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Spokane Comprehensive Emergency Management Plan 2009 �a��i.=i ,a �a:-��,� 1 rs� i�.��c .,��sex"�T�� :;s r�'n a`� �pd.�te:➢2�3�9 ��'�`:�� S ,j . �l ,�'� ��p��" . . �� • h. ��'.�+�� _ .�Y��! I�'.n. � � �_ �.3Ar?� w • - _ - �� a� a ., -. . _ ,� � . ;,� _ .. �� !�.�- -� ti _� �a _. , __`�5��_�'�"G�� .' 3� � . . -.i l��. ��.. � ��_ ' "_. . � .. .- .' ,� rM �. �• �'' � -.-s�r� • �� rY'i.� �y�� -' �3 �.��aT�i � � �� % � �.�. '.. -,: ... .V�1- t� ..�'� �.r .� .• . �_y• ^_'�'v'� `1 .�� '�� + �..y ��}"!' Y > >� �s�'�_ � � � M _ � . y� . � .. ..�.. *- �. . . ..t _ _, .��fJ *�� 4 r_- . . a _!T'�l+..... . _ Spokane Comprehensive Emergency Management Plan December 15,2009 Revised This plan is applicable to the City of Spokane,the City of Spokane Valley,the City of Cheney,the City of Deer Park,the City of Liberty Lake,the City of Medical Lake,the City of Antivay Heights,the Town of Fairfield,the Town of Latah,the Town of Millwood,the Town of Rockford,the Town of Spangle,the Town of Waverly,and unincoiporated communities and neighborhoods of Spokane. To review a copy of this plan or for fiirther information,please contact: Spokane Department of Emergency Management 1618 N.Rebecca Street Spokane,WA 99217 Phone: (509)477-2204 i CEBIP tipdate Deceruber 2009 Final Draft °+�7oi.atse C'c��ai��c�elsensi�e Etn��c;euEr \Ia�s;ageYtscaat L'I:�n L pdated 2f)04 Forward The Spokane Department of Emergency Management sincerely appreciates the cooperation and support from those agencies,departments,and local jurisdictions that have contributed to the revision and publication of the 2009 Spokane Comprehensive Emergency Management Plan(CEMP).Coordination of the Plan represents a committed and concerted effort by agencies and local jurisdictions to emergency management.The Plan demonstrates the ability of a large number of agencies to work together to achieve a common goaL The CEMP is intended as a comprehensive fi�amework for local mitigation,preparedness,response,and recoveiy activities. The Spokane Emergency Management Office coordinated with local groups to provide a forum for those with identified responsibilities in the CEMP.They participated in planning and coordinating emergency management activities in order to identify,develop,maintain,and enhance local emergency management capabilities.The CEMP is one of the many efforts to prepare all people in Spokane and Washington State for emergencies or disasters.The CEMP is formatted to be consistent with the Federal Response Framework complete with Emergency Support Functions(ESFs),or single function activity.This is to standardize plans and to provide interoperability between local,state,and federal levels of goveivment.The Plan stresses the four phases of emergency management to accentuate that we are at all times emergency managers.The CEMP moves us one step closer to being able to minimize the impacts of emergencies and disasters on people,properly,economy,and the environment of Spokane. Sheriff Ozzie Knezovich Tom Mattein Director of Emergency Manager Deputy Director Emergency Management � CEBIP tipdate Deceruber 2009 Final Draft Spol�ane Ca�uprel�ensi�e Emeraeueo lIansrgeanent Plan L pdaYed 2009 Comprehensive Emergency Management Plan(CEMP) Table of Contents **This document is hyperlinked Basic Plan Emergencv Support Functions 1. Transportation 2. Communications,Information Systems&Warning 3. PLiblic Warks&Engineering 4. Fire Fighting 5. Emergency Management 6. Mass Care,Housing&Human Services 7. Resource Support 8. Public Health&Medical Services 9. Search&Rescue 10.Hazardous Material Response Plan 11.Agriculture,Natural Resources&Animal Resclie 12.Energy 13. Pliblic Safety,Law Enfarcement&Seclirity 14. Long Term Commlinity Recovery (See Section 5-Recovery) 15. Public Infarmation 20.Defense Support to Civil Affairs Hazard Identification Vulnerabilitv Analvsis (HIVA) Terrorism Annex Critical Infrastructure Annex z CEBIP tipdate Deceruber 2009 Final Draft Spokane Compreheusi�-e Emergency Dlanagement Plan L-pdated 2009 Record of Chan�es Revision or Change# Issue Date Title or Brief Description 12/30/09 Revision/LT date of CEMP a cE�tP tipdate Deceruber 2009 Final Draft °+�7oi.atse C'c��ai��c�elsensi�e Etn��c;euEr \Ia�s;ageYtscaat L'I:�n L pdated 2f)04 Distribution 1. Spokane County 2. City of Spokane 3. City of Cheney 4. City of Deer Park 5. City of Medical Lake 6. City of Liberty Lake 7. City of Spokane Valley 8. City of Airway Heights 9. Town of Fairfield lo. Town of Latah 11. Town of Millwood 12. Town of Rockford 13. Town of Spangle 14. Town of Waverly 15. Department of Emergency Management 16. Spokane County Sheriff's Office 17. Washington State Patrol 18. Spokane Police Department 19. Airway Heights Police Department 20. Cheney Police Department 2L Liberty Lake Police Department 22. Eastern Washington University Police Department 23. Medical Lake Police Department 24. Spokane International Airport Police Department 25. Spokane Valley Police Department 26. Bureau of Alcohol,Tobacco and Firearms Local Office 27. U.S.Border Patrol Local Office 28. Federal Bureau of Investigation Local Office 29. U.S.Marshal Service Office 30. Fairchild Air Farce Base Security Forces 31. Spokane County Public Warks 32. City of Spokane Operations 33. Spokane Fire Department 34. Cheney Fire Department 35. Medical Lake Fire Department 36. Airway Heights Fire Department 37. Spokane Valley Fire Department 38. Spokane CoLinty Fire District# 1 39. Spokane County Fire District#2 40. Spokane Colinty Fire District#3 41. Spokane County Fire District#4 S CEnIP tipdate Deceruber 2009 Final Draft °+�7oi.atse C'c��ai��c�elsensi�e Etn��c;euEr \Ia�s;ageYtscaat L'I:�n L pdated 2f)04 42. Spokane County Fire District#5 43. Spokane County Fire District#8 44. Spokane CoLinty Fire District#9 45. Spokane CoLinty Fire District# 10 46. Spokane County Fire District# 11 47. Spokane County Fire District# 12 48. Spokane Colinty Fire District# 13 49. Fairchild A.F.B.Fire Department 50. Department of Natural Resources 51. Deaconess Medical Center 52. Deer Park Hospital 53. Sacred Heart Medical Center 54. Shriner's Hospital 55. Valley Aospital&Medical Center 56. Veteran's Administration Medical Center 57. Holy Family Hospital 58. Empire Health Services 59. Medical Program Director's Office 60. Medical Examiner's Office 61. Public Health Officer 62. American Medical Response 63. Deer Park Ambulance 64. Northwest MedStar 65. Main Spokane County Library 66. Main City of Spokane Library 67. Spokane Transit Authority 68. Avista Corporation 69. Vera Power and Water 70. Inland Power&Light 71. Bonneville Power Administration 72. U.S.West 73. Nextlink 74. A.T.&T.Wireless 75. National Weather Service 76. Salvation Army 77. American Red Cross 78. Spokane County Jail 79. Airway Heights Correctional Center 80. Geiger Corrections Center s1. School I}istrict#81 82. Educational School District# 101 83. Spokane County Regional Animal Protective Service 84. Spokane Animal Care 85. Spokane Mental Health 86. AmateLir Radio Emergency Services 87. Department of Ecology � CEBIP tipdate Deceruber 2009 Final Draft 5pol�a�ae Ca�aa��reliensi�e Etneraencr��Ia�i;sgemea�t Pt�n L pclated 2004 88. Department of Social&Health Services 89. Local Emergency Planning Committee 90. Search and Rescue Colincil 91. Disaster Committee/Citizen Corps Council 92. S.C.O.P.E. 93. C.O.P.S. 94. Block Watch 95. Neighbarhood Watch 96. Spokane County Finance 97. City of Spokane Finance 98. Spokane County Purchasing 99. City of Spokane Plirchasing loo.Spokane County Planning lol.City of Spokane Planning 102.City of Spokane Risk Management 103.Spokane County Risk Management 104.Spokane County Prosecutor's Office 105.City of Spokane Legal Department 106.Spokane Regional Health District 107.Alliance far Business Continuity and Disaster Preparedness 108.Emergency Medical Services Local Office 109.Combined Communications Center l lo.Spokane City PD/Sheriff Dispatch 111.Hospital Disaster Committee � CElIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 EXECUTIVE SUMMARY Introduction This plan results from the recognition on the part of local government and state officials that a comprehensive plan is needed to enhance Spokane's abiliry to manage emergency/disaster situations. This plan was prepared by the Spokane Department of Emergency Management Office. Comprehensive A�proach Dealing with disasters and emergencies is an ongoing and complex undertaking.Through implementation of preparedness and mitigation measures before a disaster or emergency occurs,timely and effective Response during an actual occurrence, and provision of both short and long term Recovery assistance after the occurrence of a disaster,lives can be saved and property damage minimized. • This process is called Comprehensive Emergency Management to emphasize the interrelationship of activities, functions, and expertise necessary to deal with emergencies. The Spokane Emergency Management System is comprised of all departments, agencies and arganizations that have Statutory Responsibilities are directly involved with a FLinction to SLipport Emergency Management System. The Spokane Department of Emergency Management coardinates and facilitates the community process. Mana�ement Responsibilities Senior public officials within Spokane have emergency management responsibilities that are outlined in this plan. Assignments are made within the framework of the present capabiliry and existing organizational responsibilities. The Spokane Department of Emergency Management Office is designated to coordinate emergency management activities within Spokane to include planning,training and exercises. Spokane intends to use the Incident Command System (ICS) to respond to emergencies. ICS is a management tool for the command,control,and coordination of resources and personnel in an emergency in accordance with the National Incident Management System (NIMS) that has already been adopted by the communities included in this plan. The plan describes in detail the centralized direction of requests for assistance and the understanding that the governmental jurisdiction most affected by an emergency is required to fully involve itself in the emergency prior to requesting assistance. Specific emergency management guidance for situations requiring special knowledge, technical expertise, and resources may be addressed in separate annexes attached to the plan. Examples of this type of situation are emergencies resulting from hazardous chemical releases,multi casualty incidents or evacuations. Conclusion The plan provides general all-hazards management guidance, using existing organizations, to allow the entities within Spokane to meet its responsibilities before,during and after an emergency Q CEBIP tipdate Deceruber 2009 Final Draft Spokane Coruprehensive Emergenc� Dlanagement Plan L-pdated 2009 Adoption This page is for signattiires for adoption and approval. 9 CEBIP tipdate Deceruber 2009 Final Draft °+�7oi.atse C'c��ai��c�elsensi�e Etn��c;euEr \Ia�s;ageYtscaat L'I:�n L pdated 2f)04 Basic Plan Contents Introduction ➢ Purpose ➢ Scope ➢ ALrthorities ➢ Methodology ➢ Ob'ectives Plannin�Assumptions ➢ Assumptions ➢ Limitations ➢ Policies CEMP Organization ➢ Section 1- Structure&Processes ➢ Section 2-Prevention ➢ Section 3-Preparedness ➢ Section 4-Response ➢ Section 5-Recovery ➢ Section 6-MitiQation Phases of Emer_�y Mana�ement Activities ➢ Prevention ➢ Preparedness ➢ Response ➢ Recovery ➢ MitiQation Concept of Operations ➢ Department of Emergency Management ➢ Emergency Management Organization ➢ Emergency Suppart Functions ➢ Incident Command Team(Field Command) ➢ Volunteer and Other Services ➢ Emergency Declaration ➢ Request for assistance ➢ Emergency Operations Center ➢ Continuity of Government ■ SLiccession of Autharity ■ Preservation of Records ➢ ContinLii of O erations Plan(COOP) Levels of Emer�ency Roles and Res�onsibilities ➢ Response Responsibilities in cE�tP tipdate Deceruber 2009 Final Draft 5�7ol�a�ae Ca�u��reliensi�e Etnzraeo3c> lIa�angense��t Pl�n L g�c�;�t�ci 2�109 Preparedness and Plan Maintenance Attachments ➢ Emergency Slipport Annex Structure ➢ Hazard and Situation Summary ➢ Example of Essential Services,Infrastnicttiire&Critical Facilities ➢ Appendix:Definitions and Acronyms ➢ Appendix:References ii CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 Section I L INTRODUCTION. A. MISSION COMPREHENSIVE EMERGENCY MANAGEMENT PLAN(CEMP)MISSION 1. The primary objective far emergency management in Spokane is to provide a coordinated effort from all sLipparting county and city departments/agencies/organizations in the mitigation of, preparation for,response to,and recovery from injury,damage and suffering resulting from either a localized or widespread disaster.The Spokane DEM Office is the focal point for emergency management activities within the county.However,emergency management responsibilities extend beyond this office,to all city/coLinty government departments/agencies, and ultimately,to each individlial citizen. 2. It is important to note that a basic responsibility far emergency planning and response also lies with individuals and heads of hoLiseholds along with in-resident caregivers.When the sitiiation exceeds the capabilities of individuals,families and volunteer arganizations,a city/county/town emergency may exist.It is then the responsibility of government to Lindertake comprehensive emergency management activities to protect life and property from the effects of disasters.Local government has the primary responsibility far emergency management activities.When the emergency exceeds local government capability to respond,the DEM will request mutual aid assistance from counties and/ar state government;the federal government will provide assistance to the state when reqLiested,if possible.In addition,private sector and voluntary organizations may be requested to provide aid and assistance. 3. While the routine functions of most city and county agencies are not of an emergency nature, pursuant to this plan,all officers and employees of the cities and colinty will plan to meet emergencies threatening life or property.This entails a day-to-day obligation to assess and repart the impact of an emergency ar disaster event.It requires monitoring conditions and analyzing information that could signal the onset of one of these events.Disasters will require city and coLinty departments to perform extraardinary fiinctions.In these situations,every attempt will be made to preserve arganizational integrity and assign tasks,which parallel the norm.However,it may be necessary to draw on people's basic capacities and lise them in areas of greatest need. Day-to-day fiinctions that do not contribute directly to the emergency operation may be slispended for the duration of any emergency.Efforts that would normally be required to perfarm those functions may be redirected to accomplish emergency tasks. 4. The objectives of Spokane Emergency Management System is to protect citizens,property and the environment.During emergencies and disasters, Spokane will endeavar to: • Save lives: treat the injured; warn the public to avoid further casualties; evacuate people from the effects of the emergency; shelter and care far those evacuated; save animals. i� CEBIP tipdate Deceruber 2009 Final Draft '��3t.,as�d'E�s�a�s��s•iss�a�eie�:�a€a a,s•asc_x �,I;,a3<s;„eraa�a�€['�::ra L pdateci 200� • Protect Property from destruction; Take action to prevent fiirther lose; Provide seclirity far property, especially in evacuated areas; Prevent contamination to the environment. Spokane Department of Emergency Management will assist in the coordination and facilitation of building an emergency management system that will sLippart these activities within the commlinity. • Restore the Community to Normal: Restore essential utilities; Restore community infi°astv�z�cture; Help restore economic basis of the community. B.PURPOSE. The Spokane Department of Emergency Management(DE1V�coardinates the development and revisions of the Comprehensive Emergency Management Plan(CEMP). The CEMP uses the National Incident Management System(NIMS)and is an all-hazards plan that provides the structure and mechanism for policy and operational coordination far incident management. Consistent with the model provided in the National Response Framewark(NRF)and NIMS,and CEMP can be partially or fully implemented in the context of a threat,ar anticipation of ar response to a significant incident ar event. Selective implementation throLigh the activation of one or more of the Emergency Support Funetions(ESFs)or Annexes allows maYimum flexibility in responding to and recovering from an incident,meeting the Linique operational and information-sharing requirements of the situation at hand,and enabling effective interaction between various agencies. In cooperation with Municipalities,Departments and other members of the community,endeavars to prevent/mitigate,prepare for,respond to,and recover from nattiiral and man-made disasters which threaten the lives, safety,ar property of the citizens within Spokane by: • Identifying major natural and man-made hazards which threaten to life, property and/or the environment that are known or thought to exist. • Providing an efficient, comprehensive arganizational struct�ire far emergency response personnel. • Assigning emergency management responsibilities and tasks. • Describing predetermined actions (responsibilities, tasks) to be taken by local government departments, mlinicipalities and other cooperating organizations and institutions to eliminate ar mitigate the effects of these threats and to respond effectively and recover from an emergency or disaster. • Managing emergency operations within the county by coordinating the use of resolirces available from county and municipal governments, private industry, civic and volLinteer organizations,and when needed,state and federal agencies. • Providing for effective assignment and utilization of local government employees. • DocLimenting the cLirrent capabilities and existing resoLirces of local government departments and other cooperating organizations and institutions, this mList be maintained,to enable accomplishment of those predetermined actions • Providing for the continuity of the local government during and after an emergency ar disaster. i2 CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 • Providing for the rapid and arderly start of recovery,restaration and rehabilitation of persons and property affected by emergencies. • Coordinate planning team comprised of department representatives as identified and utilized through this plan far continuing review and revision of the plan exercise planning and evaluation, reviewing and offering recommendations on Spokane Emergency Management Initiatives. 2. This Basic Plan will provide guidance for: • Prevention/mitigation,preparedness,response and recovery policy and procedures. • Disaster and emergency responsibilities. 3. This plan applies to all local officials,departments,and agencies.The primary alidience far the docliment includes Chief Elected Officials,ECC staff,department and agency heads and their seniar staff members,special districts,leaders of local volunteer organizations that support emergency operations and others who may participate in our mitigation,preparedness,response, and recovery efforts. C. SCOPE. This plan describes the basic strategies,asslimptions and mechanisms through which the Spokane DEM will conduct preparedness&mitigation activities to guide and support local emergency management efforts through response and recovery.This plan adopts a functional approach that groups the types of assistance to be provided under Emergency Flinctions(EFs)to address needs at the local and state level.Each EF is headed by a lead agency,which has been selected based on its authorities,resources,and capabilities in the functional area.The Emergency Functions serve as the primary mechanism through which assistance is managed in an affected area. D.ORANIZATION This plan is"strategic and responsibility/task" oriented,and: • Establishes official policies,program strategies and planning assumptions for disaster preparedness,response,recovery,and mitigation. • Defines responsibilities for all Spokane Jlirisdictions and municipal departments and non-profit agencies through an "Emergency Suppart Function (ESF) approach" to planning and operations. • Provides an all-hazards arganizational structure to emergency operations. • Establishes basic direction and control far all levels of a disaster creating a consistent the National Incident Management System (NIMS) and the National Response Framewark(NRF). • Assigns specific functional responsibilities to appropriate departments and agencies, as well as private sectar groups and volunteer arganizations and defines means of coardinating with state and federal partners to maximize resource utilization. ia CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 • Is supplemented by function-specific standard operating gLiidelines (SOGs) and operational plans of the responsible organizations that are referenced throlighout the document. POLICY A.AUTHORITIES. The ordinances,agreements,laws and regulations cited below,and the Emergency Support Functions(ESF),are available for review at the Spokane Department of Emergency Management Office. L Local: Spokane City/County resolution#2005-0781 dated 09/06/2005,Execute an Amended and Restated Inter-local Agreement for Emergency Management Services. a. Local: Spokane City/Colinty Inter-local Cooperative Agreement#CPR 96-793,dated 14 October, 1996 b. Spokane City/CoLinty Inter-local Cooperative Agreement#87-0452(between Spokane City/Colinty and Spangle,Millwood,Medical Lake,Waverly,Latah,Fairfield,Deer Park,and Airway Heights),dated 19 May, 1987 c. Spokane City/County Interlocal Cooperative Agreement#87-R4(between Spokane City/County and Rockford),dated 1 July, 1987 d. Spokane City/County Interlocal Cooperative Agreement Resolution#C-646(between Spokane City/Coiinty and Cheney),dated 14 JLily 1998 e. The Cities and Towns and the linincorparated areas within Spokane have joined together to establish one emergency management department. This plan is applicable to all incorporated cities and towns of Spokane,including;the City of Spokane,the City of Spokane Valley,the City of Cheney,the City of Deer Park,the City of Liberty Lake,the City of Medical Lake,the City of Airway Heights,the Town of Fairfield,the Town of Latah,the Town of Millwood,the Town of Rockford,the Town of Spangle,the Town of Waverly,and unincorparated communities and neighborhoods. 2.The Constit�rtion of the State of Washington,Article VIII(State,County,and Municipal indebtedness) 3 Revised Code of Washington:RCW 36.40(Counties budget),RCW 38.52(Emergency Management),RCW 39.34(Inter-local Cooperation),and RCW 4214(Continuity of Government),RCW 43.06(Governars Powers),RCW 38.54(Fire Mobilization),WAC title 118(Emergency Management) 4 Hazardoiis Materials:RCW 70.136 and WAC 118.40. 5 PLiblic Law 93-288,The Disaster Relief Act of 1974,as amended by PLiblic Law 100-707, the Robert T Stafford Disaster Relief and Emergency Assistance Act. 6 Public Law 99-499, Sliperfund Amendment and Reauthorization Act(SARA)of 1986,Title III,Emergency Planning and Community Right-to-Know Act(EPCRA). 7 Homeland Seclirity Presidential Directives(HSPD)#1-8. B.ASSIGNMENT OF RESPONSIBILITIES It is the policy of the Spokane Department of Emergency Management to coordinate community efforts to prevent/mitigate,prepare for,respond to and recover from all natural,technological and civiUpolitical disorders emergencies and disasters. Organizations and jlirisdictions that have 15 CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 statuary responsibility also have emergency management responsibilities and are identified within the CEMP to include the Emergency Support Functions. It is the policy of the Spokane Emergency Management Sy stem that citizens will be encoliraged to be self-sufficient far a minimum of 72 hours should an emergency ar disaster occurs. It is the policy of the Spokane Emergency Management System to make this plan a"Liser friendly"document. • It is the policy of the Spokane Emergency Management System that no services will be denied on the basis of race, color,national origin, religion, sex, age, or disability. No special treatment will be extended to any person or group in an emergency ar disaster over and above what would narmally be expected in the way of local government services. Council activities pursuant to the Federal/State Agreement for major disaster recovery will be carried out in accordance with Title 44, Code of Federal Regulations (CFR), and Section 20516. - Non-discrimination. Federal disaster assistance is conditional on full compliance with this rule. C.LIMITATIONS It is the policy of the Spokane Emergency Management that no giiarantee is implied by this plan. Because local government assets and systems may be damaged,destroyed,or overwhelmed,the jurisdictions will make reasonable efforts to respond based on the situation,and information and resources available at the time. Adequate funding is needed to sLipport this plan and its programs.The performance of the assigned tasks and responsibilities will be dependent on appropriations and funding to support this plan.Lack of funding may degrade the services envisioned under this plan. Note: The inability of departments/agencies to carry out their responsibilities as indicated in both the Basic Plan and Emergency FLinctions dLie to lack of staff and fiinding lower the threshold to issue an"emergency declaration". D. METHODOLOGY. 1. This plan was developed by a planning process coardinated by the Spokane DEM. 2. This plan is"approved and implemented"by the jlirisdictions and entities with Spokane. 3. A distribution list containing department/agency names and the mimber of copies of the Comprehensive Emergency Management Plan(CEMP)that were issued is on file in the Spokane DEM office. 4. Plan maintenance and recard of changes. i� CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 5. The Spokane DEM Deputy Directar ensLires that necessary changes and revisions to the plan are prepared,coordinated,published and distribLrted. • E. IL PLANNING ASSUMPTIONS AND CONSIDERATIONS. A.EMERGENCY/DISASTER CONDITIONS AND HAZARDS Washington State experiences significant impacts from nat�iral hazards inclLiding floods,storms, wildland fires,earthquakes,and even volcanoes. Beyond natural hazards,there are technological hazards,including nuclear power plant incidents,chemical weapon stockpiles,dam failures, and hazardous material spills. Spokane is slibject to many of these hazards directly and indirectly as a result of fulfilling mutual aid agreements,and potentially as the reslilt of refiigee infllix from other disaster areas. All of these hazards reqliire analysis and determination by state,county,and city officials in order to organize resources so loss can be prevented or minimized. The Spokane Hazard Identification and Vulnerability are addressed in the Aazard Identification and Vulnerability Analy sis Plan and the Spokane Mitigation Plan. B.PLANNING ASSUMPTIONS. 1. The following planning assumptions were considered in the development of this plan: • A disaster may occur with little or no warning,and may escalate rapidly. • When a community experiences a disaster,its surviving citizens fall into three broad categories: those directly affected through personal or family injury or property damage;those indirectly affected by an interruption of the sLipply of basic needs; and those that are not personally impacted. • Disaster effects may extend beyond mLinicipal and county boundaries. • Many areas of the state will experience casualties,property loss,disruption of normal life sLipport system, and loss of regional, economic, physical, and social infrastructtiires. • Emergency response personnel may become casualties and experience damage to their homes and personal property. They may become themselves "victims" of the disaster as well. • Disasters differ in character by magnitude, severity, duration, onset,distribLrtion, area affected,freqliency,and probability,increasing the difficlilty of plan development. • The Emergency Management stnicttiire in Washington State is based on a bottom-up approach to response and recovery resource allocation: local ECC, to the state EOC, and to the federal government, with each level exhausting its resources priar to elevation to the next level. • Disaster relief from agencies outside the coLinty may take 72 hours or mare to arrive. i� CE�IP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 • Effective disaster preparedness reqLiires continual public awareness and education programs,and assumes citizens will take appropriate action. • Each individual,head of household or care giver living within the county boundaries is encouraged to develop a family disaster plan and maintain the essential supplies to be self-sLifficient for a minimLim of 72 hours. • Businesses are expected to develop internal disaster plans that will integrate and be compatible with county resources and this plan. • Jlirisdictions and agencies that are involved within the emergency management system will develophipdate their continuity of operation plans to include a commlinications plan. • Evacuation and shelter strategies will be based on citizens cooperation,best available shelter operations can be reduced those being evacuated,those operating shelters and the reception center. • Convergent groups of responders, public, and olitside resources may hinder the local effart. This includes traffic congestion, unsolicited sLipplies and donations, and extra strain on degraded lifelines and facilities. • There may be competition among citizens and commLinities for scarce resources. • A Local State of Emergency by Chief Elected Officials will notify and be in consultation with the Spokane DEM. • State and federal resources and disaster fiinds may be available in emergency situations affecting Spokane. Although this plan defines procedures far coardinating such assistance, it is essential for Spokane to be prepared to carry out disaster response and short-term actions on an independent basis. • Spokane will continue to be exposed to the hazards noted as well as others that may develop in the future. Local government officials recognize their responsibilities for the safety and well-being of the public and will assume their responsibilities in the implementation of this plan. Note: This plan is not intended to limit or restrict initiative,jlidgment, ar independent action required to provide appropriate and effective emergency and disaster mitigation,preparedness,response,and recovery. IV. CONCEPT OF OPERATIONS. CEMP ORGANIZATION AND FAMILY OF DOCUMENTS The CEMP consists of the following sections: A. SECTION 1—The Basic Plan provides the structiire and the processes for a national approach to domestic incident management in compliance with the National Incident Management System(NIMS)and integrates the efforts of federal,state,local,tribal,private sector, and non- governmental organizations. The Basic Plan includes planning assumptions, concept of operations, incident management actions, roles and responsibilities, implementation guidance, alrthorities and references,and preparedness and plan maintenance. iQ CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 B. SECTION 2 — The Prevention Section of the CEMP identifies and describes actions to interdict,disrupt,pre-empt or avert a potential emergency/disaster. D. SECTION 3 — The Preparedness Section of the CEMP describes critical tasks and activities necessary to build, sustain and improve the operational capability to prevent, protect against, respond to and recover from emergencies/disasters. D. SECTION 4 — The Response Section of the CEMP identifies and describes the Critical Emergency Functions that needs to be performed during emergencies and disasters. Each one of the annexes describes the mission, policies, and responsibilities of primary and sLipport agencies involved in the implementation of key incident management functions. Emergency SUPPORT Functional annexes include: 1. Transportation 2. Commlinications,Information Systems&Warning 3. Public Works&Engineering 4. Fire Fighting 5. Emergency Management 6. Mass Care,Housing&Human Services 7. Resource Support 8. Public Health&Medical Services 9. Search&RescLie 10.Hazardous Material Response Plan 11.Agriculture,Natural Resources&Animal Rescue 12.Energy 13. Public Safety,Law Enfarcement&Seclirity 14. Long Term Community Recovery (See Section 5-Recovery) 15. Public Infarmation 20.Defense SLippart to Civil Affairs E. SECTION 5 — The Recovery Section of the CEMP gives an overview of actions and the implementation of programs needed to help individuals and communities return to normal. Detailed recovery procedLires are addressed in the Spokane Recovery Plan. Emergency Functional annexes include: 1. Managing Recovery Operations. 2. Impact Assessment 3. Public Information;Commlinity Relations. 4. Continuation of Government(Restoration of Local Government Services). 5. Re-Development(Planning and Community Development). 6. Economic Restoration and Development(Restoration of Business Commlinity). 7. Reentry, Security. 8. Volunteers and Donations. 9. Unmet Needs. 10. Debris Management. 11. Health(Long Term). io CE�IP tipdate Deceruber 2009 Final Draft 5�7ol�ane Ca�u��reliensi�e Emzraeo3co��Ianngemeut Pl�n L pclated 2009 12. Safety and Risk Management. 13. Repair and Restoration of Public Infrastructure and Services(Determining the Priorities). 14. Emergency Permits and Inspections. 15. Rebuilding,Construction,Repairs,Restoration(Developing Regulations). 16. Holising(Temparary/Replacement). 17. Human Services. 18. Individual Assistance. 19. Environmental Concerns. 20. Historic Concerns. 21. Mitigation. 22. Recovery Administration and Finance. 23. Mutual Aid. F. SECTION 6 — The Mitigation Section of the CEMP gives an overview of the critical foundation across the emergency management spectrum from prevention through response and recovery. Detailed mitigation strategies and programs are addressed in the Spokane All- Hazards Mitigation Plan. �n CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 IV. PHASES OF EMERGENCY MANAGEMENT ACTIVITIES. Spokane will meet its responsibility for protecting life and property from the effects of hazardous events by acting within each of five phases of emergency management: prevention, preparedness, response,recovery,and mitigation. A. PREVENTION. 1. Prevention involves actions to prohibit,disrupt,pre-empt or avert a potential emergency/disaster. This includes homeland security and law enfarcement efforts to prevent terrorist attacks. Prevention inclLides actions to: • Collect,analyze,and apply intelligence and other information; • CondLict investigations to determine the full natiire and source of the threat; • Implement coLintermeasures such as inspections, surveillance, secLirity and infrastnicture protection; • Conduct tactical operations to interdict, preempt, or disnipt illegal activity; and to apprehend and prosecute the perpetratars; • Conduct public health surveillance and testing processes, immlinizations, and isolation ar quarantine far biological and agricliltural threats; and • Deter, defeat, detect, deny access or entry, and take decisive action to eliminate threats. B. PREPAREDNESS. 1. Preparedness encompasses the full range of deliberate,critical tasks and activities necessary to build,slistain,and improve the operational capability to prevent,protect against,respond to and recover from emergencies/disasters.Preparedness,in the context of an actual or potential incident,involves actions to enhance readiness and minimize impacts.This includes hazard mitigation measures to save lives and protect property from the impacts of terrorism,natural disasters and other events. 2. Preparedness consists of almost any pre-disaster action that will improve the safety ar effectiveness of disaster response.Preparedness consists of those activities that have the potential to save lives,lessen property damage,and inerease individlial and commlinity control over the subsequent disaster response.Departments/agencies within the county will remain vigilant to crises within their areas of responsibility.All departments/agencies shall prepare for disasters by developing a detailed Standard Operating Gliide(SOG)to accomplish the extraordinary tasks necessary to integrate the department/agency's total capabilities into a city/county disaster response.Disaster SOGs must complement this plan.Departments/agencies shall ensure that their employees are trained to implement emergency and disaster procedLires and instructions. Departments/agencies shall validate their level of emergency readiness through internal drills and participation in exercises conducted by DEM. Other government jLirisdictions within and outside city/county boundaries shall also be encouraged to participate in these exercises. Exercise resLilts shall be documented and Lised in a continuous planning effort to improve the county's emergency readiness posture.This joint,continuous planning endeavar shall culminate �i CEBIP tipdate Deceruber 2009 Fival Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdateci 2004 in revisions to this plan in the constant attempt to achieve a higher state of readiness far an emergency ar disaster response. 3. Additional examples of preparedness activities include: • Pre-deployment of response resources; • Pre-establishment of incident command posts,mobilization centers, staging areas and other facilities; • Evacuation and protective sheltering; • Implementation of structural and non-structural mitigation measures; • Use of risk assessment,predictive and plLime modeling tools; • Private sectar implementation of business and continLiity of operations plans. C. RESPONSE. 1. Response includes activities to address the immediate and short-term actions to preserve life, property,environment,and the social,economic,and political structure of the community.The active lise of resources to address the immediate and short-term effects of an emergency ar disaster constitutes the response phase and is the focLis of department/agency emergency and disaster standard operating guidelines,mutual-aid agreements,and this plan. 2. Emergency and disaster incident responses are designed to minimize suffering,loss of life,and property damage,environmental impact and speed recovery.They include initial damage assessment,emergency and short-term medical care,and the rettiirn of vital life-support systems to minimum operating conditions.When any department/agency within the county receives information about a potential emergency or disaster,it will condlict an initial assessment to determine the need to alert others,and set in motion appropriate actions to reduce risk and potential impacts. 3. Emergency response activities will be as described in department/agency SOGs and may involve activating organizations Emergency Operations Center(EOC)and/ar the Emergency Coordination Center(ECC)far coordination of support.Departments/agencies/organizations will strive to provide support to warning and emergency public infarmation,saving lives and property,sLipplying basic hLiman needs,maintaining or restoring essential services,and protecting vital resources and the environment.Responses to all emergencies and disasters will be guided by this plan. 4. Response activities may inchide providing: • Emergency shelter,housing,food,water and ice; • Search and rescue; • Emergency medical and mort�iary services; • PLiblic health and safety; • Decontamination following a chemical,biological or radiological attack; • Removal of threats to the environment; �� CElIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 • Emergency restoration of critical services(electric power,water,sewer,telephone); • Transpartation,logistics,and other emergency services; • Private sectar provision of needed goods and services through contracts ar donations; and • Secure crime scene,investigation and collection of evidence. D. RECOVERY. 1. Recovery involves actions,and the implementation of programs,needed to help individuals and communities return to normal.Recovery programs are designed to assist victims and their families,restore institutions to sustain economic growth and confidence,rebuild destroyed property,and reconstitute government operations and services.There is no definite point at which response ends and recovery begins.However,generally speaking,most recovery efforts will occur after the emergency arganization is deactivated and departments/agencies have returned to pre-disaster operation,and will be integrated with day-to-day functions.Recovery programs inclLide mitigation components designed to avoid damage from fut�ire incidents. 2. Recovery actions may include: • Repair and replacement of disaster damaged public facilities (roads, bridges, municipal bliildings,schools,hospitals,qualified non-profits); • Debris cleanlip and removal; • Temparary holising and other assistance far disaster victims and their families; • Low-interest loans to help individlials and blisinesses with long-term rebuilding and mitigation measures; • Restoration of pLiblic services(electric power,water,sewer,telephone); • Crisis colinseling and mental health; • Disaster unemployment;and • Planning and programs for long-term economic stabilization, community recovery and mitigation. E. MITIGATION. 1. Mitigation activities provide a critical foundation across the emergency management spectnim from prevention through response and recovery.Mitigation is any action(s)to prevent or lessen the effects of a disaster.These effarts will save the most lives,prevent damage and will reduce costs.County and city departments/agencies/organizations will enfarce all pliblic safety mandates,including land use management and building codes;and recommend legislation required to improve the emergency readiness of the county to governing bodies. 2. Examples of key mitigation activities include the following: • Ongoing pLiblic education and outreach activities designed to redLice loss of life and destruction of property; �z CEBIP tipdate Deceruber 2009 Final Draft °��.aa3. �'ca��a�a��a�aszaso's�z l:�ast�_,��sc_� �I.,a3<s�erss��.�t F'�::�� L pdated 2004 • Structural retrofitting to deter ar lessen the impact of incidents and redLice loss of life, destruction of property and impact on the environment; • Code enforcement through such activities as zoning regulation, land management, and building codes; • Encouraging citizens to purchase flood insurance and the blry-out of properties subjected to frequent flooding,etc. • Buyout of properties impacted by repetitive flooding. A. Spokane Emergency Management 1. Spokane Department of Emergency Management(DE1V�. a. Authorities are defined under RCW 38.52.070,RCW 43.06.210,WAC 118,Local Ordinances 1.08,and inter local agreement#OS-0781. b. Coardinate and facilitate emergency management efforts within Spokane. 2. Emergency Management System a. The Spokane Emergency Management System is comprised of all jurisdictions, departments, agencies and organizations that have responsibilities to manage an emergency. b. The Table of Emergency Functions and Responsibilities reflects the organizational structure of the Spokane Emergency Management System and indicates the various activities,which can support emergency operations. 3. The Table of Emergency Functions(Attachment 1). a. This table establishes the emergency management organization within the county. All officers and employees of local government are part of the emergency management. All departments/agencies will slibmit documentation as to staffing allocation, equipment distribution,and other emergency related needs as reqLiested by the DEM. 4. Incident Command Team(Field Command). a. Includes the Incident Commander and those departments, agencies, and groups with primary emergency response actions. The incident commander is the person in charge at an incident site. b. This plan farmalizes the County's Incident Command System, and Incident Command arganization and structure in accardance with NIMS.. 6. Volunteer and Other Services. • This group inchides arganized volunteer groups and businesses that have agreed to provide certain suppart far emergency operations. �a CE�IP tipdate Deceruber 2009 Final Draft �+�;c?1..��se ('casa��ac��lszaavi�z Lantc�,�isc_� �Iaa3;��eatsayat I'�:�� L pdated 2004 B. EMERGENCY DECLARATION. 1. Emer�ency Proclamation.A local state of emergency will be proclaimed by issliance of an emergency declaration,the legal method,which aLrthorizes extraordinary measures to meet emergencies and/ar solve disaster problems.A declaration allows far the emergency use of resources,the bypassing of time consuming requirements such as hearings and the competitive bid process,and activates extraordinary measures as outlined in this plan.A declaration is usually a prerequisite for state assistance and made at the onset of a disaster to allow the local government to do as mlich as possible to help itself. a. Any declaration issLied has the farce of law and supersedes any conflicting provision of law during the period of the declared emergency. b. In preparing a declaration,a description of the event and the necessary emergency alrthorizations need to be documented. The Spokane Department of Emergency Management should be informed, and a news release made as soon as possible when an emergency proclamation is signed. c. The chief executive of the local government may declare a local "state of emergency." d. County-Wide Disaster. • Jurisdictions may declare an emergency to expedite access to county-wide resources in order to support local government emergency needs.A disaster occurs when reqLiired response needs exceed capabilities. �S CEBIP tipdate Deceruber 2009 Final Draft Spokane Comprehensive Emergency Management Plan Update 2010 C. REQUEST FOR ASSISTANCE. 1. If the situation is beyond local capability,a request for state assistance, and/or federal assistance shall be presented to the DEM. 2. Documentation describing disaster impacts is vital to the requests for state and federal assistance.The use of reports will vary according to the type of emergency being handled. 3. As a minimum a request for assistance should include the following information: • Type of disaster. • Time disaster occurred ar threatens to occur. • Actions already taken. • Areas and number of people involved. • Estimates of loss of life and extent of damage. • Type and amount of assistance required. D. EMERGENCY COORDINATION CENTER(ECC). L The Spokane DEM has the responsibility to coordinate the emergency management system.The DEM consults the officials on possible courses of action available for major decisions. 2. During emergency operations the DEM Duty Officer is responsible far the proper functioning of the ECC. . Prior to an activation of the ECC, an incident will be supported by the DEM Duty Officer. This Duty officer is available 24 hours a day,7 days a week, to respond during all levels of ECC activation(Please reference the Spokane ECC plan). The DEM also acts as a liaison with state and federal emergency agencies, and neighboring counties. 3. The Emergency Coordination Center(ECC)is the central point for emergency management operations.The purpose of this central point is to ensure harmonious response when the emergency involves more than one political entity and several response agencies. Coordination and supervision of all services will be through the EOC Manager and Section Chiefs to provide for the most efficient management of resources. 4. All depariments involved in disaster operations will be responsible for coordinating communications and accountability with their respective staff inembers and/or mutual aid resources.Accountability shall include location of deployed resources,hours worked, applicable expenditures, and emergency staff information. Spokane CEMP Update 2010 26 Spokane Comprehensive Emergency Management Plan Update 2010 E. CONTINUITY OF GOVERNMENT. 1. Succession of Authority. a. A community's ability to respond to an emergency must not be restrained by the absence of an elected official or key department head. Therefore,to ensure continuity of government, each local government in the county will develop a Continuity of Government Succession List. This list will designate who will be the decision-maker if an elected official or department head is not available. At least three people should be listed and prioritized for each key position. b. Lines of succession to each department head will be determined by the appropriate county or city governing body or by the departments' Standard Operating Guidelines. 2. Preservation of Records. a. All county departments will develop plans and procedures to guarantee the preservation of vital public records, to include their reconstitution if necessary, during and after emergencies. b. In general, vital public records include: those considered absolutely essential to the continued operation of County government considered absolutely essential to the ability to fulfill its responsibilities to the public;required to protect the rights of individuals and essential to restoration of life support services. Documentation of actions taken during an emergency or disaster is a legal requirement. c. Specific vital public records could include: vital statistics, deeds, corporation papers, operational plans,planning records,resource data, authorities, personnel and payroll rosters, succession lists, supply and equipment lists, laws, charters and financial records. d. All appointments and work assignments in an emergency situation shall be documented. Depariment Heads will submit a complete emergency operational plan or Incident Action Plan (IAP) as to staffing allocation, equipment distribution, and other emergency related needs as requested by the Spokane Depariment of Emergency Management for situational reports. Spokane CEMP Update 2010 27 Spokane Comprehensive Emergency Management Plan Update 2010 F. CONTINUITY OF OPERATIONS PLANS (COOP). L COOP development is an effort within individual departments and agencies to ensure the continued performance of minimum essential functions during a wide range of potential emergencies.A COOP provides comprehensive procedures,and provisions for alternate facilities,personnel,resources,interoperable communications,and vital records and databases. 2. COOP establishes policy and guidance to ensure the execution of the mission-essential functions for each depariment and agency in the event that an emergency threatens or incapacitates operations and the relocation of selected personnel and functions of any essential facility is required. Specifically,this COOP is designed to: • Ensure that depariments are prepared to respond to emergencies,recover from them,and mitigate against their impacts. • Ensure that departments are prepared to provide critical services in an environment that is threatened,diminished, or incapacitated. • Provide a means of information coordination to the Spokane and/or Municipal government to ensure uninterrupted communications within the internal organization of the government and externally to all identified critical customers. • Provide timely direction, control, and coordination to Spokane and Municipal leadership and other critical customers upon notification of a credible threat or before,during, and after an event. • Establish and enact time-phased implementation procedures to activate various components of the "Plan" to provide sufficient operational capabilities relative to the event or threat to Spokane Jurisdictions. • Facilitate the return to normal operating conditions as soon as practical,based on circumstances and the threat environment. • Ensure that Departmental COOP Plans are viable and operational and are compliant with all guidance documents. • Ensure that Departmental COOP Plans are fully capable of addressing all types of emergencies or "all hazards" and that mission-essential functions are able to continue with minimal or no disruption during emergencies. 3. The objectives of COOP planning are to ensure that a viable capability exists to continue essential government functions across a wide range of potential emergencies,specifically when the primary facility is either threatened or inaccessible.The objectives of this Plan include: • Ensuring the continuous performance of essential functions/operations during an emergency. • Protecting essential facilities,equipment,records,and other assets. • Reducing or mitigating disruptions to operations. • Reducing loss of life,minimizing damage and losses. • Identify and designate principals and support staff to be relocated. Spokane CEMP Update 2010 28 Spokane Comprehensive Emergency Management Plan Update 2010 • Facilitate decision-making for execution of the Plan and the subsequent conduct of operations. • Achieve a timely and orderly recovery from the emergency and resumption of full service to all customers. • Be maintained at a high-level of readiness. • Be capable of implementation,both with and without warning. • Be operational no later than 12 hours after activation. • Take maximum advantage of existing local, state or federal government infrastructures. VL LEVELS OF EMERGENCY ACTION, A. LEVELS OF EMERGENCIES. 1. To aid in preparedness and coordination,the CEMP establishes Levels of emergencies outlined in the table below. These Levels categorize the severity of an incident and describe general actions associated with each level as the magnitude of the event increases. The Levels are intended to provide guidelines to help detail planning efforts and provide a consistent approach for reporting and coordination during an event. 2. The Levels have a range of 1 to 5 and are scalable,recognizing that an incident may start out at a low level event and escalate,or a significant event may immediately start off at a high level.Likewise,as an event tapers off,the level is lowered and resources begin to demobilize.During an event, different teams or agencies may be at different levels.For example, during a Leve13 natural disaster,certain law enforcement special teams may remain at Level 1 because of the nature of the incident. The CEMP Activation Levels will be incorporated into Standard Operating Guidelines to outline specific actions.When established for an incident,the levels provide decision- making aid for activating and deploying resources. Spokane CEMP Update 2010 29 Spokane Comprehensive Emergency Management Plan Update 2010 LEVELS OF EMERGENCY Level Descri tion General Actions Normal day-to-day operations 1 No imminent terrorist Steady-state reporting and monitoring No severe weather pending Minor incidents controlled by first response agencies Localized incidents controlled by first response agencies Continued monitoring Heightened terrorist threat Use of department/agencies authorities 2 Localized incident &resources to assess and deter threats Potential Countywide Incident weather advisories Alerting teams Warning order Possible activation of ECC Pre-deployment of teams County level monitoring and 3 Incident of Countywide countywide involvement significance at ECC level Countywide assets deployed ECC activated County level assets deployed Imminent terrorist threat ECC activated 4 County Incident Consideration of requesting of essential Potential Catastrophic Incident and extensively state assets through DEM 5 Catastrophic Incident Deployment of appropriate essential and extensively state and federal assets Spokane CEMP Update 2010 30 Spokane Comprehensive Emergency Management Plan Update 2010 VIL ROLES AND RESPONSIBILITIES. A. PREPAREDNESS RESPONSIBILITIES. (All Spokane and Municipal Departments) L Many county and municipal depariments may have emergency-related functions in addition to their normal daily functions.Each department director is responsible for the development and maintenance of their respective emergency management plan and procedures for each division and section,and performing such functions as may be required to effectively respond to and recover from any disaster affecting their respective areas of responsibility. Specifically,the following common responsibilities are assigned to each department listed in this plan: • Develop and maintain an emergency plan for their department. • Develop and maintain a "Continuity of Operations Plan (COOP)" for their department. • Create and maintain a depariment"Calling Tree" for notification. • Establish department and individual responsibilities(as indicated in this plan); identify emergency tasks. • Work with other depariments to enhance cooperation and coordination, and eliminate redundancy. Depariments having shared responsibilities should work to complement each other. • Establish education and training programs so that each division, section, and employee will know exactly where,when and how to respond. • Develop site specific plans for department facilities as necessary. • Provide for the security and protection of deparimental records and equipment. • Ensure that employee job descriptions reflect their emergency duties. • Train staff to perform emergency duties/tasks as outlined in the CEMP or individual department plans. • Identify,categorize and inventory all available department resources. • Develop procedures for mobilizing and employing additional resources. • Ensure communication capabilities with the ECC. • Fill positions in the emergency system as requested by the DEM Duty Officer/ECC Manager acting in accordance with this plan. • Prepare to provide internal logistical support to depariment operations during the initial emergency response phase. • Coordinate, where appropriate, to ensure that each building or facility is prepared and secured before a disaster strikes. B. RESPONSE RESPONSIBILITIES. (All Spokane and Municipal Departments.) Spokane CEMP Update 2010 31 Spokane Comprehensive Emergency Management Plan Update 2010 1. The following common responsibilities are assigned to each department listed in this plan. • Upon receipt of an alert or warning, initiate notification actions to employees on assigned response duties. • As appropriate: • Suspend or curtail normal business activities. • Recall essential off-duty employees. • Send non-critical employees home. • Secure and evacuate departmental facilities. • As requested, augment the ECC effort to warn the public through use of vehicles equipped with public address systems, sirens, employees going from door to door, etc. • Keep the ECC informed of field activities, and maintain a communications link to the ECC. • Activate a control center to support and facilitate department response activities,maintain events log, and report information to the ECC. • Report damages and status of critical facilities to the ECC. • If appropriate or requested,send a representative to the ECC. • During response and recovery phases of an incident, Depariment Directors may be assigned to support the ECC function not otherwise assigned during normal everyday operation. • Ensure staff inembers tasked to work in the ECC has the authority to commit resources and set policies. • Coordinate with the ECC to establish protocols for interfacing with county, state,and/or federal responders. • Provide released News releases and other public information to the ECC. • Submit reports to the EOC detailing departmental emergency expenditures and obligations. Responsibilities as per WAC ll-30-060 1. Ambulance • Provides patient transportation. • ESF-8,Health,Medical, and Mortuary Services. • Coordinates private ambulance and private EMS resources. • Support agency for ESF-4,Fire Agencies. Spokane CEMP Update 2010 32 Spokane Comprehensive Emergency Management Plan Update 2010 2. American Red Cross • Coordinates shelter operations including the provisions of first aid and the feeding of shelter residents. • Coordinates the feeding of emergency warkers in the field. • Coordinates residential damage assessment. • Support agency for ESF-6,Mass Care/Shelter,ESF 7 Resource Support;ESF 8 Medical and Mortuary Services;ESF 14 Long Term Community Recovery 3. Animal Services • Coordinate disaster care of animals. • ESF-11 Agriculture,Natural Resources and Animal Rescue 4. Assessor • Provides for evaluation of property damaged or destroyed during a disaster. • Provides information regarding ownership and values. • ESF 14 Long Term Community Recovery 5. Auditor • Coordinates the compilation of disaster response and recovery-related labor, equipment,material and service costs for post-disaster reporting purposes. • Coordinates post-disaster activity with County Treasurer and Assessor. • ESF 14 Long Term Community Recovery 6. Chamber of Commerce and the Business Community • Provide representation to the Disaster Recovery Team,when requested. • ESF 7 Resource Support,ESF 14 Long Term Recovery,ESF 15 Public Information. 7. Communications • Forwards disaster-related emergency information and requests to the ECC. • Dispatches resources as requested by the ECC or incident commanders. • ESF 2 Communications,Information Systems&Warning 8. Community Mental Health • Responds to the humanitarian and personal needs of disaster victims by referring them to appropriate agencies,organizations or individuals. • ESF-6,Mass Care/Shelter;ESF-8,Health,Medical and Mortuary Services.. 9. Department of Ecology Responds to the EOC on request. � Support agency for E..S..F-10,Hazardous Materials and ESF-11 Agriculture,Natural Resources and Animal Response Plan Spokane CEMP Update 2010 33 Spokane Comprehensive Emergency Management Plan Update 2010 10. Department of Social and Health Services • Respond to ECC on request • Support agency for ESF-8,Health,Medical, and Mortuary Services; and ESF-14 Long Term Community Recovery. 11. Department of Emergency Management • Coordinates all phases of emergency management. • Reviews and revises the Comprehensive Emergency Management Plan. • Coordinates local,state,federal,private and volunteer organizations. • Make recommendations on emergency proclamations. • Coordinates and provides staff and public training. • Registers emergency workers. • Assists with resource management. • Coordinates volunteer resources. • Maintains a primary ECC • Registers individuals and organizations offering assistance to disaster victims. • ESF 5 Emergency Management,ESF 14 Long Term Recovery ESF 6 Mass Care and Sheltering • Support agency for all other ESFs. 12. Fire Agencies • Provide and coordinate fire suppression and control. • Conduct fire prevention inspections and related activities. • Provide emergency response • Coordinate mass casualty response. • Provide emergency medical services. • Conducts Urban Search and Rescue operations. • Coordinate with appropriate outside agencies. • Assist in damage assessment. • Conduct hazardous material operations • Provide warning support. • Provide communications support. • Lead Agency for ESF-4,Fire Services;ESF-10,Hazardous Materials ESF-9, Search and Rescue,ESF-8,Health,Medical and Mortuary Services;ESF-14 Long Term Community Recovery 13. Geographical Information System • Provides mapping and charting services in support of emergency operations. • Support agency for ESF-5 Emergency Management,ESF 14 Long Term Community Recovery, 14. Health Care Facilities • Provide care for mass casualty victims. Spokane CEMP Update 2010 34 Spokane Comprehensive Emergency Management Plan Update 2010 • Coordinate with American Red Cross. • Provide shelter care as needed. • ESF-6,Mass Care/Shelter;and ESF-8 Health,Medical,and Mortuary Services 15. Housing Authority • Coordinates provision of long-term shelter to disaster victims. • Provides moving/relocation assistance. • ESF-6,Mass Care/Shelter;ESF-11,Recovery. 16. Interstate Fairgrounds • Provide facilities for staging, storage,sorting,distribution and assembly. • ESF-11 Agriculture,Natural Resources&Animal Rescue,ESF 7 Resource Support 17. Law Enforcement • Maintains law and order. • Provides ECC security. • Provides traffic control. • Provides crowd control. • Provides search and rescue. • Provides volunteer management. • Controls restricted areas. • Protects vital resources. • Evacuates as necessary. • Provides warning support. • Provides damage assessment support. • Acts as liaison and coordination with other law enforcement agencies. • Lead agency for ESF-13 Public Safety,Law Enforcement&Security,ESF 1 Transportation, ESF 2,Communications and Warning;ESF-5 Emergency Management,ESF ll Long term Recovery. 18. Local Emergency Planning Committee (LEPC) • Support agency for ESF-10,Hazardous Material. 19. Medical Examiners' Office • Collects and identifies deceased victims. • Coordinates with other decedent-related services and organizations,including funeral homes,hospitals and appropriate state and federal authorities. • ESF-8,Health,Medical, and Mortuary Services. 20. Parks and Recreation • Identify and provide staging and assembly areas. • Identify and provide temporary emergency land fills for non-hazardous debris. • ESF-7,Resource Support;and ESF-14 Long Term Recovery Spokane CEMP Update 2010 35 Spokane Comprehensive Emergency Management Plan Update 2010 21. Private/Public Utilities • Advise on gas shortage and distribution, shortage impact predictions,and service restoration. • Advise power outage and distribution,outage impact predictions and service restoration. • Maintain communications with the ECC. • ESF-12,Energy; and ESF-14 Long Term Recovery. 22. Prosecuting Attorney's Office/City Legal • Provides legal advice. • Reviews emergency agreements,contracts, emergency declarations and disaster- related documents. 23. Spokane Regional Health District. • Identifies health hazards. • Monitors communicable diseases. • Monitors and inspects food and water supplies. • Provides public health education and information. • Coordinates with area hospitals. • Acts as a resource for hazardous material identification,cleanup and disposal. • ESF-8,Health,Medical, and Mortuary Services,ESF-6,Mass Care/Shelter;ESF- 10,Hazardous Material;ESF-11 Agriculture,Natural Resouces&Animal Rescue,ESF 14 Long Term Recovery 24. Spokane Transit Authority(STA) • Provide bus transportation resources. • Serve as Transportation Operations Center (Command Post + Dispatch Center) when needed. • Provide Support in the Emergency Coordination Center. • Uses transportation communication links to provide damage assessment information. • Coordinate recovery/replacement of emergency vehicles transporting people. • Coordinate mobilization of emergency transportation services. • Coordinate resource lists with the Spokane County DEM. 25. Public and Private Schools/Educational Service District. • Develop district building hazard mitigation and emergency response plans in accordance with state and district policy. • Coordinate facilities for public shelter by providing agreements between local school districts and the American Red Cross,or other community groups. • Provide buses for emergency transportation. • Provide school situation reports to the ECC. • ESF-6,Mass Care/Shelter,ESF 14 Long Term Recovery. Spokane CEMP Update 2010 36 Spokane Comprehensive Emergency Management Plan Update 2010 26. Public Works and Engineering Services • Provide road and bridge repair. • Provide emergency routing. • Provide fuel storage and emergency provision for first responders. • Provide permit assistance and waivers. • Provide equipment as needed. • Provide equipment repair. • Provide sand and gravel. • Provide damage assessment. • Provide traffic control support. • Provide debris clearance. • Coordinate damage assessment and post-disaster safety inspections of governmental buildings and facilities. • Coordinate damage assessment and post-disaster safety inspections of private residences and businesses. • Coordinate private assessment and inspection resources. • Coordinate county-wide disaster transportation needs. • Coordinate with other political jurisdictions and with private contractors and suppliers. • Review and develop standards and recommend changes,as appropriate. • Review the city/county flood plain management program and recommend changes, as appropriate. • ESF-1 Transportation;ESF-3,Public Works and Engineering; and ESF-12, Energy,ESF-10,Hazardous Material; ESF-7 Resource Support,ESF 14 Long Term Recovery 27. Restoration Services • Restore and maintain telephone,computer, and mail services. • Provide for the emergency repair or relocation of the Emergency Coordination Center. • Coordinate the emergency repair or relocation of other governmental facilities. • Coordinate private telephone resources. • Provide emergency printing services. • ESF-2,Communications and Warning;ESF-3,Public Warks and Engineering;ESF-14, Recovery 28. Waste Management Operations • Provides debris and garbage disposal operations. • Resolves storm and surface water issues. • ESF-10,Hazardous Materials;ESF-14 Long Term Recovery 29. Treasurer • Arranges for emergency funding. Spokane CEMP Update 2010 37 Spokane Comprehensive Emergency Management Plan Update 2010 30. Volunteer Organizations Active in Disasters • Coordinate humanitarian services to disaster victims including the provisions of shelter,food and clothing,crisis counseling, spiritual support and other individual and family assistance. • Coordinate the referral of volunteer labor and services to disaster victims. • Coordinate the management of donated goods including receipt, sorting, storage, distribution and disposal. • Coordinate assistance to the business community. • Coordinate the disaster care of animals. • Support agency for ESF-6,Mass Care/Shelter;ESF-7,Resource Support;ESF-8, Health, Medical and Mortuary Services;ESF-11 Agriculture,Natural Resources and Animal Rescue,ESF 14 Long Term Recovery VIIL PREPAREDNESS AND PLAN MAINTENANCE. Spokane DEM maintains the CEMP in coordination with all entities within the county. The CEMP is updated periodically as required to incorporate new directives,legislative changes, and procedural changes based on lessons learned from exercises and actual events. If you have questions regarding the content of this document, please contact Lisa Jameson, Spokane Emergency Management. Spokane CEMP Update 2010 38 Spokane Comprehensive Emergency Management Plan Update 2010 ATTACHMENTS Attachment 1 The Emergency Support Functions(ESF). Each ESF Annex identifies the lead and support agencies pertinent to the ESF. Several ESFs incorporate multiple components,with primary agencies designated for each component to ensure seamless integration of and transition between preparedness,response,and recovery activities.ESFs with multiple primary agencies designate an ESF coordinator for the purposes of pre-incident planning and coordination of primary and supporting agency efforts throughout the incident.Following is a discussion of the roles and responsibilities of the ESF coordinator and the primary and support agencies. The ESFs provide the structure for coordinating interagency support for a response to an incident. They are mechanisms for grouping functions most frequently used to provide support to the management of an emergency,both for declared disasters and emergencies under the Stafford Act and for non- Stafford Act incidents (see Table 1 below). Spokane CEMP Update 2010 39 Spokane Comprehensive Emergency Management Plan Update 2010 ESF#1-Transportation Transportation safety;restoration/recovery of transportation infrastructure; movement restrictions; damage and impact assessment Coordination with telecommunications and information technology industries; restoration and repair of telecommunications infrastructure; ESF#2- Communications protection,restoration and sustainment of information resources Infrastructure protection and emergency repair;infrastructure restoration; ESF#3-Public Works & engineering services and construction management emergency Engineering contracting support for life-saving and life-sustaining services Coordination of firefighting activities;support to wild land,rural and ESF#4-Fire Fi htin urban firefi htin o erations ESF#5 Emergency Coordination and support of incident issuance of mission assignments; Mana ement resource su ort; lannin ESF#6-Mass Care, Emergency Assistance Housing and Human Services Mass Care;Emergency Assistance;Disaster housing;human services ESF#7-Logistics Management and Comprehensive incident logistics planning and sustainment capability; Resource Su ort resource su ort ESF#8-Public Health Public Health;Medical;Mental Health Services;Mass Fatality and Medical Services Mana ement ESF#9 Search and Rescue Life-Saving assistance; search and rescue operations Hazardous Material Response,environmental shart- and long-term clean ESF#10-Hazmat Plan up Coordinate rapid response for assistance in animal rescue Nutritional ESF#11-Agriculture, assistance;Animal and Plant disease and pest response;food safety and Natural Resources& security;Natural and cultural resources and historical properties protection Animal Rescue and restoration Emergency infrastructure assessment,repair and restoration; energy ESF#12 Energy industry utilities coordination Facility and resource security; security planning and technical resource ESF#13-Public Safety assistance;public safety and security support support to access,traffic, and Securi crowd control,and evacuation ESF#14 Long Term Social and economic community impact assessment Analysis and review Recove Plan of miti ation ro ram im lementation Spokane CEMP Update 2010 40 Spokane Comprehensive Emergency Management Plan Update 2010 ESF#15-Public Emergency Public Information and action guide;Media and Information communi relations ESF#20-Defense Support to Civil Affairs Effective use of military assistance during an emergency Spokane CEMP Update 2010 41 Spokane Comprehensive Emergency Management Plan Update 2010 Attachment 2 HAZARD AND SITUATION SUMMARY A. HAZARDS. 1. Emergencies and disasters have occurred in Spokane and will occur again. The Potential Hazards List provides information on potential hazards threatening Spokane. 2. Due to its location and geographic features, Spokane is vulnerable to the damaging affects of certain hazards that include,but are not limited to: HAZARDS LIST Natural Hazards Technological Hazards Human(CiviUPolitical Disorder) Cold,Extreme An�Pollution CiviUPolitical Um•est Cold,Freeze Biological Economic Emergency Drought Building/Structure Collapse Financial Collapse Epidemic,Animal Business Inten�uption Hostage Situation Epidemic,Human Chemical-Non-Stockpile Riot/Demonstration/Violent Fire Biush/Forest Dam/Levee Failure Protest/Illegal Assembly Fire,Rural/LTrban Energy Emergency Strike Flood Fire,Explosion Teirorism: Bomb Blast, Heat,Extreme Fuel/Resource Shortage Ecological, Economic, Landshift,Erosion Hazardous Material Accident, Incendiaiy, Landshift, Subsidence (Sink FixedFacility Prolonged/Multiple Hostage Holes) Hazardous Material Accident, Situation,Sabotage Landslide/Mudslide Transportaxion Teirorism, WMD: Biological, Search and Rescue Power/LTtility Outage Chemical,Nuclear Emergency- Aircraft, Marine, Radiological,Transportation War: Declared/LTndeclared Medical Transportation Accident, Goveinment Directive. Stortn,Blizzard/Snow Aircraft Workplace Violence StoiYn,Ice/Hail Transportation Accident, Storm, Severe Thunder/ Motor Vehicle Lightning/Hail Transportaxion Accident, Stortn,Windstortn Railroad Water Shortage Note: A list of facilities that use,produce, and store extremely hazardous substances and hazardous materials is on file at the Spokane Emergency Management Agency. 3. Disaster response efforts are often hampered by equipment and facility damage, communication failures,inclement weather,responder injury and death, and many other limiting factors. In the event of an emergency or disaster that exceeds the available resources; the public should expect and be prepared for a minimum 72 hour delay for emergency response services. Spokane CEMP Update 2010 42 Spokane Comprehensive Emergency Management Plan Update 2010 B. EMERGENCY MANAGEMENT SUPPORT FACILITIES. 1. Essential Services, Critical Facilities and Infrastructure • The chart on the following page provides a"situation summary" of Spokane's essential services, infrastructure and critical facilities that are representative of what may be affected due to disasters.These are defined as follows: • Essential Services: Community services normally provided on a daily basis. Each of these services is dependent upon certain critical facilities and infrastructure. Spokane will also strive to provide these services during disasters through activation of Emergency Functions(EFs) as appropriate. • Critical Facilities: Specific Spokane structures or facilities that support the delivery of essential services. Critical facilities can also be defined as locations having large concentrations of people either temporarily or permanently such as high occupancy structures, special population facilities, or special community events. These situations can cause an "overload" on the community's essential services (special events themselves could be considered a hazard), or cause an immediate focusing of essential services when disaster occurs (response to schools, day care centers, hospitals, etc.). We have included community support to these situations as an "essential service." A Critical Facilities Inventory is maintained by Spokane DEM • Infrastructure: "Systems" upon which critical facilities, and hence, essential services are dependent. Essential Services,Infrastructure&Critical Facilities Essential Services Critical Facilities Alert and Wasning Au-port Commodities Distribution Banks/ATMs/Credit Unions Communicaxions Bridges/Freeway Oveipasses Community ECC Business Establishments Continuity of Goveinment Seivices Campgrounds/Parks/Recreation Areas Emergency Medical Seivices Computer Data Bases/Seivice Centers Emergency Public Information Convention Center Energy/LTtilities Emergency Coordination Center (ECC) Financial Seivices Room/Building Fire Fire Stations/Dispatch Center Food/Water Distribution Food Storage Facilities Health Fuel Storage Law Enforcement Goveinment Offices Mass Care Hi h Occu anc Structures Spokane CEMP Update 2010 43 Spokane Comprehensive Emergency Management Plan Update 2010 Essential Services,Infrastructure&Critical Facilities Public Works/Engineering Hospital/Nursing Homes/ Clinics/ Search and Rescue Pharmacies/Ambulance Stations Shelter Hotels/Motels/Resort Complexes Support to Special Populations or High Kitchens Occupancy Stiuctures,Facilities, Special Light Indushy Events Microwave Towers/Satellite Ground Transportation TeiYninals Police Station/JaiUDispatch Center Infrastructure Power Plant/Sub Stations Anports Railroad Yards Computer Systems Restaurants Electrical Schools Natural Gas Shopping Malls Radio/TV/Print Media Stadiums/Sports Arenas Rail Road Telephone Switching/Relay Stations Roads/Highways Theaters/Civic Center/Concert Hall Telephone TV/Radio Stations Water/Sewer Warehouse/Equipment Storage Complexes Wastewater/Sewage TreatmentFacilities Water Treatment Facilities/Pumping Stations D. SPOKANE HAZARDS SUMMARY. 1. Emergency Conditions. a. A major natural,technological or terrorism related emergency will overwhelm the capabilities of Spokane to provide prompt and effective emergency response and emergency short-term recovery measures.Transportation infrastructure may be damaged and local transportation services could be disrupted.There is the potential for widespread damage to commercial telecommunications facilities which would impair the ability of governmental response and emergency response agencies to communicate. b. Homes,public buildings,and other critical facilities and equipment may be destroyed or severely damaged. Debris may make streets and highways impassable.The movement of emergency supplies and resources could be seriously impeded.Public urilities may be damaged and either fully or partially inoperable. Some county and municipal emergency personnel could be victims of the emergency,preventing them from performing their assigned emergency duties.Numerous separate hazardous conditions and other emergencies as a result of the major event can be anticipated. c. Thousands of emergency victims may be forced from their homes and large numbers of injured and dead could be expected.Many victims will be in life-threatening situations requiring immediate rescue and medical care.There could be shortages of a wide variety of supplies necessary for emergency survival. Hospitals,nursing homes,pharmacies and other health/medical facilities may be severely damaged or destroyed.Medical and health Spokane CEMP Update 2010 44 Spokane Comprehensive Emergency Management Plan Update 2010 care facilities that remain in operation will be overwhelmed by the number of victims requiring medical attention.Medical supplies and equipment will be in short supply. d. Damage to fixed facilities which generate,produce,use,store or dispose of hazardous materials could result in the release of hazardous materials into the environment.Food processing and distribution capabilities may be severely damaged or destroyed.There could be minimal to total disruption of energy sources and prolonged electric power failure. 2. Vulnerability Analysis. The Spokane Department of Emergency Management coordinates and maintains the Hazard Identification Vulnerability Analysis(HIVA). This plan is a section of the CEMP and located within this document. Spokane CEMP Update 2010 45 Spokane Comprehensive Emergency Management Plan Update 2010 Appendix : Definitions and Acronyms L Definitions: After action Report: Meeting of the participants of a drill, exercise or actual event shortly after its conclusion to review the operation and performances of individuals, groups,etc.;the critique is a means of assessing strengths,deficiencies,and capabilities by evaluating all depariments or functions to determine effectiveness of present system and possible enhancement of command structure,communications, training, standard operating or implementing procedures,etc. ARES/RACES: The Amateur Radio Emergency Service (ARES) and The Radio Amateur Civil Emergency Service (RACES) are emergency communications services that consist of licensed radio amateurs who have voluntarily registered their qualifications and equipment for communications duty in the public service. Comprehensive Emergency Management Plan(CEMP): Coordinated to comply with R.C.W.38.52. It is a plan that identifies the key components of emergency management as agreed upon within Spokane regarding the management of a disaster or emergency. Damage Assessment: The process utilized to determine the magnitude of damage and the unmet needs of individuals,businesses,the public sector, and the community caused by a disaster or emergency event. Direction and ControL• The emergency function that defines the management of emergency response;provides basis for decision-making and identifies who is in charge. Disaster:An event,beyond an emergency,that causes or threatens to cause significant human,property,or economic loss and demands a crisis response exceeding the scope of local resources. Disaster Declaration Process: The formal process initiated by local authorities in times of a disaster if assistance is beyond their capability. The Governor requests a Presidential Declaration in the event of a major disaster. Drill: A supervised,hands-on instruction period intended to test,develop,and/or maintain a specific emergency response or recovery capability. Emergency:An event demanding immediate action to protect life,prevent injury, preserve public health or essential services,or to protect property or the environment, Spokane CEMP Update 2010 46 Spokane Comprehensive Emergency Management Plan Update 2010 and within the scope and ability of local resources to control(e.g.,routine police,fire, and medical emergencies). Emergency Alert System(EAS): Method by which local government can warn the public of impending emergency and/or the method local governments may disseminate emergency information regarding emergency/disaster. Formerly known as EBS. Emergency Coordination Center(ECC): A centralized location where direction and control information collection is evaluated and displayed,where coordination among response agencies takes place,and resources are managed. Exercise: A scheduled and planned activity that tests the integrated capability and all aspects of the emergency management structure of a jurisdiction,department or particular facility. Family Emergency Plan: Crucial planning recommended for local officials, emergency managers,department heads,emergency responders,and private citizens, to ensure safety for respective family members and provide peace of mind for those directly involved in a disaster. Federal Emergency Management Agency(FEMA): Agency created in 1979 to provide a single point of accountability for all federal activities related to disaster mitigation and emergency preparedness,response and recovery. FEMA provides technical advice,funding and program management for state and local emergency management agencies. Hazard: Any threat with the potential to disrupt your facility,cause damage and create casualties. Hazard Abatement: The identification of potential or actual hazardous areas, structures or conditions, and the action taken to alert people to their presence, eliminate them or otherwise protect people from them. Hazard Identification: Process of identifying all hazards that may impact the County. The hazard identification is the basis for emergency planning and preparedness. Hazard Mitigation: Any cost effective measure that may reduce or prevent the potential for damage or harm. Hazard Probability: How likely the hazard may occur;probability determines the emphasis and attention given to a specific hazard. Incident Commander(IC): The individual responsible for the management of an incident. Spokane CEMP Update 2010 47 Spokane Comprehensive Emergency Management Plan Update 2010 Incident Command System(ICS): The system of procedures for managing facilities,equipment,personnel,and communications within a common organizational structure. Local Emergency Planning Committee(LEPC): Local committee established under SARA Title III to carry out local hazardous materials preparedness functions, including plan preparation,community awareness and right-to-know activities, and coordination between government and industry to promote chemical safety at the community level. Local Government: Any county,city,town,district,or other political subdivision, including any rural community or unincorporated town, or any other public entity for which an application for assistance is made by a state or political subdivision thereof. Local Resources: As used in this Plan,local resources are the combined resources, of the type needed to respond to a given event in the county. Long-term Recovery: Those activities which return life to normal; long-term recovery may take months or years and includes activities such as debris clearance, contamination control,disaster unemployment assistance,temporary housing,facility restoration and rebuilding,etc. Mitigation: All steps necessary to minimize or prevent the potentially adverse effects of future disasters in affected areas. Mutual Aid Agreement(MAA): Formal agreement for reciprocal assistance for emergency services and resources from neighboring jurisdictions and resource providers made to a disaster. Preparedness: Planning and enhancing capabilities for effective emergency/disaster response to save lives and minimize damage to property. Public Information Officer(PIO): Person designated to interface with the media and speak for government. Recovery: Final phase of the emergency management cycle;continues until all systems return to normal,near normal,or better conditions than before. Recovery Plan: Component of planning which anticipates problems and outlines strategies for a smoother transition back to a pre-disaster or better condition. Response: Activities to address the immediate and short-term effects of an emergency or disaster. Response includes immediate actions to save lives,protect property,and meet basic human needs. Spokane CEMP Update 2010 48 Spokane Comprehensive Emergency Management Plan Update 2010 Vulnerability Analysis: The process used to identify a hazard or threat and who and what will be affected if the hazard is not mitigated. Warning: An announcement to the public of an imminent hazardous situation and giving instructions on what to do as a safety precaution. Spokane CEMP Update 2010 49 Spokane Comprehensive Emergency Management Plan Update 2010 Acronyms ADA Americans with Disabilities Act ALS Advanced Life Support ARC American Red Cross ARES Amateur Radio Emergency Services AWC Association of Washington Cities BLS Basic Life Support CCC Citizen Corps Council CEMP Comprehensive Emergency Management Plan CI Critic al Infrastructure CISMT Critical Incident Stress Management Team COMM Communications CSDP Chemical Stockpile Disposal Program CSEPP Chemical Stockpile Emergency Preparedness Program DEM Department of Emergency Management DFO Disaster Field Office DOE (WA) Washington State Depariment of Ecology DOH Department of Health DOT Department of Transportation DNR Depariment of Natural Resources DSHS Department of Social and Health Services E 911 Enhanced 9-1-1 EAS Emergency Alert System EM Emergency Management EMAC Emergency Management Advisory Council EMT Emergency Medical Technician ECC Emergency Coordination Center EOC Emergency Operation Center EPA Environmental Protection Agency ESF Emergency Support Function FAA Federal Aviation Administration FCC Federal Communications Commission FCO Federal Coordinating Officer FDA Food and Drug Administration FEMA Federal Emergency Management Agency FIRECOM Statewide-use Common Fire Channel GIS Geographical Information Services HAZMAT Hazardous Materials HEAR Hospital Emergency Administrative Radio HIVA Hazard Identification Vulnerability Analysis HMAC Hazardous Materials Advisory Committee IA Individual Assistance Spokane CEMP Update 2010 50 Spokane Comprehensive Emergency Management Plan Update 2010 IAP Incident Action Plan IC Incident Commander ICP Incident Command Post ICS Incident Command System JIC Joint Information Center JIS Joint Information System L&I Labor and Industries LEPC Local Emergency Planning Committee LERN Law Enforcement Radio Net MAA Mutual Aid Agreement MMRS Metropolitan Medical Response System MOA Memorandum of Agreement MOU Memorandum of Understanding NAWAS National Warning System NIMS National Incident Management System NOAA National Oceanic and Atmospheric Administration NRF National Response Framework NWS National Weather Service PA Public Assistance PIO Public Information Officer RACES Radio Amateur Civil Emergency Services RCW Revised Code of Washington SAR Search and Rescue SARA Superfund Amendment and Reauthorization Act SBA Small Business Administration SCOPE Sheriff's Community Oriented Policing Effort SITREP Situation Report SOP Standard Operating Procedure USAR Urban Search and Rescue USCG United States Coast Guard USDA United States Department of Agriculture USGS United States Geological Survey WAC Washington Administrative Code WAVOAD Washington State Association of Volunteer Organizations Active in Disaster WMD Weapons of Mass Destruction WANG Washington National Guard WSP Washington State Patrol Spokane CEMP Update 2010 51 Spokane Comprehensive Emergency Management Plan Update 2010 Appendix: References 1. Federal Emergency Management Agency Federal Response Framework 2. Washington State Comprehensive Emergency Management Plan 3. Revised Code of Washington(RC�38.52 4. Inter-local Cooperation Agreement for Spokane City/County Department of Emergency Managemenr OPR 04 0689 Spokane CEMP Update 2010 52 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Eme��encv Su�port Functions Purpose: This section provides an overview of the Emergency Support Function(ESF) structure,common elements of each of the ESFs,and the basic content contained in each of the ESF Annexes. The following section includes a series of annexes describing the roles and responsibilities of departments and agencies as ESF primary agencies,or support agencies. Background: The ESFs provide the structure for coordinating interagency support for a response to an incident. They are mechanisms for grouping functions most frequently used to provide both for declared disasters and emergencies under the Stafford Act and for non-Stafford Act incidents. Spokane CEMP Update 2010 53 Spokane Comprehensive Emergency Management Plan Update 2010 Emergency Support Functions: ESF 1 Transportation ESF 2 Communication&Warnin� -Emergency Alert System(EAS) ESF 3 Public Works&En�ineerin� ESF 4 Firefi ng rin� -Field Operating Guide (FOG) ESF 5 Emer�encv Mana�ement -Emer�encv Coordination Center Plan(ECC� ESF 6 Mass Care,Emergenc,v Assistance,Housing and Human Services ESF 7 Lo�istics Mana�ement and Resource Su�ort ESF 8 Public Health,Medical&Mortuarv Services ESF 9 Search&Rescue ESF 10 Hazardous Materials ESF 11 Agriculture.Natural Resources&Animal Rescue ESF 12 Ener�v ESF 13 Public Safetv,Law Enforcement& Security -Evacuation -Elevation Level ESF 14 Long Term Community Recovery ESF 15 Public Information ESF 20 Defense Support to Civil Affairs Spokane Emergency Management Emergency Support Function (ESF) #1 Transportation Emer enc CooYdination CenteY Primary: Likely Tasks: • Spokane Transit Authority General: • Public Warks • Develop and maintain listings of vehicles and Support: equipment for use in emergency operations. • Ambulance Companies. Emergency Coordination Center(ECC): • Commercial and Private Bus Companies. • Determine condition, status of Spokane County • Department of Human Resources. and municipal transportation resources. • Fire Services. - Develop comprehensive list of available vehicles • Law Enforcement Agencies. and equipment to sLipport resource needs of the Spokane CEMP Update 2010 54 Spokane Comprehensive Emergency Management Plan Update 2010 • Red Cross incident within affected jurisdiction(s). . Spokane Department of Emergency • Determine present and future need for Management transportation resources. . Business and Industry • Receive, prioritize and coordinate requests for transportation resources from field incident commanders. • Ensure field maintenance suppart, to include, but not limited to, fuel, lubricants, tires and vehicles parts. • Provide transpartation services to assist in disaster/damage assessment operations. • Determine condition, status of jurisdiction transportation routes. Develop and maintain status map showing: - Routes that are open unconditionally, - Routes that are closed, - Routes that are still un-inspected, - Bridges/Roads that are open without restriction, - Bridges/Roads that are open with restrictions, - Bridges/Roads that are closed until replaced, - Bridges/Roads that have yet to be inspected,and - Bridges/Roads that have been visually inspected but require engineering tests to make further detenninations. LEAD AGENCIES: Spokane Transit Authority (STA) Public Works Local Government SUPPORT AGENCIES: Spokane Law Enforcement Agencies Washington State Patrol(WSP) Washington State Depariment of Transportation(WSDOT) Ambulance Companies. Commercial and Private Bus Companies. Fire Services. Business&Industry Spokane Depariment of Emergency Management Spokane CEMP Update 2010 55 Spokane Comprehensive Emergency Management Plan Update 2010 RESPONSIBILITIES: A. Primary Agencies: 1. Local government responsibilities include: • Identify transportation needs which could result from various major disasters. • Maintain transportation resource lists and plans. • Coordinate with private industry on use of privately owned vehicles. • Coordinate with Law Enforcement Agencies,Fire Services and Public Warks 2.Public Works. • Coordinate and repart damage assessment of land transportation routes. • Identify alternate emergency land transportation routes • Deploy Public Warks units to areas in need of debris renloval or road restoration operations. Task other department units for assistance when necessary. • Deploy personnel and equipment to evaluate damaged bridges and roadways, and to take actions to restore them to a usable condition. 3. Spokane Transit Authority(STA) • Provide bus transportation resources. • Serve as Transportation Operations Center(Command Post+Dispatch Center)when needed. • Provide Suppart in the Emergency Coordination Center. • Uses transportation cominunication links to provide dainage assessment information. • Coordinate recovery/replacement of emergency vehicles transporting people. • Coordinate mobilization of emergency transportation services. • Coordinate resource lists with the Spokane County DEM. Support: 5. Spokane Department of Emergency Management(DEM) • Coordinate resource use. • Suppart Incident request • Activate the Emergency Coordination Center 6. Ambulance Companies. • Provide vehicles and personnel for emergency use. • Provide medical transport. 7 Commercial and Private Bus Companies. • Provide vehicles and personnel for emergency use. 8. Fire Services. • Coordinate ambulance transportation support. • Provide damage assessment of transportation routes. 9 Law Enforcement Agencies • Provide damage assessment of transportation routes. • Provide traffic control. • Escart emergency transport vehicles when needed. Spokane CEMP Update 2010 56 Spokane Comprehensive Emergency Management Plan Update 2010 • Provide security far transpartation staging areas when needed. CONCEPT OF OPERATIONS A. GENERAL. 1. During einergencies, disasters, the need far transpartation could be varied and vast. Normal transportation systems may be disrupted leaving many people without transportation. Transportation resources may be obtained from local government entities, the private sector, and voluntary organizations. In critical life and property saving situations, local, state, and federal resources may be available as temporary augmentation. 2. The process of furnishing emergency transportation services within the county during a major emergency involves two series of actions. First, essential immediate transportation needs are identified and actions are taken to provide far these needs. Second, as soon as possible, future continuing needs for transportation service and expected future transportation capabilities are estimated. Decisions are then made and actions taken to direct these expected future capabilities to meet the needs most essential to the emergency and protection of persons in the hazard/reception areas. 3. In most natural disasters, transportation requirements within the County can be satisfied by using private vehicles, buses, and various local government owned vehicles. If needs cannot be met locally,then contact the Spokane Department of Emergency Management for assistance. 4. Emergency operations for most transportation services will be an extension of normal services. However,during widespread,multiple site disasters transportation personnel,resources and facilities may be in short supply. 5. Spokane Department of Emergency Management (DEM) will assist in the coordination and facilitation of resource request that expand beyond a jurisdictions capability to respond to emergency transportation needs. Other jurisdictions within the county may assist in this effort. 6. Existing mutual aid agreements may be able to augment and satisfy a temporary increase in local needs. If local capabilities are exceeded, support may be available from state and can be requested through the Spokane DEM. 7. Coordination between transpartation providers is necessary to ensure emergency operational readiness. Each department/agency having responsibility far transportation must develop operating instructions and resource listings to support this plan. B. COUNTY-WIDE DISASTER. Each transpartation provider will maintain authority within its own jurisdiction. However, during a countywide disaster, the Einergency SLipport Function #1 Representative/Lead Branch Director at the Emergency Coordination Center (ECC) is responsible for overall coordination of all transportation service activities.Under these circumstances,the Transportation Branch Director will coordinate scarce resource allocation from the ECC. ECC policy and procedures are oLrtlined in Emergency Support Function#5. Routine operations will be handled by standard procedures. State and federal support will be called upon as needed with requests channeled through the Spokane Spokane CEMP Update 2010 57 Spokane Comprehensive Emergency Management Plan Update 2010 Department of Emergency Management/ECC to the State EOC. C. ECC ACTIVATIONS. 1. When the ECC is activated,the ECC Manager will request jurisdiction lead agency participation to the ECC, in accordance with the Basic Plan, and a "Transportation Branch Director" will be identified and act within the Operations Section to coordinate transpartation service activities. The Transportation Branch Director is responsible for coordinating all available manpower, equipment and material available to carry out requirements far transportation. 2. ECC Transportation Branch Director will establish and maintain lines of communication in the ECC during major response operations to facilitate coordination of activities and resources. 4. ECC Transportation Branch Director duties may include: • Determining condition,status of transportation routes. • Determining condition,status of transportation resources. • Determining present and future need for transpartation resources. • Obtaining, coordinate transportation resources based on priorities established by the Policy Group. D. DAMAGE ASSESSMENT. An initial ECC priority is to gather as much intelligence about the extent of damages and the impact on people as soon as possible. Incident Commanders and other transportation providers will submit situation and damage reports to the ECC. E. MUTUAL AID AND AUGMENTATION FORCES. 1. Mutual aid can be requested from or provided to the state. 2. Support may also be requested from the federal government through the state. H. REFERENCES. None Spokane CEMP Update 2010 58 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function (ESF) #2 Communications, Information Svstems & Warnin� Emer eney Coordination Center Primary: Likely Tasks: Jurisdiction Communication • Maintain a 24-hour primary warning point far the Departnlents receipt of warning infornlation. Support: • Develop and maintain a system to disseminate Departments/Agencies,All. emergency alerts and warnings to the public. • Spokane Emergency Management • Develop public education programs outlining the proper use of the warning systems and the meanings of the warnings issued through those systems. • Disseminate emergency warning information from state and federal agencies. • Disseminate warnings initiated at local government level. • Warning disseminate methods can include: Mobile public address(PA)systems;Mobile sirens;Outdoor Sirens;"Runners"e.g.doar to door notifications;Use of inedia;Emergency Alert System(EAS);City/County communication systems;Telephone;Fax;Amateur Radio. LEAD AGENCIES: Communication Departments SUPPORT AGENCIES: National Weather Service Depariment of Emergency Management Law Enforcement Dispatch Centers ARES/RACES Wireless/Hard Line Communications County Information Systems City Information Management Services Local Media Combined Communication Center HEAR Radio Spokane CEMP Update 2010 59 Spokane Comprehensive Emergency Management Plan Update 2010 1NTRODUCTION: A. Purpose: 1. Communications: To structure a communications system for the efficient flow of information during a major emergency or disaster. 2. Warning: To provide rapid alerting and warning to key officials and the public of an impending or occurring major emergency or disaster. B. Scope: This ESF applies to the communication and warning assets of all county organizations including radio,voice,and data links,telephone and cellular systems,text,National Warning System,Emergency Alert System,and amateur radio. POLICIES: A. It is the policy of Spokane City/County Communications Departments to provide a hazard warning system,using both public and private resources,in coordination with state and federal agencies. The extent of effort depends on the nature of the hazard, timeliness of the report to emergency management officials,the quality and quantity of information available,communications and warning resources available,media attention, and other situation dependent factors and all FCC regulations are adhered to. SITUATION: A. Emergency/Disaster Conditions and Hazards: See Hazard Identification and Analysis(HIVA) B. Planning Assumptions: L The communications infrastructure may or may not be damaged during a disaster,but a diminished capacity is likely to exist. 2. Established modes of communication will continue to be utilized to the degree they survive the disaster. 3. Alternative means of communications may be required. 4. Local government will request state assistance when necessary through emergency management communication systems. 5. Emergency or disaster warnings may originate from any level of government. 6. Most disaster forecasting resources are located within the federal government. 7. Notification of a threatening situation may come through multiple sources. 8. Spokane Cities/County (who)will focus on coordinating lifesaving activities and reestablishing communications and control in the disaster area. 9. Initial reports of damage will provide an incomplete picture of the extent of damage to telecommunication facilities. 10. Weather,damage to roads and bridges,and other factors will restrict the entry of emergency communications into the area. Spokane CEMP Update 2010 60 Spokane Comprehensive Emergency Management Plan Update 2010 11. Tests of the EAS will be conducted periodically to familiarize the government and the public with the system. 12. In the event that the public instructions need to be translated,the provision of interpreters will be coordinated through the ECC. 13.Nighttime warnings will be difficult to impossible. 14. Reliable communication capabilities are necessary at all levels of government for day-to-day communication,warning of impending disasters, disaster response and recovery operations, search and rescue operations,and coordination between the state,local governments and response agencies. 15.Media responsibilities will be FCC compliant regarding information dissemination for the visual impaired,hard of hearing and DEAF and in accordance with the Inland Northwest Emergency Alert System Plan CONCEPT OF OPERATIONS: A. General 1. Communications a. The Spokane County Sheriff Communication Center is located in the Combined Communications building in Spokane,Washington. The center houses the countywide 9-1- 1 Public Safety Answering Point(PSAP). The center includes dispatch services for various law enforcement agencies and fire departments throughout the county and serves as the initial communications,alert,and warning point for emergency operations. b. The Emergency Alert System(EAS)will be used to disseminate emergency information and instructions to the public using local radiq television,and cable stations. c. The Washington State Emergency Management Office operates the Washington State Warning Point 24 hours a day;Spokane City/County's NAWAS receiving point is the sheriff's office communication center,a 24-hour facility. d. The County Sheriff,Deputy Director of Emergency Management or a designee may activate the EAS. (See INLAND NORTHWEST EMERGENCY ALERT SYSTEM PLAN for details.) 2. Warning: a. When Spokane Cities/County Emergency Management officials are alerted to the threat or occurrence of an emergency/disaster situation,the Emergency Operations Center will be activated at the appropriate level and the situation monitored. b. Monitoring could be a prolonged activity or result in the immediate activation of the local warning system. c. Relevant information will be evaluated for use in public information advisories, and for advising and alerting response agencies and organizations of the situation. d. The EAS will be activated when the public must take some action to prepare or protect itself e. Warning could take the form of one or more of the following: 1. Activation of the Emergency Alert System to disseminate life saving information; 2. Activation of safety advisories; 3. Fire district and law enforcement vehicles that could provide warnings along specific routes using public address systems and sirens; Spokane CEMP Update 2010 61 Spokane Comprehensive Emergency Management Plan Update 2010 4. Activate a call response center in the ECC; 5. Provide local warning information to regional television and radio stations,or other mechanisms,as appropriate. 6. C.O.P.S./S.C.O.P.E Stations,Neighborhood Centers,Block Watch members, Community Emergency Response Teams and other volunteer organizations to canvas areas. £ Warnings will continue until the hazard had subsided or as necessary. EAS warnings will be updated at least once an hour with a termination broadcast issued at the end of the event. B. Organization: See Comprehensive Emergency Management Plan and ECC Guidelines. C. Mitigation Activities: L Test communication and warning systems. 2. Develop interagency communications and procedures between fire, law enforcement, and other city/county agencies,to include the ECC. D. Preparedness Activities: 1. Conduct weekly and monthly test of EAS. 2. Train city and county personnel in the proper use of EAS and other communication systems. 3. Continue to develop and improve EAS. E. Recovery Activities: 1. Repair damaged communications or warning systems. RESPONSIBILITIES: A. Communications Departments: 1. Develop and continually update procedures to ensure,the integrity of appropriate communications system hardware. 2. Develop and continually update procedures to furnish disaster-related information with the ECC,when activated. 3. Assist with the dissemination of information and warnings as requested by the ECC. 4. In coordination with DEM,conduct tests and exercises of communication and warning systems. 5. Install hardware and software,train employees and conductperiodic tests of the Emergency Alert System(EAS). B. Depariment of Emergency Managemenr 1. Collect,record,analyze,display, and distribute information. 2. Coordinate public information and warning. 3. Coordinate governmental and emergency activities. 4. Support first responders by aiding management and distribution of scarce resources and the restoration of services. Spokane CEMP Update 2010 62 Spokane Comprehensive Emergency Management Plan Update 2010 5. Conduct appropriate liaison and coordination activities with all levels of government, public utilities,volunteer and civic organizations,private industry, and the public. 6. Develop ECC procedures for activating the warning system,including appropriate notification lists. Include consideration of special populations. 7. Coordinate related public information through the ECC Public Information Officer and/or the Joint Information Center. C. Fire Agencies: L In coordination with DEM,develop and maintain procedures to provide communications and warning support and services when requested from the ECC. 2. In coordination with DEM,train personnel in proper warning methods. D. Law Enforcement Agencies: L In coordination with DEM,develop and maintain procedures to provide communications and warning support and services when requested from the ECC. 2. In coordination with DEM,train personnel in proper warning methods. 3. When requested,as feasible and without jeopardizing their mission,make Search and Rescue units and volunteers available to the ECC to assist in the warning effort. E. Cities and Towns: L In coordination with DEM, develop and maintain procedures to provide communications and warning support and services when requested from the ECC. 2. Train personnel in proper warning methods. F. ARES/RACES L Activated through Spokane City/County D.E.M.to compliment,augment,or temporarily replace existing communications systems. RESOURCES: See Comprehensive Emergency Management Plan The communication capabilities presently available are: • 9-1-1 Public Safety Answering Point(PSAP) • Commercial Telephone(wire line,cellular,and wireless telephone) • Two-way radio;School District radio system,Avista Corp., Ambulance,etc. • National Warning System(NAWAS);landline voice,intrastate landline voice,located in Spokane County Sheriff Dispatch Center and National Weather Service. • Emergency Alert System(EAS) • CEMNET state radio direction and control • Amateur Radio Emergency Service(ARES)and Radio Amateur Civil Emergency Service(RACES),2-way voice and/or digital radio systems via the amateur service. • NOAA Weather Radio • OSCCR mobile-to-mobile VHF interoperability channel Spokane CEMP Update 2010 63 Spokane Comprehensive Emergency Management Plan Update 2010 • RedNet channel • SAR channel • Combined Communications Bldg.(C.C.B.) • Spokane Police Department • Washington State Patrol Communications Center • HEAR Radio(Hospital Emergency Alert Radio) • Red Cross • Military Resources • Media REFERENCES A. Spokane City/County Comprehensive Emergency Management Plan B. Washington State Comprehensive Emergency Management Plan C. Federal Communications Commission Rules and Regulations, Section 97-107, Emergency Operations D. Spokane County Field Operations Guide(ICS-FOG) E. ECC Guidelines F. ARES/RACES Plan(Spokane County) G. 1NLAND NORTHWEST EMERGENCY ALERT SYSTEM PLAN H. Multi-Casualty Plan(MC� Communication Flow chart L Special Request Resource List J. Washington State OSCCR interoperability plan Spokane CEMP Update 2010 64 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function (ESF) #3 Public Works &En�ineerin� Emer eney Coordination Center Primary: Likely Tasks: • Public Warks Agencies General: Support: • Maintain inventories of resources and Fire Departments. equipment. Spokane Emergency Management. • Send response teams/personnel,equipment,and • Private Contractors. vehicles to the emergency scene,staging area,or • Utilities-Electric,Telephone,Gas. other location,as appropriate. • Public Health • Assist law enforcement and fire services Water and Wastewater Departments personnel in saving lives to include:heavy rescue of people in collapsed buildings;clearing of roads and traffic control;construction of emergency access roads;communication support;use of vehicles far transportation, sheltering,and rescue personnel support;provide technical suppart for the inspection of critical facilities within Spokane County. Emergency Coordination Center(ECC): • Deternline condition,status of Public Warks resources;Identify incident sites requiring Public Works services;Determine present and future need for Public Warks resources to support: Search and rescue;Heavy rescue;Damage assessment;Road,bridge repair;Debris clearance;Road clearance;Flood control;Traff'ic control; Sanitation services;Repair to utility systems. • Obtain and coordinate public warks response teams/personnel,equipment,and vehicles to the emergency scene,staging area,or other location(s),as appropriate. • Develop priorities and coordinate with utility companies the restoration of utilities to critical and essential facilities. • Provide logistical support for demolition operations. Spokane CEMP Update 2010 65 Spokane Comprehensive Emergency Management Plan Update 2010 LEAD AGENCIES: Spokane County/Cities Public Works Departments SUPPORT AGENCIES: Utility Companies(Energy/Telephone) Spokane Depariment of Emergency Management Washington State Department of Transportation(WSDOT) Fire Agencies Law Enforcement Agencies PURPO SE A. To provide engineering support and essential public warks services during emergencies and disasters. B. To define the role of Public Warks in providing resources related to the protection of the citizens and their property when threatened or impacted by a major or catastrophic disaster event. This function is responsible for providing technical advice and evaluations, engineering services, construction management and inspections, einergency contracting, facilities management/maintenance, emergency road and debris clearance, emergency traffic signalization,flood control,and emergency repair of water and wastewater treatment facilities. POLICY A. That the first priority of the Public Warks Department will be to assist Public Safety personnel in the saving of life. B. To provide public warks services to lands and facilities under local jurisdiction. Disaster response to private property shall be done only when a government facility is causing a problem,or when life or public health is threatened. C. To clear transportation routes as per public safety priorities. D. To encourage all organizations, occupying ar managing buildings, to maintain trained personnel to conduct internal preliminary building assessments. RESPONSIBILITIES A. Local Government L Local Public Works Agencies are the lead agencies responsible for organization and mobilization of this function during emergencies. Spokane CEMP Update 2010 66 Spokane Comprehensive Emergency Management Plan Update 2010 2. Local governments are encouraged to develop their own procedures to guide their initial response to emergency events occurring within their jurisdiction.They should consider the following responsibilities in their emergency planning efforts.Responsibilities that a local government cannot fulfill can be deferred to the Spokane Department of Emergency Management(DEM) or ECC. 3. Local government public works responsibilities include: • Assign responsibility to establish an organization wark/controUdispatch center to manage resources and response personnel and maintain contact with the ECC during emergencies or disasters. • Prepare and maintain a current resource list to identify source,location,and availability of equipment. • Assign responsibility to support cleanup and recovery operations following disasters. • Debris clearance,emergency protective measures,emergency and temporary repairs and/or construction on locallands,roads,and facilities. • Provide light/heavy construction and emergency equipment, supplies and personnel. • Direct and coordinate flood-fighting operations. • Provide damage assessments and inspections for roads,bridges, and facilities for public safety concerns and compilation of damage totals. • Provide traffic control signs and barricades for road closures, detours and potential road hazards. • Provide solid waste collection and disposal activities. • Organize methods to dispose of large volumes of solid waste and debris. • Restore vital services. • Support evacuation efforts. B. Emergency Management If local government capabilities are exceeded, support may be available upon request through Spokane Department of Emergency Management. Primary: 1. Public Works departments/agencies,during emergencies can provide or coordinate: • Provide engineering services and advice. • Oversee flood control activities. • Maintain contact with ECC. • Damage assessment,inspection of buildings and facilities, and infrastructure. • Debris clearance. • Road clearance. • Repair and restoration of essential services and vital facilities. • Develop priorities and coordinate with utility companies the restoration of utilities to critical and essential facilities. • Repair to facilities,roads,and bridges. • Flood control. Spokane CEMP Update 2010 67 Spokane Comprehensive Emergency Management Plan Update 2010 • Building inspections. • Repair to utility systems. Support: 2. Fire Departments. • Assist in debris clearance and removal of hazards. • Chain Saws for cutting trees. 3. Spokane Emergency Management. • Coordinate emergency response resources(i.e.,personnel,equipment,and supplies). 4. Private Contractors. • Supports emergency engineering,and public works operations with personnel and equipment. 5. Utilities-Electric,Telephone, Gas. • Provide light duty construction equipment,supplies and personnel. • Provide for emergency repair and restoration of utilities and facilities. • Provide coordinated response with Public Works agencies to facilitate clearing of roads so utility services are restored quickly. • Assess all damage. • Restore all services to essential facilities and ECC. • Provide electric,telephone and gas service to all patrons. • Maintain all lines in good order. 6. Water and Wastewater Depariments. • Maintain water and sewer systems. • Provide potable water. • Provide diking and plugging material for sewer and water system. • Provide temporary sanitary facilities,as needed. • Coordinate with Health Department on water testing. • Decontaminate water system. • Assist in damage assessment. • Maintain contact with ECC. CONCEPT OF OPERATIONS A. GENERAL. L The local governments have public works/engineering capabilities and employ trained staffs in their engineering departments. There are private constructions, engineering and supply resource organizations. During a major emergency the activities and services normally provided by such firms and local government departments/agencies would continue with the emphasis shifting to emerging emergency tasks.The requirement for emergency public works and engineering services expands directly in proportion to the magnitude of the disaster.Nonessential activities would be curtailed or eliminated. Spokane CEMP Update 2010 68 Spokane Comprehensive Emergency Management Plan Update 2010 2. Public Works is an integral part of the emergency management system providing emergency services to citizens within Spokane County.For many single site emergency situations,the function of emergency public works will be an extension of normal duties. However, during widespread,multiple site disasters public works resources and facilities may be in short supply. 3. Existing mutual aid agreements may be able to augment and satisfy a temporary increase in local needs. If local capabilities are exceeded, support may be available from state and federal public works groups. 4. Coordination between public works agencies is necessary to ensure emergency operational readiness.Each department/agency having responsibility for emergency public works must develop SOGs and resource listings to support this plan. 5. A listing of available emergency public works resources shall be available to the ECC when activated. B. COUNTY-WIDE DISASTER. 1. Each Public Works organization will maintain authority within its own jurisdiction. However, during a countywide disaster,all public works and emergency engineering services will be coordinated from the ECC by the Public Works Branch Coordinator. The ECC will act as a regional coordination center to assist with the prioritizing of scarce resources. Routine operations will be handled by standard guidelines. State and federal support will be called upon as needed with requests channeled through the Spokane Depariment of Emergency Management/ECC. C. ECC ACTIVATIONS. 1. When the ECC is activated,the"Public Works Branch Coordinator"to coordinate all public works activities.The Public Works Branch Coordinator is responsible for coordinating all available manpower,equipment and material available to carry out requirements forpublic works services,debris clearance,damage survey,maintenance and repair of local roadways,etc.The Spokane Depariment of Emergency Management Duty Officer/ECC Manager will make requests to the State EOC for additional resources when all local public works resources have been exhausted. 2. Public Works personnel will be alerted according to prescribed departmental/agency policy.The operational priorities for personnel will be assigned by the ECC Public Works Branch.All personnel will report to their pre-designated locations unless otherwise directed by their supervisor at the time they are notified of the emergency.Pre- designation of duties and responsibilities will facilitate a reduction in response time. Spokane CEMP Update 2010 69 Spokane Comprehensive Emergency Management Plan Update 2010 3. Public Works Agencies will establish and maintain lines of communication in the ECC during major response operations to facilitate coordination of activities and resources. 4. During emergency operations,Departments will provide representatives to the ECC.ECC position responsibilities may include: • Staffmg the ECC"Public Works Branch"within the Operations Section. 5. ECC Public Works Branch duties may include: • Ensure operation of Public Warks dispatch and reporting systems. • Determine condition,status of Public Works resources. • Identify incident sites requiring Public Warks services. • Determine present and future need for Public Warks resources to support: - Damage assessment. - Road,bridge repair. - Debris clearance. - Road clearance. - Flood control. - Traffic control. - Sanitation services. - Repair to utility systems. • Obtain and coordinate public warks response teams/personnel,equipment,and vehicles to the emergency scene,staging area,or other location(s),as appropriate. • Sources for additional resources can include: - Mutual aid. - State EOC. - State and federal resources. - Private companies,contractors. • Track resources deployed for disaster response. • Develop priorities and coordinate with utility companies the restoration of utilities to critical and essential facilities. • Recommend disposal sites for debris • Provide logistical suppart for operations. • Damage Assessment(Preliminary and Detailed): - Provide Situation Reports to the ECC - Collect and maintain damage reports. - Determine unsafe facilities. E. DAMAGE ASSESSMENT. 1. An initial ECC priority is to gather as much intelligence about the extent of damage as soon as possible.Public Works personnel will report the need for rescue,the numbers of dead or injured,damage to buildings,public facilities such as roads and bridges, and utilities.These reports will be compiled by dispatch and communicated to the ECC. F. EVACUATION. Spokane CEMP Update 2010 70 Spokane Comprehensive Emergency Management Plan Update 2010 1. Evacuation will be coordinated with the ECC to ensure that the evacuees are moved to an appropriate shelter, and those needing special assistance are provided for. The"Public Works Branch"will ensure appropriate public works support. G. FIELD OPERATIONS. 1. The first priority will be to assist the law enforcement and fire services personnel in saving lives. This may include heavy rescue of people in collapsed buildings;clearing of roads and traffic control;construction of emergency access roads; communication support the use of vehicles for transportation,sheltering,and rescue personnel support the inspection of critical facilities such as hospitals, designated shelters and emergency operations centers. 2. Emergency actions include: • When notif'ied of an emergency situation,send response teams/personnel,equipment,and vehicles to the emergency scene,staging area,or other location,as appropriate. • Assist law enforcement and fire services personnel in saving lives to include:heavy rescue of people in collapsed buildings;clearing of roads and trafFic control;construction of emergency access roads;communication support;use of vehicles far transportation, sheltering,and rescue personnel support;provide technical support far the inspection of critical facilities within Spokane County. • Public Works field emergency operations may include: - Flood control. - Assisting in the evacuation of people at risk in and around the emergency scene. - Assisting damage assessment activities. - Providing emergency generators,fuel,lighting, sanitation to support emergency responders at the emergency scene and at the ECC. - Emergency clearance and removal of debris for reconnaissance of the damaged areas and passage of emergency personnel and equipment for health and safety purposes. - Temporary construction of emergency access routes that include damaged streets,roads,bridges,waterways and any other facilities necessary for passage of rescue personnel. - Provide emergency traffic signs and signal service at pre-designated intersections. - Restoring public utilities and services; Coordinating with utility companies to restore power to disaster victims. - Debris removal operations in areas affected by emergencies or disasters. - Conducting damage assessment activities (through the use of vehicles, remote video equipment,etc.,as appropriate). 3. Law enforcement and fire services agencies will establish inner and outer perimeters to secure a disaster scene.A strict policy of limited access to the disaster area will be rigidly enforced to ensure the safety and well being of the community.All movement into and out of the area will be requested through the established command posts. Spokane CEMP Update 2010 71 Spokane Comprehensive Emergency Management Plan Update 2010 4. Security will be provided for essential facilities if required,and law enforcement officers will assist the Public Works in restricting access to unsafe buildings or areas. H. MUTUAL AID AND AUGMENTATION FORCES. L Mutual aid can be requested from or provided to the state. Spokane CEMP Update 2010 72 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function#4 Fire Services Emergency Coordination Center Primary: Likely Tasks: • Fire Services Agencies General: Support: • Maintain inventories of resources and equipment. • Spokane Emergency Management. • Maintain mutual aid agreements. • Law Enforcement Agencies. Emergency Coordination Center(ECC): • Public Warks. • Identify incident sites requiring firefighting • Red Cross. services. • Determine condition,status of County and • Utilities. municipal firefighting resources. • Determine present and future need for firefighting and other on-scene resources: Communications; Search and rescue;Emergency medical;Heavy rescue;Evacuation;Mass casualty transportation;Mobile shelter;Transport of emergency responders and resources;Other Logistics:food;water;emergency power;lighting; etc. LEAD AGENCIES: Fire Services SUPPORT AGENCIES: City/County Department of Emergency Management Washington State Emergency Management Division Washington State Patrol INTRODUCTION Purpose: To provide an organizational framework that will effectively utilize all available fire fighting apparatus and personnel within Spokane County,control the dispatching of such equipment and personnel to localities where needed,and provide for safe and effective operations at the scene during an emergency/disaster. Scope: This ESF addresses all firefighting activities including the detection and suppression of wild land,rural,and urban fires occurring separately or coincidentally with a significant natural or technological disaster. The scope of this section will not attempt to address Spokane CEMP Update 2010 73 Spokane Comprehensive Emergency Management Plan Update 2010 details regarding mutual aid and regional/state fire resource mobilization responsibilities and procedures that are contained in other document. POLICIES A. During emergency situations,local fire agencies mobilize all available apparatus and personnel required to cope with them. Mutual aid agreements,established pursuant to RCW 39.34.030, are activated when local resources are inadequate. When mutual aid resources are exhausted,the provisions for state fire mobilization apply. B. Priority shall be given to saving and protecting lives,property and the environment in that order. C. Cooperative agreement exist between the local fire agencies and the Washington State Department of Natural Resources and Federal land Management Agencies within the County. D. An"Interstate Mutual Aid Compact"has been established with Washington and the states of Oregon,Idaho,and Montana. Requests for assistance from neighboring states will be made through local Emergency Management channels and coordinated by the Washington State Patrol. E. Each local, state,or federal agency will assume the full cost of protection of the lands within its respective boundaries unless other arrangements are made. Fire protection agencies should not incur costs in jurisdictions outside their area without reimbursement unless there is a mutual aid agreement between those jurisdictions or the response is made under state-authorized fire resource mobilization. It is essential that the issue of financial limitation be clarified through proper official channels for efficient execution of fire support. The introduction section of Reference E contains an excellent graphic description of fire mobilization stages and responsibilities. SITUATION A. Emergency/Disaster Conditions and Hazards: See Potential Disasters to Spokane County (Table#1 HIVA,Basic Plan) B. Planning Assumptions: 1. Urban,rural,and wild land fires will occur within Spokane County. In the event of an earthquake or other signif'icant event,large fires could be common. 2. In a disaster some firefighting resources will becoine scarce or damaged. 3. Wheeled-vehicle access will be hampered by bridge failures,landslides,etc.,making conventional travel to fire locations extremely difficult or impossible. Air attack by air tankers, helicopters,and/or smoke jLUnpers may be essential in these situations. Helicopters will be scarce resources. Usable airports will be congested. 4. State and other resources will be called upon. 5. Eff'icient and effective mutual aid among the various local,county,state,and federal fire fighting agencies requires the use of the Incident Command System(ICS)together with compatible firefighting equipment and communications.ICS will be utilized by all firefighting agencies. 6. Many first responders in Spokane County are volunteers. Although they are dedicated in a major disaster they are not obligated to leave a family crisis ar their warkplace to assist in Spokane CEMP Update 2010 74 Spokane Comprehensive Emergency Management Plan Update 2010 emergency efforts.Volunteer first responders will stay with their families until they are assured they are safe. The early capability to fight fires will be compromised far this reason. CONCEPT OF OPERATIONS General: 1. Fire agencies,in addition to having 24-hour operational capability,have two-way radio communication links between their respective mobile units and the dispatch center(CCC). 2. Fire units,with the use of their sirens and public address systems,are a valuable resource for disseminating warning and emergency information. 3. All fire agencies within Spokane County operate response vehicles,which have the capability of Advanced Life Support(ALS) and/or Basic Life Support(BLS). In addition,all areas are supplemented by private ambulance service,which provides ALS transport. 4. The Incident Command System(ICS)shall be used by first responders and local jurisdictions in the State of Washington to manage an emergency incident. ICS is required by SARA Title III to manage any hazardous materials incident.The ranking member of the first arriving response unit assumes command until relieved. An Incident Command Post(ICP)is established as the focal point for all emergency operations.The local fire agencies have established a Major Incident Support team (IMT)to provide management support for major incidents within the county. 5. An Incident Action Plan will be developed and shared with the ECC,if activated,to assure that all personnel are working with a common plan. 6. A fire service representative will be provided to fulfill fire coordination responsibilities within the ECC during and emergency/disaster in accordance with the Spokane County Fire Resource Plan(Reference G) as adopted by the Inland Empire Chiefs Association. Fire Suppression: Urban/Rural Fires a. Local fire protection districts and municipal fire departments have the primary responsibility far the suppression and control of fires within their respective fire protection jurisdictions.For those incidents requiring additional support,mutual aid agreements are in place.In the event the incident involves multiple local and/or state/federal jurisdictions they will utilize unified command or a joint delegation of authority to an IMT to manage the incident. b. As part of the Northeast Region Fire Defense area, Spokane County has developed a companion plan to the regional and state documents that address situations exceeding mutual aid agreements. (See References E,F,and G). c. Fire suppression and control assistance may,in some instances,be provided on a limited basis by federal agencies and the military by pre-established mutual aid agreements. (Reference Washington State Comprehensive Emergency Management Plan). Spokane CEMP Update 2010 75 Spokane Comprehensive Emergency Management Plan Update 2010 d. If a fire threatens or is likely to become a fire of major magnitude,assistance may be available from the federal government under an emergency declaration by the President. Requests for such declarations are handled through normal emergency management channels. Wild land Fires a. Per the Washington State Fire Plan,the State Department of Natural Resources (DNR)takes action in all wildfires outside incorporated cities and towns, regardless of land ownership,which jeopardize DNR-protected lands,and on adjacent US Forest Service or Depariment of the Interior lands. b. In those instances when a fire threatens such destruction as would constitute a major disaster,assistance maybe available through federal fire suppression. c. A fire protection district will take immediate action on DNR(State)protected lands outside of its jurisdictional boundaries,when such response could prevent the spread of fire onto lands protected by the district, and shall be reimbursed for said action as defined by agreement between the agencies. d. A fire protection district takes immediate fire confinement/control action on wild lands within its jurisdictional area for which it shares protection responsibility with DNR In most cases,DNR will also respond and incident command and operations will be unified. Organization: The Incident Command System will be urilized. Procedures: Fire Agency Authority a. If an emergency occurs within the Spokane County limits,the local fire protection authority in which the emergency occurs will exercise overall authority for fire service activities and responsibilities. b. Major or multiple fire incidents or disasters will be managed as prescribed by the Spokane County Fire Resource Plan(Reference G) and the Spokane County Field Operations Guide. E. Mitigation Activities: Fire agencies will work with local government,business/industry and citizens to ensure Spokane is a disaster resistant community. F. Preparedness Activities: 1. Department of Emergency Management(DEM) a. Minimize the effects of an emergency/disaster and facilitate recovery efforts. b. Organize and coordinate the preparation of plans. c. Develop and maintain the Emergency Operations Center,formulate the ECC Plan and provide for alternate ECC sites. d.Identify equipment resources e.Provide training opportunity for personnel. 2. Fire Agencies and Municipal Fire Departments a. Coordinate,maintain,and review procedures for emergency/disaster operations. For Spokane County,this is the Spokane County Fire Resource Plan. Spokane CEMP Update 2010 76 Spokane Comprehensive Emergency Management Plan Update 2010 b. Assess equipment and training needs. a Establish procedures far coordinating all public infonnation releases. d. Establish procedures for procuring logistical support of fire resources. e. Make provisions for alternate fire ICP/bases. f. Establish communication links with law enfarcement agencies far coordination of warning and evacuation confirmation functions(See ESF-3). g. Establish mutual aid agreements to maximize utilization of resources. h. Provide a fire representative to serve as fire coordinator in the Spokane County ECC as provided by the Spokane County Fire Resource Plan(See Reference G)and the Spokane County Field Operations Guide. G. Response Activities: 1. Department of Einergency Management a. Activate and manage the ECC or alternates. b. Issues emergency warning(s). c. Activates EAS,as necessary. d. Coordinates with all appropriate agencies,including govemment,public service,private and volunteer organizations. 2. Fire Agencies a. Respond to calls for fire,rescue/extrication,emergency medical assistance,hazardous material spill or release,and evacuation. b. Notify key staff based on infotmation received from Communications Center and/ar the ECC. a Provide fire resources and incident nlanagement in accordance with Spokane County Fire Resources Plan(Reference G). d. Provide temporary power and emergency lighting at emergency scenes when needed. e. Request,coordinate with and assist,as necessary,law enforcement in warning the public, evacuation,roLrting,and/ar traffic control. f. Support emergency operations as defined in agency emergency operating procedures or as requested by the County and/or City ECC,such as damage assessment. g. Perform situation safety assessments. H. Recovery Activities: 1. Department of Emergency Management a. Continues ECC operations until it is determined that ECC coordination is no longer necessary. b. Updates plans and procedures based on critiques and lessons learned during the event. 2. Fire Agencies a. Demobilize fire resources and related incident support. b. Support recovery efforts as requested by the ECC/DEM. a Coordinate and complete incident documentation and cooperate in cost recovery procedure. d. Evaluate operations and provide feedback to DEM for incorporation into updates of plans and procedures. RESPONSIBILITIES Fire Services: 1. Provide suppression and control of fire within their respective fire protection jurisdictions (including those DNR or government lands that are contracted with local districts), support other fire protection agencies responding under mutual aid Spokane CEMP Update 2010 77 Spokane Comprehensive Emergency Management Plan Update 2010 agreements,and support the provisions of both the Spokane County and Northeast Region Fire Resource Plan. 2. Provide Incident Command. 3. Support warning and evacuation efforts. 4. May provide medical response,which includes Advanced and Basic Life Support. Spokane Depariment of Emergency Management 1. Provides for alert and warning of persons located in the affected area through the media and the Emergency Alert System(EAS). 2. Serves as liaison between local jurisdictions,response agencies and the state for requesting resources when the capabilities of local response agencies are exceeded. 3. Provides training to fire response personnel,as appropriate. 4. Provides capabilities for coordinating response,resources,and assets by activating and managing the ECC. 5. Request damage assessment by the Federal Agency Support Team(FAST). Northeast Region: Regional Fire Resources Coordinator coordinates mobilized resource assistance to regional jurisdictions per the State Mobilization Plan and the Regional Fire Defense Plan(See References E and F). Washington State Emergency Management: Coordinates assistance to local government for fire activities and mobilization resources per the provisions of the Washington State Fire Services Resource Mobilization Procedures. Federal Emergency Management Agency (FEMA): 1. Administers fire suppression assistance to the state pursuant to PL 93-288 of the Disaster Relief Act of 1974, Section 417,when a fire destruction threat would constitute a major disaster. 2. Provides training for fire suppression and hazardous materials control to local fire jurisdictions through the National Fire Academy in Emmitsburg,Maryland. REFERENCES A. The Federal Response Plan,for Public Law 93-288, as amended,April 1992 B. Washington State Comprehensive Emergency Management Plan C. Revised code of Washington,39.34.030,38.54, 76.04,43.63A,38.52; and Title 52 and 35 RCW D. "Interstate Mutual Aid Compact" E. Washington State Fire Services Resource Mobilization Plan F. Northeast Region Fire Defense Mobilization Plan G. Spokane County Fire Resource Plan H. Spokane City/County Comprehensive Emergency Management Plan Spokane CEMP Update 2010 78 Spokane Comprehensive Emergency Management Plan Update 2010 ATTACHMENTS Warning/Evacuation Notif'ication Instructions Spokane CEMP Update 2010 79 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function#5 Emer_�encv Mana_eg ment PURPOSE A To provide far the effective coordination of emergency operations by standardizing the principles and methods of emergency response within Spokane County. B. To maximize effective response capabilities to multi-agency and multi-jurisdictional einergencies by facilitating and improving the flow of information and coordination within and between operational levels of the system. C. To provide for effective mobilization, deployment, utilization, tracking and demobilization of resources. D. To enhance and coordinate intelligence gathering and infarmation sharing capabilities. POLICY. A. That each department (division)/agency will designate a priinary and alternate location from which to establish direction and control of departmental activities during an emergency or disaster. Certain departments may decide to direct their department operations from the ECC, depending on circumstances. Departments shall keep the ECC informed as to what has happened, what they can do about it,and what they need. C. That each department (division)/agency will appoint a representative to participate in the ECC operations as needed. C. To utilize the National Incident Management System (NIMS) as the organizational basis for response to any emergency. RESPONSIBILITIES A. LOCAL GOVERNMENT. L Local governments are encouraged to develop their own procedures to guide their initial response to emergency events occurring within their jurisdiction.They should consider the following responsibilities in their emergency planning efforts. 2. Spokane Depariment of Emergency Management is the lead agency responsible for organization and mobilization of this function during emergencies. 3. Each local government will: Spokane CEMP Update 2010 80 Spokane Comprehensive Emergency Management Plan Update 2010 • • Identify a point of contact for implementation. • • Initiate response to emergencies and activate a local on-scene command post as necessary. • • Establish,maintain contact with DEM. • • Develop and maintain local emergency procedures. • • Provide adequate communications capabilities. • • Maintain a constant schedule of training, testing, and maintenance for manpower, equipment,supplies. B. Spokane Department of Emergency Management. If local government capabilities are exceeded, support may be available upon request through the Spokane Depariment of Emergency Management(DEM)from the following departments/agencies that comprise the emergency organization for this function: Primary: 1 Spokane DEM • • Designated by interlocal agreement to serve as lead agency for this function. • • Ensure development of and maintains the Comprehensive Emergency Management Plan(CEMP). • • Provide coordination among local, state, federal, private and volunteer organizations. • • Maintain liaison with neighboring jurisdictions. • • Identifies necessary human services facilities for emergency use. • • Ensure a functional ECC. • • Monitor the situation for ECC activation. • • Activate ECC when necessary. • • Advise elected officials, departments and agencies of government and other non-government relief agencies regarding the nature, magnitude and effects of the emergency. • • Assist jurisdictions with preparing Emergency Proclamations. • • Coordinate requests for emergency assistance. • • Ensure the county Emergency Alert System(EAS)is functional. • • Establish and maintain a public information center within the ECC. • • Develop and maintain appropriate current emergency public information material in support of emergency public protection actions. • • Disseminate emergency information and instructions to the general public, and coordinates implementing actions of departmental public information officers. • • Develop and maintain a current personnel roster for ECC staffing. Spokane CEMP Update 2010 81 Spokane Comprehensive Emergency Management Plan Update 2010 • • Orient and train the ECC staff and at least annually conducts an exercise of this CEMP. • • Review the CEMP annually and update as necessary. The update shall take into account changes identified by tests,exercises and actual events. • • Forward CEMP updates and changes to all organizations and individuals identified as having responsibility for implementation. Support: 3. Departments/Agencies,All. • • Are part of the emergency management organization as outlined in this plan. • • Perform functions in the ECC or on-scene as assigned. CONCEPTS OF OPERATIONS. A. GENERAL. 1. The Spokane DEM is the lead agency for facilitating coordination among local, state, federal and private sector agencies and groups within Spokane County. 2. During a full ECC Activation,all ECC representatives are expected to coordinate directly with their functional counterparts in the locaUstate/federal government,and private sector. 3. Local jurisdictions,including Spokane County,the cities and towns,fire,school,utilities and other special districts,will be encouraged to be part of this system to bring together what will be needed to respond to an emergency event or disaster. B. ORGANIZATIONAL LEVELS. (See Attachment 1,organizational Levels chart.) 1. Emergency Management System consists of three organizational levels,which are activated as necessary: • a. Field Response Level is comprised of first line responders representing their respective agencies. • b. Local Jurisdiction Level is comprised of a political subdivision (cities/towns) and special districts (utilities, schools, fire, etc.). These entities are responsible for carrying out their responsibilities within their respective boundaries. • The County level is not a single political subdivision rather a special purpose organization created to accomplish specific tasks during times of emergency. The Spokane Department of Emergency Management(DEM) will be the lead agency in the development and operation of the Emergency Coordination Spokane CEMP Update 2010 82 Spokane Comprehensive Emergency Management Plan Update 2010 Center (ECC). It will be utilized as needed for any multi-agency or multi- jurisdictional responses. C. STANDARDIZED MANAGEMENT METHODS. 1. Field response personnel,local jurisdictions,and the operational area,will use the Incident Command System(ICS)in their emergency management environment,which is usually an incident command post(ICP)and the emergency coordination center(ECC),if deemed necessary. ICS provides standardized procedures and terminology,a unified command structure, a manageable span-of-control,and an action planning process which identifies overall incident response strategies and specific tactical actions. Through improved communications within the County,resource and facility requests and deployment can be better coordinated. Collecting,processing and sharing damage assessment situation status and other intelligence informarion will maximize the efficiency and effectiveness of response efforts. D. EMERGENCY SUPPORT FUNCTIONS(ESFs). 1. Response to and recovery from emergencies and disasters begins with performance of Emergency Support Functions(ESFs).ESFs represent groupings of types of assistance activities that citizens are likely to need in times of emergency or disaster. 2. A lead agency/department for each ESF has been identified as the agency/department with Primary Responsibility.The lead agency/department is responsible for identifying the resources(support agencies)within the ESF that will accomplish the mission,and will coordinate the resource delivery. 3. Emergency Functions assigned to the various jurisdictions—agencies and organizations involved in emergency and disaster response—will generally parallel their normal day- today functions. E. MUTUAL AID. L Incidents frequently require responses that exceed the resource capabilities of the affected response agencies and jurisdictions.When this occurs other agencies,local jurisdictions, and the state provide mutual aid. Mutual Aid is intended to provide adequate resources, facilities,and other support to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation. F. DIRECTION AND CONTROL. Spokane CEMP Update 2010 83 Spokane Comprehensive Emergency Management Plan Update 2010 1. General. • a. The Chief Elected Official (CEO) of the local government in whose jurisdiction the emergency occurs will exercise direction and control activities within that jurisdiction. CEO will coordinate with the DEM who is responsible for implementing the CEMP. Each jurisdiction shall establish Standard Operating Guidelines (SOGs) to control and direct response actions. In cases where local resources to contend with an emergency do not exist or have been depleted, the affected CEO, in coordination with the DEM, should request state aid through the state EOC. • b. The CEO of the local government may declare a"State of Emergency" to expedite access to local resources needed to cope with the incident. If the needed response exceeds these local capabilities, a disaster has occurred. The CEO may,by emergency proclamation,use local resources and employees as necessary, and alter functions of departments and personnel, as necessary. If the situation is beyond capability of depariment/agencies/organizations within the jurisdiction, a request for state and/or federal assistance may be in the original proclamation, or included in a second proclamation presented to the Governor through the Washington State Department of Emergency Management. These request are processed through the Spokane DEM. • c. During emergency operations the DEM is responsible for the proper functioning of the ECC. The DEM also acts as a liaison with state and federal emergency agencies, and neighboring counties. • d. The Emergency Coordination Center (ECC) is the central point for managing emergencies as defined within the ECC guidelines (See Attachment). The purpose of this central point is to ensure harmonious response when the emergency involves more than one political entity and several response agencies. Coordination of services will be through the ECC Manager and Section Chiefs to provide far the most efficient management of resources. • e. Specific persons and agencies are responsible for fulfilling their obligations as presented in the Basic Plan and Emergency Function Annexes. Department/agency heads will retain control over their employees and equipment. Each department/agency shall develop Standard Operating Guidelines(SOGs)to be followed during response operations. • g. Department/agency heads and other officials legally administering their office may perform their emergency function(s) on their own initiative if, in their judgment, the safety or welfare of citizens are threatened. The DEM should be notified as rapidly as possible. Spokane CEMP Update 2010 84 Spokane Comprehensive Emergency Management Plan Update 2010 • h. During an ECC activation, emergency services will be represented in the ECC by Branch Coordinator, who will coordinate their activities under the supervision of the ECC Manager. Spokane CEMP Update 2010 85 Spokane Comprehensive Emergency Management Plan Update 2010 2. Local Governments:Direction and Control. The response organization of a local government is the responsibility of the Chief Elected Official(CEO).It consists of all agencies and resources of that local government and applicable volunteer and private resources.The CEO may,by emergency proclamation,use the jurisdiction's resources and employees as necessary, and alter functions of departments and personnel as necessary.If"outside"resources are needed,the request will be through the DEM or ECC.Resources made available to the local government will be under the operational control of the CEO or his designee. When the resource mission is completed,the DEM/ECC will be notified, and the resource returned for other assignment. 3. Spokane Depariment of Emergency Managemenr Direction and Control. • a. The DEM is responsible for the coordination of emergency management System activities within Spokane County. • b. DEM's responsibility for the preparation for, and carrying out of emergency functions to prevent/mitigate,prepare for, respond to, and recover from emergencies/disasters; and the authority for direction and control of the organization, administration and operation of the emergency management program is found in the state law, as amended, and the Inter local agreement (See Policies and Authorities in the Basic Plan), as amended. • c. All local government departments (divisions)/agencies are part of the emergency management system as outlined in this plan. This plan will be utilized to guide response to emergencies/disasters or the imminent threat. 4. Emergency Coordination Center(ECC)-Activation. a. Although the field incident command system is an outstanding way of managing manpower,resources and logistics on scene at an emergency or disaster incident, it should not be considered sufficient in and of itself to handle all management aspects of a disaster or emergency.Anytime a disaster or emergency situation goes beyond the capability of a single jurisdiction, or requires multiple agencies or departments,the activation and use of the ECC shall be considered. b. The Emergency Coordination Center (ECC) is an essential tool for successful response and recovery operations. With decision and policy makers located together,personnel and resources can be used efficiently. Coordination of activities will ensure that all tasks are accomplished, minimizing duplication of efforts. c. The ECC is the place where chief elected officials, major department heads and specialized resources will come together and handle community-wide policies, decisions, media relations, manpower and resource procurement. This is especially important when the damage or disaster strikes in several locarions involving multiple jurisdictions, where several field command posts may be Spokane CEMP Update 2010 86 Spokane Comprehensive Emergency Management Plan Update 2010 established and when the sociological,political, and media impacts will be great. Coordination of acrivities will ensure that all tasks are accomplished, minimizing duplication of efforts. d. Depending upon the severity and magnitude of the disaster, activation of the ECC may not be necessary,may only be partially required,or may require full activation. Partial activation would be dictated by the characteristics of the disaster and would involve only those persons needing to interact in providing a coordinated response. e. When the decision is made to activate the ECC, the DEM staff will take action to notify and mobilize the appropriate organizations and operations centers which they are responsible for coordinating. g. Depariments (Divisions), agencies, organizations assigned to an ECC function,when notified,will: • Call-up and dispatch their personnel to the ECC as per their Standard Operating Guidelines(SOGs). • Activate and ensure their emergency communication systems are functioning, especially internally to their key personnel(as per their SOGs) • Activate their SOGs and be prepared to carry out their responsibilities as indicated in this plan. Specific "how to" actions and tasking to perform indicated responsibilities are found within each department's/agency's SOGs. h. When the ECC is activated, it is essential to establish a division of responsibilities between the incident command post and the ECC. It is essential that a precise division of responsibilities be determined for specific emergency operations. Common ECC tasks include: • Assemble accurate information on the emergency situation and current resource data to allow officials to make informed decisions on courses of action. • Work with representatives of emergency services, determine and prioritize required response actions and coordinate their implementation. • Suspend or curtail government services,recommend the closure of schools and businesses, and cancellation of public events. • Provide resource support for the incident command operations. • Issue county-wide warning. • Issue instructions and provide information to the general public. • Organize and implement large-scale evacuation. • Organize and implement shelter and mass arrangements for evacuees. • Coordinate traffic control for large-scale evacuations. • Request assistance from the state and other external sources. 7. Emergency Coordination Center(ECC) - Organization and Staffing. (See Attachment 2.) Note: Complete ECC operational details,to include detailed job descriptions and checklists of tasks,are contained in the Emergency Coordination Center Standard Spokane CEMP Update 2010 87 Spokane Comprehensive Emergency Management Plan Update 2010 Operating Guidelines, and published separately. 8. Continuity of Operations. • a. In an emergency there will be two levels of control. The first level of control will be at the scene of the incident. The second level will be at the ECC where overall coordination will be exercised • b. In a single site emergency, the government body having jurisdiction will respond to the scene. The on-scene management will fall under the jurisdiction of the local department best qualified to conduct the response, recovery and control operations. The department's senior representative at the scene will become the on-scene incident commander and will be responsible for the overall response operations. The field incident commanders are local officials, usually fire or police officers. The local coordination and commitment authority for local resources is retained by the local elected officials,and delegated as appropriate. • c. During widespread emergencies, decision-making authority and control of the emergency is retained by those that have statutory responsibility. 9. Facilities. • Incident Command Post. • When appropriate, an incident command post(s) will be established in the vicinity of the incident site(s).The incident commander will be responsible for directing the emergency response and managing the resources at the incident scene. • Depariment/Agency Operating Locations. • Each depariment/agency is directed to establish a primary location and alternate location from which to establish direction and control of its respective activities in an emergency or disaster. This may be from the ECC, or other location, depending upon the circumstances. 10.Reports. County and Municipal departments are expected to complete and submit reports as required by Spokane DEM. 11. Records. a. Local departments are responsible for keeping records of the name, arrival time, duration of utilization, departure time and other information relative to the service of emergency workers, as well as documentation of the injuries, lost or damaged equipment, and any extraordinary costs. Spokane CEMP Update 2010 88 Spokane Comprehensive Emergency Management Plan Update 2010 b. Local governments have established administrative controls necessary to manage the expenditure made to support emergency operations. This is done in accordance with the established local fiscal policies and standard cost accounting procedures. c. The Incident Command Post and the ECC shall maintain accurate logs recording key response activities. d. For major emergencies or disasters, all departments and agencies participating in the emergency response shall maintain detailed of cost for emergency operations to include: • Personnel costs,especially overtime costs. • Equipment operations costs. • Costs for leased or rented equipment. • Costs for contract services to support emergency operations. • Costs of specialized supplies expended for emergency operations. These records may be used to recover costs from the responsible party or insurers,or as a basis for requesting financial assistance for certain allowable response and recovery costs from the state and/or federal government. ATTACHMENTS AND/OR REFERENCES. A. ATTACHMENTS. L Incident Organizational Levels Example 2. ECC Organizational Chart Sample. 3. ECC Plan Spokane CEMP Update 2010 89 Spokane Comprehensive Emergency Management Plan Update 2010 Attachment 1 Organizational Levels � EOC=Emergency Operations Center - ECC=Emergency Coordination Center ICP=Incident Command Post � \ Local Jurisdiction ' Local Jurisdiction �• �• , � • ' �• �• � � Local Jurisdiction ' � �� Operations Plans& Logistics Finance Intelligence Administration Local Jurisdiction � � Local Jurisdiction �• Incident � Commander 1• Operations Logistics Finance � Administration � Local Jurisdiction Local 7urisdiction �• , � �• �• � Spokane CEMP Update 2010 90 Spokane Comprehensive Emergency Management Plan Update 2010 Attachment 2 ****Please note that Emergency Management Council(EMAC)and the Policy Group is not shown in this diagram. ECC Manager Operations Plans Finance/Recovery Logistics Section (Collecting IAP's (Initial IA& PA (Support for the Chief Disseminate & ECC) (Resource support SitReps) Track approved For Incident- cost ensure through Authorization for Operations) Branch Director Branch Director Branch Director ranch Director ESF 13 ESF 6 ESF 1 ESF 4 Public Safety Mass Care Transportation Fire Fighting Housing Human Services Spokane CEMP Update 2010 91 Spokane Comprehensive Emergency Management Plan Update 2010 Attachment 3 SPOKANE COUNTY EMERGENCY COORDINATION CENTER GUIDELINES �. EOC I � ' ' ' . ` uc� * � = i � - = i i � - November 2009 Spokane CEMP Update 2010 92 Spokane Comprehensive Emergency Management Plan Update 2010 Table of Contents A. Purpose of the Guidelines 3 B. ECC Definition 3 C. Activation Levels 3 Level I 4 Level II 4 Level III 4 How to Activate the ECC 5 Requesting Activation of the ECC 5 Deactivation 6 D. Location and Capabilities of the ECC 6 Primary 6 Alternate 6 E. Spokane Department of Emergency Management(DEM) 7 F. Organization of the ECC 7 ECC Organizational Chart 7 Positions/Responsibilities within ECC 8 Example ECC Organizational Chart 8 ECC FLOOR PLAN (Diagram) 9 G. Glossary 10 Annex `A' — ECC Organizational Position Overview 12 Spokane CEMP Update 2010 93 Spokane Comprehensive Emergency Management Plan Update 2010 ECC Manager Checklist 15 MAC Group Coordinator Checklist 17 PIO/JIC Checklist 18 Liaison Officer Checklist 20 Operations Support Section Chief Checklist 21 Planning Support Section Chief Checklist 22 Logistics Support Section Chief Checklist 24 Finance Support Section Chief Checklist 25 Annex `B' - Emergency Support Functions 27 Annex `C' - ECC and NIMS Reference Information 31 Annex `D' — Incident Action Plan (IAP) template for 35 Jurisdictions/Agencies to submit to the ECC Annex `E' —Situational Report Template for the ECC to submit 36 to the State EOC Spokane CEMP Update 2010 94 Spokane Comprehensive Emergency Management Plan Update 2010 A. Purpose of the ECC Guidelines The purpose of an ECC is to establish a centrallocation where government at any level can provide interagency coordination and execute decision making to support incident(s)response. The ECC guidelines are intended to assist emergency managers; elected officials; ls`response disciplines,County,city,and district managers in providing a centralized focal point for; situation assessment,decision making,resource support,resource allocation and information coordination/dissemination during a disaster or major incident. B. ECC Definition The ECC is a function from which centralized emergency management coordination is performed. The Spokane County ECC is configured around a Multi-Agency Coordination (MAC)/Emergency Support Function(ESF)model. The ECC has been established to coordinate support for response and recovery to multi-agency and multi-jurisdictional emergencies in Spokane County. The physical size, staffing and equipping of an ECC depends on the size of the incident,resources available and anticipated incident management workload. ECC's may be organized and staffed in a variety of ways. By standardizing key elements of the emergency management system,the ECC is intended to: • Facilitate the flow of information within and between agencies and levels of the government (Local,County, State, and Federal) and the community during times of emergency/disaster. • Facilitate the coordination of resources among all responding agencies during an emergency/ disaster. • Assist in coordination for continuity of services throughout the community during an emergency/disaster. Use of the ECC is intended to provide support,coordination and prioritization of scarce resources throughout an incident. It will also reduce resource ordering duplication on multi- agency and multi-jurisdictional responses. The ECC is designed to be flexible and adaptable to the varied disasters that might occur,to the needs of all emergency responders and to all agencies involved. The ECC will coordinate and support resource requirements using mutual aid, mobilization plans(fire,law), and any other existing processes. C. Activation Levels ** If in the event that a disaster declaration is made or anticipated,the ECC should be activated. The activation level is dependant on the totality of the circumstances within each incident(s) in the community,the recommendation by the incident commander/unified command,and the Spokane CEMP Update 2010 95 Spokane Comprehensive Emergency Management Plan Update 2010 number of resources or Emergency Support Functions(ESF's)required to support the incident(s). The activation level is dependant on numbers of emergency response personnel required, available resources, and coordination and support required under command of an appropriate authority to carry out decision and activiries in direct support of an incident or threat. The National Incident Management System(NIMS)will be utilized to support coordination and support requirements. The three ECC activation levels are described briefly below. The levels are activated as needed for an emergency/disaster. Priar to an activation of the ECC, an incident will be supported by the DEM Duty Officer. This Duty officer is available 24 hours a day,7 days a week,to respond during all levels of ECC activation. They will be involved with all ECC activations at the appropriate intensity and duration while responding to the requirements of the agencies DEM supports. The DEM Duty Officer's may also respond to unique circumstances that are not specifically Addressed in the Duty Officer Guidelines.In such cases,the duty officer in coordination with the IC(s) and based on incident requirements will use independent judgment, eaperience and training to determine the best course of action. Level I Incident(Normal): Key personnel only Primary purpose for activation at this level: • Situational Awareness(SA) • Logistical Support The incident is at a level, or about to reach a level,where support and coordination of resources may not be accessible directly to the IC or support and/or assistance in ordering resources is needed. Initial staffing of the ECC could be staffed solely by the DEM Duty Officer,based on incident complexity and its support requirements. Level II Incident(Monitor): Key personnel and personnel from responding agencies Primary purpose for activation at this level: • Situational Awareness(SA) • Logistical Support • Planning • Disaster Declaration Possible In addition to the activities outlined in Level I,the incident is at this level where coordination, support,and resource ordering/allocation should be conducted in a centrallocation. Spokane CEMP Update 2010 96 Spokane Comprehensive Emergency Management Plan Update 2010 The incident requires deployment of resources from agencies within Spokane County that may not be actively involved in the incident or from outside Spokane County. The incident may involve multiple jurisdictions and extend multiple operational periods. The cost of the incident could influence operations making cost share agreements critical. If in the event that a disaster declaration is made or anticipated,the ECC should be activated. Emergency Support Functions(ESF's)may be utilized and supported by disciplines and agencies as required. ESF's are briefly described in Annex `B'. Level III Incident(Full):All personnel Primary purpose for activation at this level: • Situational Awareness(SA) • Logistical Support • Planning • Disaster Declaration Likely • Multi Agency Coordination(MAC) Group support required • Continuity of Government Coordination In addition to the activities outlined in Level II,the incident(s)is potentially at a level where the coordination of limited resource allocation should be facilitated by a Multi-Agency Coordination Group(MAC Group). The MAC Group is formed and the Command and General Staff functions are staffed at a level deemed necessary for the incident. This incident may be a complex incident with political,social and multi-agency/multi-jurisdictional implications or extending over a large area. Additionally,Continuity of Government and Operations would be best supported at this level of activation. How to Activate the ECC The activation and the level of activation of the ECC will depend on the totality of circumstances within each incident. The ECC will be activated if an incident is at a level or is anticipated to reach a level(either due to the number of agencies involved ar the number of personnel and resources required)where off-site coordination of resources and information is required. When activated,the ECC will serve as the County-wide focal point to coordinate and facilitate incident information between Local, State and Federal government. When circumstances exist where the ECC activation is required,the Spokane DEM Duty Officer is responsible for its activation.. Circumstances could exist where the ECC is considered activated and the support and coordination is provided only by the DEM Duty Officer. Requesting Activation of the ECC Activation of the ECC is determined by the Incident Commander(s) (IC) or senior or elected officials of the jurisdictions and organizations that have statutory responsibility affected by the incident(s). Spokane CEMP Update 2010 97 Spokane Comprehensive Emergency Management Plan Update 2010 Process to Activate the ECC: • Spokane DEM Duty Officer is contacted via duty officer pager or dispatch by an authorized representative. • An initial situational update is to be provided to the Duty Officer. ECC objectives, purpose,and role as well as activation level is determined. • DEM Duty Officer will request support from DEM and disciplines and/or agencies affected to activate the ECC. The DEM Duty Officer may support the activation of the ECC or continue to provide support to the jurisdiction(s) affected depending on their level of involvement to the ongoing incident(s). In this situation,the DEM Duty Officer will notify another DEM Staff member to assist with the ECC activation. • The ECC Checklist will be utilized to initially open the ECC. NOTE: In order for the ECC to provide the required coordination and support needed,the agencies,disciplines,or organizations within the affected jurisdiction(s)will provide dedicated support and personnel to the ECC to staff the Emergency Support Functions(ESF) functions and MAC Group during times of activation as identified in the Basic Plan. Emergency Support Functions(ESF's)may be utilized and supported by disciplines and agencies as required. ESF's are briefly described in Annex `B'. Deactivation The ECC Manager makes the decision to deactivate the ECC, after consultation with the primary agencies and jurisdictions involved and an assessment of the current and long-range effects of an incident have been completed. D. Location and Capabilities of the ECC Primary Location The primary Emergency Coordination Center(ECC)is located at 1618 N. Rebecca, Spokane WA. The facility is located within the Spokane Fire Department's Fire Training Center(FTC). The Fire Training Center/ECC is maintained in a state of readiness for conversion and activation. The facility is used for training and is a designated,but not a dedicated ECC facility. The facility is equipped with the ability to be separated into four separate quads with two conference rooms and an auditorium,allowing for flexibility and expansion depending on the needs of the incident. During periods of activation and as required, Conference Room A has been designated as the Joint Information Center(JIC) and Conference Room B may be activated as a Call Bank if 2-1-1 is not utilized far this function. See attached diagram 1. See Annex A for activation checklists and staffing responsibilities. Alternate Location Spokane CEMP Update 2010 98 Spokane Comprehensive Emergency Management Plan Update 2010 In the event that the primary ECC cannot be activated or is not functioning,the ECC can be relocated to another location. The back-up ECC location is at 3801 E Farwell,Mead WA. The Facility is the Spokane County Fire District 9 Administrative Building. See Annex A for activation checklists and staffing requirements. E. Spokane Department of Emergency Management(DEM) The Spokane Depariment of Emergency Management(DEM)Duty Officer acts to support incident and ECC requirements and activations under the direction/delegation of the Director/Deputy Director of Emergency Management. As identified in the County Comprehensive Emergency Management Plan(CEMP),DEM is responsible for: ■ Coordinates all phases of emergency management. ■ Coordinates local,state,federal,private and volunteer organizations. ■ Assists in preparation of emergency proclamations for the Board of County Commissioners and City Councils and forwards to State EMD. ■ Registers emergency workers. ■ Assists with resource management. ■ Coordinates volunteer resources. ■ Maintains a primary ECC. ■ Registers individuals and organizations offering assistance to disaster victims. ■ Coordinates the referral of volunteer assistance to disaster victims. ■ Lead and support agency on various Emergency Support Functions(ESF). F. Organization of the ECC Situational awareness information is critical to the success of the ECC. The sharing of information from an incident or incidents and across a jurisdiction will insure that the ECC can provide the support needed. The ECC should develop a common operating picture and process to facilitate the flow of information to develop uniform sharing systems using web,fax or email. Agencies or jurisdictions affected will submit an Incident Situation Reports(ICS 209) and Incident Action Plans(IAP's)to the ECC. Annex `C'provides an example template and directions for submitting the IAP to the ECC. The ECC will utilize all ICS 209's and IAP's to submit daily SITREP's to the state Emergency Management Division(EMD)EOC. Annex `D'provides an example template. ECC Organizational Chart The organizational chart depicted below is annotated to show an example organizational structure and is NOT meant to be implemented in every activation. As the incident escalates based on situational requirements,the DEM Duty Officer(in coordination with Director/Deputy Director of Emergency Management,ECC Manager,and/or on AGIC)will decide ECC Spokane CEMP Update 2010 99 Spokane Comprehensive Emergency Management Plan Update 2010 organizational requirements to support the disaster or emergency. As the situation escalates and in conjunction with the incident requirements,the ECC Manager could fill additional ECC organizational requirements with designated discipline personnel identified by the agencies affected and responsible. Positions/Responsibilities within ECC The ECC provides for six essential functions: Management(ECC Manager),Operations(ESF's), Planning,Intelligence,Logistics and Administration/Finance. These functions should be the basis for structuring the ECC organization. Example ECC Organizational Chart (not all positions filled—based on Operations and support requirements) ECC Manager Policy MAC Group Group (as needed) .............................................. ....................................... (as needed) PIO/JIC Liaison Officer Operations Plans Logistics Finance Intelligence Support Support Support Support Support Section Chief Section Chief Section Chief Section Chief Section Chief (See Note 1) ESF Leads ESF Leads Resource Situation Public AssU (as required) (as required) Unit Leader Unit Leader Individual Asst (See Note 2) (See Note 2) linitLeader Technical Support Unit Leader Spokane CEMP Update 2010 100 Spokane Comprehensive Emergency Management Plan Update 2010 Note L• Intelligence position may be placed as appropriate and is at the discretion of the ECC Manager.Intelligence may be in the Command Staff, General Staff as a Section Chief or as a subordinate under another Section Chief. Note 2: ESF's identified in Annex B'. Spokane CEMP Update 2010 101 Spokane Comprehensive Emergency Management Plan Update 2010 DIAGRAM 1. ECC FLOOR PLAN 'll _ _ '�' _ �S'_ . - r � . � �� .:- � � � � � � -� � � � � � �4 � } f4.��. 2 4 � '�, .� � r � � f^4 � _ �-.��r � � � � i j �� `G �' �' � � • ��r � � � � I �: t'. � � � � � � �- `{"_ _ � { 4,._.� � e _:, ..*�., i. _ �� n � ,� . . . 4'i i } ' +��!�i R� �' `�' ' i I� 5- t- r _ R ��_ - __1.'_ _' � � `' �' �. F j � � � �' - +�,�' �� t � . �. ��. ; � _ _ . _ -- �� x - ..-�::.:;;;3:A°. �� _ �+ ___.�. :. _ � _ - � � � � � �.-� _�. �� ,:�:� �, � �� ---`�'�� r�' � � � � �� 3--� � {ti� � �_ r r� �,� s F �,;;_'�=.-:� _ �� _ . ��:�� ° � � �tl� - � � � � '.�- ,_.:- - R. ,_ . . _ tl _ _. - --r- -.-� ' -_ - - Spokane CEMP Update 2010 102 Spokane Comprehensive Emergency Management Plan Update 2010 G. GLOSSARY DEM Department of Emergency Management EAS Emergency Alert System ECC Emergency Coordination Center(used interchangeably with EOC) EOC Emergency Operations Center(used interchangeably with ECC) ECC AP Emergency Coordination Center Action Plan ENS Emergency Notification System FEMA Federal Emergency Management Agency EMD Washington State Emergency Management Division FSC Finance Section Chief FTC Fire Training Center IAP Incident Action Plan IC Incident Command(er) ICS Incident Command System IMT Incident Management Team ISC Intel Section Chief JIC Joint Information Center LNO Liaison Officer LSC Logistics Section Chief MAC Multi-Agency Coordination Group OSC Operations Section Chief PIO Public Information Officer PSC Plans Section Chief Spokane CEMP Update 2010 103 Spokane Comprehensive Emergency Management Plan Update 2010 Policy Group The Governing body within the cities and towns of Spokane to which the ECC Manager and MAC Group report(i.e. Commissioners,Council Members,Mayor). SITREP Situational Report SO Safety Officer SOP Standard Operating Procedures UC Unified Command Spokane CEMP Update 2010 104 Spokane Comprehensive Emergency Management Plan Update 2010 Annex `A' ECC Position/Responsibilitv Checklist Following are position checklists pertaining to the positions and responsibilities within the Spokane County ECC. Each checklist identifies the position responsibilities throughout the Activation, Operational and Demobilization phases. The purpose of the checklist is to assist personnel in understanding and activating positions within the Spokane County ECC. Multi-Agency Coordination (MAC) Group Responsibilities: The MAC Group is staffed by agency/jurisdiction Representatives from the local government's departments and agencies that have response authority and responsibility for the incident. The MAC representatives must be fully authorized to represent their agency and be able to commit resources and funds. The MAC Group becomes the focal point for agency information gathering and dissemination. They provide common,coordinated,interagency information for the media and involved agencies. ECC Manager Responsibilities: The ECC Manager is responsible for facilitating the overall coordination of the ECC. The Manager position is designed to assist and serve as an advisor to the MAC group and provides direction to the General Staff as needed. The ECC Manager provides information and guidance related to the internal functions of the ECC and ensures completion of the SITREP and incident support. Public Information Officer/Joint Information Center Responsibilities: Spokane CEMP Update 2010 105 Spokane Comprehensive Emergency Management Plan Update 2010 The Public Information Officer/Joint Information Center(PIO/JIC), a member of the Command Staff,is responsible for the formulation and release of information about the incident to the news media,local communities,incident personnel, and other appropriate agencies and organizations. The Joint Information center can be located at the ECC during an activation. Information flow from each incident will be approved by the IC according to agency/jurisdiction protocol. Those approved releases will be sent to the ECC where information can be integrated into the joint information system and sent to media as a joint information center release. Emergency Support Function 15 outlines responsibilities of the PIO function,Joint Information System(JIS)and Joint Information Center(JIC). The PIO/JIC maintains a professional,positive relationship with the media representatives and is responsible for developing the format for press conferences. The PIO/JIC ensures that the public within the affected area receives complete,accurate, and consistent information such as:life safety procedures,public health advisories,relief and assistance programs and other vital information. A lead PIO will be identified when operating at the ECGJIC or as part of the larger JIS. The lead PIO may have assistants supporting the JIS/JIC as necessary, and these assistants generally represent affected and responding agencies and jurisdictions. ESF 15 of the Comprehensive Emergency Management Plan goes into much more detail for responsibilities associated with this position. If there is a JIC established all news releases that come out of the JIC must be approved by the IC/UC. Liaison Officer Responsibilities: The Liaison Off'icer oversees all liaison activities,by coordinating outside agency representatives assigned to the ECC. The Liaison Officer establishes and maintains a central location for incoming agency representatives,providing work space and support as needed. The Liaison Officer ensures that position specific guidelines,policy directives, situation reports, and a copy of the ECC Action Plan are provided to Agency Representatives upon check-in. In conjunction with the ECC Manager,the Liaison Officer provides orientations for VIPs and other visitors to the ECC. Operations Support Section Chief Responsibilities: The Operations Support Section Chief(OSC) ensures that ordering,coordination and allocation of resources for the incident(s)is accomplished. The OSC also ensures that the plan for the continuity of government is carried out.The OSC ensures that ECC priorities,objectives and assignments identified in the ECC Action Plan are carried out effectively. The OSC coordinates the Emergency Support Function(ESF) leads and ensures that the planning section is provided situation and status reports. The OSC is responsible for overall supervision of the operation section and for conducting periodic operations briefings for the MAC Group/ECC Manager as required or requested. Spokane CEMP Update 2010 106 Spokane Comprehensive Emergency Management Plan Update 2010 Planning Support Section Chief Responsibilities: The Planning Support Section Chief(PSC)is responsible to gather information from the incident(s)to provide overall situational awareness and the development of the Situational Report. The planning Chief is also responsible to produce the Continuity of Government ECC Action Plan if necessary. The PSC will ensure the following are addressed: Collect,analyze and displaying situation information;preparing periodic situation reports;preparing and distributing the ICS 209,IAP's and SITREP's;conduct advance planning activities and provide technical support services to the various ECC sections;document and maintain files on all ECC activities. Finance Support Section Chief Responsibilities: The Finance Chief is responsible for collecting financial data developed at incidents to be used for cost recovery. During the recovery phase responsible for tracking costs associated with public and individual assistance requirements. The Chief activates units within the Finance Section as required and monitors section activities continuously,modifying the organization as needed. The Finance Chief ensures that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to the Federal Emergency Management Agency (FEMA) and/or the Governor's Office of Emergency Services. Logistics Support Section Chief Responsibilities: The Logistics Section Chief(LSC)is responsible for the over all supervision of the Logistics Section. This includes providing communication services,resource tracking,acquiring equipment,supplies,personnel,facilities,and transportation services; as well as arranging for food and lodging,to support the ECC functions. The LSC will establish the appropriate level staffing within the Logistics Section. Spokane CEMP Update 2010 107 Spokane Comprehensive Emergency Management Plan Update 2010 ECC Manager Resuonsibilitv Checklist Activation Phase: o Respond immediately to the ECC site and determine activation level based on incident(s). o Ensure ECC Check-In procedures are immediately established. o Obtain briefing from all available sources. o Determine General Staff assignments and assign Section Chiefs as appropriate based upon support and coordination required for the incident(s). ❑ Identify which ESF's require staffing and identify ESF leads. o Identify and post ECC mission, support required, and objectives. o Ensure ECC Organizational and staffing chart is complete and posted. o Schedule the initial ECC Action Planning meeting. Establish the schedule for all ECC meetings. o Establish and maintain an ECC log that chronologically describes your actions taken during a shift(WebEOC,electronic copy,etc). o Confer with the General Staff to determine what representation is needed at the ECC from other support or emergency response agencies. o Assign a liaison officer to coordinate outside agency response to the ECC and to assist as necessary in establishing a Multi-Agency Coordination(MAC) Group. Operational Phase: ❑ Monitor command and general staff activities to ensure that all appropriate actions are being taken. ❑ Assist and provide support to the MAC Group. ❑ Determine resource availability for out-of-jurisdiction assignments. ❑ Collectively allocate scarce,limited resources to incident(s)based on priorities established by the MAC Group. ❑ Anticipate and identify future resource needs. ❑ Recommend and support the Emergency Proclamation for the County and coordinating local government as appropriate. ❑ Convene the initial Action Planning Meeting. Ensure all Section Chiefs,Management Staff, and other key agency representatives attend.Ensure that appropriate Action Planning procedures are followed.Ensure the meeting is facilitated by the Planning Section. ❑ Coordinate,monitor, and update ECC Action Plans. ❑ Update ECC mission and objectives in support of the incident(s). ❑ Review, approve,and authorize its implementation of the ECC Action Plan. ❑ Ensure the Liaison Officer is maintaining effective interagency coordination. ❑ Prioritize and coordinate re-allocation of resources released from incident(s). ❑ Ensure ECC related activities and financial accountability is maintained(IA/PA). Demobilization Phase: Spokane CEMP Update 2010 108 Spokane Comprehensive Emergency Management Plan Update 2010 ❑ Authorize demobilization of sections and units when no longer required. ❑ Ensure that any open actions not yet completed will be handled after demobilization. ❑ Ensure that all required forms or reports are completed prior to demobilization. ❑ Be prepared to provide input to the after acrion report. ❑ Deactivate the ECC at the designated time, as appropriate. ❑ Proclaim termination of the emergency response and proceed with recovery operations. Spokane CEMP Update 2010 109 Spokane Comprehensive Emergency Management Plan Update 2010 MAC Grouu Coordinator Checklist(mav be the ECC Manager) Activation Phase: o Respond immediately to ECC site upon activation. ❑ Obtain briefing from ECC Manager. o Establish and maintain an ECC log that chronologically describes your actions taken during a shift(WebEOC,electronic copy,etc). Operational Phase: ❑ Facilitate the MAC Group decision process by obtaining,developing and displaying situation information. ❑ Fill and supervise necessary unit and support positions within the MAC Group. ❑ Acquire and manage facilities and equipment necessary to carry out the MAC Group functions within the ECC. ❑ Implement the decisions made by the MAC Group in coordination with the ECC Manager. ❑ Prioritize incidents by an agreed upon set of criteria based on totality of circumstances. ❑ Brief your relief at shift change, ensuring that ongoing activities are identified and follow-up requirements are known. Demobilization Phase: ❑ Deactivate assigned position and close out logs when authorized by the ECC Manager. ❑ Complete all required forms,reports, and other documentation. ❑ Be prepared to provide input to the after-action report. Spokane CEMP Update 2010 110 Spokane Comprehensive Emergency Management Plan Update 2010 JIC Resuonsibilitv Checklist Activation Phase: ❑ Check in upon arrival at the ECC and report to the ECC Manager. ❑ Set up your workstation and review ESF 15 responsibilities. ❑ Establish and maintain an ECC log that chronologically describes actions taken during a shift(WebEOC,electronic copy,etc). ❑ Determine resource needs such as a computer,phone,plan copies,and other references. ❑ Determine staffing requirements and make required personnel assignments for the PIO/JIC Branch as necessary. ❑ Ascertain who is the signatory for news releases Operational Phase: ❑ Follow the plans and procedures associated with ESF 15. ❑ Obtain policy guidance from the ECC Manager with regard to media releases. ❑ Keep the ECC Manager advised of all unusual requests for information and of all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations. ❑ Develop and publish a media-briefing schedule to include location,format,preparation, and distribution of handout material. ❑ Implement and maintain an overall information release program. ❑ Establish a Media lnformation Center, as required,providing necessary space,materials, telephones,and electrical power. ❑ Maintain up-to-date status boards and other references at the media information center. Provide adequate staff to answer questions from members of the media. ❑ Interact with field PIO's and obtain approved and updated information relative to public information operations. ❑ Develop content for state Emergency Alert System(EAS)releases if available. Monitor EAS releases as necessary. ❑ At the request of the ECC Manager,prepare media briefings for members of the MAC Group and provide other assistance as necessary to facilitate their participation in media briefings and press conferences. ❑ Ensure that adequate staff is available at incident sites to coordinate and conduct tours of the disaster areas. ❑ Prepare,update,and distribute to the public a Disaster Assistance Information Directory, which contains locations to obtain food,shelter, supplies,health services, etc. ❑ Monitor broadcast media,using information to develop follow-up news releases and rumor control. ❑ Ensure that file copies are maintained of all information released. ❑ Provide copies of all joint information center media releases to the ECC Manager. ❑ Conduct shift change briefings in detail,ensuring that in-progress activities are identified and follow-up requirements are known. ❑ Prepare final news releases and advise media representatives of points-of-contact for follow-up stories. Spokane CEMP Update 2010 111 Spokane Comprehensive Emergency Management Plan Update 2010 Demobilization Phase: ❑ Deactivate your assigned position and close out logs when authorized by the ECC Manager. ❑ Complete all required forms,reports, and other documentarion. All forms should be submitted through your supervisor to the Planning Section,as appropriate,prior to your departure. ❑ Be prepared to provide input to the after-action report. Spokane CEMP Update 2010 112 Spokane Comprehensive Emergency Management Plan Update 2010 Liaison Officer Checklist Activation Phase: ❑ Check in with the Personnel Unit(in Logistics)upon arrival at the ECC. ❑ Report to ECC Manager ❑ Set up your workstation and review your position responsibilities ❑ Establish and maintain a position log that chronologically describes your actions taken during your shift. ❑ Determine your resource needs such as a computer,phone,plan copies,and other references. Operational Phase: ❑ Contact Agency Representatives already on-site,ensuring that they: signed into the ECC, understand their assigned functions,know their work locations, and understand ECC organization. ❑ Determine if additional representation is required from: Other agencies,volunteer and private organizations,utilities not already represented. ❑ Assist the ECC Manager in conducting regular briefings for the Interagency Policy Group and with distribution of the current ECC Action Plan and Situation Report. ❑ Request that Agency Representatives maintain communications with their agencies and obtain situation status reports regularly. ❑ Maintain a roster of agency representatives located at the Spokane County ECC. Roster should include assignment within the ECC(Sections or Interagency Policy Group). Roster should be distributed internally on a regular basis. Demobilization Phase: ❑ Release Agency Representatives that are no longer required in the ECC when authorized by the ECC Manager. ❑ Deactivate your assigned position and close out logs when authorized by the ECC Manager. ❑ Complete all required forms,reports, and other documentation. All forms should be submitted through your supervisor to the Planning Section,as appropriate,prior to your departure. ❑ Be prepared to provide input to the after-action report. ❑ If another person is relieving you,ensure they are thoroughly briefed before you leave your workstation. Spokane CEMP Update 2010 113 Spokane Comprehensive Emergency Management Plan Update 2010 Ouerations Suuuort Section Chief Resuonsibilitv Checklist Activation Phase: ❑ Check in with the Personnel Unit(in Logistics)upon arrival at the ECC. ❑ Report to the ECC Manager. ❑ Set up your workstation and review your position responsibilities—Ensure WebEOC is activated and appropriate events are logged(or some electronic log of events). ❑ Establish and maintain a position log either written and/or in WebEOC that chronologically describes your actions taken during your shift. ❑ Ensure that the Operations Section is set up properly and that appropriate personnel, equipment and supplies are in place,including maps and status boards. ❑ Ensure the appropriate ESF leads are identified and staffed. ❑ Meet with Planning Section Chief and obtain a preliminary situation briefing and establish a time for the Initial Planning Meeting. ❑ Determine need far Mutual Aid. ❑ Request Additional personnel for the section as necessary for 24-hour operations. ❑ Obtain a current communications status briefing from the Logistics Section. ❑ Determine estimated times of arrival of section staff from the Personnel Branch in Logistic s. ❑ Establish communications with the Incident Commander(s) operating in the effected area through the ESF leads—coordinate and determine mutual aid needs. ❑ Based on the situation known or forecasted,determine likely future needs of the Operations Section and staff accordingly. Operational Phase: ❑ Ensure that all section personnel(ESF Leads)are maintaining their individual position logs. ❑ Ensure that situation and resources information is provided to the Planning Section on a regular basis or as the situation requires(i.e.WebEOC). ❑ Ensure that all media contacts are referred to the PIO/JIC. ❑ Attend and participate in ECC Action Planning Meetings. ❑ Brief the ECC Manager on all major incidents. ❑ Share status information with other secrions as appropriate. ❑ Maintain Operations Log. ❑ Brief your replacement at Operational Period Change ensuring ongoing activities are identified and follow-up requirements are clear. Demobilization Phase: ❑ Deactivate your assigned position and close out logs when authorized by the ECC Manager. ❑ Complete all required forms,reports, and other documentation. All forms should be submitted through your supervisar to the Planning Section priar to your departure. ❑ Be prepared to provide input to the after-action report. Spokane CEMP Update 2010 114 Spokane Comprehensive Emergency Management Plan Update 2010 Planning Suuuort Section Chief Resuonsibilitv Checklist Activation Phase: ❑ Check in with the Personnel Unit(in Logistics)upon arrival at the ECC. ❑ Report to the ECC Manager. ❑ Set up your workstation and review your position responsibilities ❑ Establish and maintain a written and/or WebEOC position log that chronologically describes your actions taken during your shift. ❑ Establish notification on Public and Individual Assistance notifications and procedures ❑ Ensure that the Planning Section is set up properly and that appropriate personnel, equipment, and supplies are in place,including maps and status boards. ❑ Ensure all ECC activation documentation is maintained. ❑ Request additional personnel for the section as necessary to maintain staffing for each Operational Period. ❑ Establish contact with the Operations Area ECC when activated,and coordinate Situation Status Reports with their Planning Section. ❑ Meet with Operations Section Chief;obtain and review any major incident reports. ❑ Make a list of key issues to be addressed by Planning and identify objectives to be accomplished during the initial operational period. ❑ Keep the ECC Manager informed of significant events. ❑ Evaluate and identify Public and Individual Assistance tracking requirements at the on- set of incident support. Operational Phase: ❑ Ensure that planning position logs and other necessary files are maintained. ❑ Ensure that the Situation Status Report is being maintained with Current information and distributed to ECC Sections and Operational area ECC's at least once,prior to the end of the operational period. ❑ Ensure that major incidents reports and branch status reports are completed by the Operations Section and are accessible by Planning Intelligence. ❑ Ensure that all status boards and other displays are kept current and that posted information is neat and legible. ❑ Ensure that the PIO/JIC has immediate and unlimited access to all status reports and displays. ❑ Facilitate the ECC Manager's Action Planning meetings approximately two hours before the end of each Operational Period. ❑ Conduct periodic briefings with section staff and wark to reach consensus among staff on section objectives for forthcoming operational periods. ❑ Ensure that the ECC Action Plan is completed and distributed prior to the start of the next operational period. ❑ Ensure that objectives for each section are completed,collected,and posted in preparation for the next Action Planning meeting. ❑ Ensure that the advance planning unit develops and distributes a report which highlights forecasted events or conditions likely to occur beyond the forthcoming operational Spokane CEMP Update 2010 115 Spokane Comprehensive Emergency Management Plan Update 2010 period;particularly those situations which may influence the overall strategic objectives of the ECC. ❑ Coordinate with each branch/unit within the Planning/Intelligence Section to ensure the section objectives,as defined in the current ECC Action Plan are being addressed. ❑ Provide technical services,such as energy advisors and other technical specialists to all ECC sections as required. ❑ Ensure that all ECC activities are documented and filed,with the ability to provide reproduction and archiving services for the ECC as required. ❑ Ensure that fiscal and administrative requirements are coordinated through the Finance Section. ❑ Brief your replacement at the end of the Operational Period, ensuring that ongoing activities are indentified and follow-up requirements are recognized. Demobilization Phase: ❑ Deactivate your assigned position and close out logs when authorized by the ECC Manager. ❑ Complete all required forms,reports, and other documentation. All forms should be submitted through your supervisor to the Planning Section,as appropriate,prior to your departure. ❑ Be prepared to provide input to the after-action report. Spokane CEMP Update 2010 116 Spokane Comprehensive Emergency Management Plan Update 2010 Logistics Sunnort Section Chief Resuonsibilitv Checklist Activation Phase: ❑ Check in with the Personnel Unit(in Logistics)upon arrival at the ECC. ❑ Report to ECC Manager. ❑ Set up your workstation and review your position responsibilities ❑ Establish and maintain a written and or WebEOC position log that chronologically describes your actions taken during your shift. ❑ Ensure the Logistics Section is set up properly and that appropriate personnel,equipment, and supplies are in place,including maps,status boards,vendor references, and other resource directories. ❑ Based on the situation, activate branches/units within section as needed and designated Branch and Unit Leaders for each element. ❑ Mobilize sufficient section staffing for each Operational Period. ❑ Establish communications with the Logistics Section at the Operational Area Incident Command. ❑ Meet with the ECC Management and General Staff and identify immediate resource needs. ❑ Provide periodic Section Status Reports to the ECC Manager and assist Branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period,or in accordance with the Action Plan. Operational Phase: ❑ Provide the Planning Section Chief with the Logistics Section objectives at least 30 minutes prior to each Action Planning meeting. ❑ Ensure that Logistic Section logs and other necessary files are maintained. ❑ Meet regularly with section staff and work to reach consensus on section objectives for forthcoming operational periods. ❑ Attend and participate in ECC Action Planning meetings. ❑ Ensure that transportation requirements in support of response operations are met. ❑ Ensure that all requests for facilities and facility support are addressed. ❑ Ensure that all ECC resources are tracked and accounted for. ❑ Ensure that sufficient meals and other supplies are provided for ECC staff. ❑ Provide Section staff with information updates as required. ❑ Brief your replacement at the Operational Period change and ongoing activities are identified and follow up requirements are recognized. Demobilization Phase: ❑ Deactivate your assigned position and close out logs when authorized by the ECC Manager. ❑ Complete all required forms,reports, and other documentation. All forms should be submitted through your supervisar to the Planning Section priar to your departure. ❑ Be prepared to provide input to the after-action report. Spokane CEMP Update 2010 117 Spokane Comprehensive Emergency Management Plan Update 2010 Finance Suuuort Section Chief Resuonsibilitv Checklist Activation Phase: ❑ Check in with the Personnel Unit(in Logistics)upon arrival at the ECC. ❑ Report to ECC Manager. ❑ Set up your workstation and review your position responsibilities ❑ Establish and maintain a written and/or WebEOC position log that chronologically describes your actions taken during your shift. ❑ Ensure that the Finance Section is set up properly and that appropriate personnel, equipment, and supplies are in place. ❑ Based on the situation, activate units within section as needed and designate Branch Coordinators for each element. ❑ Ensure that sufficient staff is available for each Operational Period. ❑ Meet with Logistics Section Chief and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to Logistics Section. ❑ In conjunction with Unit Leaders,determine the initial Action Planning objectives far the first operational period. ❑ Notify the ECC Manager when the Finance Section is operational. Operational Phase: ❑ Ensure that Finance position logs and other necessary files are maintained. ❑ Ensure that all Public Assistance(PA) and Individual Assistance (IA)Unit Leader requirements are documented and tracked. ❑ Ensure that displays associated with the Finance Section are current,and that information is posted in a legible and concise manner. ❑ Participate in all Action Planning Meetings. ❑ Brief all Unit Leaders and ensure they are aware of the ECC objectives as defined in the Action Plan. ❑ Keep the ECC Manager,General Staff, and Policy Group aware of the current fiscal situation and other related matters,on an on-going basis. ❑ Ensure that the Recovery Unit maintains all financial records throughout the event or disaster. ❑ Ensure administrative support is provided to other ECC Sections as requested. ❑ Ensure that all time sheets and travel expense claims are processed promptly. ❑ Ensure that the Finance Section provides administrative support to other ECC Sections as required. ❑ Ensure the County Attorney's Office advises on emergency powers of local government and other legal issues as they arise during disaster operations. ❑ Ensure that all recovery documentation is accurately maintained by the Recovery Unit during the response and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA),Washington State Emergency Management Division, and/or Governor's Office. Spokane CEMP Update 2010 118 Spokane Comprehensive Emergency Management Plan Update 2010 ❑ Brief your replacement at the end of the Operational Period,ensuring ongoing activities are identified and follow-up requirements are recognized. Demobilization Phase: ❑ Deactivate your assigned position and close out logs when authorized by the ECC Manager. ❑ Complete all required forms,reports, and other documentation. All forms should be submitted through your supervisor to the Planning Section,as appropriate,prior to your departure. ❑ Be prepared to provide input to the after-action report. Spokane CEMP Update 2010 119 Spokane Comprehensive Emergency Management Plan Update 2010 Annex B'—Emergencv Suuuort Functions(ESF'sl Purpose This section provides an overview of the Emergency Support Function(ESF)structure,common elements of each of the ESF's, and the basic overview of each of the ESF's. ESF leads will be identified and organized under the OSC in support of ECC activations. Background The ESF's provide the structure for coordinating Federal interagency support for Incidents of National Significance.The ESF structure includes mechanisms used to provide Federal support to States and Federal-to-Federal support,both for declared disasters and emergencies under the Stafford Act and for non-Stafford Act incidents. The ESF defined below describe the roles and responsibilities of Federal departments and agencies and the American Red Cross as ESF coordinators or as primary or support agencies. The ESF structure provides mechanisms for interagency coordination during all phases of ECC activations for coordination and support to an incident(s). Some departments and agencies provide resources for response, support, and program implementation during the early stage of an event,while others are more prominent in the recovery phase. ESF's are referred to in more detail in the Spokane County Comprehensive Emergency Management Plan(CEMP). It should be noted that ESF titles and descriptions have recently been updated/changed and you may see conflicting titles associated with the ESF numbering system as a result of this change. Emergency Support Functions(ESF's) Emergency Support Function# 1 Transportation Emergency Support Function#2 Communications,Information Systems&Warning Emergency Support Function#3 Public Works and Engineering Emergency Support Function#4 Firefighting Emer enc Su ort Function#5 Emer enc Mana ement Emer enc Su ort Function#6 Mass Care,Housin , and Human Services Emergency Support Function#7 Resource Support Emergency Support Function#8 Public Health and Medical Services Emergency Support Function#9 Search and Rescue Emergency Support Function# 10 Hazardous Materials Response Emer enc Su ort Function# 11 A riculture and Natural Resources Emer enc Su ort Function# 12 Ener Emergency Support Function# 13 Public Safety,Law Enforcement,and Security Emergency Support Function# 14 Long-Term Community Recovery Emergency Support Function# 15 Public Affairs Emer enc Su ort Function# 16 Defense Su ort to Civil Affairs Emergency Support Function# 17 Unassigned Emergency Support Function# 18 Unassigned Spokane CEMP Update 2010 120 Spokane Comprehensive Emergency Management Plan Update 2010 Emer enc Su ort Function# 19 Unassi ned Emergency Support Function#20 Unassigned Emergency Support Function#25 Animal Rescue Emergency Support Function#1 -Transportation Purpose: To provide far the coordination of transportation support for emergency assistance. Emergency Support Function#2-Communications Infrastructure Purpose:To provide a system of rapid notification and warning of key officials and the public, and to provide a communications system for the efficient flow of information. Emergency Support Function#3-Public Works and Engineering Purpose:To provide engineering expertise and equipment to support emergency management activities. Emergency Support Function#4-Firefighting Purpose:To provide for fire response,resource mobilization and to encourage local mutual aid agreements to support the detection and suppression of wildland,rural, and urban fires. Emergency Support Function#5-Emergency Management Purpose:To support overall activities for disaster and emergency incident management. To provide the core management and administrative functions in support of the ECC. This ESF serves to support all phases from prevention to recovery. The structure supports the command and general staff functions described in NIMS to include Command,Operations,Planning, Logistics,and Finance. Emergency Support Function#6-Mass Care,Housing and Human Services Purpose:To support efforts to address the non-medical mass care,housing, and human services needs of individuals and families impacted by disasters and emergencies. Emergency Support Function#7-Resource Support Purpose:To provide for the effective utilization,prioritization and conservation of human and material resources. Emergency Support Function#8-Public Health,Mental Health,and Medical Services Purpose:To ensure provisions have been made to coordinate the organization and mobilization of inedical,health,mental health, and mortuary services for emergencies and disasters. Spokane CEMP Update 2010 121 Spokane Comprehensive Emergency Management Plan Update 2010 Emergency Support Function#9-Search and Rescue To provide far the coordination and effective use of resources for urban search and rescue and wilderness search and rescue operations. Emergency Support Function#10—Hazardous Materials Response Purpose:To ensure appropriate steps have been taken to mitigate against,prepare for,respond to and recover from the effects of hazardous materials during emergencies and disasters. Emergency Support Function#11–Agriculture and Natural Response Purpose: To support(1)provisions of nutrition assistance,(2)control and eradication of an outbreak of contagious or economically devastating animal/zoonotoic disease,infections exotic plant disease,or economically devastating plant pest infestation,(3) assurance of food safety and food security,and(4)protection of natural and cultural resources and historic properties resources prior to during and/or after disasters and emergencies. Emergency Support Function#12-Energy Purpose:To provide far the effective use of available electric power,water resources,natural gas and petroleum products required to meet essential needs and to facilitate the restoration of energy systems affected by an emergency or disaster. Emergency Support Function#13–Public Safety,Law Enforcement,and Security Purpose:To provide far the effective coordination of law enforcement operations and to use local jurisdiction law enforcement communications resources to support emergency operations. Emergency Support Function#14–Long Term Community Recovery and Mitigation Purpose:To provide a framework to enable community recovery from long term consequences of disasters and emergencies. This support consists of available programs and resources of federal departments and agencies to enable continuity recovery, especially long term community recovery and to reduce or eliminate risk from future incidents where feasible. Emergency Support Function#15–Public Affairs Purpose: To ensure assets are available during disasters and emergencies to provide accurate, coordinated, and timely information to affected audiences,including governments,media,the private sector,and the local populace. Emergency Support Function#16–Defense Support to Civil Authorities Purpose:To provide for the effective use of military assistance during an emergency or disaster. Spokane CEMP Update 2010 122 Spokane Comprehensive Emergency Management Plan Update 2010 Emergency Support Function#25—Animal Rescue Purpose:To coordinate efforts to provide rapid response to events affecting the health, safety, and welfare of human beings and animals. Activities include but are not limited to small and large animal care,facility usage,and providing mass care and sheltering for companion animals and livestock. Wildlife and exotic animals will be included in this plan if resources are available and authorized by the Department of Agriculture and/or the Department of Fish and Wildlife. Spokane CEMP Update 2010 123 Spokane Comprehensive Emergency Management Plan Update 2010 Annex`C' -ECC and NIMS Reference Information ECC's and MAC Systems Most emergencies are handled by first responders eg.,fire,law enforcement, and emergency medical personnel;but in a large emergency or disaster,the efforts of first response agency personnel and others must be coordinated to ensure an effective response. In these situations,ECC's play a critical role in acquiring,allocating and tracking resources, managing and distributing information,and providing scarce resources as established by the MAC Group. ECC's are a critical link in the emergency response chain,enabling incident commanders to focus on the needs of the incident. The ECC serves as a conduit of information between the incident command and higher levels of MAC system entities, and promoting problem solving at the lowest practical level. ECC's are part of the larger Multi-Agency Coordination System that is integral to the National Incident Management System(NIMS). NIMS' is a flexible framewark of doctrine,concepts, principles,terminology, and organizational processes that is applicable to all hazards and jurisdictions. NIM integrates existing best practices into a consistent nationwide approach to domestic incident management. Effective Multi-Agency Coordination helps in establishing response priorities and allocating resources,resolving differences among agencies, and providing strategic guidance and direction. Multi-Agency Coordination is a system,not a facility. Entities that may comprise a multi- agency system include dispatch,on-scene command,resource coordination centers,emergency operations/coordination centers, and coordination entities in groups. As part of the overall MAC system,the ECC provides a central location where government at any level can provide interagency coordination and executive decision making in support of the incident response. NIMS and ICS within the ECC The ECC organization follows the concepts of the National Incident Management System (NIMS) and the concept of Incident Command System(ICS). NIMS' defines standardized mechanisms and has established the resource management process to identify requirements; order and acquire resources;mobilize,track, and report resource status;recover and demobilize resources;reimburse for resource use; and inventory resources. ICS is a hierarchy of sections, branches,divisions/groups and units developed to provide a structure,for the ECC to provide support and coordination required. The concept of using this structure is based on the following: Spokane CEMP Update 2010 124 Spokane Comprehensive Emergency Management Plan Update 2010 • Develop a structural framework to match the function(s)to be performed. • Clearly identified objectives for coordination and support required for the jurisdiction affected. • Fill only those organizational elements that are required. • Stay within recommended span-of-control guidelines. • Perform the function of any non-activated organizational element at the highest level. • Deactivate elements no longer required by the incident. �** It is essential that the agencies,disciplines,organizations, special districts, etc. within the affected jurisdiction provide dedicated support personnel and support to the ECC during times of activation to support the ESF's and MAC Group.� ,,- comment�Fi�:�gnlignrbere�- — box,bold,color,etc. Positions/Responsibilities within ECC The ECC provides for five essential functions: Management(ECC Manager), Operations (ESF's),Planning,Intelligence,Logistics and Administration/Finance. These functions should be the basis for structuring the ECC organization. Listed below are listed the general responsibilities of the five essential functions: Management—The ECC Manager is responsible to implement overall emergency policy and operations through the joint efforts of government agencies and private organizations. MAC Group—The Multi-Agency Coordination Group System is a combination of facilities, equipment,personnel,procedures and communications integrated into a common system with responsibility for coordination of assisting agencies to prioritize resources and support to agency emergency operations. The MAC Group is made up of top management personnel from responsible agencies/jurisdictions and those heavily supporting the effort and/or significantly impacted by use of local resources. MAC Agency representatives involved in a MAC Group must be fully authorized to represent their agency. The MAC Group is responsible to keep the elected officials they represent and impacted by an incident informed of decision impacting their jurisdiction. Briefings may be held at the ECC in the form of a Policy Group that may involve the affected jurisdictions elected officials. Policy Group—Whenever an emergency occurs that requires activation of the County ECC,it is imperative that senior and elected officials are kept updated. A Policy Group may be established during ECC activations to support this goal. The Policy Group will be formed and provided situational awareness by the ECC Manager,Mac Group,ar IC/UC as needed. Additionally, recommendations may be made to the Policy Group of actions that may be necessary by the elected officials when their jurisdictions are affected. Examples include emergency declarations, emergencies where public health is a major concern,or hazardous material spills that have both Spokane CEMP Update 2010 125 Spokane Comprehensive Emergency Management Plan Update 2010 evacuation and environmental impacts. Updates may be made by the ECC Manager or the MAC Group,if established. PIO -The Public Information Officer/Joint Information Center(PIO/JIC), a member of the Command Staff,is responsible for the formulation and release of information about the incident to the new media,local communities,incident personnel, and other appropriate agencies and organizations. The physical JIC is a component of a larger Joint Information System(JIS)that is responsible to ensure the responsibilities identified here are met. Operations -Responsible for ordering requested resources through ESF leads for the incident(s) and prioritizing allocation of scarce resources based upon MAC Group priorities. Planning and/or Intelligence-Responsible for collecting,evaluating,and disseminating information;in cooperation with other functions;and maintaining documentation. Logistics-Responsible for providing facilities,services,personnel, equipment,and materials in support of the ECC. Administration/Finance-Responsible for collecting financial data developed at incidents to be used for cost recovery. During the recovery phase responsible for tracking costs associated with public and individual assistance requirements. Liaison Officer. The ECC organization should include representatives from special districts, volunteer agencies and public utilities with significant response roles as liaisons and/or within operations. AGENCY OPERATIONS Operations are based on sharing resources between neighboring agencies,developing communications systems and developing understanding of capabilities. Countywide Operations becomes more difficult due to the lack of day-to-day joint operations. The ECC should be the focal point for coordinating between different segments of the County. The resources within the County are extremely diverse. For example;fire depariments vary from volunteer rural to urban career depariments. Each has unique requirements for providing services. The types of police agencies vary from Sheriff to Metropolitan Police agencies. For operations to be effective each agency needs to understand these differences and be prepared during mutual aid situations to over come the unique problems(political, economic,etc) each agency faces. Local Government Level Local government includes Unincorporated Spokane County, Cities and Towns within the County and special districts(fire,public health,law,public works, education,etc). Local governments(disciplines,agencies,and/or organizations)manage and coordinate the overall Spokane CEMP Update 2010 126 Spokane Comprehensive Emergency Management Plan Update 2010 emergency response and recovery activities within their jurisdiction. The local government organization and its relationship to the field response level may vary depending upon factors related to geographical size,population,function and complexity. The County ECC will encompass all political subdivisions located within the County including special districts. The Spokane County ECC coordinates information,resources,and sets priorities among incidents and local governments within the County,and serves as the operations and communication link between the local governments and the County. However,this plan does not preclude individual cities or towns to activate there own ECC/EOC's. It is imperative that if the indents(s) encompass multiple jurisdictions and the MAC is organized,that a representative from that jurisdiction becomes part of the MAC and/or ECC function(s). It is important to note,that while this area encompasses the entire County,it does not necessarily mean that the County government coordinates the response and recovery activities of the incident involved. The organization with jurisdictional responsibility to respond to the incident(s)maintains overall responsibility. The jurisdiction(s)with responsibility far the incident within the County makes the decision on organization and structure of the incident. A jurisdiction(s)can delegate the incident management to an Incident Management Team(IMT); however the incident responsibility stays with the jurisdiction. State Level The state coordinates state resources in response to the emergency needs requested by the other means(Fire Mobilization, etc). The state also serves as the operations and communication link between the state and the federal disaster response system. Spokane CEMP Update 2010 127 Spokane Comprehensive Emergency Management Plan Update 2010 Aririex `D'—IAP Template Awaiting draft input Spokane CEMP Update 2010 128 Spokane Comprehensive Emergency Management Plan Update 2010 Annex`E' -SITREP Temnlate Example—may vary by incident �� Spokane Emergency Coordination Center (ECC) � SITUATION REPORT 1 1.As of Date//Time 2. � 3.Incident Name 4.Incident Number _/_/09//1100 PST �a� Init p ❑ Update Final 5.Affected Jurisdictions 6.Type Incident 7. ECC Activation Level 8.General Situation 9.Current Priorities 10.Confirmed Event Related Injuries 11.Confirmed Event Related Deaths 12. Weather Forecast Refer to the following link for detailed weather information: http://forecast.weather.qov/MapClick.php?site=oUc&textField 1=47.6723&textField2=-117.4140&smap=1 13. General Staff and ESF Key Issues and Actions ESF-1 (Transportation): ESF-2(Communications): ESF-3(Public Works and Engineering): ESF-5(Emergency Management): ESF-4(Fire Fighting): ESF-6(Mass Care): ESF-13(Public Safety,Law Enforcement,and Security): ESF-15(Public Affairs): Spokane CEMP Update 2010 129 Spokane Comprehensive Emergency Management Plan Update 2010 14. Remarks 15.Prepared by 16.Approved by Plans Section OCC Manager 17.Sent to: 18.Date sent 19.Time sent 20.Sent by WA State EOC / /09 Spokane County CCC Spokane County BOCC City of Spokane City of Spokane Valley City of Cheney Spokane Sheriffs Office Spokane Police Spokane Fire District X Spokane County Public Works Spokane City Public Works Spokane Regional Health District Deaconess Medical Center Sacred Hearth Medical Center Holy Family Hospital E. Region WSDOT WSP. E. District HQ Spokane Emergency Management Emergency Support Function#6 Mass Care,Housing, and Human Services Emer enc Coordination Center Primary: • Establish mass care inventory,control, and • S okane De artment of Emer enc delive s stems. Spokane CEMP Update 2010 130 Spokane Comprehensive Emergency Management Plan Update 2010 Management • Develop agreements with mass care providers Support: as necessary. American Red Cross • Identify County and municipal assistance • Churches. mass care locations and resources needed. • Colleges,Universities. Emergency Coordination Center(ECC): • Community Service • Provide information on mass care needs. Organizations/Volunteers. • Coordinate receipt,distribution of bulk items • Public Health. and donated goods to mass care sites. • Fire Departments. • Establish,staff, and maintain supply • GIS. distribution points within the County. • Hotels/Motels. • Identify incident sites requiring mass care • Law Enforcement. services. • Local Grocery Stores with Kitchens. • Determine present and future need for mass • Local Restaurants. care resources: • Information Systems Management. -Communications. • Spokane Transits Authority. -Feeding facilities. • Parks and Recreation. -Feeding for victims and disaster workers. • Personnel Board. -Medical,nursing aid. • Public Works. -Potable water. • RACES. -Temporary sanitation facilities. • Salvation Army. -Clothing commodities. • School Districts. -Fixed shelter. • Utilities. -Mobile shelter. Likely Tasks: • Obtain,coordinate mass care resources as General: requested by field incident commanders. • Analyze mass care requirements. • Determine requirement for shelters for disaster • Identify and maintain current mass victims and temporary sheltering for emergency care inventories. responders. • Establish shelter sites and ensure communications to each site. • Ensure a registration system is activated at each site. PURPOSE Mass Care: To organize and maintain the capability to provide congregate lodging and meet basic human needs,during and after emergencies or disasters,to persons unable to provide for themselves. Sheltering: To provide for the use of local buildings(such as schools,community centers,or other public facilities) as shelters for people unable to return home as a result of disaster and to Spokane CEMP Update 2010 131 Spokane Comprehensive Emergency Management Plan Update 2010 ensure availability of basic survival needs(food,water, etc.)for use during disasters.For animal sheltering,please refer to Emergency Support Function#11. Special Populations and Special Needs: To identify how to deal with special populations(i.e.concentrations of people in one area, such as hearing impaired,disabled,elderly,hospitals, schools,non-english speaking, etc.) and individuals with special needs(i.e. individuals requiring critical care, elderly/frail,people dependent upon life support or medications,etc.) POLICY. It is the policy of jurisdictions within Spokane, supparted by the Emergency Management Advisory Council(EMAC): A. To coordinate mass care efforts with the Red Cross,the Salvation Army,and others. B. That Sheltering and Mass Care operations will begin as soon as possible following a disaster. Public and private facilities that will provide the best available protection of displaced people will be used as congregate care facilities(shelter/mass feeding). The basic essential life support to be provided far the displaced population in a congregate care atnlosphere includes food, water,clothing,medical services,sanitation,lodging and communications. C. To coordinate with state and federal agencies to facilitate the delivery of assistance programs to individLials, inclLiding the identification of appropriate site(s) far the Disaster Recovery Center(s). (See ESF 14, Recovery, in this CEMP, for detail of Individual Disaster Assistance Programs.) D. Pets. It is the national policy of the American Red Cross that animals and pets other than animals used to assist the physically impaired,are not allowed in shelters. The care of pets and other animal needs will be dealt with by the ECC Agriculture and Natural Resources Branch (See EF#11,Animal Control and Veterinary Services). E. NONDISCRIMINATION. No services will be denied on the basis of race, color, national origin,religion, sex, age, or disability,and no special treatment will be extended to any person or group in an emergency or disaster over and above what normally would be expected in the way of county and municipal services. County and municipal activities pursuant to the Federal /State Agreement for major disaster recovery will be carried out in accordance with Title 44, Code of Federal Regulations (CFR), Section 20516. -Nondiscrimination. Federal disaster assistance is conditional on full compliance with this rule. F. To comply with the American Disabilities Act and its standards set forth in 41 CFR 10119-6, to the extent permitted by fiscal constraints. RESPONSIBILITIES A. Local Government. 1. Each jurisdiction is responsible for the organization and mobilization of this function during emergencies. Each local government should identify a point of contact for implementation. Spokane CEMP Update 2010 132 Spokane Comprehensive Emergency Management Plan Update 2010 2. Local governments are encouraged to develop their own procedures to guide their initial response to emergency events occurring within their jurisdiction.They should consider the following responsibilities in their emergency planning efforts.Responsibilities that a local government cannot fulfill can be deferred to the Spokane Department of Emergency Management or the ECC. 3. Local government responsibilities include: • "Mass Care"emergency actions may include: - Provide feeding for victims and disaster workers. - Identify facilities that are appropriate for feeding facilities. - Medical and nursing aid. - Provide potable water. - Provide temporary sanitation facilities. - Identify distribution service centers. - Distribute food,clothing,medicine,commodities. - Provide information services. - Assess social service needs of victims. - Provide counseling services. • "Sheltering"emergency actions include: - Provide mobile shelter. - Provide temporary shelter. B. Lead Primary: 1. Spokane Emergency Management • Te ECC staff will coordinate all Red Cross matters when ECC is activated. • Coordinate with the DEM Duty Officer and other organizations to establish and provide shelter locations and services. • Maintain a list of potential shelter sites and,with the required staffmg/agreement signatures can open shelter sites. • Provide and operate Red Cross emergency shelters. • Provide far the emergency needs of disaster victims housed in Red Cross shelters. • Provide food,clothing,housing,household furnishings,medical,bedding and linens, occupational supplies,and other necessities to disaster victims. • Provide health and welfare inquiry services. • Provide disaster damage assessments/information. • Provide mobile canteen service to victims and emergency services workers. • Identify suitable Red Cross shelters to accommodate the county population during emergencies/disasters. • Secure cooperation of building owners for use of shelter space. Support: Spokane CEMP Update 2010 133 Spokane Comprehensive Emergency Management Plan Update 2010 3. Churches. • Provide facilities for emergency shelter,feeding,food,and water distribution points, child care facilities,as needed. 4. Colleges,Universities. • Provide facilities for emergency shelter,feeding,food,and water distribution points, child care facilities,as needed. 5. Community Service Organizations/Volunteers. • Assist with meeting the needs of special populations and individuals. • Provide personnel to mass care facilities if requested and a�ailable. 6. Public Health • Coordinate with other agencies as necessary to assure that the following services are available as soon as possible to the activated reception centers or disaster shelters: - Medical officer for support and advice. - Nursing care,including mass inoculations. - Food sanitarians/inspectors to monitor the quality of food supplies/preparation/service. - Potable water source. - Crisis and mental health counseling. - Record keeping and general administrative suppart services. - General health advisories and information. 7. Hotels/Motels. • Provide emergency shelter. • Assist with mass feeding. 8. Spokane Depariment of Emergency Management • Ensure communication capability between ECC,reception centers and shelters. • Coordinate with the Red Cross for all planning,support and operations of the disaster shelter program in pre-disaster planning 9. Law Enforcement. • Provide security at mass care and shelter facilities. • Provide traffic control during evacuee movement to mass care and shelter facilities. • If necessary,provide an alternative communications link between the mass care and shelter facility and the ECC through a mobile radio unit in police vehicles. 10.Local Grocery Stores with Kitchens. • Assist with mass feeding. 1L Local Restaurants • Assist with mass feeding. Spokane CEMP Update 2010 134 Spokane Comprehensive Emergency Management Plan Update 2010 12. Spokane Transit Authority. • Provide buses to serve as mobile temporary shelters. 13.Parks and Recreation. • Provide facilities for emergency shelter,food,and water distribution points,child care facilities,if possible. 14.Personnel Departments. • Provide for the recruitment of manpower needs the organization and operation of the congregate care facilities(shelter/mass feeding). 15.Public Works. • Provide structure/damage assessments ofpotential congregate care facilities (shelter/mass feeding)to ensure habitability. • According to disaster circumstances provides for the maintenance,repair and construction of roads and facilities required in support of congregate care facilities (shelter/mass feeding)operations. • Assist in crowd control operations with signing and barricading activities. • Coordinate emergency utility support requirements with public and private utilities. 16.RACES. • Within capabilities provides emergency radio communication links between the ECC and shelters. 17. School Districts. • Provide facilities/properties,if available,for emergency shelter,food,and water distribution points,child care facilities,if possible. 18.Utilities. • Provide ECC management oversight of utility acrions • Coordinate utility group programs within county area CONCEPT OF OPERATIONS. A. GENERAL. 1. Emergency operations for most mass care (mass care,individual assistance, sheltering) will be an extension of normal programs and services. However,during widespread, multiple site disasters human services personnel,resources and facilities may be in short supply. 2. Existing mutual aid agreements may be able to augment and satisfy a temporary increase in local needs. If local capabilities are exceeded, support may be available from state and federal human services groups. Spokane CEMP Update 2010 135 Spokane Comprehensive Emergency Management Plan Update 2010 4. Coordination between human services agencies is necessary to ensure emergency operational readiness.Each department/agency having responsibility for human services must develop operating instructions and resource listings to support this plan. B. COUNTY-WIDE DISASTER. Each human services organization will maintain authority within its own jurisdiction. Routine operations will be handled by standard procedures. State and federal support will be called upon as needed with requests channeled through the Department of Emergency Management Duty Officer/ECC to the State EOC. C. ECC ACTIVATIONS. 1. During an ECC activation, agencies involved in the response will staff the Mass Care Branch within the ECC to coordinate human services activities.In general,the Mass Care Branch is responsible for directing and coordinating emergency programs relating to mass care,individual assistance, sheltering,and needs of special populations and individuals. • Four sub-units may be activated within the Mass Care: - Mass Care Operations Unit - Sheltering Unit. - Special Needs Unit. - American Red Cross Liaison 2. During emergency operations,Lead and support agencies will collaborate and will provide representatives to the ECC. 3. ECC Mass Care Unit duties include: • Identifying incident sites requiring mass care services. • Determining present and future need for mass care resources: - Communications - Feeding facilities. - Feeding for victims and disaster workers. - Medical,nursing aid. - Potable water. - Temporary sanitation facilities. - Clothing commodities. - Fixed shelter. - Mobile shelter. • Obtaining and coordinating mass care resources as requested by field incident commanders. Spokane CEMP Update 2010 136 Spokane Comprehensive Emergency Management Plan Update 2010 4. ECC Sheltering Unit duties include: • Determining requirement for shelters for disaster victims and temporary sheltering for emergency responders. • Establishing shelter sites and ensuring communications to each site. • Ensuring a registration system is activated at each site. 5. Evacuee Reception Center duties include: • Coordinate setup and workforce for within the center. • Coordinate processing within the center of all available agencies. • Process evacuees with needs through a registration process for: —Lodging —Food —Clothing —Displacement/Replacement Funds —Job Service —Medical Needs D. DAMAGE ASSESSMENT. An initial ECC priority is to gather as much intelligence about the extent of damages and the impact on people as soon as possible. Human services agencies and organizations will submit situation and damage reports. E. EVACUATION. Evacuation will be coordinated with the/DEMECC to ensure the evacuees are moved to an appropriate shelter,and handicapped and others needing special assistance are provided for. The"Mass Care Group"will ensure appropriate human services support. F. FIELD OPERATIONS. L "Mass Care"emergency actions may include: • Providing feeding for victims and disaster workers. • Identifying facilities that are appropriate for feeding facilities. • Medical and nursing aid. • Providing potable water. • Providing temporary sanitation facilities. • Identifying distribution service centers. • Distributing food,clothing,medicine and commodities. • Providing information services. • Assessing social service needs of victims. • Providing counseling services. Spokane CEMP Update 2010 137 Spokane Comprehensive Emergency Management Plan Update 2010 • Management of donated goods. 2. "Sheltering"emergency actions include: • Providing mobile shelter. • Providing temporary shelter. G. MASS CARE. Though usually provided in conjunction with emergency sheltering,this function may be activated singularly to provide mass care(food,water, sanitation, etc.)to displaced persons not requiring shelter,or to emergency workers.Additionally,other individual "social service"needs may arise,requiring emergency distribution of food,water, clothing,medicine,and other commodities to persons who are not living temporarily in public shelters. H. INDIVIDUAL ASSISTANCE. 1. Emergency. • a. Immediate, short-term individual assistance needs includes: emergency medical care, emergency lodging, emergency provisions of water, food, and medicine, and other essential needs. • b. Situations considered a socioeconomic concern should be referred to the appropriate agency for assistance. 2. Recovery. (Details provided in ESF 14,Recovery.) • a. The Presidential Declaration of Disaster authorizes a variety of federal programs to assist individuals. This assistance is intended to aid citizens in the resumption of a normal way of life, not provide complete restitution for injuries and property damage. • b. When a Presidential Declaration of Disaster is made, DEM and the Federal Emergency Management Agency (FEMA) establish Disaster Recovery Centers to provide disaster victims with a single location to make application for assistance programs. • c. When notified of the implementation of federal assistance programs, Jurisdictions, which are involved with recovery assistance programs, are responsible for the following: Spokane CEMP Update 2010 138 Spokane Comprehensive Emergency Management Plan Update 2010 • Review current program guidance to ensure familiarity with program procedures, • Collect appropriate forms,information brochures and program guidance,and, • Provide adequate staff to the Disaster Recovery Centers. I. SHELTERING. 1. General Concepts. • a. The responsibility of providing congregate care facilities(shelter and mass feeding) for displaced persons from a disaster rests with government. The DEM Duty Officer is responsible for coordinating organizations and operation of congregate care facilities (shelter and mass feeding)located within Spokane County boundaries. The Red Cross in accordance with a memorandum of understanding will operate shelter facilities and may be augmented by available local nonprofit or civic organizations, local churches,or other public service organizations. • When practical,public buildings will be used as shelters.Public shelters will be open and usable during periods of emergency.Those persons not using public shelters will take refuge in their homes or other private shelter areas.The use of shelters will substantially reduce the number of casualties resulting from a disaster situation. Shelter facilities or temporary housing will be available to all persons regardless of race,color,national origin,religion, sex,age or handicap. • The primary mode of transportation will be private vehicle supplemented by public transportation. . • b. Though usually provided in conjunction with mass care, this function may be activated singularly to provide shelter to displaced persons not requiring mass care, or to emergency workers. Shelter services shall be coordinated with the DEM/ECC. Likely sub-functions and tasks that may be performed include: • Pre-identifying potential shelter facilities. • Obtaining use agreements from the identified facility's management. • Training shelter managers and staff. • Stocking shelter and mass care supplies. • Establishing a victim registration system. • c. The Red Cross is Shelter Coordinator and staffs the "Red Cross Liaison Unit"within the ECC. Duties include:maintaining inventories of shelter sites; ensuring communications between the ECC and shelter sites; establishing, maintaining shelter registration system; maintaining, monitoring inventories of essential equipment, supplies; assigning, training shelter staff; establishing, maintaining system to locate and reunite family members. Spokane CEMP Update 2010 139 Spokane Comprehensive Emergency Management Plan Update 2010 • d. Telephone or two- way radio communications will be established whenever possible between shelters and congregate care facilities and/or the ECC when necessary. • e. An active emergency public information and instruction program will be used to keep the population informed of congregate care (shelter/mass feeding)plans,procedures,policies,services and locations. • h. Pets. The care of pets and other animal needs will be addressed in ESF 11 Agriculture &Natural Resources which includes the Spokane County Animal Rescue Plan. ATTACHMENTS AND/OR REFERENCES A. ATTACHMENTS. None B. REFERENCES. L Listing of Shelters(published separately). Spokane CEMP Update 2010 140 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function#7 Resource Sunnort Emer enc O erations Center Primary: Likely Tasks: • Departments/Agencies,All. • Analyze resource requirements. • Finance Department. • Identify and maintain current resource • Public Sector. inventories. • Establish inventory,control, and delivery sy stems. • Identify staging area locations and resources needed. • Coordinate implementation of Logistics Management activities with the appropriate tasked organizations. • Determine resource needs. • Determine resource priorities. LEAD AGENCIES: Depariment of Emergency Management(DEM) SUPPORT AGENCIES: American Red Cross Salvation Army Geiger Correction Center Community Organizations Active is Disasters(COAD) Washington State Military Department INTRODUCTION A. Purpose: To provide resource support to response agencies and organizations,during the response and recovery phases of an emergency/disaster. Spokane CEMP Update 2010 141 Spokane Comprehensive Emergency Management Plan Update 2010 B. Scope: Resource support includes providing facilities,material,services,and personnel. POLICIES A. Agencies responding to emergencies/disasters will operate under their distinct command structure and under their existing authority and regulations. Support agencies will perform tasks and expend resources under their own authority, including implementation of mutual aid agreements, as applicable,in addition to tasking received under the authority of the Director of Emergency Management. C. The protection of private property will be the responsibility of the landowner ar tenant. D. Resources will only be provided upon the request of recognized personnel in command, such as an Incident Commander(IC),Emergency Coordination Center(ECC)Manager, or Director of Emergency Management. SITUATION A. Emergency/Disaster Conditions and Hazards: See CEMP HIVA B. Planning Assumptions: 1. Spokane City/County will not ha�e all of the resources,whether in type or quantity, which may be required to initially combat the effects of all potential hazards. 2. Any disaster/emergency will require the mobilization of the logistics/resource support personnel. 3. The initial response to an emergency event will focus on lifesaving and injury reduction activities. CONCEPT OF OPERATIONS A. General L The implementation of this ESF will be the responsibility of the Director of Emergency Management or his designee. 2. When tasked, support agencies provide liaison personnel to the ECC. 3. Agency representatives to the ECC will be offered a designated working area. 4. Resource requirements beyond the capability of support agencies will be coordinated from the ECC. Requests will be handled on a case-by-case basis and allocation will depend on availability of both the resource and means of delivery. 5. Response support agencies should be prepared to continue operations into the recovery phase of the emergency. 6. Depariment of Emergency Management(DEM)will coordinate the phase-out from response to recovery as soon as feasible. 7. Resource management is highly situational and dependent upon flexibility and adaptability. Spokane CEMP Update 2010 142 Spokane Comprehensive Emergency Management Plan Update 2010 B. Organization: Each supporting organization will designate a point of contact,and backup,for the mobilization phone tree. Once the designee is notified of the mobilization,they will notify any additional personnel within their organization,if required. 1. Close coordination will be maintained with government officials and other volunteer organizations. The Director of Emergency Management will determine the priority of the tasks. 2. The resources of city/county organizations will be used to the extent practicable. Organizations will retain sufficient quantities of applicable resources in reserve to meet organizational needs, as appropriate. Should city/county resources become depleted,resource acquisition to meet needs/requests will be sought from the following sources, in order: a. Mutual aid and local agreements b. Private sector purchases c. State Emergency Management Division(EMD) RESPONSIBILITIES A. City/County Department of Emergency Managemenr L Maintain the warkspace,equipment and consumables. 2. Train and exercise applicable staff in resource support activities. B. Support Agencies: 1. Provide resources,transportation,facilities,and services in response to requests from the ECC. 2. Assist the DEM personnel in developing resource lists and operating procedures, as appropriate. 3. Document the utilization and location of all personnel and equipment used in the emergency response. RESOURCE REQUIREMENTS See Comprehensive Emergency Management Plan TERMS AND DEFINITIONS See Comprehensive Emergency Management Plan Spokane CEMP Update 2010 143 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function#8 Public Health,Medical&Mortuarv Services Emer enc O erations Center Primary: Likely Tasks: • Medical Program Director General: • Medical Examiner • Maintain inventories of resources and • Health Officer equipment. Support: • Maintain mutual aid agreements. • Medical Reserve Corp. Emergency Coordination Center(ECC): • Bus Companies. • Determine condition,status of inedical • Hospitals. resources. • Spokane Emergency Management • Determine present and future need for medical • Law Enforcement. resources. • Medical Examiner. • Obtain,coordinate medical resources as • Medical Helicopter Services. requested by field incident commanders, • Private Ambulance Services. includes: • Private Sector:Physicians;Nurses; - Provision for pre-hospital and hospital Hospitals; Clinics. emergency medical care. • Red Cross. - Assist in identification,coordination and • School Districts. mobilization of inedical equipment,supplies and personnel. • Ensure,if appropriate to situation,the designation of a Disaster Medical Control Hospital. • Coordinate assistance to Medical Examiner in victim identification and mortuary services. LEAD AGENCIES: Spokane Regional Health District(SRHD) Hospitals/Medical Centers Spokane County Medical Examiner Medical Program Director SUPPORT AGENCIES: Ambulance/Private Spokane CEMP Update 2010 144 Spokane Comprehensive Emergency Management Plan Update 2010 American Red Cross Department of Social and Health Services Educational Services Districts Fire Departments/Districts Law Enforcement Agencies/Federal Law Enforcement Agencies/Local/State Volunteer Organizations INTRODUCTION A. Purpose: To organize pre-hospital and community health resources to reduce the mortality resulting from major emergencies or disasters. B. Scope: 1. Scene security and citizen evacuation 2. Emergency medical response to provide triage,treatment,and transport to the injured. 3. The coordination of hospital resources to provide in-hospital patient care and additional pre-hospital support as needed. 4. Community mental health and ministerial services. 5. Control and prevention of epidemics. 6. Vector prevention and control. 7. Provision of potable water and wastewater and solid waste disposal. 8. Emergency medical and public health support to displaced or sheltered persons. 9. Victim identification and mortuary services. POLICIES A. EMS response treatment by Spokane County agencies will be provided according to Spokane County and Regional Patient Care Procedures and Protocols. B. All EMS agencies from outside Spokane County who respond to provide medical assistance within Spokane County operate under their own organizational procedures and protocols and will operate within a unified command structure. C. The Spokane Regional Health District(SRHD)will provide guidance to the county agencies and individuals on public health principals including infectious disease control, safe drinking water,food sanitation,personal hygiene,and proper disposal of human waste,garbage,infectious waste,isolation and/or quarantine. D. The Multi-Casualty Incident Plan will provide guidance when the number of is beyond the capabilities of the initial responding resources. SITUATION A Planning Assumptions 1. A significant natural ar technological disaster could overwhelm Spokane County's medical facilities and services requiring emergency coordination of casualties. Spokane CEMP Update 2010 145 Spokane Comprehensive Emergency Management Plan Update 2010 2. Hospitals,clinics,nursing homes,pharmacies,and other medical and health care facilities may be severely structurally damaged,destroyed,or rendered unusable. 3. Public health threats,including problems related to food,vectors,water,and wastewater, solid wastes,infectious disease transmission,and mental health effects will occur. 4. Damage to chemical and industrial plants,sewer lines,and water distribution systems and secondary hazards such as fires could result in toxic environmental and public health hazards to the surviving population and response personnel. 5. The damage and destruction of a catastrophic natural disaster will produce urgent needs for mental health crisis counseling for disaster victims and response personnel. 6. Disruption of sanitation services and facilities,loss of power, and massing of people in shelters will increase the potential for disease and injury. CONCEPT OF OPERATIONS A. General: This ESF is the primary responsibility of the Medical Program Director,the Medical Examiner and the Public Health Officer.They shall coordinate with all agencies ha�ing medical responsibilities. Response requirements may exceed the capabiliries of local Emergency Medical Services System and can be augmented by services and assets provided under mutual aid if a�ailable. B. Organization: The Incident Command System will be utilized. RESPONSIBILITIES A. LOCAL GOVERNMENT. L Local government Emergency Medical,Public Health,Hospitals and Mortuary service agencies are the lead agencies responsible for organization and mobilization of this function during emergencies. 2. Local governments are encouraged to develop their own procedures to guide their initial response to emergency events occurring within their jurisdiction.They should consider the following responsibilities in their emergency planning efforts.Responsibilities that a local government cannot fulfill can be deferred to the DEM Duty Officer or ECC. 3. Local government Emergency Medical Services and Hospitals responsibilities include: • Respond to the emergency or disaster scene with emergency medical personnel and equipment in accordance with existing protocols. • Upon arrival at the scene,assume appropriate role in the Incident Command System (ICS). If ICS has not been established,initiate in accordance with the emergency management system. • Triage,stabilize,treat, and coordinate transport of the sick and injured with County Medical Director. Spokane CEMP Update 2010 146 Spokane Comprehensive Emergency Management Plan Update 2010 • Establish and maintain field communications and coordination with other responding emergency teams (medical,fire,police,public works, etc.), and radio or telephone communications with County Medical Director,as appropriate. • Direct the activities of private,volunteer,and other emergency medical units,and of bystander volunteers as needed. • Maintain an inventory of emergency medical facilities,personnel,transportation, communications,and supply sources. 4. Spokane Regional Health District. • • During emergencies can provide or coordinate: • • Disease detection and control. • • Waste disposal. • • Technical information and expertise in regard to the storage of food and water. • • Public information programs dealing with personal health and hygiene. • • Communicable disease control operations, to include epidemic intelligence, evaluation,prevention and detection of communicable diseases. • • Information and testing to ensure a potable water supply. • • Environmental health activities in regard to waste disposal, refuse, food, water control,and vector control. • • Health care support for shelters and reception care facilities. • • Health instructions to the general public. Primary: 1. Emergency Medical Services. • Coordinate emergency medical services. • Coordinate pre-hospital care. • Provide initial emergency medical aid. 2. Hospitals. • Receive notification of a disaster situation;initiate the appropriate disaster plan. • Receive incoming patients. • Provide medical care. • Resupply field units with consumable medical supplies. • Make assessment of hospital capabilities and damages. • May mobilize staff to provide teams to respond to mass casualty incidents. • Coordinate with Blood Bank and assist in blood procurement for community needs. • Participate in hospital radio net that links hospitals,ECC,fire dispatch, and fire services EMS units. • Serve as Medical Command Hospital. 3. Public Health Services Branch duties may include: Spokane CEMP Update 2010 147 Spokane Comprehensive Emergency Management Plan Update 2010 • • Detection as well as control of disease causing agents and water purification. • • Coordinate waste disposal under disaster conditions. • • Provide technical information and expertise in regard to the storage of food and water. • • Coordinate public information programs dealing with personal health and hygiene. • • Coordinate communicable disease control operations, to include epidemic intelligence, evaluation,prevention and detection of communicable diseases. • • Provide information and testing to ensure a potable water supply. • • Coordinate environmental health activities in regard to waste disposal, refuse,food,water control, and vector control. • • Collect vital statistics in regard to births, deaths, and communicable diseases. • • Coordinate and provide health care support for shelters and reception care facilities. • • Direct the management, distribution and use of health resources (manpower, material, and facilities) under county control and allocated to the county. • • Issue health instructions to the general public. • • Coordinate public health damage assessment activities. • • Coordinate environmental health activities in regard to waste disposal, refuse,food,water control, and vector/vermin control. The Health Officer provides: • Oversight of sewage treatment. • Coordination of public health services • Priorities and administrative details. • Decisions involving medical and technical expertise within the agency's scope of practice • Determination of critical priorities in the public health effort will be made in consultation with the Board of Health and state and federal service agencies. • Provide guidance and/or services related to vaccinations/prophylaxis for disease prevention. 4. Mortuary Services: • The Medical Examiner has jurisdiction over bodies of deceased(RCW 68.08.010). Procedures may vary if an incident falls under the jurisdicrion of the FAA,state,or the military. • The Medical Examiner provides liaison to the ECC to coordinate mortuary resources. • Funeral directors may be requested to assist in the processing of human remains at the discretion of the Medical Examiner. Spokane CEMP Update 2010 148 Spokane Comprehensive Emergency Management Plan Update 2010 • If local resources for proper handling and disposition of the dead are exceeded, the state and/or federal government may provide supplemental assistance for identification,movement,storage,and disposition of the dead. The Medical Examiner may make a request for such assistance through DEM to the State Depariment of Health. 5. Emergency Vital Statistics: • Law enforcement agencies provide oversight for missing persons. • The Medical Examiner identifies all deceased persons. • Deaths are registered at the SRHD's Vital Records Office. • The investigating entity is responsible for family and public notif'ication of deceased persons. 6. Business and Industry. • • Businesses and industries with personnel and resources needed to meet emergency health care requirements will be asked to participate in the local emergency organization. 7. Ministerial: • Spokane County Ministerial Group,Volunteer Organizations Acrive in Disasters and The American Red Cross will work in conjunction with the Spiritual Response Team to address all ministerial duties. RESOURCES REQUIRMENTS See Comprehensive Emergency Management Plan REFERENCES L Multi-Casualty Plan 2. Hospital Emergency Response Plan 3. Mental Health Disaster Intervention Plan 4. Ambulance Services Plan 5. Mortuary Services Plan TERMS AND DEFINITIONS See Comprehensive Emergency Management Plan Spokane CEMP Update 2010 149 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function#9 Search&Rescue Emer enc Coordination Center Primary: Likely Tasks: • Law Enforcement Agencies • Develop a system to quickly identify and • Fire Services establish County-wide search and rescue grids. Support: • Identify high occupancy structures,critical • Civil Air Patrol(CAP). facilities and other places of public assembly • Fire Services. having potential for mass casualty. • National Guard(Air Guard). • Maintain inventories of resources and • Public Works. equipment. • Radio Amateur Civil Emergency • Identify incident sites or situations requiring Services(RACES). Search&Rescue services to include: • Search and Rescue Organizations. - Urban search and rescue activities • Volunteer Agencies. following flood,building collapses,etc. - Water recovery searches for persons presumed to be deceased. - Searches for missing persons. • Determine present and future need for Search &Rescue and other on-scene resources. • Obtain,coordinate Search&Rescue resources as requested by field incident commanders. • Coordinate search and rescue activities with the appropriate tasked organizations. LEAD AGENCIES: Law Enforcement Agencies Fire Services SUPPORT AGENCIES: Search&Rescue Council Washington State Emergency Management Division Spokane Depariment of Emergency Management American Red Cross The Salvation Army Spokane CEMP Update 2010 150 Spokane Comprehensive Emergency Management Plan Update 2010 1NTRODUCTION A. Purpose: To provide for the employment,control and coordination of various types of search and rescue operations resulting from an emergency or disaster. B. Scope: Search and rescue (SAR)activities include incidents that involve Urban SAR(LJSAR), water or air search activities for lost persons,rescuing or recovering by means of ground, water rescue,or other activities any person who becomes lost,injured, or killed. . POLICIES A. The chief law enforcement officer shall be responsible for SAR activities within their jurisdiction(RCW 38.52). B. The chief law enforcement officer shall coordinate with local Fire Protection Authorities, who have primary responsibilities for Urban SAR(USAR) and specified SAR operations. C. The Sheriff will appoint one or more deputies within their department as SAR Coordinator(s)to work with the Spokane City/County Department of Emergency Management and the Spokane Search and Rescue Council for responses throughout Spokane County. D. An adequate number of volunteers can be recruited for general SAR purpose from within the SAR Council. E. Fire Agencies will be responsible for USAR incidents,trench,high and low angle rescue, extrication and industrial rescue,and confined space rescue and water rescue within the city limits of Spokane. SITUATION A. Emergency/Disaster Conditions and Hazards See Potential Disasters to Spokane(Basic CEMP,HIVA) B. Planning Assumptions: 1. People will become lost,injured,or killed while outdoors,requiring search and rescue activities in Spokane County. 2. An emergency or disaster will cause building collapse,leaving persons in life- threatening situations requiring urban search and rescue(USAR)and medical care. 3. Large numbers of individuals will volunteer to assist USAR and their involvement will require training,coordination and direction. 4. Request for additional resources through the Washington State Emergency Management Division may be needed for events that exceed local capabilities. 5. Law Enforcement or Fire Services cannot provide all necessary equipment or manpower to cope with all types of SAR missions. 6. The Spokane City/County Department of Emergency Management will provide a 24- hour on-call duty officer for notification and requests for SAR volunteers and provide additional state or local resources. 7. Fire Services will have to call upon mutual aid or fire mobilization to deal with USAR or designated SAR responsibilities. 8. The need for hea�y equipment or materials to support USAR activities will be requested from Public Works and/or Engineering Services. Spokane CEMP Update 2010 151 Spokane Comprehensive Emergency Management Plan Update 2010 9. Spokane City/County Depariment of Emergency Management will assist in coordinating local resources and augment SAR resource personnel through the Washington State Emergency Management Division. CONCEPT OF OPERATIONS A. General: ➢ The Spokane City/County Emergency Coordination Center(ECC)may be activated to provide coordination,technical, and administrative support to SAR or USAR operations. ➢ The Deputy Director has the responsibility to establish criteria and standards for emergency worker volunteers. Washington Administrative Code,WAC 118-04, and Emergency Worker Program establish the Basic emergency worker standards. ➢ For those SAR or USAR activities for which fire services have primary responsibility,local Fire District operating procedures shall be the standard. ➢ The American Red Cross with the assistance of the Salvation Army will provide support to SAR or USAR operations with providing food and water. ➢ The Department of Defense directs search operations for downed or missing military aircraft of national significance as determined by DOD representatives. ➢ Military support for SAR activities for military aircraft may be requested through local authorities. ➢ Missing or overdue civilian aircraft are the responsibility of the Depariment of Transportation, �'+�+� ^��-�r��+��Aviation Division. Once a location of the aircraft is known to be in the jurisdiction,the responsibility for SAR rests with the chief local law enforcement official. B. Organization: The Incident Command System will be used.Unified Command will be used when multiple agencies with jurisdictional responsibilities are involved. RESPONSIBILITIES A. Federal: 1. Federal Emergency Management Agency (FEMA)tasks federal agencies to perform SAR or USAR activities under a Declaration of Emergency ar Major Disaster Declaration by the President. 2 n�°a�'^r^°°�°°^„r^°Air Farce Rescue Coordination Center(AFRCC)Coordinate federal resources providing SAR assistance to states during non-disaster incidents(reference National Search and Rescue Plan)." State: 1. Serves as the coordinating agency to provide additional non-jurisdictional resources for SAR and USAR incidents. 2. Provides state SAR mission numbers to cover liability issues for volunteers. C. Local: 1. Chief local law enforcement official(s): a. Provides direction to SAR operations except those identified as fire service responsibilities. Spokane CEMP Update 2010 152 Spokane Comprehensive Emergency Management Plan Update 2010 b. Support agency for those SAR or USAR fire service incidents. c. Tasks the Depariment of Emergency Management to coordinate with Washington State Emergency Management Division for needed resources d. Notif'ies the Spokane City/County of DEM duty officer to coordinate resources in support of emergency workers. e. Provide a trained SAR coordinator to assist in command and control of responding SAR resources. 1. Ensures notification to Washington State Emergency Management Division for mission numbers and additional state support when needed. 2. Maintains SAR mission records,and forwards appropriate records and reimbursement requests to Washington State Emergency Management Division. 2. Spokane City/County Department of Emergency Management a. Identif'ies,obtains,and maintains resource equipment in support of SAR missions. b. Maintains a list of volunteers in support of SAR activities. c. Monitors SAR Council members to ensure compliance with minimum SAR standards. d. 24-hour availability through a duty officer system to activate and respond to emergency SAR and support of SAR incidents. e. Ensures notification to Washington State Emergency Management Division for mission numbers and additional state support when needed. £ Provides support to USAR missions. 3. Search and Rescue Council: a. Provides manpower for search and rescue activities. b. Develops and implements local SAR programs in coordination with the Spokane City/County Department of Emergency Management and the Washington State Emergency Management Division. c. Develops and reviews specific group operating procedures to ensure compliance with state and local requirements. d. Trains and prepares for search and rescue activities within their specific area of expertise. e. Ensures the Spokane City/County Department of Emergency Management is briefed on all known SAR response deficiencies. £ Notifies the SAR coordinator or DEM duty officer on the status of each unit,when requested to respond and return from other jurisdictional requests. 4. Fire Services: a. L,ocal fire protection jurisdictions shall have primary responsibility for search and rescue operations at 1. Structural fire incidents 2. Structural collapse (LJSAR),with or without fire involvement and may take either primary jurisdiction responsibility or provide operations support, depending on the extent of its special operations capability and capacity,for: • Technical rope rescue • Confined space • Trenchrescue • Structural collapse rescue Spokane CEMP Update 2010 153 Spokane Comprehensive Emergency Management Plan Update 2010 3. High and low Angle Rescue. Depending on training and equipment fire districts will respond to conduct or assist with rope rescue. b. Depending on training and equipment,fire districts may elect to respond solely on EMS support for SAR incidents. c. Fire Services will utilize mutual aid,fire resources,ar fire mobilization to support USAR or identified SAR operations. RESOURCE REQUIREMENTS See Comprehensive Emergency Management Plan REFERENCES A. Revised Code of Washington(RCW 38.52) B. Washington Administrative Code (WAC 118.04) C. Fire Mutual Aid Agreements D. Washington State Comprehensive Emergency Management Plan E. SAR Council individual unit Operating Procedures F. Fire Mobilization Plan G. Fire Resource Plan H. ICS-Field Operations Guide TERMS AND DEFINITIONS See Comprehensive Emergency Management Plan Spokane CEMP Update 2010 154 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function #10 Hazardous Materials Plan APPROVAL&IMPLEMENTATION Spokane Regional HAZMAT Team and Spokane County Local Emergency Planning Committee (LEPC) developed the Emergency Support Function#10(ESF#10)Hazardous Material Response Plan(HMRP)to implement hazardous materials(HazMat) emergency preparedness responsibilities. The Plan details primary agencies,support agencies,purpose,policy,authority, limitations,direction/control,functions,and responsibilities to ensure a mutual understanding and a coordinated plan of action is implemented with appropriate agencies within Spokane County The Board of County Commissioners directs each office, department,and agency to study the plan and prepare or update as needed a supporting plan to be implemented in the event of a HazMat event. We have directed the Spokane Depariment of Emergency Management(DEM) as statutorily charged to make preparations to coordinate all response activities. The Director and highest designee officer of DEM is responsible for publishing and distributing this plan and will issue changes as required. The Spokane County LEPC has approved this plan and it is intended to meet the requirements of the Superfund Amendments and Reauthorization Act of 1986. It is the intention of the LEPC that this material be part of the overall Emergency Management Plan rather than constituting a separate program. The purpose of this plan is to provide a framework for cooperation between the private industry and the government in an effort to mitigate the results of an accidental release of hazardous materials. Signature (Elected Official) Date Signature(LEPC Chairperson) Date Spokane CEMP Update 2010 155 Spokane Comprehensive Emergency Management Plan Update 2010 TABLE OF CONTENTS I. PURPOSE 159 IL SCOPE 159 IIL POLICES AND LEGAL AUTHORITY 159 IV. SITUATION,ASSUMPTIONS&LIMITATIONS 160 V. CONCEPT OF OPERATIONS 161 VI. RESPONSIBILITIES 162 VII. RESPONSE PROCEDURES 168 VIIL COMMUNICATION AND WARNING 173 IX. CLEAN UP/CONTAINMENT 173 X. TRAINING 174 XI. EXERCISES AND PLAN UPDATE 174 XIL FACILITY RESPONSIBILIITIES 174 XIIL EPCRA REPORTING 174 XIV. REFERENCES 176 XV. ACRONYMS AND DEFINITIONS 177 XVI. DESIGNATED INCIDENT COMMAND AGENCIES 182 APPENDIX LIST Appendix A Hazardous Materials Incident Report 183 Appendix B Spokane Evacuation Plan 185 Spokane CEMP Update 2010 156 Spokane Comprehensive Emergency Management Plan Update 2010 RECORD OF CHANGES Hazardous Materials Response Plan Revision Number Nature of Change Date of Change Revision 1 Replace Complete Plan October 2009 All revisions of the Spokane County HMRP,ESF#10,will originate from the LEPC and/or Spokane DEM. Spokane CEMP Update 2010 157 Spokane Comprehensive Emergency Management Plan Update 2010 HAZARDOUS MATERIALS RESPONSE PLAN Primary Agencies Fire Services Washington State Patrol(WSP) Spokane HazMat Team Support Agencies Spokane Depariment of Emergency Management(DEM) Washington State Department of Agriculture Washington State Emergency Management Washington State Fish and Wildlife Fire Marshall Washington State Department of Labor and Industries Washington State Utilities and Transportation Commission Washington State Depariment of Ecology (WDOE) Washington State Depariment of Transportation(WSDOT) Washington State Health Department(WDOH) Enviromental Protection Agency US Coast Guard CHEMTREC Private Sector Facilities Spokane CEMP Update 2010 158 Spokane Comprehensive Emergency Management Plan Update 2010 I. PURPOSE A. This ESF establishes the policies and procedures under which Spokane County will operate in the event of a HazMat incident, oil spill, or other release. This plan is designed to establish responsibilities for HazMat incident preparedness, response and management in Spokane County. B. The plan provides guidance for: HazMat incident notification and response, off-site emergency planning/notification procedures as required by SARA Title III of 1986, also known as the Emergency Planning&Community Right-To-Know Act(EPCRA). C. This plan shall be used in conjunction with the Spokane County Comprehensive Emergency Management Plan(CEMP)and federal emergency plans. IL SCOPE A. This ESF provides for a coordinated response to actual or potential discharges and/or releases of hazardous materials within Spokane County. B. It includes appropriate response actions to prevent, minimize, or mitigate a threat to public health, welfare, or the environment and may include attachments to provide specific guidance. C. Agencies responding to a HazMat release will have their own procedures. This ESF does not supersede those procedures; instead it is designed to coordinate the efforts of the various agencies responding to the same incident. IIL POLICES AND LEGAL AUTHORITY A. The planning in this ESF will be conducted and maintained in conjunction with SARA Title III requirements and Chapter 118-40 WAC under the auspice of the Spokane County LEPC and Spokane DEM. B. Federal and state regulations require that local jurisdictions form LEPC's. It is the responsibilities of each LEPC to develop a Hazardous Materials Response Plan (HMRP). Planning may include coordination with outside agencies, recognition procedures, safe distances, and places of refuge, site security, control procedures, evacuation routes and procedures, and a list of required personal protective equipment. See REFERENCES section for associated regulations. C. Federal statutes and regulations: [40 CFR Part 302, Part 355, Part 370, Part 372; USC 42, Chapter 116, Subchapter I, Section 11003,(a)-(g)] D. State statutes and regulations: [RCW 38.52.070; Chapter 70.136 RCW; RCW 70.136.030; Chapter 118-40 WAC; Chapter 296-824 WAC] Spokane CEMP Update 2010 159 Spokane Comprehensive Emergency Management Plan Update 2010 E. OSHA 29 CFR 1910120 F. NFPA 1500, 1081, 1982, 472, 473 IV. SITUATION,ASSUMPTIONS&LIMITATIONS A. Situation 1. See Hazard Identification and Analysis(HIVA) (within the CEMP). 2. Emergency/Disaster Conditions and Hazards: a. An incident(ie.natural,human)could result in a single or numerous situaYions in which hazardous materials are released into the environment. b. Fixed facilities(e.g.chemical plants,tank farms,laboratories,operating hazardous waste sites) all of which may produce,generate,use,store,or dispose of hazardous materials could be damaged so that existing spill control apparatus and containment measures are not effective. c. Hazardous materials that are transported may be involved in;rail accidents,roadway collisions, waterway,or aircraft mishaps. d. Damage to,or rupture of,pipelines transporting hazardous materials,if released into the environment. e. Intentional release of a biological and/or chemical agent as a result of a terrorist ar criminal action. £ The Incident Commander(IC)initiates the emergency notification of a HazMat incident. g. Evacuation from risk areas surrounding EPCRA regulated facilities will be determined based on the incident and risk management evaluation. h. Any evacuations initiated at a HazMat incident will be coordinated through the IC.All evacuation routes will be identified through the Spokane County Emergency Evacuation Plan. (See Appendix#B) i. Tier II reports identify hazardous materials which are manufactured,used,stored,and transported through the jurisdiction. j. If the IC identif'ies a HazMat event beyond the capability of his/her agency an order will be transmitted through the Combined Communications Center(CCC)requesting a HazMat team response. k. The Spokane LEPC is responsible for providing assistance and support to Spokane County in HazMat planning. 1. The LEPC will issue a letter annually to the Washington State Emergency Response Commission(SERC)certifying the validity and currency of the jurisdiction plan and HazMat program. B. Planning Assumptions 1. Response resources to Cities/County HazMat incidents will be available for containment and/or mitigation. 2. State and Federal assistance will be available,but may take time to mobilize. 3. Emergency circumstances may require special exemptions from transportation, storage,and disposal regulations. Spokane CEMP Update 2010 160 Spokane Comprehensive Emergency Management Plan Update 2010 4. An accidental release of hazardous materials could pose a threat to the local population or environment. A hazardous materials incident may be caused by or occur during another emergency,such as flooding,a major fire,or earthquake. 5. A major transportation HazMat incident may require the evacuation of citizens at any location within the Spokane County Area. 6. The length of time available to determine the scope and magnitude of a hazardous materials incident will impact protective action recommendations. 7. During the course of an incident,wind shifts and other changes in weather conditions may necessitate changes in protective action recommendations. 8. If an evacuation is recommended because of an emergency,typically 80 percent of the population in an affected area may relocate voluntarily when advised to do so by local authorities. Some residents may leave by routes other than those designated by emergency personnel as evacuation routes. Some residents of unaffected areas may also evacuate spontaneously. People who evacuate may require shelter in a mass care facility. See Spokane County Evacuation Plan. (Appendix#B) 9. Residents with special needs may require assistance when evacuating. 10.Hazardous materials could possibly enter water or sewer systems and may necessitate the shutdown of those systems. C. Limitations: 1. This plan does not imply, nor should it infer or guarantee a perfect response will be practical or possible. No plan can shield individuals from all events. 2. Responders will attempt to coordinate the plan and response according to standards. 3. Every reasonable effort will be made to respond to emergencies, events or disasters; personnel,resources,and systems may be overwhelmed.There may be little to no warning during specific events to implement operational procedures.The success or failure of all emergency plans depends upon effective tactical execution. 4. Successful implementation of this plan depends on a thorough information exchange between responding organizations and timely identification of actual capabilities and available resources at the time of the incident. 5. Each agency, facility, and jurisdiction will respond within the limits of their training or actual capabilities and qualifications. V. CONCEPT OF OPERATIONS A. Initial Conditions 1. All jurisdictions, departments, and agencies will read this plan and implement, as appropriate. 2. Regulated facilities will report chemical inventories to the Washington State Department of Ecology (DOE), LEPC, and local Fire Department. They will also identify the health care facility(s) in their site safety contingency plan for medical treatment and share the document. 3. After notifying proper emergency response authorities a HazMat incident has occurred, the authorized representative of the regulated facilities or transportation companies will promptly notify the SERC and other potentially-affected LEPC's or tribal jurisdictions of Spokane CEMP Update 2010 161 Spokane Comprehensive Emergency Management Plan Update 2010 the incident and make recommendations to local emergency responders for containing the release and protecting the public and environment. 4. In the event of a HazMat incident, the IC will determine appropriate protective action recommendations (PAR) for the public, disseminate such recommendations, and implement them. 5. The Spokane LEPC will assist the Spokane County Agencies/organizations in preparing and reviewing HazMat response plans and procedures. 6. Responders and/or Law Enforcement will assist with the collection of information for identification of the party responsible for the HazMat incident if possible. 7. Organization: The structure of the local agency on scene management will depend on the size and scope of the incident. The IC is responsible for the incident's management. For the purpose of this plan, the IC is the designated in-charge official from the first response agency, or the designated in-charge official from the agency with jurisdictional authority for the area of the incident,until officially relieved by higher authority. B. The National Incident Management System(NIMS)is incorporated in the planning process to include: Homeland Security Presidential Directive 5 and the Spokane County ICS Field Operations Guide. � Management of Domestic Incidents • National Incident Management System(NIMS) • Common incident management principles,practices and doctrine • Use of ICS • Flexible response operations • Common terminology for ordering,tracking resources • Plans for staging and allocating equipment, supplies and assistance • Effective communications Components of NIMS • Command and Management • Preparedness • Resource Management • Communications and Information Management • Supporting Technologies • Ongoing Management and Maintenance C. National Response Framework � Align Federal coordination structures,capabilities,and resources into a unif'ied,all discipline, and all hazards approach to incident management. VL RESPONSIBILITIES A. County Agency Responsibilities: 1.First Responders(Fire Services/WSP): a. Provide initial response to a HazMat incident based on responder training and expertise Spokane CEMP Update 2010 162 Spokane Comprehensive Emergency Management Plan Update 2010 b. Establish on scene command and incident management utilizing ICS. c. Notify the appropriate dispatch agency when the magnitude of the incident exceeds the expertise of the initial responder(s). d. Isolate the area according to the DOT Guide Book or other appropriate resource information. e. Identify hazardous material without compromising safety (placard number, shipping document,driver comments, etc). f. Provide for the safety of the public by whatever actions are necessary (evacuation, shelter in place). g. Support Spokane HazMat Team with personnel, equipment and other assistance as required. 2. Spokane Fire Department HazMat Team(Responsibilities include but are not limited to): a. Respond in support of first response agencies when requested. b. Assess actions taken by first-in units. c. Establish a tactical risk management plan with contingencies. d. Provide technical level response to hazardous materials incidents. e. Provide HazMat expertise and equipment to a HazMat Incident. £ Establish exclusionary zones. g. Determine the proper level of personal protective equipment, emergency medical treatment,decontamination techniques and additional authorities requiring notification h. Perform duties as directed by the IC. i. Through the IC,ensure coordination with Spokane County DEM Duty Officer or ECC when indicated. 3. Spokane County DEM(Responsibilities include but not limited to): a. Notify local, state,and federal authorities as requested by the IC or as appropriate to the situation b. Request a mission number from EMD's State Emergency Operations Officer (SE00)to insure insurance coverage for workers and volunteers during a HazMat event c. Activate the County ECC when necessary d. Support the IC on scene as requested e. Provide resource coordination as requested 4.Community Emergency Coordinator a. Coordinates emergency spill response planning efforts with local, state, and federal officials. b.Facilitates a local and regional spill response capability. Spokane CEMP Update 2010 163 Spokane Comprehensive Emergency Management Plan Update 2010 c.Assists local facility emergency coordinators in plan implementation. d.Provides technical support to incident command agencies during chemical incidents. e.Provides assistance in risk analysis to identify vulnerable areas and methods to reduce those risks. £ Assists in the development of public education programs. g. Coordinates activities with the environmental health department. h. Keeps public officials abreast of current environmental laws/regulations relating to SARA,Title III. i.Participates in exercises through the Local Emergency Planning Committee. 6.Private Facility Each facility will appoint a facility emergency coordinator,who: a.Notifies appropriate local, state, and federal entities in a reliable, effective,and timely manner of a release of hazardous materials(consistent with the emergency notification requirements of SARA Title III, Section 304 and other state and federal regulations governing hazardous material incidents). b. Informs the emergency planning committee of any relevant changes taking place at their facility as the changes occur or are anticipated to occur. c.Promptly provides,upon request,information to the emergency planning committee that may be needed for developing and implementing the emergency plan. B. State 1. State Emergency Management a. Maintains 24-hour capability to receive notification of incidents and requests for assistance and initial notification to local,state and federal response agencies. b. Coordinates the procurement of state resources for use by the incident on-scene commander or as requested by local Emergency Management or other designated local response agencies or state response agencies. 2. State Department of Agriculture Spokane CEMP Update 2010 164 Spokane Comprehensive Emergency Management Plan Update 2010 a.Develops,with the assistance of county extension agents,lists of farms,dairies, and ranches that may require monitoring or sampling due to a hazardous materials release. b.Provides technical assistance,laboratory testing and sampling, and estimates on recovery costs for incidents involving pesticides and environmental contamination of farm properties,in coordination with the Department of Health. c. Quarantines contaminated food and fodder. 3. State Depariment of Ecology a.Lead agency for spill response cleanup.Provides on-scene coordination,technical information on containment,cleanup,disposal,and recovery;environmental damage assessment;laboratory analysis and evidence collection for enforcement action for non-radioactive environment threatening hazardous materials incidents. b. Serves as the state on-scene coordinator under the Federal National Contingency Plan. 4. State Department of Fish and Wildlife a.Provides coordination and resource information on potential or actual fish or fish habitat damage and cleanup. b.Provides coordination and resource information on potential or actual wildlife or wildlife habitat damage and cleanup. 5. State Fire Marshall a.Provides assistance in damage assessments,investigations,and coordination with officials. b.Authority for incidents involving common or special fireworks(Class B and C) explosives. 6. State Department of Labor and Industries a. Enforces safety and health standards whenever employees are exposed to hazardous chemicals. b.Provides technical assistance and information concerning worker exposure to hazardous chemicals including information on procedures,protective equipment, and specific chemical properties and hazards of substances. 7. State Department of Health Spokane CEMP Update 2010 165 Spokane Comprehensive Emergency Management Plan Update 2010 a.Assumes the role as lead agency in incidents involving radioactive materials.Provides technical personnel and equipment and advises state and local governments of the hazards of radioactive materials. b.Provides advice and guidance regarding the health hazards of pesticides and other toxic substances.Provides technical assistance, sample collection and laboratory analysis,risk assessment,and control information relative to incidents involving pesticides and other toxic substances. 8. Washington State Patrol a.Acts as designated Incident Command Agency for hazardous materials incidents unless the local jurisdiction assumes that responsibility as per Section 4, Chapter 172, laws of 1982,as amended,and SHB Number 154,April 1987 in conjunction with RCW 70.136.060 and 70.136.070. b. Will contact State Emergency Management to notify other agencies as needed. 9. State Depariment of Transportation a. Coordinates the activation of WSDOT personnel and equipment needed to establish traffic control and cleanup activities on state roads and interstate highways.Activation may be initiated by the State Patrol. b. WSDOT personnel will initially establish traffic control and notify the Washington State Patrol when a hazardous materials spill is discovered,by them,on state roads and interstate highways. 10. State Utilities and Transportation Commission a. Investigates rail accidents involving hazardous materials in conjunction with the State Patrol. b.Assists first responders by providing supportive data on shippers and haulers of hazardous materials statewide. C.Federal 1. Environmental Protection Agency (EPA) a. Develops and promulgates the National Contingency Plan(NCP),chairs the National Response Team(NRT) and co-chairs the Regional Response Teams(RRTs), implements Superfund and other environmental legislation,can provide emergency response team support for hazardous material contingencies,and trains state emergency officials. Spokane CEMP Update 2010 166 Spokane Comprehensive Emergency Management Plan Update 2010 b. Responds with advice and technical resources to protect the environment from all types of hazardous substances. c.Acts as the federal on-scene coordinator for non-marine incidents. 2.United States Coast Guard a. Operates the National Response Center(NRC)which receives reports of incidents and serves as a focal point for notification of government authorities when a pollution incident occurs. b.Provides advice and assistance to users of the system by accessing computer data files which list hazardous substance characterisrics. c.Acts as the federal on-scene coordinator for incidents involving marine waters. 3.U.S.Department of Energy (DOE) a. Coordinates the off-site radiological monitoring,assessment evaluation,and reporting of all federal agencies per the provisions of the Federal Radiological Monitoring and Assessment Plan(FRMAP). b. Maintains a common set of off-site radiological monitoring data and provides this data and their interpretation to other appropriate federal,state and local agencies requiring direct knowledge of radiological conditions. c.Provides all monitoring data,assessments,and related evaluations to the federal and state response agencies and assists the federal authorities to develop protective action recommendations and other measures to protect the public as required. 4.U.S.Depariment of Transportation a. Regulates the transport of many types of hazardous materials for all transport modes. b.Provides(DOT/USCG)the vice-chairman far the National Response Teams and co-chairs the Regional Response Teams(RRT). c. Coordinates responses to hazardous material contingencies through its National Response Center. d.Provides emergency response team support to the RRTs and states. e. Trains state emergency officials. Spokane CEMP Update 2010 167 Spokane Comprehensive Emergency Management Plan Update 2010 5.Federal Emergency Management Agency (FEMA) a. Has the lead coordination role for federal offsite planning and response coordination for all types of radiological emergencies.FEMA develops and tests the Federal Response Plan(FRP)for radiological emergencies,provides an important support role to the EPA for relocation functions under Superfund, provides funding to states to support state and local government emergency planners and trains many state and local government officials in planning for and responding to hazardous materials contingencies. b.Promotes coordination among federal agencies and their interaction with the state,including the provision of federally developed or evaluated protective action recommendations for re-entry/recovery to the state or other appropriate off-site authorities responsible for implementing those recommendations. D. Other Agencies 1. Chemtrec a.Provides information and assistance on the nature of the product and steps to handle the problem. b. Contacts shipper of the material for more detailed information. c.Provides 24-hour notification capability for hazardous materials emergencies. d.Accesses mutual aid programs which notify teams to respond to incidents involving certain chemicals and pesticides. VIL RESPONSE PROCEDURES Operations A. Before the Haz-Mat Incident L Local Emergency Planning Committee a. Coordinates with appropriate agencies to ensure operational readiness through emergency response planning,development,and updating. b. Coordinates with local government and private entities(bulk chemical users, chemical transporters,etc.)to develop appropriate emergency response plans and capabilities. Spokane CEMP Update 2010 168 Spokane Comprehensive Emergency Management Plan Update 2010 c. Coordinates and participates in emergency response exercises,drills and training. 2.Fire Agencies,Law Enforcement, and other Emergency Response Departments/Agencies a. Maintain Emergency Operating Procedures for hazardous materials emergency response. b. Participate in emergency response exercises, drills,and training. c. Train personnel to the appropriate level for their response. 3.Private a. Maintain on-site hazardous materials response plans including notification procedures for appropriate government agencies. b.Appoint a facility emergency coordinator responsible for emergency notifications and facilitating emergency response. B.During the Haz-Mat Incident 1.Fire Agencies a.Provide initial response to incident to the level of their training until Washington State Patrol is available or serves as Incident Command Agency for their district. (See Section XVI for the designated Incident Command Agency.) b. Coordinate with lead representatives from other responsible agencies to ensure each agency's objectives and responsibilities are coordinated and carried out. c.Assist law enforcement,when possible,in warning the public, evacuation,routing, and/or traffic control. d. May assist in limited containment of hazardous material to prevent contamination. 2. Washington State Patrol a. Serves as Incident Command Agency in those areas where fire agencies are not designated as Incident Command agencies. The areas that require Washington State Patrol response are shown in Section XVI. b. Coordinates with lead representatives from other responsible agencies to ensure each agency's objectives and responsibilities are coordinated and carried out. 3. Emergency Management Spokane CEMP Update 2010 169 Spokane Comprehensive Emergency Management Plan Update 2010 a.Activates the ECC and warning systems,as necessary. b. Coordinates emergency resources and requests activation of emergency shelter,as appropriate. 4. Law Enforcement a.Notifies key staff. b.Activates emergency operating procedures. 5. Other Departments/Agencies Respond according to agency emergency operating procedures and/or as directed from the ECC. 6.Private Provide local agencies with assistance and expertise in identifying hazardous material substances,response, and clean-up. 7. Resource/Logistics Management—Please refer to Emergency Support Function #7 Resource Support 1. HazMat experts or teams available for jurisdiction use. ❑ Spokane Fire Depariment Hazardous Materials Team ❑ Fairchild Air Force Base(FAFB)Hazardous Materials Team ❑ CHEMTREC 1-800-424-9300 ❑ Private Manufacture's Chemical Organizations 2. Community emergency response equipment will be a coordinated effort that could include requests from the CCC,LE Dispatch,or county ECC. 3. Each EPCRA regulated facility maintains a comprehensive list of emergency response equipmentpotentially a�ailable during an incident 4. Each incident will vary regarding clean up. Resources and vendors can be coordinated through the ECC and/or ESF 7 Resource Support. 8. Responder Safety—Agency Standard Operating Procedures and protocols will be followed by responders to ensure safety of response personnel during emergency events. Incident Commanders will base their actions on current Federal Law, and other recognized national standards or best practices. C.After the Haz-Mat Incident Spokane CEMP Update 2010 170 Spokane Comprehensive Emergency Management Plan Update 2010 1. Emergency Management If activated,continue ECC operations until it is determined that ECC coordination is no longer necessary. 2.All Response Departments/Agencies a. Support recovery efforts as identified in emergency response procedures and/or as directed by the ECC. b. Support appropriate state and federal agencies,as conditions warrant and within the limitations of local plans and procedures. c.Participate in debriefing and critiquing organized by the Incident Command Agency. d.Provide situation and status reports,upon request,to Emergency Management/ECC. VIIL COMMUNICATION AND WARNING A. Communication by which emergency responders will exchange information and communicate with each other will follow protocols and procedures. B The Local Emergency Communications Committee (LECC)for the Inland Northwest Emergency Alert System(EAS)Region has determined that major media from Spokane and Coeur d'Alene have significant viewer and listener audiences in about 13 counties in Washington, 10 counties in north Idaho and Lincoln and Sanders counties in northwest Montana.This committee has established procedures for issuing emergency messages to the public utilizing major media from Spokane and Coeur d'Alene.The Inland Northwest Region EAS plan has been distributed to Emergency Managers and Sheriff's for these 25 counties to provide guidance for them,if activation of the major media is part of their emergency communications procedures. These procedures must be followed any time emergency officials wish to use the Spokane or Coeur d'Alene media to issue emergency Spokane CEMP Update 2010 171 Spokane Comprehensive Emergency Management Plan Update 2010 messages to their community. Counties may develop local plans in support of the Inland Northwest Regional plan as so long as it does not deter from the intent. A copy of all local plans must be provided to both Spokane and Kootenai County Dispatch Centers and reviewed by the LECC. C.The Emergency Alert System operates within Spokane County Under the authority of Title 47 U.S.C. 151, 154(I)&(o),303 OO, 524(g)&606; and 47 C.F.R.Part 11,FCC Rules&Regulations,Emergency Alert System. (Please refer to the EAS Plan for the Inland Northwest. IX. CLEAN UP/CONTAINMENT A. Coordination of spill containment and clean up. 1. The Washington State Department of Ecology in coordination with the IC and the responsible party will be contacted for incident clean up activities in concert with private companies located in the area or in the state. B. Documentation and Investigative follow up: 1. Agencies involved in the incident will complete all necessary reports as required by the agency and current laws and ordinances. 2. Agencies involved in the incident will determine their own cost recovery options as allowed by internal processes and current laws and ordinances 3. The IC will coordinate with Law Enforcement representatives on scene in the investigation of HazMat incidents determined to be of a criminal or terrorist nature 4. Evaluating response activities will be coordinated with those involved in the response and incorporated into the after action report. X. TRAINING A. Emergency Response Training 1. All personnel involved in a hazardous material response will be trained to the levels required in 29 CFR 1910.120, NFPA 472,or NFPA473, Chapter 296-824 WACor agency equivalent training based on the responders' operational duties.Additionally Incident Command personnel will have completed the training required by 29 CFR 1910.120 and Chapter 296-824 WAC for On Scene Incident Commander. 2. Local training Records—Each response agency is responsible for maintenance of training records. Spokane CEMP Update 2010 172 Spokane Comprehensive Emergency Management Plan Update 2010 XI. EXERCISES AND PLAN UPDATE VIL A. Methods l. This plan will only be exercised using the functional exercise format involving a regulated facility in Spokane County and the plan will be exercised annually. Once the plan is adopted and approved by Spokane County jurisdictions and the Washington State Emergency Management Division HAZMAT section and Emergency Support Function—a development of exercises will be incorporated into the planning process to test and evaluate the document for areas of improvement 2. Each agency that has the potential to be involved in a HazMat response can participate in the exercise planning process. B. Schedule 1. The HazMat plan can be updated to include improvement identification after an exercise but will be reviewed at least every two years and updated as needed. XIL FACILITY RESPONSIBILIITIES A. Please refer to the Spokane County mitigation plan that includes maps showing transportation routes and special features of districts,including vulnerable areas. XIIL EPCRA REPORTING A. Presidential Directive 99-499 Title III,EPCRA Act of 1986 1. Section 302–Notification of Extremely Hazardous Substances on site. Any facility that has any of the listed chemicals at or above its threshold planning quantity must notify the SERC and LEPC within 60 days after they first receive a shipment or produce the substance on site. Recent changes by the US Environmental Protection Agency give facilities 30 days to report any changes in the status of substances that would affect emergency planning. Changes that can trigger notifications include closing a facility, bringing a new extremely hazardous substance (EHS) on site, moving the substances to a different location at the facility, and removing all EHSs from a facility. 2. Section 304–Verbal and written follow up notifications of emergency releases. A facility must notify state and local authorities responsible for local emergency planning if: • there is a release at the facility(which includes releases from motor vehicles,rolling stock and aircraft)of an Extremely Hazardous Substance(EHS)or a Hazardous Substance in excess of the reportable quantity far that substance,and • the release could result in exposure of persons outside the boundary of the facility site. The EPA has identified and listed over 700 Hazardous Substances under the Comprehensive Environmental Response, Compensation and Liability Act(CERCLA)and Spokane CEMP Update 2010 173 Spokane Comprehensive Emergency Management Plan Update 2010 has assigned a reportable quantity to each substance.For example,chlorine is an EHS with a repartable quantity of 10 pounds. Report chemical releases verbally ifnmediately to any State Emergency Response Commission(SERC),Tribal Emergency Response Commission(TERC), and Local Emergency Planning Committee(LEPC)potentially affected by the release.Facilities must also report a release of a CERCLA hazardous substance to the National Response Center. In most instances,the facility must submit a written follow-up report within fourteen days of the release to the SERC and LEPC.If more than one state or LEPC could be adversely affected by the release, emergency notifications and written follow-ups must be made to all SERCs and LEPCs. 3. Section 311—Submittals of Materials Safety Data Sheets or MSDS List forms. Under Section 311 of Title III,a facility must submit the material safety data sheets (MSDS)or a MSDS list for the hazardous chemicals present on site in excess of the threshold level to the State Emergency Response Commission(SERC),Local Emergency Planning Committees(LEPCs), and local fire department. This is essentially a one-time requirement for submittal,unless the chemical or product changes. However, a facility must update submittals to these agencies within 90 days when: • there is new information on a hazardous substance that has previously been submitted,or • a new hazardous substance arrives at the facility in excess of the threshold planning quantity far the first time. The Washington SERC requests that businesses submit a MSDS list of hazardous chemicals and their hazards to the state,rather than copies of the material safety data sheets. A completed form must be submitted for: • extremely hazardous substances at or in excess of the Threshold Planning Quantity(TPQ)per the Consolidated List of Lists or 500 pounds,whichever is less,or • hazardous substances at or in excess of 10,000 pounds. The LEPC or local fire depariment may request material safety data sheets for a hazardous chemical at a facility and it must be provided within 30 days. A report must identify the hazards associated with the chemical or product.The five categories are: • Fire hazard • Sudden release of pressure • Reactivity • Immediate or acute health hazard • Delayed or chronic health hazard 4. Section 312—Tier Two—Emergency and Hazardous Chemical Inventory Reports. Under Section 312 of Title III,facilities that store chemicals must provide specific information about the chemicals on site to the State Emergency Response Commission (SERC),Local Emergency Planning Committees (LEPCs), and local fire department. The threshold levels for reporting chemicals stored on site are: Spokane CEMP Update 2010 174 Spokane Comprehensive Emergency Management Plan Update 2010 • Threshold planning quantity(TPQ)or 500 pounds at any one time,whichever is less for extremely hazardous substances(EHS); • 10,000 pounds at any one time for hazardous substances XIV. REFERENCES A. FEMA, Guide for All-Hazcn^d E�nergency Operations Planning(SLG-101). B. US Department of Transportation & Transport Canada, Emergency Response Guidebook 2008. C. SARA Title III—E�nergency Planning and Co�nmunity Right-to-Know Act. D. National Response Framework E. Washington State CEMP Spokane CEMP Update 2010 175 Spokane Comprehensive Emergency Management Plan Update 2010 XV.ACRONYMS AND DEFINITIONS A. Acronyms ARC American Red Cross CCC Combined Communications Center CEMP Comprehensive Emergency Management Plan CERCLA Comprehensive Environmental Response, Compensation, and Liability Act of 1980 CHEMTREC Chemical Transportation Emergency Center DEM Spokane Depariment of Emergency Management DNR Washington State Department of Natural Resources ECC Spokane County Emergency Coordination Center EHS Extremely Hazardous Substances EMC Emergency Management Coordinator EMD Emergency Management Division EPCRA Emergency Planning and Community Right-to-Know Act ERG Emergency Response Guidebook ESF Emergency Support Function FOG Field Operations Guide FPD Fire Protection District HC Hazardous chemicals HS Hazardous substances IAP Incident Action Plan IC Incident Commander ICS Incident Command System ICP Incident Command Post LECC Local Emergency Communications Committee LEPC Local Emergency Planning Committee MSDS Material Safety Data Sheet NRC National Response Center OSHA Occupational Safety and Health Administration PAR Public Action Recommendation RCRA Resource Conservation and Recovery Act RMP Risk Management Plan RRC Railroad Commission SARA Title III Title III of the Superfund Amendments and Reauthorization Act of 1986, also known as Emergency Planning&Community Right-to-Know Act. SERC State Emergency Response Commission SE00 State Emergency Operations Officer SOP Standard operating procedures SRHD Spokane Regional Health District TERC Tribal Emergency Response Commission WSDOT Washington State Depariment of Transportation WSP Washington State Patrol Spokane CEMP Update 2010 176 Spokane Comprehensive Emergency Management Plan Update 2010 B. Definitions 1. Accident site. The location of an unexpected occurrence,failure,or loss,either at a regulated facility or along a transport route,resulting in a release of listed chemicals. 2. Acute exposure. Exposures, of a short duration, to a chemical substance that will result in adverse physical symptoms. 3. Acutely toxic chemicals. Chemicals that can cause both severe short term and long term health effects after a single,brief exposure of short duration. These chemicals can cause damage to living tissue,impairment of the central nervous system and severe illness. In extreme cases,death can occur when ingested,inhaled,or absorbed through the skin. 4. CHEM-TEL. Provides emergency response organizations with a 24-hour phone response for chemical emergencies. CHEM-TEL is a private company listed in the Emergency Response Guidebook. 5. CHEMTREC. The Chemical Transportation Emergency Center(CHEMTREC)is a centralized toll-free telephone service providing advice on the nature of chemicals and steps to be taken in handling the early stages of transportation emergencies where hazardous chemicals are involved. Upon request, CHEMTREC may contact the shipper, or manufacturer of hazardous materials involved in the incident for additional,detailed information and appropriate follow-up action,including on-scene assistance when feasible. 6. Contamination Reduction Zone(CRZ� That area between the Exclusion Zone and the Support Zone. This zone contains the Personnel Decontamination Station. This zone may require a lesser degree of personal protection than the Exclusion Zone. This area separates the contaminated area from the clean area and acts as a buffer to reduce contamination of the clean area. 7. Control Zones. The geographical areas within the control lines set up at a hazardous materials incident. The three zones most commonly used are the Exclusion Zone, Contamination Zone and Support Zone. 8. Exclusion Zone. That area immediately around the spill. That area where contamination does or could occur. The innermost of the three zones of a hazardous materials site. Special protection is required for all personnel while in this zone. 9. Extremelv Hazardous Substances(EHS). These are substances designated as such by the EPA EHS inventories above certain threshold quantities must be reported to the Washington SERC,ar TERC,LEPC,and local fire depariment pursuant to Sections 302, 304,311 and 312 of EPCRA. EHS releases which exceed certain quantities must be reported to the National Response Center,the SERCs,TERCs,LEPCs,and local fire departments that may be affected,pursuant to EPCRA Section 304 of the EHSs and Spokane CEMP Update 2010 177 Spokane Comprehensive Emergency Management Plan Update 2010 pertinent,reportable quantities are listed in 40 CFR 355 and EPA Consolidated List of Lists. 10.Facili . EPCRA regulated industry and facility. 11.Hazard. The chance that injury or harm will occur to persons,plants,animals or property. 12.Hazard anal.�. The use of a model or methodology to estimate the movement of hazardous materials at a concentration level of concern from an accident site at fixed facility or on a transportation route to the surrounding area in order to determine which portions of a community may be affected by a release of such materials. 13. Hazardous chemicals or substances(HC/HS�. Chemicals,mixtures,and other chemical products determined by US Occupational Health and Safety Administration(OSHA) regulations to pose a physical or health hazard. No specific list of chemicals exists,but the existence of a Material Safety Data Sheet(MSDS)for a substance indicates it is a reportable under EPCRA. Facilities that have10,000 pounds or more of a hazardous substance on site at any one time are required to report chemical inventories annually to the SERC,LEPC,and local fire departments in accordance with EPCRA Section 312. Reporting information software and current LEPC contact information is available at www.ecv.wa.�ov/epera. 14. Hazardous Material(HazMat�. A substance in a quantity or form posing an unreasonable risk to health, safety and/or property when manufactured,stored,or transported in commerce. A substance which by its nature,containment, and reactivity has the capability for inflicting harm during an accidental occurrence,characterized as being toxic,corrosive,flammable,reactive,an irritant,or a strong sensitizer and thereby posing a threat to health and the environment when improperly managed. Hazardous Materials include extremely hazardous and hazardous substances of oil and other petroleum products. Other toxic substances include some infectious agents,radiological materials and materials such as used oil and industrial solid waste substances. 15. Hazardous Substance (HS�. Chemicals,chemical mixtures, and other products determined by US Occupational Health and Safety Administration(OSHA)regulations to pose a physical or health hazard. No specific list of chemicals or substance exists,but the existence of a Material Safety Data Sheet(MSDS)for a product or substance indicates it is reportable under EPCRA regulations.Facilities that store 10,000 pounds or more of a HS at any time are required to report chemical inventories annually to the SERC,LEPC, and local fire depariment in accordance with EPCRA regulations. Reporting information, software,and current LEPC contact information is available at www.ecv.wa.�ov/epera. Substances can also be designated as such by the EPA pursuant to the Comprehensive Environmental Response, Compensation, and Liability Act(CERCLA).HS releases above certain levels may need to be reported to the National Response Center and must be reported to the SERC,local and tribal agencies pursuant to CERCLA, Section 304 of EPCRA,and related state regulations. Spokane CEMP Update 2010 178 Spokane Comprehensive Emergency Management Plan Update 2010 16. Incident Commander. The individual responsible for all incident activities,including the development of strategies and tactics and the ordering and release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. 17. National Response Center(NRC�. Interagency organization,operated by the US Coast Guard which receives reports when reportable quantities of dangerous goods,hazardous and/or extremely hazardous substances are spilled. After receiving notification of an incident,the NRC will immediately notify appropriate federal response agencies,which may activate the Regional Response Team or the National Response Team. 18. On-scene. The total area that may be impacted by the effects of a hazardous material incident. The on-scene area is divided into mutually exclusive on-site and off-site areas. 19. Plume. A vapor cloud formation that has shape and buoyancy. The cloud may be colorless,tasteless,odorless,and may not be visible to the human eye. 20. Re�ulated facilitv. A site where handling and transfer,processing,and/or storage of chemicals is performed. For the purposes of this document,regulated facilities(1) produce,use,or store EHSs in quantities which exceed threshold planning quantities or (2) store one or more HS in a quantity of 10,000 pounds or more at any one time. Facilities that meet either criterion must annually report their chemical inventories of such materials to the SERC,local LEPCs,and the local fire department. When appropriate,the tribe must be reporting to the Tribal Emergency Response Commission (TERC). 21. Reportable Quantity. The minimum quantity of hazardous substances released, discharged,or spilled that must be reported to federal,state,local and/or tribal authorities pursuant to statutes and EPCRA regulations. 22. Response. The efforts to minimize the hazards created by an emergency by protecting the public,environment, and property and returning the scene to normal pre-emergency conditions. 23. Risk Mana�ement Plan(RMP). Pursuant to Section 112r of the Clean Air Act(CAA), facilities that produce,process, distribute or store certain toxic and flammable substances are required to have a RMP that includes a hazard assessment,accident prevention program, and emergency response program. A summary of the RMP must be submitted to the EPA RMP guidance is available at http://www.epa.�ov/emer�encies.�uidance.htm 24. Su�ort Zone. The clean area outside of the Contamination Control Line. Equipment and personnel are not expected to become contaminated in this area. Special protective clothing is not required. This is the area where resources are assembled to support the hazardous materials operation. Spokane CEMP Update 2010 179 Spokane Comprehensive Emergency Management Plan Update 2010 25. Toxic substances. Toxic substances are chemical or compounds which may present an unreasonable threat to human health and the environment. Human exposure to toxic substances can cause a variety of health effects including long-term adverse health effects. Certain facilities which have 10 or more full-time employees and manufacture, process or use a toxic substance in excess of threshold amounts during the calendar year are required to submit a Toxic Release Inventory Report annually to the US EPA and the Washington SERC or TERC. A current list of substances covered,reporting guidance, and software is available at US EPA website at http://www.epa.�ov/tri 26. Vulnerable Facilities. Facilities which may be of particular concern during a hazmat incidentbecause they: a. Are institutions with special populations that are particularly vulnerable or could require substantial assistance during an evacuation(schools,hospitals,nursing homes, day care centers,jails),or b. Fulfill essential population support functions(power plants,water plants,the fire/police/EMS dispatch center),or c. Include large concentrations of people (shopping centers,recreation centers) Spokane CEMP Update 2010 180 Spokane Comprehensive Emergency Management Plan Update 2010 XVL DESIGNATED INCIDENT COMMAND AGENCIES Desi nee Date S okane Valle Fire De ariment FPD 1 llll/1988 FPD 2 FPD 2 2/18/1988 FPD 3 FPD 3 12/9/1988 FPD 4 FPD 4 U25/1988 FPD 5 FPD 5 3/28/1988 FPD 8 FPD 8 12/16/1987 FPD 9 FPD 9 12/22/1988 FPD 10 WSP 12/19/2000 FPD 11 FPD 11 10/26/2006 FPD 12 Latah/Waverly 5/10/1988 FPD 13 FPD 13 8/28/1984 Airway Heights Airway Heights FD 2/22/1988 Cheney Cheney Fire Dept. 12/22/1987 Deer Park FPD#4 7/6/1988 Fairf'ield FPD#2 10/27/2006 Latah Latah FD 10/27/2006 Liberty Lake Spokane Valley Fire Department 10/27/2006 Medical Lake Medical Lake FD 9/4/1984 Millwood Spokane Valley Fire Department 10/26/2006 Rockford FPD 11 10/26/2006 Spangle FPD#3 10/26/2006 Spokane Spokane FD 5/23/1988 Spokane Airport Airport/Spokane FD 10/26/2006 Spokane Valley Spokane Valley Fire Department 10/26/2006 or FPD#8 Waverly Waverly FD and FPD#12 10/26/2006 Unincorporated Area Designated Fire District or WSP 10/26/2006 Spokane CEMP Update 2010 181 Spokane Comprehensive Emergency Management Plan Update 2010 APPENDIX A HAZARDOUS MATERIALS INCIDENT REPORT [This form can be use at an incident,if applicable] 1NITIAL CONTACT INFORMATION (Check one): This is an ACTUAL EMERGENCY _ This is a DRILL/EXERCISE 1. Date/Time of Notification: Report received by: 2. Reported by (name&phone number or radio call signs): 3. Company/agency and position(if applicable):_ 4. Incident address/descriptive location:_ 5. Agencies at the scene:_ 6. Known damage/casualties(do not provide names over unsecured communications): _ CHEMICAL INFORMATION 7. Nature of emergency: (check all that apply) Leak Explosion Spill Fire Derailment Other Description: _ 8. Name of material(s)released/placard number(s):. 9. Release of materials: Has ended Is continuing. Estimated release rate &duration:_ 10. Estimated amount of material which has been released: 11. Estimated amount of material which ma•��be released:_ 12. Media into which the release occurred: air ground water 13. Plume characteristics: a. Direction(Compass direction of plume): c. Color: b. Height of plume: d. Odor: 14. Characteristics of material(color, smell,liquid,gaseous, solid, etc) _ 15. Present status of material(solid,liquid,and gas): 16. Apparently responsible party or parties: Spokane CEMP Update 2010 182 Spokane Comprehensive Emergency Management Plan Update 2010 ENVIRONMENTAL CONDITIONS 17. Current weather conditions at incident site: Wind From: Wind Speed(mph): Temperature (F): Humidity (%): Precipitation: Visibility: 18. Forecasr 19. Terrain conditions: HAZARD INFORMATION (From ERG,MSDS,CHEMTREC,or facility) 20. Potential hazards: 21. Potential health effects: 22. Safety recommendations:_ Recommended evacuation distance: IMPACT DATA 23. Estimated areas/populations at risk: 24. Special facilities at risk:_ 25. Other facilities with Hazmat in area of incidenr PROTECTIVE ACTION DECISIONS 26.Tools used for formulating protective actions a. Recommendations by facility operator/responsible party b. Emergency Response Guidebook c. Material Safety Data Sheet d. Recommendations by CHEMTREC e. Results of incident modeling(CAMEO or similar software) £ Other: 27. Protective action recommendations: Evacuation Shelter-In-Place Combination No Action Other _ Time Actions Implemented 28. Evacuation Routes Recommended: Spokane CEMP Update 2010 183 Spokane Comprehensive Emergency Management Plan Update 2010 EXTERNAL NOTIFICATIONS 29.Notification made to: National Response Center(Federal Spill Reporting) 1-800-424-8802 CHEMTREC(Hazardous Materials Information) 1-800-424-9300 RRC(Oil/gas spills-production facilities,intrastate pipelines) State Emergency Response Commission(state spill reporting) 1-800-258- 5990 SERC follow up after verbal notification—www.ecy.wa.gov/epera,under Reporting Forms and Software. 30. Other Information: AppendiY B Evacuation Plan(Click Link) Spokane CEMP Update 2010 184 Spokane Comprehensive Emergency Management Plan Update 2010 Spokane Emergency Management Emergency Support Function#11 Agriculture,Natural Resources&Animal Rescue Emer enc O erations Center Primary: Likely Tasks: • County Animal Services General: • Humane Society • Prepare a resource list that identifies the Support: agencies/organizations that are responsible • Depariments/Agencies,All. for providing the supplies(medical,food,and other necessary items)needed to treat and care for injured and sick animals during large- scale emergencies and disasters. • Maintain inventories of resources and facilities. Emergency Coordination Center(ECC): • Assess and prioritize animal service emergency needs;coordinate with other ECC Sections and Branches. • Identify local facilities and resources available for animal concerns. • Request animal care resources,as needed, from neighboring jurisdictions and state ECC. • Provide public information about emergency/disaster considerations for animals. • Coordinate animal related advisories with Health Department. • Provide information and/or services far the disposal of dead animals. L LEAD AGENCIES: Spokane County Regional Animal Protection Service (SCRAPS) SpokAnimal CARE(SAC) IL SUPPORT AGENCIES: Spokane Department of Emergency Management(DE1V� Spokane Hunlane Society Humane Evacuation Animal Rescue Team(HEART) Inland Northwest Chapter of the American Red Cross Spokane Regional Health District Spokane Fire Services Spokane Law Enforcement Inland Empire Veterinary Medical Association(IEVMA) Parks and Recreation Departments Spokane CEMP Update 2010 185 Spokane Comprehensive Emergency Management Plan Update 2010 Washington State Department of Agriculture Washington StaYe Department of Fish and Wildlife Washington State Veterinary Medical Association's Emergency County Veterinary Coordinator Washington State Patrol Washington State Department of Ecology Washington State University,Cooperative Extension Service Washington State Veterinary Medical Association Washington Veterinary Medical Techniciads Association IIL INTRODUCTION A. Putpose: The purpose of this Emergency Support Function(ESF):Animal Response Plan is to coordinate efforts to provide rapid response to events affecting the health, safety, and welfare of human beings and animals. Activities include but are not limited to small and large animal care,facility usage, and providing mass care and sheltering for companion animals and livestock. Wildlife,and exotic animals will be included in this plan if resources are available and authorized by the Department of Agriculture and/or the Department of Fish and Wildlife. B. Scope: This ESF addresses all animal rescue and sheltering needs throughout Spokane County and its cities during a major emergency or disaster and the coordination of opening one or more temporary animal shelters through the County's Emergency Coordination Center(ECC). Spokane CEMP Update 2010 186 Spokane Comprehensive Emergency Management Plan Update 2010 IV. POLICIES A The coordinating bodies responsible for planning all animal response and recovery activities far the Spokane Comprehensive Emergency Management Plan�(CEMP)will be SCRAPS, SpokAnimal CARE,and the Humane Evacuation and Anunal Rescue Team(HEART) described in Appendix 1.These agencies/teams are the primary groups responsible far the rescue(conlpanion/domestic),mass care,and sheltering of animals. B. The Washington State Departments of Agriculture and Fish and Wildlife represent agriculture,wildlife,and non-native wildlife animal health concerns. C. Spokane Department of Enlergency Management will Coordinate with SCRAPS, SpokAnimal CARE,HEART,Departments of Agriculture and Fish and Wildlife to assist in the delivery of this activity. V. SITUATION A. Emergency/Disaster Conditions and Hazards L Any major emergency or disaster where animals need rescuing,food,and/or shelter. B. Planning Assumptions 1. Primary emphasis during an emergency will always be the safety and well being of the human population of Spokane County. Animal response will occur if resources are available after meeting the human needs of the community. 2. Providing mass care for ani�nals during a catastrophic event will overwhel�n the shelters in the county,and maybe even the region. 3. Depending on the hazard and the severity of the disaster,Spokane City/County might have limited anunal shelters and resources to manage those shelters. 4. Depending on the hazard and the severity of the disaster,Spokane might have limited responders to staff animal rescue teams and might lack the resources to manage those teams. �. All shelter and rescue operations during emergencies and disasters for both cities and the county will be coordinated through the Spokane Emergency Coordination Center(ECC),when activated. CONCEPT OF OPERATIONS A. General L Mass animal care provides for the immediate survival needs of animals through group services and facilities. 2. Mass animal care will normally be carried out during and immediately after an emergency or disaster,until families can return to their homes or find temporary shelter. Mass care services for animals are usually provided far the duration of the emergency or disaster,coordinated and managed by HEART with oversight from SCRAPS and/or SpokAnimal CARE and in cooperation with the IEVMA, Depariments of Agriculture and Fish and Wildlife and the local Depariment of Emergency Management. When necessary,these groups will notify other shelters and rescue groups,such as the Spokane Humane Society and breed- and non-breed specific rescue groups to aid in coordinating delivery of services. 3. Only volunteer animal responders who meet training and qualification standards established by HEART will be designated as emergency workers. 4. The establishment of shelters will be done in conjunction with the Spokane Depariment of Emergency Management and the Inland Northwest Chapter of the Spokane CEMP Update 2010 187 Spokane Comprehensive Emergency Management Plan Update 2010 American Red Cross(Red Cross)so as to provide co-locations in which displaced animals and their human companions are sheltered as close together as possible. 5. Recognized rescue groups will provide emergency animal sheltering services in accordance with recognized recommendations from such groups as the American Society far the Protection of Animals(ASPCA),American Humane Association (AHA),the Humane Society of the United States(HSUS),and the World Society for the Protection of Animals (WSPA),United Animal Nation(UAN), and International Fund for Animal Welfare (IFA�. 6. Mass care includes such basic animal needs as: emergency shelter; emergency provisions of food,water,medicine,and other essential needs such as limited emergency medical care; 7. HEART will provide to the Department of Emergency Management and the Red Cross a daily-updated list of animals that have been rescued and their shelter status. 8. HEART,in conjunction with SCRAPS and/or SpokAnimal CARE will provide to Depariment of Emergency Management a Public Information Officer to assist in the coordination of inedia releases.HEART will coordinate with local cities, agencies,veterinary practices,pet stores(PETSMART,Petco, etc.),boarding facilities,and volunteer organizations for mass care resources,facility support, and mutual aid. B. Organization The National Incident Management System(NIMS)and the Incident Command System(ICS)will be utilized. C. Mitigation Activities 1. SCRAPS, SpokAnimal CARE,HEART and the Red Cross will conduct Community Disaster Education aimed at increasing public awareness of animal and pet safety during and following a disaster. D. Preparedness Activities L Identify possible shelter sites. 2. HEART will conduct animal rescue, shelter operations and mass care classes. 3. Training drills will be conducted on a regular basis involving key agencies. 4. Lead and support agencies will participate in local and regional exercises. E. Response Activities 1. All agencies will coordinate their response with the Department of Emergency Management. 2. HEART will coordinate the response of other local,regional, state,and national animal rescue teams/agencies with the Department of Emergency Management. 3. HEART will maintain a list of trained qualified local animal rescuers available to assistin disasters. 4. HEART will request that the Inland Empire Veterinary Medical Association (IEVMA)maintain a list of licensed veterinarians and veterinary technicians available to assist in disasters. 5. Procedures for Establishing an Emergency Shelter: Spokane CEMP Update 2010 188 Spokane Comprehensive Emergency Management Plan Update 2010 a. Spokane Depariment of Emergency Management will contact SCRAPS and/or SpokAnimal CARE and request that a shelter facility be opened at a designated location. This will be done in conjunction with the Red Cross as needed. b. SCRAPS and and/or SpokAnimal CARE will activate HEART. c. HEART will notify Spokane Department of Emergency Management on the timing of the shelter opening. Emergency Management will announce the shelter opening. d. HEART will staff the shelter. e. HEART will contact other support agencies as needed. F. Recovery Activities 1. HEART will coordinate with other agencies to meet the basic needs of animals displaced by the disaster. 2. Equipment and supplies will be cleaned and returned as soon as possible. 3. Following a disaster, animals that were brought to the emergency shelter will be held by the lead agency with animal control jurisdiction for the area in which the animal was located for a minimum of 30 days following date of rescue. After 30 days,the displaced animal will become the property of the lead agency and subject to their sheltering policies. VL RESPONSIBILITIES A Local 1. Department of Emergency Management a. Coordinate the activities of those local agencies charged in local plans for the provision of emergency rescue,mass shelter, and feeding of animals. b. Inform HEART through SCRAPS and/or SpokAnimal CARE of the need for animal rescue, sheltering, or mass feeding. c. Inform HEART through SCRAPS and/or SpokAnimal CARE of areas to be evacuated,and when possible,the approximate number of evacuees and small and large animals. d. Coordinates and trains with all appropriate departments and agencies to ensure operational readiness. e. Maintains an operational ECC and the ECC emergency operating procedures. £ Coordinates with the State Emergency Management and WARM(see Appendix 2,Washington State CEMP,ESF#25)in the development of local animal rescue, mass care, and feeding programs. 2. SCRAPS and/or SpokAnimal CARE a. Will perform under unified command and be responsible for oversight of animal rescue and sheltering operations. b. Will activate HEART at the first sign that local animal rescue and sheltering resources may be overwhelmed. c. Will annually review this ESF to ensure that necessary updates and revisions are prepared,coordinated,and submitted,based on experiences from exercises, emergencies,and disasters. 3. HEART a. Will provide administrative and technical support for rescuing stranded animals, providing animals with food,shelter,first aid, and supplementary veterinary care, and other urgent immediate needs. Spokane CEMP Update 2010 189 Spokane Comprehensive Emergency Management Plan Update 2010 b Be responsible for opening and staffing shelters. Location of shelters will depend on areas of evacuation, ease of Travel to designated location, security,and supplying of said shelters. Notify DEM of determined selection d. Will maintain a resource listing of equipment,supplies,facilities,and their availability. e. Will coordinate and maintain liaison with private providers of mass care resources and services. £ Will establish and maintain a shelter for large animals. By mutual agreement,the sheltering of animals that can be stalled or corralled may be housed at the Spokane County Fair and Expo grounds or other similar facilities. g. Will assist in providing transpartation for pets to animal shelter if resources are available. h. Will establish a program to unite pets and pet owners located in the shelters. i. Will annually review this ESF to ensure that necessary updates and revisions are prepared,coordinated,and submitted,based on experiences from exercises, emergencies,and disasters. 4 Parks and Recreation a. Coordinates with SCRAPS,SpokAnimal CARE,Red Cross,and HEART,county properties that could serve as emergency animal shelter sites in the events that could cause nonnally used structures to be unsafe,or in the event that all sites are at or over occupant capacity. b. Acts as a liaison to the ECC for resources located within the Parks and Recreation system that may be utilized during an emergency or disaster. c. Assesses equipment and training needs. d. Maintains and updaYes facility/land-use agreements. e. Provides liaison to county ECC. 5. The Inland Northwest Chapter of the American Red Cross a. Provides mobile canteen services to animal shelter staff if possible. b. Informs locations of human shelters to HEART c. Provides liaison to the ECC. d. Provides mental health services as needed to responders and families affected by the event. 6. Spokane Regional Health District Provides for the coordination of health and sanitation services at mass care locations or facilities. (Sanitation- e.g. identifying health hazards and making recommendations.) 7. Spokane Fire Department/Fire Districts will assist HEART volunteers with rescue of animals within the scope of their training and abilities. 8. State State Emergency Management a. Requests the assistance of state agencies and private organizations having emergency animal mass care capabilities following a request by local governments. b. Provides overall coordination for the provision of state individual recovery assistance programs implemented within the state. c. Alerts those state and local agencies with individual recovery assistance program responsibilities in the event of a disaster declaration. 9. Depariment of Health Spokane CEMP Update 2010 190 Spokane Comprehensive Emergency Management Plan Update 2010 a. Supplements local health agencies in the regulation and inspection of human consumable foods at the point of consumption. 10. Other State Agencies Responsibilities as identified in the Washington State Comprehensive Emergency Management Plan. The Washington State Depariment of Agriculture will be the primary agency for Foreign Animal Disease of Livestock(see Appendix 1,Washington State CEMP,ESF #25). 11. Federal Agencies Federal Agencies will assume responsibilities as identified in the National Response Plan and the National Incident Management System(NIMS). 12. Private Agencies Provide human resources,equipment,and supplies needed in a shelter. Privately owned corporations may have resources that could supplement mass care program. VII. RESOURCE REQUIREMENTS A. Temporary and Fixed Shelter Facilities B. Trained Personnel for Shelter and Veterinary Services C. Food and Water for Animal and for Human Rescuers D. Medical Supplies E. Portable Generators and Land-based Power Needs F. Sanitation and Removal of Waste VIII. REFERENCES A. The National Response Plan B. National Incident Management System(NIMS) C. Washington State Comprehensive Emergency Management Plan,ESF#25,Appendices 1-4 D. The national agreement with the Red Cross E. The working Memorandum of Understanding between Red Cross and Spokane Humane Society,HEART, SCRAPS and SpokAnimal CARE. F. Recommendations for Animal Shelter Procedures and Policies from the American Society for the Protection of Animals,American Humane Association,Humane Society of the United States, and World Society far the Protection of cruelty to Animals,UAN, IFAW,and the Pet Act. TERMS AND DEFINITIONS A. Definitionsl 1. Animal means any live or dead dog,cat,nonhuman primate,guinea pig, hamster,rabbit,or any other warm blooded animal,which is being used,or is intended for use for research,teaching,testing,experimentation or exhibition purposes or as a pet. This term excludes:Birds,rats of the genus Rattus and ' Source:Animal Welfare Act. Title 9,Chapter 1,Part 1. Revised,2003. Spokane CEMP Update 2010 191 Spokane Comprehensive Emergency Management Plan Update 2010 mice of the genus Mus bred for use in research, and horses not used for research purposes and other farm animals,such as,but not limited to livestock or poultry,used or intended for use as food or fiber,or livestock or poultry used or intended for use for improving animal nutrition,breeding, management,or production efficiency,or for improving the quality of food or fiber. With respect to a dog,the term means all dogs,including those used for hunting, security, or breeding purposes. 2. Exotic animal means any animal not identified in the definition of animal provided in this part that is native to a foreign country or of foreign origin or character,is not native to the United States,or was introduced from abroad. This term specifically includes animals such as but not limited to, lions,tigers,leopards,elephants,camels,antelope,anteaters,kangaroos,and water buffalo, and species of foreign domestic cattle,such as Ankole,Gayal, and Yak. 3.Farm animal means any domestic species of cattle, sheep,swine, goats,llamas,or horse,which are normally and have historically,been kept and raised on farms in the United States, and used or intended for use as food or fiber,or for improving animal nutrition,breeding,management,or production efficiency,or for improving the quality of food or fiber. This term also includes animals such as rabbits,mink,and chinchilla,when they are used solely for purposes of ineat or fur, and animals such as horses and llamas when used solely as work and pack animals. 4. Pet(companion animal)means any animal that has commonly been kept as a pet in family households in the United States,such as dogs,cats,guinea pigs, rabbits,and hamsters. This term excludes exotic and wild animals. 5. Wild animal means any animal,which is now or historically has been found in the wild,or in the wild state,within the boundaries of the United States,its territories or possessions. This term includes,but is not limited to,animals such as deer,skunk,opossum,raccoon,mink, armadillo,coyote,squirrel,fox, or wolf. XI.APPENDICES A. Humane Evacuation Animal Rescue Team B. Dead Animal Disposal C. Fish and Wildlife Spokane CEMP Update 2010 192 Spokane Comprehensive Emergency Management Plan Update 2010 APPENDIX 1 Humane Evacuation Animal Rescue Team PRIMARY AGENCIES: Spokane County Regional Animal Protection Service (SCRAPS) and/or SpokAnimal CARE SUPPORT AGENCIES: • Spokane Humane Society • Friends of Pets Coalition • Inland Northwest Veterinary Technicians • Paws Across the Narthwest • Equine Groups o Back Country Horsemen o Inland NW Sport Horse Breeders Association o Quarter Horse Club o Arab Club ■ Eastern Washington ■ Inland Empire • Inland Empire Veterinary Medical Association • WSU College of Veterinary Medicine • Licensed Kennels registered in Spokane county • Riverwish Animal Sanction • Boy/Girl Scouts • Washington State Patrol • Spokane Agencies • Spokane Law Enfarcement • Mountaineering Clubs • Snowmobile Club • Washington State Department of Fish and Wildlife • Cat Tales L INTRODUCTION The purpose of the Humane Evacuation Animal Rescue Team(HEART)is to work under the direction of Spokane County Regional Animal Protection Service (SCRAPS)and/or SpokAnimal CARE(SAC)in coordinating local volunteers and agencies along with volunteer organizations that assist in disasters(VOADS)to provide for animals affected by disaster with evacuation,rescue,temporary confinement,shelter,food,water,emergency medical care,and identification for return to the owner. HEART STRUCTURE A. HEART is the volunteer group responsible for assisting SCRAPS and SAC in animal disaster response through the Spokane DEM's Emergency Support Function#25— Animal Response Plan. B. Membership of HEART will consist of volunteers from the community and individuals representing local animal rescue organizations. Spokane CEMP Update 2010 193 Spokane Comprehensive Emergency Management Plan Update 2010 1. HEART will be governed by a board of directors chosen from the membership. The directors of SCRAPS and SAC will sit on the board of HEART. CONCEPT OF OPERATIONS VIILA. General The coordination of local and volunteer agencies involved in animal disaster response -includes tasks before,during, and after a disaster where local resources have been overwhelmed and SCRAPS and/or SAC have requested assistance. HEART,under the direction of the lead agency (ies)will: 1. Coordinate and assist with emergency medical care for all animals, including commerciallivestock,poultry,fish,and exhibition(racing) animals,zoo animals,laboratory and research animals, and domestic pets. 2. Coordinate and refer volunteers and donated goods to the assigned receiving area. Coordinate efforts to provide water,food, and shelter and other physical needs to animals. Coordinate the storage and distribution of animal food and medical supplies to the assigned area. When necessary, assist the lead agency(ies)to distribute supplies to animal caretakers/shelters. 3. Coordinate with public information and human sheltering personnel to ensure that information is provided on the location of animal shelters and other animal-related matters before,during, and after the disaster. 4. Coordinate public education efforts, such as brochures distributed to veterinary offices. Abandonment of animals during or following a disaster should be discouraged for the welfare of both animals and public. 5. Coordinate efforts to rescue and capture animals. 6. Develop plans for relocating animals at risk prior to a potential emergency. The lead agency(ies)will identify available facilities for relocation. 7. Coordinate with local agencies to establish a system to register identification data in an effort to reunite animals with their owners. 8. Coordinate with Depariment of Health(DOH) on the identification, prevention, and control of diseases of animals with public health significance,including epidemiological and environmental health activities. 9. When necessary,assist with soliciting needed resources to fill shortages. B. Organization 1 Emergency Support Function(ESF)25 is organized to ensure rapid response of animal care needs. The primary and support agencies, including local animal control,should have a thorough and up-to- date disaster plan. 2. ESF 25 focuses primarily on emergency medical care,evacuation, rescue,capture,temporary confinement,shelter,provision of food and water,identification and tracking for reunification of owners with their animals and disposal of dead animals. Spokane CEMP Update 2010 194 Spokane Comprehensive Emergency Management Plan Update 2010 3. The primary agencies for Appendix 1 of ESF 25 are SCRAPS and SAC. SCRAPS and SAC personnel will provide daily direction during activation. This direction is limited to operation of ESF 25, assignment of personnel to handle requests for assistance,and ensuring that requests for assistance are prioritized,met,and documented. ESF 25 establishes coordination with the lead agencies for other appropriate ESFs and will maintain open communications with these agencies in both the planning and operational phases. 4. Support agencies will cooperate with the leadership of HEART to include providing updated contact information. Support agencies are assigned based on known capabilities and in accordance with their own operating procedures. Should a conflict arise between the primary agency and a support agency,the issue will be turned over to the (DEM)on-site Operations Officer for resolution. 5. SCRAPS and/or SAC provide liaison personnel to staff the county Emergency Coordination Center(ECC)continuously while operational or as requested by DEM. 6. In coordination with HEART,support agencies are encouraged to develop plans that support ESF 25 assignments. 7. The primary agencies will participate in preparing disaster exercises. The support agencies will be requested to have a system in place for response of personnel to disaster exercises. C. Notification l. Upon notification of a potential or actual event requiring response, SCRAPS and/or SAC will notify HEART. HEART, and as deemed necessary,will notify other support agencies and organization members.Notification will occur in various methods such as telephone or other communication facilities. 2. Support agencies contact persons will be instructed to alert their members to ensure all available resources are on standby. 3. Other resource inventories will be confirmed for possible use. D. Actions L Mitigation/Preparedness a. HEART will conduct training programs for volunteers and support agencies and other interested persons. b. HEART assists in releasing information on disaster planning and safety for animals throLigh news releases or brochures. c. HEART maintains current copies of all city/county animal emergency plans and a list of surrounding city/county animal emergency coordinators. d. HEART will develop and maintain an Lipdated list of available animal shelters and confinement areas in Spokane County,including shelters for exotic or zoo animals. This list will be updated yearly and provided to SCRAPS and SAC and will include personnel and resoLirce information. e. When feasible,HEART will assist SCRAPS and SAC to identify suitable facilities for shelters and conf'mement areas. Spokane CEMP Update 2010 195 Spokane Comprehensive Emergency Management Plan Update 2010 f. HEART developing and maintaining a list of local non-nledical volunteers and agencies to provide care assistance following a disaster. The information available should list the rype of service being offered,number of volunteers,resources available,24/7 contact information,and response capabilities. This information is forwarded to the primary agencies far this ESF along with other lists and plans. 2. Response a. HEART will log the activities of all available animal shelter facilities and confinement areas identified before,during,and after the disaster. This tracking will be based on information provided to SCRAPS and/or SAC. b. HEART will coordinate with primary agencies listed for ESF 6- Mass Care,Housing and Human Services to provide information on the location and availability of shelter space,food,and water for animals. c. HEART will coordinate with primary agencies listed for ESF 11- Agriculture &Natural Resources ESF 7—Resource Support for storage sites and staging areas for animal food,water, and medical supplies. d. HEART will coordinate with DEM and the supparting agencies for ESF 6—Mass Care,Housing and Human Services to coordinate the placement of animal and human shelters. e. HEART will coordinate with primary agencies listed for ESF 8— Health,Medical,and Mortuary Services when establishing an emergency shelter. 3. Recovery a. HEART may assist SCRAPS and/or SAC in coordinating damage assessments. b. HEART will coordinate with SCRAPS and/or SAC on assignment of relief personnel and distribution of supplies and equipment from supply or staging areas. a HEART will coordinate with SCRAPS and/or SAC the closing of animal shelters or confinement areas,the demobilization of personnel,and the return of supplies and equipment as needs diminish. d. HEART will assist support agencies for long tetm maintenance,placement, or disposition of aninlals. e. HEART,SCRAPS,SAC,and support agencies will coordinate animal medical services needed for remaining animals in animal shelters and conf'mement areas. f. HEART will coordinate with SAC and SCRAPS and primary agencies for ESF 1—Transportation,ESF 3—Public Warks and Engineering,and ESF 8 —Health,Medical,and Mortuary Services far the removal and proper disposal of animal waste and dead animals. E. Direction and Control 1. SCRAPS and/or SAC are the primary agencies for HEART,with responsibility for local animal issues and those identified by the State Veterinarian's Office based on the authority for actions required in an Spokane CEMP Update 2010 196 Spokane Comprehensive Emergency Management Plan Update 2010 emergency designated in the Washington Animal Health Law Chapter 16.36 RCW. 2. SCRAPS and/or SAC will activate HEART and ESF 25 when requested by DEM/ECC. 3. HEART, SCRAPS,and/or SAC will request assistance from DEM,DOH, and support agencies in the event of a foreign animal disease or any disease outbreak that requires a quick response and assistance from other local,regional, or state agencies(See WA. State CEMP,Appendix 1). 4. A liaison from HEART, SCRAPS,or SAC will be the contact to DEM/ECC for ESF 25. 5. During a response,national animal rescue and support groups shall respond only when requested by HEART. These groups shall operate under the direction of HEART and local incident commander in accordance with the incident command structure established for that incident. RESPONSIBILITIES HEART 1. Will coordinate the availability of resources by maintaining the following: a. A list of shelters and confinement areas in the region. b. A list of food and water sources in the region. c. A list of volunteers available through HEART and other VOADS. 2. Establishes a protocol for prioritizing decision making during response activities. 3. With the assistance of DEM and their Public Information Officer(PIO), shall release information on disaster planning and safety for animals through news releases and/or brochures. 4. In coordination with SCRAPS and SAC will conduct training for volunteers,veterinary coordinators,and other interested persons. 5. In coordination with WSVMA and Washington State University College of Veterinary Medicine,may develop and maintain a list of volunteer veterinary and non-veterinary individuals to provide assistance to HEART. The list may include information on the type of service being offered,number of volunteers,resources available, emergency contact information and response abilities of each person. 6. Coordinates with SCRAPS and SAC to develop roster for continuous staff coverage of the ECC. 7. Prepares situation reports to DEM. 8. Coordinates activities with other agencies as needed. 9. Coordinates animal issues during disaster responses that involve Federal Emergency Management Agency (FEMA)or state emergency management agencies. 10.In coordination with SCRAPS and SAC,reviews and updates ESF 25 as needed or requested. Spokane CEMP Update 2010 197 Spokane Comprehensive Emergency Management Plan Update 2010 B. Support Agencies 1. Washington State Department of Fish and Wildlife (WDF� a. Assists permitted facilities in the location of suitable alternative housing for their restricted species. b. Conducts inspections and assist in the evaluation of confined wildlife and exotic animals including,but not limited to those held under WDFW permits. c. Assists with the assessment of lost or escaped captive wildlife, exotic animals, oil soaked birds or other species as deemed appropriate. d. Coordinates the use of specialized personnel and equipment to recapture potential dangerous escaped captive wildlife and exotic animals. 2 Washington State University,Cooperative Extension Service a. Identifies and educates animal owners on disaster planning for animals. b. May assist HEART in locating shelter areas for livestock during development of the county/local plan. c. May assist HEART in sheltering livestock during training exercises and actual disasters. 3 Washington State Department of Health Coordinates with Washington State Depariment of Agriculture (WSDA)to diagnose,prevent and control zoonotic diseases and other animal related conditions of public health significance. 4. Animal Support Agencies and Organizations a. Works with HEART to identify possible locations within the county for emergency animal shelters and confinement areas. b. Provides HEART with a list of local sources of food and water for sheltered and confined animals. c. Provides HEART with a list of local transportation resources. d. Provides damage assessment personnel,when requested,to assist in determining what resources may be needed from outside the local operational area. e. Delivers services and other forms of assistance under the direction of HEART,if requested. 5. Washington State Veterinary Medical Association(WSVMA) a. Will support local efforts by appointing a designated representative for coordinating with WSDA for veterinary medical support during a disaster if requested. b. Coordinates volunteer veterinarians and technicians to provide medical care if requested. c. If a state veterinary disaster team is activated,WSVMA will provide documentation of injuries and deaths of animals under their care. Spokane CEMP Update 2010 198 Spokane Comprehensive Emergency Management Plan Update 2010 6. Volunteer Organizations a. Provides registered and trained disaster service workers who volunteer as personnel to support HEART. b. Provides additional resources as requested. FINANCIAL MANAGEMENT HEART should keep complete and accurate records of all costs incurred in the disaster, should there be funds available to reimburse expenses. REFERENCES AND AUTHORITIES RCW 43.06.010(12) Governor's General Powers and Duties RCW 38.52 Emergency Management State Agency Emergency Plans Spokane CEMP Update 2010 199 Spokane Comprehensive Emergency Management Plan Update 2010 APPENDIX II DEAD ANIMAL DISPOSAL PRIMARY AGENCY: Washington State Department of Agriculture Washington State Department of Fish and Wildlife SUPPORT AGENCIES: Spokane Regional Health District Office of the Attorney General Depariment of Ecology L INTRODUCTION A. Dead animals are defined as all animals that may die or be killed for other than food purposes. The carcass of any dead animal shall be removed and disposed of by burial, incineration or rendering within 24 hours after death. If buried,the carcass shall be placed so that every part is covered by at least two feet of earth(WAC 246-203-120(3). B. RCW 16.68 states that the livestock that have died or been killed on account of disease need to be placed so that every part is covered by at least three feet of earth at a location not less than 100 feet from any well, spring,stream or other surface waters and in a place not subject to overflow. Any animal found dead shall be presumed to have died from and on account of disease. C. In all cases of death from communicable disease,buried carcasses need to be thoroughly enveloped in unslaked lime (lime or quicklime is calcium oxide; slaked lime is quicklime that is chemically combined with water or moist air). IL RESPONSIBILITIES A. Responsibility for proper disposal of dead animals (WAC 246- 203-120): L The owner of the animal when ownership can be determined. 2. The owner of the property on which the dead animal is found,if on private property and ownership cannot be determined far the animal. 3. The county board of health at public expense if found on any street,alley or other public place and the owner cannot be determined for the animal. B. The owner of the dead animal who knowingly leaves or causes to be left a carcass or any portions of a carcass within a watershed in such a condition as to any way corrupt or pollute the water supply shall be guilty of a Spokane CEMP Update 2010 200 Spokane Comprehensive Emergency Management Plan Update 2010 misdemeanor and upon conviction shall be punished by a fine not to exceed$500.00(RCW 70.54.030). C. Baker Commodities,P.O.Box 11157, Spokane,WA 99211 (509) 535- 5435 has been identified as the Licensed Rendering Plant for Spokane. Food Safety and Animal Health Division,Washington State Department of Agriculture,maintains a list of licensed independent collectors and licensed renderers.For more information on these listings,contact(360) 902-1878. D. Disposition of condemned products at official establishments having no tanking facilities will follow Federal Code CFR-9 part 200-314.3 CHAPTER III—FOOD SAFETY AND 1NSPECTION SERVICE, DEPARTMENT OF AGRICULTURE PART 314--HANDLING AND DISPOSAL OF CONDENINED OR OTHER 1NEDIBLE PRODUCTS AT OFFICIAL ESTABLISHMENTS. Spokane CEMP Update 2010 201 APPENDIX III FISH AND WILDLIFE PRIMARY AGENCY: Washington State Department of Fish and Wildlife SUPPORT AGENCIES: Washington State Department of Agriculture Washington State Department of Health Washington State Diagnostic Disease Labaratory Washington State Veterinary Medical Association United States Department of Agricult�ire Animal Suppart Agencies and Organizations L PURPOSE The pLirpose of this Appendix is to provide wildlife expertise and information to involved agencies in the event a fareign animal disease threatens or extends to free ranging wildlife populations. A. This Appendix will be the coordinating body responsible for dealing with a threat or actiial outbreak of fareign animal disease in free ranging wildlife. B. The Director of the Washington State Department of Fish and Wildlife or his designate will chair this Appendix. Representatives of the support will comprise the Wildlife Committee. C. Other non-government arganizations sLich as the Spokane Humane Society,Partners far Pets, Washington Animal Control Association,and other animal advocate groups may be consulted. II. RESPONSIBILITIES A. Establishes and maintains channels of communication with state and federal agencies which are dealing with the disease outbreak in domestic animals. B. Maintains an awareness of wildlife conditions in the region and is familiar with species of wildlife having emergency animal disease significance. C. Is familiar with the topography,wildlife density,and methods of control and dispersal of wildlife. D. Reviews maps showing locations of wildlife populations. If wildlife becomes involved, recommends the general area to be included in the qLiarantine and bLiffer zones around the outbreak. E. Determines the need far personnel for administration,diagnosis,depopulation,disposal, and enfarcement in the event of an emergency animal disease oLrtbreak involving wildlife. F. Establishes procedures for conducting surveys of the wildlife populations in an outbreak area to determine incidence of disease. G. Will identify methods of humane collection and preservation of specimens for laboratory analy sis. H. Will determine which species are becoming ill or dying. L Plans for collection of diagnosis specimens and identifies labaratories where needed tests can be condlicted in a timely manner. J. Directs and coordinates effarts to control and depopulate a specific game animal in a given area. Spokane CEMP Update 2010 202 K Advises and assists in depopulation of uncontrolled and unconfined non-game species. L. Plans and coordinates for the deposition of diseased carcasses. M. Identified wildlife rehabilitators,which might be of service. N. Prepares news releases giving justification far testing and killing wildlife if indicated. O. Will be prepared to conduct pliblic meetings and respond to animal rights advocates. P. Cooperates with state and federal disease reporting personnel by sLibmitting required reports in a timely manner. Spokane CEMP Update 2010 203 Spokane Emergency Management Emergency Support Function#12 Ener�v LEAD AGENCIES: City of Spokane Operations City/County Department of Public Works SUPPORT AGENCIES: City/County Department of Emergency Management Public/Private Utilities Energy Coordinators/Providers Spokane City/County Transportation Departments State Agencies listed Washington Utilities and Transportation Commission Washington State Emergency Management Division INTRODUCTION A. Purpose: To provide for the effective use of available electric power,natural gas,and petroleum products reqLiired to meet essential needs,and to facilitate the restoration of energy systems affected by an emergency or disaster. B. Scope: This plan considers the emergencies and disasters likely to occur in Spokane City/County in the State of Washington as provided by the Spokane City/County Hazard Identification Vulnerability Analysis(HIVA)document. POLICIES This plan will comply with the intent of Chapter 38.52 RCW and Chapter 118.30 WAC. SITUATION A. Emergency/Disaster Conditions and Hazards 1. Emergencies or disasters could occur in or near the cities in Spokane County at any time causing significant human suffering,injuiy and death;public and private property damage;environmental degradation;loss of essential seivices;economic hardship to businesses,families,and individuals; disruption to staYe,local,and other goveinmental entities. 2. See CEMP Hazas•d IdentificaYion and Vulnerability Analysis(HIVA). 3. Spokane City/County is also vulnerable to many natural hazards such as the damaging effects of hazardous materials and chemical munitions incidents,power failures,transit incidents,energy failures, civil disorders,and dam failures. 4. Piimaiy and secondaiy effects of hazards must be considered. B. Planning Assumptions 1. The occuirence of a major disaster will destroy or damage portions of the energy supply,production and distribution systetns. 2. The petroleum supply system will be disrupted. 3. Widespread and prolonged electric power failures will occur in a major disaster. Spokane CEMP Update 2010 204 4. The transportation,media,telecommunications and public work infrastructure will be disrupted. 5. Delays in the production,refining,and deliveiy of petroleum-based products occur as a result of transportation infrastiucture problems and loss of commercial electiic power. CONCEPT OF OPERATIONS A. General: 1. Responding to energy or petroleum shortages or din-uptions and their effects is essential. 2. Activities during an energy emergency could include: a. Coordinating closely with local juiisdiction officials for safety and energy providers and to establish energy restoration priorities for essential public seivices. b. Assessing fuel and electric power damage. c. Assessing energy supply and demand. d. Assessing the requirements for restoration. e. Coordinating temporaiy,alteivative,or interim sources of emergency fuel and power;obtaining cuirent infoimation regarding damage to energy supply and distiibution systems. B. Organization: 1. Electricity distribution is provided to Spokane County through Avista Coip.,Inland Power and Light Company,Modeiv Electric,Vera Power,Kootenai Electric,The City of Cheney and Fairchild Air Force Base. 2. Some end-users with high reliability needs have theu�own in-house generation sources. 3. Avista Coip.and Bonneville Power Administration provide electric transmission. 4. Avista Crnp.and the City of Spokane own hydro generation facilities in Spokane County. 5. Natural gas is provided by two pipelines,Pacific Gas Transmission and Northwest Pipeline,and is distiibuted by Avista Crnp. 6. Exxon Company Terminal,Yellowstone Pipeline,Chevron Pipeline Company,Conoco,and TOSCO REFINING COMPANY provide petroleum to Spokane County. C. Procedures: 1. To the ma�mum extent possible duiing an emergency,energy and petroleum distributions systems will continue to provide seivice through their normal means. 2. The Department of Emergency Management(DEM)should contact the energy provider as instructed on the Emergency Contact directoiy. 3. When the seveiity of the emergency dictaYes,the Assistant City Manager-Operations for the City of Spokane and the Director of Public Works for Spokane County will seive as the Energy Coordinators for DEM in the Emergency Coordination Center(ECC). Their responsibilities include;the organization, coordination,and communications for energy and petroleum during an emergency situation. 4. When the severity of the emergency dictates,all energy and petroleum organizations assign a liaison to work with the Energy Coardinators and the Public Infortnation Officer and goveinment ofFcials,to provide damage assessment reports and restoration information. They will also provide coordination for restoration of essential public seivices and curtailment of seivices. 5. For common reference,the weather seivice used by the Departtnent of Emergency Management and the EOC is the National Weather Seivice. D. Mitigation Activities: 1. Piimaiy Agencies a. Department of Emergency Management • Through the Energy Coordinators,infarmation is collected from energy and petrolelim providers and public warks on system damage assessment,essential public service restaration and overall restaration plans. • When the severity of the sittiiation so dictates,Washington State Department of Community,Trade,and Economic Development will coordinate energy and Spokane CEMP Update 2010 205 petroleum resources to support cities,counties,and towns with state,mutual aid, or federal government resources as necessary. 2. Support Agencies a. City of Spokane Operations b. Spokane County Department of Public Works a City of Spokane Department of Transportation d. Spokane County Depas-tment of Transportation e. Small City Public Works and Transportation Depas-tments for Antivay Heights,Cheney,Deer Park, Fairfield,Latah,Medical Lake,Millwood,Rockford,Spangle,and Waverly £ Washington StaYe Depas-tment of Community,Trade,and Economic Development g. Washington Utilities and Transportation Commission h. Washington State Militaiy Depas�tment,Emeigency Management Division • Coardinates activities with the energy coordinatars who assume the lead responsibility far DEM. E. Preparedness Activities: 1. Cities,Towns and County Depas�tments: a. Mayors of cities and towns within Spokane County and departments will develop all municipal and county plans and standard operating procedures(SOPS)consistent with the CEMP. b. b. DEM Logistics Coordinators: 1. Prepare and lipdate contingency plans for implementation in the event of energy shortages ar emergencies and maintains liaison with energy,utility,and petrolelim companies. 2. Collect and analyze energy data and reparts to the Director of Emergency Management and government officials about the probable,imminent,and existing energy shortages. 3. Maintain listing of public and private lrtilities,petrolelim providers,including names, addresses,and telephone numbers of key officials. 4. Develop and maintain an inventory of energy,utility,and petroleLim contacts and resoLirces, noting availability and response criteria. 5. Develop and maintain an inventory of all essential public services including resource locations and emergency contacts. Ensure the inventory information is documented and remains current in the emergency GIS mapping system. 6. Assist local jurisdictions by request in developing feasible supplemental energy and utility resource plans,including back-up generatars. 7. Request for restoration assistance is primarily made by utility providers through existing mutual aid agreement with other providers. Assist with requests far assistance for outside resources, upon request. 8. Coardinate with energy,utility,and petroleum providers,the development of public infarmation and instruction. 9. Assures compliance throughout the county with any restrictions ar limitation imposed by federal,state,and local regulations. 2. Energy Providers: a. Establish inteinal emergency operational procedures including a one-ca1124-hour emergency telephone number. b. Designate a liaison to work with the EOC-Energy Coordinators when the severity of the situation wasrants. c. Maintain a cuirent map and emergency contact list for all essential public seivices within their seivice teiritoiy. Spokane CEMP Update 2010 206 d. Coordinate assessment and restoration infoimation appropriate for public dissemination through Energy Coordinators and the Public Infortnation O�cer. 3. Washington State Department of Community,Trade,and Economic Development: a. Prepares and updates contingency plans for implementation in the event of energy shortages or emergencies and maintains liaison with the DEM,energy and utility,petroleum companies regarding these plans. b. Collects and analyzes energy data and reports to the Goveinor and Legislature on probable, imminent,and existing energy shortages. c. Maintains cun�ent lists of public and private utilities,petroleum refineiies and companies,including names,addresses,and telephone numbers of key officials. d. Assists in developing feasible supplemental energy resource plans,as requested. 4. Washington Utilities and Transportation Commission: a. Provides oversight and input into the regulated utilities inteinal emergency operations plans. b. Assists the Washington StaYe Department of Community,Trade,and Economic Development in the development and maintaining an inventoiy of state energy resources, 6. Washington State Militaiy Department,Emergency Management Division: a. Coordinates with appropriate state agencies to ensure operational readiness. b. Coordinates the identification of supplemental local energy resources(emergency lighting, generators)with local jurisdictions through DEM. a Coordinates with appropriate agencies to provide supplemental energy and petroleum resources. d. Coordinates with Washington State Depas-tment of Community,Trades,and Economic Development and the Washington Utilities and Transprn-tation Commission to develop an inventoiy of available state energy resources. F. Response Activities: 1. DEM through Energy Coordinators: a. Establishes communication channels with energy providers and all Spokane County incoiporated areas. b. Compiles damage assessment data from energy,utility,and petroleum providers. c. Compiles damage assessment data fi�om the essential public seivices. d. Provides liaison between energy and petroleum providers,essential public seivices,and local departments of transportation. e. Appiises the Director of Emergency Management and local officials when conditions exist that may wairant the declaration of a statewide or localized energy supply alert or emergency. 2. Energy Providers: a. Communicate damage infoimation to the Energy Coordinators. b. Work with Energy Coordinators to detertnine restoration requirements of essential public services. a Appiise Energy Coordinators of emergency assistance needs that could be met through local or staYe agencies once their normal means of resources have been diminished. d. Ensure 24-hour emergency telephone access between energy provider and Energy Coordinators. e. Assign an energy liaison(if requested). £ Coordinate assessment and restoration infrn-mation appropriate for public dissemination through Energy Coordinators and the Public Infortnation Officer. 3. City of Spokane,Assistant City Manager of Operations,City/County Department of Public Works: a. Provides infoimation to the energy and petroleum provider about the effects of an energy shortage or emergency on their respective facilities or capabilities. b. Provides infoimation to the local EOC-Energy Coordinators about the effects of an energy shortage or emergency on their respective facilities or capabilities. 4. City of Spokane Department of Transportaxion,Spokane County Depas-tment of Transportation, Transportation Seivices for Spokane County,incoiporated areas outside the City of Spokane: a. Provides infoimation to the energy and petroleum provider about the effects of an energy shortage or emergency on their respective facilities or capabilities. Spokane CEMP Update 2010 207 b. Provides infoimation to the local EOC -Emergency Coordinators about the effects of an energy shortage or emergency on their respective facilities rn�capabilities. a Coordinates road damage/accessibility infoimation with energy and utility providers. 5. Washington State Depas-tment of Community,Trade,and Economic Development a. Coordinates staxe agency emergency utility resources as requested by the Washington State Militaiy Department,Emergency Management Division(EMD). b. Assists with damage assessment estimates from energy companies. a Provides liaison with staxewide electiic,natural gas,and petroleum suppliers and companies and also with the Bonneville Power Administration. d. Appiises the Goveinor when conditions exist that may wairant the declaration of a statewide or localized energy supply alert or emergency. e. Assists with transportation issues regarding utility vehicles responding to energy emergencies. £ Coordinates public infortnation conceiving energy,utilities,and petroleum emergencies with the state EMD,Public Infoimation OfFcer. 6. Washington Utilities and TransportaTion Commission: a. Assists the Washington Staxe Department of Community,Trade,and Economic Development with contacting utilities and gathering and assessing information. b. Assists energy providers in the provision of continued seivices during the response and recoveiy phases. 7. Washington State Militaiy Department,Emergency Management Division: a. Assumes role appropriate for emergency depending on the extent of the emergency. b. Establishes communication with DEM and Washington State Depas-tment of Community,Trade,and Economic Development. a Provides volunteer,private,and federal emergency supplemental energy resources as requested. d. Coordinates with appropriate agencies to provide supplemental energy and petroleum resources. e. Communicates with the Federal Emergency Management Agency(FEMA). 8. FEMA: a. Coordinates the activities of federal agencies having supplemental energy,utility,and petroleum resources capabilities during a presidential-declared emergency or disaster. 9. United States Department of Energy(DOE): a. Gathers,assesses,and shares infortnation on energy system damage and estimation on the impact of energy system outages within affected areas. Works closely with,and aids in,meeting requests for assistance from staxe and local energy o�cials,suppliers,and deliverers. G. Recovery Activities: 1. The DEM: a. Compiles damage and operational capability information from energy and petroleum companies and all Spokane County incoiporated areas. b. If the severity of the situation wairants,provides assistance in determining restoration criteria far those essential public seivices affected by the emergency. a When timely restoration of energy seivices to essential public facilities cannot be met,coordinates suppoiting resources for alteinative interim energy supplies to those entities. d. Identifies necessaiy liaison between state and federal agencies. 2. Energy Providers: a. Updates operational capacity information to the EOC through the Energy Coardinatars and Public Infoimation Officers. b. Coordinates with Energy Coordinators the priority of essential seivices for restoration. With incoiporated areas outside the City of Spokane,this work may be done directly between the energy provider and the city or town. c. Alerts Energy Coordinators when timely restoration of essential seivices is not feasible so alteinative energy supplies,i.e.,generators can be provided. d. Communicates restoration progress to Energy Coardinators. Spokane CEMP Update 2010 208 e. Coordinates assessment and restoration information appropriate for public dissemination through Energy Coordinators and the Public Infortnation O�cer. £ Assists with the restoration of essential public seivices priorities. 3. City of Spokane-Operations,Spokane County Department of Public Works,Spokane County Public Works in incoiporated areas outside the City of Spokane a. Coordinates efforts for restoration of essential public seivices with energy providers. b. Communicates alteinative resources needed to the DEM,should timely energy restoration not be available for essential seivices. a Assists with the energy restoration of essential public seivices. 4. City of Spokane Department of Transportation,Spokane County Department of Transportation, Transportation Seivices for Spokane County,incoiporated areas outside the City of Spokane: a. Coordinates efforts for restoration of road accessibility as appropriate with energy providers. b. Coordinates efforts with energy providers far road access. 5. Washington State Depas-hnent of Community,Trade,and Economic Development a. Compiles damage and operational capability information from energy companies. b. Acts upon requests for state assistance and provides necessaiy liaison between federal and staxe agencies to con�ect deficiencies. c. Recommends,in accordance with the Goveinor's energy emergency powers,priorities among users if adequate energy supply is not available to meet all essential needs. d. Coordinates snpporting resources for energy restoration and repan•to meet essential needs. e. Coordinates supporting resources for petroleum companies and distiibutors for restoration and repair to meet essential needs. £ Administers energy allocaYion programs in accordance with the Goveivor's energy etnergency powers. 6. Washington Utilities and Transprn-tation Commission: a. Assists the Washington StaYe Depai�nent of Community,Trade,and Economic Development. 7. Washington State Militaiy Department,Emergency Managetnent Division: a. Compiles damage and operational capability reports. b. Acts upon requests from local jnrisdictions for state assistance and provides necessaiy liaison between federal and state agencies to coirect deficiencies. a Determines priorities among users if adequate energy supply is not available to meet all essential needs. d. Coordinates supporling resources for petroleum companies and distributors for restoration and repair to meet essential needs. e. Administers energy allocation programs in accordance with the Goveivor's energy emergency powers. 8. Federal Emergency Management Agency: a. Coordinates the activities of federal agencies having supplemental energy resources capabilities duiing a presidential-declared emergency or disaster. 9. United Staxes Department of Energy: a. Gathers,assesses,and shares information on energy system damage and estimation on the impact of energy system outages within affected areas. Works closely with,and aids in,meeting requests for assistance from staxe and local energy officials,suppliers,and deliverers. RESPONSIBILITIES A. The Department of Emergency Management: 1. Provides infrn�tnation to the local and elected officials regarding location and quantity of petroleum supplies;locaYion,extent,and restoration of electricity supply outages;and/ar disiuptions and status of shortages ar supply disruptions for natural gas. Spokane CEMP Update 2010 209 2. Provides Spokane City/County coardination among energy providers and essential seivices as appropiiate for the emergency situation. B. Energy Providers: 1. Direct responsibility for the restoration of Spokane City/County energy systems with essential public seivices as a priority. Coordinates restoration and commnnication activities with the Departtnent of Emergency Management and Washington State Department of Community,Trade,and Economic Development assisted by Washington Utilities and Transportaxion Commission. C. Cities and Towns: 1. Mayors of cities and towns within Spokane County are responsible for appointing an Emergency Management Director,for the development of an emergency management organization,and for preparing local plans confortning to the County emergency management plans. All municipal plans and standard operation procedures(SOPS)will be coordinated with this plan,where applicable;thus, providing for emergency action throughout the county to be accomplished under j oint City/County direction. D. City/County Public Warks Department: 1. Through the Energy Coordinators and in cooperation with the energy providers,coordinates the energy restoration of essential public seivices. E. City of Spokane Department of Transportation, Spokane Colinty Department of Transportation, Departments of Transportation for incorporated areas outside the City of Spokane: 1. Through the Energy Coordinators and in cooperation with energy providers,works to remove street obstructions to enable energy response and recoveiy activities to take place. F. Washington State Department of Community,Trade,and Economic Development: 1. Provides infrn�tnation to the state EMD regarding location and quantity of peh�oleum supplies;location, extent,and restoration of electricity supply outages;and/or disruptions and status of shortages or supply disruptions for natural gas. 2. Apprises Govemor as appropiiate. 3. Administer energy allocation and curtailment programs. G. Washington State Military Department,Emergency Management Division: 1. Alerts appropriate agencies of the possible requirement to suppletnent local energy and utility needs. 2. Coordinates with the Washington Utilities and Transportation Commission and the Washington Staxe Department of Community,Trade,and Economic Development to provide supplemental assistance to local juiisdictions. H. Washington Utilities and Transportation Commission: 1. Assists with the development of energy plans with regulated private utilities. 2. Coordinates with the state EMD for supplemental private and public utility and energy assistance during response and recoveiy activities. I. Washington State Emergency Management Council: 1. The Washington State Emergency Management Council may provide supplemental local utility resources through its member units. J. Federal Emergency Management Agency: 1. Coordinates the activities and federal agencies having supplemental energy,utility,and petroleum resource capabilities during a presidential-declared emergency or disaster. K United States Department of Energy: 1. Gathers,assesses,and shares infortnation on the impact of energy systetn outages within affected areas. Works closely with,and aids in,meeting requests for assistance from state and local energy officials, suppliers,and deliverers. RESOURCE REQUIREMENTS A. Energy Coordinators ensure emergency contact lists and essential services maps are current and maintained at the disposal of the Department of Emergency Management. In coordination with Spokane CEMP Update 2010 210 the Energy Coordinators,energy providers and public warks ensure emergency contact lists and essential services maps are current and maintained within their respective organization. REFERENCES A. Chapter 194.22 WAC,Washington Staxe Curtailment Plan for Electrical Energy B. Regional Curtailment Plan for Electric Energy C. ImplementaYion Guide for the Washington Staxe Petroleum Products Contingency Plan D. RCW 43.21£045,Washington StaYe Department of Community,Trade,and Economic Development E. RCW 43.21£060,Additional duties and authority of Washington Staxe Departxnent of Community,Trade, and Economic Development F. RCW 44.39.070,Meeting-Energy supply alert or energy emergency-Duties G. RCW 38.52.070,Mayors of cities and towns are legally responsible for appointing an Emergency Management Director,for the development of an emergency management organization and for preparing local plans confortning to the County emergency management plans. In addition,all general and special- puipose govemments,wholly or in part,within Spokane County are considered to be covered by this plan and its authorities. H. RCW 35.33.081-Cities under 300,000 population L RCW 36.40180-Counties J. Authoiities 1. Public Law 93-288,The Disaster Relief Act of 1974,as amended 2. Code of Federal Regulations(CFR),Title 44,Part 205 3. Public Law 920,Federal Civil Defense Act of 1950,as amended 4. Public Law 96-342,Improved Civil Defense,1980 TERMS AND DEFINITIONS A. Energy Coordinatars-City of Spokane,Assistant City Manager-Operations and Spokane County Department of Public Warks Director B. Energy Providers-All electric power,natural gas,and petroleum products providers for Spokane County. C. Energy Provider Liaison-an energy provider's representative(s)who assumes a communication and energy restoration facilitation role with the DEM and/or its EOC. 1. The liaison must have the authority of the energy provider to make decisions on its behalf and be familiar with the provider's systems,operations,organizations,and communications stiucture. More than one representative may be identified given the extent and duration of an outage. 2. The liaison will have the authority of the energy provider to communicate outage assessment information,provide regular updaxes on the outage,curtailment and/or restoration activities and facilitate the priority restoration of essential seivices in cooperation with officials,department heads and agencies should the situation wairant it. The liaison may be required to coordinate media communications between the energy provider and the DEM,as well as act as a media spokesperson representing the provider during news conferences held by the DEM. 3. The liaison agrees to review the minutes from all Disaster Committee meetings. Spokane CEMP Update 2010 211 Spokane Emergency Management Emergency Support Function#13 Public Safetv.Law Enforcement&Securitv Emer enc O erations Center Primary: Likely Tasks: • Law Enforcement Agencies General: Support: • Maintain inventories of resoLirces and equipment. • Camplis Police. • Develop procedures and policies far use in dealing • Police Explorers. with civil disorders,terrorist activity,and other law • Police Reserves. enforcement-intensive emergencies. • Private Security Companies. • Develop,maintain muttiial aid agreements. • Public Warks. Emergency Coordination Center(ECC): • Coordinate response to identify incident sites reqliiring law enforcement and security services. • Determine condition and status of County and mlinicipal law enfarcement resources. • Determine present and fut�ire need for law enforcement,security and other on-scene resolirces. • Determine need for protection of,and if necessary, relocation and temporary housing of prisoners in custody. Other law enforcement resources may be needed to assist with this task. • Coordinate activities with the National Guard,state law enfarcement personnel,and/or federal military officials if sLich organizations are providing sLipport in affected areas. • Organize and direct law enfarcement activities. • Ensure public safety and welfare is being implemented through such actions as:Evacliation; Crowd control;Traffic control;Property protection; Security at designated facilities;Incident perimeter control. • Support damage assessment activities. • Coordinate security for: County and municipal facilities;Evacuated areas; Supply distribution oints. LEAD AGENCIES: Spokane County Sheriff's Office Spokane City Police Department Washington State Patrol(WSP) Spokane CEMP Update 2010 212 SUPPORT AGENCIES: Airway Heights Police Department Cheney Police Department Medical Lake Police Department Liberty Lake Police Department Spokane Valley Police Department Spokane Transit Alrthority (STA) Spokane Department of Emergency Management(DE1V� Washington State Military Department Federal Law Enfarcement Agencies Department of Corrections Washington State Department of Transportation(WSDOT) Sheriff/Police Community Oriented Policing Spokane Community oriented Police Effort(SCOPE) Spokane Incident Response Team(S.I.R.T) INTRODUCTION A. Purpose: To provide coardination of state and local law enforcement operations and use of local jurisdiction law enfarcement communications resources during emergency operations.In support of incident command,provide for the coordinated evacuation and movement of population at risk(Please see Appendix A of the CEMP-Evacuation Plan) B. Scope: These guidelines and outline the law enforcement procedures reqLiired to respond to an emergency or disaster to inchide: Local Law Enfarcement entities responsibilities include: • When notified of an emergency situation,send response teams/personnel,equipment,and vehicles to the emergency scene ar other location,as appropriate. • Maintain law and arder. • Identify an Incident Commander(IC)and establish an Incident Command Post(ICP)if appropriate;assigns appropriate personnel to IC staff. • Perfarm IC duties at the emergency scene,if appropriate. • Notify the DEM Duty Officer or/ECC of the situation • Manage law enforcement resolirces and direct law enfarcement field operations.Duties may include: - Enforce emergency orders. - Provide mobile units far warning operations. - Augment emergency commlinications. - Direct and control traffic during emergency operations. - Crowd control. - First aid. - Search&Rescue - Support damage assessment activities. - Deploy personnel to provide security far emergency teams(Fire and EMS)operating in hostile ar potentially hostile environments. - Provide seclirity to key facilities: incident sites,critical facilities,damaged property,mass care/shelter sites and staging areas. Spokane CEMP Update 2010 213 - Provide security in the area affected by the emergency to protect public and private property. - Evacuation: • Assist in the evacLiation of people at risk in and around the emergency scene. • Provide security,patrol evacliated areas. • Control access to the scene of the emergency or the area that has been evacliated. • Support other public safety activities as required. • Request assistance through the state law enforcement mutual aid system as necessary. • Provide security for vacated hazard area property and population,essential organizations,prisoners,evacuated poplilation and congregate care(shelter)facilities. • Aazardous Materials Response: • Law Enforcement units responding to a hazardous material incident will ensure that they have a fiill understanding of the Incident Commander's assessment of the situation and that they take fiill and proper precautions to protect themselves. • Only personnel having proper training should be deployed to a hazardous material incident. • Support damage assessment. • The ESF addresses evacliation activities and the movement coordination necessary to support such evacuation in anticipation ar because of an event placing the public at risk. POLICIES A. The Washington State Patrol has overall authority for coordinating state law enforcement operations,inchiding the movement of people during relocation along state jurisdictional routes. B. The County Sheriff will exercise overall responsibility for coordinating all law enforcement activities within unincorporated Spokane County and those contracted cities/towns. C. MLinicipal police chiefs are responsible far coordinating law enforcement operations within their respective jurisdictions. D. The law enfarcement agency with lead jurisdictional responsibility will direct and control the evacliation in Unified Command format. E. Emergency mass movement responsibilities will be divided among state,county and cities. FResources to be utilized in an evacuation and accompanying movement priorities far allocation as follows: 1. Evacuation of persons in immediate peril. 2. Movement of persons requiring evacuation assistance. 3. Coordinating and monitoring self-evacuation. SITUATION A. See CEMP Hazard Identification and Vulnerability Analysis(AIVA). B. Emergency/Disaster Hazards and Conditions A significant natural disaster ar emergency will reqliire coordination between state and local law enfarcement agencies. 1. The protection of life and property will be the primary concern. 2. Law enfarcement may be required to assist in warning the public and evacuating citizens. 3. Traffic control will be a major responsibility to keep the pLiblic away from dangerolis areas. 4. Law enfarcement will provide the necessary security and protection for response resolirces, victims and property. Spokane CEMP Update 2010 214 C. Planning Assumptions: 1. Law enfarcement resolirces within the affected area will be inadeqliate to control traffic, assist with notifications and evacuations,and provide security. 2. Additional law enforcement capabilities will need to be mobilized and put into service. 3. Some areas will be so hazardous as to require that the pliblic be restricted. 4. The potential far looting and rioting may exist during a disaster ar emergency. 5. Immediate response of personnel is essential to mitigate the effects of the disaster or emergency. 6. Situations will occur which require evacuation of the public far the protection of life. 7. Transportation infrastructure may sustain significant damage. 8. Evacuation requirements will necessitate a cooperative approach. 9. Evacliation and movement dliring a disaster may be difficlilt to coordinate. 10. Some of the popLilation may not follow instructions to evacuate the risk area,but choose to remain in place. 11. Some evacuees can be expected to leave the risk area for a place of their choice. L CONCEPT OF OPERATIONS A. General: 1. Law enforcement agencies within Spokane County provide aid to each other when requested. 2. The Combined CommunicaYions Center Building(CCB)provides coordination of law enforcement and fire response activities and communications. 3. Dispatchers for the Spokane County Sheriff are trained to implement the Emergency Alert System (EAS). EAS gets notification and wasning infortnation to the public through the local media(radio and television). 4. Each law enfarcement agency will retain its own identity and will operate under its own regulations and command sh-ucture. Agencies will receive tasking and mission assignments from the designated lead agency. 5. The Combined Communicaxion Building(CCB)and the Washington Staxe Patrol Communicaxions Center are capable of radio broadcast throughout all areas of the County. The Communications Centers are capable of providing backup communication or relaying infortnation for fire and other etnergency responders. The Law Enforcement Radio Network(LERI�frequency is a law enforcement common nse frequency. 6. Law enforcement will restrict access into evacuated areas. 7. Law enforcetnent will provide traffic conh�ol to reroute the public away from danger areas. 8. Law enforcement will coordinate ground and water search and rescue operations as needed. 9. The County Sheiiff/Police Chief or designated representative is responsible for coordinating law enforcement's role in the emergency,including security needs for the EOC. 10. The need for evacuation will be identified and called for by the Incident Commander. 11. The law enforcement agency having juiisdictional responsibility will take lead and plan for,direct,and control the evacuation and movetnent through Unified Command.(Please reference the Spokane Evacuation Plan). 12. The Incident Commander through then�communication center may give evacuation wainings and instructions. 13. Evacuation instructions and infortnation provided to the media will be disseminated through the Public Infoimation Officer(PIO). On larger scale events with multiple juiisdictions and agencies the Joint Infoimation System(JIS)will be activate and/or the Joint Infoimation Center(JIC). This will be in accordance with ESF#15 Public Information System. Spokane CEMP Update 2010 215 14. State agency support,to an evacuation by a local jurisdiction,will be coordinated through the local EOC (Please reference the Spokane Emergency Operations Center(EOC)Plan. The Spokane EOC staff will request state supprn-t. B. Organization: 1. The Washington State Patrol has overall authoiity for coordinating state law enforcement operations and providing additional law enforcement personnel when available. 2. The Spokane County Sheriff will exercise overall responsibility for coordinating law enforcement activities within unincoiporated Spokane County and contracted cities/towns and will act upon requests for assistance received from other law enforcement agencies within the county. 3. The Spokane City Chief of Police,and other municipal police chiefs,coordinate law enforcement operations within their respective jurisdictions and provide a decision-making representaxive to the Command Post rn�EOC. 4. The militaiy is responsible for coordinating law enforcement operations on militaiy installations within the county. C. Procedures: L If an emergency occurs which is beyond the capability of local law enforcetnent agencies,the law enforcement agencies shall be expected to operate under mutual aid agreements with neighboring jurisdictions. If additional assistance is required,the Chief of W SP,under existing laws,shall provide additional resources by activation the Law Enforcement Mobilization Act. 2. The CCB will receive notificaYion of any natural disaster or emergency requiring aresponse. Notification may be from all sources;9-1-1,direct telephone call-in or by radio. 3. The CCB will dispatch response or confirmation resources. 4. Law enforcement agencies use unique inteinal procedures for further notification and mobilization. 5. The Washington State Patrol has its own communications center which coordinates by telephone or radio with the City/County Communications Building. D. Mitigation Activities: 1.Notification of the public through the Emergency Alert System(EAS) 2.EvacLiation of endangered citizens. 3.Traffic control and restricted entry into the emergency area.. 4.Patrol to prevent looting and vandalism. E. Preparedness Activities: 1. Establish policies and provide implementing instiuctions for law enforcement activities during an emergency. 2. Develop and conduct training programs to support emergency activities. 3. Establish and maintain a communications capability to support emergency operations. 4. Develop an inventrny of available equipment and personnel. Project shortfalls and plan accordingly. F. Response Activities: 1. Notify law enforcement agencies and key staff inembers of the emergency,so that they can cany out their assigned responsibilities. The Emergency Program Manager will be notified of major police emergencies. 2. Notify reseives and volunteers;place on standby until needed. 3. Establish priorities for law enforcement operations. 4. Suspend leaves and special assignments as needed. 5. Coordinate with the Emergency Coordination Center(ECC),Joint Infortnation Center(JIC),and Public Infortnation Officer(PIO)regarding emergency news releases advising the public regarding the emergency. 6. Assist with tra�c control. 7. Establish staging areas far personnel and equipment. 8. Establish and entiy control points to the emeigency area. Spokane CEMP Update 2010 216 9. Establish liaison for law enforcement operations in the ECC. 10.Provide secuiity for the ECC if necessaiy. 1 L Identify need for additional law enforcement through ECC to WSP Emergency Mob Division. 12. EOC establishes liaison with State Law Enforcement Coordinator. 13.Maintain communication links between EOC,law enforcement mobile units,and other strategic operation points. 14. Coordinate with Washington StaYe Patrol,WSDOT,and Engineers to verify proposed routing of traffic on state highways and to establish traffic control points. 15.Prepare a trafFic control plan for movement of evacuees,essential workers,and essential resources. 16.Assist the Shelter Coordinator with movement to shelters. Suivey essential facilities(e.g.food,water, fuel,utilities)requn-ing security. 17.Report damage. 18.Maintain order in and around emergency/disaster scene;safeguard properly in and around the scene. Investigate crimes committed. 19. Exercise authority to order the evacuation of endangered population. Infortn the public of evacuation orders including,but not limited to:door-to-door notification of persons in affected area,and wasving the public through the use of mobile public address systems. Provide secuiity to evacuated properly. 20. Coordinate ground and water search and rescue operations within Spokane County. 21.Assist the Medical Examiner in necessaiy investigation,identification and recoveiy of deceased person(s). G. Recoveiy Activities: 1. Assist with traffic control for the movement of sheltered citizens back to their homes. 2. Reopen closed traffic routes. 3. Restore normal law enforcement seivices suspended during the emergency. 4. Submit records of expenses to the ECC and own agencies. II. RESPONSIBILITIES A. Primaiy Agency: L In an emergency situation within the capabilities of local law enforcement organizations,regular law enforcement activities,traffic control,and other emergency police functions will remain the responsibility of the law enforcement agency conceined. 2. In an emergency in the unincoiporated areas of Spokane County,the Spokane County Sheiiff will exercise overall authoiity for police functions. 3. The City Police Chief will exercise overall authoiity within their juiisdiction. 4. The Washington State Patrol will maintain responsibility for tra�c control on all piimaiy state highways and inteistate highways. WSP will be responsible for investigation and hazardous material(HAZMAT) incident management. 5. Identify and establish evacuation routes. 6. Initiate public notification of field operations and evacuation routes. 7. Assist in keeping evacuation routes clear. 8. Assist in coordinating the evacuation and movetnents of inmates from Correctional Facilities or secured institutions. 9. Establish a continuous line of communications with the IC and/or the ECC. B. Support Agencies: L If an emergency involving law enforcement occurs within the limits of a city and is within the capabilities of local law enforcement,the municipal police chief will exercise overall authoiity for police functions. 2. Local law enforcetnent agencies will have primaiy responsibility for traffic control on roadways other than primaiy state highways. 3. The Depas-tment of Emergency Management activates the ECC and issues emergency warnings as necessaiy. Spokane CEMP Update 2010 217 C. Spokane Transit Authoiity 1. Notify essential personnel,on or off duty,to respond to the emergency declaration as required or requested. 2. Notify and coordinate other local commercial mass transit agencies for additional seivices as required. 3. Maintain the central dispatch center for the control of all said vehicles used for evacuation and/ar movement. 4. Provide the necessaiy resources;e.g.buses,vans,personnel,called for by the Incident Commander and/or the ECC during a declared emergency or disaster. 5. Establish and manage a continuous line of communication with the IC and/or the ECC for inshuctions. III. RESOURCE REQUIREMENTS A. Vaiiable with scope and type of emergency. Support agencies will provide personnel,vehicle,and specialized support equipment as requested. IV. REFERENCES Spokane City/CoLinty Comprehensive Emergency Management Plan State Law Enfarcement Mobilization Plan Regional Law Enfarcement Mutual Aid Plan Spokane Evacuation Plan Spokane Emergency Coordination Plan The Spokane Pliblic Information System Plan(ESF#15) Inland Narthwest Emergency Alert System(EAS)Plan V. TERMS AND DEFINITIONS A. See Comprehensive Emergency Management Plan Spokane CEMP Update 2010 218 Attachment 1 Spokane County HOMELAND SECURITY ESCALATION PLAN Red-Level 1 .� � _ — • LocalLevel �� F� - �• - • State Level • National Level Orange-Leve12 J _ ' q�.i e,_.�, .--. Yellow-Level 3 ��'� �� Tt��.�� ,�4 T^r��s� Blue/Green-Leve14 � � �� il� � This document will be lrtilized as an �� operational guideline far the Department of Emergency Management as it � , � �T�m. �r� � •-� � addresses the federal Homeland SecLirity �� Departments Advisory Alert System. �*�`�� Local law enforcement,fusion center and other intelligence groLips will share � — � � information to provide an overall view of ' ' ,��i;`' � R��e� sittiiations that may anse that alter the T'r�i��.�47�r�" local threat level. -- � �i 'y'. The docLiment is designed in a °�� progression format.Each higher level is '�� built upon actions of the previous level(s).When implementing actions, ensure that the actions of the previous levels have been completed. Spokane CEMP Update 2010 219 HOMELAND SECURITY ESCALATION PLAN AUTHORIZATION LEVELS: Red - Level 1 —Director of Spokane Emergency Management Orange - Leve12-Emergency Management ar designees. Yellow - Leve13-Emergency Management or designees. Blue/Green - Leve14-Emergency Management ar designees. Spokane CEMP Update 2010 220 GREEN-LOW CONDITION Low risk of terrorist attack in Spokane A enc Protective Measures Yes No Date/Time B LE/DE Update of the Comprehensive Emergency M Management Plan(CEMP). LE/DE Annual review,meeting and sign off by all M signataries of the terrarism function. Annual tabletop exercise of Protective LE/DE Measures to be enacted at yellow,arange M and red conditions. CondLict annual review of vulnerability LE/DE assessment of potential risk to terrorist M attack Strive to implement procedlires far reducing vulnerabilities. LE/DE No additional security staffing is reqLiired. M LE/DE Advise all employees and agencies of the M condition LE/DE Prepare to implement next level. M BLUE-GUARDED CONDITION Gei�ercrl risk of ter•rorist crttcrck in Spokcrne. The followii�g Pr•otective Mecrsur•es crre recommended. A enc Protective Measures Yes No Date/Time B LE/DEM Contimie all implemented actions. Request all signataries to review their responsibilities as defined in the LE/DEM Comprehensive Emergency Management Plan(CEMP),WMD annex LE/DEM Employees should be asked to have an increased awareness of surroundings. Spokane CEMP Update 2010 221 LE/DEM No additional security staffing is reqLiired. Advise all employees and agencies of the LE/DEM condition. LE/DEM Prepare to implement next level. YELLOW-CONDITION Significant t�isk of terrot�ist crttack in Spokane.The foldowing Pr•otective Measur�es are t�ecommended. A enc Protective Measures Yes No Date/Time B LE/DEM ContinLie all implemented actions. Implement contingency/emergency LE/DEM response plans as appropriate. Convene meeting of the LE/DEM Staff as LE/DEM defined in Comprehensive Emergency Management Plan(CEMP). Provide Public Information regarding preparedness through the County's website(s),blilletin board messages ar other LE/DEM venues deemed appropriate by the Department of Emergency Management Office. Enslire all Emergency Operations Center (ECC)systems are tested for a 24 hour-7 LE/DEM day operational level in accordance with the ECC GLiidelines. Review Recovery Operations LE/DEM docLimentation in Comprehensive Emer enc ManaQement Plan CEMP . Advise all employees and agencies of the LE/DEM condition. Enslire operational capability of all LE/DEM command and control e ui ment. LE/DEM Prepare to implement next level. Spokane CEMP Update 2010 222 ORANGE-HIGH CONDTTION High risk of tef�rorist attack in Spok-ane.The following Protective Measures are recommended. A enc Protective Measures Yes No Date/Time B LE/DEM Continue all implemented actions. SchedLile an INTEL meeting with Law LE Enforcement Agencies regarding security efforts Advise Public and Private Agencies and LE/DEM businesses to review security measures for public buildings,public events and critical infrastructure. LE/DEM Provide daily briefings to LE/DEM and other key agencies as deemed appropriate. Convene a weekly threat assessment LE/DEM briefing of senior staf£This briefing should include considerations of restricting out of coun travel of em lo ees. Place key staff on restricted out-of-county travel as deemed appropriate by the LE/DEM LE/DEMC Council Chairperson and Directar of Emergency Management ar DesiQnee. LE/DEM Develop manning schedLile for Emergency Coordination Center ECC staff. ContinLie Public Information efforts as defined in Yellow condition. Consider LE/DEM activation of the ECC Public Information Section dLie to heavy volume of citizens' calls. Institute weekly conference call of key staff LE/DEM members and elected officials,for a period of time deemed appropriate by the DEM Coordinator or desi nees. Review Contimiity of Operations(COOP) LE/DEM and Continliity of Government(COG)plans as a ro riate.Pre are alternate wark sites. LE/DEM Check status of Personal Protective E ui ment(PPE). Activate and lipdate the Emergency LE/DEM Coordination Center(ECC)activation line with current Emergency Coordination Center(ECC)activation level. DEM Condlict a conference call for municipal officials and ke staff or as needed. Spokane CEMP Update 2010 223 ORANGE-HIGH CONDTTION High risk of ter�rorist anack in Spokane.The folloiring Protective Measures are recommended. A enc Protective Measures Yes No Date/Time B Review schedule for Special Events. LE Consider increasing security as warranted b threat intelliQence. Check status of emergency food and water DEM supplies at Emergency Coordination Center (ECC).Ensure availability of 3-5 day stock. Review plans for shelter/mass care. DEM Coordinate with American Red Cross and School Board. Provide special alert information to Neighborhood Watch,Citizen Emergency LE/DEM Response Teams(CERT),Volunteer Services and other appropriate volunteer activities. Provide special alert information to Critical LE/DEM Incident Stress Management(CISM) resolirces/aQencies. EnsLire Medical staff coardinates with the DEM Medical Examiner's office on their mass fatali lan. LE/DEM Review Time Delineated Check List (TDCL). Reqliest law enfarcement,animal and DEM agriclilttiire agencies to review plans and monitor aQricultural interests. Notify Commlinications Department of the DEM potential need to secure the Conference Call BridQe for EM. LE/DEM Prepare to implement next level. RED-SEVERE CONDITION NATIONAL LEVEL The following Protective Measures are recornrnended A enc Protective Measures Yes No Date/Time B LE/DE Continue all implemented actions. M Condlict LE/DEM briefing and determine if LE/DE activation of Emergency Coordination M Center(ECC)is required.If sq determine activation and staffinQ levels. Spokane CEMP Update 2010 224 RED-SEVERE CONDITION NATIONAL LEVEL The following Protective Measures are recornrnended Agency Protective Measures Yes No Date/Time By LE/DE If Emergency Coordination Center(ECC)is M NOT activated,check all equipment and su lies. LE/DE Request all agencies to immediately review M all emerQenc lans. Per Comprehensive Emergency Management Plan(CEMP)and Emergency DEM Coordination Center(ECC)SOPs,advise the State Emergency Operations Center(SEOC) of Emergency Coardination Center(ECC) o erations status. LE/DE Continue all implemented actions. M DEM Consider local state of emergency. Consider initial Emergency Coardination LE/DE Center(ECC)briefing and determine if M activation of ECC is required.If so, determine activation and staffin levels If Emergency Coordination Center(ECC)is NOT activated,bring PLiblic Information Center,Logistics, Special Needs,Utilities Operations,telephone companies,Message DEM Center,Information Services Department (ISD)Software Suppart,Law Enfarcement, RACES (Ham Radio Operatars),Hazmat and Bomb Squad to standby status. Check e lii ment and su lies. LE/DE Consider conference call to City Mayors, M elected officials and key personnel as deemed a ro riate b LE/DEM PSD ReqLiest agencies to immediately review and im lement all emer enc lans. Per Comprehensive Emergency Management Plan(CEMP)and Emergency DEM Operations Center(ECC)SOPs,advise the State Emergency Operations Center(SECC) of Emergency Operations Center(ECC) o erations stahis. LE/DE Consider bringing Critical Incident Stress M ManaQement(CISM)resources to stand-b . Spokane CEMP Update 2010 225 RED-SEVERE CONDITION NATIONAL LEVEL The following Protective Measures are recornrnended A enc Protective Measures Yes No Date/Time B Request Emergency Medical Services DEM �EMS)and Coroner to review mass fatality plan to stand-by (Medical Examiner,etc.). LE Consider increased security of agricultural interest as warranted by threatintelligence Facilitie Implement color floor-coded visitor pass and s siQn-olrt rocedure. LE/DE Continue all implemented actions. M DEM Request Mandatory Local State of EmerQenc LE/DE Reqliest increased security far all County M primary critical facilities based on clirrent intelli ence Facilitie Implement color-coded visitar pass,retain s ictlire ID and siQn out rocedure. LE/DE Consider termination of non-essential M activities. Activate Emergency Operations Center (ECC)to appropriate level,bring Public Infarmation Center,Logistics, Special Needs,Utilities Operations,telephone LE/DE companies,Message Center,Department of M Information Technology Software Support, Law Enfarcement,RACES(Ham Radio Operators),Hazmat and Bomb Squad to standby status. Check equipment and supplies.Review availability of Spanish- s eakinQ staff. Conduct conference call to City Mayors, LE/DE elected officials and key staff members as M deemed appropriate by Director of DEM OR DESIGNEE EMC Consider closure of public and governmental facilities as conditions warrant. LE/DE Request agencies to immediately implement M all emer enc lans LE/DE Establish Joint Information Center(JIC)as M needed ar required. LE/DE Coordinate with School Boards,all M municipalities,non-profit,County, State and Federal a encies re ardin actions. DEM Per Comprehensive Emergency Spokane CEMP Update 2010 226 RED-SEVERE CONDITION NATIONAL LEVEL The following Protective Measures are recornrnended A enc Protective Measures Yes No Date/Time B Management Plan(CEMP)and Emergency Operations Center(ECC)SOPs,advise the State Emergency Operations Center(SECC) of Emergency Operations Center(ECC) o erational status. LE/DE Bring Critical Incident Stress Management M (CISM)resources to stand-b . As required have Emergency Medical LE/DE Services(EMS)and Coroner bring mass M fatality plan to stand-by (Medical Examiner, etc LE/DE Initiate increased seclirity of agricliltural M interest as warranted b threatintelliQence. CEMP Reference to WMD. 11.1 Threat Level 1 —WMD Incident. A WMD terrorism incident has occurred which requires an immediate process to identify,acqliire and plan the lise of state and federal resources to augment the state and local aLrthorities in response to limited or majar consequences of a terrorist use ar employment of a WMD.This incident may have resulted in mass casualties.The response is primarily directed toward public safety and welfare and the preservation of human life.The classification may be upgraded at any time,when warranted by conditions.The State Warning Point will then notify ar confirm notification of the local incident commander,the unified command and the FBI. 11.2 Threat Leve12—Credible Threat. A threat assessment indicates that the potential threat is credible and confirms the involvement of WMD in the developing terrorist incident.Intelligence will vary with each threat and will impact the level of response.At this threat level,the situation requires the tailaring of response actions to use resources needed to anticipate,prevent and/or resolve the crisis.The crisis management response will focLis on law enfarcement actions taken in the interest of public safety and welfare,and is predominantly concerned with preventing and resolving the threat.The consequence management response will focus on contingency planning and pre-positioning of tailored resoLirces,as required.The threat increases in significance when the presence of an explosive device or WMD capable of causing a significant destructive event,prior to actual injury ar loss,is confirmed ar when intelligence and circumstances indicates a high probability that a device exists.In this case,the threat has developed into a WMD terrarist situation requiring an immediate process to identify,acquire,and plan the use of state and federal resources to augment the state and local authorities in lessening ar averting the potential consequence of a terrorist use ar employment of WMD. 11.3 Threat Leve13—Potential Threat. Intelligence or an articlilated threat indicates a potential for a terrorist incident.However,this threat has not y et been assessed as credible. Spokane CEMP Update 2010 227 11.4 Threat Leve14—Minimal Threat. Received threats do not warrant actions beyond normal liaison notifications or placing assets ar resources on a heightened alert(agencies are operating under normal day-to-day conditions). 12 Authorities. Authority The ardinances,agreements,laws and regulations cited below,and the Emergency Support Functions,are available for review at the Spokane Department of Emergency Management Office. 2. Local: Spokane Colinty Interlocal Amended 2004 agreement#4 0689,dated August 10,2004 f. Spokane City/County Inter-local Cooperative Agreement#CPR 96-793,dated 14 October, 1996 g. Spokane City/Colinty Inter-local Cooperative Agreement#87-0452(between Spokane City/County and Spangle,Millwood,Medical Lake,Waverly,Latah,Fairfield,Deer Park,and Airway Heights),dated 19 May, 1987 h. Spokane City/County Interlocal Cooperative Agreement#87-R4(between Spokane City/County and Rockford),dated 1 July, 1987 i. Spokane City/CoLinty Interlocal Cooperative Agreement Resolution#C-646(between Spokane City/County and Cheney),dated 14 July 1998 e. This plan is applicable to all incorporated cities and towns of Spokane County,including; the City of Spokane,the City of Spokane Valley,the City of Cheney,the City of Deer Park,the City of Liberty Lake,the City of Medical Lake,the City of Airway Heights,the Town of Fairfield,the Town of Latah,the Town of Millwood,the Town of Rockford,the Town of Spangle,the Town of Waverly,and unincorparated communities and neighborhoods. 2. State: a. The Constittirtion of the State of Washington,Article VIII(State,County,and Municipal indebtedness) b. Revised Code of Washington:RCW 36.40(Counties budget),RCW 38.52(Emergency Management),RCW 39.34(Inter-local Cooperation),and RCW 4214(Continuity of Government),RCW 43.06(Governars Powers),RCW 38.54(Fire Mobilization),WAC title 118(Emergency Management) c. Hazardous Materials:RCW 70.136 and WAC 118.40. Spokane CEMP Update 2010 228 Spokane Emergency Management Emergency Support Function#14 Lon�Term Communitv Recoverv LEAD AGENCIES: The Spokane CoLinty Recovery Management Organization See Recovery Functions(RF) For specific lead agencies SUPPORT AGENCIES: City/County Government Agencies Spokane Regional Health District Department of Social and Health Services State/Federal Emergency Management Agencies The Salvation Army Parks&Recreations Roads and Transpartation Services Fire Services Geographical Information Systems Law Enfarcement Utilities Aging&Long Term Care of Eastern Washington Department of Agriculture Department of Ecology Hospitals and Health Care 1NTRODUCTION A. Purpose: To provide for the effective direction, control, and coordination of recoveiy operations by standardizing the principles and methods of recoveiy response in Spokane County. B. To anticipate what will be needed to restore the community to full functioning as rapidly as possible. C. To maximize effective recoveiy by facilitating and improving the flow of information and coordination within and between operational levels of the system. A To provide for effective mobilization, deployment, utilization, tracking and demobilization of recoveiy resources. E. To enhance and coordinate recoveiy intelligence gathering and information sharing capabilities. Spokane CEMP Update 2010 229 • Recoveiy assistance and support will vaiy depending on an assessment of incident impact(s),the magnitude and type of event,and the stage of recoveiy efforts. • Recoveiy assistance and support in the event of a Presidential Declaration can include Public Assistance (PA),support to political subdivisions,state agencies,certain piivate non-profit agencies and tribal nations as well as Individual Assistance(IA),support to individuals,households and families. • Recoveiy activities refer to actions by those impacted by a disaster event that enable them to begin the process of rebuilding their homes;replacing propeiTy;resuming employment;restoring their businesses; peimanently repairing,rebuilding,or relocating public infrastiucture;and mitigating future disaster losses. • Recoveiy activities also refer to staxe and federal goveinment programs of assistance,support,and technical seivices that facilitate recoveiy actions for those impacted which will include insurance companies and their clients and may include the StaYe Office of the Insurance Commissioner to assist residents in claim inteipretation and possible disputes between the parties. • Mitigation projects are expected to be identified piior to an emergency or disaster in a FEMA-approved state, tiibal or local multi-hazard mitigation plan in order to implement immediate and long-teim mitigation measures. • Mitigation after an emergency or a disaster incident will assist the state,tiibal and local juiisdictions in reducing the future impact of hazards,although the goal is to mitigate prior to a disaster occuiring. POLICIES A. Whenever Spokane County qualifies for FEMA individual disaster assistance,individlials, families,and businesses will be referred to the FEMA Department who manage the application process. B. When individuals,families,and businesses do not qlialify for state or federal assistance,ar whenever Spokane Colinty declares a local emergency that is not followed by a state ar federal declaration,assistance will be provided in accordance with existing county policy and programs. C. Public damage and response costs will be borne by the incurring arganization. Reimblirsement will be provided through state and federal programs,as allowable. D. Post disaster mitigation will be in accordance with the county mitigation plan,as amended. Mitigation grant applications will be the responsibility of the requesting organization and must be approved by the County Commissioners prior to submission. E. Elected and Senior officials shoLild develop internal policies that direct department heads and/ar senior officials to create plans far the immediate collection and recarding of costs from response to recovery. The implementation of these plans will assist in the recovery of allowable costs through the PA grant program when qLialified. SITUATION A. Emergency/Disaster Conditions and Hazards: See CEMP Hazard Identification and Vulnerability Analysis(HIVA) B. Planning Assumptions: 1. There will be an immediate and urgent need for medical attention,sanitation facilities,food,water, shelter,clothing,and transportation following a disaster event. 2. To the extent practicable,immediate basic needs will be the responsibility of the individual,benefited by individual pre-disaster preparedness measures. 3. Needs not met by individual responsibility will be refeired to established public or private programs consistent with individual qualifications,organizational prioiities and available resources.. 4. Organizations or agencies,whether public or private,providing utility seivices prior to a disaster,will have and impletnent plans to continue that seivice during recoveiy and restoration. Spokane CEMP Update 2010 230 5.Recovery activities may be concurrent with response activities,search and rescue missions, lifesaving activities,emergency stabilization measures and/or criminal investigations in the event of a terrorist incident. 6.In the event of a Presidential Declaration of Disaster,affected areas may require recovery assistance and suppart. Federal, State,County,Tribal,Local and Private agencies may provide support and assistance to restore public and private property. 7.Individual Assistance,support to individLials,households and families,provided under this ESF can bLiild Lipon,bLrt will not duplicate,the assistance provided throLigh ESF#6(Mass Care,Housing, &Human Services Annex).Individual Assistance under this ESF will continue short-term recovery efforts through the long-term recovery required for some impacted victims. 8.Individuals and families may be left homeless and have temporary and permanent housing as an unmet need reqLiiring consideration in long-term recovery. 9.Individuals and families may have no insurance ar insufficient coverage to properly address damages to,or loss of,personal property. 10 In the event of a Presidential Disaster Declaration,mitigation funds become available through the Hazard Mitigation Crrant Program(HMGP).HMGP is available statewide,although fiinding priarity is given to the declared disaster area. CONCEPT OF OPERATION A. General 1. The county Emergency Operations Center(ECC)will be staffed at a suitable level to support initial recoveiy and restoration activities. 2. Depending on the nature of the disaster,a Multi Agency Coordinating Group(MAC)may be requested by the ECC manager to assist in the prioritizing activities for scare resources,and resolve interagency and intergoveinmental issues for the county's recoveiy and restoration activities.Eventually,this mission will be accomplished by the Spokane County Recoveiy Management Organization(SCRMO). 3. Both the ECC staff and the SCRMO will support county-wide activities. Liaison and coordination will be maintained with federal,state,city,and town ofFicials,the American Red Cross,and other volunteer organizations. The piiority of the tasks will be coordinated by the SCRMO. 4. Duiing the response phase,ECC staff or SCRMO staffwill document the damage throughout the county, evaluating community needs,and commence planning for recoveiy and restoration. Resources and seivices will be asranged,as necessaiy,for meeting urgent community needs. 5. The resources and seivices of county organizations will be used to the extent practicable. Additional seivices or resources,or those not noimally part of the county mventoiy,may be procured from private sources,requested through the state Emergency Management Division(EMD),or provided by community largesse. 6. Individuals,families,and the business community seeking financial or housing assistance will be refeired to staxe,federal,or volunteer program coordinators,as applicable. B. This Annex ESF#14 provides the coardination mechanisms far the State and local government to: 1. •Assess the social and economic consequences in the impacted area and coordinate State efforts to address long-term recovery issues resulting from an incident of statewide ar national significance. 2. •Advise on the long-term recovery implications of response activities and coardinate the transition from response to recovery in field operations; 3. •Wark with county,local,and tribal governments;non-governmental organizations(NGO) and private-sectar organizations to conduct comprehensive market disruption and loss Spokane CEMP Update 2010 231 analysis and develop a market-based comprehensive long-term recovery plan for the affected area. 4. •Identify appropriate State,Federal programs and agencies to slippart implementation of the long-term recovery plan,enslire coardination,and identify gaps in resources available; 5. •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 issLies. 6. •Determine/identify responsibilities far recovery activities,and provide a vehicle to maintain continuity in program delivery among State departments and agencies,and with county, local,and tribal governments and other involved parties,to ensure follow throLigh of recovery and hazard mitigation effort C. LOCAL: 1. The emergency resolution(declaration)is made by an authorized elected official(s)of a political entity ar subdivision: a) Whenever it shall be deemed that an etnergency exists which endanger life or property within a city, or the unincrnporated areas of the county,or portion thereof,the elected official(s)of that entity may by proclamation declare an emergency to exist. b) A political subdivision,shall slibmit an emergency resohrtion and/or a declaration of emergency to the Spokane Department of Emergency Management. D. Presidential Declaration of Disaster 1. The request for a federal emergency or major disaster declaration must come from the Governar ar Acting Governor.Upon completion of the Spokane CoLinty Supplemental JListification,if the Governor believes that federal assistance is warranted,the Governor sends the request letter to the President,through the FEMA Regional Director.The President makes the decision whether to declare an emergency ar majar disaster.The Governar may request that the President declare an"emergency"or a"majar disaster".This request must satisfy the provisions of the Robert T. Stafford Disaster Relief and Emergency Assistance Act,Public Law 93-288 as amended by Public Law 100-707("The Stafford Act"). E. Individual Assistance 1. The State and Federal Individual Assistance Program assists impacted individuals, households and families to recover from an emergency ar disaster.The Program's primary mission is to coordinate assistance from a mliltittiide of social services to address the needs of victims to include low interest loans for eligible applicants.. 2. The Program will always: a) •Intend:to maximize individual and family knowledge of and access to recoveiy seivices b) •Assist seivice and benefit providers in coordinating deliveiy,communicaYion,and preventing duplicaYion ofbenefits. 3. Under this ESF#14,the State's Individual Assistance Program provides coordination and guidance for recovery operations to include: a) •Damage assessments for homes,businesses,personal property,and agiiculture. b) •Housing assistance and human seivices to individuals,households and families. c) •Support volunteer and donations management. d) •Community relations related to victim recoveiy. e) •Initiation of victim case management. Spokane CEMP Update 2010 232 � •Co-administration of FEMA's Individuals and Households Program(IHP),upon Presidential Declaration of Major Disaster for Individual Assistance,per State of Washington Individuals and Households Program Administrative Plan. g) •Support to Community Organizations Active in Disaster(COAD). h) •Initiation of long-term recoveiy with COAD. i) •Support to Spokane County Recoveiy Management Organization. F. Public Assistance 1. Public Assistance was initiated to help a community respond to the emergency and to clean up debris and rebuild infrastructiire following a disaster. a) •The Goveivor may declare an emergency after a political subdivision has passed a resolution stating that an emergency exists in their jurisdiction(s)AND it is above and beyond their capability. • This allows far State resolirces to be utilized to slipplement local resources until slich time it is determined that local resources are adequate. • There isn't State funding throLigh a State Proclamation. There is a possibility for funding assistance however that is accomplished through sponsorship through your respective State legislature and is not normal practice. b) The Goveinor may request a Presidential Declaration if the local disaster exceeds an established threshold dollar amount. The Public Assistance Program provides an organizational stiucture for the administration of state and federal funding provided to eligible public entities for the repair and restoration of damaged public facilities within a declared disaster area. c) Under this ESF,the State's Public Assistance Program provides coardination and giiidance far recovery operations to include: • The coordination of joint damage assessment activities of public infrastiucture. • Fulfill Gubeinatorial and Presidential(if invoked)Declaration requiretnents. • Notify potential applicants and conduct an Applicant Briefmg to provide infrn�tnation to all potential applicants eligible for public assistance. RESPONSIBILITIES 1. Please reference the Spokane County Disaster Recovery Plan which details individual Recovery Flinctions(RF)and includes recovery information and instructions inclLiding lead agencies. Schedule of Recovery Functions RF#1: Managing Recoveiy Operations RF#2: Damage Assessment/Impact Analysis RF#3: Public Information;Community Relations RF#4: Continuation of Goveinment(Restoration of Government Seivices) RF#5: Redevelopment(Planning and Community Development) RF#6: Economic Restoration and Development RF#7: Reentiy,Security RF#8: Volunteers and Donations Spokane CEMP Update 2010 233 RF#9: Unmet Needs RF#10: Debris Management RF#ll: Public Health RF#12: Safety,Risk Management RF#13: Repair and Restoration of Public Infrastiucture,Seivices,Buildings(Public Assistance) RF#14: Emergency Pertnits&Inspections RF#15: Rebuilding,Construction,Repairs,Restoration RF#16: Temporaiy Housing RF#17: Human Seivices(Short-term) RF#18: Individual Assistance RF#19: Environmental Conceins RF#20: Historic Conceins RF#21: Mitigation RF#22: Recoveiy Administration and Finance RF#23: Mutual Aid RESOURCE REQUIREMENTS See Comprehensive Emergency Management Plan REFERENCES • Spokane ESF 14 Disaster Recoveiy Plan • Washington State Emergency Management Disaster Assistance Guide for Local Goveinments Terms and definitions See Comprehensive Emergency Management Plan Updated 11/2009 Spokane CEMP Update 2010 234 Spokane Emergency Management Emergency Support Function#15 Public Information Emer enc O erations Center Primary: Likely Tasks: • DEM • Staff the ECC"Public Information Office�'position. Support: • Assist with the dissemination of warning and • Departments/Agencies,All. emergency instrLictions. • Prepare official emergency public information: Gather information;Verify information for accuracy; Monitor media reports. • Provide emergency public information: Coordinate releases to public;Inform the pLiblic about disaster damage,restricted areas,actions to protect and care far companion animals,farm animals,and wildlife, and available emergency assistance;Issue official emergency instructions and information to the public through all available means. • Establish communication links with local media. • Respond to media inquiries. • Monitar and respond to nimars. • Schedule news conferences. • Designate an information center where media representatives can be briefed,compose their news copy,and have telecommunications with their newspaper or station. • Establish,maintain contact with State EOC; Coordinate emergency infarmation efforts. • Participate in,coordinate with state/federal Joint Information Center. • Maintain doclimentation:clip articles,log,and maintain list of releases sent. PURPOSE This Emergency Support Funetion is the base response document for the public information sy stem. It sets forth policies and procedures and assigns responsibilities relating to the dissemination of public information to ensure that accurate and timely information is provided to Spokane County citizens on potential and actual emergency incidents and majar emergencies/disasters. POLICY It is the policy of the Public Information System that information will be provided accurately and concise to the pliblic during a significant event. The PIO assigned by their agency in accordance with the National Incident Management System and as per the Comprehensive Emergency Management basic plan,will provide information to the public as it is gathered from the specific Spokane CEMP Update 2010 235 agencies and coordinated if the incident involves multiple agencies/jurisdictions. Furthermore this document will discliss the following: • Procedures for managing the public information system in support of an emergency/disaster operation. • Piinciples of the public infortnation system. • Responsibilities of the public infoimation section on an emergency/disaster operation. • The relationship between the public infrn-mation Section and other sections on an emergency/disaster. PROCEDURES Joint Information System/Joint Information Center Procedures Protection of health and safety in the event of a majar emergency or disaster reqliires many local, state,federal,and private industry organizations to provide accurate and timely information to the public. A commLinity's information system must be able to provide the public with all the information they need in arder to cope with the emergency sit�iation. The coardination of this information and its timely dissemination is extremely important. Through a Joint Information System,it is possible far all pliblic information releases to be coardinated by developing cooperative working relationships between local,state,and federal government agencies;business and industry arganizations;and the news media. A Joint Information Center needs to establish written procedures for operation during times of emergency or disaster. Procedures need to develop around the following functions: • General JIS/JIC operation and guidance • Gatheiing and verifying infortnation • Infoimation coordination • Rumor control • Infortnation dissemination General JIS/JIC Operation and Guidance The Joint Information System is intended to meet the needs of public information officials in a wide variety of situations. At the direction of the Incident/LTnified Command,the municipal mayor(s)ar manager(s)the Joint Infarmation System may be activated dliring major emergencies/disasters ar other situations deemed appropriate by local government officials,and/or those arganizations that have statutory responsibility. The JIC can be located with the Spokane Emergency Coardination Center. General Guidance The overriding concept of the JIS/JIC is that it recognizes that each of the individuals represented at the JIC may continue to represent his/her own agency,while at the same time receiving the benefits of a coardinated pLiblic information approach. A JIC operation can result in the pooling of assets so that each individual agency will have far greater resources available than if it is functioning alone. When the two priar recommendations are implemented effectively,the pLiblic will receive information faster,mare accurately,mare tharoughly,and with less risk of conflicting statements. To ensure coardination among the parties present at the JIC,all PIO's will assemble in one general work area,and at briefings speak from one platform. Any conflict of information or opinion will be immediately identified,discussed,and hopefully resolved priar to news media briefings. All written Spokane CEMP Update 2010 236 releases will be coordinated through the Lead PIO's staff prior to their release to the publia To ensure coardination between the JIC and those parties not present,the following principles will be followed,to the extent possible: • Joint news conferences and briefmgs are prefeired,however,in the event that this is not possible,scheduling will be coordinated so as to avoid conflict. • Hasd-copy releases and broadcast sciipts will be exchanged whenever possible before release time. • The JIC will make available to the media all emergency print and broadcast infortnation releases received from other organizations. • The JIC will refer news media inquires to appropiiate o�cial spokespersons. If requested, JIC members will assist agencies in responding to inquiries. • The JIC will make summaries of news conferences and fact sheets available to all organizations. • The JIC will make eveiy effoirt to assemble spokespersons from all responding agencies in one location. The infarmation flow to and from the JIC can come from many directions. A system has been established far information flow within the JIC. JIC participants will more than likely be receiving information from the following sources:media inquiries,updates from state and local on-scene personnel,lipdates from ECC personnel,and from news broadcasts. The information coming into the JIC will either go to one of three areas the local warking PIO room,the rumor control room,ar the Emergency Coardination Center. Once the information reqliest is in the JIC system an action mlist be taken. Several types of action may be necessary—the person receiving the call may be able to respond to the inquiry immediately if the answer is known. The information may be of the type that must be disseminated immediately. The inquiry may need to be routed to another agency PIO. The inquiry may require some research ar some verification. Whatever action is required the information needs to be coordinated with all agencies and the lead PIO. As the information is being coordinated a decision will need to be made on what to do about the information. A media release may be required or a news conference may be needed to address the issue. Once a decision has been made on the infarmation,arrangements need to be made to disseminate the information. Gathering and Verifying Information The function of gathering and verifying information rests with the Local Warking PIO's assigned to the JIC. The Local Warking PIO's will have access to information from on-scene PIO's,ECC staff inembers,individual department sources,and from news broadcasts. HOWEVER,it is imperative that the all infarmation released be approved by the IC and/ar arganizational policy. Impartant Note: If any federal or state PIO's function out of the JIC they will be responsible for following these procedures also! Spokane CEMP Update 2010 237 Situation Spokane County and municipalities within the County have continuing programs that use various channels of communication,inclLiding the mass media,to provide necessary and desired information about local government activities and services to the general public. In an effort to improve public safety and to minimize the loss of life and property during periods of emergency,the public needs,and generally desires,detailed information regarding protective actions. There are times,however,when disaster strikes without warning and the public information system cannot react rapidly enoLigh to properly inform the public abolrt the hazard. Far this reason, it is important that priar to the emergency/disaster the pLiblic be made aware of potential hazards and of protective measures. Incident Command System: The Incident Commanders(ICs)struct��ral arganization builds from the top down;responsibility and performance begin with the ICS element and the IC.The IC(s)is/are responsible far the overall management of the incident. On most incidents,the command activity is carried out by a single IC. The need far a Unified Command(UC)occLirs when an incident affects the statutory responsibility of mare than one agency ar jurisdiction.It provides gLiidelines to enable agencies with different legal,geographic,and functional responsibilities to coardinate,plan,and interact effectively. Command encompasses the IC and the Command Staff. Command Staff positions may be established to assign/delegate responsibility for command activities that the IC cannot perform due to the complexity of the incident ar other situational demands.These positions may include the Public Information Officer, Safety Officer,and Liaison Officer,in addition to others as required and assigned by the IC. The PIO is responsible for communicating with the public,media,and/or coordinating with other agencies,as necessary,with incident related information requirements.The PIO is responsible for developing and releasing information about the incident to the news media,incident personnel,and other appropriate agencies and organizations.Depending on the size or complexity of the incident,a lead PIO should be assigned for each incident and may have assistants,as necessary,inchiding supporting PIOs representing other responding agencies or jurisdictions. Spokane CEMP Update 2010 238 Incide�f Cot�mander Pub9ie Ic�inrmation f3fficer Safety Officee Liaison{7fficer Dpeeationa Sectinn Plannin� SectiBn Logistics S�ckian �it�ancetAdmin Seckdor� CONCEPT of OPERATIONS A. Spokane County Agencies/jurisdictions: 1. Responsibilities inchide: • Appoint a Public Infrn-mation Officer(PIO). • Conduct hazard awareness programs. • Coordinate and maintain a working relationship with the media;particularly those who will disseminate emergency infortnation to the public. • Participate in periodic tests of the emergency alert systetn. • Develop and maintain a public infoimation and education program to include hazard awareness programs. • Prepare emergency information for release duiing emeigencies. • Release emergency public infoimation. • Establish a means to monitor and respond to iumors. • Schedule news conferences. • Designate an infoimation center that will be the single,official point of contact for the media duiing an emergency. • Designate a facility where media representatives can be biiefed,compose their news copy,and have telecommunications with their newspaper or staxion. • List and maintain available media resources(call letters,names,addresses,and telephone numbers)that will disseminate emergency infrn�tnation to the public. • Duiing emergencies:Provide official public information;monitor and respond to iumors;schedule news conferences;designate an information center where media Spokane CEMP Update 2010 239 representatives can be briefed,compose their news copy,and have telecommunications with their newspaper or station. • Ensure all infortnation is cleared with the Incident Commander,Unified Command or DEM EOC Manager before it is released to the media. • Provide public infortnation o�cers as appointed by agency Departtnent Head or requested by DEM in accordance with Interlocal agreement. B. The Emergency Coordination Center(ECC)PIO Section The primary responsibility of the ECC PIO Section on an emergency/disaster operation is to provide timely, consistent and accurate information to the media,public and local agencies. 77�e PIO Section supports emergency/disaster operations by: • Provide accurate,consistent,complete infortnation. • Provide the public with an understanding of the facts of the emergency. • Address iumors,inaccuracies and misperceptions. • Seive as a resource for emergency responders. • Through education,minimize hostility and public misconceptions. Phases of Emergency Management L Mitigation Hazard Mitigation Public Infarmation programs are critically important and challenging. Spokane County and all its municipalities will carry on a continuing effort in this area coordinated by the governmental Public Information Officer(s)(PIO)These PIO's will draw from their expertise, creativity,and the other resoLirces of all appropriate agencies,organizations,and individLials. While not regarded as"emergency:public information,Hazard Mitigation Public Information should be approached as a topic of major impartance to be covered in the regiilar public infarmation programs using the best available tools and techniques of public and media relations.An example of this type of activity or awareness campaign is the ongoing effort to inform the public abolit preparedness activities. 2. Preparedness Emergency Pliblic Information Preparedness includes the development and maintenance of plans, procedures,checklists,contact lists,and pliblic information materials. Training: Required training far the Command and General Staff: • Introduction to the Incident Command System(ICS-100)http://training.fema.gov/EMIWeb/IS/is100.as� • ICS for Single Resources and Initial Action Incidents(ICS-200) • http://training.fema.gov/EMIWeb/IS/is200.asp • Inteimediate Incident Command System(ICS-300)http://www.fema.�ov/about/contact/staxedr.shtm • National Incident Management System(NIMS),An Introduction(IS-700) • http://training.fema.gov/EMIWeb/IS/is700.asp Recommended courses: • Basic Public Information Officers Course(G-290)httn://trainin¢.fema.¢ov/EMIWeb/EMICourses/E388.as� and Spokane CEMP Update 2010 240 • Advanced Public Infoimation Officer(E-388)http://n•aining.fema.¢ov/EMIWeb/EMICourses/E388.as� • National Incident Management Systems(NIMS),Public Infoimation Systetns(IS-702) htt�://trainin�.fema.¢ov/EMIWeb/IS/is702.as� • National Response Plan(NRP),An Introduction(IS-800)httu://training.fema.gov/EMIWeb/IS/is800a.as� 3. Response The Pliblic Information Officer will have direct involvement in pliblic warnings and instructions for personal safety. In majar emergencies ar disasters,the Public Information Officer being directly involved with public infarmation activities will fully mobilize and disseminate emergency instructions and information to the public in the following order of priority: • Lifesaving/healthpreseivation instructions • Emergency status information • Other useful infortnation,originated by the government ar in response to media inquiiies. In both the Response and Recovery Phases,the PIO and staff may employ on-scene information officers,schedule regular media briefings at the Emergency Operations Center,and establish a Joint Information Center(JIC),as appropriate and possible,depending on the nature of the hazard and the size and characteristics of the emergency or disaster. 4. Recovery During the Recovery Phase,attention is foclised on restoring the channels of communication with the publia Appropriate information will continue to be released,particularly on the restoration of essential services,travel restrictions,and the availability of recovery assistance programs. As time allows,actions taken during the emergency/disaster will be addressed and plans and procedlires modified,as necessary. Direction Within Spokane and its municipalities the Public Information Officer will coordinate public infarmation(preparedness/awareness campaigns)dliring narmal(day-to-day)times. When emergency incidents arise which call far the establishment of a PLiblic Information Officer at the scene of an emergency/disaster,the Incident Commander on-scene is responsible far contacting the PIO for assistance,when necessary,or for establishing an alternate on-scene Public Information Offic er. Other appointed City/County Department PIO's will be available to advise their managers and/ar department heads on media and public commLinications related to their specific departments,with coardination through the Joint Information System as appropriate. When the ECC is activated,all approved releases shall be provided to the ECC. Coordination of Public Information It is essential that the Pliblic Infarmation System arganization and activity be recognized as a coherent system. Within Spokane County,this includes giving information input access to the unincorporated areas,Cities,Towns,Departments,Districts,private entities and others that are included in the Comprehensive Emergency Management System. Far proper coordination in a major emergency ar disaster,it is essential that emergency information be released timely,accuracy, Spokane CEMP Update 2010 241 consistency,and authenticity. The activation of the joint infarmation system can prioritize community messaging. The following approach is typical for emergency incidents and majar emergencies/disasters. 1. Emergency Incidents— At emergency incidents on-scene Information Officers will release information at a single location. It is desirable that the public information representatives from other involved agencies join the Information Officer in releasing information throLigh a single coordination point on-scene. The Information Officer will coordinate all infarmation releases with final approval given by the Incident Commander. 2. Joint Information System(JIS)Planning The JIS integrates incident information and public affairs into a cohesive organization designed to provide consistent,coordinated,accurate,accessible,timely,and complete information dLiring crisis or incident operations.The mission of the JIS is to provide a stnict�ire and system for developing and delivering coordinated interagency messages;developing,recommending,and executing public information plans and strategies on behalf of the IC;advising the IC concerning public affairs issues that could affect a response effort;and controlling rumors and inaccurate infarmation that could undermine public confidence in the incident response effort. The messages are approved by the Incident Commander/LTnified Command. Each incident/agency and/or stakeholders approved message can be sent to a central location,referred to as a JIC,to coordinate the key message points from the jurisdictions/agencies having statutory responsibility. This system will ensure clear,concise and coordination of critical messaging to the publia The sharing of joint information at a central location can happen outside of a commlinity ECC activation when several agencies having statirtory responsibility are involved. The JIC is a central location that facilitates operation of the JIS.It is a location where personnel with public information responsibilities perfarm critical emergency infarmation functions and crisis communications.If possible,it is advised to have location(s)identified that could be used as a JIC before an incident occurs;ideally,in close proximity to the ECC.It is impartant that these locations meet the warking needs of the PIO function and allow easy access for the media. Once a JIC has been identified and reqLiested,it is recommended to have appropriate equipment and other resources available and operational.The PIO should develop standard operating procedures on the actual use of the JIC and the equipment and staff that may be needed. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES 1. Organization The Emergency Information System organization within Spokane and its mlinicipalities are integral parts of the Direction and Control Organizations countywide. For most situations,the Emergency Information System will be handled by a single PIO. Far majar emergencies or disasters the Emergency Information System staff will be set up with an organization as shown below(see ECC Activation). 2. Assignment of Responsibilities • Develop a capability to rapidly release emergency insh-uctions and infoimation to the public through all available means. Spokane CEMP Update 2010 242 • Coordinate the receipt of all calls from the media and the public conceiving an emergency situation and respond with official infortnation or relay calls to other ECC staff,or the Emergency Management Coordinator. • Obtain reports or situation summaiies from ECC representatives of all emergency organization eletnents to maintain cuirent status of the situation. • Prepare news releases. • Conduct situation briefings for visitors,media,etc. • Conduct tours of the area affected by the disaster,as appropriate. • Establish a field information center,if appropriate,at a location near the command post. Be prepared to work with the ECC and/or JIC if activated. • Arrange inteiviews with key personnel,when requested by the media. ADMINISTRATION AND LOGISTICS The ECC PIO has designated space in the Spokane ECC;and PIO needs for communications, supplies,and equipment is covered in the ECC Plan. The ECC has a designated area for press. If the ECC/JIC is activated—the primary location is 1618 N Rebecca, Spokane WA,99217 A major activity of the Emergency Management organization in non-emergency times is the development and refinement of Emergency Infarmation Materials. Spokane CEMP Update 2010 243 Tabs Tab 1 Normal(day-to-day)Activities Checklist This section of the manual provides a general checklist far PIO's dliring normal(day-to-day) activities. 1 Disseminate information by all available means to include the television,radio,newspaper, magazines,brochures,word-of-mouth,campaigns,presentations,special meetings,conferences, answerinQ in uiries,newsletters,fliers,etc. 2 Involvement in emerQenc manaQement miti ation and re aredness activities 3 Educate the ublic throuQh awareness/ re aredness cam aiQns. 4 Wark with other PIO's in the communi when develo in awareness/ re aredness cam aiQns. 5 Wark with community leaders and department heads when developing awareness/preparedness cam ai ns. 6 Establish a yearly awareness/preparedness campaign program. Some topics that may be addressed will de end on the hazards in the communi es eciall related to olir or anization. 7 Participate in the community's drill and exercise program. Emergency Information plans and procedures can best be tested during realistic drills and exercises. Changes to the plans and procedures can be undertaken after an exercise based on comments and suggestions from artici ants. 8 Prepare to provide information to the public for all kinds of emergencies and disasters. A thoroLi h understandin of the hazards facinQ the communi is essential. 9 Make an effort to create a Qood ima e far the de artment or aQene the re resent. 10 Maintain a com rehensive list of inedia and other overnment and industr contacts. 11 Establish a ood workinQ relationshi with local media. 12 Be able to deal with the media,know how different types of inedia function,what deadlines different media have,and which audiences each of the different es of inedia tar et. 13 Be able to write media releases and articles when necessa . 14 Maintain a thorough knowledge of the department or agency you represent. Have an understanding of the alidience you represent,the pliblic,media,state and local public officials, pLiblic interest groLips,service organizations,chLirch groups,trade organizations, indListry, business,eta The target audience involves everyone who the PIO may need to contact far assistance durin emerQenc situations. 15 Be familiar with the technology of the business,the tools of the trade! Technology changes daily, ou mList be able to kee u with the chan in times! 16 Must be able to rovide acclirate,timel ,understandable,and honest information! 17 BLidget your time,an emergency can occur at any moment! Dlrties may seem to be endless,stay ar anized! 18 Schedule time far the emer encies, ou need to be re ared! Tab 2 EMERGENCY ALERT SYSTEM PLAN A. Purpose Spokane CEMP Update 2010 244 Upon determination to activate the Emergency Alert System from the ECC,the ECC PIO coordinates the dissemination of Emergency Public Infarmation to the general pLiblic. This message will be given to the ECC Manager. Please see the Inland Northwest EAS Plan. [Reference ESF2] The activation of the EAS system shoLild only occur when there is an imminent potential far a disaster causing the loss of life or majar property damage. Some examples of incidents that would warrant the activation of the EAS system are: • Major fires that involve the evacuation of people,i.e."Fn�estortn 1991"and the Spokane Hangman Hills fire. • Significant and major hazardous/toxic materials spill,i.e.train derailments,commercial canier spills,major gas line ruptures,etc. • Significant and major spills may involve the evacuation of people.Significant spills are capable of environmental damage or have the potential for an immediate hazard to the public and may need staYe level response. • The National Weather Seivice may issne EAS messages for severe weather wainings such as tornado,flash flood,severe thunderstorm,winter stortn,or the rapid onset of flooding eta;as well as updated messages for these events,providing that immediate notification to the public is essential and the messages meet the criteria for EAS notificaYion. Otherwise,alternative methods of dissemination,such as a"Safety Advisory"should be considered. • Dam failures,i.e.PostFalls Dam,Upriver Dam etc. • Natural disasters,i.e.,Mount St.Helens,extreme avalanche potential,major earthquakes,etc. • Civil disorder emergencies,i.e.riots,snipers,etc. • Roadway failures,i.e.bridge failure,major road washout/collapse,etc. EAS activation is not limited to these events alone.It is hoped that by using them as a measuring guide,it will help to determine if an incident meets the implied criteria far activation. OFFICIALS AUTHORIZED TO ACTIVATE THE SYSTEM: (1)County Sheriff or trained designee (2)County Emergency Manager ar trained designee (3)National Weather Service EAS is far the initial message only. Originator must provide update information to the media using a PIO ar through follow-Lip press releases or interviews.Update information should be provided at least hourly with information on the termination of an event provided rapidly. B. Prepared Announcement for Emergency Alert System Spokane CEMP Update 2010 245 "This is of the We have requested the activation of the Emergency Alert System for Spokane County to inform the pLiblic of an emergency incident at the Citizens in the should do the following: Important Note: Announcements should 1)describe conditions, the area and people affected, 2) what procedures the public should follow, 3) be very specific and 4) be repeated at least twice. Conclude with specific information as to when further details and announcements will be available to the public. C. Organization and Assignment of Responsibilities • The"designated o�ciaP'for EAS broadcasts in Spokane County Spokane CEMP Update 2010 246 EAS Activation Checklist The checklist items in this section exist for use when activating the EAS. Persons autharized to activate the EAS are designated in the EAS plan. 1 If an emergency message is deemed necessary for transmission via the EAS. Emergency Information Or anization officials will re are the messaQe for immediate broadcast. 2 Announcements should be ve s ecific 3 Check re-scri ted messaQes far exam les. A sam le format has been inclLided in the EAS lan. 4 AnnoLincements should conchide with exact information on what citizens should do as a result of the emer enc /disaster sit�iation. 5 Check hazard s ecific checklists for information if a ro riate. 6 Be specific on what areas of the community are affected by the situation. 7 While this is taking place other Emergency Information Staff should be preparing to disseminate additional pliblic information via all other available media avenues. Follow-up announcements can also be re ared. 8 The designated official sending the EAS annoLincement will then be asked to further identify himself and officially reqliest the activation of the Spokane County EAS and broadcast the emer enc messa e. 9 ALrthorization procedures are kept at the EOC. All designated officials have been trained in the use of the rocedures. Spokane CEMP Update 2010 247 Tab 3 Emergency Incident Checklist This section of the manual provides a general checklist for PIO's dLiring emergency incidents. Mare specific checklists pertaining to other aspects of a PIO's role in an emergency management system are provided elsewhere in this manual. This checklist should be reviewed periodically by members of the Emergency Information Organization and updated at least annually. This checklist is highly liseful to new members of the public information staff,and they should review it when joining the arganization. 1 Maintain lipdated media contact list. Media and other contact lists must to be updated for use dlirinQ emer enc incidents. 2 Make slire enough staff is on-scene at the incident to handle media requests. Any PIO may be called to assist with the information fiinction at the scene of an emergency situation. PIO's must be re ared to function in the field when directed to do so! 3 The Incident Commander is in charge of the emergency incident. Take your directions from the Incident Commander. Establish uickl what information ou can release on our own. 4 Maintain contact with the Incident Commander,even when members of the Information Officer's staff are briefinQ the media. 5 Be prepared to brief the media as soon as the Information Officer fiinction is established. The media will more than likel alread be on-scene when ou arrive. 6 Establish a media staging area that is: 1)safe,2)in close proximity to the action,3)provides a backdrop for interesting video(i.e.;emergency eqliipment,etc.,and 4)respects the privacy of any victims. 7 Do not use danger as an excuse far keeping the media away from a scene.In most cases yoLi will be able to arran e far foota e and ict�ires to be taken near the actual scene of the incident. 8 Know which media you have on the scene with you,this can prove to be beneficial later in the event! 9 Remember that normal procedures change during emergency situations. For example,the same media that has warked with you over the past several months in setting up a fire prevention cam ai n will be in to liestion as ects of olic decisions made durin the incident. 10 Be prepared! Attend all on-scene briefings far emergency personnel and stay close to the Incident Commander. Do not release any information without verification and approval from the IC. Remember that due to the nature of emergencies,the first information you receive is often times wron . 11 The media may want to talk to the Incident Commander and/or on-scene officials at some point in the o eration.ArranQe to make this ha en at reQular intervals. 12 Emergency incidents are dynamic and can often evolve into major emergencies ar disasters. Be flexible and be re ared to chanQe modes of o eration when necessa . 13 When warking on-scene as the PIO,remember to keep other members of the Emergency Information Or anization informed. 14 Learn from mistakes! Review written re arts of ast incidents. Spokane CEMP Update 2010 248 Tab 4 ECC Activation Checklist Spokane County Emergency Management personnel lrtilize the Emergency Coardination Center (ECC)concept to assist with coordination during majar emergencies and disasters. Depending on the scope of the emergency it may become necessary to activate the ECC. Emergency Information is an essential ECC function and needs to be staffed accordingly. The following checklist has been developed to assist PIO's in their role of gathering,verifying, coordinating,and disseminating information. 1 Upon notification of ECC activation,PIO will be directed by their Agency Official to report to the ECC as stated in the basic lan of the CEMP. 2 U on arrival re ort to the ECC Mana er ar erations Officer for an li date on the situation. 3 Contact the jurisdictional agency/community to begin coardination of public information activities. 4 Contact on-scene Incident Commanders and/ar Field PIO on scene directly,if possible,for any additional information. 5 Review list of items needed to su art PIO activities durin ECC activation. 6 Review PIO rocedures for emerQencies and disasters/ma'or emerQencies. 7 Review PIO hazard s ecific checklists—if a ro riate. 8 Call in additional sLi art ersonnel if needed. 9 Pre are initial information slimm as soon as ossible after arrival. 10 Make sure media briefin area is set-u and read for o eration. 11 Begin release of infarmation to public/media. Make sure all appropriate personneUofficials have seen and aQreed to the information that is beinQ released. 12 Post and disseminate released information to other ECC staff members. 13 Establish specific times for news releases,fact sheets,statements,or updates. 14 Have staff re ared to"receive"media at the briefina center. 15 Make sure every effort is made to coordinate with other emergency information staff to keep them infarmed. 16 Make sure yoli know where key county/city staff is located. You may need them to make statements to the ublic/media. Kee them briefed on im ortant ha enin s. 17 Consider activation of Joint Information System to fiirther enhance the coardination of information durinQ the emer enc /disaster situation. Spokane CEMP Update 2010 249 Tab 5 PIO-Aazard Specific Checklists Samples Included in this section are suggestions for specific hazards. PLiblic Information Officers should review the checklist far the hazard the community is facing and incorporate the comments into news releases if appropriate. The checklists have been designed to serve as reminders to PIO's during an incident. All hazard specific checklists should be reviewed several times a year and updated when necessary. Checklists have been developed for the following hazards: • Hazardous Materials Spill/Release • Flood • Winter Strn�tn Spokane CEMP Update 2010 250 Hazardous Materials Spill/Release Hazardous Materials Safe Handling in the Home: • Citizens should be encouraged to prevent chemical accidents at home;awareness programs can focus on the following items: • Recognize that flammable liquids are extremely dangerous and should be used only in certain ways. • Store all liquids such as gasoline,acetone,benzene,and lacquer thinner in tightly capped, metal cans,away fi�om the house. • Store 1 gallon or less of each. • Use storage can with an Undeitivriter's Laboratories(LTL)or Factoiy Method(FM)approved label. • Keep hazardous materials away from heat sources and open flames. • If materials are used in-doors,make sure the area is well ventilated. • Never use gasoline or similar materials to stait or fi�eshen a fire. • Paint thinner,kerosene,charcoal lighter fluid,tuipentine,and other combustible liquids are flammable when heated,when in a spray,or when spread in a thin layer over a large surface. Keep all such mateiials away from heat. • Store all toxic chemicals away fi�om children. • Always wash thoroughly after exposure to strong chemicals. Change clothes and allow them to diy in a well-ventilated cool area. • The dangers from chemical exposure come from inhalation,skin exposure,swallowing,and eye exposure. Read the instructions on the chemical label for the first aid measure for each of these. If a Chemical Accident OccLirs in the Home: • Get out immediately if there is a fn�e or explosion. Call the fn•e depas-tment. Do not fight the fire alone! • Avoid breathing toxic fumes. Stay away from the house. • Wash any chemicals offyour skin immediately. • Discard contaminated clothing. In the Event of an IndustriaUTranspartation Chemical Accident: • Stay out of the area. • If near the area,don't panic. Follow the directions of those in charge. • Leave instantly to avoid breathing the toxic fumes. • Wash any chemicals offyour skin. Discas•d contaminated clothing. • Don't attempt to rescue someone who as been overcome by fumes unless you have proper respiratrny equipment. • Stay tuned to radio and television for directions from public o�cials. • If directed to evacuate,move quickly,via designated routes,out of the area or to specified shelters. • If directed to shelter-in-place,stay in-doors,seal windows and doors with tape,newspapers, plastic,or other similar materiaL Shut off any appliances,air conditioners,etc.that take in an�fi�om the outside. Remain calm and await further d'n•ection. Spokane CEMP Update 2010 251 Flood Flooding Preparedness Activities for PIO: • Ensure flood waming information is disseminated to the public by radio,television,etc. Include infoimation on shelters opened,evacuation routes,emergency assistance numbers, transportation assistance provisions,etc. • Based on flood hazard infoimation have a general knowledge of those areas in community prone to flooding. Flooding Health and Safety Instructions: • Stock food that requires little cooking and no refrigeration. • Keep portable radio,flashlights,candles,etc.available. • Keep first aid and ciitical medical supplies at hand. • Keep automobile fueled. • Keep materials like sandbags,plywood,plastic sheeting,and lumber handy for emergency waterproofing. • Store drinking water in closed,clean containers. (water seivice may be intemupted) • If time pertnits,and flooding is likely,move essential itetns and fuiniture to upper floors of home. • If forced to evacuate,move to safe area as quickly as possible,before roads are closed. • Shut off electiic and water seivice to home and follow public announcements on what to do about gas seivice. When Flooding Conditions OccL�r: • Monitor flooding/weather conditions on radio and television. • Get to high ground and stay there. • Do not hy to cross a flowing stream or travel through flooded intersections/roads in a vehicle. (many flood-related deaths have occuired in vehicles) • Avoid areas subject to flooding. • If your vehicle stalls,abandon it immediately and seek higher ground. • During evacuation take warm clothing and blankets,flashlights,radio,personal documents and identificaxion,and necessaiy emergency supplies to include special food and medicine. • During evacuation follow recommended routes. After the Flood: • Use flashlights instead of lanteins,matches,or torches in damaged buildings. • Report broken utility lines,etc.to proper authoiities. • Clean,diy,and check appliances and other equipment befrn�e use. • Purify all water before drinking. • Discard all food contaminated by floodwaters. • Stay away from flood damaged areas. Sightseeing interferes with rescue efforts. • Keep tuned to radio and TV for advice and instructions. Goveinment should be providing infortnation on where medical attention can be obtained,where to go for emergency assistance such as housing,clothing,food,etc.,and other ways in which a citizen can recover from the flood emergency. Spokane CEMP Update 2010 252 Winter Storm Winter Storm Preparedness Activities far the PIO: • Ensure Winter Storm information is disseminated to the public by radio,television,etc. Include infortnation on shelters opened,evacuation routes,emergency assistance numbers,transportation assistance provisions,etc. Winter Storm Preparedness Activities for the Public: • Insulate homes. Cau1k and weather-strip doors and windows or cover windows with plastia Walls and attics should also be insulated. • Maintain a two-week supply of food,water,heating fuel,and clothing. Keep batteiy-operated radio and flashlight on hand. • Prevent fire hazards due to overheated coal or oil buining stoves,fireplaces,heaters,or fuinaces by installing adequate heat sources. • If citizens live in iural areas they should be instiucted to make trips for necessaiy supplies befare the stortn develops. • Winteiize vehicles. • Keep a full tank of gas. In addition to being prepared to travel,this will lessen the chance of tank freezing. • Cany a winter stoim kit in vehicle. Include: 1)blankets, 2)matches or candles,3)first aid kit,4)shovel,5)sack of sand,6)flashlight,7)windshield scraper,8)booster cables,9)tow chains, 10)road maps, 11)extra clothing,12)empty coffee can with lid for melting snow to drink,and 13) high-energy,nonperishable food. Instnictions to Prevent Pipes From Freezing During a Winter Storm: • Keep pipes from freezmg by wrapping them in insulation or layers of old newspaper, lapping the ends,and tying them around the pipes. Cover newspaper with plastic to keep out the moisture. • When it is extremely cold,let faucets drip a bit. This may prevent freezing. • Know where the valve is for shutting off the water. Shutting offthe main valve and draining all the pipes may prevent freezing and bursting. • Have emergency heating equipment,such as wood,kerosene,or coal burning stove,or fireplace,in case fuinace won't operate,be sure to allow for good ventilation. • Monitor the weather seivice bulletins for news of approaching stoims. During the Winter Storm: • Stay indoors. • If outdoor activity is necessaiy don't oveitivork. Dress was-mly in loose-fitting,layered, lightweight clothing. Wear a hat. Mittens will keep hands wastner than gloves. • Watch for signs of cold weather exposure when outdoors. These include uncontrollable shivering,such as,vague,slow,sluired speech,memoiy lapses,immobile or fumbling hands,frequent stumbling,lurching walk,drowsiness,exhaustion,and inability to get up after arest. • Cold weather exposure can be treated as follows: get victim into diy clothing;put victim in a wartn bed with a hot water bottle,was-m towels,heating pad,or some heat source; concentrate heat on the h-uck of the body first;keep the head low and feet up;give victim was-m drinks;never give the victim alcohol,sedatives,tranquilizers,or pain relievers;keep the person quiet,don't massage or rub;call for professional help if symptoms persist. If house is without heat do the following: Spokane CEMP Update 2010 253 • Use alteinate heat source such as wood stove or fireplace. • Use only one or two rooms. Close offthe rest of house. • Hang blankets over windows. Stuff cracks around doors with iugs or newspapers. • Have all members of family dress was-mly in layers. • Eat well-balanced meals and quick-energy food such as raisins or other diied fi-uit. • Wear hats,especially when sleeping. • Sleep with several light blankets rather than one heavy one. • Do not traveL Travel only if essential,keep a full tank of gas,travel in pairs,convoy with other vehicles,plan travel routes before depas-ting,select alteinate routes,identify shelters along your route. If possible travel only during the day,keep radio on for the latest weather information and seek shelter itnmediately if the stortn becomes worse. If Trapped in a Vehicle in a Winter Starm: • Avoid overexei4ion. • Stay in your vehicle. • Keep fresh air in the vehicle;beware of carbon monoxide poisoning,iun motor/heater only when necessaiy. • Tum on inside light at night so work crews can see vehicle. • Exercise by clapping hands and moving aims and legs. • Avoid staying in one position. • Keep watch,one person should always stay awake. Spokane CEMP Update 2010 254 Tab 6 Media Release Information Instructions The purpose of this form is far gathering information needed abolrt a given situation in an arderly fashion to brief and update all media groups on the current situation. The form can also be used to write media releases. It also gives the PIO a formal record of all information released to the media. It is suggested that one of these forms be prepared for every release of information to the media. Any announcement formats used should have copies attached to this form far the recard. Instructions For Completing the Form(attached) PIO The name of the public information officer assigned to this situation. This may ar may not be the same person preparing the forni. Location The physical location of the media release point. (i.e.; Command Post,EOC,JIC,Office,etc.) Date The date of the release. Time Time of release. Release Initial,U date,ar Final. Number each release. Incident Name Eve incident is iven a name. Incident Number Eve incident is iven a number for reference u oses. Incident Commander Every incident has a commander,a person in-charge of the sitliation. During a major emergency or disaster this may be the Emer enc ManaQement Coordinator. Jurisdictions List all cities,counties,states,etc.warking at the event. Involved Type of Incident List general type of incident—flood,fire,earthqliake,hurricane, etc. Area Involved in Indicate area involved in the incident river flood basin, Incident indlistrial ark,etc. Time Began Approximate time and date the incident began to unfold. When it was first re orted or declared to be an emer enc situation. Estimated The official time estimated that the sittiiation would be brolight Date/Time Situation under controL (if it can be estimated) will be Contained Geographic Area of The actual barders of the situation. Use streets,roads,highways, Involvement ci boundaries,etc. Percent Contained Relates to fires or floods. Give descri tion if a licable. Control Declared Relates primarily to wildland fires. Give date and time the situation is under control. Current Threats List things that are being watched out for and attempts are being made to rotect from damaQe or in'u . Current What special problems are currently being faced? Wind,heavy Problems/Potential rain,access problems,equipment shortages,etc. Threats Estimated Loss Estimated value of lost or damaged property,structures, Value/Clirrent e ui ment,etc. Spokane CEMP Update 2010 255 Injuries List number and t� e. Deaths List number and e. Cooperating Who responded? A encies Current Weather Temp,humidity,winds,and any other important and relevant Conditions general weather infarmation. Predicted Weather From NWS (Next 24 Holirs) Number of How many involved in the response? Personnel Involved Number of Pieces of Total nLimber of apparahis on scene. E lii ment Prepared Type any prepared format comments you want to release or Narrative/RDEMrks general rDEMrks ar continued information from any of the above boxes. List of E Lii ment B a enc , es,etc. Plans for Next 24 General plans that have been formlilated for dealing with the Hours sitiiation. Pre ared B Name of erson collectin the information. IC A roval Incident Commander a roval. Release Authorized Name of individual authorizing release of information and the b earliest date/�ime at which it is alrthorized for release. Spokane CEMP Update 2010 256 Tab 7 Pre-scripted Media Release Samples General 509------ Telephone NLimber Name& Title of Approver EMERGENCY STATUS RELEASE News Release Number: Date/Time: Subject: General Emergency FOR IMIVIEDIATE RELEASE This is from the Spokane Department of Emergency Management. The Flooding has caused traffic problems/hazards in the area of bounded by Please avoid these roads/streets. If you must travel,please avoid the areas affected by this sitliation. Other comments: Spokane CEMP Update 2010 257 Flooding 509----- Telephone Number DEM Coordinator Name& Title of Approver PUBLIC ADVISORY RELEASE News Release Number: Date/Time: Subject: Flooding FOR IMMEDIATE RELEASE The National Weather Service has issued a flood watch for persons living in(what areas?). ame Title far the National Weather Service has advised that continued heavy rainfall over the next(�hours may cause(minar?majar?)flooding along the(name? river. The river is expected to rise above its flood stage of(#)feet on time/da ). Evacliation may be necessary. Government officials from Spokane County are monitoring the sit�iation. Stay tuned for further information. The Spokane Department of Emergency Management advises that persons residing in(what areas?) should take the following precautions to provide far the safety and security of their family and property: 1. Determine if your property is above ar below predicted flood levels. 2. Gather essential items you will need in case evacuation is necessary—medicine,special foods,clean water in containers,first aid supplies,valuable documents,flashlights and batteries,eta You will also need these items in case yoLi are stranded in your home by floodwaters. 3. Learn the safest route from your home to safe areas. 4. Keep a battery-powered radio tuned to a local station to receive emergency instnictions. 5. Gather sandbags,plywood,plastic sheeting,and lumber far emergency waterproofing. 6. Keep yol�r automobile fueled. According to DEM,if evacuation is necessary shelters will be opened for public use. Report to the reception centers/shelters established. Be sure to check on any neighbars who may need assistance. DEM urges residents not to Lise the telephone for additional information,bLrt rather rely on the radio and TV broadcasts and follow whatever instructions are given. Far special assistance ca112-1-1. Stay tuned to local radio and television programming for further updates and emergency instructions. Spokane CEMP Update 2010 258 Winter Storms 509- Telephone Number DEM Coordinator Name& Title of Approver PUBLIC AWARENESS RELEASE Subject: Winter Starm Date: It's the middle of win�er and it's snowing heavily outside. Over inches of snow has fallen in�he last 12 hoLirs. The temperat�ire is dropping fast and strong winds are blowing the loose snow into large drifts,hampering traffic and cutting down visibility. You are in the midst of a blizzard—the most dangerous type of winter starm. According to the Spokane Department of Emergency Management, winter weather can turn brLrtal with surprising swiftness. A winter storm can become a killer,unless you plan ahead. Every year,needless lives and property are lost and countless people suffer hardships dLie to winter storms that bring extreme cold,strong winds,freezing rain,ice and snow. DON'T become a winter statistia Educate yourself and the members of yoL�r family on how to get through rough winter weather.DEM urges residents to learn how to cope with varioLis winter storm sit�iations. "Know what to do if yoLi become isolated in your home dLiring a snowstarm,ar when you experience treacherous driving conditions or become stranded in your car. Beware of exposlire to freezing temperatures, overexertion from shoveling,fires from overheated or faulty furnaces,and other winter emergencies. Check your supply of food,fLiel,medicines,first aid supplies,and batteries for radios and flashlights before the cold weather arrives. Keep a blanket,flashlight,extra gloves and hat,and shovel in your car in case of an emergency. Keep your car in good condition,properly serviced,eqliipped with snow tires and filled with gas." According to DEM,"being prepared for winter's harsh weather could save your life. Far advice and information call 509.477.2204 dLiring normal business hours. Spokane CEMP Update 2010 259 Winter Storms 509 Telephone Number DEM Coordinator Name& Title of Approver PUBLIC ADVISORY RELEASE News Release Number: Date/Time: Subject: Winter Storni FOR IMIVIEDIATE RELEASE The National Weather Service has issued a Winter Storm Watch far Spokane County. The National Weather Service has advised that severe weather conditions are possible,including heavy snow,sleet, freezing rain and high winds. A large winter storm,currently centered over(area is expected to hit (insert name of jurisdiction)sometime on(day mornin�/afternoon). The storm has dropped up to(� inches of snow in some areas,and is accompanied by (sleet?freezin�rain?hail? etc)and winds reaching (�miles per hour,causing severe drifting. Accarding to the Spokane Department of Emergency Management,residents are advised to take the following precautions to provide far the safety and security of their family and property during a winter starm: L Keep your radio or television tuned to a local station to keep informed of current weather conditions and forecasts. 2. Be prepared for isolation at home by keeping adeqliate supplies of heating fuel,non- perishable food,lean water,flashlights with extra batteries,first aid supplies,extra blankets,and a battery-powered radio. A fire extinguisher is also recommended,in case the help of the fire department is not available. 3. Keep some kind of emergency heating equipment and fuel on hand so yoli can keep at least one room of your house livable in case your power is off. Keep the room ventilated to avoid the buildLip of toxic fumes. 4. Stay indoors as much as possible. If you mList go outdoars,dress warmly,in loose- fitting,layered,lightweight clothing. Your outer garment should be water repellent. Avoid overexertion from shoveling ar walking to get supplies. 5. Avoid driving if yoLi can use public transportation. If you mList use yoLir car,make sLire it is in good warking condition and filled with gas. Keep emergency sLipplies in the car, such as a shovel,extra gloves and hat,a blanket,a flashlight with extra batteries,food,a towrope or chain,and extra money. Travel by daylight and use major highways whenever possible. Most importantly,drive with extreme caution. Spokane CEMP Update 2010 260 DEM Lirges residents not to use the telephone far additional information,bLrt rather rely on the radio and TV broadcasts and follow whatever instnictions are given. For special assistance ca112-1-1. Stay tuned to local radio and television programming for further updates and emergency instnictions. Spokane CEMP Update 2010 261 Winter Storm 509- Telephone Number DEM Coordinator Name& Title of Approver EMERGENCY STATUS RELEASE News Release Number: Date/Time: Subject: Winter Starm FOR IMiVIEDIATE RELEASE A severe winter storm has moved into the area from(what direction?)and has dropped(�inches of snow over the past(#)hours. Freezing rain and winds of(#)miles per hour continue to make travel extremely dangerous. The Spokane Department of Emergency Management said many roads are impassable dlie to drifting snow,including(what roads?). Power and telephone lines are down in many areas,leaving(how many?)residents withoLrt electricity ar telephone service. Residents are urged to stay indoors as much as possible and avoid travel unless absolutely necessary. Road crews are attempting to clear routes for emergency vehicles. Utility crews from are attempting to restare power and telephone to residences as quickly as possible. (Name,title)from estimates power will be restored by (when? ,has declared a"Local State of Emergency"and activated the Spokane County Comprehensive Emergency Management Plan. According to DEM the Spokane County Emergency Coordination Center has been activated and emergency response fiinctions are being coardinated from this center. DEM urges persons residing in(what areas?)who are witholrt heat or power to repart to a public shelter when conditions permit. Shelters are open at(where? . DEM urges residents not to Lise the telephone for additional information,but rather rely on the radio and TV broadcasts and follow whatever instructions are given. For special assistance ca112-1-1. Stay tuned to local radio and television programming for further updates and emergency instructions. Spokane CEMP Update 2010 262 Tab 8 RISK COMMUNICATION ASSESSMENT • Initial assessment of the intensity of a crisis event is vital. • To complete,begin by checking the boxes below that are applicable to your event. • Don't spend a lot of time considering whether or not to check a box-this matrix is meant to be a general guide and should only take a few minutes to complete. • This is not a test and there is no right or wrong answers. 1. EVENT ASSESSMENT 2. C 3. Che 4. Crit 5. riteria ck if eria 6. Crisis Criteria Number applicable Intensity (0-8) � 1 g � 9. +++ 10. Initial event is clearly recognized as an emergency requiring +++++ immediate ublic communication to revent further wides read illness/death. 11. 2 12. � 13. +++ 14. Deaths are expected within a short window of time (catastrophic + event.Dia nosis and/or treatment are uncertain. 15. 3 16. ❑ 17� +++ 18. The media and public perceive event as the "first," "worst," or + "biggest,"etc. 19. 4 20. ❑ �i� +++ 22. Deaths are expected well above normal levels. + 23. 5 24. ❑ 25. +++ �6. The event is occurring in a metropolitan area (with dense media outlets versus a s arsel o ulated area with fewer media outlets . 27. 6 28. ❑ 29. +++ 30. The event is sudden,is national in scope,or has the potential to have a national health impact. 31. 7 32. ❑ 33. +++ 34. The government is perceived as a cause of or responsible for the event. 35. 8 36. ❑ 37. +++ 38. The event predominantly impacts children or previously healthy adults. 39. 9 40. ❑ 4L +++ 42. The event is possibly"man-made"and/or deliberate. 43. 1 44. ❑ 45. +++ 46. Controlling event may require widespread public civil rights 0 suspension. 47� 1 1 48. ❑ 49. +++ �0� Persons involved must take steps to protect personal health and ty. 51. 1 52. ❑ 53. +++ 54. Responsibility for mitigating event falls within the scope of your 2 organization. 55. 1 56. ❑ 57. ++ 58. The event has some"exotid'aspect. 3 59. 1 60. ❑ 6L ++ 62. A well-known product,service,or industry is involved. 4 63. 1 64. ❑ 65. ++ 66. Sensitive international trade or political relations are involved. 5 6Z 1 68. ❑ 69. ++ �0. A well-known"celebrity"is involved. 6 7L 1 72 � 73 ++ 74. An ongoing criminal investigation is involved. 7 75. 1 76 � �� ++ 78' The incident issue is not well understood by the general population, 8 or the eneral o ulation is misinformed about the situation. 79. 1 82. The event is"acute."Your organization is faced with explaining the 9 80. ❑ 8 L ++ event and the aftermath(e.g.,a laboratory accident or chemical release). 83� � 84. ❑ 85. + g6. Long-term effects for humans involved in the event are uncertain. 0 g�� 88. ❑ 89. + 90. The event is evolving.Its progression is uncertain and may become 1 more or less serious. 91. � 92. ❑ 93. + 94. The event site does not have a well-equipped and resourced public 2 information res onse ca abili . 95. 2 96. ❑ 97. 0 98. Event occurred internationally with little chance of affecting U.S. Spokane CEMP Update 2010 263 3 population. 99. � 100. ❑ 101. 0 102. Treatment or control of exposure is generally understood and within 4 the person's control. 103. • After completing the Event Assessment matrix, compare the boxes you checked to those cited in the Event Evaluation "Crisis Criteria" column in the table below to deteiYnine the level of crisis that you are dealing with and how you may want to respond. • Reassessment is expected as more information about the event is gathered. EVENT EVALUATION 104. Event Evaluation Factors 105. 106. Crisis Description 107. Crisis 108. Recommended Outcomex risis Criteria Level 110. Highly intense in the 111. Fitst box 112. Operate 24 hours a day, 7 days a week for initial phase.The need to must be checked. media and public response,with an expectation that disseminate information rapidly Fr•om among boxes 2, relief and replacement staff will be needed.Per your 109. to the public and media is 3,and 4,at least two plan,form or join a Joint Information Center(JIC). critical.Life and limb will be at boxes must be risk if the public is not notified checked. about the risk and public health recommendations. ll4. Intense.The need to 115. Fitst box not ll6. Operate 20 hours a day, 7 days a week directly provide public health checked,and thir•d during the initial phase. Set up routine times for recommendations to the public and four•th boxes media briefings, allow public to e-mail or leave and media to save life or limb is checked. phone messages during non-duty times, and move 113. not immediate.The public and into maintenance phase when possible.Be prepared media,however,believe their to face "initial phase" dDEMnds, depending on health and safety are or could developments during the maintenance phase soon be atrisk.There is ahigh (maintenance phases with bumps). May need to and growing dDEMnd for more form a 7IC. information. 118. Moderately intense. 119. Third box 120. Operate 10-12 hours a day, 5-6 days a Media frenzy develops.Interest checked,and boxes 1, week and assign a single team member for after- is generated because of the event 2 and 4 not checked. hour purposes during the initial phase. Operate on 117. novelty versus a legitimate and Three oi�more of the weekend if event occurs on a weekend; otherwise widespread or immediate public ++boxes checked, use on-call staff only on weekends,not during full health concern.Interest could die and one ov mot�e of operation.Attempt to move the media and public to suddenly if a"real"crisis the+++boxes maintenance phases with prescribed times and occurred. checked. outlets for updates.No need to form a JIC. 122. Minimally intense. 123. Boxes 1,2, 124. Operate normally in the initial phase while Builds slowly and may continue and 3 not checked. preparing to move to 24 hours a day,7 days a week, for weeks,depending on the More+ot�++boxes if needed. Notify relief and replacement staff that outcome of Yurther investigation. checked than+++ they may be called for duty depending on how the 121. Requires monitoring and boxes. event develops. Do not"bum out" staff with long reassessments. hours before the public and media dDEMnd escalates. Practice your crisis communication operations(during normal duty hours)to ensure the system works. Consider operating a JIC if information release is shared. 125. 126. Public and media emergency communication response recommendations are based on crisis level. Remember with reassessments an ongoing event may move from one level to another. Spokane CEMP Update 2010 264 Tab 9 THE FIRST 24 HOURS 127. Activitv 128. Contact 129. Contact Person Information 130. Contact the Coun ECC to check in. 131. 132. 133. Gather known facts 134. 135. 136. Determine the organization/o�ce/individual in 137. 138. charge of managing the crisis. Ensure direct and fi•equent contact with the office in charge is possible 139. Initiate Activi Lo rocess 140. 141. 142. Understand Chain of Command 143. 144. 145. Determine who must approve information releases 146. 147. before the are issued.What is the chain of command? 148. Determine s okes erson 149. 150. 151. Detertnine need for Joint Information Center 152. 153. 154. Determine communication devices re uired 155. 156. 157. Determine hone staffin re uirements 158. 159. 160. Contact Communicable Disease & Prevention, 161. 162. Environmental Health, and/or Community Health as needed to ensure accurate and timely development and distribution of ublic infortnation materials. 163. Determine who is being affected by this crisis. 164. 165. What are their perceptions? What do they want and need to know? 166. Contact artners as a ro riate 167. 168. 169. Detertnine what the ublic should be doin 170. 171. 172. Activate media monitorin 173. 174. 175. Activate inteinet monitorin 176. 177. 178. Assure web a e u dates 179. 180. 181. Write initial Situation Re ort 182. 183. 184. Identif current riorities 185. 186. 187. Set media briefin schedule 188. 189. 190. Determine the communications office staffing 191. 192. schedule 193. Set u rumor control 194. 195. 196. Develop first media message 197. 198. 199. Determine need for fact sheet 200. 201. 202. Detertnine need for intei reters 203. 204. 205. Conduct after event evaluation 206. 207. 208. 209. 210. 2ll. 212. 213. 214. 215. Spokane CEMP Update 2010 265 Tab 10 CONTACT LISTS 216. SPOKANE COUNTY COMMIJNICATIONS CALL DOWN LIST 217. Contact 218. Home 219. Work 220. Cell 221. Messa e 222. Passwords 22 3. 22 4. 22 5. 22 6. 22 7. 22 8. 229. 230. 231. 232. 233. 234. 235. 236. 237. 238. 239. 240. 241. 242. 243. 244. 245. 246. 247. 248. 249. 250. 251. 252. 253. 254. 255. 256. 257. 258. 259. 260. 261. 262. 263. 264. 265. 266. 267. 268. 269. 270. 271. 272. 273. 274. 275. 276. 277. 278. OUTSIDE EMERGENCY RESPONSE CONTACTS 279. Notifications 280. Contact Person 281. Contact Information 282. Mayor/county 283. 284. commissioners public infortnation officer 285. City/county hospital public 286. 287. infortnation de artment head 288. City/county fire,police 289. 290. ublic infortnation office 291. State health director 292. 293. 294. State e idemiolo ist 295. 296. 297. State public information 298. 299. officer 300. 30L INTER-AGENCY COMMIJNICATIONS 302. Department/University/Organization 303. Contact 304. Business 305. Business 306. E- Name Phone Fax mail 307. A riculture 308. 309. 310. 3ll. 312. Staxe Universi 313. 314. 315. 316. 317. Commerce 318. 319. 320. 321. 322. Coirections 323. 324. 325. 326. 327. Education 328. 329. 330. 331. 332. Fish and Game 333. 334. 335. 336. 337. Goveivor's Office 338. 339. 340. 341. 342. National Guard 343. 344. 345. 346. 347. Industrial Commission 348. 349. 350. 351. 352. Insurance Fund 353. 354. 355. 356. 357. Labor 358. 359. 360. 361. 362. Librai 363. 364. 365. 366. 367. Parks and Recreation 368. 369. 370. 371. 372. Police 373. 374. 375. 376. 377. Public Utilities Commission 378. 379. 380. 381. 382. Tax Commission 383. 384. 385. 386. 387. Trans ortation 388. 389. 390. 391. 392. Hi her education 393. 394. 395. 396. 397. Water Resources 398. 399. 400. 401. 402. 403. Regional Contacts Spokane CEMP Update 2010 266 404. Regional 406. Contact 407. Business 408. Business 409. E-mail 405. States Name Phone Fax 410. 4ll. 412. 413. 414. 415. 416. 417. 418. 419. 420. 421. 422. 423. 424. 425. 426. 427. 428. 429. 430. 431. 432. 433. 434. 435. 436. 437. 438. 439. 440. 441. 442. 443. 444. 445. 446. 447. 448. 449. 450. 451. 452. 453. 454. 455. 456. OTHER COMIVIUNITY CONTACT LISTS 457. Agency/Organization 458. Contact 459. Business 460. Business 461. E-Mail Name Phone Fax 462. Hospitals(including 463. 464. 465. 466. Infection Control Practitioners,Emergency Room Directors,Nurse Managers,and Public Relations offices) 467. Laboratoi 468. 469. 470. 471. 472. Medical Reseive 473. 474. 475. 476. Coi s(MRC) 477. First Responders(e.g. 478. 479. 480. 481. Police,Fire and Rescue, Emer enc Mana ement) 482. Spokane County 483. 484. 485. 486. Medical Association 487. Local Association for 488. 489. 490. 491. Professionals in Infection Control and Epidemiology (APIC)cha ter 492. Department of 493. 494. 495. 496. A riculture 497. Media(e.g. 498. 499. 500. 501. news a ers,radio,T� 502. E idemiolo 503. 504. 505. 506. 507. County Health 508. 509. 510. 5ll. De artment Directors 512. Red Cross 513. 514. 515. 516. 517. Spokane County 519. 520. 521. 522. Departments and Services 518. 523. Public Schools 524. 525. 526. 527. (District Offices,Parent- teacher associations, rinci als,etc.) 528. Nursing Homes and 529. 530. 531. 532. Assisted Livin Facilities 533. Coirectional Facilities 534. 535. 536. 537. 538. Shelters 539. 540. 541. 542. 543. Food banks 544. 545. 546. 547. Spokane CEMP Update 2010 267 457. Agenc��/Organization 458. Contact 459. Business 460. Business 461. E-Mail Name Phone Fax 548. Community Health 549. 550. 551. 552. Centers 553. MajorBusinessesand 554. 555. 556. 557. Em lo ers 558. Factories and Malls 559. 560. 561. 562. 563. Transportation 564. 565. 566. 567. facilities,Aiiports,Ports, Safe or Securit Officers 568. Centers for Disease 569. 570. 571. 572. Control and Prevention(CDC) 573. Federal Bureau of 574. 575. 576. 577. Investi ations(FBI) 578. Church or anizations 579. 580. 581. 582. 583. Civic organizations 584. 585. 586. 587. (Urban Lea ue,United Wa ) 588. Elder service 589. 590. 591. 592. or anizations 593. Poison Information 594. 595. 596. 597. Center 598. Health-Related 599. 600. 601. 602. Hotline Seivices 603. Mental Health 604. 605. 606. 607. Resources 608. Postal seivice 609. 610. 6ll. 612. 613. Social Seivice 614. 615. 616. 617. Or anizations 618. Colleges and 619. 620. 621. 622. Universities 623. Municipal and local 624. 625. 626. 627. oveinment 628. Libraries 629. 630. 631. 632. 633. 634. 635. 636. 637. 638. OTHER 639. 640. 641. 642. 643. 644. 645. 646. 647. 648. 649. 650. 651. 652. 653. 654. 655. 656. 657. 658. 659. 660. 661. 662. 663. 664. 665. 666. 667. 668. 669. 670. 671. 672. 673. 674. 675. 676. 677. 678. 679. 680. 681. 682. Spokane CEMP Update 2010 268 Tab 11 EXAMPLE TEAMS/FUNCTIONS ROLES AND TASKS 683. Team/Fun 684. Role: To ensure that timely, accurate and 685. Staff ction c�ppropriate incident information reaches the public, Member partner agencies and other constituent audiences. 686. (Contact Information 687� Prime Tasks: 690. 688. Lead PIO � Advise Incident Commander regarding public affairs strategy ❑ Advise Command Staff regarding public affairs implications of decisions ❑ Identify constraints on release of incident information ❑ Serve as lead spokesperson for the incident ❑ Host news briefings,community meetings,and other incident events ❑ Coordinate 7oint Information System communications ❑ Advise Incident Command(IC)/Unified Command (LTC)if a Joint Information Center is needed ❑ Coordinate all activities of the Joint Information Center ❑ Ensure that all incident information is accurate and approved by IC/CTC prior to its release ❑ Represent Joint Information Center interests at Command Staff ineetings ❑ Provide information briefing to PIO team ❑ Ensure that all PIO on scene have signed in ❑ Designate Public Information Officers into staff positions within the system to fulYill the needs of the incident and complete the Information Management Cycle. 689. 691. 692. 693. 694. 695. 696. 697. 698. 699. 700. 701. 702. 703. 704. 705. 706. 707. 708. 709. 710. 711. Spokane CEMP Update 2010 269 712. 714. Role: To gather incident information and package 715. Staff 713. Team/Fun it in ways that are useful to key incident audiences Member ction 716. (Contact Information) '71'7, ❑ Use all available resources to gather current incident �Zp. 718. Informatio facts to include incident PIO's n Gathering and ❑ Analyze incident information for trends/emerging Production issues ❑ Look to resources outside of incident for broader perspective(e.g.context of incident compared to other like events nationally) ❑ Triage information jointly to identify gaps and determine actions required ❑ Prepare facts for distribution in whatever format is most appropriate ❑ Craft messages and talking points for incident leadership ❑ Write EAS messages,media advisories,press releases,fact sheets,daily updates,web stories and othersuch incidentinfo asrequested ❑ Maintain accurate,chronological log of released information ❑ monitoring of TV,radio,newspapers,websites,blogs and chat rooms for balance,accuracy,timeliness, ofticial presence and emerging issues ❑ Collect current Situation Reports(SitReps)and Incident Action Plans(IAPs)from Plans Section ❑ Report to Lead PIO ❑ Maintain perspective on the BIG PICTCTRE 719. Spokane CEMP Update 2010 270 721. 724. Role: To Ensure Essentiallnformation and to 725. 722. distr�ibute incident inforrnation to incident staff,partner 726. 723. Team/Functi agencies, the public, and the press 727. Staff on Member 728. (Contact Information) �29, ❑ Proactively respond to emerging trends/issues �32, 730. Information ❑ Use technological resources,public forums,and Dissemination the media to educate constituent audiences about incident response ❑ Respond to requests from local,regional and national media for information,interviews and access ❑ Coordinate with other agency/organization PIOs ❑ Ensure that the crafted message has been approved by the IC/CTC ❑ Ensure that news directors and assignment editors are receiving incident information,and understand the story ❑ Correct misinformation before it becomes accepted as fact. That means contacting the reporter,news director,partner agency or other offending party to correct misstatements or errors ❑ On-scene Media ❑ Ensure JIS members have the information and resources necessary to provide information if the Public Inquiry Center and/or the ECC is activated by Incident Command. 731.. 733. Spokane CEMP Update 2010 271 734. 738. Role: To leverage media reach to share vital 739. 735. incident inforrnation with the public 740. 736. 741. 737. Team/Functi 742. Staff on Member 743. (Contact Information) 744. ❑ Coordinate with other Information Officers(e.g. �47. 745. Media partner agencies)working in the field Relations/Field ❑ Facilitate media tours and interviews with lead on- PIO's site incident responders ❑ Make courtesy visits to radio stations,TV stations, and newspapers to discuss incident response ❑ Appear on media programming to discuss incident response ❑ Provide feedback to Lead PIO and PIO in Information Gathering Section regarding information requests/emerging trends ❑ Keep 7IS members informed of information 746. 748. 749. 75 0. 751. 752. 753. 754. 755. 75 6. 75 7. 75 8. 75 9. 760. 761. 762. 763. 764. 765. 766. 767. 768. 769. 770. 771. 772. 773. 774. 775. 776. 777. 778. Spokane CEMP Update 2010 272 ��9. �so. 781. Tab 12 EQUIPMENT AND SUPPLIES 782. E ui ment 783. Location 784. How to Obtain It 78 786. Web site(24/7) 787. 788. 790. Fax machine(for 78 broadcast fax releases) 791. 792. 79 794. La to com uters 795. 796. 798. Printers for eveiy 79 com uter 799. 800. 802. Copier(and 80 backu ) 803. 804. 80 806. Scanner 807. 808. 80 810. Several tables 8ll. 812. 81 814. Cell hones 815. 816. 81 818. Fli charts 819. 820. 82 822. Pa er 823. 824. 82 826. Color co ier 827. 828. 82 830. Podium 831. 832. 83 834. Satellite hooku 835. 836. 83 838. TV/VCR 839. 840. 84 842. CD-ROM 843. 844. 84 846. Pa er sluedder 847. 848. 84 850. Co ier toner 851. 852. 85 854. Printer ink, a er 855. 856. 85 858. Pens 859. 860. 86 862. Markers 863. 864. 86 866. Hi hli hters 867. 868. 86 870. Erasable markers 871. 872. 874. FedEx and mail 875. 876. 87 su lies 87 878. Stick notes 879. 880. 88 882. Ta e 883. 884. 88 886. Notebooks 887. 888. 890. Standard press kit 88 folders 891. 892. 89 894. B-roll beta co ies 895. 896. 898. Formatted 89 com uter disks 899. 900. 902. Color-coded 90 su lies 903. 904. 90 906. Organizers 907. 908. 90 910. Ex andable folders 9ll. 912. 91 914. Sta lers(several) 915. 916. 91 918. Pa er unch 919. 920. 92 922. Three-rin binders 923. 924. 926. Organization's press kit or its logo on a 92 sticker 927. 928. 930. Paper clips(all 92 sizes) 931. 932. 933. 934. Spokane CEMP Update 2010 273 Tab 13 MESSAGE DEVELOPMENT FOR CRISIS COMMUNICATIONS 935. First,consider the followin : 936. Audience: 937. Purpose of 938. Method of delivery: Messa e• ❑ Relationship to event ❑ Give facts/update ❑ Print media release ❑ Demographics(age, ❑ Rally to action ❑ Web release language,education, ❑ Clarify event status ❑ Through spokesperson(TV or in- culture) ❑ Address rumors person appearance) ❑ Level of outrage ❑ Satisfy media ❑ Radio requests ❑ Other 93 9. 940. Six Basic Emergency Message Components: 1. Expression of empathy: 2. Clarifying Facts/Call for Action: Who? What? Where? When? Why? How? 3. What we do not know: 4. Process to get answers: 5. Statement of commitment 6. Refeirals: 941. For More Infor-n°*�^°: 942. Next Scheduled rr..a.,.,.. 943. Spokane CEMP Update 2010 274 944. Finall ,Check Your Messa e for the Followin : Positive action steps • Avoid jargon Honest/open tone • Avoid judgmental phrases Applied risk communication principles • Avoid humor Test for clarity • Avoid extreme speculation Use sim le words,short sentences 945. 946. Develop a Notification Schedule! Spokane CEMP Update 2010 275 Tab 14 TRANSLATION SERVICES 1NFORMATION GENERAL INFORMATION: 947. INTERPRETERS 948. A=Advanced I=Intermediate B=Basic 949. 950. Langua 951. Na 952. Pho 953. Locati 954. Spea 955. Rea 956. Wri e me ne Number on k d te 957. S anish 958. 959. 960. 961. 962. 963. 964. S anish 965. 966. 967. 968. 969. 970. 971. 972. 973. 974. 975. 976. 977. 978. Si n 979. 980. 981. 982. 983. 984. 985. 986. 987. 988. 989. 990. 991. 992. 993. 994. 995. 996. 997. 998. 999. 1000. 1001. 1002. 1003. 1004. 1005. 1006. 1007. 1008. 1009. 1010. 1011. 1012. 1013. 1014. 1015. 1016. 1017. 1018. 1019. 1020. 1021. 1022. 1023. 1024. 1025. 1026. 1027. 1028. 1029. 1030. 1031. 1032. 1033. 1034. Spokane CEMP Update 2010 276 1035. Tab 15 EXTERNAL RESOURCES 1. Language Line Seivices. 1036. Language Line Seivices enables users to access inteipreters to more than 150 languages by telephone. The primaiy use of this seivice is to gain basic information whenever a bilingual employee or contract inteipreter is unattainable. Federal law requires that we provide equal access to programs and seivices to all individuals who qualify.Having this seivice contract provides assurance that we can provide for an accurate exchange of information with the public,no matter which language the person speaks. 2. Commission on Hispanic Affairs. 3. Office for Refugees. 4. Relay Seivice. 5. School for the Deaf and Blind. 6. State Council on the Deaf and Hard of Hearing. 7. Commission for the Blind and Visually Impaired. 8. National Federation of the Blind. 9. Network Inteipreting Service(NIS): 1037. 1-800-284-1043(voice) 1038. 1-800-284-5176(TTY) 1039. Network Inteipreting Seivice is a 24-hour-a-day seivice that coordinates and supplies American Sign Language inteipreting seivice to all settings.NIS accepts all requests for inteipreters regardless of their timeliness. As a general rule, however, the more advance notice you can request the seivice, the greater likelihood resources will be available.You can access their website at http://aslnis.com. 1040. Spokane CEMP Update 2010 277 Tab 16 Resources Every community needs to have established guidance for the management of resolirces in an emergency situation. Procedures must be established for reqliesting assistance and resolirces during an emergency. A resource inventory is essential for any integrated emergency management system. A comprehensive resource manlial for use during normal(day-to-day)activities and dliring emergencies. The resource manLial contains listings far the following agencies and organizations to include private resoL�rces: • Key Facilities and Critical Workers • Infoimation Listing • Emergency Management • Communications • Fue Seivice • Law Enforcement • Emergency Medical • Public Works/LTtilities . Health • MedicalFacilities • Piivate Resources Available • Shelter InfoiYnation • Transportation • EducationalFacilities • Social Seivices • SpecialFacilities • Emergency WaterFacilities • National Guard Facilities • Disaster Assistance Center Locations • Disposal Areas • Media Resources Because of the role of the PLiblic Information Officer in gathering,verifying,coordinating,and disseminating information dliring times of emergency it is important that they have a handle on the emergency resources that can be utilized during an event. When lipdating the media ar providing assistance to citizens a complete knowledge and understanding of the commlinity's resource inventory is beneficial to a PIO. Spokane CEMP Update 2010 278 Tab 17 SPOKESPERSON TIPS 1041. Role of Spokesperson in an Emergency: • Take your organization from an"iY'to a"we." • Build trust and credibility for the organization. • Remove the psychological barriers within the audience. • Gain support for the public health response. • Ultimately,reduce the incidence of illness,injuiy,and death by getting it right. 1042. 1043. Recommendations for Spokespersons: • Do not over reassure. • Acknowledge uncertainty. • Express that a process is in place to leain more. • Give anticipatoiy guidance. • Be regretful,not defensive. • Acknowledge people's fears. • Acknowledge the shared miseiy. • Express wishes."I wish we knew more." • Stop tiying to allay pania(Panic is much less common than we imagine.) 1044. At some point, be willing to address the "what if' qnestions. These are questions that eveiy person is thinking about and for which they want expert answers. If the "what if' could happen and people need to be emotionally prepared for it, it is reasonable to answer this type of question. If you do not answer the "what if' questions,someone with much less at stake regarding the outcome of the response will answer these questions for you. If you are not prepared to answer the"what if'questions,you lose credibility and the opportunity to frame the"what if'questions with reason and valid recommendations. 1045. Ask more of people by giving them things to do.Perhaps the most important role of the spokesperson is to ask people to bear the risk with you.You can then ask the best of them,to bear the risk during the emergency, and work toward solutions. 1046. The preceding recommendations corne largely from the work of Dr.Peter Sandman. 1047. General recommendations for spokespersons in all settings: • Know your organization's policies about the release of information. • Stay within the scope of your responsibilities.Unless you are authorized to speak for the entire organization or a higher headquarters,do not do it. • Do not answer questions that are not within the scope of your organizational responsibility. • Tell the truth.Be as up-front as possible. • Follow up on issues. • Use visuals when possible. • Illustrate a point through examples,stories,and analogies.Ensure that they help you make your point and do not minimize or exaggerate your message.Test the stories on a small group first. 1048. 1049. When Emotions and Accusations Run High In An Emergency Public Meeting. • Do not show ina�propriate hostilitv.You can be angiy at the organisms or natural disasters that cause illness and death but do not show outrage or become indignant toward your detractors. • Ask for around rules.To avoid the appearance of biases,ask a neutral third parly to express ground iules. • Hire a facilitator or moderator. An organization is usually better off to hire a facilitatar/moderator for the meeting from the beginning.(NOTE:this person should be neutral.) • Acknowled�e the an�er up front.Acknowledge any expressions of anger up front and explain what you hope to accomplish.Refer back to your objectives if the communication deteriorates. • Do not react with temper.Do not lose your temper when confronted with accusations. • Practice self-mana�ement. Remind yourself of your greater puipose. Display confidence and concentration. Visualize a verbal attack and mentally rehearse a temperate response.Do not be caught off guard.Anticipate the attack and practice not feeding the anger. • Exhibit active listenin�. Active listening is exemplified by the ability to express the other person's point of view. Concentrate on what the person is saying instead of thinking about what you will say next when it is Spokane CEMP Update 2010 279 your tuin to respond. • Do not say, "I know exactly how you feel."Refrain from using expressions such as, "I know exactly how you feel,"since the audience is not likely to believe that you do.Instead,acknowledge the feeling. • Avoid inteiruptin�, but set limits. If a hostile speaker dominates, appeal to him or her that you want to address the conceivs of others in the room. • Do not oveireact to emotional words. Remember,you are the professional. Others have a totally different investment in what is happening. Words you inteipret in one way may mean something else to others. Give them the benefit of the doubt. • Use open body lan�ua�e. Sit or stand with your arms relaxed by your sides.Do not cross your arms or put your hands on your hips.Make eye contact when possible. • Modulate vour voice.Use a slightly lower tone and volume of voice than the angiy individual. • Do not take personal abuse. A certain amount of anger and negative emotion directed at you is understandable. If it becomes personal, however,you have a right to express the inappropriateness of that behavior and ask the person to join with you in getting back to the issues. You are your organization. You are not alone. You are not the true focus of the attack. If you know that the audience will be hostile,bring along a neutral third party who can step in and defuse the situation. • State the problem,then the recommendation. When explaining your position, state the problem before your answer. • Commit to a response.Write down people's comments,issues,inquiries,and get back to them. • Do not promise what vou cannot deliver. Explain the limitations of the situation and express that you are doing eveiything you can to keep the response on track. • Look forward, not back. Acknowledge past mistakes: "I wish we had met with you sooner to hear your conceins."Then talk about where you want to go in resolving problems rather than where you have been. • Do not search for the sinele answer. One size may not fit a1L Consider many possible solutions and do not view a negotiation as either/or proposition. Pitfalls for Spokespersons during an Emergency. • Remember that jar�on confuses communication and implies arro�ance. If you have to use a technical term or acronym, define it. If you can define it, do you need to use it? Jargon and euphemisms are security blankets.Tiy to give yours up. • Use humor cautiously. Humor is a minefield. Soft, self-deprecating humor may be disarming for a hostile audience,but be careful. • Refute ne�ative alle�ations without repeatin� them. Don't own the negative by repeating the accusation. • Use positive or neutral terms whenever possible. • Don't assume you have made your point.Ask whether you have made yourself clear. • Money will become an issue.During the early stage of an emergency, don't lead with messages about money. • Avoid one-liners, cliches, and off-the-cuff comments at all costs. Any statement that trivializes the experience of the people involved by saying something such as "there are no guarantees in life" kills your credibility. • Discuss what you know,not what you think. • Do not express personal opinions. • Do not show off.This is not the time to display an impressive vocabulary. What Spokespersons Should Know When Communicating Through the Media? • Go into media inteiviews with a puipose.Have a specific message to deliver. • Make sure the reporter eets your name and title rieht. This will help avoid later confusion and lack of reliability. • Stick to your messa�e.Do not let a reporter put words in your mouth;use the words of your previously developed message. • Reframe leadine or loaded yuestions. If the question contains leading or loaded language,reframe it to eliminate the language and then answer the questions. • Do not react to new information that a reporter eives vou.Do not assume the reporter has it right if he Spokane CEMP Update 2010 280 or she claims that someone has lodged an allegation. Do not react to new infortnation that a reporter gives yon.Instead,say,"I have not heard thaY'or"I would have to verify that before I could respond." • Don't answer a question a second time or add to your answer.If a reporter leaves a microphone in your face after you have answered the question, stop. Do not answer the question again or add on to your answer. • There is no such thin�as "off the record."Background and deep background do not mean you would not be quoted. Do not say anything before,during,or at the conclusion of an inteiview that you are not prepared to see in print the next day. • Anticipate questions.List as many expected questions as possible and draft answers. • Make yonr point first.Have prepared message points. Tiy to say it in 30 seconds and in fewer than 90 words. • Do not fake it. If you do not know the answer, say so. If it is not in your area of expertise, say so. Commit to getting the answer. • Do not speak disparaein¢lv of anvone.Never speak disparagingly of anyone,not even in jest. • Do not react to hypothetical yuestions.Do not buy in to hypothetical questions. • Record sensitive inteiviews.Be sure the reporter knows you are doing so. • Do not ask to review articles or inteiviews.To avoid a perception that you are tiying to edit a message, or their reporting,do not ask reporters to allow you to review their articles or inteiviews. • Break down yuestions. Break down multiple-part, or complex, questions into manageable segments. Answer each part separately. • Do not raise unwanted issues.Do not raise issues you don't want to see in print or on the news. • Do not say "no commenY' to a reporter's question. Never just say "no commenY' to a reporter's question.Instead,state why you cannot answer that question. Say that the matter is under investigation, that the organization has not yet made a decision, or simply that you are not the appropriate person to answer that question. • If vou deal with sensational questions,answer as briefly as possible,then return to vour kev messaees. If you have to deal with sensational or unrelated questions,answer in as few words as possible without repeating the sensational elements. Then retuin to your key messages. Here are a few recommended "bridges"back to what you want to say: 0 "What I think you are really asking is. .." 0 "The overall issue is. .." 0 "What is important to remember is. .." 0 "It is our policy to not discuss this issue,but what I can tell you is. . ." 0 "What I am really here to discuss.. ." 0 "Your readers/viewers need to know. .." 1050. 1051. This material is based largely fi°om the information provided on the Center for Disease Contr°ol and Prevention's "Emergency Risk Communication CDCynergy"tool. Spokane CEMP Update 2010 281 Tab 18 ANTICIPATED QUESTIONS AND ANSWERS WORKSHEET 1052. Use these worksheets to write anticipated questions about a specific event then develop appropriate answers for the public and sound bites for the media. 1053. Step 1: Review the following list of questions commonly asked by the media.The spokesperson should have answers to these uestions re ared and chan e/u date as necessai throu hout the duration of the crisis: 1054. Questions Commonly Asked bv Media in a Crisis(Covello,1995) 1055. What is your(spokesperson's)name and title? 1056. What effect will it have on production and employment? 1057. What happened? (Examples: How many people were injured or killed? How much properly dama e occuired?) 1058. What safety measures were taken? 1059. When did it happen? 1060. Who is to blame? 1061. Where did it happen? 1062. Do you acceptresponsibility? 1063. What do you do there? 1064. Has this ever happened before? 1065. Who was involved? 1066. What do you have to say to the victims? 1067. Why did it happen?What was the cause? 1068. Is there danger now? 1069. What are you going to do about it? 1070. Will there be inconvenience to the public? 1071. Was anyone hurt or killed?What are their names? 1072. How much will it cost the organization? 1073. How much damage was caused? 1074. When will we find out more? 1075. 1076. 1077. Spokane CEMP Update 2010 282 1078. Step 2: Using the Answer Development Model below,draft answers for the public and sound bites for the news media in the space provided below the modeL Then go back and check your draft answers against the model. Don't forget that sound bites for the news media should be 8 seconds or less and framed for television, radio or print media. 1079. 1080. Answer Development Model 1081. In your answer/sound bite, you 1082. By..... should...... 1. Express empathv and carin¢ in your first � Using a personal stoiy statement. Using the pronoun"P' Transitioning to the conclusion Limiting the number of words(5-20) 2. State a conclusion(key message). Using positive words Setting it apart with introductoiy words, pauses,inflections,etc. At least two facts 3. SUpp01'C the conclusion. An analogy A personal stoiy A credible 3`d party 4. Reneat the conclusion. Using exactly the same words as the ls`time Listing specific next steps 5. Include future action(s)to be taken. Providing mare infortnation about - Contacts - Important phone numbers 1083. 1084. 1085. 1086. This material is based largely from the information provided on the Center for Disease Control and Prevention's"Emergency Risk Communication CDCynergy"tool. 1087. Spokane CEMP Update 2010 283 Tab 19 CRISIS COMMUNICATION SPOKESPERSON CHECKLIST 1088. Criteria 1089. YES 1090. NO 1091. Message Preparationx 1. Did you mobilize resources and staff quickly? 1092. 1093. 2. Did you recognize that public perceptions matter more than facts? 1094. 1095. 3. Did you seek outside help,including volunteers? 1096. 1097. 4. Did you coordinate efforts with other emergency response 1098. 1099. or anizations? 5. Did you enlist support from credible third parties? ll 00. ll Ol. 6. Did you monitor and listen closely to what the news media, public o�cials, and other important players were saying and questions they ll 02. ll 03. are askin ? 7. Did you refrain from tiying to control the flow of information? ll 04. ll 05. 8. Did you withhold names of injured or deceased until next-of-kin were ll 06. ll 07. ro erl notified? ll08. Message Contentx 1. Did you express and show conceiv, empathy, and compassion 1109. 1110. consistentl for dama es,in'uries,and an inconvenience? 2. Did you emphasize dedication,commitment,and social responsibility? 1111. 1112. 3. Did you provide an early or immediate apology? 1113. 1114. 4. Did you provide a list of facts and an action plan? l ll 5. l ll 6. 5. Were you open and honest about capabilities,needs,and problems? l ll 7. l ll 8. 6. Did you know exactly what you wanted to say to the media and did l ll9. ll20. ou use two ke messa es? 7. Did you acknowledge responsibility but avoid placing blame? 1121. 1122. 8. Did you indicate that investigations are under way to determine the ll23. ll24. cause? 9. Did you tell the truth as best you knew it? ll 25. ll 26. 10. Did you use examples,human-interest stories, and concrete analogies ll27. ll28. to establish a common understandin ? ll. Did you use simple visuals and graphics as much as possible? ll29. ll30. 12. Did you test your message content prior to deliveiy? 1131. ll 32. 13. Did you refi•ain from going"off the record"? ll 33. 1134. 14. Did you avoid saying"no commenY'? ll35. 1136. 15. Did you avoid evading statements and shifting responsibility? 1137. ll38. 16. Did you avoid statements that imply that cost is more important than ll39. ll40. ublic safe ,health,or environment? 17. Did you avoid the use of technical and legal jargon? ll 41. ll 42. ll 43. 18. Did you avoid providing too much technical detail? ll 44. ll 45. 1146. 1147. 1148. Spokane CEMP Update 2010 284 1149. 1150. 1151. Criteria 1152. Message Deliveryx 1. Was top management involved and visible? ll 53. ll 54. 2. Did you go immediately to the scene? 1155. ll 56. 3. Were you easily accessible to the media? 1157. ll 58. 4. Did you stay calm?(not lose your temper) ll 59. ll 60. 5. Did you practice what you planned to say to the media aloud and did you test 1161. ll 62. it? 6. Did you indicate that you would get back by a specific time with an answer if 1163. ll 64. you did not know an answer to a question? 7. Did you avoid conjecture and speculation("what if'questions)? ll 65. ll 66. ll67. Nonverbal Communicationxx 1. Were you sensitive to the non-verbal messages you were communicating? 1168. ll 69. 2. Did you sit up straight, showing that you are paying attention and respecting 1170. ll 71. your audience? 3. Did you make eye contact? (Avoiding eye contact can make you look deceitfuL If it is very difficult to make eye contact, focus on the back of the 1172. ll 73. room,not on our notes or the floor.) 4. Did you avoid defensive,argumentative,and unreceptive body language(e.g., 1174. ll 75. arms crossed)?Did you stand with your arms straight at your sides? 5. Did you avoid fidgeting,shuffling papers,or playing with your pen?(Keeping your feet planted on the ground, sitting or standing still will make you look 1176. ll 77. more controlled and confident.) 1178. ll79. *This material is based largely on the findings of advanced environmental communication research conducted by Dr.Vincent T.Covello and the staff of the Center for Risk Communication, 1995. ll 80. **This material is based largely on the ATSDR Handbook 8-Ol. Spokane CEMP Update 2010 285 Tab 20 MEDIA CONTACT LIST ❑ Newspaper ❑ City ❑ Newspaper ❑ Contact Information ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ 1181. 1182. In Case of Power Outage ll 83. Broadcast facilities that have back-up generators to allow them to broadcast during a power outage: 1184. ❑ TV ❑ City ❑ Newspaper ❑ Contact Information ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ 1185. 1186. ❑ Radio ❑ City ❑ Newspaper ❑ Contact Information ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ll 87. 1188. 1189. 1190. Spokane CEMP Update 2010 286 Tab 21 MEDIA COMMUNICATION TOOLS 1191. Issuing a Press Release ll 92. Access on PIO's computer the template for press releases. • Message development • Access on PIO's computer fact • Public infortnation releases MUST BE approved by the Incident Commander before being issued. • To issue a press release, use the broadcast fax in the . Fax lists exist for TV, Radio, Print, Police,Sheriff,Fire,Hospitals,Physicians,Schools,City and/or County Gov't. • In addition to faxing to outside agencies, all public infortnation materials should be sent through the department's system to"Eveiybody." • Post the infortnation release on the agency's website. ll93. ll 94. Callin¢a Press Conference • Determine date,time,place,and spokespersons for the press conference. • Write a"Media Aler�'. • Submit"Media AlerP'to the ECC Manager,or Incident Commander for approval before issuing. • Issue the "Media AlerP'to the press via fax by accessing the broadcast fax machine in the .Fax lists exist for TV, Radio, Print, Police, Sheriff, Fire, Hospitals, Physicians, Schools, Libraries, City and/or County Goveinment. • Prepare a statement for the press conference. • Map your messages. • After the press conference, write a follow-up press release about the issues discussed during the media briefing and issue it to the press as you would a press release. ll 95. Writing/Issuing a Fact Sheet • Access on PIO's computer the template for fact sheets. • Fact sheets MUST BE approved by the Incident Commander before being issued. • To issue a fact sheet, access the broadcast fax machine in the . Fax lists exist for TV,Radio, Print,Police,Sheriff,Fire,Hospitals,Physicians,Schools,City and/or County Goveivment. • In addition to faxing to outside agencies, all fact sheets should be sent through the department's system to "Eveiybody." • Post the fact sheet on the agency's website. Spokane CEMP Update 2010 287 Tab 22 IMMEDIATE RESPONSE TO INQUIRIES 1196. Bv Phone to Media: ❑ "We've just learned about the situation and are trying to get more complete information now. How can I reach you when I have more infortnation?" ❑ "All our efforts are directed at bringing the situation under control, so Pm not going to speculate about the cause of the incident.How can I reach you when I have more information?" ❑ "Pm not the authority on this subject.Let me have XXXX call you right back." ❑ "We're preparing a staYement on that now.Can I fax it to you in about two hours?" ❑ "You may check our web site for background information and I will fa�e-mail you with the time of our next update." 1197. At Incident Site or Press Conference: ll98. Response to Inquiries(you are authorized to give out the following information) ll99. Date: Time: 1200. 1201. Approved by: 1202. This is an evolving emergency and I know that you,just like we do,want as much information as possible right now. While we work to get your questions answered as quickly as possible, I want to tell you what we can confirxu right now: 1203. At approximately, (time),a(brief description of what happened) 1204. At this point,we do not know the number of(persons ill,persons exposed injuries,deaths,etc.). 1205. We have a system (plan, procedure, operation) in place for just such an emergency and we are being assisted by(police,FBI,EOC)as part of that plan. 1206. The situation is(under)(not yet under)control and we are working with(local, State,Federal)authorities to (e.g., contain this situation, determine how this happened, determine what actions may be needed by individuals and the community to prevent this from happening again). 1207. We will continue to gather infortnation and release it to you as soon as possible. I will be back to you within(amount of time,2 hours or less)to give you an update.As soon as we have more confn�tned information, it will be provided.We ask for your patience as we respond to this emergency. 1208. Scripts for Media Relations: 1209. For Use When Answering the Phone ar Dealing with Customers 1210. If NO Information is being released to the Public: 1211. Thank you for your phone call.We are preparing a statement to the press at this time.Please tune into the local media for further inforxnation about this situation. 1212. If Infortnation Has Been Released to the Public: 1213. This is an evolving emergency and I know that you,just like we do,want as much information as possible right now.This is what we can confirtn at this point 1214. At approximately (time),a(brief description of what happened) 1215. At this point,we do not know the number of(persons ill,persons exposed injuries,deaths,etc.) 1216. We have a system (plan, procedure, operation) in place for just such an emergency and we are being assisted by(police,FBI,Local Emergency Planning Committee)as part of that plan. 1217. The situation is(under,not yet under)control and we are working with(local,state,federal)authorities to (e.g.,contain this situation, determine how this happened, detertnine what actions may be needed by individuals and the community to prevent this from happening again). 1218. We will continue to gather information and release it to the media as soon as possible.Please tune into the local media for further infortnation about this situation. We ask for your patience as we respond to this emergency. Spokane CEMP Update 2010 288 Tab 23 CALL TRACKING 1219. Call taken by: 1220. Date of ca1L Time of call: a.m.p.m. 1221. Caller's name:(print first and last) 1222. 1224. Phone(s): 1223. Callei's contact Fax information: 1225. 1226. E-mail: Gender:M F 1227. 1228. Call Urgency: 1229. Level A (Extremely Urgent)Level B (Moderately Urgent)Level C (Not Urgent) 1230. Media Call:Y N 1231. Deadline: 1232. 1233. 1234. 1235. 1236. 2 hours Today a.m. Today p.m. ASAP Other 1237. 1239. 1240. 1241. 1242. 1243. 1238. Media outlet ❑ Local 1244. 1245. 1246. 1247. 1248. TV Daily/Wire Radio Magazine Other ❑ Regional 1249. 1250. 1251. 1252. 1253. TV Daily/Wire Radio Magazine Other ❑ National 1254. 1255. 1256. 1257. 1258. TV Daily/Wire Radio Magazine Other 1259. 1260. Nature of CaIL• 1261. Specific inforxuation request ❑ Disease or illness-related ❑ Treatment-related ❑ Prevention-related ❑ Clarify recommendations ❑ Current status of the incident ❑ Other 1262. Request for refeiral: ❑ For more health information ❑ For medical attention ❑ Other 1263. Feedback to aeenc� ❑ Complaint about specific contact with agency ❑ Complaint about recommended actions ❑ Concern about ability to carry out recommended action ❑ Report information ❑ Rumor or misinformation verification(briefly describe) Spokane CEMP Update 2010 289 1264. Outcome of CaIL• 1265. Calmed caller based on scripted information: ❑ Referred caller to: ❑ DEM employee/EOC Staff: ❑ Expert outside the EOC ❑ Personal doctor or health care professional: ❑ Emergency room: ❑ Red Cross or other non-government organization: ❑ FDEM or state emergency management agency: 1266. Action Needed: ❑ None Return call to: Spokane CEMP Update 2010 290 Tab 24 OBTAINING FEEDBACK, CONDUCTING EVALUATIONS 1267. As soon as is feasible following a crisis,conduct an evaluation of the organization's response. • Compile and analyze comments and criticisms from the customer base. • Compile and analyze media coverage. • Conduct a "hot wash" (an immediate review of what went right and what went wrong) to capture lessons leained. • Develop a Strengths, Weaknesses, Opportunities, Threats(SWOT)report on the crisis communication operation. • Report results of content analysis and Strengths,Weaknesses,Opportunities,Threats to leadership. • Share results within your organization. • Consider whether jouinal articles could be developed from the analyses. • Determine need for changes to the crisis communication plan. • Detertnine need to improve policies and processes. • Institutionalize changes with appropriate training. • Revise crisis plan policies and procedures based on lessons leained. Conducting Public Education • Once the crisis has subsided, the organization may need to caiYy out additional public education activities. • Should the organization be educating the public about public health issues related to this crisis? • What are the public's perceptions and information needs related to this crisis? • Does the public understand the organization's health messages on this issue? Are they taking appropriate actions? • Should we also consider audiences that were not involved in the crisis for public education? • Should a public health message related to this crisis event be incoiporated into other health communication activities(e.g.,Public Health Week or National Infant Immunization Week)? • Should we use this event to highlight any related public health messages? • Should any Web sites be npdated as a result of this crisis? • Should any of the crisis materials be institutionalized? • Would a series of post-crisis"canned"articles be useful in this situation? Monitoring Events • Crisis monitaring protocols include: • Media monitoring(Forms to assist in media monitoring) • Inteinet monitoring • Ongoing exchanges of information with yours and other organizations,state health depai�nents,etc. • Ongoing communication with subj ect matter experts and partners • Monitoring of public opinion data and other research. • Evaluations of this communication plan will take place on a regular basis. ❑ EVALUATION PLANNING WORKSHEET ❑ Use this worksheet to plan the evaluation of your emergency risk communication work against your original obj ectives.Revisit this worksheet often to make program notes,suggestions for future work,and obseivations. ❑ ❑ Site ❑ ❑ Date ❑ Name Spokane CEMP Update 2010 291 ❑ 1. Baseline data against which you can measure (e.g., prevalence of activities or beliefs you hope to change) ❑ ❑ ❑ ❑ ❑ 2. Planning(formative)evaluation to test messages and materials ❑ 2a. What are you evaluating? ❑ ❑ ❑ ❑ 2b. How will you evaluate it? ❑ ❑ ❑ ❑ ❑ 2c. What were the results? ❑ ❑ ❑ ❑ ❑ 3. Immediate impact(process)evaluation to review and document activities conducted ❑ 3a. What are you evaluating? ❑ ❑ ❑ ❑ 3b. How will you evaluate it? ❑ ❑ ❑ ❑ ❑ 3c. What were the results? ❑ ❑ ❑ ❑ ❑ 4. Midpoint(outcome)evaluation to determine whether short-term objectives were met ❑ 4a. What are you evaluating? ❑ ❑ ❑ Spokane CEMP Update 2010 292 ❑ 4b. How will you evaluate it? ❑ ❑ ❑ ❑ ❑ 4c. What were the results? ❑ ❑ ❑ ❑ ❑ 5. Results(impact)evaluation to assess long-tenn effects ❑ Sa. What are you evaluating? ❑ ❑ ❑ ❑ Sb. How will you evaluate it? ❑ ❑ ❑ ❑ ❑ Sa What were the results? ❑ ❑ ❑ ❑ 227 WRITE INITIAL SITUATION REPORT 1268. Answer the following questions when writing the initial situation report • What are the facts?What happened? • What is our policy on this issue? • What is our organization doing about this issue?How are we solving the problem? • What can our organization do to keep this from happening again? • What other agencies or third parties are involved?What are they saying? • What should the public be doing? • What public information is available? • When will more infortnation be available? Spokane Emergency Management Emergency Support Function#20 Defense Suuuort to Civil Authorities L LEAD AGENCIES: Spokane City/County Department of Emergency Management II. SUPPORT AGENCIES: Washington State Military Department Department of Defense(Federal) III. INTRODUCTION A. Purpose: To provide a ineans for requesting military assistance during civil emergencies when conditions extend beyond the capabilities of Spokane County to effectively respond,thus increasing the probability of serious danger to huinan life and/or extensive property damage. B. Scope: ESF-20 describes the conditions under which the Governor could declare a state of emergency and activate the National Guard;procedures that Spokane County officials have to follow to request military assistance from the state and/or Federal agencies the type of assistance that can be provided; and the relationship between the military commander and local civil authorities. IV. POLICIES A. Specific law and regulations governing the provision of Military Support to Civil Authorities are as follows: 1. Title 42,United States Code 5121,The Stafford Act 2. Title V,Public Law No. 101-165 3. Department of Defense Directive 3025.1 4. Air Force Instruction 10-2501 5. Air Force Instruction 10-802 6. Air National Guard Instruction 10-8101 7. Chapters 38.08 and 38.52,Revised Code of Washington 8. Washington State Comprehensive Emergency Management Plan(CEMP) 9. The Emergency Management Assistance Compact(EMAC) 10. Homeland Security Presidential Directive-5(HSPD-5) ll.National Response Plan(NRP B. IAW Section N,Paragraphs B-C,of the WA State CEMP requests for military assistance will normally originate from local government through the State Military Department Emergency Management Division's(EMD)Emergency Operations Center(EOC). This normal channel of request does not preclude a request for immediate assistance from supporting agencies,should the situation be life threatening or great loss of property is imminent. C. IAW Section IV,Paragraph A,ESF 20 of the WA State CEMP It is the policy of the jurisdictions of Spokane Counry to e�iaust their law enforcement and other resources in attempt to control a civil emergency before requesting the assistance of the State's military resources. V. SITUATION A. Emergency/Disaster Hazards and Conditions 1. A civil emergency that occurs overwhelms the abiliry of Spokane Counry to respond with available public and private resources 2. An emergency or disaster occurs and waiting for instructions from higher authority would preclude an effective response,any inilitary commander,subject to any suppleinental directions from their higher headquarters,inay take necessary actions to respond to the requests of civil authorities to save human life,prevent immediate human suffering,or lesson major properiy damage or destruction. See Paragraph 4.5 DoD Directive 30251,ESF 20 of the WA State CEMP and the Hazard Identification and Vulnerability Analysis(HIVA). B. Planning Assumptions: 1. Spokane Counry will experience a disaster or emergency situation that will cause the Governor to declare a State of Emergency. 2. The situation will be of such magnitude that counry,State,or other sources of equipment, personnel resources,and services will be insufficient to deal with the emergency in a reasonable time. VI. CONCEPT OF OPERATIONS A. General: 1. An emergency situation occurs in Spokane Counry that e�austs all public and private resources requiring a request for state support. 2. Spokane City/County Department of Emergency Management(DEIV�contacts Washington State Emergency Management Division(EMD)with request for state support. EMD will review all statewide resources,which could result in a recommendation to the Governor to employ Washington National Guard(WNG)personneUequipment,other state assets,implement an EMAC request for National Guard or other resources form other states,or request a Presidential Disaster Declaration. 3. The Governor will authorize the Adjutant General to mobilize National Guard resources to support Spokane County. 4. A WNG liaison officer(LNO)will be assigned to Spokane DEM for the duration of the National Guard's involvement. The LNO coordinates requests for state and federal military resources with the WNG Joint Operations Center(JOC)at Camp Murray following Spokane DEM's assistance requests with the State EOC. Once WNG resources are authorized,the LNO will advise and assist Spokane DEM in the deployment of these forces to support local authorities response to the emergency. 5. WNG forces will support the local civil authorities while retaining its separate entiry and operating at all times as a military organization under military command. A Task Force(TF) Commander will be assigned to maintain military control of all personneUequipment tasked to support the emergency. The WNG LNO will assist coordination with the TF Commander,the WNG JOC,and Spokane DEM/Incident Commander as needed to promote efficient,effective, and expeditious response from the WNG. 6. The WNG JOC will assist in coordinating federal military resources through the appropriate Emergency Preparedness Liaison Officers(EPLO)stationed at the JOC and/or assist coordinating federal military requests with the Defense Coordinating Officer(DCO),who is a member of the Joint Field Office(JFO)stafffor federally declared emergencies/disasters. 7. When the emergency overwhelms the state's resources the Governor can request a Presidential Declaration. A major disaster declaration by the President is a prerequisite for a federal response. The Federal Emergency Management Agency(FEMA)coordinates the federal agencies response including the utilization of Department of Defense(DOD)assets. 8. The Spokane Ciry/Counry DEM can request state or federal assistance through the state EOC. Military forces,either state or federal,remain under,and will follow,the military chain of command. 9. If FEMA becomes involved,a Federal Coordinating Officer(FCO)will be assigned;and,if DOD is tasked to respond,a DCO will be assigned to oversee federal military personneUequipment. The DCO serves as the DoD single point of contact at the JFO,processes requests for federal military assistance originating at the JFO,and is usually the senior federal military officer at the incident site. 10. A request for military assistance can be initiated to complement,not substitute for,local civilian resources. 11. The commander will report the action taken to higher military authoriry and to civil authoriry as soon as possible. B. Organization: 1. The Spokane Counry Sheriff is the Director of Emergency Management 2. The Depury Director of Emergency Management acts in behalf of the Director in all emergency management functions and responsibilities. 3. The command structure of counry and cities'are not altered during a civil emergency. The command structure of responding inilitary and National Guard forces will be established by their respective chains of command. C. Procedures 1. Depury Director reviews and recommends for adoption emergency management mutual aid plans,agreements and such resolutions,rules and regulations as are necessary. 2. Maintain rosters of points of contact for National Guard Commanders and liaisons in the Spokane area. 3. Spokane Counry Director of Emergency Management or designated individual will request state military resources through the WA State EOC to assist with disaster response. The request will be based on the premise that the county's abiliry to respond to an emergency of such magnitude without military assistance will result in loss of human life and extensive property damage. 4. The Governor will activate the National Guard and direct that military assistance be provided to Spokane Counry. Expected time of arrival of those forces will be provided to Spokane DEM by the WA State EOC upon consultation with the WNG JOC,and is based on the availabiliry, location,and forewarned preparedness of the required WNG response 5. The seriousness of the situation will necessitate a request to the military commander of Fairchild AFB for immediate assistance with equipment,personnel,and supplies. Washington State Military Department and Spokane City/County Director of Emergency Management will make a request to Fairchild AFB. 6. The arrival of National Guard Forces will diminish the need for Fairchild AFB resources. D. Mitigation Activities 1. The Spokane Disaster Committee assists the Department in mitigation,preparation, response and recovery from disasters or major emergencies,and other functions as determined by the Deputy Director of Emergency Manageinent. E. Preparedness Activities 1. The Director of Emergency Management or designee will coordinate with Washington State Military Department concerning implementation of this ESF. 2. Sunilar coordination will occur with Fairchild AFB. 3. Identification of the most probable emergency scenario. 4. Identification of expected areas for support. 5. Familiariry with the rype,magnitude,and current availabiliry of support that may be possible from WNG and federal military sources,including Fairchild AFB resources,that could be marshaled in support of this ESF. 6. Conduct exercises with state and federal military agencies to enhance response capabilities. F. Response Activities: 1. Implementing checklists will identify activities to be undertalcen before,during,and immediately after an emergency. G. Recovery Activities: 1. Implementing checklists will identify activities to be undertaken to return life support systems to a minimum,normal,or improved levels. VII. RESPONSIBILITIES A. Spokane Ciry/Counry DEM is responsible for determining that the requirements for requesting National Guard support have been met. B. Washington National Guard forces,upon the Governor's approval,have the primary responsibiliry to provide military assistance to Spokane County during civil emergencies. C. Other than"Immediate Response"as defined in DoD Directive 3025.1,Federal military forces will be tasked to support local authorities only when authorized by the President. D. Local military commanders,state and federal,may immediately respond to an emergency when it is justified to save human life,prevent human suffering,and/or lessen major properiy damage or destruction. VIII. RESOURCE REQUIREMENTS A. Support requests to the military should specify the task/mission not the specific number of personnel or equipment. The military liaison will assist and advise Spokane DEM/Incident Commanders on how best to utilize military resources in supporting the local civil authoriry's response to the emergency. This facilitates a broader,more efficient,and expeditious WNG response;reduces the administrative burden of having to generate a plethora of individual tasking requests;and allows the WNG to anticipate and sustain its response. IX. REFERENCES (See paragraph IVA above) A. Title 42,U.S.C.5121,et seq.The Stafford Act B. Department of Defense Directive 3025.1 Military Support to Civil Authorities C. National Guard Regulations 500-1 Military Support to Civil Authorities D. Air National Guard Instruction 10-8101 Military Support to Civil Authorities E. Chapter 38.08 and 38.52,Revised Code of Washington F. Washington State Comprehensive Emergency Management Plan(CEMP) G. Homeland Security Presidential Directiv�5(HSPD-5) H. National Response Plan(NRP) X. TERMS AND DEFINITIONS A. DOD Resources: Military and civilian personnel,including Selected and Ready Reservists of the Military Services,and facilities,equipment,supplies,and services owned by,controlled by,or under the jurisdiction of a DOD component. B. Civil Emergency: Any natural or technological emergency,or threat thereof,other than civil defense or wartime emergency,which causes or may cause substantial harm to the population or substantial properly damage or loss. C. Civil Authority: For the purpose of requesting military"Immediate Response" support,an individual duly authorized to represent and speak for,or on behalf of,a ciry,counry,or state government. D. Military Support to Civil Authorities(MSCA): Those activities and measures taken by DOD components to foster mutual assistance and support between the Department of Defense and any civil government agency in planning or preparedness for,or in the application of resources for response to,the civil emergencies or attacks including national security emergencies.See also: Defense Support to Civil Authorities(DSCA)and Military Assistance to Civil Authorities(MACA) E. Department of Defense 1. The Secretary of Defense provides Defense Support of Civil Authorities(DSCA)for domestic incidents as directed by the President or when consistent with military readiness operations and appropriate under the circumstances and the law.The Secretary of Defense retains command of inilitary forces under DSCA,as with all other situations and 2. Initial requests for assistance are made to the Office of the Secretary of Defense, Executive Secretariat.If approved by the Secretary of Defense,DOD designates a supported coinbatant coinmander for the response.The supported combatant coimnander determines the appropriate level of cominand and control for each response and usually directs a senior inilitary officer to deploy to the incident site. SPOKANE HAZARD IDENTIFICATION AND VULNERABILITY ANALYSIS (HIVA) TABLE OF CONTENTS Purpo s e............................................................................................................................................... Background........................................................................................................................................ Scope.................................................................................................................................................. Geography.......................................................................................................................................... Econoiny............................................................................................................................................ Deinographics.................................................................................................................................... Natural Hazards: Drought.................................................................................................................................. Earthquake............................................................................................................................. Flood...................................................................................................................................... Landslide................................................................................................................................ SevereLocal Stonn................................................................................................................ Tsunaini.................................................................................................................................. Volcano.................................................................................................................................. WildlandFire........................................................................... ..................... Technological Hazards Chemic al................................................................................................................................ CivilDisturbance................................................................................................................... DamFailure........................................................................................................................... Hazardous Material(HazMat)............................................................................................... LocalHazard.......................................................................................................................... Pipeline.................................................................................................................................. Radio lo gic al........................................................................................................................... Terrorisin................................................................................................................................ Transportation........................................................................................................................ UrbanFire.............................................................................................................................. Tables&Charts: Floods..................................................................................................................................... SevereLocal Storms.............................................................................................................. WildlandFires........................................................................................................................ DainFailures and Incidents................................................................................................... HAZMATResponses............................................................................................................. SPOKANE HAZARD IDENTIFICATION AND VULNERABILITY ASSESSMENT (HIVA) Purpose The Spokane Hazard Identification and Vulnerability Analysis(HIVA)provides information on potential natural and technological(man-made)hazards,which can adversely impact the people, economy,enviromnent,and property of jurisdictions within Spokane County. It serves as a basis for political subdivisions in the development of similar documents focused on local hazards. It is the foundation of effective emergency management and identifies the hazards that organizations must mitigate against;prepare for,respond to,and recovery from in order to minimize the effects of disasters and emergencies. The infonnation is extracted from various publications with contributions from technical experts. This HIVA is not a detailed study,but a general overview of hazards that can cause emergencies and disasters. This document is a section of the Spokane Comprehensive Emergency Management Plan(CEMP). Background Washington State experiences significant unpacts froin natural hazards including floods,storms, wildland fires, earthquakes,and even volcanoes. Beyond natural hazards,there are technological hazards,including nuclear power plant incidents,cheinical weapon stockpiles,dam failures,and hazardous inaterial spills. Spokane is subject to many of these hazards directly,and indirectly as a result of fulfilling inutual aid agreeinents,and potentially as the result of refugee influY froin other disaster areas. All of these hazards require analysis and detennination by state,county,and city officials in order to organize resources so loss can be prevented or minimized. Scope This Hazard Identifzcation and Vulnerability Analysis (HIVA) is applicable to all cities,towns and municipalities within Spokane County. State law requires all political subdivisions to be part of an emergency management organization and to have an emergency manageinent plan. Washington Administrative Code 118-30 requires that the emergency management plans be based on a written analysis and listing of the hazards to which the political subdivision is vulnerable. This docuinent achieves that requirement for the Spokane Comprehensive Emergency Management Plan(CEMP). The Spokane Hazard Identification and Vulnerability Analysis (HIVA) contains only those hazards which directly effect persons or property of Spokane and therefore does not present hazards found in all areas of the state. Examples are volcanoes, avalanches,and tsunamis,which are liinited to specific geographical locations outside Spokane County. On the other hand a political subdivision(s)of adjacent or distant counties may have hazards which may at some time pose a threat to Spokane that are currently unknown and thus not assessed in this document. Unique hazards, e.g.,a major earthquake in the Seattle area,may exist in certain locales,which should be considered in the developinent and inaintenance of Spokane HIVA and incorporated when deemed appropriate(e.g.,as the result of a need to provide inutual aid,or to prepare for the receipt of refugees from affected areas]. Other hazards in locales outside Spokane County, which inay under some rare circumstances affect Spokane,are not appropriate for inclusion in this document. Soine hazards require in depth scientific and quantifiable analysis to justify expenditure of money and personnel resources. An example inay include flood plain studies required to mitigate against,prepare for,respond to,and recover from flooding. Mitigation may include building of dikes and dredging of river channels. Preparedness may include public education and sandbag storage. Response may include evacuation and sheltering of people and pets. Recovery may include flood debris clean up and building repair of dainaged structures. Spokane's detailed hazard analyses are contained elsewhere in strategies,programs, and plans. The scope of this doctunent is to identify the hazards and then appraise and evaluate in sunple terms of definition,history,identification and analysis,and conclusion. Geography Spokane County is located in eastern Washington State,borders Idaho, ll 0 miles south of the Canadian border,and is 280 miles east of Seattle. Spokane enjoys a rather arid four-season climate with an average yearly precipitation of only 16.5 inches,about fifty (50)percent less than what the Seattle area receives. The Cascade Mountain Range help protects Spokane from the damp coastal weather that is often associated with the Northwest,particularly the Puget Sound area.The Rocky Mountains to the east of Spokane help to keep Spokane's winters relatively mild. Much of urban Spokane lies along the banks of the Spokane River at an elevation of about 2,000 feet above sea level. Residential areas have spread to the crests of plateaus on either side of the river,with elevations up to 2,500 feet. Suokane Climate(National Weather Service, Spokane Office) Annual average temp. 57.5°F Annual average low temp. 36.9°F Annual average high temp. 781°F Annual average precipitation 16.5 in. Annual average snowfall 49.0 in. Annual average wind speed 8.8 mi/hr Predominate wind direction S.W. (from the) The City of Spokane is the largest city in the Inland Northwest. It is the trade and medical center for a 36 county region covering eastern Washington,north Idaho,western Montana,British Cohunbia,and Alberta. Spokane County has an area of 1,758 square miles and includes 2,958 miles of county roads. I-90: Spokane River: Spokane International Airport: Burlington Northern Railroad: Four rivers Seventy-six plotted lakes are located within 50 miles of Spokane. Spokane County is the 4th largest county in Washington State encompassing 1,758 square miles. Spokane City is the 2nd largest city in the state and is the largest metropolitan area between Seattle and Minneapolis,MN Economy The 9largest companies in Spokane are Fairchild Air Force Base, Spokane School District#81, Sacred Heart Medical Center, State of Washington,City of Spokane,Empire Health Services, Spokane County,U.S.Federal Government,and the U.S.Postal Service. Spokane County produces a wide variety of raw and manufactured products: ■ Food and agriculture-wheat,fish,fruit,beer,wine,vegetables,hay,and animal fodder. ■ Forest-timber,lumber,building materials,pulp,paper,furniture,and musical instruments. ■ Manufactured-trucks,marine vessels,computers,food processing equipment,test and measuring equipment,mining equipment,medical equipment,sporting goods,gifts,and fine handicrafts. Demographics Source: Office of Financial Manaqement GENERAL COUNTY INFORMATION Amount Rank Population-2007 451,200 4 Unincorporated 126,887 7 Incorporated 324,313 4 Land Area in Square Miles 1,763.64 19 Density(Persons per Square Mile)-2007 255.8 8 CITY AND TOWN POPULATION AS OF APRIL 1,2007 City/Town Population Airway Heights 5,030 Cheney 10,210 Deer Park 3,235 Fairfield 627+ Latah 192" Liberty Lake 6,580 Medical Lake 4,695 Millwood 1,665 Rockford 504+ Spangle 275 Spokane 202,900 Spokane Valley 88,280 Waverly 120" ROSOUTCOS Washington State Einergency Management Division Washington State Coimnunity,Trade and Econoinic Developinent Washington State Government Information and Services Washington State Office of Financial Management,Forecasting Division Hazard Identification and Vulnerability Analysis The updated Mitigation Plan of Apri12007 resulted in the following hazard Evaluation for Spokane: HAZARD EVALUATION Type of Hazard Probability Estimated Losses Flood Low to Moderate Moderate Wildfire Moderate to High Moderate to High Volcano Low to Moderate Moderate Severe Local Storm Moderate to High Moderate Earthquake Moderate Moderate Drought Low to Moderate Moderate Landslide Low Low Terrarism Low Low Hazardous Material Low to Moderate Moderate to High Urban Fire Moderate Low Civil Disturbance Low to Moderate Low to Moderate DROUGHT Definition Drought is a condition of climatic dryness that is severe enough to reduce soil moisture and water and snow levels below the minimum necessary for sustaining plant,aniinal,and economic sy stems. History The Washington State Legislature in 1989 gave pennanent drought relief authority to the Department of Ecology and enabled them to issue orders declaring drought emergencies. Hazard Identification and Vulnerability Analysis Nearly all areas of the state are vulnerable to drought. The area in Central Washington just east of the Cascades is particularly vulnerable. In every drought,agriculture is adversely unpacted,especially in non-irrigated areas such as dry land fanns and rangelands. Droughts impact individuals(farm owners,tenants,and fann laborers),the agricultural industry,and other agriculture-related sectors. Lack of snow pack has forced ski resorts into bankriiptcy. There is increased danger of forest and wildland fires. Millions of board feet of timber have been lost. Loss of forests and trees increases erosion causing serious damage to aquatic life,irrigation, and power development by heavy silting of streams,reservoirs,and rivers. Probleins of domestic and municipal water supplies are historically corrected by building another reservoir,a larger pipeline,a new well,or some other facility. Short-tenn measures,such as using large capacity water tankers to supply doinestic potable water,have also been used. Low streain flows have created high temperatures,oxygen depletion,disease,and lack of spawning areas for our fish resources. Conclusion As a result of droughts, agriculture uses new techniques. Federal and state governments play an active role in developing new water projects and soil conservation programs. RCW 43.83B.400 and Chapter 173-66 WAC pertain to drought relief. Better forest fire protection techniques decrease total acreage burned. Progress is made in dealing with the impact of droughts through proper management of water resources. Drought information collection assists in the formulation of programs for future water-short years. Drought initigation strategies used in Washington State ■ Irrigation prior to forecasted drought ■ Advance warning of changes in streain flows ■ Measureinent of snow pack conditions ■ Studies of areas subject to wind erosion ■ Loans for purchase of seed for spring planting and fuel far farm equipment ■ Limit irrigation and sprinkling ■ Study of ground water supplies ■ Shut down of logging operators ■ Water conservation measures ■ Reduce hydroelectric power use ■ Voluntary energy conservation programs ■ Purchase of out of region energy ■ Cloudseeding ■ Apply for federal drought relief programs ■ State drought legislation ■ Consider emergency supplemental ground water permits Resources Washington State Departinent of Health. Washington State Deparhnent of Ecology Washington State Department of Natural Resources National Weather Service EARTHQUAKE Definition An earthquake is the shaking of the ground caused by an abrupt shift of rock along a fracture in the earth,called a fault. History Washington State, and the Puget Sound basin area in particular,has a history of frequent earthquakes. More than 1,000 earthquakes occur in the state annually. Most earthquakes occur in Western Washington. Several,including the largest earthquake in Washington(1872),occur east of the Cascade Crest[S. end of Lake Chelan]. Spokane received a magnitude of 3.5+in June of 2001 that continued with numerous other smaller quakes through fall of 2001. Hazard Identification and Vulnerability Analysis Washington ranks second in the nation after California among states vulnerable to earthquake damage according to a Federal Einergency Management Agency study. The study predicts Washington is vulnerable to an average annual loss of $228 million. Shallow crustal earthquakes occur within 30 kilometers of the surface. The 1872 magnitude 7.4 earthquake was the largest earthquake in the state and occurred at a depth of 16 kilometers or less. Conclusion People,buildings,einergency services,hospitals,transportation,dams,and electric,natural gas, water and sewer utilities are susceptible to an earthquake. Effects of a major earthquake in the Puget Sound basin are catastrophic,providing the worst-case disaster short of war. Thousands of people could be killed and many tens of thousands injured or left homeless. An earthquake in the Puget Sound basin could directly affect Spokane County either through mutual aid needs or through refugee migration into the county. Earthquake activity in eastern Washington would produce much less dramatic effects. Mitigation activities: ■ Examine, evaluate,and enforce building and zoning codes. ■ Identify geologically hazardous areas and adopt land use policies. ■ Provide public information on actions to take before,during,and after an earthquake. ■ Develop and maintain mitigation,preparedness,response,and recovery programs. ■ Prepare and exercise mutual aid agreements ■ Prepare for mass migration of refugees Resources Washington State Depart�nent of Natural Resources,Geology and Earth Resources Division Washington State Department of Transportation University of Washington Geophysics Prograin United States Geological Survey FLOOD Definition A flood is an inundation of dry land with water. Types of floods in Spokane are primarily river, surface water,and flash. History From 1956 to 1998 there have been 28 federal disaster declarations for major floods in Washington State. Since 1971 every Washington State County has received a federal disaster declaration for flooding. Spokane County has declared local and state/federal disasters for flooding 3 times since 1980. See Table One for list of Floods in Spokane County. Hazard Identification and Vulnerability Analysis Flooding is a natural feature of the climate,topography,and hydrology of Washington State,and of Spokane. Flooding results from bodies of water overflowing their banks; structural failure of dams and levees; acctunulation of runoff surface water; and erosion of a shoreline. Two planning concerns are sudden onset and flood elevation in relation to topography and structures. Other factors contributing to flood damage are water velocity,debris carried by water,duration of flood conditions,and ability of soil to absorb water. Flooding predominates in late winter and early spring due to melting snow,breakaway ice,and rainy weather. ■ Several rivers in Spokane County flood every two to five years,including the Spokane,Little Spokane,and Latah Creek. Flooding on rivers in Spokane County results froin periods of heavy rainfall,inild temperatures,and from the spring runoff of inountain snow pack. ■ During the 1996-97 winter storms, areas not prone to river flooding e�erienced surface water flooding due to high groundwater tables or inadequate urban storm sewer drainage systeins. During Ice Storm(1996), Spokane County residents not living in a floodplain had several inches of water in basements,as a result of groundwater seepage through basement walls. Floods containinated doinestic water supplies,fouled septic systems,and inundated electrical and heating systems. Fire-fighting access was restricted,leaving homes vulnerable to fire. Lake levels were the highest in recent history,and virtually every county had areas of ponding not previously seen. ■ Eastern Washington is prone to flash flooding. Thunderstorms,steep ravines,alluvial fans, dry or frozen ground,and light vegetation,which tends not to absorb moisture,cause the flooding. Flood plains,or areas at risk of flooding,make up less than five percent of the Spokane's total land area. These areas contain an estiinated 1,900 households. All the hoines and citizens that live in them are vulnerable to flood dainage. Only about 22%percent statewide of the homes in flood plains are insured against flood losses. Uninsured homeowners face greater financial liability than they realize. During a typica130-year mortgage period,a home in a mapped floodplain has about a 26 percent chance of being dainaged by a 100-year flood event. The same structure only has about a one-percent chance of being dainaged by fire. Many hoineowners living in floodplains carry fire insurance,yet very few carry flood insurance. Spokane ty/County participates in the National Flood Insurance Program and has developed local ordinances to better regulate and direct development in flood plain areas. These local ordinances regulate planning,construction,operation,and inaintenance of any works, structures, and improvements,private or public. They work to insure that these works are properly planned, constructed,operated,and maintained to avoid adversely influencing the regunen of a stream or body of water or the security of life,healtY�,and properiy against dainage by floodwater. Conclusion Many hoines,located in flood plains,are vulnerable to flood damage. Adding to this vulnerability is new growth creating pressure to develop marginal land located near flood plains. As developinent increases,drainage basins are "built-out,"and the vohune of storm water runoff and the area that it floods will increase. As a result,homes that were once outside mapped flood plains face a threat of flooding. Currently,35-40 percent of the National Flood Insurance claims come froin outside the mapped flood plains. Human-made developments within flood plains should be limited to non-structures such as parks,golf courses,and fanns. These facilities have the least potential for da�nage,but inaYimize land use. The public should be made aware of hazardous areas and given information on flood insurance, initigation,preparedness,response,and recovery. Local jurisdiction emergency inanagement plans should establish warning,evacuation,housing,and other einergency procedures. The National Weather Service has an extensive river and weather monitoring system and provides flood watch and warning information to the public via radio,television,Internet, Teletype,and telephone. The United States Army Corps of Engineers,under PL 84-99,has the authority to assist public entities in flood fighting and rescue operations and to protect,repair,and restore federally constructed flood control works threatened,dainaged,or destroyed by a flood. Resources United States Army Corps of Engineers Federal Emergency Management Agency National Weather Service Washington State Einergency Management Division Table One Floods Date Occurrence March 1963 Flooding occurred in the counties of Columbia,Garf'ield, Grant,Whitman,and S okane. Federal disaster number 146 was assi ned for the event. February 1996 Heavy rains caused flooding in the counties of Adams,Asotin,Benton,Clark, Columbia,Cowlitz, Garf'ield,Grays Harbor,King,Kitsap,Kittitas,Klickitat, Lewis,Lincoln,Pierce, Skagit, Skamania, Snohomish, Spokane,Thurston, Wahkiakum,Walla Walla,Whitman, and Yakima and the Yakima Indian Reservation. Snowfall beginning January 26, 1996,followed by heavy rain in February,mild temperatures,and mountain snow melt caused severe flooding tY�roughout the entire northwest.Three people died in Washington. Snow closed Interstate 90 at Snoqualinie Pass. Mudslides and flooding closed Interstate 5 in Lewis County. Record floods occurred on the Columbia, Snoqualmie, Cedar, Chehelis,Nisqually, Skookumchuck,Klickitat, Skokomish,Cowlitz,Yakima, Naches,Palouse,Walla Walla Rivers,and Latah Creek. Federal disaster number ll00 was assigned for the event. Deceinber 1996- Rain,ice, and snow caused flooding. Federal disaster number ll 59 was assigned January 1997 for counties of Adams,Asotin,Benton,Chelan,Clallam, Clark,Columbia, Cowlitz,Douglas,Ferry,Franklin,Garfield,Grant,Grays Harbor,Island, Jefferson,King,Kitsap,Kittitas,Klickitat,Lewis,Lincoln,Mason,Okanogan, Pacific,Pend Oreille,Pierce, San Juan, Skagit, Skamania, Snohomish,Spokane, Stevens,Thurston,Walla Walla,Whatcom, and Yakima. LANDSLIDE Definition Landslide is the sliding moveinent of masses of loosened rock and soil down a hillside or slope. Landslide causes depend on rock type,precipitation,seismic shaking,land development and zoning practices,soil coinposition,moisture,and slope steepness. History In 1872,a landslide triggered by an earthquake blocked the flow of the Columbia River north of Wenatchee for several days. Areas historically subject to landslides include the Columbia River Gorge,the banks of Lake Roosevelt,and the Puget Sound coastal bluffs. One of the largest known active, single-block landslide areas in the United States is near Stevenson in Skainania County. Spokane County does not have a history of landslide disasters. Hazard Identification and Vulnerability Analysis Landslides range from shallow debris flows to deep-seated shunps. They destroy homes, businesses,and public buildings,undermine bridges,derail railroad cars,interrupt transportation infrastructure,dainage utilities,and take lives. Sinkholes affect roads and utilities. Losses [often] go unrecorded because of no claims to insurance companies,no report to einergency management,no media coverage,ar the transportation damages which are recorded as maintenance. Due to population density and desire of people to have a home with a view,an increasing number of structures are built on top of or below slopes subject to land sliding. Inconsistent slope mapping and land use regulations in landslide areas make the public unaware of the risk associated in building in potentially vulnerable areas. Land is not stable indefmitely. People believe that if a bluff has reinained stable for the last 50 years,it will remain so far the next 50 years regardless of the development or maintenance. Land stability cannot be absolutely predicted with current technology. The best design and construction measures are still vulnerable to slope failure. The amount of protection,usually correlated to cost,is proportional to the level of risk reduction. Debris and vegetation manageinent is integral to prevent landslide dainages. Corrective measures help,but still leaves the property vulnerable to risk. These are characteristics that inay be indicative of a landside hazard area: • Bluff retreat caused by sloughing of bluff sediments,resulting in a vertical bluff face with little vegetation. • Pre-existing landside area. • Tension or ground cracks along or near the edge of the top of a bluff. • Structural damage caused by settling and cracking of building foundations and separation of steps from the main structure. • Toppling,bowed or jacksawed trees. • Gullying and surface erosion. • Mid-slope ground water seepage froin a bluff face. Conclusion By studying the effects of landslides in slide prone areas we can plan for the future. More needs to be done to educate the public and to prevent development in vulnerable areas. WAC 365-190- 080 states that geologically hazardous areas pose a threat to the health and safety of citizens when incompatible development is sited in areas of significant hazard. Some hazards can be mitigated by engineering,design,or construction so that risks are acceptable. When technology cannot reduce the risk to acceptable levels,building in hazardous areas should be avoided. Ordinances identifying geological hazards are now in place in Spokane County. Information regarding steep slope hazards is available from the Spokane County Planning and Building department. Landslide losses are reduced 95-100 percent where the established ordinances are rigorously applied. The least expensive and most effective landslide loss reduction measure is by avoidance.The next most econoinical solution is mitigation using qualified expertise with an investigation report review process. The most costly is repair of landslide damages. The cost of proper mitigation is about one percent of the costs otherwise incurred through losses and litigation. Resources Washington State Departinent of Natural Resources Federal Emergency Management Agency United States Anny Corps of Engineers National Weather Service SEVERE LOCAL STORM Definition An atmospheric disturbance manifested in strong winds accompanied by rain,snow,or other precipitation,and often by thunder or lightning. History During the 1996-97 winter storms,high snowfall and cold temperatures resulted in significant snow accumulations. The accumulations aggravated by rain,drifting snow,and ice in roof drains caused excessive weight and the collapse of structures. High winds and ice contributed to the repeated and extended power outages to over 100,000 power custoiners during December 1996-February 1997. In 1997, 14 tornadoes struck Washington. In May 1997,Tacoina experienced a sinall tornado that did an estimated$125,000 damage in a narrow swath across ten city blocks. Tornadoes also touched down north of Spokane and east of Vancouver the same day. Tornadoes in Spokane County are infrequent and touchdowns are not consistent or specific to any particular area within the county. See Table Two for list of Severe Local Storms in Spokane County. Hazard Identification and Vulnerability Analysis All areas of Spokane County are vulnerable to the severe local storms. The affects are generally transportation probleins and loss of utilities. Transportation accidents occur,motorists are stranded and schools,businesses,and industries close. The affects vary with the intensity of the storm,the level of preparation by local jurisdictions and residents,and the equipment and staff available to perform tasks to lessen the effects of severe local storms. Most storms move into Washington from the ocean with a southwest to northeast airflow. Maritime air reaching the Olympic Mountains rises upwards and cools. As this airflow reaches higher elevations and cools,there is less ability to hold moisture and rain occurs. ■ Windstorms with sustained winds of 50 miles per hour are powerful enough to cause significant damage and occur frequently. Affected areas are primarily located at the openings of long passes through the mountains,at the base of the inountains,and at the edges of large expanses of open water. ■ Tornado funnel shaped clouds generally affect areas of 3/4 of a mile wide and 16 miles long. Tornadoes are produced by strong thunderstonns that produce damaging hail,heavy rain,and wind. ■ Blizzards and snowstonns accoinpanied by high wind and drifting snow occur occasionally throughout the state. ■ Ice stonns occur when rain falls from a warm,moist,layer of ahnosphere into a below freezing,drier layer near the ground. The rain freezes on contact with the cold ground and exposed surfaces causing dainage to trees,utility wires,and structures. ■ Hailstorms occur when freezing water in thunderstonn clouds accumulates in layers around an icy core. Hail damages crops, structures,and transportation systems. ■ Dust storms occur east of the Cascades. Wind,following dry periods,blows dirt and light debris aloft. Extreme heat temperatures during the sliiiniier months occur primarily in Eastern Washington. Individuals,pets,livestock,wildlife, and crops are all affected. Conclusion Spokane County plans should reflect warning and notification of the public,prioritization of roads and streets to be cleared,provision of einergency services,mutual aid with other public entities,procedures for requesting state and federal assistance if needed. To prepare for severe local storms,local jurisdictions should provide public infonnation on einergency preparedness and self-help. Resources National Oceanic and Atmospheric Adininistration Seattle Weather Service National Weather Service, Spokane Office Table Two Severe Local Storms Date Storm T e Descri tion August Heat Spokane had ll consecutive days with 90 degrees or warmer. The 1967 heat wave affected Eastern Washington and Northern Idaho. Apri15 Tornado In Vancouver,a tornado damaged an area 9 miles long and one 1972 quarter of mile wide causing extensive damage to an elementary school,shopping center,houses,utility lines,and trees. At the shopping center six people were killed, 11 critically injured,and 300 people treated for minor injuries. Damages were estimated at 6 million dollars. Tornadoes also touched down Spokane and Stevens Counties. November Wind High winds in Western and Eastern Washington. 1981 Deceinber Rain,flood, Storms starting in California generated winds of 100 miles per hour 1995 and wind continued north causing three states,including Washington,to issue disaster proclamations.FEMA disaster number 1079 was issued for the incident. February 7 Rain and The Washington State Emergency Operations Center(EOC) 1996 flood activated to handle severe floods covering [the] state. They were considered the most destructive and costly in state history and 19 counties were issued Presidential disaster declarations.Three people were killed. Total damages were estimated at$400 million,an estimated 691 homes destroyed and 4,564 damaged. The EOC remained activated through February 23. FEMA disaster number ll 00 was issued for the incident. Apri124 Rain,flood, The EOC activated because the state was covered with flooding 1996 and wind rivers and high wind warnings. Six counties including Spokane declared states of emergency.The EOC reinained activated until A ri125. Table Two Severe Local Storms Date Storm T e Descri tion Noveinber 19 Ice storm The EOC activated in response to stonn conditions around the state. 1996 The city of Spokane and Spokane County declared an emergency and 100,000 customers were without power for nearly two weeks. In Puget Sound 50,000 customers were without power as well as thousand others across the state.There were 4 deaths and$22 inillion in dainages. The EOC remained activated until December 1. FEMA disaster number ll 52 was issued for the storm. Deceinber 4, Winter storm, The EOC activated in response to stonns rushing across the state, 1996 ice,wind, and which caused road closures and power outages. Pend Oreille gale warning County declared an einergency because of snow and power outages. The governor proclaimed emergencies for Pend Oreille and all of Spokane County. The EOC remained activated until December 5. This stonn was art of FEMA disaster 1152. December 26 Winter storm, The EOC activated in response to storms fronts pushing across the 1996 wind,gale state causing structures to collapse under the heavy weight of snow, warning, road closures,power outages,landslides,and 20 weather related flood, deaths. The governor declared emergencies for 37 counties—only landslide,and Douglas and Franklin Counties were not included. The Washington avalanche National Guard had ll 0 personnel on active duty. The EOC remained activated until January 15, 1997. FEMA disaster number 1159 was issued for the storm. March 18 Rain and The State EOC activated in response to widespread flooding 1997 flood throughout Washington State and reinained activated until March 26. May 31 Tornado and A total of 4 tornadoes touched down in Spokane and Stevens plus 1997 thunderstonn one in Tacoina and one in Vancouver. Thunderstorms produced hail up to 3 inches in diameter,heavy rain,flash flooding,and 80 mile per hour winds. November 19 Winter storm The EOC activated for problems associated with forecast high 1998 winds. Winds of 80 miles per hour were recorded toppling trees and causing power outages to 15,000 customers. The EOC remained activated until November 23. TSUNAMI Definition A tsunami is a series of traveling ocean waves of long length generated by earthquakes,volcanic eruptions,and landslides occurring below the ocean floor. It is sometimes preceded by a recession of water that reseinbles an extreme low tide. Waves are induced locally off the coast of Washington or at a considerable distance,such as from the Pacific Ocean,Alaska,or Japan. History Spokane is not at risk for tsunamis. Spokane may be at some time in the unforeseen future be subject to the receipt of refugees from counties west of the Cascades following earthquakes or volcanic eruptions of which tsuna�nis may be a part. Mutual aid agreements may also be called upon. Studies indicate that about a dozen very large earthquakes with magnitudes of 8 or more have occurred in the Cascadia Subduction Zone about 50 miles west of Washington. Computer models indicate that tsunainis waves might have ranged from 5 to 55 feet in height and could affect the entire coast. Hazard Identification and Vulnerability Analysis Spokane is at a very low risk for tsunamis. Conclusion Spokane is at a very low risk for tsunamis. Resources United States Geological Survey National Oceanic and Atmospheric Administration National Weather Service Washington Department of Natural Resources,Geology and Earth Resources Division Washington State Deparhnent of Ecology Washington State Einergency Management Division VOLCANO Definition A volcano is a vent in the earth's crust through which molten rock,rock fragments,gases,and ashes are ejected from the earth's interior. A volcano creates a mountain when magma erupts from the earth's interior through a vent in the earth's crust and lava flows onto the earth's surface. History On May 18, 1980 at 8:32 in the morning,Mount St.Helens erupted killing 57 people. After a 51 magnitude earthquake the volcano's suminit slid away in a huge landslide,the largest on earth's recorded history. The landslide depressurized the volcano's inagina system,triggering a powerful explosion that ripped through the sliding debris. Rock,ash,volcanic gas,and steam were blasted upwards and outward to the north. The lateral blast produced a column of ash and gas that rose more than 15 iniles into the at�nosphere in 15 minutes. Froin a second eruption,inagina erupted explosively from the newly created crater. Then avalanches of hot ash,pumice,and gas(pyroclastic flows)poured out of the crater and spread 5 miles to the north. Over the course of the day,prevailing winds blew 520 million tons of ash eastward across the United States and caused complete darkness in Spokane. Hazard Identification and Vulnerability Analysis Spokane does not have any volcanoes. The nearest volcanoes are within the Cascade Range 225 miles away. Spokane is,however,down wind of 4 volcanoes,Mt Rainier,Mt St Helens,Mt Adams and Mt Hood,in Oregon. Scientists define a volcano as active if it has erupted in historic time or is seismically or geothermally active. By this definition Mount Rainier,Mount Baker, Mount St.Helens,and Mt Hood are active volcanoes. Even Glacier Peak has erupted as recently as a thousand years ago and possibly even as late as the 17th century. Mount Adains is also capable of renewed activity. Volcanoes cormnonly repeat their past behavior. It is likely that the types,frequencies,and magnitudes of past activity will be repeated in the future. Volcanoes usually exhibit warning signs that can be detected by instnunents or observations before erupting. However,explosions caused by heated inaterial coming into contact with ground water can happen without warning. In the future Washington State can expect from its Cascade volcanoes avalanches,lahars (mudflows),lava flows,pyroclastic flows,and tephra falls(includes volcanic ash),and collapse of a sector of a volcano.Valleys are vulnerable to lahars,volcanic debris flows,and sedimentation,which can destroy lakes,streains,and structures. Areas downwind of a volcano eruption are vulnerable to reduced visibility,ash fall,and caustic gases. Spokane is as risk only to long-range carriage and fallout from volcanic ash, a potential respiratory hazard for many Spokane residents,especially for those with chronic respiratory conditions. Some of the after effects of a volcanic eruption that inay directly affect Spokane are: ■ Tephra falls from explosive eruptions that blast fraginents of rock into the air. Large fraginents fall to the ground close to the volcano. Sinall fragments and ash can travel thousand of iniles downwind. ■ Ash falls that are harsh,acidic,gritty,smelly, and causes lung damage to the young,old,or people suffering from respiratory probleins. Heavy ash can clog breathing passages and cause death.When cloud sulfur dioxide combines with water it forms diluted sulfuric acid that causes burns to skin, eyes,inucous membranes,nose,and throat.Acid rains affect water supplies, strip and burn foliage,strip paint,corrode machinery,and dissolve fabric.Heavy ash falls blots out light. Heavy deinand for electric light and air conditioning cause a drain on power supplies. Ash clogs waterways and inachinery. It causes electrical short circuits, drifts into roadways,railways,and runways.Very fine ash is hannful to electronic equipment. The weight of ash causes structural collapse,particularly when it becomes water saturated. Because it is carried by winds it continues as a hazard to machinery and transportation systems for months after the eruption. ■ Volcanic earthquakes that are generally confined near a volcano. There are some exceptions, such as with the "St.Helens seismic zone"and"West Rainier zone"where a regional tectonic fault(shallow crustal structure)is situated close to a volcano. All Washington State volcanoes are close to areas of seismicity producing tremors with volcanic potential. Conclusion The state,federal,and local governments have joined to develop volcanic hazard plans that address issues of emergency response and strategies for expanded public awareness and initigations. There are plans in existence for Mount St.Helens,Mount Rainier,and Mount Baker and in progress for Glacier Peak. Volcanic hazard analyses are published by the U.S.Departinent of Interior for Mount Rainier, Mount Baker,Mount St.Helens,Mount Ada�ns, and Glacier Peak. As part of their comprehensive planning process,local jurisdictions are encouraged to consider debris avalanche, mudflow, and eruption hazards from these volcanoes. Resources United States Department of Agriculture United States Forest Service National Weather Service United States Deparhnent of Justice United States Geological Survey,David A.Johnston Cascade Volcano Observatory Washington Department of Natural Resources, Geology and Earth Resources Division University of Washington,Geophysics Program WILDLAND FIRE Definition Wildland fires are the uncontrolled destruction of forests,brush,field crops and grasslands caused by nature or humans. History The 2000 fire season in Washington State was the worst since the Chelan County fires in 1994. The Governor signed a proclamation early in the fire season because the Northwest United States was experiencing a disastrous fire season. The proclamation authorized firefighting training for the National Guard in the event federal,state,local and contracted firefighting resources would be unable to handle the fires. The state inobilized fire service resources 6 tiines from throughout the state including Spokane to fight wildland fires in Central Washington that burned over 300,000 acres. National Guard helicopters were sent to two of the fires and hand crew to one. See Table Thee for list of Wildland Fires. Hazard Identification and Vulnerability Analysis The fire season runs from mid-May through October. Dry periods can extend the season. The possibility of a wildland fire depends on fuel availability,topography, the tune of year,weather, and activities such as debris burning, land clearing, cainping, and recreation. In Washington, wildland fires started inost often in lawns,fields,or open areas,transportation areas, and wooded wildland areas. They are usually extinguished while less than one acre, but can spread to over 100,000 acres and may require thousands of firefighters several weeks to extinguish. In Washington State,wildland fire protection is provided by federal, state,county, city, and private fire protection agencies and private timber companies. Wildland fires responded to by city and county fire departments were largely started by human causes. Included in the list of human causes are cigarettes, fireworks, and outdoor burning. Wildland fires started by heat spark einber or flaines caused the largest dollar loss, followed by debris burning and cigarettes. Loss per incident for debris fires is three tunes higher than any other fire cause. The effects of wildland fires vary with intensity, area, and tune of year. Factors affecting the degree of risk include rainfall,type of vegetation, and proximity to firefighting agencies. Short- term loss is the complete destruction of valuable resources, such as timber, wildlife habitat, scenic vistas, and watersheds. Vulnerability to flooding increases due to the destruction of watersheds. Long-tenn effects are reduced amounts of timber for building and recreational areas. Although crops and archards are tenth on the list of properties damaged, they had the third highest dollar loss,the highest value,and the greatest potential loss. Conclusion Building near wildlands increases loss from fires. Often,structures are built with minimal awareness of the need for fire protection. Wildland fires occur with regularity in Washington State. There are a number of ways to reduce wildland fires and miniinize injury and properiy loss. Mitigation activities: • Educate public and enforce ordinances • Develop fire detection programs and emergency communications systems • Exercise warning systems and evacuation plans • Plan escape routes for personnel living in wildlands • Close roads during fires • Properiy owner precautions ✓ Maintain appropriate defensible space around homes ✓ Provide access routes and turnarounds for emergency equipment ✓ Minimize fuel hazards adj acent to homes ✓ Use fire-resistant roofing inaterials ✓ Maintain water supplies • Ensure that home address is visible to first responders Resources Fire Services National Weather Service Washington State Patrol,Fire Protection Bureau Washington State Department of Natural Resources,Resource Protection Division Washington State Emergency Manageinent Division Table Three Wildland Fires Date Name Area Acres eath s August 20, 1910 Great Idaho Fire Over 150,000 acres burned in 3,000,00 85 S okane and Pend Oreille Counties. 1987 Han man Hills S okane-24 residences lost 1,50 2 October 1991 Firestorm 1991 93 fires destroyed ll4 homes and 40 35,00 1 uildings in Ferry,Lincoln, Stevens, end Oreille,Spokane,and Whitman Counties. August 12, 1996 Bowie Road Spokane County 3,00 August 14, 1997 ewkirk/Redlake Spokane and Stevens Counties 1,75 CHEMICAL Definition Cheinical hazard is the release of toxic agents into the atmosphere that can harm population, animals,and food supplies. Hazardous cheinicals,such as a�nmonia,chlorine,propane,and others,are heavily used for various agricultural and inanufacturing processes at inany locations throughout the state. The Uinatilla Chemical Depot(iJMCD)in Oregon is a special interest facility, a military arsenal storing nerve and blister chemical munitions capable of causing death. History In 1986,Congress passed legislation requiring the United States Army to dispose of its stockpile of chemical weapons by 2007,as required by international treaty. The federal legislation also directed that"maYimtun protection"be provided for the public and the environment during the destruction process. The Cheinical Stockpile Emergency Preparedness Program(CSEPP)was developed to assist state and local governinents in providing "inaYimuin protection." Incineration operations have been successful at Johnson Island in the South Pacific and at Tooele Anny Depot in Utah. A burn facility at UMCD is under construction with incineration scheduled to start in 2001 and continue for three years. To date,there has been no release of chemical agent from the UMCD that has affected Washington State. Hazard Identification and Vulnerability Analysis Hazardous chemicals are used for a variety of purposes in Spokane. Ammonia is used as a refrigerant,in agriculture,and in wastewater treatinent. Chlorine is used in wastewater treatment,sanitization of drinking water and swiimning pools,aluininum manufacturing,and for bleaching paper,wood pulp,and textiles. Propane is widely used as a fuel. Nearly every community in Spokane has a chemical hazard that should be included in public education and emergency planning. The UMCD stockpile includes approximately 3,717 tons of blister and nerve agents. The moveinent of agents from storage to incineration facilities increases the risk of an accidental release. Possible triggers for an accidental release also include an aircraft crash directly on the installation and earthquakes.Additionally,the high political profile of chemical storage depots increases their vulnerability to terrorist actions. For CSEPP,the area around the UMCD is divided into emergency planning zones(EPZs). The area surrounding the chemical storage area,out to a distance of approxiinately siY miles,is called the I�mnediate Response Zone(IRZ). This area could have less than an hour response time, depending on weather conditions,and inay receive the highest concentration of agents.There is a 42-mile stretch of the Columbia River that is designated as the Marine Safety Zone (MSZ).Tone Alert Radios(TARs) and sirens alert these two areas. The MSZ may be the most vulnerable as people in boats may be within four miles of the UMCD.The zone from the IRZ to 20 miles from the UMCD is called the Protective Action Zone (PAZ). TARs and highway reader board signs provide protective action information within the PAZ. The Precautionary Zone(PZ)extends froin the PAZ with no outer boundary. The risk of adverse iinpacts to huinans is considered to be negligible in the PZ at this time. Post Gulf War studies on inilitary members potentially e�osed to cheinical weapons during the war with Iraq are ongoing. These studies include the possibility that subclinical exposures to nerve,and other chemical,agents may have unknown short and long term health effects. Spokane is approximately 180 miles down wind of UMCD and therefore any exposure risk to resident's in-county at the tune of a release should be negligible. An accidental release of chemical agent at the UMCD has the potential for creating a plume that could reach approxunately 1,500 residents in the IRZ and PAZ of southern Benton County. A release would affect people cainping in state and local parks along the Columbia River. During fishing and boating season,large nuinbers of people are vulnerable on the Columbia River in the MSZ. Also vulnerable is a large transient population composed of Spanish-speaking farm workers during the harvest season. In addition to the hazard to people,substantial agricultural and fishing industries are also at risk. A major transportation corridor with highways,rail lines, and a navigable waterway passes through the IRZ. Another aspect of the hazard is public perception. Even if not exposed to an actual physical threat,many people may panic,believing chemical agents have affected thein. Vulnerable to a cheinical release from the UMCD are: ■ Unincorporated communities of Plyinouth and Paterson ■ Washington State Patrol port-of-entry on Interstate 82 ■ Several large agricultural operations that einploy large numbers of workers ■ Containination of agricultural products valued at over$5 billion annually Conclusion Emergency response plam�ing in Oregon and Washington is focused on CSEPP. State and local plans and standard operating procedures are prepared.Twenty sirens in the Washington IRZ and Columbia River MSZ provide protection to the public.TARs are distributed to hoines and businesses in the Washington IRZ and PAZ. An extensive microwave radio and coinputer systein supports this alert and warning equipment. Decontamination equipment and personal protective equipment are being issued to first responders and hospital personnel. The equipment supports traffic control operations at several points in southern Benton County and at hospitals assisting during a chemical release event. Training and exercise prograins are under constant refinement to enhance the preparation process. Resources United States Department of the Army Federal Emergency Management Agency Washington State Emergency Management Division CIVIL DISTURBANCE Definition Any incident that disrupts a community where intervention is required to maintain public safety is a civil disturbance. Examples are demonstrations,riots,strikes,public nuisance,and criininal activities. The hazard can surface in any coinmunity and be sparked by racial,ethnic,religious, political,social,or economic reasons. History Washington State witnessed race riots in the 1960s,protests against the Vietnam War in the 1970s,abortion clinic demonstrations in the 1980s,and disturbances stemining from allegations of police brutality in the 1990s. In Seattle a small-scale riot occurred after the 1992 Rodney King verdict. On the night the jury rendered its decision, small groups of people roamed the downtown streets smashing windows, lighting dumpster fires,and overturning cars. The following day some Seattle residents went to Capital Hill where they set fires and attacked the West Precinct Police Headquarters. At 4:30 am on May 3, 1998,the Washington State Emergency Operations Center(EOC)was activated in response to a civil disturbance that occurred at Washington State University in Pullman. The disturbance developed when student's end-of-year celebrations got out of hand. The disturbances consisted of large crowd of students throwing rocks,debris,beer bottles,and starting fires. Students lined the streets throwing bottles,rocks,and debris and starting fires. Local and state law enforcement officials were assembled to restore order and several officials were injured. Washington National Guard units were placed on standby status. The state EOC returned to normal operations later in the day. After Seattle's declaration of emergency created by disturbance and violence during the World Trade Organization meeting,the Washington State EOC activated on November 30, 1999. A Washington State proclamation of emergency allowed commitment of state resources to support affected local jurisdictions. Washington State Patrol,Department of Transportation,National Guard,departinent of Natural resources,Emergency Manageinent Division,and an Incident Management Team provided support. The November 30,2000 anniversary of Seattle's WTO meeting resulted in repeat disturbance,violence and property damage. Hazard Identification and Vulnerability Analysis In the United States,protesters and anarchists tend to practice civil disturbance at large, scheduled peaceful gatherings such as union marches or world and global meetings. Anarchists believe all types of governments and global organizations are oppressive and undesirable and should be abolished. Their activities involve disruption of events,resistance, and rejection of all forms of control and authority. Modern anarchists are well-organized using command centers, tactical communications,and the Internet for planning and operations. Control of anarchists requires police forces trained and experienced in the Incident Command System and riot control. Effects of anarchism include injury to participants,first responders,and spectators and property damage. The last decade has seen increased rioting and looting following sport events,in the United States. Seattle,home of major sport teams,has the potential to have sunilar disturbances. Spokane,home of ininor league sports tea�ns,has much less potential for sports related disturbances. Generally,the cities of Seattle, Spokane,Tacoma,Vancouver,and Bellevue with populations of more than 100,000 are vulnerable to civil disturbances. Smaller college towns like Bellingham, Olympia,and Pullman are also subject to civil disturbances. Olyinpia,the center of state government, faces an increased potential for civil disturbance. Coinmunities with concentrations of ethnic groups and disparate economic status are susceptible to civil disorder. The presence of professional sports teams can be a catalyst for disruptive behavior. Historically,these elements are the most likely to fuel and sustain a disturbance. Violent prison or jail uprisings are rare in Washington State,but are a hazard that coinmunities with these facilities should identify and assess. Spokane has two State institutions,Airway Heights Correction Facility,Pine Lodge Correctional Center and one work release location, Geiger Field,with a total population capacity of nearly 2,300. Additionally, Spokane has two county facilities, Spokane County Jail with a capacity to hold 800 inmates, and a juvenile detention facility,with a capacity of 73. Studies show that overcrowding is one of the major causes of uprisings. Overcrowding requires implementation of tighter internal controls,which are unpopular with the prison population. The Constitutional rights of prisoners are difficult to accommodate with inadequate facilities inaking it difficult to maintain essential services, personal safety,and preservation of property. Conclusion The potential for civil disturbance exists in Spokane. The size of the City of Spokane and the city's capability of hosting world venues are two of inany reasons Spokane has a potential for future civil disturbance. Prisoner unrest is usually handled by the Washington Department of Corrections of local corrections offices. In the event of einergency, Spokane's communities may need to be on alert to protect its citizens. Resources Washington State Office of Financial Management Washington State Patrol Washington State Emergency Management Division Washington State Department of Corrections Spokane Correctional Facilities DAM FAILURE Definition Dam failure is the uncontrolled release of impounded water resulting in downstream flooding, which can affect life and properiy. Flooding,earthquakes,blockages,landslides,lack of maintenance,improper operation,poor construction,vandalism,or terrorism cause dam failures. History In recent years,dain failures in the United States have prompted renewed public and government concern and action. Public Law 92-367,the National Da�n Inspection Act,resulted in the inventorying of dams in the United States and the inspection of non-federal dams nationally. The City of Spokane Upper River Dam failed in 1986 causing extensive da�nage to its hydropower facilities. See Table 4 for table of Dam Failures and Incidents in Spokane. Hazard Identification and Vulnerability Analysis The Department of Ecology,Dam Safety Office,in its 1998 Report to the Legislature stated that the responsibility for the 1025 dams in Washington State rests with several agencies. Dains safety units within the respective federal agencies inspect the 69 federally owned and operated dains. Private engineering consultants inspect the 76 non-federal hydropower dams licensed by the Federal Energy Regulatory Commission. There are currently 880 dains in Washington State under the sole jurisdiction of the Dam Safety Office. There are four dams in Spokane County. Of the dams inspected by the Federal Energy Regulatory Commission,two are situated above populated areas in Spokane. Nearly all of the three dams located upstream of three or more residences(high downstream hazard potential)have previously been inspected and are supposed to be on a yearly inspection cycle. However,a decrease in dam safety engineering staff in 1997 resulted in fewer inspections than necessary to meet the yearly inspection cycle. There are two dains that have a significant downstream hazard potential where one or two homes are at risk in the event of dam failure. In general,periodic inspections and follow-up engineering analysis are conducted to: • Identify defects,especially due to aging • Evaluate dam operations and inaintenance • Assess dam structural integrity and stability • Determining the adequacy of the spillways to acconunodate inajor floods • Assess the stability of dam structures under earthquake conditions As with any hazard, Spokane should consider upstream dams when considering building pennits or development. On average,Washington State experiences a dam failure approximately once every two years. The majority of failures result from inadequate inaintenance and inonitoring of the facilities. Failure of a dam can have many effects such as loss of life and dainage to structures,roads,utilities,crops,and the envirornnent. Economic losses can also result froin a lowered taY base and lack of power profits. Conclusion Three state statutes deal with safety of dams and other hydraulic structures: Chapters 4321A, 8616,and 90.03 RCW. These laws provide authority to approve plans for dains,inspect their construction,inspect hydraulic works,and require appropriate changes in their inaintenance and operation. In addition,regulations,policies and procedures,and guidelines have been adopted. They serve to clarify the mission of the Dain Safety Off'ice and to assist the agencies in their efforts to build,operate,and maintain a safe dains. The failure to implement a suitable operation and maintenance program at dains is a common thread in dain incidents occurring in Washington State. Many inunicipalities operate old reservoir systems and find it difficult to fund effective operation and maintenance programs. While the failure of projects with a high potential for loss of life are increasingly remote,the number of failures of low hazard projects that provide important infrastructure roles are on the rise. With increasing population in the state,homes are frequently being constructed below dains. These dains were not built to the more stringent requirements of high hazard dains,and they present the greatest potential threat to public safety. Da�n Safety Office is atteinpting to exainine these smaller dains and get them on a schedule for comprehensive inspections and repair. Periodic inspections are the primary tool for detecting deficiencies at dams that could lead to failure. Experience shows that corrections of these safety deficiencies in a timely manner can prevent dam failure and other serious incidents from occurring. Periodic inspections help identify dains where significant development has occurred downstream,resulting in the need for more stringent building and planning codes due to greater population at risk. Resources Washington State Department of Ecology,Dam Safety Office National Weather Service Avista Utilities Table Four Dam Failures and Incidents Nature of Failure and Damage Date Name and Location May City of Spokane Hydropower facility failed by overtopping. Lightning 1986 Upriver Dam struck and turbines shut down. Water rose behind dam while trying to restart. Backup power systeins failed and could not raise spillway gates in time. This caused$ll million dainage to facility. Federal disaster number 769 was assigned for this event. HAZARDOUS MATERIAL Definition Hazardous materials are materials,which,because of their cheinical,physical,or biological nature,pose a potential risk to life,health,or properiy when released. A release may occur by spilling,leaking,einitting toxic vapors,or any other process that enables the material to escape its container,enter the environment,and create a potential hazard. The hazard can be explosive, flaminable,combustible,corrosive,reactive,poisonous,toxic materials,biological agents,and radioactive. History The Spokane City Fire HAZMAT teain reported 603 hazardous materials responses in 2001 in Spokane City/County. The continuing increase in responses to clandestine methamphetainine labs is of particular concern. Spokane County Sheriff, Spokane Police Department, Spokane Fire Department HAZMAT team and/or The Deparhnent of Ecology conducted 36 drug lab responses in 1999, 134 in 2000,248 in 2001 and have reported ll 8 for the first siY inonths of 2002. See Table 5 for Spills Report Siiizniiary. Hazard Identification and Vulnerability Analysis Hazardous material incidents are intentional and/or unintentional releases of a material,that because of their cheinical,physical,or biological nature,pose a potential risk to life,health, environment,or property. Each incident's impact and resulting response depend on a multitude of interrelated variables that range from the quantity and specific characteristic of the material to the conditions of the release and area/population centers involved. Releases may be small and easily handled with local response resources or rise to catastrophic levels with long-term consequences that require representatives of federal,state,and local governments to be present at the scene,with each level consisting of personnel from between five and 15 different agencies. The Washington State Hazardous Materials Progra�n consists of several agencies,each responsible for specific elements of the program. A number of strategies have evolved to liinit risk,response to,and recovery from hazardous materials releases,intentional discharges, illegal disposals,or system failures. A comprehensive systein of laws,regulations,and resources are in place to provide far technical assistance,environmental coinpliance, and einergency management. Spokane has a Local Emergency Planning Coinmittee(LEPC). This LEPC,in concert with the Spokane Department of Emergency Management,conduct hazard identification,vulnerability analysis,and risk analysis activities for its jurisdiction. Federal and state statutes require LEPCs to develop and maintain emergency response plans based on the volumes and types of substances found in,ar transported through,their districts. Conclusion The state developed and adopted standardized hazardous materials emergency response training. Training and supporting inaterials are available to all public emergency responders. Spokane County's LEPC conducted commodity flow studies from 1997 through 1999 with funding froin Hazardous Materials Emergency Preparedness Grants. The Washington State Deparhnents of Ecology,Health,Transportation,and the Washington State Patrol maintain hazard identification, vulnerability analysis,and risk analysis documentation and databases for hazardous materials incident. Resources United States Environmental Protection Agency Washington State Department of Ecology Washington State Department of Health Washington State Departinent of Transportation Washington State Patrol Washington State Emergency Management Division Spokane City Fire HAZMAT Table Five Spokane City Fire HAZMAT Responses Year 1999 2000 2001 Drug Lab Responses 0 48 117 Full Response 23 28 42 HAZMAT Investigation 253 284 345 Unknown Substance(AnthraY) 0 0 24 Other HAZMAT Responses 5 77 63 Drug Labs 19 41 72 Miscellaneous Substances 336 877 864 TOTAL 636 1355 1527 LOCAL HAZARD Definition Local hazards occur in jurisdictions but may or may not have a significant impact on large areas of the state. H I St01"�/ As an exainple the 1984 Everett tire fire burned for three months involving four million tires. Toxic sinoke threatened local inhabitants while runoff from firefighter water carried pollutants into the Snohoinish River and the Puget Sound. Hazard Identification and Vulnerability Analysis Areas near hazard locations are vulnerable to the effects of explosions,crashes,fire,and toxic pollution. Local hazards may include: • Grain elevator-dust exploding in confined areas • Tire pile-burning causing air pollution with toxic smoke • Firefighting runoff contaminates water and soil • Fireworks sales locations—explosions,fire • Transportation vehicles such as airplanes,trains,trucks,ferries,and automobiles • Oil refineries,chemical,and pharmaceutical manufacturing and storage locations Conclusion Many hazards exist locally,which are unique to the local jurisdictions. Local emergency managers should be familiar with their hazards,identify thein in their Hazard Identification and Vulnerability Analysis,mitigate their impact,and prepare to respond and recover froin incidents. Resources Spokane Departinent of Emergency Management PIPELINE Definition Pipelines are transportation arteries carrying liquid and gaseous fuels. Pipelines are buried and above ground. History On February 8, 1997,a natural gas pipeline caught fire and exploded near Everson in remote, wooded mountainous terrain and former glacier slide area. A 26-inch pipe carrying natural gas failed because of ground moveinent of water-saturated soil. On February 9, 1997,a natural gas pipeline caught fire and exploded near Kalama in a remote area. Ground movement caused a natural gas pipeline break at a weld and an e�losion resulted. On June 10, 1999,a gasoline pipeline leak caught fire and exploded at Whatcom Falls Park in the city of Bellingham. Two 10-year-old boys burned to death. An 18-year old man was killed after fumes overcame him and he fell in Whatcom Creek and drowned. The ruptured gasoline line spewed 277,000 gallons of gas into a creek bed. Spokane has only had two minor reported insignificant releases within the past ten years. Hazard Identification and Vulnerability Analysis Buried and exposed pipelines are vulnerable to breaks and punctures caused by earth movement and tampering. Fuel leaks cause hazardous materials spills,fires,and explosions. Williams Pipeline West(WPW)owns an interstate pipeline with service from Canada,through Sumas,and north from New Mexico. WPW has lines through Spokane. The pipes are coated with a substance siinilar to mastic. An electron flow on the pipe monitors corrosion.Monitor and compressor stations with telemetry provide the distributor with safety information. Puget Sound Gas and Electric(PG&E)Transmission has a 36-inch pipeline coming from Canada,with service running through parts of Idaho and Spokane. Also Yellowstone and Chevron have own and have pipelines that pass through the greater Spokane area. Both PG&E and WPW have distributors that extend service to homes and businesses. The distribution lines are smaller with less capacity and lower impact. Distribution coinpanies include Puget Sound Energy,Cascade Natural Gas Corporation,Northwest Natural Gas Company,and the Avista Company. Most pipelines are buried;however,there are exposed areas. When crossing rivers,the lines are either attached to a crossing structure or buried below the flood area.In Kala�na,the pipe is under the train trestle. On the White River,it is under the riverbed.There are two sites on the Coluinbia and both are under the riverbed. Pipelines and ROWs are frequently surveyed for land movement. By law,an entire pipeline has 26 fixed wing or rotary wing aerial surveys per year. At least once a year,someone walks the ROW. When indications of potential problems occur,more surveys are conducted,especially following increased rainfall. If a pipeline inoves during land movement, it can sheer. When the sheer moves across abrasive materials or coines in contact with an ignition source,then sparks can cause the fuel to explode or burn. Monitoring markers are used to denote creeping soil inoveinent for potential strain on the pipe. Conclusion Pipeline breaks and punctures are reduced by compliance with safety measures set by the Federal Pipeline Safety Law and following prescribed operations and maintenance procedures. Breaks are reduced by operating with proper pipeline pressure,installing correct thickness and grade of the steel and inonitoring it wear,and reducing third party dainage froin excavators,driving over the lines,and encroachment of pipeline right of ways. Disruption of pipeline service impacts our ability to heat homes and businesses and fuel equipment. It can cause the price of fuel to increase. Resources United States Department of Transportation, Office of Pipeline Safety Washington State Utilities and Transportation Coimnission Washington State Department of Community,Trade and Economic Development,Energy Policy Unit Washington State Departinent of Transportation Washington State Department of Ecology RADIOLOGICAL Definition Radiological hazard is the uncontrolled release of radioactive material that can harm people or damage the environment. Washington State areas capable of radiological release are Energy Northwest's Columbia Generating Station nuclear power plant located 14 miles north northwest of Richland,the United States Department of Energy-Richland Operations (USDOE-RL) Hanford Site,military bases,medical and research facilities,private industry,and trucks,trains, aircraft,and vessels transiting the state carrying radiological materials. History In Washington State,there have been no radiological releases affecting local jurisdictions from the nuclear power facility located near Richland. Commercial nuclear plants began generating power in 1957. The United States has had only one major incident that occurred at the Three Mile Island facility near Harrisburg,Pennsylvania in 1979. Other minor incidents have occurred,but they have been infrequent and have caused few off-site consequences. For more than 40 years,USDOE-RL,Hanford Site inanufactured nuclear materials for the nation's defense programs. Chemical and radioactive wastes contaminate many areas of the site. Clean up of the Hanford Site is the largest environmental restoration effort in the nation today. There was a potential for airborne release of radiation during the May 14, 1997 explosion in the plutonium reclamation facility at Hanford. Another incident at the Hanford Site occurred on January 28, 1998 when approxiinately three ounces of picric acid(equivalent to one third stick of dynamite)was discovered near a radiological control area. The explosive was successfully reinoved and a disaster was averted.Both of these incidents caused the Washington State Emergency Operations Center to activate to monitor the situations. Hazard Identification and Vulnerability Analysis Energy Northwest operates the commercial Columbia Generating Station near Richland. Effects of an emergency at plant could range from no radioactive release to a radioactive release that would initiate the evacuation of the general population within an approximate radius of 10 iniles of the facility. Sirens,tone alert radios,and local inedia stations would alert the coimnunity. Radioactive materials from a release may enter the huinan food chain via crops or dairy products out to an approxiinate radius of 50 miles from the facility. Meteorological conditions can influence the size of the containinated area. It is unlikely that radiation released from this facility would impact Spokane citizens as they reside and work within the county. The USDOE-RL includes spent nuclear fuel storage tanks,mixed waste storage tanks,and other nuclear waste. Large quantities of industrial chemicals and wastes are stored and used around the Hanford Site. An incident could lead to a radiological or chemical hazardous material release. Those vulnerable to the effects of an incident include the Site employees and people in the Richland and surrounding area. Contamination of people,animals,food producers,food processors,and facilities is possible. The event with the most likely offsite consequences is a chlorine leak from one of the water purification facilities. The Washington State Deparhnent of Health,licensee's nearly 400 facilities in the state that uses radioactive inaterials. These are categorized in three major groups:inedical,industrial,and laboratory. Hospitals,clinics,laboratories,and research facilities routinely use radiation in the diagnosis and treatment of inedical and dental patients.Industrial applications include various flow gauges,research and development facilities,and radiography to non-destructively test welds and castings for flaws. Local communities and facilities need to be aware of potentially hazardous nuclear and radiological activities. Military bases such as Fairchild Air Force Base receive,ship,and store nuclear materials. Although great safety precautions are used and the risk is quite low,an accident could occur. Basic local planning is needed to mitigate and respond to potential incidents. Medical,industrial, and research use of radiological materials similarly dictate the need for local emergency planning. Another aspect that contributes to the hazard is public perception. Even if not exposed to an actual physical threat,many people inay panic,believing radiation may have affected thein. Conclusion Spokane is at little risk to the major nuclear and radiological hazards within the state. The Columbia Generating Station emergency preparedness programs of Energy Northwest,the state, and the surrounding counties--Adams,Benton,Franklin,Grant,Walla Walla,and Yakima--are ready to respond to emergencies. State and county plans are updated annually. These plans meet criteria established by the Nuclear Regulatory Corrunission,Washington State,and Federal Emergency Management Agency and are exercised regularly to ensure their effectiveness. The facility,federal, state,and local jurisdictions participate in these exercises and are trained to respond to actual emergencies,if required. And while the probability of a catastrophic hazardous material release is small,the consequences from the radiological and chemical hazardous materials are significant. Emergency management programs in these counties provide a tested emergency response capability designed to protect the people around hazardous areas. Generally,shielding,limited exposure time,and distance from the source are the keys to effective initigation and response. Resources United States Department of Energy United States Department of Defense United States Nuclear Regulatory Commission Federal Emergency Management Agency Washington State Department of Health Washington State Emergency Management Division TERRORISM Definition Terrorism is the unlawful use of force or violence against persons or properiy to intimidate or coerce a government or civilian population,in furtherance of political or social objectives. H I St01"�/ Of the 25 terrorist incidents reported by the Federal Bureau of Investigation(FB�from January 1990 through December 1997,four occurred in Washington State. Two of these incidents were in Tacoma in July 1993. The American Front Skinheads detonated pipe bombs in Tacoma on July 20 and July 22. In Spokane County,the Phineas Priesthood exploded a pipe bomb at the Valley Branch offices of The Spokane-Review newspaper on April 1, 1996 and robbed a Spokane Valley branch of the US Bank ten minutes later.The Phineas Priesthood repeated this inode of operation three months later when they placed a pipe boinb at a Planned Parenthood off'ice in Spokane on July 12. They then robbed the same branch of the US Bank using an AK-47, a 12- gauge shotgun,a revolver,and a 25-pound propane tank bomb. In addition the placeinent and e�losion of a boinb placed at Spokane City Hall in 1996. In February 1999 over 201etters postmarked out of Kentucky were sent throughout the United States with possible AnthraY. The Planned Parenthood office in Spokane received one of these letters. The FBI took charge of the incident. In addition to reported terrorist incidents,the FBI and Bellingham police interdicted a group of terrorist affiliated with the Washington State Militia on July 27, 1996. The group planned to bomb various targets,including a radio tower,bridge,and a train tunnel,while the train was inside. More recently,the FBI and Spokane police,sheriff and fire responded to a hoaY, bioterrorism incident on February 1999. The incident involved a tenant dental clinic in a Planned Parenthood building in the Spokane Valley that received a Christmas card containing an unidentified smudge. The card followed the inodus operandi of 30-plus cards sent to Planned Parenthood offices and other businesses across the nation,some of which had explicit threats claiming exposure to anthraY spores. Seattle also had an anthraY hoaY late that same year. In Washington State in December 1999 when a 33-year-old Algerian man was arrested by U.S. Customs officials while entering the United States in Port Angeles,Washington,aboard a ferry from Victoria,British Columbia. The man was charged with smuggling explosive material into the United States. A former chief of counter-terrorism at the Central Intelligence Agency said the timing devices and nitroglycerine in his possession were the "signature devices" of groups affiliated with Afghan-based Osama bin Laden,an Islamic militant. Because it was highly unlikely the explosive materials could be smuggled onto the commercial aircraft the suspect was scheduled to depart on the next day and he was booked into a motel blocks from Seattle Center, law-enforcement officials investigated the possibility of a terrorist bombing during the Year 2000 New Year's Eve celebration at the Space Needle. New Year's Eve celebrations at the Space Needle traditionally draw tens of thousands of revelers. Let us not forget the September 11, 2001 incidents at the World Trade Center and Pentagon when Osama bin Laden's A1 Queada militants took control and few planes into the two facilities. Hazard Identification and Vulnerability Analysis Terrorism is the outgrowth of a frustrated,extremist fringe of polarized and/or minority groups of people. Extremists have a different concept of morality than the mainstream society. They see issues in terms of black and white. Terrorists groups include: • Ethnic,separatists,and political refugees • Left wing radical organizations • Right wing racists,anti-authority survivalist groups • Extremist issue-oriented groups such as animal rights,environmental,religious,anti- abortionists Communities are vulnerable to terrorist incidents and most have high visibility targets. Targets are usually located near routes with high transportation access. Examples of targets include: • Government off'ice buildings,court houses, schools,hospitals,and shopping centers • Dams,water supplies,power distribution systems • Military installations • Railheads,interstate highways,tunnels,airports,ferries,bridges,seaports,pipelines • Recreational facilities such as sports stadiums,theaters,parks,casinos,concert halls • Financial institutions and banks • Site of historical and symbolic significance • Scientific research facilities,academic institutions,museums • Telecommunications,newspapers,radio and television stations • Chemical,industrial,and petroleum plants;business offices;convention centers • Law,fire,emergency inedical services,and responder facilities and operations centers • Special events,parades,religious services,festivals,celebrations • Planned parenthood facilities and abortion clinics Targets become more appealing when high profile personalities and dignitaries visit them. Sporting events such as the Olympic games and World Cup increase the probability of terrorist targeting. Additionally,international meetings and conventions provide a target rich environment to terrorists.Terrorists have introduced two new wrinkles,which are of growing concern:targeting first responders with secondary devices and Weapons of Mass Destruction (WMD)hoaYes. Spokane is vulnerable to terrorist activity. Spokane has been identified as one of the ll 0 cities nation wide as a likely to have a terrorist incident. Terrorists will go to great lengths to ensure an event produces the intended unpact,even if it means destroying an entire structure or killing thousands. Commercially available materials and agents can be developed into WMD. Science and the Internet have made information relating to WMD technology available to an ever- widening audience,and terrorists and other would-be criminals are using it for WMD experimentation. Experts generally agree that there are five categories of terrorist incidents: biological,chemical,radiological,incendiary,and explosive. Biological agents pose a serious threat because of their accessible nature and the rapid manner in which they spread. These agents are disseminated by the use of aerosols,contaminated food or water supplies,direct skin contact,or injection. Several biological agents can be adapted for use as weapons by terrorists. These agents include anthraY(sometimes found in sheep and cattle), tularemia(rabbit fever),cholera,the plague(sometimes found in prairie dog colonies),and botulism(found in improperly canned food). A biological incident will most likely be first recognized in the hospital emergency room,medical examiners office,or within the public health community long after the terrorist attack. The consequences of such an attack will present communities with an unprecedented requirement to provide mass protective treatinent to exposed populations,mass patient care,inass fatality manageinent,and envirornnental health clean-up procedures and plans. Chemical agents are compounds with unique cheinical properties that can produce lethal or damaging effects in humans, animals,and plants. Cheinical agents can exist as solids,liquids,or gases depending on teinperature and pressure. Most chemical agents are liquid and can be introduced into an unprotected population relatively easily using aerosol generators,e�losive devices,breaking containers,or other forms of covert dissemination. Dispersed as an aerosol, chemical agents have their greatest potential for inflicting mass casualties. Nuclear threat is the use,threatened use,ar threatened detonation of a nuclear bomb or device. At present,there is no known instance in which any non-governinental entity has been able to obtain or produce a nuclear weapon.The inost likely scenario is the detonation of a large conventional e�losive that incorporates nuclear material or detonation of an explosive in close proximity to nuclear materials in use,storage,or transit. Of concern is the increasing frequency of shipinents of radiological inaterials throughout the world. Incendiary devices are either mechanical,electrical,or chemical devices used to intentionally initiate combustion and start fires. Their purpose is to set fire to other materials or structures. These devices may be used singularly or in combination. Explosive incidents account for 70 percent of all terrorist attacks worldwide. Bombs are terrorist's weapon of choice. The Internet and local libraries provide ample information on the design and construction of explosive devices. The FBI reported that 3,163 bombing incidents occurred in the United States in 1994,77 percent were due to explosives. Residential properties are the bombers' most common targets. Conclusion Terrorism is a deliberate strategy with persons' objectives obscured by the fact their acts seem random and indiscriminate. Terrorism is discriininate since it has a definite purpose,but indiscriininate in that the terrorist has neither sympathy or hateful for the randoinly selected victim. Spokane will continue to use existing processes and methodologies developed far the successful inanagement of other hazards to address the threat of terrorism. Usually,the plans and systems developed for other probleins can serve as templates for developing a coinprehensive counter-terrorism program. Hazardous inaterial emergency response plans and procedures are helpful in this arena. First responders must remeinber they are targets during both primary and secondary attacks and that proactive steps need to be taken to protect the crime scene and the evidence. Resources United States Department of Justice,Federal Bureau of Investigation United States Attorney General Washington State Einergency Management Division TRANSPORTATION Definition Transportation systeins in Spokane include road,air,and rail. Use of these systems and supporting transportation vehicles create the opportunity for crashes,emergencies,and disasters. Transportation hazards are natural or human caused. History Road: In 1996,two highway crashes were major einergencies. These crashes involved inultiple car pileups that closed Interstate 5 for hours;detoured traffic clogged other roadways,and overwhelmed local emergency response capabilities. Air:Washington State has not experienced a major air accident,but the likelihood is increasing. A major air accident would almost certainly involve mass casualties. Rail: Washington State experienced rail accidents in recent years. • November 1993:A head on collision of a Union Pacific train and a Burlington Northern train near Kelso killed five-railroad crew. The crash caused an explosion and a fireball was fueled by 10,000 gallons of diesel on the trains. The area is one of the busiest rail corridors in the United States with 60 trains using the two sets of track daily. Aintrak uses these tracks 2 to 3 times per day. Hazard Identification and Vulnerability Analysis Road:Privately owned vehicles and private and public buses provide transportation for individuals in Spokane using freeways,highways,and roads. Trucks and trailers carry interstate and intrastate cargo. Interstate pileups caused by fog,ice,rain,high speeds, and heavy traffic are not common. One of the largest freeway crashes occurred on I-90 in Spokane in 1994. Approximately 25 individuals required transport to area hospitals. Air: In Spokane,a major airline crash will create a mass causality incident with hundreds of injuries or deaths. Hazardous materials incidents are created with fuel spills and dangerous cargo,such as chemicals in a crop duster or an airplane carrying fire retardant. The crash of a military aircraft with munitions,fuel or classified inaterial may require the support of HazMat teams,and explosive ordinance disposal or military security. An airplane crash in a reinote area of the state creates a search and rescue situation. There have been three military crashes in the greater Spokane area over the past fifteen years,two B-52's and a KC 135. Also,numerous smaller airplanes including mail carriers and a patient transport inedical helicopter have crashed. Rail: Rail carriers through Spokane County are Burlington Northern and the Union Pacific for freight,and Amtrak for passenger travel. North, south,east, and west travel is available. The greatest risk associated with freight trains is a spill of hazardous materials. An accident involving an Amtrak train traveling through Spokane County could result in a mass casualty incident. Conclusion Spokane is vulnerable to all types of transportation emergencies. The two major effects of transportation crashes are human injury and hazardous materials releases. Mass casualty incidents can be difficult because of location. Remote locations have lunited resources,make response tune slow, and delay treahnent of the injured. Heavily populated locations have crowd control probleins and slow response tiine due to congestion. The worst type of incident would involve mass casualties and a hazardous material release. The presence of hazardous inaterials slows response to the injured for fear of exposing einergency personnel. Mass casualty events quickly overwhehn local emergency personnel,hospitals,and blood banks. Areas typically plan for these events with inutual aid agreements. The source and location of transportation crashes vary but the response is typically the same. Response is focused on detennining the presence of hazardous materials and then assisting the injured. Resources Washington State Department of Transportation,Aeronautics Division Washington State Continuous Airport System Plan Inventory and Forecasts National Transportation Safety Board Washington State Utilities and Transportation Coimnission Washington State Department of Ecology,Office of Marine Safety URBAN FIRE Definition Urban fire occur primarily in cities or towns with the potential to rapidly spread to adjoining structures. These fires dainage and destroy homes,schools,commercial buildings,and vehicles. History There are over 5,900 career firefighters and 16,800 volunteer firefighters from over 600 fire departments who provide fire services to Washington State communities. These firefighters responded to more than 50,948 fire calls in 1998 that resulted in an estimated $206 million in properiy loss, with an average loss of$4,050 per call. More than 7,000 times each year, or 20 times a day, soineone in Washington State suffers from a fire in his or her home. In 1998, there were 73 fire deaths; 75 percent of these fire deaths occurred in dwellings where people live. 1998 inarked a second consecutive year of no line-of-duty firefighter deaths in Washington State, however there were 237 injuries. Fire deaths in 1998 reached a 14-year high and were more than double 1997 figures. The five- year average for fire deaths was 55 per year. The ten-year average was 62 deaths per year. In Washington State,75 percent of all fire deaths occurred in the home. Of great concern is the link of arson and suspected arson to fire deaths. Hazard Identification and Vulnerability Analysis In Spokane County, 85 percent of identified structure fires occur where people live and 98+ percent of all fire deaths occur in hoines. People are inore at risk froin a fire where they feel safest,where they live. The leading causes of residential fires in Spokane County are from heat from properly operating electrical equipment, inatches or lighters, electrical short-circuit or arc, and heat from wood/paper fueled equipment and smoking. Heat froin properly operating electrical equipment includes electric stoves, electric heaters, and other electrical appliances. Cooking is a leading cause of residential fires and home heating is the second leading cause, as reported to the United States Fire Administration through the National Incident Reporting System. Fires caused by home heating are usually caused by portable space heaters. In Spokane County, fires froin wood or paper fueled equipinent are also significant. The chimney is the third leading area of fire origin. Of the homes where fire deaths occurred,elderly (over 6� and children(less than 4)had the highest fatality rate. Hotels,businesses, and educational buildings follow as the next leading buildings in which fires occur. These occupancy classes and others have special considerations that must be understood in order to protect citizens from fire dangers. Large asseinblies, such as coliseums, retail facilities, and shopping malls are the types of buildings that make communities unique. Community activities often concentrate large numbers of people,creating the risk of large loss of life should a fire occur. To help these buildings be safe from fire, the Uniform Fire Code's international fire safety requirements have been adopted by Washington State. Arson is a violent criine against people. Arson, when combined with suspected arson, was the leading cause of fire deaths in Washington State in 1998. Arson and suspected arson killed one of every eight people who died in a structure fire during that year. Urban communities with newer industrial and business facilities are reasonably secure froin potential conflagration. These buildings are generally constructed of fire resistive materials, protected with automatic sprinkler systems,and reasonably well separated. Although a major fire may occur in such facilities,it would most likely not spread into adjoining structures. This observation is based on the following: • The Uniform Fire Code has required sprinklers in certain industrial and business buildings since 1985. • Fire extinguishing and fire detection systeins were installed during construction • Fire stations are strategically located nearby Conclusion Prevention is a simple solution to reduce destructive fires. It is incuinbent upon each citizen to take the responsibility for his or her family and individual safety and to practice fire and burn prevention. Citizens should insure that the following critical areas of preparedness and prevention are followed to reduce fire deaths and property losses: ✓ Fire sprinklers are the most effective fire protection feature a home can have. Installation of home sprinklers inust be aggressively pursued,especially for the vulnerable populations of the elderly and disabled. ✓ Good public education programs,conducted by fire departments and districts,on fire safety. ✓ Fire alarms,and fire response are important and aid prevention. Spokane adopts nationally recognized building and fire codes and rapidly changing fire and safety developinents. State legislation is continually being developed and adopted to address specific fire-related problems. Resources Washington State Patrol,Fire Protection Bureau Federal Emergency Management Agency,US Fire Adininistration Spokane Pire Districts/Departments SPOKANE WEAPONS OF MASS DESTRUCTION ANNEX December 2009 This Page Intentionally Left Blank TABLE OF CONTENTS WEAPONS OF MASS DESTRUCTION ANNEX 1 L INTRODUCTION A. PURPOSE B. EXPLANATION C. SCOPE IL POLICIES A. AUTHORITIES B. LIMITATIONS IIL SITUATION A. CONDITIONS B. PLANNING ASSUMPTIONS IV. CONCEPT OF OPERATIONS A. CRISIS MANAGEMENT B. CONSEQUENCE MANAGEMENT V. RESPONSIBILITIES A. LOCAL B. STATE C. FEDERAL VL REFERENCES VIL TERMS AND DEFINITIONS VIIL COMPARISON OF WMD AND NATURAL DISASTERS Appendix A.................................................................................................TERRORIST THREATS L DEFINITION II. HISTORICAL EXAMPLES IIL CHARACTERISTICS IV. NUCLEAR TERRORISM A. BACKGROUND B. SABOTAGE C. TRUCK BOMBS D. LOST AND STOLEN NUCLEAR MATERIALS E. COMMUNITY IMPACT F. PREPAREDNESS THROUGH PLANNING V. CHEMICAL TERRORISM A. COMMUNITY IMPACT B. PREPAREDNESS THROUGH PLANNING VL BIOLOGICAL TERRORISM A. COMMUNITY IMPACT B. PREPAREDNESS THROUGH PLANNING Appendiz B......................................................AGENCIES WITH"QUICK"RESPONSE CAPABILITIES L FEDERAL Appendiz C............................................................................................Acronyms and Abbreviations Appendix D.....................................................................................................................Training L BACKGROUND IL DEVELOPMENT OF A TRAINING PACKAGE. IIL DESCRIPTION OF DOMESTIC PREPAREDNESS COURSES. i Updated 12/22/09 Spokane Terrorism(WMD)Annex WEAPONS OF MASS DESTRUCTION ANNEX . 1NTRODUCTION A. PURPOSE To identify agency responsibilities and coordination,response,and management processes for terrorism incidents involving weapons of mass destruction(WMD). To include preparation for,and response to any terrorism incidents where WMD are utilized. B. EXPLANATION Responding to terrorism events involves crisis management and consequence management. "Crisis management"refers to measures to identify,acquire,and plan the use of resources needed to anticipate,prevent,and/or resolve a threat or act of terrorism. 1 Updated 12/22/09 Spokane Terrorism(WMD)Annex Figure 1 —Crisis Management and Consequence Management Interrelationship �� Law � ENFORCEMENT � v O� �Q" TIIREAT ASSESSMENT �� ♦ ��' AND CONSULTATION �� WMD �� TECHNICALSUPPORT � (Fire,Hazmat,EMS,SAR,SWAT,TAC,EDU) �/J_ .�� FOLLOW—ON ASSETS TO SUPPORT THE RESPONSE TO �j CONSEQUENCES ON LIVES AND PROPERTY ��/, I' Source:HHS/FEMA The federal governinent exercises prunary authority to prevent,preeinpt,and tenninate threats or acts of terrorisin and to apprehend and prosecute the perpetrators; state and local governments provide assistance as required. Crisis inanagement is predominantly a law enforcement response. "Consequence management"refers to measures to protect public health and safety,restore essential government services,and provide emergency relief to governments,businesses,and individuals affected by the consequences of terrorism. State and local governments exercise prunary authority to respond to the consequences of terrorism;the federal govermnent provides assistance as required. Consequence management is generally a multifunction response coordinated by einergency management. The figure on the previous page shows the relationship between crisis management and consequence management. 2 Updated 12/22/09 Spokane Terrorism(WMD)Annex C. SCOPE This incident annex provides for a coordinated response to actual or potential terrorisin incidents involving weapons of mass destruction. It includes the appropriate response actions to prevent,miniinize,or mitigate a threat to public health,welfare,or the environinent. In incidents involving chemical weapons, this annex should be used in conjunction with the Spokane City/County Hazardous Material Emergency Response Plan and Einergency Support Function #10 Hazardous Materials of the Spokane City/County Comprehensive Einergency Manageinent Plan.In incidents involving inass casualties this annex should be used in conjunction with Emergency Support Function# 8 Health,Medical,and Morivary Services of the Spokane City/County Coinprehensive Emergency Management Plan. This annex deals strictly with terrorism incidents involving weapons of inass destruction and is not intended for other types of terrorisin incidents e.g.hostage situations,kidnappings,assassinations,ar cyber terrorism. . POLICIES A. AUTHORITIES This incident annex is developed,proinulgated,and maintained pursuant to the following local,state and federal statutes and regulations,and departmental adininistrative guidelines. 1. Local Spokane City/County inter-local Cooperative Agreement#CPR 04-0689, dated 10 August 2004 and City attachments. Spokane City/County Coinprehensive Emergency Manageinent Plan. Spokane County Incident Coimnand System Standard Operating Guidelines. 2. State Revised Code of Washington Chapter 38.12(Militia Officers) Revised Code of Washington Chapter 38.52(Einergency Management) 3 Updated 12/22/09 Spokane Terrorism(WMD)Annex Revised Code of Washington Chapter 38.54(Fire Mobilization) Revised Code of Washington Chapter 68.08(Medical Examiner) Revised Code of Washington Chapter 70136(Hazardous Materials) Washington Adininistrative Code Chapters ll 8.04, ll 8.30, ll 8.33,and 118.40 3. Federal Presidential Decision Directive (PDD)-39 U.S.Policy on Counter terrorism PDD-62 Protection Against Unconventional Threats to Homeland and Americans Overseas. Public Law 93-288, as amended, the Robert T. Stafford Disaster Relief and Emergency Assistance Act. Public Law 920,Federal Civil Defense Act of 1950,as ainended. Public Law 96-342,Improved Civil Defense 1980 Title 18,USC, Section 2332a,Weapons of Mass Destruction Title 18,USC, Sections 175-178,Biological Weapons Anti-Terrorism Act (BWA'1� Title 18,USC, Sections 371-373,Conspiracy Title 18,USC,Sections 871-879,Extortion and Threats Title 18,USC, Section 1365,Tampering with Consumer Products National Incident Management System B. LIMITATIONS There is no guarantee implied by this Annex that a perfect response to a terrorism involving weapons of mass destruction will be practical or possible. 4 Updated 12/22/09 Spokane Terrorism(WMD)Annex • SITUATTON A. CONDITIONS Terrorisin is the unlawful use of force or violence against persons or properiy to intiinidate or coerce governinent or civilian populations in furtherance of political or social objectives. Terrorism incidents may involve mass casualties and dainage to buildings or other properiy. The current threat is mass destruction,which may be carried out by either foreign or domestic groups or individuals. While it is generally assumed that terrorist incidents will occur in large cities,it should be recognized that sinaller coimnunities and targets may be used as"test sites"for a future strike at a large city. In addition,even the most remote areas may find themselves to be the location far terrorists planning strikes and for the inanufacture of weapons. B. PLANNING ASSUMPTIONS 1. No single agency at the local,state,federal,or private-sector level possesses the authority and e�ertise to act alone on the inany difficult issues that may arise in response to a threat or act of terrorisin,particularly if WMD are involved. 2. A terrorist incident will create a need for special response considerations unlike other emergency incident,e.g. a. A terrorism incident is an intentional act designed to maim/kill personnel ar to inspire fear. b. A WMD incident could contain chemical,biological,radiological, nuclear or chemical(CBRNE)agents that are extreinely toxic and not the"typical"hazardous substances generally found at a HAZMAT incident. c. First responders need to be aware of the threat of secondary devices. 5 Updated 12/22/09 Spokane Terrorism(WMD)Annex 3. First responders may not iimnediately recognize a terrorist incident. A responder's ability to recognize the signs of a terrorist event is critical to their safety in responding to this type of incident. 4. Coordination will be required between law enforcement,who will view the incident as a crime scene,and other first responders,who view the scene as a hazardous material and/or mass casualty incident site. 5. Soine cheinical and biological agents may not have immediate adverse effects or may not be detected by conventional methods. 6. An einerging situation may not be recognizable as a terrorist event until there are multiple casualties. 7. There may be multiple events carried out to create a diversion of emergency resources or overwhelm the system. 8. Secondary or delayed devices may be used to cause additional damage and injury to emergency personnel responding to the incident. In the event of biological or chemical releases,first responders may become contaminated or exposed before they are able to recognize the agent involved. 9. Cross-contamination of critical facilities and large geographic areas may result. Victims,not knowing they have been exposed to an agent,may carry containinants to businesses,residences,public transportation, hospitals, and clinics. Emergency responders may unknowingly containinate police and fire stations,emergency rooms or other locations. 10. There will be a stronger,more emotional reaction from the public. While natural disasters create a nuriuring emotional reaction causing people to assist one another,a terrorist event will evoke a reaction of extreme fear and anger. ll. As a terrorist incident escalates,local,state and federal responders will be challenged with the complexity of command and control. There will be a need for close coordination through the Federal Joint Operations Center 6 Updated 12/22/09 Spokane Terrorism(WMD)Annex (JOC),the Spokane Einergency Coordination Center and On-scene Unified Coinmand. 12. Federal assistance to support crisis and consequence manageinent efforts probably will not arrive for at least 6-10 hours after the incident occurs. The following chart shows the potential timelines for Federal assets to arrive in a no-notice CBRNE terrorism incident. Federal Assets Potential Timeline a, Federal Assets � FBI, FEMA, DOD, DHHS EPA DOE, etc. � � 0 � �cal_Response__ _ ___Medical capabilities � ° (if Metro Strike Team) .� � a 0 Technical Assistance 1 2 3 4 5 6 7 S 9 10 12 14 16 18 20 22 24� Crisis Management [FEMA] ours- os nci en [FBI] �> Consequence Management � Note: Ifpre planned or special event—response capabilities move to the left of the timeline. They can be pre- staged and ready to respond immediately. Figure 2—Federal Response Timeline • CONCEPT OF OPERATTONS 7 Updated 12/22/09 Spokane Terrorism(WMD)Annex A. CRISIS MANAGEMENT 1. Federal, state and local law enforcement agencies will be responsible for the gathering and dissemination of intelligence infonnation. Intelligence information,regarding presumed legitimate threats,will be disseininated by the local law enforcement agency to the Director of Emergency manageinent and to any other agency,which may be directly affected by an incident. In inost cases,the ainount of information relayed will be on a need to know basis and inay be lunited to information that a legitimate threat has been received and action is required to place staff in a readiness mode of operation. 2. Possible Terrorist Response Scenarios a. Pre-planned and special events scenario (1) This scenario provides advance notification and allows for planning,coordinating,pre-staging of assets,rehearsing, and conducting joint operations exercises(e.g.,Bloomsday, Hoopfest,FAFB Air show. (2) Local,state and federal assets are pre-deployed and ready to react to any contingency. (3) Unified command will already be in place. b. Threat scenario (1) An articulated threat will immediately initiate the FBI threat assessment process to determine if it is a credible threat or a hoaY. (2) If it is a credible threat,the FBI will notify local,state and federal authorities for appropriate response actions. (3) This scenario may or may not provide adequate time for preparation and pre-deployment of local,state and federal response assets. c. No-notice scenario (1) The local first responder community is the first to arrive on site. 8 Updated 12/22/09 Spokane Terrorism(WMD)Annex (2) The Incident Cormnand System(ICS)is established in accordance with Spokane County Incident Coimnand System Standard Operating Guidelines adopted by the Inland Empire Fire Chiefs and the Inland N.W.Law Enforcement Leadership Group. (3) The Incident Cormnander should know that first responders have liinited logistical and operational resources for the initial critical hours. (4) Local and state authorities request federal assistance in accordance with the established emergency operations plan. (5) The Incident Coinmander needs to be prepared to transition from a single to a unified command,to include the FBUFEMA. The FBI will coordinate the arrival of all federal assets. B. CONSEQUENCE MANAGEMENT 1. Direction and Control a. The Incident Coimnand System(ICS)shall be utilized by all local einergency response agencies when responding to incidents or suspected incidents of terrorism.Unified Command will be established for the manageinent of the incident response activities until such time as it is appropriate for law enforcement to restune full command. b. A command post will be established for the coordination of response activities. c. Terrorist incidents may involve e�losions and/or hazardous materials or biological toxin releases which increase the possibility of inass casualties. The response to this type of HAZMAT event would normally be commanded by the local fire department. d. In some instances,a biological toxin release could occur with no pre-warning. In this case,the first indication of an incident could be an increase in the number of victims showing up at health care facilities. In such cases,the Spokane Regional Health District will 9 Updated 12/22/09 Spokane Terrorism(WMD)Annex coordinate activities until such tiine as it is appropriate for law enforceinent to assume command. e. All acts of terrorisin are considered cruninal activity. As such,law enforceinent will be a participant in unified command. £ The Incident Commander shall provide direction and control over on-scene resources. Personnel shall operate according to specific directives,department policies and procedures and by exercising reasonable personal judginent when unusual or unanticipated situation arise and command guidance is not available. 2. Coordination a. Initial coordination of on-scene emergency activities will normally take place froin a coininand post established by the first arriving law enforcement and fire units to the incident scene. b. The Spokane Emergency Coordination Center(ECC)will be activated to support activities at inajor incidents. The ECC will serve as the coordination point for participating local,state and federal agencies during on-going response and recovery activities. Depending upon the incident,a separate federal joint operations center may also be established. 10 Updated 12/22/09 Spokane Terrorism(WMD)Annex Jar�t Operations Center (JOC) n,�wn�te� � Corr7riand Q-oup comprised of: SIOC Federal,State and local Decision �' Makers Jarrt Operations Cerrter Corrrriand Q-oup* Operations Support Consequence Group Group Group � � �EOC Unified I EOC Corrrr�arid Figure 3—FBI Joint Operations Center(JOC) c. The FBI field office,responsible for the incident site,inodifies its coimnand post to function as the Joint Operations Center(JOC). d. A F.B.I.representative will be in the E.O.C.to coordinate local consequence response activities. e. The JOC will manage the request for deployment of all federal assets. £ The JOC provides coinmunication between: (1) Separate command posts and/or incident sites. ll Updated 12/22/09 Spokane Terrorism(WMD)Annex (2) The Command Group and the Strategic Information Operations Center(SIOC)at FBI Headquarters in Washington,DC. £ The JOC disseininates intelligence information to keep all components of the response force abreast of developing situations that would influence the planning and execution of crisis and consequence management operations. g. Wherever possible,mutual aid agreements among local emergency agencies and the private sector should be developed to promote and facilitate and sharing of resources and expertise. 3. Operational Concepts a. Notification (1) Initial notification of first responder agencies will take place through dispatch. Upon detennination that the event may be an incident of terrorism,dispatch shall notify DEM On-Call Duty Officer and the Spokane office of the FBI. (The Spokane FBI office will contact the Seattle and Coeur d'Alene FBI offices as warranted by the situation.) (2) The DEM On-Call Duty Officer will notify the Washington State Einergency Management Division Duty Officer. (3) Other notifications and requests for outside resources beyond established agreements and procedures shall be inade through the ECC. b. Direction and Control Overall direction and control during response operations will be divided into two levels. (1) Incident Commander operates from the command post and will direct and coordinate field operations. (2) Einergency Coordination Center facilitates inter-agency coordination,inonitors the situation,and reports to authorities and outside agencies. 12 Updated 12/22/09 Spokane Terrorism(WMD)Annex c. Incident Scene Security (1) Local law enforcement agencies are responsible for incident scene and periineter security. Additional on-scene support shall be requested from other local,state and federal agencies through the ECC in accordance with established request—for-assistance protocols. (2) Pre-established security procedures and ineasures shall be unmediately unplemented by the law enforcement Incident Coimnander. Such ineasures shall ensure that only authorized personnel have access to the affected area. The incident shall be protected as a crune scene. (3) Establishing two perimeters is usually beneficial: (a) An outer perimeter restricts unauthorized persons from approaching the incident scene and on-scene emergency operations. (b) An inner perimeter separates the on-scene emergency response and support functions from the incident scene. It helps limit access to the incident scene to properly outf'itted personnel with specific tasks to perform. d. Communications (1) Coinmunications shall be managed through dispatch utilizing standard operating procedures. (2) The established radio frequencies shall be used,in combination with telephones,to provide for complete communications capability. The use of amateur radio operators and frequencies to supplement communications may be requested through the ECC. (3) It is anticipated that responders from outside the local area and from state and federal agencies will operate under separate frequencies. In order to facilitate communications, equipment may be shared or re-distributed in order to provide coinmon equipment and frequency access. This will facilitate effective communications between agencies and departments at the incident as well as between the ECC 13 Updated 12/22/09 Spokane Terrorism(WMD)Annex and the coinmand post. ECC is responsible for providing additional coinmunication equipment as needed. (4) All cormnunications between organizations at an incident shall be in plain talk. No"10 codes"or acronyins shall be used. All communications shall be limited to essential messages. e. Decontamination Decontainination of casualties and first responder equipment will be under fire agency direction. The set up and operation of decontamination stations will be situation dependent using agency developed procedures and protocols. All patients detennined to be contaminated shall be decontaminated prior to transport to a medical facility. £ Mass Casualties Mass casualty inanagement,including triage,treatment and transportation,shall follow the procedures established in Spokane Multi Casualty Incident Plan. Additional planning guidance is provided in the Einergency Support Function of the Spokane Comprehensive Emergency Management Plan(CEMP). g. Fatality Management Fatality management,including incident scene preservation and incidentlscene investigation,reconstruction and the prevention of the corruningling of remains shall follow the procedures of the Spokane County Medical Examiner. Additional planning guidance is provided in the Emergency Support Function#8-Health, Medical,and Mortuary Services section of the Spokane Comprehensive Emergency Management Plan. h. IncidentProcedures Responding agencies are responsible for the development of response procedures for their agency,and for training employees involved in emergency response. Agency procedures are separately published documents that should be developed in coordination with other response agencies in their jurisdiction. 14 Updated 12/22/09 Spokane Terrorism(WMD)Annex i. Training Directors of public safety agencies providing einergency response to incidents of terrorism are responsible for ensuring that appropriate staff are trained in the concepts of this annex and departmental procedures and receive training in terrorism response through available resources. j. Media and Public Information (1) A public information officer will be appointed by the incident coimnander to address initial public information needs from the incident scene. This may include coordinating media releases and arranging contacts between the media and response agencies if appropriate. The public information officer shall be responsible for communicating information to the Einergency Coordination Center. (2) The Joint Infonnation System(JIS)will aid in the coordination of infonnation and a Joint Infonnation Center (JIC)can be established to provide accurate and coordinated ongoing incident information to the public and the media. (3) Representatives from all participating agencies will be offered representation in the JIC. Joint agency releases of infonnation will be the method of providing information to the media and the public (4) The location of the JIC will be dependent upon the incident location and facility availability at the time of the incident. The ECC will be the JIC as the incident unfolds. k. After Action Reports Following any incident of terrorism,an after action review shall be conducted to assess the effectiveness of written plans and procedures,agency readiness,functionality of the incident conunand systein,and identification of areas requiring attention. A representative of each participating agency shall participate in the review and documenting the review in a written report. 15 Updated 12/22/09 Spokane Terrorism(WMD)Annex . RESPONSIBILITIES A. LOCAL The following agencies will provide the core local response to incidents of terrorisin. 1. Spokane Department of Emergency Management a. Providing logistical and other support to first responders upon request froin the Incident Commander. b. Coordinating for the alert and warning of persons located in effected area. c. Serving as liaison between local jurisdictions and response agencies and the Washington State Einergency Management Division for requesting resources when the capabilities of local response agencies are exceeded. d. Providing for information management. e. Emergency Coordination Center Activation as needed. £ Maintain liaison with supporting agencies. g. Coordinate training in emergency procedures involving weapons of mass destruction. 2. Spokane County Medical Examiner a. Assuming overall responsibility far the care,identification,and disposition of the dead and notification of next-of-kin during and after disasters. b. Determining the cause and manner of death and providing information to Public Health and Social Services Vital Records Office for issuance of the death certificate. c. Maintaining a current list of mortuaries,morgues,and other facilities for the care of the dead. Coordinates with these services. 16 Updated 12/22/09 Spokane Terrorism(WMD)Annex d. Selecting suitable facilities for emergency morgues and ensures that qualified personnel operate thein. e. Keeping all necessary records and furnishing the Joint Information Center with a periodically updated casualty list. £ Providing a representative from the Medical Examiner's Officer to the ECC upon request and if available. g. Establishing and maintaining Standard Operating Procedures for disaster responsibilities. h. Obtaining additional supplies,as needed. Including:body bags, tags,special manpower,etc. Additional requests shall be made through the Coininand Post or E.C.C.. i. Originating requests for state and federal assistance 3. Spokane Regional Health District(SRHD) a. Providing preventive medical and health services. b. Controlling communicable diseases. c. Detecting and identify possible sources of contamination dangerous to the general public health of the community. d. Providing a representative to the ECC for coordination of inedical and health services. e. Providing for the coordination of health and sanitation services at mass care facilities. £ Providing for the recording and preservation of death certificates. g. Assisting the State Departinent of Health in providing assessments of the public health impact of terrorist incidents. h. Providing coordination of information with state and federal agencies. 17 Updated 12/22/09 Spokane Terrorism(WMD)Annex i. Providing public information regarding disease prevention and sanitation precautions. j. Providing for mass immunizations or treatment. k. Coordinating with other agencies to insure the safety of food and water supplies. 1. Overseeing disposal of human and solid waste in a manner consistent with public health standards. 4. Critical Incident Stress Management Team The Critical Incident Stress Manageinent Team provides on-scene psychological assessment of first responder personnel during inajor incidents and those of long duration. The primary role of this assessment is to provide guidance in managing incident stress experienced by first responders and mitigate long-term psychological trauina. 5. Law Enforcement a. Identifying,assessing and prioritizing threats. b. Identifying local sources of chemicals that may be used in improvised weapons. c. Ensuring safety of first responders. d. Coordinating control of people. e. Ensuring scene ingress and egress for ambulances and other needed resources. £ Restricting scene access. g. Conducting/coordinating evacuation. h. Providing security and maintain order at decontamination sites, field and area hospitals,functional areas,and command post. i. Collecting/preserving evidence. j. Serving as liaison with other law enforcement agencies. 18 Updated 12/22/09 Spokane Terrorism(WMD)Annex k. Other crisis management activities may include investigation, tracking, and maintaining scene integrity. 1. Manageinent of deceased incident victims at the scene is the responsibility of law enforcement until the medical examiner arrives to claim and relocate bodies. m. May be requested to assist the medical examiners with victim identification. n. Developing adininistrative guidelines and procedures for emergency response and communications to terrorist incidents involving weapons of mass destruction. o. Training all administration,einergency response personnel,and office staff in emergency procedures involving weapons of mass destruction. p. Conducting training exercises and drills to maintain response readiness to terrorist incidents involving weapons of inass destruction. q. Maintaining a resource database of specialized equipment and specialized personnel that could provide support during terrorist incidents involving weapons of mass destruction. r. Initiating mutual aid contingency plan,when needed. s. Supporting emergency operations as defined in agency emergency operating procedures or as requested by the ECC,such as damage assessment. t. Assisting the public in recovery operations as resources allow. u. Providing situation and status reports,upon request,to the ECC. v. Providing an incident/event debriefing and critique for all participating agencies and departments. w. Provide liaison(s)to the FBI JOC. 6. Fire a. Fire suppression. 19 Updated 12/22/09 Spokane Terrorism(WMD)Annex b. Hazardous materials response and/or coordination of response. c. Patient and first responder decontamination. d. Incident command of fire and einergency inedical service operations. e. Providing medical response that includes Advanced and Basic Life Support within the boundaries of depariment training,and capability. £ The first fire department unit at the scene evaluates the situation and makes the decision whether to request additional fire/EMS assistance. g. When the decision is made to upgrade to a Mass Casualty Incident (MC�,the first officer on the scene will serve as the incident commander until relieved The tenn"MCP'shall be used to declare a situation where full unplementation of the Mass Casualty Incident Plan is indicated. Usually this will occur when more than ten patients are encountered. h. The Hazardous Materials Response Team will respond to and mitigate hazardous materials incidents as safely as possible. They will also provide scene control of Hot Zones,exclusionary zones, rescue,decontamination of response personnel and patients,proper protective equipment,reconnaissance,hazard assessment via monitoring,sampling and detection,and other tactical operations as appropriate.They may respond to area hospital to assist in decontamination of walk-in patients. i. Developing administrative guidelines and procedures for emergency response and communications to terrorist incidents involving weapons of mass destruction. j. Maintaining liaison with supporting agencies. k. Training all adininistration,emergency response personnel,and office staff in einergency procedures involving weapons of mass destruction. 1. Conducting training exercises and drills to maintain response readiness to terrorist incidents involving weapons of mass destruction. 20 Updated 12/22/09 Spokane Terrorism(WMD)Annex m. Maintaining a resource database of specialized equipment and specialized personnel that could provide support during terrorist incidents involving weapons of mass destruction. n. Providing teinporary power and emergency lighting at emergency scenes when needed. o. Assisting in warning the public of evacuations,traffic routing, and/ar traffic control,when possible. p. Initiating mutual aid agreements,when needed. q. Initiating county,regional,state fire inobilization via the Fire Mobilization Officer and DEM Duty Officer,when and if required. r. Supporting emergency operations as defined in agency einergency operating procedures or as requested by the ECC,such as damage assessment. s. Assisting the public in recovery operations as resources allow. t. Providing situation and status reports,upon request,to the ECC. u. Providing an incident/event debriefing and critique for all participating agencies and departments. v. Set up helicopter landing zones,as needed. w. Setting up and operating or providing technical assistance in decontamination of casualties or first responder equipment. 7. Ground Ambulance a. Provide Basic and Advanced Life Support services and transport of decontaminated patients. b. Assist in coordinating private ambulance and EMS resources. c. May act as Mass Casualty Incident Transport Leader. d. Coordinate storage and distribution of donated medical supplies. e. Provide a representative to the ECC to coordinate the EMS response, if requested. 21 Updated 12/22/09 Spokane Terrorism(WMD)Annex £ Provide casualty and damage assessment information to the ECC. g. Submitting appropriate forms to recover disaster funds and damages. h. Assisting with evacuation of non-ambulatory and wheelchair bound people. Assist with evacuation of care facilities such as nursing homes and boarding homes. 8. Public Works a. Providing equipment and personnel resources to assist in evacuations. b. Providing equipment and personnel resources to assist in Traffic and crowd control. c. Building evaluations. d. Repair and restoration of damaged or blocked access routes, critical water,electrical,sewer utilities,and storm drains. 9. Spokane Hospitals,Medical Centers and Health Care Facilities a. Respond according to protocols established by each facility for handling contaminated mass casualty patients. b. Establish protocols for handling contaminated"walk-ins". 10. Air Ambulance a. Air Transport. b. Coordinate additional civilian air transport resources. B. STATE The following agencies will provide the core state response to incidents of terrorisin. 1. Department of Agriculture 22 Updated 12/22/09 Spokane Terrorism(WMD)Annex a. Monitoring food,feed and other commodities for containination and ensure that products distributed for consumption are safe. b. Work with local health agencies to provide information to the public regarding food and product safety. c. Laboratory assistance for chemical identification of pesticides or fertilizers used in a terrorist incident. 2. Department of Community Trade and Economic Development The Department of Coimnunity Trade and Econoinic Development is responsible of the implementation of energy allocation and curtailment programs in accordance with the Governors energy emergency powers legislation,which result due to a terrorist event. 3. Department of Ecology a. State On-Scene Coordinator(OSC)for terrorist incidents involving the discharge of hazardous substance. b. Coordinates with the Washington State Patrol,who may assume responsibility as the incident commander,for clean up activities for incidents occurring on or near state highways. c. Coordinates with the Department of Natural Resources,state Emergency Management Division,Department of Fish and Wildlife,Parks and Recreation Commission,and the United States Coast Guard,or the Environmental Protection Agency and local fire agencies as appropriate,for terrorist incidents involving hazardous materials that may or will affect state waters. d. Provides meteorological and air modeling reviews upon request. e. Measures ambient air concentrations for particulate materials, carbon monoxide, sulfur dioxide,and other contaminants. £ Evaluates public health impacts,in coordination with the Department of Health. g. Assisting post-terrorist incident damage assessments. h. Coordinating the state Emergency Water Revolving Account, monitoring state waters suspected of contamination due to a 23 Updated 12/22/09 Spokane Terrorism(WMD)Annex terrorist incident,and providing inaritime expertise and advice to the State On-Scene Coordinator. i. Lead state agency for emergency environmental pollution response and cause investigation. j. May act as technical advisor to the HazMat team for environmental issues or concerns as it relates to storage,handling,initigation and cleanup. 4. Department of Health a. Providing assessments of the public health impact of terrorist incidents. It does this by: (1) Maintaining sentinel surveillance. (2) Identifying infectious disease organisms. (3) Conducting epideiniological investigations. (4) Performing radiological and other environmental health survey s. b. Provides appropriate vaccinations. c. Manages the remains of mass fatality victims in conjunction with the medical exaininer's office. d. Provides technical assistance to health care providers,HazMat teams and facilities. e. Coordinates information with federal agencies,including the Center for Disease Control and Prevention. £ Disseminates information to the general public on appropriate responses through the Joint Information Center(JIC). g. Coordinate the reception and deployment of federal and out-of- state health resources supporting the terrorist incident response and recovery. h. Support to local health agencies includes: 24 Updated 12/22/09 Spokane Terrorism(WMD)Annex (1) Identification,treatinent,and control of communicable and non-communicable diseases. (2) Resources to suppleinent health care services in affected areas. (3) Laboratory support in the detection,identification, and analysis of biological,chemical and radiological agents. (4) Inspection of consumable foods and water supplies. (5) Technological and human exposure assessment. 5. Military Department—Emergency Management Division(WSENID) a. Maintaining continuous preparedness and response capabilities. b. Processing requests for state and federal response related assets and services. c. Coordinating state assets to support local jurisdictions in need of supplemental emergency assistance. d. Maintaining 24-hour capability to receive notification of incidents and requests for assistance and initial notification to local,state and federal response agencies. 6. Military Department—National Guard a. Providing military resources,which include both equipment and personnel to aid in the response to a terrorist event. b. Providing the l Oth Civil Support Detachment(CSD)WMD. The CSD team will deploy to rapidly assess suspected radiological, biological or chemical events in support of the local Incident Commander. c. Provide technical assistance to the HazMat team. 7. Washington State Patrol(WSP) a. Provide law enforcement operations assistance to local governments. 25 Updated 12/22/09 Spokane Terrorism(WMD)Annex b. Serve as Incident Command agency for terrorist events involving hazardous materials on all state and interstate highways and designated political jurisdictions. c. Support inay include evacuation,aerial reconnaissance,and dissemination of warning information,traffic control and security. 8. Department of Transportation The Department of Transportation coordinates the activation of WSDOT personnel and equipment needed to establish traffic control and cleanup activities on state roads and interstate highways. The State Patrol,fire service or the HazMat team may initiate activation 9. Department of Labor and Industries a. Providing workers' compensation benefits to those injured on the job,including during an emergency or disaster. b. Providing medical care and lost earnings supplements to victims of crime who have no other coverage. C. FEDERAL The following agencies will provide the core federal response to incidents of terrorism. 1. Department of Justice PDD-62 validates and reaffinns existing lead agency responsibilities for all facets of the U.S.counter terrorism effort. The Department of Justice is designated as the overall lead federal agency(LFA)far threats or acts of terrorism that take place within the United States until the Attorney General transfers the overall LFA role to Federal Emergency Management Agency (FEMA). The Department of Justice delegates this overall LFA role to the FBI for the operational response. On behalf of the Department of Justice,the FBI will: a. Consult with and advise the White House,through the Attorney General,on policy matters concerning the overall response. 26 Updated 12/22/09 Spokane Terrorism(WMD)Annex b. Designate and establish a Joint Operation Center(JOC)in the field. c. Appoint an FBI On-Scene Commander(OSC)to inanage and coordinate the federal operational response(crisis inanagement and consequence inanageinent). As necessary,the FBI OSC will convene and chair ineetings of operational decision inakers representing lead state and local crisis management agencies, FEMA,and lead state and local consequence manageinent agencies in order to provide an initial assessment of the situation, develop an action plan,inonitor and update operational priorities, and ensure that the overall response (crisis management and consequence management)is consistent with U.S.law and achieves the policy objectives outlined in PDD-39. The FBI and FEMA may involve supporting federal agencies as necessary. d. Issue and track the status of actions assigned by the overall lead federal agency. 2. Federal Bureau of Investigation Under PDD-39,the FBI supports the overall LFA by operating as the lead agency for crisis management. The FBI will: a. Detennine when a threat of terrorisin warrants consultation with the White House,through the Attorney General. b. Advise the White House,through the Attorney General,when the FBI requires assistance for a federal crisis management response, in accordance with the PDD-39,Domestic Deployment Guidelines. c. Work with FEMA to establish and operate a Joint Information Center(JIC)in the field as the focal point for information to the public and the media concerning the federal response to the einergency. d. Establish the prunary federal operations centers for the crisis management response in the field and Washington,D. C. e. Appoint an FBI OSC(or subordinate official)to manage and coordinate the crisis manageinent response. Within this role,the 27 Updated 12/22/09 Spokane Terrorism(WMD)Annex FBI OSC will convene meetings with operational decision makers representing federal, state, and local law enforcement and technical support agencies,as appropriate,to: (1) Formulate incident action plans. (2) Define priorities,review status,resolve conflicts,and identify issues that require decisions from higher authorities. (3) Evaluate the need for additional resources. £ Issue and track the status of crisis management actions assigned by the FBI. g. Designate appropriate liaison and advisory personnel to support FEMA and the local ICS infrastructure. 3. Federal Emergency Management Agency Under PDD-39,FEMA supports the overall LFA as the lead agency for consequence management until the overall LFA role is transferred to FEMA. FEMA will: a. Detennine when consequences are"iiliil�inent"for the purposes of the Stafford Act. b. Consult with the Governor's office and the White House to detennine if a Federal consequence inanagement response is required and if FEMA is directed to use Stafford Act authorities. This process will involve appropriate notification and coordination with the FBI,as the overall LFA. c. Work with the FBI to establish and operate a JIC in the field as the focal point for information to the public and the media concerning the federal response to the emergency. d. Establish the primary federal operations centers for consequence manageinent in the field and Washington, D.C. 28 Updated 12/22/09 Spokane Terrorism(WMD)Annex e. Appoint a Regional Operations Center(ROC)Director or Federal Coordinating Off'icer(FCO)to manage and coordinate the federal consequence management response in support of State and local governments. In coordination with the PBI,the ROC Director or FCO will convene ineetings with decision makers of federal, state, and local emergency manageinent and technical support agencies, as appropriate,to formulate incident action plans,define priorities, review status,resolve conflicts,identify issues that require decisions froin higher authorities, and evaluate the need for additional resources. £ Issue and track the status of consequence manageinent actions assigned by FEMA. g. Designate appropriate liaison and advisory personnel to support the FBI and the local ICS function. 4. Department of Defense In accordance with DOD directives and the Chainnan Joint Chiefs of Staff,DOD will provide inilitary assistance to the LFA and/or Pederal Response Plan Emergency Support Function priinary agencies during all aspects of a terrorist incident upon approval by the Secretary of Defense. DOD assistance could include threat assessinent,DEST deployment, technical advice,operational support,tactical operations,support for civil disturbance,and custody,transportation,and disposal of a WMD device. 5. Department of Energy The Departinent of Energy (DOE)will activate technical operations capabilities to support the federal response to threats or acts of WMD terrorism. In addition,the FBI has concluded formal agreeinents with potential lead federal agencies of the Federal Radiological Emergency Response Plan(FRERP)that provide for interface,coordination,and technical assistance in support of the FBPs mission. If the FRERP is implemented concurrently with the FRP: a. The Federal On-Scene Corrunander under the FRERP will coordinate the FRERP response with the FEMA official(either the ROC Director or the FCO),who is responsible under PDD-39 for coordination of all federal support to state and local governments. b. The FRERP response may include on-site management, radiological inonitoring and assessment,development of federal protective action recommendations,and provisions of infonnation 29 Updated 12/22/09 Spokane Terrorism(WMD)Annex on the radiological response to the public,the White House, Members of Congress,and foreign governinents. The lead federal agency of the FRERP will serve as the priinary federal source of infonnation regarding on-site radiological conditions and off-site radiological effects. c. The lead federal agency of the FRERP will issue tasking that draw upon funding from the responding FRERP agencies. 6. Department of Health and Human Services The Department of Health and Human Services(HHS)will activate technical operations capabilities to support the federal response to threats or acts of WMD terrorism. DHHS may coordinate with individual agencies identified in the DHHS Health and Medical Services Support Plan for the Federal Response to Acts of ChemicaUBiological(CB) Terrorism,to use the structure,relationships,and capabilities described in the HHS plan to support response operations. If the HHS plan is implemented: a. The HHS on-scene representative will coordinate,through the ESF #8—Health and Medical Services Leader,the HHS plan response with the FEMA off'icial(either the ROC Director or the FCO),who is responsible under PD-39 for on-scene coordination of all federal support to State and local governments. b. The DHHS plan response may include threat assessment, consultation,agent identification,epidemiological investigation, hazard detection and reduction,decontamination,public health support,medical support, and pharmaceutical support operations. c. DHHS will issue tasking that draw upon funding from the responding HHS plan agencies. 7. Environmental Protecfion Agency The Environmental Protection Agency (EPA)will activate technical operations capabilities to support the federal response to acts of WMD terrorisin. EPA inay coordinate with individual agencies identified in the National Oil and Hazardous Substances Pollution Contingency Plan (NCP)to use the structure,relationships,and capabilities of the National Response System as described in the NCP to support response operations. If the NCP is implemented: 30 Updated 12/22/09 Spokane Terrorism(WMD)Annex a. The Hazardous Materials On-scene Coordinator under the NCP will coordinate through the ESF#10—Hazardous Materials Chair, the NCP response with the FEMA official(either the ROC Director or the FCO),who is responsible under PDD-39 for on- scene coordination of all federal support to state and local goverrunents. b. The NCP response may include threat assessment,consultation, agent identification,hazard detection and reduction,environmental inonitoring,decontamination,and long-term site restoration (environmental cleanup)operations. 8. American Red Cross(ARC) a. Shelter for disaster clients includes the use of pre-identified shelter sites in existing structures;creation of teinporary facilities or the temporary construction of shelters; and use of similar facilities outside the disaster-affected area,should evacuation be necessary. b. Feeding to disaster clients and emergency workers through a coinbination of fiYed sites,mobile feeding units,and bulk distribution of food. Such operation will be based on sound nutritional standards and will include meeting requirements of disaster victims with special dietary needs. c. Basic emergency first aid to disaster clients and workers at mass care facilities and at designated sites within the disaster area.This service will be supplemental to emergency health and medical services established to meet the needs of disaster victims. d. Disaster welfare information regarding individuals residing within the affected area will be collected and provided to immediate family members outside the affected area through a DWI system. DWI will also be provided to aid in reunification of family members within the affected area who were separated at the time of the disaster. e. Bulk distribution of einergency relief items. Sites will be established within the affected area for bulk distribution of emergency relief iteins to meet urgent needs of disaster clients. REFERENCES 31 Updated 12/22/09 Spokane Terrorism(WMD)Annex Agency for Toxic Substances and Disease Registry–Industrial Chemicals and Terrorisin:Human Health Threat Analysis,Mitigation and Prevention American Red Cross, Spokane County Chapter,Disaster Response Plan American Red Cross"Oklahoma City Bombing Recovery Project" American Red Cross"Statistical Si�irnriary–Oklahoma City Bombing Disaster Response" Spokane City-County Coinprehensive Emergency Manageinent Plan Spokane County Pre-hospital Care Protocols and Guidelines Spokane County Hazardous Material Emergency Response Plan Spokane County Hazard Identification Vulnerability Analysis Spokane County Multi Casualty Incident Plan Department of Defense,Report to Congress:Domestic Preparedness Program in Defense Against Weapons of Mass Destruction,May 1, 1997 Department of Defense,Domestic Preparedness Basic Awareness Course Department of Defense,Domestic Preparedness Responder–Awareness Course Department of Defense,Domestic Preparedness Responder–Operations Course Department of Defense,Domestic Preparedness Incident Command Course Department of Defense,Domestic Preparedness E.M.S.Technician Course Department of Defense,Domestic Preparedness HazMat Technician Course Department of Defense,Domestic Preparedness Hospital Provider Course Emer�enc,�ponse to Terrorism Self-Stud,�U.S.Department of Justice,Office of Justice Programs—Bureau of Justice Assistance,Federal Emergency Management Agency,United States Fire Administration—National Fire Academy August 1997 32 Updated 12/22/09 Spokane Terrorism(WMD)Annex Federal Response Plan Oklahoma State"Mass Fatalities Plan of Operation" Preparin�for Terrorism—An Einer�encv Services Guide,Buck,George,Delinar Publications,Albany,NY, 1998 Presidential Decision Directive 39 (PDD-39),U.S.Policy on Counterterrorism Washington State Comprehensive Emergency Management Plan Washington State Hazard Identification Vulnerability Analysis . TERMS AND DEFINITIONS Biological Agents. The FBI WMD Incident Contingency Plan defines biological agents as microorganisms or toxins from living organisms that have infectious or noninfectious properties that produce lethal or serious effects in plants and animals. Chemical Agents. The FBI WMD Incident Contingency Plan defines chemical agents as solids,liquids,or gases that have chemical properties that produce lethal or serious effects in plants and animals. Consequence Management. FEMA defines consequence management as to protect public health and safety,restore essential government services,and provide emergency relief to governments,businesses and individuals affected by the consequences of terrorism. Credible Threat. The FBI conducts an interagency threat assessinent that indicates that the threat is valid and confinns the involveinent of a WMD in the developing terrorist incident. Crisis Management. The FBI defines crisis manageinent as measures to identify, acquire, and plan the use of resources needed to anticipate,prevent,and/or resolve a threat or act of terrorism. Domestic Emergency Support Team (DEST). The DEST is a rapidly deployable interagency support team established to ensure that the full range of necessary expertise and capabilities are available to the on-scene coordinator. The FBI is responsible for the DEST in doinestic incidents. 33 Updated 12/22/09 Spokane Terrorism(WMD)Annex Nuclear Weapons. The Effects of Nuclear Weapons(DOE, 1977)defines nuclear weapons as weapons that release nuclear energy in an e�losive manner as the result of nuclear chain reactions involving fission and/or fusion of atomic nuclei. Terrorism. The unlawful use of force or threat against persons or property to intunidate or coerce a government,the civilian population,or any segment thereof,in the furtherance of political or social objectives. This definition includes three elements: (1) Terrorist activities are illegal and involve the use of force. (2)The actions are intended to intimidate or coerce. (3)The actions are committed in support of political or social objectives. Terrorist Incident. The FBI defines a terrorist incident as a violent act,or an act dangerous to human life,in violation of the cruninal laws of the United States or of any State,to intimidate or coerce a government,the civilian population,or any segment thereof in furtherance of political or social objectives. Weapon of Mass Destruction. Title 18,U.S.C.2332a,defines a weapon of mass destruction as(1)any destructive device as defined in section 921 of this title, [which reads] any explosive,incendiary,or poison gas,boinb,grenade,rocket having a propellant charge of more than four ounces, inissile having an explosive or incendiary charge of more than one quarter ounce,inine or device sunilar to the above; (2)poison gas;(3)any weapon involving a disease organism; ar(4)any weapon that is designed to release radiation or radioactivity at a level dangerous to human life. Brady:Weapons of Mass Destruction Emergency Care defines WMD as any weapon capable of causing widespread indiscriminate death and destruction.There are five(5)basic types:Biological, Nuclear,Incendiary. COMPARISON OF WMD AND NATURAL DISASTERS The following is a brief comparison of the characteristics of WMD incidents with those of natural disasters. By drawing on the similarities between WMD incidents,local officials can focus on these aspects that are different—the"CBRNE Delta." SIMILARITIES DIFFERENCES May occur without warning Will always be a crime scene. A WMD incident is a deliberate attack designed to maim and kill. May involve mass casualties May not be immediately recognizable. Many chemical and May include property damage biological agents promote symptoms that are similar to other types of illnesses. May not be a single event. There may be multiple incident sites 34 Updated 12/22/09 Spokane Terrorism(WMD)Annex with a WMD event. Place responders at higher risk. Secondary devices may target first responders. May expand geometrically. CBRNE agents are far more toxic than the hazardous inaterials typically found at a HazMat incident. Will instill public panic. IX. WMD Comparisons Infrastructure Environmental Weapon Onset Duration Dama�e Contamination Biological Hours/Days Days/Weeks Minimal Minimal Nuclear Immediate Days/Weeks High High Incendiary Immediate Hours/Days High Minimal Chemical Minutes Minutes/Hours Miniinal High 35 Updated 12/22/09 Spokane Weapons of Mass Destruction Annex TERRORIST THREATS DEFINITION As used in Presidential Decision Directive 39 (PDD-39),terrorism involving weapons of mass destruction refers to"chemical,biological,radiological,nuclear or explosive (CBRNE)materials or weapons used by terrorists." HISTORICAL EXAMPLES A. In 1972,members of a U.S.Fascist group called Order of the Rising Sun were found to be in possession of 30-40 kilograms of typhoid bacteria cultures,with which they planned to contaminate water supplies in Chicago, St.Louis,and other Midwestern cities. B. In April and May of 1979, an anthraY epidemic broke out among residents in the city of Sverdlovsk in the former Soviet Union. Soviet officials claimed at the time that the outbreak stemmed from containinated ineat. The windborne spread of anthraY caused a 6-week epidemic that claimed approximately 661ives. Some of the deaths occurred at victims' homes,in the streets,and in fields. Soviet officials later admitted that the incident resulted from leakage from a biological weapons facility. C. In 1984,two members of an Oregon cult,headed by Bhagwan Shree Rajneesh, cultivated salmonella(foodborne illness)bacteria and used it to containinate restaurant salad bars in an atteinpt to affect the outcome of a local election. Although 751 people become ill and 45 were hospitalized,there were no fatalities. D. On February 29, 1993,a bombing in the parking garage of the World Trade Center in New York City resulted in the deaths of five people and injuries to thousands. The bomb left a crater 200 by 100 feet wide and five stories deep. The initial plan was to topple the boinbed tower into the other tower in a doinino like effect. The only reason this did not happen is because the terrorist were unable to position the explosive in its planned location. The World Trade Center boinbing included inultiple threats. The plan was for the initial conventional bomb to detonate a cheinical device containing hydrogen cyanide. Fortunately the conventional bomb destroyed the chemical device. E. In July 1993,a Skinhead group set off two bombings in Tacoina,Washington. Both bombings occurred within three days of each other and caused only property damage. F. In June 1994,terrorists released the nerve agent sarin outside an apartment building in the city of Matsomoto,Japan. Then,on March 20, 1995,the same Updated 08/04/10 1 Spokane Weapons of Mass Destruction Annex agent was released in the Tokyo subway system,causing more than 5,500 people to seek medical attention. G. In March 1995,four members of the Minnesota Patriots Council, a right-wing militia organization advocating violent overthrow of the U.S.government,were convicted of conspiracy charges under the Biological Weapons Antiterrorisin Act for planning to use ricin,a lethal biological toxin. The four inen–Douglas Baker, Richard Oelrich,Dennis Henderson,and Leroy Wheeler—allegedly conspired to assassinate federal agents who had served papers on one of them for taY violation. H. In April 1995,a truck bomb destroyed the Alfred P.Murrah Federal Building in Oklahoma City killing 168 people and injuring 759 others. L In May 1995,Larxy Wayne Harris, a member of the neo-Nazi organization Aryan Nations,was arrested in Ohio on charges of mail fraud and fraud by wire after allegedly misrepresenting himself when ordering three vials of freeze-dried yersinia pestis,the bacteria which causes bubonic plague,from a Maryland biological laboratory. J. In December 1995,Thomas Lewis Lavy from Arkansas was charged with possession of the toxin ricin in violation of the Biological Weapons Antiterrorism Act of 1989. In 1993,Canadian customs officials had intercepted a stack of currency with a white powder interspersed between the bills. Suspecting cocaine, customs had the material analyzed,and discovered that it was not cocaine but ricin. Lavy was arrested and the next day hanged himself in his jail cell. K In 1996,a threat was made to release sarin at Disneyland on Easter Sunday. L. The Phineas Priesthood exploded a pipe bomb at the Valley Branch offices of The Spokane-Review newspaper on April 1, 1996 and robbed a branch of the US Bank in Spokane ten minutes later.The Phineas Priesthood repeated this mode of operation three months later when they placed a pipe boinb at a Planned Parenthood office in Spokane on July 12. They then robbed the sa�ne branch of the US Bank using an AK-47,a 12-gauge shotgun,a revolver,and a 25-pound propane tank bomb. M. In July 1996,the Centennial Olympic Park-Olympic Gaines boinbing in Atlanta, Georgia resulted in two deaths and ll 0 injuries. N. In 1997 in Fulton County Georgia an explosive device was used on a family planning clinic. This was the first terrorist incident in the United States where a secondary device was used with the purpose of hanning first responders. O. In 1997 in Fulton County Georgia, an explosive device was used on a Social Club. This incident also had a secondary device that was found by police before doing any da�nage. Updated 08/04/10 2 Spokane Weapons of Mass Destruction Annex P. In 1999 in Spokane County,a Christmas card was delivered to the Valley Planned Parenthood office complex. Though the card contained no explicit threat,it used the same motive operandi used in 30-plus cards sent to Planned Parenthood facilities around the U.S., some of which did contain specific anthraY threats. The Spokane card,delivered inadvertently to a dental office in the office complex contained a smudge that tested negative for WMD agents. First responders were none-the-less tied up for several hours addressing this hoaY. Q. On September 11,2001 terrorists linked to Osama Bin Ladin hijacked four commercial airliners. Two of the aircraft struck the World Trade Center Towers, one struck the Pentagon,and the forth plane crashed into a field in Pennsylvania. These hijackings killed more than 3,000 individuals. CHARACTERISTICS A. The Department of Defense(DOD)estimates that as many as 26 nations may possess chemical agents and/or weapons,and an additional 12 may be seeking to develop them. B. The Central Intelligence Agency (CIA)reports that at least 10 countries are believed to possess or be conducting on biological agents. C. In recent years,the largest number of terrorist incidents within the United States has occurred in the Western United States and Puerto Rico. Attacks in Puerto Rico accounted for about 60 percent of all terrorist incidents that occurred on United States territory between 1983 and 1991. D. In the United States,most terrorist incidents have involved small extremist groups who use terrorism to achieve a designated objective. Local, State,and Federal law enforcement officials monitor suspected terrorist groups to try to prevent or protect against a suspected attack. Only one in three planned terrorist events are discovered and stopped before a terrorist incident occurs. E. A terrorist attack can take several forms,depending on the technological ineans available to the terrorist,the nature of the political issue inotivating the attack,and the points of weakness of the terrorist's target. Boinbings are the most frequently used terrorist method in the United States. F. Most local einergency management systems need enhanced capabilities to manage the threat or use of Weapons of Mass Destruction(WMD). Issues that may be coinmonly encountered include: 1. Difficulty in identifying the agent. 2. Determining the most appropriate means of protection. Updated 08/04/10 3 Spokane Weapons of Mass Destruction Annex 3. Decontaminating and treating(victims,incident sites,and the environment). 4. Identifying and providing appropriate treatment(initial and definitive). 5. Identifying and providing diverse collateral requirements(public safety, mental health, etc.). 6. Determining the appropriate disposition of the deceased. G. There may be no advance warning of a chemical or biological attack The first indication of an attack may be when people begin to e�iibit advanced symptoms. H. Chemical and biological agents usually move through the air. Ventilation systems in buildings or transportation facilities may help to speed dissemination by carrying the agent far from its initial source. L Many chemical agents pose an immediate threat to life. Antidotes are available for some,but not all,chemical agents,but must be used within minutes of e�osure. In many cases,additional extensive medical emergency treatment is required,especially resuscitation. J. Once disseminated,chemical agents require decontamination,tying up resources and increasing media attention. K Some incidents may appear initially to be inore routine HazMat incidents,and only later found to be terrorist incidents.At that point,the situation will change, and the incident site will be designated a crime scene. L. Local first responders may not be trained in responding to biological or chemical WMD and will not always have the appropriate protective equipment. Because of lack of knowledge and awareness in treating such events,first responders may become victims themselves. M. The number of potential casualties and the extent of the areas involved can quickly overwhelm local capabilities. N. There is an increased concern about how to deal with the threats posed by weapons of inass destruction. A WMD incident challenges the confidence of emergency response personnel and the capacity of the health care systein. O. Most local emergency systems require an enhanced capability system to inanage a WMD threat. They require a capability for agent identification,personal protection,decontainination,and effective initial and definitive methods of treatment. Updated 08/04/10 4 Spokane Weapons of Mass Destruction Annex P. Health systems for response to WMD incidents require the capability for: agent identification, safe extraction,and antidote administration;victim decontamination,triage, and priinary care; emergency medical transportation; local and regional definitive medical care;forward movement of victuns for additional care; and appropriate disposition of the deceased. Health systeins personnel must also ensure decontamination of the incident site to safe levels. Q. The political pressure surrounding a WMD event can be intense. Public officials will experience anger and frustration from the public's feelings of helplessness. R. Local officials must plan for the unexpected. Key personnel may be out of town or unable to handle the pressure. Other factors,such as adverse weather,may delay the arrival of assistance from outside sources. S. The public is likely to panic because of its unfamiliarity with the event. It is important to have accurate health-related information available. T. Rapid response is required to save lives. During chemical incidents,immediate response and appropriate action within the first 30 to 90 minutes is crucial. U. These points provide the context for the Nunn-Lugar-Domenici legislation and its resulting training,the formation of Metropolitan Medical Strike Teams, and the provisions of CBRNE equipinent from the Department of Defense. NUCLEAR TERRORISM A. BACKGROUND 1. Few ideas instill as much fear as the thought of nuclear capability in the wrong hands. Since the end of the Cold War,there has been an increase in the amount of radioactive material available and a growing variety of ways in which terrorists can access radioactive substances. The amount of weapons-grade fuel that remains from the dismantling of the former Soviet nuclear forces alone is estimated to be in excess of 10,000 kilograms(kgs) of plutonium and 500,000 kgs of weapons-grade uranium. During the next five years,nuclear power plants are expected to produce ll 0 metric tons of plutonium,and by the year 2000,can be brought on the black market,stolen,hijacked in transit,or acquired by bribing disgruntled employees in the military or scientific communities. 2. While little probability exists that a terrorist organization would be capable of producing a nuclear warhead,the alternative is simply to construct an explosive device that disperses radioactive inaterials. To Updated 08/04/10 5 Spokane Weapons of Mass Destruction Annex date,there have been a few cases of radioactive dispersal attacks, including incidents in both Austria and France,and in the State of Texas. 3. The inost feasible,and therefore most likely,fonn of nuclear terrorism is a direct assault on a nuclear facility,such as a power station. Considering the amount of radiation houses at such a facility,the magnitude of a single attack of this kind could exceed more than 100,000 deaths and the ruin of the surrounding land for decades. 4. Penetration a. An attack on a nuclear plant could result from penetration of the facility. For example,on February 7, 1993, an intruder was discovered to have penetrated the Three Mile Island Nuclear Generating Station near Harrisburg,Pennsylvania. The intruder,a 31-year-old inan who suffered froin depression,drove into the guarded entrance,crashed his car through a fence and a roll-up door,and proceeded 63 feet inside of a turbine building. The plant continued to operate at full power while the staff monitored gauges and alarms. All access doors were locked by coinputer control,yet the Nuclear Regulatory Commission(NRC)knew that this measure would delay an intruder anned with a satchel charge by only 15 seconds. This intruder was arrested four hours later. The NRC's Incident Investigation Team(IIT)found more than 40 probleins with the response of the staff,and concluded the strategies used would not have precluded an individual from reaching and attempting to enter the vital area before being interdicted by armed responders." b. Other attempts at penetration of nuclear facilities have included: ♦ North Korea. Four North Korean coininandos were killed by a South Korean naval patrol when they attempted to coine ashore near a nuclear power plant. ♦ South Africa. At the Koeberg plant near Cape Town,guerillas penetrated the heavily guarded plant and damaged the control room. ♦ France. Attackers launched rocket-propelled grenades and anti-tank inissiles at the Super Phoenix plant. B. SABOTAGE Updated 08/04/10 6 Spokane Weapons of Mass Destruction Annex Nuclear plants can be threatened also by sabotage. Some examples of this type of threat have oceurred in: ♦ Virginia. Control room operators at the Surry plant poured soditun hydroxide onto new fuel assemblies. ♦ New Jersey. Someone intentionally tripped a steam generator feedwater pump. This event imitated the Three Mile Island trip that had led to a serious accident at that plant. ♦ Pennsylvania. A major portion of the emergency core cooling system was disabled at the Beaver Valley nuclear plant. ♦ New York. Soineone sabotaged the einergency diesel generators at the Nine Mile Point Reactor. ♦ Idaho. A worker intentionally caused a damaging condition known as a "power excursion"by withdrawing a control rod too far. The resulting steam explosion destroyed the reactor,killing the saboteur and two other workers. The event was classified a murder/suicide. ♦ Texas. An employee who was about to be laid off cut central alarm station wires at the South Texas plant. ♦ Illinois. A fire watch employee at the Braidwood facility vandalized wires and fireproofing. ♦ Florida. An employee suspected of being disgruntled because of alleged cost- cutting measures poured glue into three lockable switches on the backup control panel at Florida Power and Light Company's St.Lucie nuclear power plant. C. TRUCK BOMBS Shortly after the bombing of the U.S.marine barracks in Beirut(1984),the NRC commissioned"An Analysis of Truck Bomb Threats at Nuclear Facilities,"which was perfonned by the Sandia National Laboratories. One of the results of the analysis was that,at some plants,a large bomb that is detonated offsite could cause enough damage to lead to a deadly release of radiation or even a ineltdown. Some plants,however,are too small to erect barriers with proper setback distances to preclude this kind of attack. Updated 08/04/10 7 Spokane Weapons of Mass Destruction Annex D. LOST AND STOLEN NUCLEAR MATERIALS Radioactive sources are lost,stolen,inistakenly shipped,or illegally discarded regularly in the United States. The potential exists for some of these sources to be intentionally placed to cause harm. Cases of lost,stolen,mistakenly shipped or illegally discarded radiation sources occurred in: ♦ Ohio. Cesium-137 was found in the trunk of a crushed car at a scrap yard in Cincinnati. ♦ Pennsylvania. 33,000 shovel blades were made of steel contaminated with radioactive thorium near Harrisburg. ♦ Indiana. Radioactive iodine was found in diapers at a garbage dump in Indianapolis. ♦ Pennsylvania. A plutoniuin pacemaker was reported inissing by a hospital near Philadelphia. ♦ Minnesota. A hospital in Minneapolis received three radioactive- contaminated packages froin the same corporation within two months. ♦ Arizona. Five inen were videotaped stealing radioactive tritium from a glow- in-the-dark exit sign at Arizona State University. ♦ Unknown location. A huge source-term of radioactive iridium was reported lost in shipment by a private courier. ♦ California. A package of radioactive Xenon was lost when if fell out of an unsecured back door of a private delivery service's van in Sacramento. ♦ Michigan and Massachusetts. Packages of radioactive thallium fell from vehicles of a private delivery service and were struck by cars,releasing their contents. ♦ Virginia. A Russian-produced fuel assembly with 12 fuel rods containing 2% enriched uranium was unaccounted for by a U.S.crew in Lynchburg. E. COMMUNITY IMPACT Updated 08/04/10 8 Spokane Weapons of Mass Destruction Annex A nuclear terrorist strike on a cominunity would have multiple impacts. A successful attack,whether by penetration,sabotage,or truck bomb,on a facility such as a nuclear power plant would cause widespread destruction and render the area uninhabitable for the foreseeable future. Given warning,evacuation of a population within the threatened radius would require a inassive effort,considering that schools,hospitals,nursing homes,and prisons could be affected. Transportation and shelter requirements could place a treinendous strain on both the endangered cormnunity and those that surround it. Provisions for inedical treatment and handling of containinated material and huinan remains would taY personnel and facilities. The spread of panic through rumors and misinformation could hinder an effective response. The structural damage that could result froin an explosion intended to release radioactive material could pose additional danger. A boinb on a rail car, in a subway,or at an airport would close those routes of transportation for an extended period of tune. Bridges,overpasses,and tunnels could not only be contaminated but could be incapacitated as means of ingress and egress. Long-tenn health effects from the exposure to radiation would be a consideration, and long-term cleanup efforts would be costly. F. PREPAREDNESS THROUGH PLANNING Because a nuclear terrorist strike would have such widespread community impact, local officials must be aware of the potential for such an attack. Effective planning,along with coordination among local, State and Federal agencies for the response to a survivable nuclear radiation attack,is essential to a successful response. CHEMICAL TERRORISM A. COMMUNITY IMPACT The deliberate release of a chemical warfare agent,such as sarin,would have a highly debilitating and largely unpredictable impact within a community. The probable choices of a densely populated,highly visible target,such as a place of public asseinbly,public buildings,mass transit system,or a location with historical or symbolic significance,would imperial large ntunbers of people in the target area and incapacitate the support and infrastructure systems that serve them. The victims in the target area could suffer the effects of certain chemical attacks within seconds,requiring immediate evacuation and treatinent. Conversely, some agents have a more delayed effect,causing casualties hours or days after the Updated 08/04/10 9 Spokane Weapons of Mass Destruction Annex initial impact of an attack would seem to have subsided,thus widely enlarging the area of impact. The evacuation and treatment of the known victims of a chemical release,with the inherent risk of contamination,would taY the community's emergency transport system and medical facilities. Further,positive identification of the agent is a difficult task because,as in the case of sarin,some liquid agents can evaporate, leaving little,if any,trace. Local health officials may be required to make a decision to provide umnediate treahnent for victims based on infonnation at hand, rather than wait for positive identification of the agent. The collection and disposal of containinated material,including human remains,would present additional problems. Introduction of a cheinical agent into a vital segment of a community's infrastructure would not only incapacitate that segment,but also could be a means for further dissemination of the agent. For example,in the Tokyo incident,liquid sarin was placed on the floor of subway cars. When an agent is dispersed inside in this manner,its vapor will remain until it is ventilated away. If,however,an agent is placed inside a ventilation system,the system itself could disseminate the agent,contaminating the entire structure that it serves. An agent introduced into the ventilation system of a large medical facility would incapacitate the means of treatment and endanger both those who seek aid and those who provide it. A secondary attack of this type could imperil those who might seek shelter(e.g.,in a public building)or a means of escape(e.g.,in a public transportation system). The psychological effects of a chemical weapons attack could have a severe impact on the community we1L The implications of such an attack could cause panic ainong a wider population than actually is affected,with greater nuinbers of people seeking treatinent than have been physically hanned. For instance, although 5,500 people sought medical attention after the sarin attack in Tokyo, only 1,000(500 of which were first responders)were actual casualties,and most had mild effects. Hysterical citizens could clog medical facilities,hampering the treatinent of the victims suffering physical effects of the agent and overwhelming emergency management capabilities. The unpredictability of a chemical attack with regard to the choice of target,the ability to identify the agent,the danger of widespread contamination,the damage to infrastructure,and the reaction of victims and responders requires a predictable and effective emergency response. B. PREPAREDNESS THROUGH PLANNING Because there is no known means of protection of the civilian population against the effects of cheinical agents--an impracticality for populations not specifically Updated 08/04/10 10 Spokane Weapons of Mass Destruction Annex at risk--preparedness for a potential release of chemical agents is essential. Historically,chemical warfare agents have been considered a military responsibility; the first response to their release on a civilian population in an American city will be the responsibility of local off'icials. Essential to the planning process is an awareness of the agents that exist,their syinptoms,and the hazards that they would present to the cominunity. The following list of common cheinical agents includes these aspects of each agent. AGENTS PERSISTENCY SYMPTOMS (ALL AGENTS) HAZARDS (BY AGENT) (ALL AGENTS) Nerve A ents GA(Tabun) Minutes to hours Pinpointing of pupils Tachycardia Respiratory dose is GB(Sarin) Minutes to hours Dimness of vision Vomiting effective. GD(Soman) Hours Runny nose/salivation Loss of consciousness Within seconds to Tightness of chest Conwlsions minutes. Difficulty breathing Incontinence Skin dose is effective Twitching and/or paralysis Death within. Minutes to hours. Extremely toxic lethal a ents. VX Aours to days Sweating,Nausea Convulsions Predominantly a liquid Vomiting and Diarrhea Incontinence hazard. Loss of consciousness Death Effective 10 minutes to 18 hours after ex osure Updated 08/04/10 11 Spokane Weapons of Mass Destruction Annex Blister Aaents H(Mustard) Aours to days Reddening of skin Blisters Damage begins within HD(Mustard) Hours to days Eye pain and reddening Eye damage minutes HN(Mustard) Hours to days Airway irritation&damage Coughing Eye effects may appear in a few Hours,respiratory effects and blisters in 2-24 hours. Lethal in lar e doses L(Lewisite) Hours to days Immediate pain ar skin Irntation Immediate pain. Other symptoms similar to the H Agents Other symptoms in about 12 hours. Lethal in large doses. Immediate pain and damage to eyes,skin, and airways. CX(Phosgene Aours to days Immediate burning Immediate pain and Oxime) Eye and airway irritation and damage damage to eyes,skin, and airways. Lethal in large doses Blood A ents AC(Aydrogen Minutes to hours Cheiry red skin ar lips(Caucasians only) Can cause death within Cyanide) Blue lips(African American ar Dark-skinned people) 6-8 minutes. CK(Cyanogen Dizziness Rapid breathing Chloride) Nausea Vomiting Rapid breathing Frothing Headache Convulsions Death Chokin A ents CG(Phosgene) Minutes to hours Eye and airway irritation Choking Effects are delayed Dizziness Vomiting several hours. Delayed pulmonary edema Tightness of chest In very high doses can result in death after several da s. Chlarine Minutes to hours Coughing Effects begin seconds after ex osure. BIOLOGICAL TERRORISM A. COMMUNITY IMPACT The deliberate release of a biological agent such as anthraY would have a highly debilitating and largely unpredictable impact within a community. The probable choice of a densely populated,highly visible target,such as a place of public assembly,public building,mass transit system,or an area with historical or symbolic significance,would imperil great nuinbers of people in and beyond the target area and overwhelm the support systems that serve them. Because some of the symptoms of biological agent infection are common to many diseases,diagnosis and treatment of mass casualties are extremely difficult. The Updated 08/04/10 12 Spokane Weapons of Mass Destruction Annex lag time from exposure to the e�ibition of initial symptoms and signs,coupled with the potential for misdiagnosis,could enable widespread dispersion of victims,far beyond the initial target area and for an unpredictable period of tune after the release,depending on the incubation period of the disease and the number of people initially infected. In soine cases,treatment of victims after the e�ibition of symptoms and signs and delays in diagnosis could prove fatal to great numbers of people. For example,almost all cases of inhalation anthraY in which treatment begins after the e�ibition of symptoms and signs result in death, regardless of treatment. A widespread outbreak of an infectious disease would threaten the ability of emergency and medical facilities to respond. Personnel within these facilities should be at risk of infection themselves,especially prior to a certain diagnosis of the disease. (For biological warfare agents,concern for person-to-person contamination is limited to two agents: smallpox and pneumonic plague.) The collection and disposal of containinated inaterial,including human remains, would present additional long-term problems. The psychological effects of a biological agent release could have a severe impact. A panic response by the population,including potentially widespread psychosomatic reactions,would magnify the crisis by further overwhelming treatment facilities and possibly clogging transportation systems in the search for treatment or escape from a perceived target area. Also,the sense of obligation to provide immediate assistance could endanger untrained or unprotected personnel who would be compelled to deal with an unknown,highly transinissible disease. Trained healthcare personnel employing proper protective practices for airborne (e.g.,TB)and blood borne(e.g.,HIV)diseases could expect to care for patients safety with negligible risk. B. PREPAREDNESS THROUGH PLANNING There is no reasonable means of protecting a city's population against the effects of a release of a biological agent. Vaccination of a population not specifically at risk against so many potentially harmful agents is impractical,as is continuous wear of personal protective equipment(PPE). Furthermore,no known means of iminunization exists for several of the recognized agents. Local public health authorities and private health care providers inust be aware and vigilant and cormnunicate with each other where and when suspicious cases arise. Only be early diagnosis and cormnunication of suspicion and developing a detailed plan to coinbat an attack of this nature will officials be able to respond effectively. Essential to the plam�ing process is an awareness of the agents that exist,their symptoms,incubation periods,and limitations on laboratory diagnosis and mortality rates. The following listing of common biological agents includes these aspects of each agent. Updated 08/04/10 13 Spokane Weapons of Mass Destruction Annex AGENTS SYMPTONS INCUBATION UNTREATED MORTALITY PERIODS RATES Bacterial Agents Anthrax Pever,inalaise,fatigue, 1-6 days * -Inhalation - 100% (B. anthracis) cough and mild chest discomfort followed by severe respiratory distress with painful breathing, Skin - 5-20% sweating,wheezing and Gastrointestinal — 100% c anosis* Plague 1) Malaise,high fever,and 1) 2-10 days 1) 50% (Y.p0St1S� tender lymph nodes 1) Bubonic 2) High fever,chills, 2) 2-3 days 2) 100% headache,coughing up 2)Pneumonic blood,and toxeinia, progressing rapidly to painful breathing,wheezing and c anosis Bacterial/Viral A ent Q-Fever Fever,cough and chest pain >10 days Less than 1% (rickettsia) Viral A ents Sinallpox Malaise,fever,rigors, 7-17 days 30% (variola) voiniting,headache, backache, and lesions Viral Hemorrhagic Fevers Fever,bleeding,vomiting, 3-21 days Up to 90%, (Ebola,Marburg,Lassa,Rift and diarrhea Depending on the virus Valle ,Den e, etc.) Venezuelan Equine Malaise,fever,rigors, 2-6 days Less than 1% Encephalitis(VEE) headache,nausea,vomiting, cough,sore throat,and diarrhea Toxins Staphylococcus Enterotoxin B Fever,chills,headache, 3-12 hours Less than 1% (SEB,a cytotoxin) aches,and cough if inhaled; nausea,voiniting and diarrhea if swallowed Botulinwn Weakness,dizziness,dry 24 hours to 60% (C.botulinum,a neurotoxin) mouth and throat,blurred several days and double vision, descending paralysis,and respiratory failure Ricin Weakness,fever,cough, 4-8 hours 1 High,with death occurring Updated 08/04/10 14 Spokane Weapons of Mass Destruction Annex (Castor bean,a c tooto�n) and h othermia after 36-72 hours Updated 08/04/10 15 Spokane Weapons of Mass Destruction Annex AGENCIES WITH"QDICK"RESPONSE CAPABILITIES FEDERAL A. Federal Bureau of Investigation(FBI) 1. Hazardous Materials Response Unit(HMRU). The HMRU has specialized sainpling,detection and identification capabilities of CBRNE agents. Also equipped with a variety of personal protective (OSHA Levels A-C)and rescue equipment. 2. Evidence Response Teains(ERTs). The ERTs main functions are crime scene docuinentation and evidence collection in support of criminal investigations. Some ERTs are HAZMAT trained. 3. Critical Incident Response Group(CIRG). These tea�ns are specially assembled to conduct tactical and crisis management efforts. 4. Intelligence Collection and Analysis. The FBI has experts that contribute to and coordinate detailed interagency threat assessinent activities. B. Federal Emergency Management Agency(FEMA) 1. Urban Search and Rescue Team(iJSRT). The USRTs save lives and protect property from both natural and manmade catastrophic urban disasters. The USRTs have a limited HAZMAT capability. 2. Rapid Response Information System(RRIS). The RRIS is a database containing information on Federal CBRNE response capabilities,CBRNE agents and munitions characteristics,and safety precautions. C. Department of Health and Human Services(DFIHS) 1. Metropolitan Medical Response System(MMRS). The MMRS is a plan for training,personal protective equipment,detection,decontainination and pharmaceuticals to deal with WMD events.MMRS plans include: agent detection and identification,patient decontamination,triage and medical treatment,patient transportation to hospitals,and coordination with local law enforcement activities. 2. National CBRNE Medical Response Team(NMRT). The NMRTs are comprised of inedical personnel. These teams are capable of agent identification,patient decontamination,triage and medical treatment in support of local health systems. There are three NMRTs. Updated 08/04/10 1 Spokane Weapons of Mass Destruction Annex 3. Center for Disease Control and Prevention(CDC). The CDC capabilities are epidemiological surveillance,biological agent identification,and public health consultation and response. 4. Agency for Toxic Substance and Disease Registry (ATSDR). The ATSDR provides consultation and advice on issues relating to the release,or threat of release of hazardous substances. 5. Federal Drug Administration(FDA). The FDA provides regional laboratory support and surveillance assistance in support of public health. 6. Substance Abuse and Mental Health Services Adininistration(SMHSA). The SMHSA provides mental health support and crisis counseling during einergencies. D. Environmental Protection Agency(EPA) 1. Environmental Response Team(ER'1�. The ERT has portable chemical agent instrumentation capable of detection and identification in the low and sub parts per million. The teain can measure alpha,beta,or gamma radiation. 2. Radiological Emergency Response Team(RERT). The RERT capabilities are radiation monitoring,radionuclide analysis,radiation health physics and risk assessment. 3. Environmental Radiation Ambient Monitoring System(ERAMS). In a radiological emergency,the ERAMS may be able to provide information on the spread of contamination. 4. Radiation Environmental Laboratories. The EPA has two state-of-the-art radiological laboratories. By characterizing radiation sources,they can decide how best to protect public health. 5. EPA Research Laboratories. The EPA's twelve(12)research laboratories offer programs in field inonitoring, analytical support and technical support for quality assurance prograins related to air,water,wastewater,and solid waste. Five(5)of these laboratories are capable of deploying mobile units to a contaminated site for cheinical and biological analysis. 6. Contractor support for toxic material,analysis,clean up and disposal. E. Department of Energy(DOE) 1. Radiological Assistance Program(RAP). The RAP provides the initial DOE radiological emergency response. Under the RAP,there are several Radiological Assistance Teains(RATs)to assist in identifying the presence of radioactive Updated 08/04/10 2 Spokane Weapons of Mass Destruction Annex contamination on personnel,equipinent and property at the accident or incident scene. These teains also provide advice on personnel monitoring, decontamination,and material recovery. 2. Radiation Emergency Assistance Center/Training Site(REAC/TS). The REAGTS provides 24-hour inedical consultation on health problems associated with radiation accidents. It also provides training programs for,and einergency response teams comprised of health professionals. 3. Nuclear Emergency Search Team(NEST). The NEST provides technical response to resolution of incidents involving improvised nuclear and radiological dispersal devices. The team is able to search,locate,and identify devices or inaterial;move,render safe or disable devices; and mitigate damage from device detonation or disablement actions. 4. Aerial Measuring System(AMS). The AMS provides helicopters and fixed wing aircraft to respond to radiological emergencies. Its capabilities include aerial radiation surveys and search(gamma spectroscopy),real-time radiological aerial sainpling,aerial photography survey,and aerial multi-spectra scanning surveys. 5. Atmospheric Release Advisory Capability (ARAC). The ARAC provides real- time computer predictions of the atmospheric transport of radioactivity from a nuclear accident or incident. 6. Federal Radiological Monitoring and Assessment Center(FRMAC). The FRMAC coordinates Federal off-site radiological monitoring and assessment activities for a nuclear accident or incident. 7. Accident Response Group(ARG). The ARG is the technical response group for U.S.nuclear weapons accidents. The team provides equipment and technical assistance for weapon damage,risk assessment,safe recovery,packaging, transportation,and disposal of damaged weapons. F. Department of Defense(DOD) 1. Response Task Force (RTF)is a joint task force with the mission of providing overall DOD support to civil authorities conducting WMD crisis and consequence manageinent operations. For Chemical and Biological incidents,the major elements of the RTF are the Chemical Biological Rapid Response Tea�n(C/B- RRT)and the U.S. Marine Corps Cheinical Biological Incident Response Force (CBIRF). 2. Cheinical Biological Rapid Response Teain(CB-RRT). The U.S.Army Cheinical Biological Defense Coimnand(CBDCOM)has overall responsibility for coimnand and control of the CB-RRT,and provides its core eleinents. Updated 08/04/10 3 Spokane Weapons of Mass Destruction Annex a. Army Technical Escort Unit(TEU). The TEU's mission is to provide worldwide,no-notice capability to conduct field sampling,monitoring, recovery,render safe(EOD support),decontamination,transportation, exploitation,verification,and initigation of hazards associated with weaponized and non-weaponized chemical and biological materials,and conduct operations in compliance with Federal, State,and local laws. b. Edgewood Research,Development and Engineering Center(ERDEC), Chemical Support Division(CSD). The CSD provides low level monitoring using the Real Time Analytical Platfonn(RTAP),a vehicle containing a fully functional chemical analysis system. In its current configuration,the RTAP can automatically sainple ambient air to detect the presence of specific chemical warfare agents(nerve and inustard). c. Army Materiel Command(AMC)Treaty Laboratory, (CBDCOM). The AMC Treaty Laboratory provides an on-site analytical laboratory capability. The lab is capable of analyzing chemical surety materials,foreign chemical warfare agents, and all precursors and degradation by-products. d. U.S.Army Medical Command(MEDCOM). The MEDCOM provides support to the CB-RRT in the form of Medical Chemical and Biological Advisory Teams(MCBA'1�. e. U.S.Naval Medical Research Institute(NMR�. The NMRI is primarily a research facility. It's Biological Defense Research Program(BDRP)has developed the ability to transport a biological field laboratory,expressly used in the identification of biological warfare agents. £ Navy Environmental and Preventive Medicine Units (NEPMU). The NEPMU provides Chemical,Biological,Radiological,Environmental Defense Response Teams(CBRED),to advise the C/B-RRT medical assets. 3. U.S.Marine Corps Cheinical Biological Incident Response Force(CBIRF). The CBIRF mission is to furnish a highly trained,rapid response force capable of providing consequence management support in:military and industrial agent identification;downwind hazard prediction; advanced lifesaving support;casualty recon,extraction,triage;personnel decontamination;medical treatment; stabilization for incident site inanagement; security; and patient evacuation. 4. The U.S.A.F.has several Aero-inedical Airlift units around the country that can be inobilized to transfer large ntunbers of casualties to hospitals throughout the U.S Updated 08/04/10 4 Acronyms and Abbreviations AC Hydrogen C�anide(a blood agent) AMC Army Material Command(U.S.Army) AMS Aerial Measuring System(DOE) ARAC Atmospheric Release Advisory Capability (DOE) ARC American Red Cross ARG Accident Response Group(DOE) ATSDR Agency for Toxic Substance and Disease Registry (HHS) BDRP Biological Defense Research Prograin(U.S.Navy) GB ChemicaUBiological GB-RRT Chemical Biological Rapid Response Team(iJ.S.Army) CBDCOM Cheinical Biological Defense Coininand(U.S.Army) CBIRF Cheinical Biological Incident Response Force(U.S.Marine Corps) CBRED Chemical,Biological,Radiological,Environinental Defense Response Teams (U.S.Navy) CDC Center for Disease Control and Prevention(HHS) CG Phosgene(a choking agent) CIA Central Intelligence Agency CIRG Critical Incident Response Group(FB� CK C�anogen Chloride(a blood agent) CST Civilian Support Team CX Phosgene Oxiine(a blister agent) DEM Department of Emergency Manageinent DEST Doinestic Emergency Support Tea�n DOD Department of Defense DOE Department of Energy DWI Disaster Welfare Information ECC Emergency Coordination Center EMS Emergency Medical Service EOD Explosive Ordnance Disposal EPA Environmental Protection Agency ERAMS Envirornnental Radiation Ainbient Monitoring System(EPA) ERT Evidence Response Tea�n(FB� ERT Environinental Response Team(EPA) ESF Emergency Support Function FBI Federal Bureau of Investigation FCO Federal Coordinating Officer FDA Federal Drug Administration(HHS) FEMA Federal Emergency Management Agency FREP Federal Radiological Emergency Response Plan Updated 08/04/10 1 FRMAC Federal Radiological Monitoring and Assessment Center(DOE) GA Tabun(a nerve agent) GB Sarin(a nerve agent) GD Soman(a nerve agent) H Impure Sulfur Mustard(a blister agent) HAZMAT Hazardous Materials HD Distilled Sulfur Mustard(a blister agent) HHS Department of Health and Human Services HMRU Hazardous Materials Response Unit(FB� HN Nitrogen Mustard(a blister agent) ICS Incident Command Systein IIT Nuclear Regulatory Commission's Incident Investigation Team JIC Joint Information Center JOC Joint Operations Center L Lewisite(a blister agent) LFA Lead Federal Agency MCBAT Medical Chemical and Biological Advisory Teams(iJ.S.Army) MCI Mass Casualty Incident MEDCOM Army Medical Command(U.S.Army) MMRS Metropolitan Medical Response System CBRNE Nuclear,Biological,Chemical NCP National Oil and Hazardous Substances Pollution Contingency Plan NEPMU Navy Environmental and Preventive Medicine Units(iJ.S.Navy) NEST Nuclear Emergency Search Team(DOE) NIMS National Incident Management System NMRI Naval Medical Research Institute(iJ.S.Navy) NMRT National CBRNE Medical Response Team(HHS) NRC Nuclear Regulatory Commission OSC On-Scene Coimnander PDD Presidential Decision Directive RAP Radiological Assistance Program(DOE) REAC/TS Radiation Emergency Assistance Center/Training Site(DOE) RERT Radiological Einergency Response Team(EPA) ROC Regional Operations Center RRIS Rapid Response Information Systein(FEMA) RTF Response Task Force(DOD) Updated 08/04/10 2 SEB Staphylococcus Enteroto�n B (a toxin) SIOC Strategic Infonnation Operations Center SMHSA Substance Abuse&Mental Health Services Administration(HHS) SRHD Spokane Regional Health District TEU Technical Escort Unit(U.S.Army) USRT Urban Search and Rescue Team(FEMA) VEE Venezuelan Equine Encephalitis(a viral agent) VX A nerve agent WMD Weapons of Mass Destruction WSDOT Washington State Deparhnent of Transportation WSEMD Washington State Emergency Management Division Updated 08/04/10 3 Training L BACKGROUND Terrarist incidents involving weapons of mass destruction(WMD)pose a growing threat to the secLirity of the United States. Effective response will depend on local and State response arganizations' attainment of WMD-related expertise and proficiency. Emergency responders and managers must be able to recognize the Linique characteristics of WMD in order to protect themselves and the public,mitigate the dangers,and facilitate the integration of federal,state and local support actions that are necessary to resolve the incident. The Federal Government makes training available to help enslire that local and State responders have the knowledge and skills necessary for WMD incidents. The U.S.Army Soldier and Biological Chemical Command(SBCC0IV�was designated as the Program Director for pomestic Preparedness to coardinate,integrate,and execute a program to enhance domestic preparedness to nuclear,biological,and chemical(CBRNE)terrorism. The pLirpose of this program is to provide for training of state and local emergency responders in the event of a terrorist incident involving nliclear,biological or chemical(CBRNE)weapons of mass destruction. The training program is intended to"train the trainers"and be in the form of modules which can be tailored to meet the specific training needs of individual cities and readily integrated into the existing emergency responder training programs at the state and local level. IL DEVELOPMENT OF A TRAINING PACKAGE. SBCCOM,in coardination with other federal agencies and DOD organization,developed a training program to address the training shortfalls. Four focus group seminars of emergency responders where held in February 1997 to identify the training performance objectives required by emergency responders to obtain proficiency in WMD issues. These focus groups identified 26 performance objectives which were then matrixed against five levels of competency: • Employee Awareness • Responder Awareness • Operations • Technician/Specialist • Incident Command IILDESCRIPTION OF DOMESTIC PREPAREDNESS COURSES. A. Awareness Training—is an introdLictory 30-minute video presentation to acqliaint diverse employees as potential terrorist target facilities and 911 operatars. The video will be presented in layman terms in both English and Spanish. There is no instructor requirement;however, a facilitatar(provided by the facility employer)is recommended to introduce the video. The video will cover the general aspects of nuclear,biological and chemical terrorism;information on recognizing a nuclear;biological ar chemical terrorist incident(s)through signs and symptoms; possible dissemination devices and self-protection measures. Instnictional materials inchide a facilitator's guide,a pamphlet far the participants and a 9ll checklist for fut�ire reference. Spokane Emergency Management CEMP Final Draft 2009 4 B. Responder Awareness Training—is designed for initial emergency responders of a possible terrorist incident. These responders include firefighters,police officers and emergency medical responders. The goal of this four-hour course is for emergency responders to recognize signs and symptoms of a nuclear,chemical and/ar biological incident,to protect themselves and make proper notification. This course includes: • IntrodLiction to the CBRNE Terrorism Threat • Radiological,Biological and Chemical Materials and Weapons • Dissemination Devices • Responder Actions Priar to enrollment in the Responder Awareness course,participants shoLild have a basic linderstanding of principles and procedlires for responding to a hazardous material incident. Upon completion of this course,participants will be able to recognize the signs and symptoms of chemical and biological agents and nuclear materials;potential devices used far dissemination; and defensive actions to safegiiard themselves and their commlinity. C. Responder Operations Training—is designed specifically for incidentresponse teams in a defensive mode. The Responder Awareness course is a prerequisite. This four-hour course covers: • Responder Actions at the Operations Level • Chemical Downwind Aazard Analysis • Personnel Protection • Introduction to Detection and Identification • Emergency Decontamination Procedures • Practical Exercise D. Technician HAZMAT Training—is a 12-hour stand-alone course specifically designed far current HAZMAT responders. HAZMAT responders will learn the difference between responding to nuclear,biological and chemical terrorist incidents compared to a standard HAZMAT event. This course covers: • Responder actions at the HAZMAT Technician Level • CBRNE Agents at the HAZMAT Technician Level • Protective Equipment • Decontamination Procedlires • Chemical Classification,Detection and Identification • Practical Exercises E. Incident Command Training—provides incident commanders with the necessary information and considerations necessary to effectively command a nLiclear,biological or chemical incident. The course consists of eight hours of lecture and two hours of a tabletop exercise. Specific topics include coordination of resources;protective measl�res,management of mass casualties, and applications of the Federal Response Plan. This course covers the following modules: • Challenges and Consequences of Management in an CBRNE Incident • Tactical Considerations and Actions far CBRNE Incidents Spokane Emergency Management CEMP Final Draft 2009 5 • Understanding the Roles of the Federal Government in an CBRNE Terrorist Incident • CBRNE Terrorism Response and Planning Exercise E Technician Emergency Medical Services Training—course provides the EMS technician with the Linique aspects of responding to a terrorist event involving nuclear,biological or chemical materials. This colirse inchides recognizing nuclear,biological and chemical exposlire;trends indicating possible events;safe and legal antidote requirements;unique triage of potential mass caslialties and emergency medical field treatment demands. Unique considerations far treating children and elderly victims of an CBRNE terrorist incident are also addressed. The course will consist of lectures,demonstrations and field exercises to include personal protection measures, detection,decontamination and triage. G. Technician Hospital Provider Training—is designed for emergency department physicians and nurses. This colirse will inchide the same subjects as the EMS course,however,at a mare advanced level. Not only will it describe how to properly manage,decontaminate,diagnose and treat victims of a nliclear,biological ar chemical incident blrt how to protect against cross- contamination using personal protective measures. This coLirse will inclLide nliclear,biological and chemical Linique public health gLiidelines. This course consists of classroom lecture with demonstrations and case studies. Performance Objectives Matrix. Completion of one of the above listed courses will meet the performance objectives of the corresponding competency level listed in the Performance Objectives Matrix. Performance ReqLiirements Le end o re uirements o-basic level •-advanced level ♦ -s ecialized Competency Level Awareness Operations Technician/ Incident Em lo ees Res onders Specialist Command EX8.TT1p10S Faciliry workers, Initial firefighters, Incident Response Incident Response Incident Hospital support Police officers, Teams,EMS basic Team specialist, Commanders Personnel, 911 operators/ H.4ZMAT Technicians,EMS AT0&S Of COTT1p0t011Cy Ref Janitors,security dispatchers personnel on scene Advanced,and guards Medical specialist L Know the potential for terrorist use of C F', CBRNE weapons: M, m • • • • -Whatnuclear/biologicaUchetnical(CBRNE) m, weapons substances are: G � � � e � -Their liazazds:and risks associated with � � � � � them � s s s s -likely locations for fheir use, -the potential outcotnes of their use by terrorists � e � -indicators of possible critninal or terrorist activity involving such agents -beliavior of CBRNE a ents 2. Know the indicators,signs and s�nptoms C F', m • • e • for exposure to CBRNE agents,and identify M,tn the agents from signs and symptotns,if ossible. Spokane Emergency Management CEMP Final Draft 2009 6 2a. Knowledge of questions to ask caller to G,m • elicit critical infonnation regarding an (911 only) CBRNE incident. 2b. Recognize imusual hends tFiat tnay G,tn s s e s indicate an CBRNE incident. 3. Understand relevant CBRNE response C,F, m • • • • lans and SOPs and vour role in theui. M,tn 4. Recognize and cotnmunicate the need for C,in, m • • • • additional resources during a CBRNE G incident. 5. Make proper notification and C F', � • • • • cotutnunicate the CBRNE hazard. M,tn 6.Understand C,F, -CBRNE agent terms m m • • • • -CBRNE toxicology terms s (EMS-8 onl) 7.Individual protection at a CBRNE incident CF, -Use self-protection measures M,m m • • ♦ • -Properly use assigned CBRNE protective s ♦ s equipment -Select and use proper protective equiptnent s ♦ s 8.Know protecrive tneasures,and how to F M m • • • • initiate actions to protect others and safe uard ro ert in an CBRNE incident. Sa.Know tneasures of evacua[ion of M,G personnel in a downwind hazard area for an s s s CBRNE incident. 9.CB decontatninationprocedures for self C F', vicrims,site/equiptnent and mass casualries M,tn -Understand and iuipletnent ° s s ♦ s self • ♦ • -Determine Legend for references: C-29 CFR 1910.120(OSHA Hazardous Waste Operations and Emergency response) M—Macro objectives developed by a training subgroup of the Senior Interagency Coordinating Group) m- 1Vficro objectives developed by U.S.Army Chemical&Biological Defense Command G—Focus Group workshop F—NFPA Standard 472(Professio�al Competence of Responders to Hazardous Materials Incident)and/or NFPA Standard 473(Competencies for EMS Personnel Res ondin to Hazardous Materials Incidents) Performance ReqLiirements Le end o re uirements o-basic level •-advanced level ♦ -s ecialized Competency Level Awareness Operations Technician/ Incident Em lo ees Res onders Specialist Command 1Q Know crime scene and evidence F,M, m • • ♦ • preservation at an CBRNE incident. M (exc [911) 10a.Know procedures and safety precautions F,M, • • e • for collecting legal evidence at an CBRNE M incident. 1 L Know Federal and other support C,F, � a • e infrashuchse and how to access in an M,m (911 only) CBRNE incident 12.Understand the risks of operating in C,F, o • • • protective clothing when used at a CBRNE M incident 13.Understand etnergency and first aid F.M o • ♦ o procedures for exposure to CBRNE agents, and rinci les of tria e. 14.Know how to perfonn hazard and risk C,F, s ♦ s assesstnent for CBRNE agents. M,tn 15.Understand tenuinatio�/all clear CF, o 0 0 rocedures for a CBRNE incident. m 16.Incident Comtnand System/Incident CF, Ma�agetnent System M • • • -Function within role of CBRNE incident -Im letnent for CBRNE incident � 1Z Know how to perform CBRNE C,F, • ♦ • contatnination control and containment M,tn o eratioas,includin for fatalities. 17a.Understand procedures and equipmenf G,tn s e s Spokane Emergency Management CEMP Final Draft 2009 7 for safe trans ort of contaminated itetns. 18.Know the classification,detection, C F', � ♦ • identification and verification of CBRNE M,tn materials using field survey inshutnents and equiptnent and tnethods for collection of solid,li wd and as sam les. 19.Know safe patient extraction and CBRNE F,m s ♦ o antidote administrarioa (medical onl) (medical onl) 2Q Know patientassessmentand etnergency M, s ♦ medical treahnent in CBRNE incident. m,G (medical only) (medical only) 21.Be familiar with CBRNE related Public G • • o Health&Local EMS issues. (medical onl) (medical onl) 22.Know procedures for patient hansport F,G s s o following CBRNE incident (medical onl) (medical onl) 23.Execute CBRNE h-iage and pritnary care G •(medical onl) !(tnedical onl) 24.Know laboratory identification and G � diagnosis for biological agents. (tnedical onl) 25.Have the abiliry to develop a site safery C F' � e plan and control plan for a CBRNE incident. 26.Have ability to develop CBRNE response G,tn plan and conduct exercise of response. s LCgCIZLI fOY YCfCYCIZCCS: C—29 CFR 1910120(OSAA Hazardous Waste Operations and Emergency response) M—Macro objectives developed by a training subgroLip of the Seniar Interagency Coardinating GroLip) m- Micro objectives developed by U.S.Army Chemical&Biological Defense Command G—Focus Group warkshop A-1. F—NFPA Standard 472(Professional Competence of Responders to Hazardolis Materials Incident)and/or NFPA Standard 473 (Competencies for EMS Personnel Responding to Hazardous Materials Incidents) Spokane Emergency Management CEMP Final Draft 2009 8 Attachment 1 SPOKANE COUNTY EVACUATION PLAN 4/9/09 Spokane Emergency Management CEMP Final Draft 2009 9 Introduction The evacuation plan is an all hazard operational plan to be approved by any Incident Commander (IC)when needed. The evacuation plan is to be used in determining if, and to what extent, the movement and activities of the public should be controlled during a disaster. Whether directing traffic around the site of an accident or emptying a town, the principles remain the same; assess risk factors, plan an appropriate response, inform the public, then implement the plan. This plan contains; • Jurisdictional Authority • Concept of Operation • Evacuation Organization • Sheltering • Road Assessment • Forms • Maps The evacuation plan is applicable to the array of potential natural and technological hazards identified in the Spokane County Hazard Identification and Vulnerability Analysis of the Comprehensive Emergency Management Plan, dated 09/20/04. (Extract Included). The occurrence of any of the hazards could be the trigger event for an evacuation. Table 1:Potential Disasters to Spokane Colinty (H.I.V.A. Summary) The following table summarizes the Spokane Colinty Hazard Identification and Vulnerability Analysis. Adjective descriptars represent the probability to that hazard,and the overall risk posed by the hazard dliring the next 25-year period(25 year hazard probability/vulnerability/risk). Vulnerability is the ratio of population,commerce,and essential infrastructtiire and services at risk, relative to the entire County. NATURAL 10 Evacuation Jurisdictional Authority The Revised Code of Washington (RCW)38.52 gives the Director of Emergency Management (Sheriff)for Spokane County the authority to carryout the program for emergency management within Spokane County. Emergency Support Function (ESF)24 addresses the jurisdictional authority for evacuation and movement within Spokane County. The Law Enforcement agency with lead jurisdictional responsibility will direct and control the evacuation utilizing the Unified Command Structure. Concept of Operation The primary focus of any response must be the people. Citizens in the path of a hazard must be informed, consulted and protected throughout the emergency. Emergency managers must always be aware of the impact associated with governmental requests or orders to evacuate homes, businesses and property. The Incident Commander, considering the totality of the effects of the hazard being dealt with, as known to him/her, may give an evacuation directive to save lives in immediate danger. A large scale evacuation directive is given by the law enforcement agency having jurisdiction over the area affected based on advice from unified command that the totality of the effects of the hazard, known as the incident, places large numbers of citizens in peril. In issuing the evacuation directive, the authorities plan for an adequate evacuation route and sufficient law enforcement officers to evacuate the residents from a specific area by a specific amount of time and assure the security of evacuated areas. To the extent possible deputies engaged in evacuating the public or securing the perimeter of a forest or wildfire, when the Incident commander has determine it to be safe and appropriate, will allow residents, landowners, or others in lawful possession and control of land to perform fire prevention or suppression activities. There are four different operational phases that may be employed at any time as dictated by the situation. They are listed below. A. Level I (Alert)— Incident Commander recognizes the possibility of need to evacuate and/or shelter in place. People in affected area must be alerted. People within the affected area should be aware of the possibility that the incident may reach a point were they will be asked to evacuate or shelter in place with their pets and livestock. Contact team will contact persons for two reasons. First, is to inform them of the situation and instruct them on how to stay informed. Second, for information gathering on who is in the affected area,where they are located, and how they can be contacted. Spokane Emergency Management CEMP Final Draft 2009 11 B. Level II (Warninq)—Incident Commander recognizes the probability of need to evacuate and/or shelter in place. People in affected area must be warned. People within the affected area are encouraged to leave or shelter in place with their pets and livestock. They are informed that there may not be another warning given based on totality of circumstances within the incident. C. Level III (Directive)—Incident Commander recognizes people in affected area are in immediate danger and must be evacuated and/or shelter in place. People are directed to leave the area immediately or shelter in place. If the contact team is able to safely enter the affected area they will contact the affected people. The IC should immediately order sufficient resources to evacuate and shelter people and pets/livestock and begin evacuating the affected area with assigned resources. D. Re-entrv procedures—IC will rescind the evacuation directive for all safe areas as soon as practicable. The Public Information Officer will inform evacuees and the public in general when it is safe to return to the evacuated areas. The IC will determine when re-entry into the evacuated area is allowed based on the evaluation of all gathered information within the affected area and the affected area can be determined safe. Evacuation Notification -When an evacuation is ordered, notification of people in the affected area will be by multiple means. Disaster updates, evacuations and sheltering information are broadcast on radio and television, and may be displayed on reader boards along stretches of interstate roadways. Through Unified Command the decision will be made on what means of notification will be utilized. Evacuation notification will also be done by the following means: Emerqencv Alert Svstem (EAS);will announce by voice and video over radio and television the nature of the condition,who is affected, what to do and where to go. For the EAS system to be utilized, the IC must believe that there is a life threatening emergency and feel that an area wide notification is necessary. The use of the EAS must go through the IC and their respective dispatch center. Safetv Advisorv (SA); may not interrupt normal broadcast. A scrolled message is displayed across the television broadcast and may be announced over the radio. A SA should advise the public of the nature of the condition, who is affected, what to do and where to go. For the SA to be utilized, the IC must believe the need to issue an important emergency message (a remote potential of loss of life or serious injury)that does not meet the standard for EAS activation. The use of the SA must go through the IC and their respective dispatch center. Law Enforcement officers will use public address systems, personal contact and telephone alerting systems to warn citizens of a need to evacuate. Fire Aqencies will assist with notifications, when available, to warn citizens of a need to evacuate or shelter in place. Spokane Emergency Management CEMP Final Draft 2009 12 Law enforcement agencies establish a perimeter around any area to be evacuated to keep all people from entering a dangerous area. Law enforcement also will set up checkpoints to guide evacuees safely out of the affected area. Once people have left the area, law enforcement agencies will patrol evacuated areas to minimize theft/looting, if safe to do so. Law enforcement will make an effort to identify and make a record of which dwellings in the evacuated area remain occupied and by whom, after the order to evacuate has been given. Evacuation Orqanization The organizational structure during an evacuation follows the concepts of the Incident Command System (ICS). The ICS is a hierarchy of sections, branches, divisions/groups and units developed to provide an organization, which any agency could readily adopt in a multi- agency or multi-jurisdictional response. Shown below is the evacuation organizational chart. Incident Commander/ Unifed Command Public Information Liaison Officer Officer Shelter Groups/ (Red Cross�(HEART) Operations Section Plans Section Logistics Section Finance Section Chief Chief Chief Chief Law Enforcement Branch Director Evacuation Traffc Group Group Supervisor Supervisor Contact Team Perimeter Team Transportation Evacuation Route Traffic Resource /Security Team Team Team Phone Contact Evacuation Escort Transportation Resource Resource Resource MobileField PerimeterSecurity ShelterSecurity Contact Resource Resource Resource Spokane Emergency Management CEMP Final Draft 2009 13 The following is a position checklist pertaining to the positions and responsibilities within the evacuation organizational structure. The checklist identifies all responsibilities within the different positions. The purpose of the checklist is to assist personnel in understanding and activating positions for an evacuation. Evacuation Group Supervisor(EGS) An Evacuation Group Supervisor (EGS) is needed when evacuation is probable or people are in immediate danger and the Incident Commander does not have sufficient resources to effect necessary actions. The EGS reports to the Law Enforcement Branch Director when one is assigned to the incident, otherwise to the Operations Section Chief (OSC) or Incident Commander (IC) respectively. The EGS is primarily responsible for preparing and/or revising the evacuation plan, managing any evacuation effort associated with the incident, and coordinating evacuation efforts between the various agencies that may be involved. Duties include those of all needed subordinate positions not filled and: • Obtain initial and daily briefings from LE Branch Director or OSC: understand "Concept of Operations". • Determine and understand local jurisdiction and responsible state agency authorities for conducting an evacuation as a result of the incident. • Review position descriptions on following pages, evaluate need for additional Evacuation Group resources and order accordingly. • Evaluate and recommend activation or changes to the public alerting systems (upgrade or downgrade/updates). • Develop Evacuation plan to meet incident objectives (i.e. Shelter in place/ immediate Spokane Emergency Management CEMP Final Draft 2009 14 evacuation/planned evacuation). • Develop trigger points, if time allows, for the evacuation based on number and location of those at risk. • Identify Evacuation routes to be used in correlation with shelter locations. • Know daily planning cycle and participate with the Planning Section in the development of the Daily Action Plan, unless urgency of evacuation precludes it. • Begin shelter preparations or establishment by coordinating with Department of Emergency Management (DEM) and the American Red Cross (ARC) or other pre- designated shelters in the area. • Coordinate with Humane Evacuation Animal Rescue Team (HEART) to establish livestock and pet holding areas as needed. • Establish an evacuee briefing site(s). Provide site location(s) to PIO, Perimeter Team Leader and Contact Team Leader. • Brief PIO on evacuation statues/progress. • Develop the access/re-entry criteria for the affected area. • Inform LE Branch Director of all status changes of resources assigned to the Group. • Review work assignments with Team Leaders daily, usually immediately after the daily Operations Briefing. • Ensure subordinates are aware of reporting and documentation requirements and comply. • Revise the evacuation plan as necessary. • Approve and turn in time reports of Team Leaders. • Complete a Unit Log daily and submit it as directed by the LE Branch Director or Operations Section Chief. Contact Team Leader(CTL) A Contact Team Leader (CTL) is needed when evacuation is possible, probable or people are in immediate danger and Incident Commander(IC)does not have sufficient resources to effect necessary actions. The CTL reports to the Evacuation Group Supervisor (EGS) when one is assigned to the incident, otherwise to the LE Branch director then the Operations Section Chief (OSC) and lastly, the IC. The CTL is responsible for ensuring people in the evacuation area are informed of the current danger level. The CTL coordinates with the Public Information Officer(PIO) and manages assigned contact teams to inform people using any combination of: posting information bulletins in locations specified by the PIO, telephone calls, and direct, house-to-house contact. Duties include those of all needed subordinate positions not filled. • Obtain briefings from the Evacuation Group Supervisor or the LE Branch Director. • Review all position descriptions within your span of control and evaluate need for additional resources. • Review assignments with all contact resources. • Keep the Evacuation Group Supervisor advised of status changes of resources assigned to the Team. • Keep the Evacuation Group Supervisor advised of hazardous situations and significant events. • Coordinate activities with Groups and other Teams. • Ensure that contact resources are getting the correct message out to the citizens. • Ensure that all assigned personnel are relieved at reasonable intervals. • Evaluate performance of all resources assigned to the Team. Spokane Emergency Management CEMP Final Draft 2009 15 • Approve and turn in times for all resources assigned to the Team and maintain a unit log. Phone Contact Resource A Phone Contact Resource is needed when evacuation is possible, probable or people are in immediate danger and Incident Commander wants to make phone notifications but does not have sufficient resources. The phone notification situation dictates the number of resource members. They report to the Contact Team Leader (CTL). Resource members make phone notifications as instructed in writing by the CTL, to area residents listed within the danger area. Supplies and equipment required for each Resource member include: • An operable telephone • A chair or bench, table space, and writing materials • Written instructions accompanying a notification message • A list of names or numbers to call • A supply of Pre-evacuation Contact Data sheets (used in Alert and Warning phase) Mobile Field Contact Resource Mobile Field Contact Resources are needed when evacuation is possible, probable or people are in immediate danger and Incident Commander wants to make field notifications but lacks sufficient resources. Each 2-person resource has a driver and a Leader. The number of people in the evacuation area dictates the number of resources. They report to the Contact Team Leader (CTL). Resources visit all known, accessible residences in the evacuation area and notify residents as directed by the CTL. Supplies and equipment required for each resource includes: • A map identifying all known residences in the area the resource is to cover • A vehicle appropriately equipped to travel the intended routes • A public address phone and speaker • A radio that can transmit and receive on a frequency also available to the perimeter Team Leader. • Written instructions accompanying a notification message. • A supply of Pre-evacuation Contact Data sheets (used in Alert and Warning phases) Perimeter Team Leader(PTL) A Perimeter Team Leader is needed when evacuation is probable or people are in immediate danger. The PTL reports to the Evacuation Group Supervisor when assigned, or to the LE Branch Director then the Operations Section Chief and lastly to the Incident Commander. The PTL is responsible for Establishing and Securing perimeters around the affected area of the incident. The PTL is also responsible for assembling Evacuation Escort Resources to assist personnel that cannot evacuate themselves. • Obtain briefings from the Evacuation Group Supervisor or LE Branch Director. • Review all position descriptions within your span of control and evaluate need for additional resources. • Review assignments with all Escort and Perimeter Security resources. • Establish and maintain perimeter control of affected area(s). • Provide for security of the evacuated area(s). • Keep the Evacuation Group Supervisor advised of status changes of resources assigned to the Team. Spokane Emergency Management CEMP Final Draft 2009 16 • Keep the Evacuation Group Supervisor advised of hazardous situations and significant events. • Coordinate activities with Groups and other Teams. • Locate perimeter control points and set up checkpoints, roadblocks or road closures as needed. • Ensure proper equipment is obtained to complete your objective. (I.e. barricades, cones, signs, etc.) • Ensure that information used at checkpoints and roadblocks is accurate. • Ensure communications between perimeter control points is operable and reliable. • Set up and manage guide cars, flag stops, traffic directional control and other methods to ensure safe traffic flow in and around the incident. • Ensure that all assigned personnel are relieved at reasonable intervals. • Evaluate performance of all resources assigned to the Team. • Coordinate reentry requests through the Evacuation Group Supervisor. • Approve and turn in times for all resources assigned to the Team and maintain a unit log. Evacuation Escort Resource An Evacuation Escort Resource is needed when evacuation is probable or people are in immediate danger and the IC may be faced with a need for Law Enforcement officers to escort people from the evacuation area. The evacuation situation dictates number of resource members needed. They report to the Perimeter Team Leader. Two resource members respond to each Mobile Field Contact resource or other report of any person(s) in the evacuation area: who appears to be incapable of making a reasonable and informed decision due to their physical or mental condition, or is otherwise unable to comply with an evacuation directive, or any minor(s) unaccompanied by a parent or guardian. • A map identifying all known residences or locations in the area the resource is to respond too and where evacuees are to be taken. • A vehicle appropriately equipped to travel the intended routes and transport evacuees. • A public address phone and speaker. • A radio that can transmit and receive on a frequency available to the perimeter Team Leader. • Information and instructions on needs of evacuees being escorted out. (i.e. type of handicap- physical or mental) • Proper documentation for chain of custody of the evacuees. Perimeter Security Resource A Perimeter Security Resource is needed when evacuation is probable or people are in immediate danger. The evacuation situation will dictate number of resource members needed. They will report to the Perimeter Team Leader. The Perimeter Security Resource will secure the perimeter of the affected area. They will use road blocks, closures and checkpoints to control egress and ingress to the area. Roving patrols will also be established to keep the perimeter secure. • A map identifying the perimeter of the affected area and location of checkpoints, roadblocks, egress and ingress routes. • A vehicle appropriately equipped to perform roving patrols within and around the perimeter. • A public address phone and speaker. • A radio that can transmit and receive on a frequency available to the Perimeter Team Spokane Emergency Management CEMP Final Draft 2009 17 Leader. • Information and instructions on actions to be taken when confronting citizens within and around the perimeter. Transportation Team Leader A Transportation Team Leader is needed when evacuation is probable or people are in immediate danger. The Transportation Team Leader reports to the Evacuation Group Supervisor when assigned, or to the LE Branch Director then the Operations Section Chief and lastly to the Incident Commander. The Transportation Team Leader is responsible for obtaining means of transportation (i.e. STA buses, School buses, etc.)and transporting evacuees from collection points to designated shelters. • Obtain briefings from the Evacuation Group Supervisor or the LE Branch Director. • Review all position descriptions within your span of control and evaluate need for additional resources. • Review all Memos of understanding and mutual aid agreements that pertain to transportation vehicles. • Review assignments with all Transportation Resources. • Keep the Evacuation Group Supervisor advised of status changes of resources assigned to the Team. • Keep the Evacuation Group Supervisor advised of hazardous situations and significant events. • Coordinate activities with Groups and other Teams. • Ensure communications are operable and reliable. • Ensure that all assigned personnel are relieved at reasonable intervals. • Evaluate performance of all resources assigned to the Team. • Approve and turn in times for all resources assigned to the Team and maintain a unit log. Transportation Resource A Transportation Resource is needed when Evacuation is probable or people are in immediate danger. The Transportation Resource reports to the Transportation Team Leader. The Transportation Resource is responsible for the safe operation of Transportation vehicles and proper documentation of evacuees that are transported. • A map identifying pickup and drop-off points for evacuees and the evacuation route with checkpoints, roadblocks and identified hazards. • A vehicle appropriately equipped to perform mitigation and management of the evacuees. • A public address phone and speaker. • A radio that can transmit and receive on a frequency available to the Transportation Team Leader. • Information and instructions on actions to be taken when transportation problems occur with evacuees. Shelter Security Resource A Shelter Security Resource is needed when Evacuation is probable or people are in immediate danger. The Shelter Security Resource Reports to the Transportation Team Leader. The Shelter Security Resource is responsible for the safety and security of evacuees/personnel that are residing or working within an activated shelter. Depending on the Spokane Emergency Management CEMP Final Draft 2009 18 situation they can function as a roving or assigned resource. • A map identifying all activated shelters. • An appropriately marked vehicle for roving patrol between shelters. • A public address phone and speaker. • A radio that can transmit and receive on a frequency available to the Transportation Team leader. • Information and instructions on actions to be taken if a problem arises at an assigned shelter. Traffic Group Supervisor(TGS) A Traffic Group is needed when evacuation is probable or people are in immediate danger. The TGS reports to the LE Branch Director when assigned, or the Operations Section chief and lastly to the Incident Commander. The TGS is responsible for coordinating the safe and effective flow of traffic around the incident perimeter and coordinating with the Evacuation Group Supervisor to identify the safest Evacuation route and maintain the routes safety and security. • Obtain briefings from the Evacuation Group Supervisor or the LE Branch Director. • Review all position descriptions within your span of control and evaluate need for additional resources. • Review assignments with all Evacuation Route Team/Traffic Resources Team. • Keep the LE Branch Director/Evacuation Group Supervisor advised of status changes of resources assigned to the Team. • Keep the LE Branch Director/Evacuation Group Supervisor advised of hazardous situations and significant events. • Ensure information dissemination is made if the evacuation route may or does impact adjacent counties or States. • Coordinate activities with Groups and other Teams. • Coordinate with the Evacuation Group Supervisor to determine the safest evacuation route and have back up routes in place. • Ensure proper equipment is obtained to complete your objective. (I.e. barricades, cones, signs, etc.) • Ensure that information used at checkpoints and roadblocks is accurate. • Ensure communications are operable and reliable. • Set up and manage guide cars, flag stops, traffic directional control and other methods to ensure safe traffic flow along the evacuation route. • Ensure that all assigned personnel are relieved at reasonable intervals. • Evaluate performance of all resources assigned to the Team. • Approve and turn in times for all resources assigned to the Team and maintain a unit log. Evacuation Route Team An Evacuation Route Team is needed when evacuation is probable or people are in immediate danger. The Evacuation Route Team Leader reports to the Traffic Group Supervisor. The Evacuation Route Team will check the evacuation route, once it has been established, for obstructions and safety. The Evacuation Route Team will protect the evacuation route to prohibit other traffic from entering or obstructing the route and provide for safe and efficient of emergency vehicles, as needed, through or across the evacuation route. The ability to safely Spokane Emergency Management CEMP Final Draft 2009 19 pass through the route must be continuously monitored. They may use road blocks, closures and checkpoints to control the flow of traffic along the evacuation route. • A map identifying the perimeter of the affected area and the evacuation route with checkpoints, roadblocks and identified hazards. • A vehicle appropriately equipped to perform mitigation and management of the evacuation route. • A public address phone and speaker. • A radio that can transmit and receive on a frequency available to the Traffic Group Su pervisor. • Information and instructions on actions to be taken when confronting citizens along the evacuation route. Traffic Resou rce Team A Traffic Resource Team is needed when evacuation is probable or people are in immediate danger. The Traffic Resource Team Leader reports to the Traffic Group Supervisor. The Traffic Resource Team will provide for safe and efficient flow of traffic around and away from the incident perimeter. The Traffic Resource Team will also check alternate routes for safety and traffic flow potential. They may use road blocks, closures and checkpoints to control the flow of traffic along the evacuation route. • A map identifying the perimeter of the affected area and the evacuation route with checkpoints, roadblocks and identified hazards. • Vehicles appropriately equipped to perform mitigation and management of alternate traffic routes. • A public address phone and speaker. • A radio that can transmit and receive on a frequency available to the Traffic Group Su pervisor. • Information and instructions on actions to be taken when confronting citizens along the alternate traffic routes. Evacuation Shelters If an evacuation is ordered many residents will comply and choose to go to the home of family or friends in an area outside the evacuation zone. Some however will need to seek refuge in an emergency shelter. The local chapter of the American Red Cross and its network of chapters around the region take the lead in the sheltering effort for displaced citizens based on need. The American Red Cross, in collaboration with the Spokane County Emergency Operations Center, may open shelters in safe areas away from the evacuation zone in anticipation of a disaster, during an evacuation, or after a disaster occurs. The Red Cross notifies local authorities through the EOC of the locations of approved shelters and when they are able to accept evacuees. Citizens should go to shelters when Law Enforcement or Fire authorities order an evacuation of the area in which they reside. Citizens should take three day supply of clothing and medications with them to a shelter. Spokane Emergency Management CEMP Final Draft 2009 20 Shelters are intended as short-term emergency housing until disaster victims may return to their homes or locate alternate housing after a disaster. They are not intended to make available more than minimal needs; a roof overhead, relative safety, restrooms and some food and water. There are three kinds of shelters: Red Cross Shelters: These are pre-identified and inspected by the American Red Cross staff to meet its standards, and have a minimum of trained shelter management staff. They have restrooms and the ability to prepare or distribute prepared meals. Whether before or after a disaster, shelters will be located in safe areas and will provide appropriate services. In most cases they are opened to meet emergent needs of neighborhoods or communities and with strong coordination and communication with emergency managers. Communitv Shelters: These are shelters that may be opened by community groups, local churches or other organizations. They are not Red Cross designated shelters. They may not be pre-identified, nor strategically placed out of the affected area or inspected for safety prior to opening and may be operating with untrained staff. In most cases they are opened to meet emergent needs of neighborhoods or communities not yet advised or aware of activated shelters, and without the coordination and communication with emergency managers. The Red Cross may assist with providing support once Emergency Management learns of a shelters existence. Feeding will be available and coordinated if needed as an ESF 6 function. Special Needs Shelters: These shelters are not for the general public. They are for people who are pre-identified as having specific medical, physical or mental conditions, which make it difficult for them to use a public shelter. A need to determine how to provide care for disaster victims with Special Needs may be identified in consultation with local and state EMA, Red Cross officials and DOH where appropriate. In some cases congregate shelters may be considered due to populations, locations etc.,where appropriate. There is often a shortage ofvolunteers to help manage them, and evacuees may be called upon to provide help to others at the shelter. Pets are generally not allowed in shelters housing people. Service animals are allowed. Pet owners should make arrangements to leave their pets, to include exotic animals, at home, with a friend or family out of the evacuation area, board them, or contact the Humane Society or SCRAPS or Spokane Animal Care. Do not leave pets in cars even in a disaster situation. Whenever possible, animal evacuation areas will be located as close to Red Cross or Community shelter locations as possible. At Red Cross shelters, evacuees must register and sign in and out. Registration helps locate or reunite family members and identify populations or communities unaccounted for. Shelter rules include; prohibiting weapons, non-prescription drugs, alcohol and smoking. Disorderly and disruptive behavior is not tolerated, and all must be courteous and respectful of others and Spokane Emergency Management CEMP Final Draft 2009 21 the facility. While Community shelters are not standardized, it is strongly encouraged that they establish registration and safety policies prior to opening. A partial evacuation is one limited to include only those in immediate risk of loss of life if they remain in the path or area of the threat. A partial evacuation may include an area the size of established neighborhoods, housing developments or business districts, focusing only on moving people for their safety. A partial evacuation may affect a large area, but not the entire county. A full evacuation involves moving all citizens of the county from their homes to locations away from, and outside of Spokane County. This is extreme and considered unlikely. Roadway Assessment No portion of the transportation infrastructure may be considered to be free of potential roadblocks during and immediately following a disastrous event. All bodies of water and the stability of over/underpass structures could impede movement along interstate routes, state roads and highways, county roads and city streets,where crossed. The Spokane River presents a major obstacle if there is any bridge damage. During an evacuation directive, law enforcement agencies are responsible to arrange for the orderly flow of traffic away from the area being evacuated. They will be assisted by public works agencies in an effort to keep as many routes as possible open to move people away from danger. Potential challenges on arterials in Spokane County are listed below. North of the Spokane River State Route 291 • the convergence of Assembly, Driscoll and Francis • the convergence of Rutter Parkway with SR291 • the bridge across the Little Spokane River south of Suncrest. State Route 395 • the bridges at Wandermere across the Little Spokane River • the bridge at Dragoon Creek • the bridge at Deer Park State Route 2 (Newport Hiqhwav) • the North Division "Y" • the bridge at Chattaroy Road. State Route 290 (Trent Avenue) • the feeder routes at Progress and Evergreen • the bridge across the Spokane River east of Pines Road. Upriver/Welleslev Avenue Spokane Emergency Management CEMP Final Draft 2009 22 • the intersections with Trent • the fact that it is a two-lane road. South of the Spokane River and East of Latah Creek State route 290 • the feeder routes cross rail lines • the bridge over the Spokane River at Pines Road. Interstate 90 • overpasses • bridge across the Spokane River at the state line. Pines/State Route 27 • it is two lanes; the intersection with Dishman-Mica • the intersection with Palouse Highway. Dishman-Mica Road • it is mostly two lane • has multiple feeder roads • it ends at State Route 27 Palouse Hiqhwav • it is two lanes • it ends at its intersection with State Route 27 Hatch Road • it is two lanes • the bridge across Hangman Creek • intersection with State Route 195 West of Latah Creek and the Spokane River State Route 195 • the railroad underpass north of Spangle. Chenev-Spokane Road • it is two lanes • merges with State Route 904 at Cheney. Cheney-Spanqle/Wells • it is two lanes. Chenev Plaza/Rock Lake Road • it is two lanes. Spokane Emergency Management CEMP Final Draft 2009 23 Interstate 90 • the bridge over Latah Creek • the bridge under the high railroad bridge west of Latah Creek • overpasses at: o Garden Springs o Geiger o State Route 904 in two places o Salnave Road State Route 2 • the railroad overpass at Fairchild Air Force Base • the bridge over Deep Creek • the railroad underpass at Espanola Coulee-Hite Road/Farwell • it is two lanes Four Mounds/Lonq Lake Road • it is two-lane • there are few services Spokane Emergency Management CEMP Final Draft 2009 24