSION
To maintain, through all available communications media, a continuous flow of information and instructions before, during, and after a disaster so that the public will:
a. Accept the conditions of a disaster or an emergency that are imposed upon them.
b. Understand that the local government has plans for disaster and emergency aid for the population within the County.
c. Understand individual responsibilities, actions and duties when the emergency plan is in effect.
d. Have full knowledge of the existing situation in the disaster area, the actions being taken by the local government to alleviate the hardship and suffering, and the actions to be taken by the populace.
2. TASKS
a. The Director of Emergency Management or his designee will initially release all information concerning a disaster.
b. Upon the direction of the Director, this function may pass to the Coordinator of Emergency Management who will:
(1) Receive, review, and approve all news releases prior to their release to the public.
(2) Coordinate the release of all disaster-related information with other departments or agency heads.
Radiological Plan A-1
The responsibilities of the Public Information Officer (PIO) during a radiological emergency includes:
1. Monitoring state and local government operations to determine information that needs to be released to the public. Local jurisdictions can request copies of state news releases and EAS messages from the VDEM PAO at the JIC or the Virginia EOC.
2. Informing the public in the affected area that the radiological accident has occurred, any pertinent information, and of any protective actions that should be taken. This will entail the preparation, coordination and release of:
a. News Releases - Information can be distributed through news releases. The Director of Emergency Management or his designee should approve all news releases prior to public dissemination. See Attachment 1, page A-3 for sample news releases.
Once distributed, copies of news releases issued at the local level should be transmitted via fax to the VDEM PAO at the Joint Information Center (JIC) or VEOC. The JIC is located at:
Innsbrook Technical Center 5000 Dominion Boulevard Glen Allen, Virginia 23060 (804) 273-3790 (fax) (804) 273-3842(voice)
b. EAS Messages - If the information to be distributed is of critical nature, the Emergency Alert System can be activated. EAS activations are usually performed at the state level. However, if this is not possible local jurisdictions may activate, if necessary. Information on the operational area that covers the County of Dinwiddie is contained in Attachment 2.
3. Provide media briefings as required. If conditions warrant, briefings should be on a scheduled basis. Information which might be included in briefings include the following:
a. Plant conditions b. Protective action decisions for ingestion c. Environmental sampling and assessment efforts d. Rumor control telephone number(s) e. Corrections to rumors/misinformation
4. Provide rumor control. This includes answering inquiries from the public, monitoring the media to determine if accurate information is passed to the public, and correcting any misinformation broadcasted by the media. A telephone number should be published as
Radiological Plan A-2
soon as this function is established.
5. Maintain liaison with media resources.
ATTACHMENTS
1. Sample News Releases 2. EAS Operational Area for the County of Dinwiddie
Radiological Plan A-3
Attachment 1
SAMPLES NEWS RELEASES
#1 This is an important bulletin from the Coordinator of Emergency Management, Office of Emergency Management, regarding the incident that occurred at the ______1 on ______2. The Virginia Cooperative Extension Service in conjunction with the local Extension Service and the Virginia Department of Agriculture and Consumer Services recommends that farmers and growers terminate all farming operations within the County of Dinwiddie until notified to resume operations. Dairymen, if applicable, in the County of Dinwiddie are advised to place milk cows in sheltered areas, if possible, and to put them on stored feed and water until further notice.
Samples are being taken from the area to determine if radioactive contamination is present. The results determine whether the previously mentioned protective actions can be relaxed or whether additional protective actions are necessary. As soon as a determination is made, you will be informed. Stay tuned to this station for further information
#2 This is an important bulletin from the Coordinator of Emergency Management, Office of Emergency Management, regarding the incident that occurred at the ______1 Power Station ______2. The State Health Department has collected and analyzed environmental samples from areas within the County of Dinwiddie and has determined that no area within the County was affected by the incident.
Stay tuned to your local station for additional information and updates.
1 Insert the Surry Power Station or other site where incident occurred.
2 Insert day and time of occurrence.
Radiological Plan A-4
Attachment 2
County of Dinwiddie EMERGENCY ALERT SYSTEM (EAS) OPERATIONAL AREA
The Richmond Extended Local Area
WRVA Radio Voice: (804) 780-3400; Fax: (804) 780-3427
WRVA-AM 1140 kHz is STATE PRIMARY WRVQ-FM 94.5 mHz is STATE RELAY WRXL-FM 102.1 mHz is NATIONAL PRIMARY
TELEVISION: WTVR Channel 6 Richmond WWBT Channel 12 Richmond WRIC Channel 8 Petersburg
RADIO: WRVA 1140 AM Richmond WRNL 910 AM Richmond WRVQ 94.5 FM Richmond WKLR 96.5 FM Richmond WTVR 98.1 FM Richmond WRXL 102.1 FM Richmond WMXB 103.7 FM Richmond WBTJ 106.5 FM Richmond
______
The Virginia Department of Emergency Management (VDEM) will coordinate EAS messages from State authorities and forward them to the Common Program Control Station-1, WRVA, in the Richmond extended area, and WGH for the Newport News/Peninsula operational area. Local governments will submit requests for activation of the EAS to the State with one exception: If unable to contact the Virginia Emergency Operations Center (VEOC) by telephone or radio, local governments are authorized to activate the local EAS and forward emergency action messages to the Common Program Control Station for that jurisdiction. All information to be broadcast via the EAS will be disseminated in accordance with the State EAS Plan.
VDEM will establish communications, by telephone, with the states of Maryland and North Carolina for exchange of information concerning radiological emergencies at nuclear facilities within any of the three states that might affect one of the other states. The following systems may be utilized as backups: FNARS, NAWAS.
Radiological Plan A-5
For additional background or information on the Commonwealth of Virginia EAS Plan, visit the State Emergency Communications Committee (SECC) website at http://www.jmu.edu/wmra/eas/index.html
You will find at this site the State EAS Plan which was prepared by the Virginia State Emergency Communications Committee, the Virginia Department of Emergency Management, the Federal Communications Commission, the National Weather Service, state and local officials, and the broadcasters and cable operators of Virginia. It provides background data and prescribes specific procedures for the broadcast media and cable to issue emergency information and warnings to the general public in Virginia, or any portion thereof within a station’s broadcast coverage capability, at the request of designated local, state and/or federal government officials.
ABOUT EAS
The Emergency Alert System is designed to provide the President of the United States automatic access to the nation's broadcast and cable facilities, and to speak directly to the country in times of national disaster. Secondarily, the EAS system can be used by the National Weather Service and State and local officials to disseminate other types of emergency information. Your EAS encoder/decoder will receive commands either directly from the source of the emergency, or from a web of other broadcasters in your area that will relay the information from the primary source.
PUBLIC CONSIDERATIONS
The listening and viewing habits of the general public are inherent factors for consideration and are conducive to the effectiveness of the Virginia Emergency Alert System (EAS). Continuing public education is required to increase public awareness of the Virginia Emergency Alert System (EAS) as an established medium for the receipt and/or distribution of emergency information to the general public at the local, state and national levels.
ADJACENT STATES
Counties, cities, and local areas bordering neighboring states are encouraged to monitor a State Relay (SR) of the neighboring state. In some areas this is spelled out in the state plan of the neighboring state. Some stations may find it necessary to monitor more than two sources to effectively execute EAS in their local area. Compliance can be fulfilled by monitoring a SR from two states when necessary to provide dissemination of emergency information from a two-state area. The State SECC can be contacted for recommendation on monitoring assignments in areas of adjacent states.
Radiological Plan A-6
Appendix B
DECONTAMINATION, RE-ENTRY, AND RETURN
I. MISSION
A. To provide for the decontamination of people, vehicles, livestock, structures, crops, soil, and any other surfaces that are contaminated with radioactive material.
B. To provide for re-entry (temporary access) and return (reoccupation) into affected areas evacuated due to a radiological emergency.
C. To develop Recovery, Re-entry and Return Plan to address Missions A or B above.
II. CONCEPT OF OPERATIONS AND PROCEDURES
A. Contamination Levels
An individual or surface will be considered contaminated if a survey reading indicates a level in excess of 0.1 mR/hr above background.
B. Decontamination Activities
1. Decontamination activities will be performed by or under the guidance of Virginia Department of Health-Bureau of Radiological Health (VDH-BRH) if this action is warranted in any jurisdiction within the ingestion pathway beyond the Plume (10-mile) EPZ.
C. Structures and Vehicles
1. Vehicles used by evacuees and emergency workers that have been in the evacuated area will be monitored and, if necessary, decontaminated by washing the vehicles with soap and water. Radiological Emergency Response Plans of each jurisdiction within the 10-mile EPZ will have additional information and guidance on this subject.
2. If such action is deemed necessary, decontamination of structures and vehicles will be under the direction and control of a local government agency officer or agent designated by the Coordinator of Emergency Management. Advice, recommendations, and training on decontamination will be provided by VDH.
Radiological Plan B-1
D. Crops and Soil (Including all fruits and vegetables, grown commercially or for home use)
1. Crops and soil that may have become contaminated with radioactive materials will be monitored for contamination by the Virginia Department of Health and other appropriate agencies.
2. The Division of Consolidated Laboratory Services and the BRH mobile laboratory will analyze crop samples, as necessary.
3. For small areas, decontamination may be accomplished by digging up the affected area and disposed as determined by Virginia Department of Health.
4. For a large area, decontamination may be accomplished by a variety of methods including plowing, soaking of soils, or some other acceptable means.
5. VDH will monitor crops grown on land that has been decontaminated to assure that they are safe for consumption.
E. Livestock
1. Livestock in the affected areas will be monitored for contamination by VDH based on accident assessment calculations and the results of initial samplings.
2. Decontamination will be conducted under the supervision of VDH.
F. Recovery Planning
1. Recovery planning will be initiated after conditions on-site, i.e., at the respective nuclear power station, have stabilized and immediate public health and safety and property protective actions accomplished. Off-site contamination levels will be characterized and the extent of damage or long-term effects will be determined based on extensive analyses by federal and state agencies. Recovery planning will focus on the following issues:
a. Assistance and resources needed to return impacted areas to normalcy.
b. Conditions for temporary re-entry and permanent return into restricted areas.
c. Appropriate actions relative to contaminated foods, land and property.
Radiological Plan B-2
d. Continued radiological dose assessment, dose commitment, integrated dose, and health effects to the public--both short- and long-term.
e. Decontamination of selected foods, vehicles, buildings, equipment and other properties.
f. Support to persons and property owners in the affected areas for financial restitution.
g. Plans and procedures for (1) disposal of contaminated soils and other properties and (2) conditions by which restrictions on food consumption, marketing, and other economic and commercial activities may be lifted.
h. Coordination with counties and adjacent states affected by radioactive contaminants, the exposure time periods, activity levels, and significance of radiation exposures.
i. Redirection of mail deliveries to evacuees and relocated populations.
j. Development of an economic recovery plan.
k. Financial impact of restrictions placed on the sale of commercial foodstuffs and the curtailment of wholesale and retail marketing in affected communities.
l. Continue to monitor and control the spread of radioactive contamination of both humans and animals.
m. Ongoing public information outreach effort.
G. Re-Entry and Return
1. The decision to allow re-entry and return into an evacuated area rests with the Director of Emergency Management of the local jurisdiction affected after consultation with VDEM.
2. Return will normally be recommended by VDH only when the projected dose is less than 2 Rem during the first year. This dose is the sum of the effective dose equivalent from external gamma radiation and committed effective dose equivalent from inhalation of re-suspended materials. Additionally, doses in any single year after the first should not exceed 0.5 Rem and the dose over 50 years excluding the first and second years, not exceed 5 Rem.
3. Individuals who are permitted to re-enter a restricted zone to work, or for other justified reasons, will require protection from radiation. Such individuals should enter the restricted zone under controlled conditions in
Radiological Plan B-3
accordance with dose limitations and other procedures for control of occupationally exposed workers. Ongoing doses received by these individuals from living in a contaminated area outside the restricted zone need not be included as part of this dose limitation applicable to workers. In addition, doses received previously from the plume and associated ground-shine, during the early phase of the nuclear incident, need not be considered.
a. Individuals reentering a restricted area will be registered, issued a permit and given a briefing on hazards. See Tab A for briefing outline. See Tab B, pages B-5 to B-7 for Re-entry Log and Tab C for Re-entry Pass.
b. Individuals permitted temporary re-entry will be issued dosimetry so that their exposure can be recorded.
c. Escorts trained and provided by the Department of Health-BRH or the County may accompany individuals who are permitted to temporarily enter restricted areas to perform critical operations.
d. All persons entering and exiting restricted areas will be monitored and exposure reading recorded on the Emergency Worker Form REC-1. See Tab D, page B-8.
III. LOGISTICS
A. Decontamination Equipment
1. The use of ordinary soap and water will be the primary method of decontamination. If more extensive decontamination methods are required, VDH will be consulted.
2. Radiation detection equipment used by local emergency services personnel to monitor a surface for contamination will be supplied through VDEM. Training in the use of this instrumentation and maintenance of the equipment will be provided by VDEM.
B. Decontamination Assistance
Contact VDEM or VDH for decontamination assistance.
TABS:
A - Sample Reentry Briefing Outline B - Re-entry Log C - Re-entry Pass D - Emergency Worker Form REC-1
Radiological Plan B-4
Tab A
SAMPLE RE-ENTRY BRIEFING* OUTLINE
Briefings will be conducted at designated public facilities.
I. NATURE OF EMERGENCY
A. Area Evacuated or Restricted
B. Source and Nature of Release
II. RADIOLOGICAL RISKS
A. Short Term (Early) Effects, e.g. radiation sickness.
• Early Effects - Early effects from an extremely high radiation dose would occur within the first two or three months. These effects may include nausea, fatigue, vomiting, diarrhea, loss of appetite, loss of hair, temporary sterility, and clinically-detectable changes such as chromosomal changes in skin.
B. Long Term (Delayed) Effects, e.g. higher risk of cancer, genetic defects.
• Delayed Effects - Delayed effects from an extremely high radiation dose would not appear until years later. These may include somatic effects, such as increase in the incidence of cancer among those exposed or genetic effects such as increased prenatal mortality or heredity defects in future generations.
III. EXPOSURE REDUCTION
A. External Hazards - Time, Distance Shielding
B. Internal Hazards - Ingestion, Inhalation, Absorption
C. Read and Review Information on Re-Entry Pass. See Tab C, page B-7.
IV. RADIATION MONITORING
A. Dosimetry Use. TLD devices may not need to be issued.
B. Survey monitoring at Facility - Decontamination if necessary.
V. REGISTRATION AND RE-ENTRY PERMIT PROCESS
*Conducted by Local Government Radiological Officer with advice by or in conjunction with State BRH Specialists.
Radiological Plan B-5
Tab B
RE-ENTRY LOG FACILITY: ______
PASS NAME SSN VEH. DESTINATION ZONE/S LOG OUT LOG IN EXP. DOSIMETR PREV YTD EXP LICENSE # ECTOR/ DATE/TIME DATE/TIME DATE/TIME Y (mR) EXP (mR) (mR) MAKE/COLOR MILE
Radiological Plan B-6
Tab C
RE-ENTRY PASS
PASS #:______
-You have requested to enter an evacuated area. -You must present this pass to law enforcement officials when requested. -Remember the following information given to you during the briefing:
1. NO eating, drinking, or smoking in the evacuated areas. 2. DO NOT spend any more time than you have to in the evacuated area. 3. DO NOT remove livestock or produce from the evacuated area.
-Return to the facility that issued you this pass before the expiration time.
EXPIRATION
DATE:______FACILITY:______
TIME:______
Radiological Plan B-7
Tab D
Form REC-1 EMERGENCY WORKER RADIATION EXPOSURE RECORD NAME (Last, First MI) AGE ID # (assign 4 -digit number)
ADDRESS (Street, Apt #)
CITY STATE ZIP CODE
TELEPHONE (personal) TELEPHONE (business)
POSITION IF DESIGNATED AS A GROUP LEADER, CHECK THIS BOX: EMERGENCY DUTIES
DOSIMETRY SERIAL NUMBERS DOSIMETER CARD # DIGITAL ALARMING DOSIMETER (DAD) #
DOSIMETER CARD EXPOSURE requires laboratory analysis If not issued a DAD, record your group for exposure (i.e., dose) to be determined, later. leader’s DAD # in the space above, and check this box: DAD READINGS If not issued a DAD, leave blank, and reference your group leader’s DAD if needed. NOTE: Obtain readings from DAD in its DOSE mode (See SOP). DAD SHOULD BE READ EVERY 30 MINUTES RECORD DAD READINGS IN APPROPRIATE UNITS OF MEASURE (µR=microREM, mR=milliREM, and R=REM) START DATE END DATE TIME DAD READING TIME DAD READING
Radiological Plan B-8
POTASSIUM HAVE YOU TAKEN KI as recommended by HEALTH YES NO IODIDE (KI) DEPARTMENT? IF YES, DATE TIME IF you REFUSE to take KI, DOCUMENT by PROVIDE: SIGNING, here: REPEATED EVERY 24 YES NO HOURS? Form REC-1 Revised 11/XX/2018
Radiological Plan B-9