CONTINUITY OF OPERATIONS PLAN (COOP)

___________________ COUNTY PUBLIC WORKS

MOBILITY

OPERATIONS AND MAINTENANCE (O&M)

WATER/ENVIRONMENTAL SERVICES

PLANNING & DEVELOPMENT SERVICES

___________________, FLORIDA

NOTICE: This document contains information pertaining to the deployment, mobilization, and tactical operations of ___________________ County government in response to emergencies and is exempt from public disclosure under Florida Statute 119.071.

JUNE 08, 2012

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TABLE OF CONTENTS

EXECUTIVE SUMMARY & BACKGROUND..................................................... 1

COUNTY PROFILE................................................................................................. 2

DEMOGRAPHICS................................................................................................... 3

DISCLAIMER.......................................................................................................... 4

NON-DISCRIMINATION STATEMENT.............................................................. 4

ACRONYMS & DEFINITION OF TERMS............................................................ 4

EMERGENCY SUPPORT FUNCTIONS................................................................ 5

TACTICAL FIRST-IN TEAM (TFIT).....................................................................xxii

SECTION 1: INTRODUCTION.......................................................................... 7

I-1 Purpose......................................................................................................... 7

I-2 Applicability and Scope............................................................................... 8

I-3 Supersession................................................................................................. 8

I-4 Authorities.................................................................................................... 8

I-5 References.................................................................................................... 9

I-6 Policy............................................................................................................ 10

SECTION II: CONCEPT OF OPERATIONS (CONOP)................................. 10

II-1 Objectives..................................................................................................... 10

II-2 Planning Considerations and Assumptions.................................................. 11

II-3 COOP Execution.......................................................................................... 11

II-4 Time-Phased Implementation....................................................................... 13

II-5 Critical Service COOP Staff......................................................................... 14

II-6 Alternate Facility.......................................................................................... 14

II-7 Mission-essential Functions......................................................................... 15

III-2 Vital Records and Databases........................................................................ 19

III-3 Pre-Positioned Resources1........................................................................... 20

III-4 Drive-Away Kits.......................................................................................... 20

III-5 Telecommunications and Information Systems Support.............................. 20

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III-6 Transportation, Lodging, and Food.............................................................. 21

III-7 Security and Access Controls....................................................................... 21

III-8 Personal and Family Preparedness............................................................... 21

III-9 Site Support Procedures............................................................................... 22

SECTION IV: PHASE 1 - ACTIVATION ......................................................... 23

IV-1 Alert and Notification Procedures................................................................ 23

IV-2 Initial Actions............................................................................................... 23

IV-3 Activation Procedures for Duty Hours......................................................... 25

IV-4 Activation Procedures for Non-Duty Hours................................................. 25

IV-5 Deployment and Departure Procedures for Timed-Phased Operations....... 25

IV-6 Transition to Alternate Operations............................................................... 26

IV-7 Site Support Responsibilities....................................................................... 26

SECTION V: PHASE II - ALTERNATE OPERATIONS................................ 27

V-1 Execution of Mission-essential Functions.................................................... 27

V-2 Establishment of Communications............................................................... 27

V-3 COOP Support Team (CST) Responsibilities.............................................. 27

V-4 COOP Emergency Relocation Group (ERG) Responsibilities.................... 27

V-5 Augmentation of Staff.................................................................................. 28

V-6 Amplification of Guidance to ERG and CST Personnel.............................. 28

V-7 Development of Plans and Schedules for Reconstitution and Termination........ 28

SECTION VI: PHASE III - RECONSTITUTION AND TERMINATION.... 28

VI-1 Overview...................................................................................................... 28

VI-2 Procedures.................................................................................................... 29

SECTION VII: TEST, TRAINING, AND EXERCISE (TT&E) PROGRAM...... 29

VII-1 TT&E program............................................................................................. 29

VII-2 TT&E program continued............................................................................ 29

VII-3 After-Action Review and Remedial Action Plan......................................... 30

SECTION VIII: DEVOLUTION OF CONTROL AND DIRECTION................. 30

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VIII-1 Devolution.................................................................................................... 30

VIII-2 Devolution planning..................................................................................... 30

ANNEXES

Annex A: COOP Emergency Relocation Group ResponsibilitiesAnnex B: Alternate FacilitiesAnnex C: Mission-essential FunctionsAnnex D: Orders of SuccessionAnnex E: Delegations of AuthorityAnnex F: Notification Procedures and List of COOP Emergency Relocation Group

(ERG) StaffAnnex G: Vital RecordsAnnex H: Drive-Away KitsAnnex I: Communications PlanAnnex J: Security and Access ControlsAnnex K: Family Disaster PlanAnnex L: Site Support ProceduresAnnex M: Test, Training, and ExerciseAnnex N: Facility EvacuationAnnex O: COOP Support Team (CST)Annex P: Acronyms Annex Q: Points of ContactAnnex R: Guidelines for Release of Staff during Emergency SituationsAnnex S: Emergency Procurement GuidelinesAnnex T: Tactical First-In Team (TFIT) SOPAnnex U: County InfrastructureAnnex V: Bridge Contract and Contact for Infrastructure Corporation of America

(ICA)Annex W: Evacuation StudyAnnex X: Debris Dump SitesAnnex Y: Staff RosterAnnex Z: Evacuation Shelters

TABSTab 1: FEMA Daily Log Blank WorksheetsTab 2: FEMA Reimbursement RatesTab 3: Overtime RequestsTab 4: Timecard LogsTab 5: CORPS Debris PlanTab 6: EM Credentialing and Certification / Grief Counseling HandoutTab 7: MapsTab 8: WEBEOC Workorder Flow Chart

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EXECUTIVE SUMMARY

___________________ County is vulnerable to a variety of hazards that threaten our community, businesses and the environment. This Continuity of Operations Plan (COOP) establishes a framework through which ___________________ County Public Works, Operations & Maintenance (O&M), Planning & Development Services and Water/Environmental Services prepares for, responds to, recovers from and mitigates the impacts of a wide variety of disasters, man-made or natural, that could adversely affect the health, safety and/or general welfare of the residents of this area.

The plan describes the basic strategies, assumptions and mechanism through which we will mobilize resources and conduct activities to guide and support local emergency management efforts through preparedness, response, recovery and mitigation.

This COOP is designed to interface with the ___________________ County COOP and parallels state and county activities set forth in the State of Florida “Comprehensive Emergency Management Plan” and the ___________________ County “Comprehensive Emergency Management Plan”.

It outlines in general terms, how the functional responsibilities normally associated with Public Works Infrastructure functions prepares for and recovers from an emergency situation. It is written to consider all relevant hazards identified in the ___________________ County Hazard Analysis contained in the ___________________ County Comprehensive Emergency Management Plan.

When using the term “Infrastructure”, this plan is inclusive of functions normally associated with Infrastructure, i.e., solid waste, debris management, water, wastewater, sewer, etc. This plan incorporates actions for the ___________________ County Public Works, Operations & Maintenance units (O&M), Planning & Development Services and Water/Environmental Services in ___________________ County. Solid waste functions are not included in this COOP but are maintained by the Landfill Manager.

BACKGROUND

Continuity planning is a fundamental responsibility of public institutions and private entities to our citizens. Continuity planning facilitates the performance of essential functions during an emergency situation that disrupts normal operations and/or the timely resumption of normal operations once the emergency has ended. A strong continuity plan provides the organization with the means to address the numerous issues involved in performing essential functions and services during an emergency. Without detailed and coordinated continuity plans and effective continuity programs to implement these plans, jurisdictions risk leaving our citizens without vital services in what could be their time of greatest need.

The goal of emergency planning is to reduce the consequence of any disruptive event to a manageable level. The specific objectives of a particular organization’s continuity plan may vary, depending on its mission and functions, its capabilities, and its overall continuity strategy. In general, continuity plans are designed to:

1. Minimize loss of life, injury, and property damage.

2. Mitigate the duration, severity, or pervasiveness of disruptions that do occur.

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3. Achieve the timely and orderly resumption of essential functions and the return to normal operations.

4. Protect essential facilities, equipment, records, and assets.

5. Be executable with or without warning.

6. Meet the operational requirements of the respective organization. Continuity plans may need to be operational within minutes of activation, depending on the essential function or service, but certainly should be operational no later than 12-hours after activation.

7. Meet the needs of the respective organization. An organization may need to plan for sustained continuity operations for up to 30-days or longer, depending on resources, support relationships, and the respective continuity strategy adopted.

8. Ensure the continuous performance of essential functions and operations during an emergency, including those such as pandemic influenza that require additional considerations beyond traditional continuity planning.

9. Provide an integrated coordinated continuity framework that takes into consideration other relevant organizational, governmental, and private sector continuity plans and procedures.

Responsibility for continuity planning resides with the highest level of management of the organization involved. They are ultimately responsible for the continuation of essential services during an emergency and for the related planning. Organizational responsibilities typically include the development of strategic continuity vision and overarching policy, the appointment of key continuity personnel, and the development of a program budget that provides for adequate facilities, equipment, and training.

Effective implementation of continuity plans and programs requires the support of senior leaders and decision makers who have the authority to commit the organization and the necessary resources to support the programs.

COUNTY PROFILE

___________________ County is located in the southwestern part of the Florida peninsula on the Gulf of Mexico. The County extends a distance of 30 miles from north to south along the Gulf of Mexico, and at its widest point some 27 miles from east to west. It has 35 miles of Gulf beach shoreline. It is bounded on the North by Manatee County, on the east by Manatee and Desoto Counties, on the south by Charlotte County. It has three heavily populated barrier islands: Longboat Key, Lido Key and Siesta Key; and two lesser-populated islands: Casey Key and Manasota Key. Together, these keys effectively absorb the brunt of the forces brought by waves, winds, and occasional storms. These are all, as are the bay front areas of the mainland, subject to extensive damage by tidal surges during a hurricane attack. Approximately 82,000 people from these areas would have to be evacuated. In addition, ___________________ County has approximately 39,000 mobile home dwellers that would also have to be evacuated under hurricane attack.

___________________ County’s geography is typically a flat coastal plain, encompassing 587.3 square miles of land mass and 32.7 square miles of inland water. Isolated swamps and marshes connecting into sloughs and meandering streams characterize the County’s flat topography. The topography ranges in elevation from near mean sea level along the coast and the lower Myakka River to a height of 95 feet in the Northeast corner of the County near Verna.

Topography is the most important physical parameter in determining ___________________ County’s drainage characteristics. Although the County’s topography is quite flat, sufficient gradient does exist to produce a series

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of somewhat poorly drained basis. Because of this flat topography, the County does not have an extensive river system. ___________________ County has four regional drainage basins, including the Manatee River Basin, the ___________________ Bays Basin, the Myakka River Basin, and the Charlotte Harbor Bain. Increases in the development in the flood prone areas increase the risk of flooding.

DEMOGRAPHICS

The source for the following information is the ___________________ County Apoxsee and the Southwest Hurricane Study for ___________________ County.

According to the Planning & Development Services General Demographic Characteristics, 2000, the demographics of ___________________ County are:

Total population: 325,957Male: 154,418Female: 171,539

Race:White: 301,985 92.6%African American: 13,621 4.2%Asian: 2,522 .8%American Indian: 717 .2%Native Hawaiian: 92Other: 3,708 1.1%Two or more races: 3,312 1%

Age:0-14 13.4%15-24 7.8%25-44 21.7%45-64 25.6%65+ 31.5%

In general approximately 93% of the populations live in urban areas and the remaining 7% in rural areas.

___________________ County’s economy can be characterized as trade and services oriented. While the percentage of permanent residents who are employed has increased, unemployment has hovered around 3.8% for the past ten years. Manufacturing and construction are maintaining a steady but low source of employment for members of ___________________ County’s work force, while trade and services are a growing source of employment. Tourism and retirement, which has traditionally been a strong economic activity within ___________________ County continues to grow. Median household income in ___________________ County was $50,111 in 2000. The per capita income in 1995 was $32,296.

GENERAL DATA

Public Works employs approximately 100 full-time employees, Operations & Maintenance employs approximately 330 full-time employees, Planning & Development Services employs approximately ____________ full-time employees and Water/Environmental Services employs approximately __________ full-time employees. Employees fall under the Directors of Public Works, Operations & Maintenance, Planning & Development Services, and Water/Environmental Services.

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The majority of employees work at 1001 ___________________ Center Boulevard, located in the International Trade Center, just east of Interstate-75 off Fruitville Road. Other staff work at 8781 Bee Ridge Road (Lil’ BOB), 5303 Pinkney Avenue (SCAT), 4310 Ashton Road (Fleet), 5875 Hummingbird Avenue (Forestry), 1301 Cattlemen Road, Building C (Real Property), 4551 Englewood Road (South County Fleet), 1255 Mabry Carlton Parkway (Carlton Water Treatment Plant), 1001 Beneva Road (Pump Station No. 2), 1350 Jacaranda Boulevard (Jacaranda Water Treatment Plant), 7905 McIntosh Road (Central County Water Reclamation Facility), 375 Venice East Boulevard (Venice Gardens Water Reclamation Facility), 4001 Iona Road (Bee Ridge Water Reclamation Facility), 4411 Bahia Vista Drive (Atlantic Water Reclamation Facility) and 921 Woodbridge Drive (South County Field Operations).

DISCLAIMER

This plan has been prepared to meet state and federal requirements and should provide the overall guidelines necessary to function in the event of a major emergency or disaster. It complies with the National Incident Management System (NIMS) and incorporates the Incident Command System (ICS) structure. Although every effort has been made to consider all necessary response and recovery provisions should a disaster or major emergency threaten ___________________ County, it’s impossible to forecast every situation. Individuals and departments having responsibilities set forth in this plan must maintain the flexibility and freedom to make adjustments as conditions warrant.

NON-DISCRIMINATION STATEMENT

In accord with various Federal and State civil rights legislation, ___________________ County does not discriminate in any of its programs, services or activities and does not tolerate discrimination. As such, it solicits public participation without regard to race, color, religion, sex, age, national origin, disability or family status. Persons needing special accommodations under the American with Disabilities Act of 1990 or language services (free of charge) should contact the ___________________ County Call Center at 941-861-5000.

ACRONYMS AND DEFINITION OF TERMS

Annex P contains commonly used acronyms and definition of terms and functions.

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EMERGENCY SUPPORT FUNCTIONS (ESF)

___________________ County Emergency Operations Center is organized into 18 ESF’s. The Federal and State government mandate these functions of each ESF. They are comprised of government departments, local agencies, and voluntary organizations, which are grouped together to provide needed assistance. A description of each ESF is provided in Figure 1 below:

ESF NBR FUNCTION NAME LEAD COUNTY ORGANIZATION

1 TRANSPORTATION SCAT: Transit, Para Transit, Transportation Disadvantaged, School Board, Private Sector Buses

2 Communications Administrative Services, IT, Emergency Services (EM)3 PUBLIC WORKS

INFRASTRUCTUREINFRASTRUCTURE: Road & Bridge, Utilities (open & closed systems), Traffic Signals/Signs, Permitting & Mitigation, Forestry, Real Property, HorticultureFACILITIES SERVICES: Vertical, Maintenance, & PlanningENVIRONMENTAL SERVICES: Water Core & Solid Waste operations.

4 Fire Fighting Emergency Services5 Information &

PlanningEmergency Services

6 Mass Care American Red Cross, Salvation Army7 Rescue Support Administrative Services, Contracting & Procurement8 Health & Medical Health & Human Services9 URBAN SEARCH &

RESCUE___________________ County Sheriff (Manager, Mobility Infrastructure is Deputy Commander and O&M has representation on three teams)

10 Hazardous Materials Emergency Services11 Food & Water Environmental Services, American Red Cross, Salvation Army12 ENERGY Fuel, Petroleum & Lubricants

Florida Power & LightNatural Gas

13 Military Support Florida Army National Guard14 Public Information Administrative Services15 Volunteers &

DonationsHealth & Human Services

16 Law Enforcement & Security

___________________ County Sheriff

17 Animal Protection ___________________ County Sheriff18 Business Continuity Local Business Establishments

* Bold and large fonts denote ESFs supported. See next page for a description of each ESF.

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ESF-1: The purpose of ESF-1 is to provide, in a coordinated manner through the Emergency Operations Center (EOC), the human, technical, equipment, facility, and materials and supplies resources of, or obtainable by, ESF-1 agencies to support the emergency transportation needs of local, state and federal governments and voluntary organizations during an emergency or a disaster.

ESF-3: The purpose of ESF-3 is to provide, in a coordinated manner through the EOC, the human, technical, equipment, facility, and materials and supplies resources of, or obtainable by, ESF-3 agencies to support the infrastructure and engineering preparedness, response, recovery and mitigation/redevelopment needs of local, state and federal governments and voluntary organizations during an emergency or a disaster.

ESF-9: The purpose of ESF-9 is to provide local government both urban and non-urban Tactical First-In Team (TFIT) response to and actual or potential disaster conditions. Operations & Maintenance personnel and equipment are assigned to ESF-9 and are under the direction of the ___________________ County Sheriff. The Tactical Team mission is to clear major arterial roadways from Interstate 75 to major hospitals in ___________________ County. The TFIT routes are depicted in Annex T to the COOP.

ESF-12 : The purpose of ESF-12 is to promulgate the policies and procedures to be used by Florida Power and Light Co. in responding to and recovering from shortages and disruptions in the supply and delivery of electricity, nature gas, and other forms of energy and fuels which impact or threaten to impact significant numbers of citizens and visitors.

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SECTION I: INTRODUCTION

Following are the mission statements for each core service:

Normal Operations: To program, manage, design, construct, operate and maintain County facilities, mobility systems and water resources in a way that reflects and sustains community values.

Public Works: To provide Capital Project Management Services to meet the needs of the community of ___________________ County and to maintain its infrastructure using today’s best operations and maintenance practices to achieve measurable results.

Water Core/Environmental Services: Protecting, conserving and enhancing our natural resources by blending the needs of today with vision for tomorrow.

Operations & Maintenance Services (O&M):

Facilities Services Mission: To act as a team ensuring the efficient planning, construction, utilization and maintenance of ___________________ County public facilities.

Fleet Services, to include vehicle/equipment maintenance, acquisitions, fueling centers, fleet information systems, and fleet administration.

Traffic Operations and Maintenance: Responsible for maintaining and operating the transportation network including signage, signals and striping.

Field Services: To maintain and improve the quality, production and delivery of our water, wastewater and reuse services.

Planning & Development Servies: ___________________________________________________

Annex C contains Mission Essential Functions carried out by each respective agency during emergency or contingency situations.

I-1 Purpose

This Continuity of Operations (COOP) Plan establishes policy and guidance to ensure the execution of the mission-essential functions in the event that an emergency threatens or incapacitates operations and the relocation of selected personnel and functions of any essential facilities are required. Specifically, this Plan is designed to:

Ensure that staff is prepared to respond to emergencies, recover from them, and mitigate against their impacts.

Ensure that staff is prepared to provide critical services in an environment that is threatened, diminished, or incapacitated.

Provide a means of information coordination to the ___________________ County government to ensure uninterrupted communications within the internal organization of the County and externally to all identified critical customers.

Provide timely direction, control, and coordination to the ___________________ County leadership and other critical customers before, during, and after an event or upon notification of a credible threat.

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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 thereof to the ___________________ County.

Facilitate the return to normal operating conditions as soon as practical, based on circumstances and the threat environment.

Ensure that the COOP Plan is viable and operational, and is compliant with all guidance documents.

Ensure that the COOP Plan is 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 all types of emergencies.

I-2 Applicability and Scope

The provisions of this document apply to all offices and staff.

Support from other state agencies and local governments as described herein will be coordinated with the appropriate Director as applicable.

Separate COOP plans may be developed and included as appendices to this COOP for divisions and offices for various departments.

This document applies to situations that require relocation of mission-essential functions as determined by the Directors or their designee/successor. The scope does not apply to temporary disruptions of service during short-term building evacuations or other situations where services are anticipated to be restored in the primary facility within a short period. The Directors will determine situations that require implementation of the COOP Plan.

I-3 Supersession

This document supersedes all previous editions of the COOP for Public Works, Operations & Maintenance, Water/Environmental Services & Planning and Development business units. This document serves as the COOP Plan for Public Works, Operations & Maintenance, Water/Environmental Services & Planning and Development business units and will be updated or superseded by the maintaining office of responsibility.

I-4 Authorities

___________________ County EOP Plan

Hurricane and Disaster Plan

Emergency Evacuation Plan

Department of Environmental Protection DEP

U.S. Environmental Protection Agency

Southwest Florida Water Management District

Sections 252.35 (2) (k), 252.35 (2) (n), Florida Statutes

Executive Order 80-29 (Disaster Preparedness), dated April 14, 1980

Executive Order 87-57 (State Emergency Response Commission), dated April 17, 1987; as updated by Executive Orders 98-153 and 98-155

Executive Order 01-262 (Emergency Management), dated September 11, 2001

Executive Order 01-300 (Domestic Security), dated October 11, 2001

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Chapter No. 2001-361, Florida Statutes provide for a public records exemption for security system plans and any property owned or leased by the State

Chapter No. 2001-365, Florida Statutes require the Florida Department of Law Enforcement (FDLE) to coordinate and direct response to acts of terrorism, establishes in law the Regional Domestic Security Task Forces that were created by Executive Order #2001-300, and creates the position of Chief of Domestic Security Initiatives within FDLE

Chapter No. 2001-366, Florida Statutes create the Florida Domestic Security and Counter-Terrorism Intelligence Center within FDLE and allows for the creation of the Florida Domestic Security and Counter Intelligence Database

Chapter No. 2002-43 amends Florida Statutes 252.365 to include specific language requiring that each state agency prepare COOP plans and disaster preparedness plans. The bill directs that each state agency and facility (e.g., prison, office building, and university) have a disaster preparedness plan and establishes requirements for the essential elements of these plans. In addition, it mandates that the plans be coordinated with applicable local emergency agencies and approved by the Florida Division of Emergency Management

Chapter 282, Florida Statutes, Communications and Data Processing addresses purchasing procedures and creates the State Technology Office.

Presidential Decision Directive (PDD) 67 (Enduring Constitutional Government and Continuity of Government Operations), dated October 21, 1998

FEMA Continuity Guidance Circular 1 (CCG-1), January 21, 2009

___________________ County Ordinance 2003-057

___________________ County Ordinance 2003-058

I-5 References

___________________ County Comprehensive Emergency Management Plan (CEMP)

___________________ County Local Mitigation Strategy

State of Florida Comprehensive Emergency Management Plan

National Response Plan (NRP)

National Incident Management System (NIMS)

Federal Response Plan

Statewide Mutual Aid Agreement

Emergency Response Guidebook

Emergency Response to Terrorism Job Aid

NIOSH Pocket Guide to Chemical Hazards

Federal Emergency Management Agency (FEMA) Policy Digest

Federal Emergency Management Agency (FEMA) Debris Management Guide

Federal Emergency Management Agency (FEMA) Public Assistance Guide

Federal Emergency Management Agency (FEMA) Applicant Handbook

Southwest Florida Regional Hurricane Evacuation Study, 2001

___________________ County Terrorism Facility Vulnerability Assessment

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I-6 Policy

___________________ County recognizes and acknowledges that the protection of its assets and business operations is a major responsibility to its employees. Therefore, it is essential that a viable COOP be established and maintained to ensure high levels of service quality and availability. It is also necessary to protect life, information, and property, in that order. To this end, procedures have been developed to support the resumption of time-sensitive operations and functions in the event of their disruption at the facilities identified in this plan. Management is committed to supporting service resumption and recovery efforts at alternate facilities. Likewise, management is responsible for developing and maintaining a viable COOP plan that conforms to acceptable insurance, regulatory, and ethical practices and is consistent with the provisions and direction of other policies, plans, and procedures.

SECTION II: CONCEPT OF OPERATIONS (CONOP)

II-1 Objectives

The objective of this COOP plan is to ensure that a viable capability exists to continue essential functions across a wide range of potential emergencies, specifically when the primary facility is either threatened or inaccessible. The objectives of this Plan include:

To ensure the continuous performance of essential functions/operations during an emergency.

To protect essential facilities, equipment, records, and other assets.

To reduce or mitigate disruptions to operations.

To reduce loss of life, minimize damage and losses.

To identify and designate principals and support staff to be relocated.

To facilitate decision-making for execution of the Plan and the subsequent conduct of operations.

To achieve a timely and orderly recovery from the emergency and resumption of full service to all customers.

II-2 Planning Considerations and Assumptions

In accordance with State guidance and emergency management principles, a viable COOP capability:

Must be maintained at a high-level of readiness.

Must be capable of implementation, both with and without warning.

Must be operational no later than 12 hours after activation.

Must maintain sustained operations for up to 30 days.

Should take maximum advantage of existing local, State or federal government infrastructures.

II-3 COOP Execution

This section outlines situations that can potentially lead to activation of the COOP Plan due to emergencies or potential emergencies that may affect the ability of staff to perform mission-essential functions from its primary and other essential facilities. This section also provides a general description of actions that will be taken to transition from normal operations to COOP activation.

Situations that could lead to COOP implementation

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Biological Hazard Bomb Threats Civil Unrest Domestic Terrorism Droughts and other water shortages Fire in Buildings Flooding Forest and grass fires Frost and freezes Hazardous materials accidents Hurricanes International Terrorism Lightning Power Interruption Severe thunderstorms Technological Tornadoes Transportation Accidents Tropical Depression Tropical Storm Tropical Wave Weapons of Mass Destruction (Terrorism)

COOP Activation Scenarios

The following scenarios would likely require the activation of the COOP Plan:

The primary facilities or any other essential facilities are closed for normal business activities as a result of an event or credible threat of an event that would preclude access or use of the facility and the surrounding area.

The area in which the primary facilities or any other essential facility is closed for normal business activities as a result of a widespread utility failure, natural disaster, significant hazardous material incident, civil disturbance, or terrorist or military threat or attack. Under this scenario, there could be uncertainty regarding whether additional events such as secondary explosions or cascading utility failures could occur.

The following scenario would NOT require the activation of this COOP plan:

The primary facilities or any other essential facility is temporarily unavailable due to a sudden emergency such as a fire, bomb threat, or hazardous materials emergency that requires the evacuation of the facility, but only for a short duration that does not impact normal operations.

COOP Activation

The following measures may be taken in an event that interrupts normal operations, or if such an incident appears imminent and it would be prudent to evacuate the primary facility or any other essential facility as a precaution:

The Directors (or designee) may activate the COOP Plan to include activation of the alternate facilities and implementation of the Incident Command System (ICS).

The Directors will direct some or all of the COOP Emergency Relocation Group (ERG) to relocate to the respective alternate facility (see Sections II-4 and II-6). Annex A lists the members of the

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ERG. The ERG will be notified using the notification procedures outlined in Section IV of this document.

The ERG will relocate to the alternate facility site and will ensure that the mission-essential functions of the closed primary or other impacted facility are maintained and capable of being performed using the alternate facility and available resources, until full operations are re-established at the primary/impacted facility.

Staff members who are known collectively as the COOP Support Team (CST) may be called upon to supplement the ERG and COOP operations. Representatives from other government or private organizations may also be called upon to support COOP operations.

The ERG will be responsible to continue the mission-essential functions within 12 hours and for a period up to 30 days pending regaining access to the affected facility or the occupation of the alternate facility.

The ICS will continue at the discretion of the Director (or designee).

Section IV of this document provides additional detail on the procedures that will be used for COOP activation and implementation.

II-4 Time-Phased Implementation

In order to maximize the preservation of life and property in the event of any natural or man-made disaster or threat, time-phased implementation may be applied. Time-phased implementation is used to prepare and respond to current threat levels, to anticipate escalation of those threat levels and, accordingly, plan for increased response efforts and ultimately full COOP Plan activation and facility relocation. The extent to which time-phased implementation will be applied will depend upon the emergency, the amount of warning received, whether personnel are on duty or off-duty at home or elsewhere, and, possibly, the extent of damage to essential facilities and their occupants. The Disaster Magnitude Classification definitions may be used to determine the execution level of the COOP. These levels of disaster are defined as:

Minor Disaster. Any disaster that is likely to be within the response capabilities of local government and results in only minimal need for state or federal assistance.

Major Disaster. Any disaster that will likely exceed local capabilities and require a broad range of outside resource support including state or federal assistance. The Florida Division of Emergency Management (FDEM) and the Federal Emergency Management Agency (FEMA) will be notified and potential state and federal assistance will likely be predominantly recovery-oriented.

Catastrophic Disaster. Any disaster that will require massive state and federal assistance. State and federal assistance will involve response and recovery needs.

As described in Section II-3 of this document, COOP Plan activation applies to events or incidents impacting a facility where mission-essential functions are performed to the point that the facility is unable to continue to perform those functions for a duration that will affect normal operations. Using the Disaster Magnitude Classification above, it is possible that a minor disaster would not render a facility unusable. However, minor disasters can escalate into major disasters, and even into catastrophic disasters. Conversely, events that are of short duration and do not impact normal operations (e.g., require a building evacuation only) must also be handled as though they could escalate into a more serious situation. Time-phased implementation of the COOP Plan is a way to be prepared for all levels of emergency/potential emergency scenarios that may or may not require relocation of the primary or other essential facility. This implementation method allows the individual(s) responsible for making decisions to be prepared to fully activate the COOP Plan on very short notice, if necessary, but not prematurely activate the COOP Plan for situations such as the building evacuation-

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only scenario described above. Listed below is a general summary of the sequence of events that can be followed using time-phased implementation of the COOP Plan:

Phase I – Activation (0 to 12 hours)

During this phase, alert and notification of all employees (both ERG and CST) and other organizations identified as “critical customers” (e.g., vendors or public/private entities that may provide resource support) will take place. It is during this phase that the transition to alternate operations at the alternate facility begins. However, if events turn out to be less severe than initially anticipated, the time-phased COOP activation may terminate during this phase and a return to normal operations will take place.

Phase II – Alternate Operations (12 hours to Termination)

During this phase, the transition to the alternate facility is complete and the performance of mission-essential functions should be underway. Also during this phase, plans should begin for transitioning back to normal operations at the primary facility or other designated facility.

Phase III – Reconstitution and Termination

During this phase, all personnel, including those that are not involved in the COOP activation, will be informed that the threat or actual emergency no longer exists and instructions will be provided for resumption of normal operations.

Section IV of this document covers more detailed, specific time-phased implementation procedures that will be followed during COOP activation and execution.

II-5 Critical Service COOP Staff

Leadership and Staff: People are critical to the operations of any organization. Choosing the right people for an organization’s staff is vitally important, particularly in a crisis situation. Leaders need to set priorities and keep focus. During a contingency event, emergency employees and other special categories of employees will be activated by an organization to perform assigned response and recovery duties. One of these categories is continuity personnel, referred to as the Emergency Relocation Group (ERG) members.

As referenced in Section II-3 of this document, management and staff who are relocated under this Plan to the selected alternate facility are known collectively as the COOP Emergency Relocation Group or ERG. The ERG must be able to continue operations and perform mission-essential functions for up to 30 days with resource support. Depending upon the nature and severity of the event requiring activation of the COOP Plan, the roster of the ERG may be adjusted by the Directors, as necessary.

Annex F provides individual names and contact numbers of the entire ERG staff.

Because alternate facility space and support capabilities may be limited, the ERG staff may need to be restricted to those personnel who possess the skills and experience needed for the execution of mission-essential functions. The above referenced list includes those individuals.

The CST may be directed to move to other facilities or duty stations, or may be advised to remain at or return home, pending further instructions. Individuals from the CST may be used to replace unavailable ERG members or to augment the overall COOP response. COOP activation will not, in most circumstances, affect the pay and benefits of staff.

Section IV of this document covers more detailed, specific time-phased implementation procedures that will be followed during COOP activation and execution.

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II-6 Alternate Facility

The determination of 1) the appropriate alternate facility for relocation, and 2) whether to relocate the entire ERG to the alternate facility will be made at the time of activation by the Director in consultation with the ERG; the decision will be based on the incident, threat, risk assessments, and execution timeframe. Arrangements should be made with the management of all pre-identified alternate facilities to appoint an Alternate Facility Manager who will be responsible for developing site support procedures that establish the requirements for receiving and supporting the ERG.

To ensure the adequacy of assigned space and other resources, all locations currently identified as alternate facilities and those being considered for alternate facility locations should be reviewed by staff annually. The ERG will be advised of the results of this review and any updates to alternate facility details.

In conducting a review of an existing alternate facility to determine its adequacy for supporting the operation of mission-essential functions, the following should be considered:

Ensure that the facility has sufficient space to maintain and support the ERG.

Ensure that the facilities along with acquired resources are capable of sustaining operations for performing mission-essential functions for up to 30 days.

Ensure that the facility has reliable logistical support, services, and infrastructure systems (e.g., water, electrical power, heating/ventilation/air conditioning (HVAC)).

Ensure that personal convenience and comfort considerations (including toilet facilities) are given to provide for the emotional well being of the COOP ERG team.

Ensure that adequate physical security and access controls are in place.

Ensure that the alternate facility is not in the same immediate geographical area as the primary facility, thereby reducing the likelihood that the alternate facility could be impacted by the same incident that impacts the primary facility.

Consider cooperative agreements such as Memoranda of Understanding (MOUs)/mutual aid agreements with other agencies or contract agreements with vendors who provide services such as virtual office technologies.

Annex B provides the location of alternate facilities sites and additional information on alternate facility requirements.

II-7 Mission-essential Functions

In planning for COOP activation, it is important to establish priorities before an emergency to ensure that the ERG can complete mission-essential functions that are critical to the overall operations that support emergency response efforts within the ___________________ County. The Directors and the ERG shall ensure that mission-essential functions can continue or resume as rapidly and efficiently as possible during an emergency relocation. Any task not deemed mission-essential must be deferred until additional personnel and resources become available. Following is a breakdown of mission-essential functions necessary to meet the needs of ___________________ County in the event of COOP activation:

Annex C lists mission essential functions that must be performed, given a One Day, One Week, or One Month disruption. Unless ___________________ County is hit by a major catastrophic event, all functions should be resumed at normal operations level after 30 days.

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II-8 Delineation of Mission-essential Functions

To ensure that the mission-essential functions detailed in Annex C are effectively transferred to the alternate facility and continued with minimal interruption, it is imperative that each function has qualified ERG staff assigned to it. The ERG should be formed with mission-essential functions in mind; the number of individuals who are assigned to the alternate facility may be limited due to facility resources and capacity, and the individuals working there must be able to ensure that mission-essential functions are carried out. When the ERG is formed, individuals should be matched up with the mission-essential function(s) they will be assigned at the alternate facility during COOP activation.

II-9 Warning Conditions

When planning and preparing for emergencies that may require activation of the COOP Plan, a wide range of scenarios must be considered. Events such as hurricanes provide ample warning for notification of staff and identification and pre-positioning of resources in preparing for possible COOP activation; other types of events, such as a terrorist attack on a building, may provide no warning.

With Warning . It is expected that, in most cases, staff will receive a warning of at least a few hours prior to an event. This will normally enable the full execution of the COOP Plan with a complete and orderly alert, notification, and deployment of the ERG to an assembly site or the alternate facility.

Without Warning . The ability to execute the COOP Plan following an event that occurs with little or no warning will depend on the severity of the emergency and the number of personnel impacted. If the deployment of the ERG is not feasible because of the unavailability or loss of personnel, including the Director, temporary leadership of the Business Center will be passed as identified in Section II-10 of this document.

Non-Duty Hours . The ability to contact members of the ERG at all times, whether during work hours or non-duty hours, is critical for ensuring that the COOP Plan can be activated quickly if needed.

Duty Hours . If an event or incident occurs during work hours that require relocation of the primary facility, the COOP Plan will be activated and available members of the ERG will be deployed as directed to support operations for the duration of the emergency. The CST will either be sent home or possibly used to provide support to the ERG, if additional assistance is required.

Section II-12 of this document provides additional information and procedures to be followed based on warning conditions. Section IV-3 of this document provides staff activation procedures for duty hours and non-duty hours.

II-10 Direction and Control

Lines of succession are maintained by all organizational elements, to ensure continuity of mission-essential functions. Successions are provided to a minimum depth of three at any point where policy and directional functions are carried out.

Each organizational element should pre-delegate authorities for making policy determinations and decisions. All such pre-delegations will specify what the authority covers, what limits may be placed upon exercising it, which (by title) will have the authority, and under what circumstances, if any, the authority may be delegated.

In the event that lines of succession procedures are activated, notification of successors will be conducted through normal means of notification/communication as defined in Section II-12 of this plan. These procedures

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should include scenarios that will require activation of the line of succession and are to be reviewed annually for accuracy and revised as necessary. In addition, the agency leadership line of succession should be distributed at a minimum to key personnel to ensure that they are aware of who may assume direction and control given different types of events/scenarios.

The Directors (and/or their designee) are responsible for ordering activation of the COOP. Members of the ERG may be requested by the Director to disseminate COOP guidance and direction during the activation and relocation phases. Pending the activation of the COOP Plan, the ERG Chief will monitor the situation and assist in the notification process, as necessary.

Once the COOP Plan is activated, the ___________________ County Emergency Operations Center (EOC) should be notified and requested to provide any previously agreed upon assistance.

Annex D provides the lines of succession. Annex E provides a sample memorandum for instituting delegations of authority.

II-11 Operational Hours

During COOP contingencies, the Directors will determine the hours of operation for the ERG.

Members of the ERG must be prepared to support a 24-hour-per-day, 7-day-per-week operation.

Members of the CST should be prepared to support the ERG in the event that additional support is needed.

II-12 Alert and Notification

Alert Procedures. If the situation allows for warning, staff may be alerted prior to activation of the COOP Plan. In all situations allowing for an alert, procedures must include notification to the management staff, the ___________________ County Emergency Operations Center (EOC), ESF-1, ESF-3, and ESF-12 Emergency Coordinating Officers (ECOs).

Information and guidance for staff will normally be passed via telephone using an emergency notification telephone tree/cascade or similar system. Depending on the situation, current information may also be available via:

Telephones. Cellular phones. Pagers. 800 Megahertz radio. Internet/Intranet web site and/or electronic mail. Announcements to local radio and TV stations, if approved and developed. Other means, if approved and developed.

Staff should report for work as scheduled unless notified by proper authority.

The ERG should be prepared for rapid deployment upon activation via special prearranged notification procedures. These instructions will denote explicit actions to be taken, including the location of the assembly site and/or the designated alternate facility location.

The Director (or their designee) will direct the activation of the COOP Plan.

Notification Procedures. Upon activation of or notification to activate the COOP Plan, landline phone, electronic auto-dial notification, conference calls, computers, cell phones, or 800 MHz radios are used to notify employees.

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The Directors will notify the ERG Chief to activate the COOP Plan.

Upon notification to activate the COOP Plan, the ERG Team Chief will perform the following duties:

Contact key staff identified in Annex A, informing them of the current situation and that the COOP Plan is being activated.

Notify the Facility Manager of the appropriate Alternate Facility of the activation of the COOP Plan.

Notify the ___________________ County EOC that an emergency activation or anticipated activation of the COOP Plan is expected or in progress.

Report the progress of the notification to the Director or their designee.

In situations that that may require the activation of multiple agencies’ COOP Plans, the County EOC may be activated and the County Emergency Management Office will work with each critical service agency to ensure that individual agency COOP plans are coordinated effectively.

Depending on the extent and nature of a COOP or multiple COOP activations, the County EOC may contact the State Warning Point (SWP) to advise of the situation and, if necessary, request State assistance. It is through the SWP that communication with other State agencies and the Governor’s Office will be coordinated.

Upon COOP activation, the Division Heads/Office Directors will contact their staff identified in Annex O – (ERG and non-ERG members) using the following procedures:

Attempt to call each person in his or her chain and relay the information and guidance provided by the ERG Chief.

Make a second attempt to contact those individuals who were not initially available. If this attempt is unsuccessful, they will leave a message, send a page, or use any other method of communications available to make contact.

Report status of cascade, including names of personnel not contacted, to the ERG Chief.

Annex F provides alert/notification procedures and key staff responsible for implementing those procedures.

SECTION III: PROCEDURES

III-1 Personnel Coordination

Procedures should be in place to address any personnel issues that may arise among those individuals who will be responsible for implementing the COOP Plan (i.e., the ERG) as well those who do not have specific COOP roles but who may be called upon if necessary during COOP activation (i.e., the CST). Listed below are personnel resources and capabilities in place to ensure that emergency and non-emergency staffs are prepared when disasters strike, either with or without warning:

Communications Plan for emergency and non-emergency staff

Most staff (including both emergency and non-emergency staff) are equipped with cellular phone for rapid notification and instruction. Additionally, some staff have Blackberry service where e-mail or web broadcasts can be used for notification and instruction (see notification procedures in Section II-12 above).

A secondary notification plan consists of a phone tree with managers responsible for contacting their staffs via landline home telephone numbers or cellular phones. Ongoing

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communication with non-emergency staff (CST) will be maintained through this system during COOP activations.

Health, safety, and emotional well-being of all employees and their families

County Human Resources, Occupational Health, and Risk & Safety Management address the health, safety and emotional well being of all Board of County Commissioners (BOCC) employees. Additional information can be found in:

o Reference ___________________ County Personnel Policies, January 2012

o ___________________ County Risk & Safety Manual May 2012

o Annex K to this plan, Family Disaster Plan

The Clerk of the Court, Fiscal Staff, handles pay status and administrative leave issues.

Medical, special needs, and travel issues

Info should come from county Human Resources and Occupational Health

III-2 Vital Records and Databases

Vital records and databases identified as critical to supporting mission-essential functions, both paper and electronic, have been identified and will be maintained, updated, and stored in secure offsite locations. In addition, procedures will be developed to ensure that records are maintained and updated regularly. Procedures will also identify how emergency-operating records will be made available to qualified personnel and will ensure backup for legal and financial records.

Annex G provides information on vital records and provides identification, location, and backup capabilities of vital records necessary for performing mission-essential functions.

III-3 Pre-Positioned Resources

It is strongly encouraged that essential items, such as office supplies and equipment, data, vital records, and other critical resources be pre-positioned at the alternate facility or other off-site location to facilitate the transition to alternate operations during COOP emergencies. The pre-positioned resources should be carefully inventoried and regularly maintained by the Alternate Facility Manager or his/her designee to ensure that there is a clear accounting of exactly what resources are pre-positioned at the alternate facility and will not require relocation during COOP emergencies.

III-4 Drive-Away Kits

The Directors are responsible for providing guidance to staff on the requirements for and the contents of these kits, which may contain such items as software, databases, publications, and laptop computers. Checklists may need to be used to help ensure the inclusion of all necessary contents.

It is strongly encouraged that essential items and data be pre-positioned at the alternate facility or other off-site location instead of being carried in Drive-Away Kits, because ERG personnel may be at home when the order to deploy is received and access to the Drive-Away Kits may be difficult or impossible.

Annex H provides information on Drive-Away Kits and provides templates/ examples that can be used to develop the kits.

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III-5 Telecommunications and Information Systems Support

Interoperable communications or the ability for staff to communicate with individuals internal and external to the agency is critical during COOP emergencies, as during any other types of emergencies. Annex I contains a communications plan for use during COOP activation. The ability to communicate is dependent on the availability of county infrastructure, both internal and external.

County Information Technology (IT) maintains county-owned information systems and ensures that systems are backed up on a regular basis. They will provide systems technical support during COOP activations.

Access to critical information systems that are used to accomplish mission-essential functions during normal operations from the primary facility should also be assured at the alternate facility (see Annex I). In order for these systems to be accessible, connectivity must be in place at the alternate facility and system servers should be backed up on a daily basis at more than one location. County Information Technology (IT) maintains the information systems and ensures that the systems are backed up on a daily basis. In addition, IT ensures that connectivity exists at the alternate facility. IT will provide systems technical support during COOP activations.

Annex I provides additional information on telecommunications and information systems.

III-6 Transportation, Lodging, and Food

Policies and procedures should be developed that consider transportation, lodging, and feeding of the ERG working from the alternate facility. During COOP activations, ERG staff members will likely prefer to use their individual vehicles for transportation to the alternate facility; however, in the event that they are not able to do so, an alternate transportation plan should be in place. Procedures for lodging and feeding arrangements should also be developed. Having agreements in place with other agencies or non-profit organizations, or having agreements with pre-identified private vendors to provide support on very short notice during emergencies can accomplish all of the above.

1000 Meals Ready to Eat (MREs) are stored at 1301 Cattlemen (Cox Building).

III-7 Security and Access Controls

The Directors will ensure that all four types of security are addressed and in place at the alternate facility: operational, information systems/cyber, physical, and access controls. Due to the sensitive information contained in the COOP Plan, the Directors will also ensure that distribution of the Plan is limited and that an accounting of those who have access to the plan is maintained. To assist with ensuring the limited distribution of the COOP Plan, the agency should take advantage of the public disclosure exemption granted under Section 281.202, Florida Statutes.

The Directors will ensure the following:

Plans and procedures shall establish a goal of duplicating the level of security established at the vacated primary facility.

Alternate technologies, including video technology, may be considered for security.

Augmentation of security will be addressed, based on the emergency or threat, to include considerations for using local law enforcement, private vendors, or other resources.

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For incidents involving terrorist attacks or threats of terrorist attacks, staff will develop a security augmentation system based on the five-tiered Federal Department of Homeland Security Advisory System.

Annex J identifies security measures in place for COOP emergencies and provides guidelines for augmenting security based on threat levels.

III-8 Personal and Family Preparedness

All staff, including those individuals actively involved in COOP emergencies (i.e., the ERG) or not officially assigned a role during COOP activations (i.e., the CST), should be prepared for and aware of COOP activation procedures. To assure that all employees are prepared for COOP contingencies, training should be a part of the agency’s orientation for new staff and should be regularly conducted (at least annually) for all existing staff. The training should focus on preparing employees for situations in which they will not be able to work from their primary facility. The training should advise staff on how to be personally prepared by developing “personal go-kits” as well as ensuring that their families are prepared for all types of emergencies, including COOP activations.

Annex K provides a Family Disaster Plan that can be used for COOP emergencies.

III-9 Site Support Procedures

Site support responsibilities are those tasks that must be conducted to ensure the readiness of the alternate facility and the continued functional operation of the facility during the entire duration of COOP activation. These responsibilities include ensuring that an alternate facility manager is appointed and that procedures are in place and are followed to ensure a smooth transition to alternate facility operations. These responsibilities also include a planned transition back to normal operations once the emergency situation has passed.

Annex L identifies site support responsibilities and procedures that can be used for COOP emergencies.

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SECTION IV: PHASE I - ACTIVATION

In general, the following procedures are to be followed in the execution of the COOP Plan. The extent to which this will be possible will depend on the emergency, the amount of warning received, whether personnel are on duty or off-duty, and the extent of damage to the impacted facilities and their occupants. This Plan is designed to provide a flexible response to multiple events occurring within a broad spectrum of prevailing conditions. The degree to which this Plan is implemented depends on the type and magnitude of the events or threats.

The Chairman of the Board of County Commissioners, their authorized representative, or the Director, or their authorized representative may direct activation of the Command Center at 1001 ___________________ Center Boulevard. The Command Center will be formed in Conference Room 7 or the Training Room based upon the direction of the Director. Should 1001 ___________________ Center Boulevard be rendered unusable, the alternate facility is located at 5303 Pinkney Avenue (SCAT). If both facilities are inhabitable, staff will relocate to 8781 Bee Ridge Road (Lil’ BOB). In the event that none of these facilities are usable, staff will relocate to South County Fleet Facility, 4551 Englewood Road, Venice. Alternate facilities are outlined as Annex B in the COOP.

Functions of the Command Center include but are not limited to: receipt and dissemination of emergency information and instructions affecting Infrastructure functions as well as other agencies with ___________________ County; direction and control of emergency preparedness, response, and recovery operations for resources, materials, supplies, and personnel; coordination with appropriate emergency related officials, agencies and organizations; collection and analysis of pertinent data; and issuance of emergency public information, instructions, and directives for protection of life and property.

IV-1 Alert and Notification Procedures

The notification process related to COOP activation should allow for a smooth transition of the ERG to an alternate facility in order to continue the execution of essential functions across a wide range of potential emergencies. Notification may be in the form of one of the following:

A COOP alert to the ERG and CST that relocation is anticipated or is imminent.

An announcement of a COOP activation that 1) directs the ERG to report immediately to an assembly site or a designated alternate facility, and 2) provides instructions regarding movement, reporting, and transportation details to an assembly site or a designated alternate facility.

Instructions to the ERG to prepare for departure and relocation to a designated alternate facility and instructions to CST employees.

Upon receipt of a COOP alert from the Director or a designated successor, staff alert and notification procedures (see Annex F) are initiated.

IV-2 Initial Actions

Based on the situation and circumstances of the event, the Director will evaluate the capability and capacity levels required to support the current mission-essential functions of the impacted facility(ies) and initiate actions for relocation to the appropriate alternate facility. These actions include measures to be taken in

anticipation of COOP activation and actions to be taken upon COOP activation. Once COOP activation is effected, procedures must be considered for both duty hours and non-duty hours.

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In cases where COOP activation is anticipated, the Director:

Notifies the designated alternate facility manager to prepare for the relocation of the impacted facility and to prepare the appropriate alternate facility for operations.

Issues a COOP alert to the ERG and CST that relocation is anticipated. ERG personnel are instructed to prepare for COOP activation.

Notifies the ___________________ County Emergency Operations Center (EOC) and Emergency Support Function (ESF) ESF-1 & ESF-3 Emergency Coordinating Officers that an emergency relocation of the facility is anticipated.

In cases where COOP activation is ordered:

The Director coordinates the immediate deployment of the ERG to an assembly site or the designated alternate facility.

The Director notifies the designated alternate facility manager to immediately initiate relocation efforts of the impacted facility and to prepare the appropriate alternate facility for operations.

The Director provides instructions and guidance on operations and the location of the alternate facility.

The Alternate Facility Manager provides regular updates to the Director regarding the status of alternate facility activation/readiness.

The following notification procedures are initiated:

The Director notifies the ___________________ County Emergency Operations Center (EOC), and ESF-1 & ESF-3 Emergency Coordinating Officer (ECO) that an emergency relocation of the facility has been ordered and is in progress.

All designated staff members (see Annex F – Notification Procedures) initiate their respective COOP notification cascades.

The ERG members report to an assembly site or deploy to the designated alternate facility to assume mission-essential functions.

All ERG members who have established Drive-Away Kits ensure that they are complete, with current documents and equipment, and commence movement of the resources.

All ERG members assemble the remaining documents and other assets as required for the performance of mission-essential functions and begin preparations for the movement of these resources.

All personnel and sections of the impacted facility or facilities should implement normal security procedures for areas being vacated.

Security and other designated personnel of the impacted facility should take appropriate measures to ensure security of the facilities and equipment or records remaining in the building.

IV-3 Activation Procedures for Duty Hours

The Director notifies the ERG Chief of the emergency requiring activation of the COOP Plan.

The Director or the ERG Chief activates the COOP Plan and notifies the appropriate alternate facility manager(s).

Notification procedures identified in Annex F are conducted.

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The Director or ERG Chief directs members of the ERG to begin movement to an assembly site or to the designated alternate facility immediately.

The ERG immediately deploys to an assembly site or a designated alternate facility to assume mission-essential functions.

CST personnel are directed to go to an alternate facility to begin supporting field operations and supporting mission essential functions to be conducted.

Those members who do not have active COOP response roles in affected facilities are instructed to go home or to another specified location pending further guidance.

Additional tasks identified in Section IV-2 that are not yet completed are completed in their entirety.

IV-4 Activation Procedures for Non-Duty Hours

The Emergency Coordinating Officer, Duty Officer, or other personnel notify the Director that an emergency requiring COOP activation is anticipated or underway. The Director then notifies the ERG Chief of the emergency requiring activation of the COOP Plan.

The Director or ERG Chief activates the COOP Plan and notifies the appropriate alternate facility manager(s).

Notification procedures identified in Annex F are conducted.

The Director or ERG Chief directs members of the ERG to begin immediate movement to an assembly site or to the designated alternate facility.

The ERG immediately deploys to an assembly site or a designated alternate facility to assume mission-essential functions.

CST personnel report to the identified alternate facility to support mission essential functions and field operations.

Those who do not have active COOP response roles are directed to remain at home pending further guidance.

Additional tasks identified in Section IV-2 that are not yet completed are completed in their entirety.

IV-5 Deployment and Departure Procedures for Time-Phased Operations

The Director will determine full or partial deployment to the designated alternate facility of any mission-essential functions that are critical to operations at the time the COOP activation is ordered. This determination will be based on the severity of the event and the level of threat. The following actions establish general administrative procedures to allow for travel and transportation to the alternate facility. Specific instructions will be provided at the time a deployment is ordered.

COOP Emergency Relocation Group (ERG) . The ERG immediately begins deployment, taking with them all office Drive-Away Kits, if applicable, and their personal go-kits. These teams will most likely use privately-owned vehicles for transportation to the designated facility. Specific instructions will be provided at the time of activation.

COOP Support Team (CST) . CST personnel present at the impacted facility at the time of an emergency notification will be directed to proceed to their homes to await further instructions. At the time of notification, any available information will be provided regarding routes that should be used to depart the facility or other appropriate safety precautions. During non-duty hours, CST personnel will remain at their homes pending further guidance.

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IV-6 Transition to Alternate Operations

Following the activation of the COOP Plan and establishment of communications links with the Director and the ERG at an assembly site or the designated alternate facility, the Director orders the cessation of operations at the primary facility.

The Director or ERG Chief notifies the ___________________ County Emergency Operations Center, ESF-1, ESF-3 and ESF-12 Emergency Coordinating Officers that an emergency relocation of the facility is complete. They then provide information on the alternate facility location, including contact numbers.

Communications with internal and external personnel including critical customers will be maintained through redundancies (see Section III-5) until normal lines of communication are re-established.

As appropriate, government officials, media, outside customers, vendors, and other service providers are notified by the Public Information Officer or other designated person(s) that the primary facility has been temporarily relocated.

IV-7 Site Support Responsibilities

Following notification that a relocation of the facility has been ordered or is in progress, the appropriate alternate facility manager will implement the COOP Site support procedures and prepare to receive the ERG within 12 hours. See Annex L – Site Support Procedures for additional information.

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SECTION V: PHASE II - ALTERNATE OPERATIONS

V-1 Execution of Mission-essential Functions

Upon activation, the ERG will begin providing support for the following functions:

Ensure that mission-essential functions (see Annex C) are reestablished as soon as possible.

Monitor and assess the situation that required the relocation.

Monitor the status of personnel and resources.

Establish and maintain contact with the ___________________ County Emergency Operations Center, ESF-1 and ESF-3 Emergency Coordinating Officers, or other designated personnel.

Plan and prepare for the restoration of operations at the impacted facility or other long-term facility.

V-2 Establishment of Communications

The Director or ERG Chief will ensure all necessary and preplanned communications and information systems are established, adequate, and functioning properly.

The County Information Technology will service and correct any faulty or inadequate county-owned communications systems. Vendors will be contacted to respond to non-county owned assets such as Cellular Phones, Blackberry’s, 800 MHz radios, TVs, copiers, facsimile machines, commercial radios, etc.

___________________ County Information Technology will ensure connectivity of information systems and will service any faulty or inadequate information systems.

V-3 COOP Support Team (CST) Responsibilities

CST personnel should be prepared to provide backup support to the ERG and should be trained to conduct one or more of the COOP functions that will be performed from the alternate facility during COOP activations.

V-4 COOP Emergency Relocation Group (ERG) Responsibilities

In addition to the functions identified under V-1, the ERG members will begin providing support for the following functions as soon as possible following their arrival at the designated alternate facility or pre-identified assembly site:

The ERG Chief or Alternate Facility Manager will disseminate administrative and logistics information to the ERG upon arrival. This information should generally cover the operational procedures for the next 30 days.

The ERG will receive continual briefings and updates from the ERG Chief or Director.

The ERG will perform the mission-essential functions identified in Annex C.

V-5 Augmentation of Staff

If it becomes evident that the ERG cannot adequately ensure the continuation of mission-essential functions, the Director or ERG Chief will determine the additional positions necessary to maintain these functions.

The Director or ERG Chief will identify individuals from the CST who may be able to provide support to the ERG.

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The Director or ERG Chief will then ensure that the identified positions are staffed with individuals who have the requisite skills to perform the tasks.

The Director or ERG Chief will consider implementing agreements with outside resource support including Memoranda of Understanding/mutual aid agreements with other government agencies and contractual agreements with private vendors.

V-6 Amplification of Guidance to ERG and CST Personnel

The Director will develop an informative memorandum for dissemination to all employees on the duration of alternate operations as well as pertinent information on payroll, time and attendance, duty assignments, and travel authorizations and reimbursements.

The Director will then distribute the document to the relocated personnel and the CST staff through appropriate media and other available sources.

V-7 Development of Plans and Schedules for Reconstitution and Termination

The Director or ERG Chief will develop Reconstitution and Termination Plans and Schedules to ensure an orderly transition of all functions, personnel, equipment, and records from the temporary alternate location to a new or restored facility.

The Director will approve the plans and schedules prior to the cessation of operations.

The Director or ERG Chief will oversee the Reconstitution and Termination process.

SECTION VI: PHASE III - RECONSTITUTION AND TERMINATION

VI-1 Overview

Reconstitution is the process by which surviving and/or replacement organization personnel resume normal operations from the original or replacement primary operating facility. Reconstitution embodies the ability of an organization to recover from an event that disrups normal operation and consolidates the necessary resources so that the organization can resume its operations as a fully functional entity. In some cases, extensive coordination may be necessary to procure a new operating facility if an organization suffers the complete loss of a facility or in the event that collateral damage from a disaster renders a facility structure unsafe for reoccupation.

As soon as possible (within 24 hours) following an emergency relocation, the Director or ERG Chief will initiate operations to salvage, restore, and recover the impacted facility, pending approval of applicable local, state, and federal law enforcement and emergency services. Reconstitution procedures will commence when the Director determines that the emergency situation has ended and is unlikely to recur. Once this determination has been made, one or a combination of the following options may be implemented, depending on the situation:

Continue to perform mission-essential functions at the alternate facility for up to 30 days.

Begin an orderly return to the impacted facility and reconstitute full normal operations.

Begin to establish reconstitution of normal operations at a different facility location.

VI-2 Procedures

Upon a decision by the Director that the impacted facility can be reoccupied, or that a different location will be established as a new facility to resume normal operations, the following procedures will be followed:

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The Director will oversee the orderly transition of all functions, personnel, equipment, and records from the alternate facility to a new or restored facility.

Prior to relocating back to the restored facility or another facility, the Director will ensure that appropriate security, safety, and health assessments are conducted.

When necessary equipment, documents, and other critical resources are in place at the new or restored facility, the staff remaining at the alternate facility will transfer mission-essential functions and resume normal operations.

The CST will be notified that normal operations are resuming and that they should report back to work.

SECTION VII: TEST, TRAINING, AND EXERCISE (TT&E) PROGRAM

VII-1 An effective TT&E program is necessary to assist organizations to prepare and validate their organization’s continuity capabilities and program to perform essential functions during any emergency. This requires the identification, training, and preparedness of personnel capable of performing their continuity responsibilities and implementing procedures to support the continuation of organization essential functions.

VII-2 Training provides the skills and familiarizes leadership and staff with the procedures and tasks they should perform in executing continuity plans. Tests and exercises serve to assess and validate all the components of continuity plans, policies, procedures, systems, and facilities used to respond to and recover from an emergency situation and identify issues for subsequent improvement. All organizations should plan, conduct, and document periodic tests, training, and exercises to prepare for all-hazards continuity emergencies and disasters, identify deficiencies, and demonstrate the viability of their continuity plans and programs. Deficiencies, actions to correct them, and a timeline for remedy should be documented in an organization’s CAP Improvement Plan (IP).

VII-3 After-Action Review and Remedial Action Plan

An After-Action Review information collection process will be initiated prior to the cessation of operations at the alternate facility. The information to be collected will, at a minimum, include information from employees working during the COOP activation and a review of lessons learned to include processes that were effective and less than effective. The After-Action Review should provide recommended actions to improve areas identified as deficient or requiring improvement.

The information should be incorporated into a COOP Remedial Action Plan. Recommendations for changes to the COOP Plan and any accompanying documents will be developed and incorporated into the COOP Annual Review Process.

SECTION VIII: DEVOLUTION OF CONTROL AND DIRECTION

VIII-1 Devolution is the capability to transfer statutory authority and responsibility for essential functions from an organization’s primary operating staff and facilities to other organization employees and facilities, and to sustain that operational capability for an extended period.

VIII-2 Devolution planning support overall continuity planning and addresses the full spectrum of threats and all-hazards emergency events that may render an organization’s leadership or staff unavailable to support, or incapable of supporting, the execution of the organization’s essential functions from either its primary location or its alternate location(s). Organizations should develop a devolution option for continuity, to address how

5/5/2023Page 26

those organizations will identify and conduct its essential functions during an increased threat situation or in the aftermath of a catastrophic emergency.

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ANNEX A

COOP EMERGENCY RELOCATION GROUP (ERG)AND RESPONSIBILITIES

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COOP EMERGENCY RELOCATION GROUP (ERG)AND RESPONSIBILITIES

LAST NAME

FIRST NAME TITLE/DEPARTMENT PHONE E-MAIL

COOP Responsibility/Role (Mission Essential

Function)

O&M General Manager

BOB Incident Commander Technical Advisor

Director, O&M BOB Technical Advisor

Director, PWBCBOB Technical Advisor County Engineer

PWBC General Manager

BOB Incident Commander ESF-3

SCAT GM (Interim)BOB Operations Chief Technical Advisor

O&M Operational Manager

BOB Operations Chief Technical Advisor

PWBC Infrastructure / Buchan Airport

BOB Incident Commander ESF-3 ESF-9

Facilities Operational Manager

BOB Strike Team 2 Facilities Damage Assessment

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Responsibilities of COOP Emergency Relocation Group (ERG) Chief are to:

Attend Relocation Team meetings as scheduled ERG will operate under ICS Keep COOP Emergency Relocation Group Chief apprised of COOP matters Review and update mission-essential functions annually including:

o Update drive away kits and locations of any Meals Ready to Eat (MREs)o Update alternate facility locations as appropriateo Update Emergency Operations Center (EOC) ESF-1, 3, & 9 phone numbers

Update notification cascades (Call Tree) for personnel Participate in COOP training and exercises Update COOP Plans, Implementation Procedures, and any Standard Operating

Procedures (SOPs) Review composition of the working group staff to ensure that assigned staff are

adequate.

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COOP EMERGENCY SUPPORT TEAM (EST)

LAST NAMEFIRST NAME TITLE/DEPARTMENT PHONE E-MAIL

COOP Responsibility/Role (Mission Essential

Function)

O&M General Manager

BOB Incident Commander Technical Advisor

Director, O&M BOB Technical AdvisorPWBC General Manager/ Transportation BOB Plans ChiefManager, Surface Water Planning & Regulatory

Technical Advisor Environmental

Manager, Utility Customer Service

Technical Advisor Utilities Billing

Director, PWBCBOB Technical Advisor County Engineer

General Manager, Utility Planning & Regulatory

Technical Advisor Utilities

O&M Systems Control ESF-3PWBC General Manager

BOB Incident Commander ESF-3

SCAT GM (Interim)BOB Operations Chief Technical Advisor

O&M Operational Manager

BOB Operations Chief Technical Advisor

UtilitiesTechnical Manager Water/Wastewater

PWBC Infrastructure / Buchan Airport

BOB Incident Commander ESF-3 ESF-9

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Facilities Operational Manager

BOB Strike Team 2 Facilities Damage Assessment

O&M Systems Control

BOB Planner Scheduler Chief

O&M Systems Control Planner Scheduler

Responsibilities of COOP Emergency Support Team (EST) members are to:

Attend relocation team meetings as scheduled Operate under ICS when implemented Keep COOP Emergency Relocation Group Chief apprised of COOP matters Review and update mission-essential functions annually including:

o Update drive away kits and locations of any Meals Ready to Eat (MREs)o Update alternate facility locations as appropriateo Update Emergency Operations Center (EOC) ESF-1, 3, & 9 phone numbers

Update notification cascades (Call Tree) for personnel Participate in COOP training and exercises Update COOP Plans, Implementation Procedures, and any Standard Operating

Procedures (SOPs) Review composition of the working group staff to ensure that assigned staff are

adequate.

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ANNEX BALENATE FACILITIES

The following are identified as alternate facilities (AF)

I. Identify resources needed to continue the operation of mission-essential functions that have been pre-positioned at the alternate facility and those that will need to be transported to the facility. Examples of resources include office equipment/supplies, computers, chairs, tables, telephones, printers, and copiers. Alternate Facility Operations

The alternate facility should have pre-positioned resources to sustain operations for three days without resource support. The alternate facility will require installation of: Telephones Computers/Local Area Network Fax machines Copiers Furniture

Setup of the alternate facility may require vendor and resource support to provide the labor and equipment to outfit the facility.

MEMORANDUM OF UNDERSTANDING (MOU) CONSIDERATIONS

The Director will establish MOU(s) or pre-arranged contracts with facility managers and other organizations to provide basic support to facilities during COOP events, including exercises.

Copies of MOUs and/or pre-arranged contracts will be maintained in Annex L.

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JOINT FACILITY SUPPORT REQUIREMENTS

The COOP Emergency Relocation Group (ERG) Chief is responsible for developing a coordinated support plan with the facility manager of the primary alternate facility.

At a minimum, the plan will address the following items: Receiving, supporting, and relocating personnel at the alternate facility; Repositioning supplies and equipment at the alternate facility; Adequate logistical support; Adequate infrastructure; Adequate services; Capability of the facility to accept the COOP team and operations; and Capability of the facility to sustain COOP operations for a minimum of 30 days

The details of the coordinated support Plan will be incorporated as part of this annex.

REVIEW AND UPDATE

The Director, in consultation with the ERG Chief, will conduct an annual review of space allocations at the alternate facility to ensure the adequacy of assigned space and other resources.

Alternate Facility Selection Process

The alternate facilities should be fixed facilities identified from existing city, state, or county facilities, or from leased facilities. The alternate facilities must be capable of supporting emergency operations in a safe environment, as determined by the geographical location of the facility, an assessment of the local threat, and the collective protection characteristics of the facility. The facility requirements, selection, and occupancy planning should be based on a worst-case scenario.

A list cataloging each facility and its capability and capacity will be used to assist in the selection process. The Director is responsible for maintaining the facility list and ensuring the accuracy of the data.

The facilities should be located in areas where the ability to initiate, maintain, and terminate operations will not be disrupted. The following considerations will be used in the selection of the alternate facilities:o The ability to be operational not later than 12 hours after deployment and to

sustain operations for up to 30 days.o Number of personnel per shift required for accomplishing these functions for 30

days or until the emergency ends.o Minimum amount of space relocated for members need to accomplish their

functions under emergency conditions.

Space Allocation Considerations: The selected alternate facility site must be able to accommodate

_____ members. An estimated ____ square feet (sf) will be required (number of

people X 100 sf = total sf).

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o The distance from the threat area to any other facilities/locations (e.g., hazardous materials/nuclear power plants, areas subject to natural disasters or civil unrest).

o Facility construction must be such that it is uniquely resistant to natural disaster risk factors (e.g., tornadoes, hurricanes, floods).

o Access to essential resources such as food, water, fuel, medical facilities, lodging, and municipal services (e.g., fire, police).

o The availability of transportation and parking.o Power requirements to support the Alternate Facility.o Interoperable communications in sufficient quantity, mode, and media to

effectively interface with critical customers, including other State, county, and city agencies.

o Availability of existing equipment and furniture in the facility that can be used by the COOP Emergency Relocation Group.

ALTERNATE FACILITY ACQUISITION

If the facility is not owned or leased by the City, a MOU will be established with the owner or occupant of the facility.

Each MOU will include: Time period from notification of requirement to availability of facility for

occupancy. Space and services to be provided. Provision for sole use of allocated space during the period of occupancy.

Site support procedures and copies of MOUs or pre-arranged contracts will be maintained in Annex L.

ALTERNATE FACILITY REEVALUATION

Any Alternate Facility identified and rated will be reevaluated for suitability and functionality.

The annual review of the COOP will include a review of the Alternate Facilities to ensure that the facilities still meet the current needs.

Recommendations will become part of the remedial action process and any shortfalls in the equipment, maintenance, or improvement and modernization of the facilities will be incorporated into the Multi-Year Strategy and Program Management Plan.

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Provided below is additional information that can be used to determine alternate relocation capabilities during the planning phase:

HOT SITE- A hot site is a building already equipped with processing capability and other services. Operational standby facilities require a subscription contract and charge various fees. Normally, a three-or five-year contract is negotiated and includes specific hardware configurations with detailed communications requirements, which must be updated when changes occur.

COLD SITE- A cold site is a building for housing processors that can be easily adapted for use. Vendor contracts should be in place to make the facility operational in a short period of time.

REDUNDANT SITE- A redundant site is a site equipped and configured exactly like the primary site.

RECIPROCAL AGREEMENT- A reciprocal agreement is a formal agreement that allows for two organizations to back-up each other. The agreement is usually with an external agency. Although low development and maintenance cost are the principal advantage to this alternative, consideration must be given to establishing an agreement with an organization that will not be affected by the same disaster.

HYBRIDS- Any combination of the above, such as having a hot site as a back-up in case a redundant or reciprocal agreement site is damaged by the same or a separate event.

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ANNEX CMISSION-ESSENTIAL FUNCTIONS

The identification and prioritization of essential functions is a prerequisite for continuity planning, because they establish the planning parameters that drive an organization’s efforts in all other planning and preparedness areas. Resources and staff will likely be limited during an event that disrupts or has the potential to disrupt normal activities and that necessitates the activation of continuity plans, preventing the organization from performing all of its normal functions or services. Therefore, a subset of those functions that are determined to be critical activities are defined as the organization’s essential functions. These essential functions are then used to identify supporting tasks and resources that should be included in the organization’s continuity planning process.

Essential functions are those functions that enable an organization to provide vital services, exercise civil authority, maintain the safety of the public, and sustain the industrial/economic base during disruption of normal operations.

Instructions: Mission-essential functions must be determined and prioritized. The performance of highest priority items will need to be resumed as quickly as possible and should be grouped under Item 1, below. The template allows for both a second tier of items grouped under Item 2, and a third tier under Item 3. If you need more than three groupings, additional item numbers can be added.

___________________ COUNTY INFRASTRUCTURE MISSION-ESSENTIAL FUNCTIONS

1 Mission-essential functions that must be performed, given a One Day disruption.

Maintain Stormwater Conveyance Systems

(1) Maintain Road & Bridge integrity

Perform damage assessments for facilities, roads, bridges, water lines, sewer systems, Stormwater systems, debris, etc.

(2) Maintain county facilities (COOP locations)

Maintain generators at county facilities

(3) Perform debris clearance and removal (roads, canals, public and private rights-of-way)

(4) Hazardous material management

Manage Traffic control

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___________________ COUNTY INFRASTRUCTURE MISSION-ESSENTIAL FUNCTIONS - CONTINUED

(6) Manage water production, distribution and health standards

(5) Manage wastewater treatment facilities

Respond, Inspect and assess Waste Water Treatment Facilities for regulatory compliance

2 Mission-essential functions that must be performed given a disruption of greater than One Day, but less than One Week.

Continuation of functions listed under Number 1 above (situation dependent)

3 Mission-essential functions that must be performed given a disruption of greater than One Week, but less than One Month.1

Continuation of functions listed under Numbers 1 and 2 above (situation dependent)

O RGANIZATIONAL UNIT

MISSION-ESSENTIAL FUNCTION

NUMBER OF PERSONNEL

(PLEASE IDENTIFY POSITIONS REQUIRED TO CARRY OUT

FUNCTIONS)

Environmental Services / O&M Field Operations

Maintain Stormwater Conveyance

Systems

Watershed Engineering

Engineering Inspectors

Operation Managers

Field Staff

O&M Field Operations Maintain Road & Bridge integrity

Manager, Field Operations

Operation Managers

Field Staff

Public Works, O&M and Environmental Services

Perform damage assessments for facilities, roads, bridges, water lines, sewer

systems, Stormwater

systems, debris,

Operations Managers

Facilities Staff

Field Staff

Engineers

1a Note: Not withstanding a catastrophic event, after one month of emergency operations, all functions should be resumed at some level.

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etc.

O&M FacilitiesMaintain county

facilities excluding enterprise facilities

Manager

Operation Managers

Field Staff

O&M Facilities

Maintain generators at

county facilities excluding

enterprise facilities

Manager

Operation Managers

Field Staff

ORGANIZATIONAL UNITMISSION-

ESSENTIAL FUNCTION

NUMBER OF PERSONNEL

(PLEASE IDENTIFY POSITIONS REQUIRED TO CARRY OUT

FUNCTIONS)

Public Works, O&M and Solid Waste Services

Perform debris clearance and

removal (roads, canals, public rights-of-way)

Managers

Operation Managers

Field Operations Staff

Solid Waste

Public Works, O&M and Solid Waste Services

Hazardous material management

Mangers

Operations Managers

Field Operations Staff

Solid Waste

Natural Resources

Public Works and O&M Traffic control Managers

Engineering Staff

Operation Managers

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Signal Electricians

Traffic Control Techs

Sign Fabricators

Environmental Services – Utilities Water Production

Maintain water production,

distribution and health standards

Managers

Utilities Supervisors

Chief Operators

Staff

Environmental Services – UtilitiesMaintain

wastewater treatment facilities

Managers

Utilities Supervisors

Chief Operators & Staff

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ANNEX DORDERS OF SUCCESSION

LEADERSHIP SUCCESSION

Continuity of leadership is critical to ensure continuity of essential functions. Organizations should provide for a clear line of succession in the absence of existing leadership and the necessary delegations of authority to ensure that succeeding leadership has the legal and other authorities to carry out their duties. Continuity of leadership during crisis, especially the case of senior positions is important to give confidence to citizens that the principal or appropriate successor is managing the crisis and ensuring the performance of essential functions. Leaders need to set priorities and keep focus.

Leaders and staff should be sufficiently trained to be able to perform their duties in a continuity environment. To ensure that required skill sets are available, personnel should be both cross-trained and vertically trained to be able to perform the functions of their peers and the persons above and below them in an emergency.

It is critical to have a clear line of succession to office established in the event leadership becomes debilitated or incapable of performing its legal and authorized duties, roles, and responsibilities. Orders should reach to a sufficient depth and have sufficient breadth – at least three positions deep and geographically dispersed where feasible – to ensure essential functions continue during the course of any emergency.

Persons in the following positions, listed in order of precedence, are the designated successors as below:

Public Works, Capital Management Services (CMS): Director (Name) Manager (_____)

Operations & Maintenance (O&M) Director (Name) Manager, Horticulture (_______), Manager, Facilities (_____), Manager,

Field Services (_____), Manager, Fleet (_____)Water Core/Environmental Services

Director (Name) Manager (______)

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Manager (______)

Public Works, Mobility Core Service Director (Name) General Manager (______) Manager (______)

County Engineer _____

Leadership Succession for the 1001 SRQ Center Blvd COOP Emergency Relocation Group (ERG) Chief

1) The COOP Emergency Relocation Group Chief is _____, FPEM.

Persons in the following positions, listed in order of precedence, are the designated successors to the Infrastructure COOP Emergency Relocation Group Chief:

1) Name 2) Name

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ANNEX EDELEGATIONS OF AUTHORITY

To ensure a rapid response to any emergency requiring the implementation of its continuity plan, an organization should delegate authorities for making policy determinations and other decisions, at the field, satellite, and other organizational levels, as appropriate. It is vital to clearly establish delegations of authority, so that all organization personnel know who has the right to make decisions during a continuity situation.

Delegations of authority must be planned and documented in advance of an incident and in accordance with applicable laws, statutes, policies, including by:

a) Delineating the limits of authority and accountability

b) Outlining explicitly in a statement, the authority (including any exceptions to that authority) of an official so designed, to exercise direction, and the authority of an official to re-delegate functions and activities, as appropriate.

c) Defining circumstances under which delegation of authorities would take effect and would be terminated.

The following template is designed to formally provide delegation of authority to those identified as successors to the Directors and other leadership within the various departments.

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DATE

MEMORANDUM

TO:

FROM:

SUBJECT: Delegation of Authority

______________________________________________________________________________

Pursuant to Section (if applicable, insert appropriate delegation of authority references here), the authority to take actions listed below is hereby delegated to you in your respective positions in Infrastructure to the incumbents of the positions designated herein. This delegation is effective as of (date).

ALL AUTHORITY HEREBY DELEGATED SHALL BE EXERCISED IN ACCORDANCE WITH APPLICABLE LAWS, RULES, ADMINISTRATIVE DIRECTIVES, AND BUDGET ALLOCATIONS. THIS AUTHORITY CANNOT BE RE-DELEGATED.

List tasks to be covered in this delegation and to whom those delegations will be made:

o Travel authorization (Identify those individuals who will be delegated this authority)

o Leave authorization (Identify those individuals who will be delegated this authority)

o Purchase requisitions/spending authority (Identify those individuals who will be delegated this authority)

o Execution of Contractual agreements (Identify those individuals who will be delegated this authority)

o Other tasks (Identify those individuals who will be delegated this authority)

__________________________________________

Signature of Director, Division Head, or other appropriate authority

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ANNEX FNOTIFICATION PROCEDURES AND

LIST OF COOP EMERGENCY RELOCATION GROUP (ERG) STAFF

Notification Procedures

The Director will notify the COOP Emergency Relocation Group (ERG) Chief to activate the COOP Plan.

Upon notification to activate the COOP Plan, the ERG Team Chief will perform the following duties: Contact management staff identified in this annex, informing them of the current

situation and that the COOP Plan is being activated. Notify the Alternate Facility Manager of the appropriate alternate facility

regarding the activation of the COOP Plan. Notify the ___________________ County Emergency Operations Center that an

emergency activation or anticipated activation of this COOP Plan is expected or in progress.

Notify the appropriate Emergency Support Function Emergency Coordinating Officer at ESF-1 and/or ESF-3 that an emergency relocation of the primary facility is anticipated or is in progress.

Report the progress of the notification process to the Director. Once the COOP is activated, supervisors or managers will contact their staffs – (ERG

and non-ERG members) using the following procedures: Attempt to call each person in his or her chain-of-command and relay the

information and guidance provided by the ERG Team Chief. Make a second attempt to contact those individuals who were not initially

available. If this attempt is unsuccessful, the staff will leave a message, send a page, or use any other method of communications available to make contact.

Report status of cascade, including names of personnel not contacted, to the ERG Team Chief.

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KEY STAFF NOTIFICATION LIST

LAST NAMEFIRST NAME TITLE/DEPARTMENT

OFFICE PHONE

HOME PHONE

CELL PHONE E-MAIL

O&M General Manager

Program Manager

GM, ZoningProcess Controls Manager

Manager, R&RManager, ConstructionEnvironmental Services

Public Works

PWBC/CMS

PWBC/MobilityManager, Utility Customer ServiceAdministrative Specialist

Director, PWBCDirector, Environmental UtilitesO&M Systems ControlGeneral Manager, FiscalPWBC General Manager

SCAT GM (Interim)O&M Operational Manager

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PWBC/CMS

UtilitiesPWBC Infrastructure / Buchan Airport

O&M

PWBC/CMSFacilities Operational ManagerO&M Operational ManagerO&M Systems ControlO&M Systems Control

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ANNEX GVITAL RECORDS

Vital Records Background Information

Another critical element of a viable continuity plan and program includes the identification, protection, and availability of electronic and hardcopy documents, references, records, information systems, and data management software and equipment needed to support essential functions during a continuity situation. Personnel should have access to and be able to use these records and systems to perform essential functions and to reconstitute back to normal organization operations. Organizations should pre-position and regularly update duplicate Emergency Operating Records to ensure performance of essential functions.

The following bulleted list can be used when determining which vital records are critical to ensure continuation of mission-essential functions.

Storage of duplicate records off-site. Back-up off-site of electronic records and databases. Pre-position vital records and databases at the alternate facility prior to deployment. The COOP Plan should describe a maintenance program to assure the records are accurate,

current, and frequently updated. Identifying vital records, systems, and data (hard copy and electronic) critical to performing

functions. Ensuring availability of emergency operating records. Ensuring back-up for legal and financial records.

ADDITIONAL RECOMMENDATIONS

Ensure backup copies of vital records and databases, both paper and electronic, are maintained, updated, and stored in a secure off-site location. Ensure that the Management Plan, which prescribes the maintenance program to ensure that records are accurate and current, is frequently updated. The Management Plan also identifies vital records, systems, and data (hard copy and electronic) critical to performing mission-essential functions. The Plan provides for ensuring availability of emergency operating records and ensuring back-up for legal and financial records. The Record Management Plan is highlighted below:

Maintain current copies of vital records essential to the continued functioning or reconstitution of an organization during and after an emergency in a secure off-site location. Included are:− Emergency plans and directives− Orders of succession − Delegations of authority − Staff Roster − Staffing assignments

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− Related records of a policy or procedural nature that provide staff with guidance and information resources necessary for conducting operations during any emergency, and for resuming formal operations at its conclusion.

Maintain current copies of vital records critical to carrying out an organization’s essential legal and financial functions and activities, and protecting the legal and financial rights of individuals directly affected by its activities in a secure off-site location. Included are records having such value that their loss would significantly impair the conduct of essential functions, to the detriment of the legal or financial rights or entitlements of the organization or of the affected individuals. Examples of this category of vital records are:− Accounts receivable − Contracting and acquisition files− Official personnel files− Social security− Payroll− Retirement− Insurance records− Property management and inventory records

The following page provides a table that identifies vital records identified as critical to operations during COOP emergencies.

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IDENTIFY VITAL RECORDS,

SYSTEMS/RESCUE, AND DATA

(PLEASE DESCRIBE IF NECESSARY)

PLANS FOR PROTECTION,

DUPLICATION, AND MOVEMENT OF

RECORDS

LOCATION AND ACCESSIBILITY OF VITAL RECORDS

ACCURACY AND CURRENCY OF

RECORDS

(DATE)

Backup Computer Operating System

Backed up on magnetic tape and

Zip drive

Suncoast Technology Center

Semi and annual basis

Employee lists – name, address, phone numbers

Duplicate Copies at Admin Bldg, 1301

TPM & COOP

1001 ___________________

Center Blvd

1660 Ringling Blvd

1301 Cattlemen Rd

Master COOP

Annual

Financial information: Pos, Account Numbers To Be Provided To Be Provided To Be Provided

Maps – Service areasBacked up on

external hard drives and magnetic tape

EOC – 1660 Ringling Blvd

American Red Cross – 2001 Cantu Court

Service contracts To Be Provided To Be Provided To Be Provided

Service operational infrastructure plans To Be Provided To Be Provided To Be Provided

Formal agreements To Be Provided To Be Provided To Be Provided

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IDENTIFY VITAL RECORDS, SYSTEMS/RESCUE, AND

DATA

(PLEASE DESCRIBE IF NECESSARY)

PLANS FOR PROTECTION,

DUPLICATION, AND MOVEMENT OF

RECORDS

LOCATION AND ACCESSIBILITY OF VITAL RECORDS

ACCURACY AND CURRENCY OF

RECORDS

(DATE)

ESBC – Utilities Water Production

Backup Computer Operating System

Backed up on external hard drives, magnetic tape and external web

storage site

EOC – 1660 Ringling Blvd

ITSU Staff, Reports Coordinator

Semi and annual basis

Backup S.C.D.A System Backed up on magnetic tape and Zip drive To Be Provided Semi and annual

basis

Backup of crucial reporting for permits and operating system

Backed up on magnetic tape and Zip drive To Be Provided Semi and annual

basis

Utilities Wastewater Treatment

Backed up on external hard drives, magnetic tape and external web

storage

EOC – 1660 Ringling Blvd

ITSU Staff, Reports Coordinator

Contracts – temp hauler To Be Provided To Be Provided To Be Provided

Employee lists – name, address, phone numbers To Be Provided To Be Provided To Be Provided

Utility plans To Be Provided To Be Provided To Be Provided

Financial information: Pos, Account Numbers To Be Provided To Be Provided To Be Provided

Maps – Service areasBacked up on external

hard drives and magnetic tape

EOC – 1660 Ringling Blvd

American Red Cross – 2001 Cantu Court

To Be Provided

Field Operations DivisionSystem Records To Be Provided To Be Provided To Be Provided

Maps Service areasBacked up on external

hard drives and magnetic tape

EOC – 1660 Ringling Blvd

American Red Cross – 2001 Cantu Court

Service contracts To Be Provided To Be Provided To Be Provided

IDENTIFY VITAL RECORDS,

SYSTEMS/RESCUE, AND DATA

(PLEASE DESCRIBE IF NECESSARY)

PLANS FOR PROTECTION,

DUPLICATION, AND MOVEMENT OF RECORDS

LOCATION AND ACCESSIBILITY OF VITAL RECORDS

ACCURACY AND

CURRENCY OF RECORDS

(DATE)

Legend

Vital records, Systems/Rescue, and data – Information, records, databases, procedures, and other information necessary to support mission-essential functions and sustain operations.

Protection, duplication, and movement – Identify policies in place to restrict how the information is guarded, procedures for duplication, how the information is backed-up and stored, and how the material is distributed.

Location – Where are the vital records/Systems/Rescue/data currently located? Where are the back-up records/Systems/data located? Are records in electronic or hard copy format? Can records be accessed from an alternate site if the primary site is inaccessible?

Accuracy and currency of records – Are records up to date? On what date was the records/Systems/Rescue/data last reviewed/updated?

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ANNEX HDRIVE-AWAY KITS

Drive-Away Kit Contents

ADMINISTRATOR

COMMUNICATION DEVICES AND PHONE NUMBERS:

1. Cell phone – business and personal2. Laptop computer with ample storage/backup media3. Television – cable or digital converter or digital tuner for laptop4. Weather radio5. List of employees’ phone numbers6. List of headquarters personnel phone numbers7. List of surrounding county, city & municipalities phone numbers8. Contact numbers for Legal staff9. Contact numbers for County and State Emergency Operation Centers10. Contact numbers for airports, schools, FDOT, SWFWMD, etc.11. FEMA Policy Digest12. FEMA Debris Management Guide13. FEMA Applicant Handbook14. Union Contracts15. GPS Units16. Battery Charger17.Supplies:

1. Copy of COOP Plan2. Copy of Emergency Operations Plan3. Office supplies4. First Aid Kits5.6.Personal Items:

1. Medication2. USB Storage

BUDGET/ACCOUNTING

Forms: Quantities

1. Copies of contracts/agreements

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2. Purchasing Manual

3. Property Inventory Listing

4. Safety Manual

5. Building plans/specs

6. Time Cards

7. Work Orders

Supplies:

1. Pens and pencils/pencil sharpener

2. Legal Pads

3. Stationery/envelopes

4. Calculator

5. Stapler and extra staples

6. Letter size folders and expandable files

7. Tape dispenser

8.

9.

10.

11.

PERSONNEL

Forms: Quantities

1. Personnel Action Request Forms

2. Position Description Form

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3. Copies of organization chart to manually update

4. Pay Chart

5. Payroll Schedule

6. Timesheets

7.

8.

9.

10.

11.

Supplies:

1. Copy/Typing paper

2. Ruled note pads

3. Pens

4. Pencils

5. Stapler & staples

6. Paper clips

7. Envelopes (letterhead and manila)

8. Letterhead stationery

Supplies - Continued Quantites

9. Temporary ID Cards

10. File folders

11. Labels

12. Banker boxes

13. Correction fluid

14. Tape & dispenser

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15. City Phone Book

16. Date stamp

17. Vehicle Identification

18.

Equipment: Quantities

1. Copy machine

2. Computers

3. Telephones

4. Fax machine

5. Printer, if computer is available

6. Directives/Guidance

7. List of employees (phone numbers, address, and alternate home/work phone numbers)

8.

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ANNEX ICOMMUNICATIONS PLAN

TELECOMMUNICATIONS CAPABILITIES

The table below indicates the modes of communication that have been identified as currently existing for ___________________ County Infrastructure and Environmental Services primary and alternate facilities.

Column 1 lists telecommunications capabilities that are available at the primary and alternate facility.

Columns 2 and 3 denote whether the communications function is internal to the organization only, external only, or if it is used both internally and externally.

Column 4 identifies whether the communications functions can be used outside of the alternate facility as a mobile communications capability.

Column 5 identifies whether or not the function has security measures in place.

(1)COMMUNICATIONS FUNCTION

(2)INTERNAL

USE

(3)EXTERNAL

USE

(4)MOBILE

CAPABILITY

(5)SECURE

800 Megahertz Trunked Radio Key Users* Emergency Management

o Sheriffo City Law Enforcemento Infrastructure

O&M CMS Mobility Water Core SCAT

o County Health Department

o School Boardo American Red Crosso Doctors Hospital

___________________ Memorial Hospital

o Venice Regional Hospital

o Englewood Hospitalo Others

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(1)COMMUNICATIONS FUNCTION

(2)INTERNAL

USE

(3)EXTERNAL

USE

(4)MOBILE

CAPABILITY

(5)SECURE

Cellular phone X X X

Landline telephone (both county and private)

X X

Internet/Intranet* X X X

GIS X X

E-mail* X X X

Fax X X

Television

WEDU-3 WFLA-8

WTSP-10 WTVT-13

WUSF-16 WFTS-28 Bay News-9 WUSB-40 WTOG-44 WBSV-62 Access-19 Weather Channel

CNN MSNBC

X X X

Commercial Radio

WCTQ-FM (106.5)

WSRZ-FM (108)

WKZM-FM (104)

WHPT-FM (102)

WYNF-FM (105.9)

WJIS-FM (88)

WDUV-FM (92.1)

WHIO-AM (970, 1450)

WAMR-AM (1320)

WUGL-AM (930)

X X X

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(1)COMMUNICATIONS FUNCTION

(2)INTERNAL

USE

(3)EXTERNAL

USE

(4)MOBILE

CAPABILITY

(5)SECURE

WBRD-AM (1420)

WKXY-AM

WENG - AM

WQSA-AM

Weather radio X X X

Satellite phone EOC* X X X X

Public Information Officer (PIO) X X X

Public Media, newspapers & periodicals

___________________ Herald Tribune

Bradenton Herald

Tampa Tribune

St. Pete Times

USA Today

Miami Herald

Tempo News

Venice Gondolier

X X X

Amateur radio networks X X X

* Mobile communications capability

The ability to communicate using the above systems is dependent on the availability of county infrastructure, both internal and external.

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ANNEX JSECURITY AND ACCESS CONTROLS

II. Security and Access Controls Information

OPERATIONAL SECURITY

The following provisions for ensuring the operational security of the COOP program have been incorporated into the COOP Plan:

ACCESS CONTROLSThe following access control measures are in place to restrict access to the primary and alternate facilities to employees and critical customers:

Primary Facility(ies) o 1001 ___________________ Center Blvd – Magnetic locking doors for employee

access and staff monitors public access.o 4000 Knights Trail Road – All employees and contractors are required to provide

photo identification for entry.o Waste Water Production – Check Identifications. o Field Operations Divisions – All employees and contractors are required to

provide photo identification for entry Alternate Facility(ies)

o SCAT – Staff monitor public access during normal business hours and after norm hours, public entrances are secured so that supervisors can monitor ingress and egress from the facility. When not operational, gates and doors are secured.

o 8781 Bee Ridge (Lil’ BOB) is staffed during normal hours and after hours doors and gates are secured.

o 4551 Englewood Road (South County Fleet) is staffed during normal hours and after hours doors are secured.

o 8750 Bee Ridge Road - All employees and contractors are required to provide photo identification for entry.

PHYSICAL SECURITY

The following physical security measures are in place at the primary and alternate facilities:

Primary Facility(ies) o 1001 ___________________ Center Blvd – Magnetic locking doors for employee

access and staff monitors public access. o 4000 Knights Trail Road – All entry points will remain locked during activation

hours or will be monitored by designated staff.o ESBC – Utilities Water Production

Electronic security at Carlton: recorder cameras, fence, access gate Pump stations electronic intrusion alarm

o Field Operations Division

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Warehouse is a secured facility Alternate Facility(ies)

o SCAT – Staff monitor public access during normal business hours and after norm hours, public entrances are secured so that supervisors can monitor ingress and egress from the facility. When not operational, gates and doors are secured.

o 8781 Bee Ridge (Lil’ BOB) is staffed during normal hours and after hours doors and gates are secured.

o 4551 Englewood Road (Road & Bridge) is staffed during normal hours and after hours doors are secured.

o 8750 Bee Ridge Road – All entry points will remain locked during activation hours or will be monitored by designated staff.

COMMUNICATIONS AND CYBER SECURITY

The following communications and cyber security measures are in place at the primary and alternate facilities:

o The Information Technology Office oversees security measures including firewall and password protection.

AUGMENTATION OF SECURITY LEVELS BASED ON THREAT

In order to be prepared to augment security levels based on changing or escalating threats during terrorist attacks or threats of attacks, staff will follow the procedures identified below that follow the Department of Homeland Security’s Homeland Security Advisory System (HSAS). HSAS is an index including five Threat Condition Levels that indicate the threat of a terrorist attack on U.S. interests according to intelligence gathered from federal, state, and local sources. HSAS shall be binding on the executive branch and suggested, although voluntary, to other levels of government and the private sector. There are five Threat Conditions Levels, each identified by a description and corresponding color. The table below describes the Threat Conditions.

Red

Severe Condition

Severe risk of terrorist attacks.

In addition to the previously outlined Protective Measures, the following may be applied:

1. Assigning emergency response personnel and pre-positioning specially

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trained teams;2. Monitoring, redirecting, or constraining transportation systems;3. Closing public and government facilities; and4. Increasing or redirecting personnel to address critical emergency needs.

Orange

High Condition

High risk of terrorist attacks.

In addition to the previously outlined Protective Measures, the following may be applied:

1. Coordinating necessary security efforts with armed forces or law enforcement agencies;

2. Taking additional precaution at public events;3. Preparing to work at an alternate site or with a dispersed workforce; and4. Restricting access to essential personnel only.

Yellow

Elevated Condition

Significant risk of terrorist attacks.

In addition to the previously outlined Protective Measures, the following may be applied:

1. Increasing surveillance of critical locations;2. Coordinating emergency plans with nearby jurisdictions;3. Assessing further refinement of Protective Measures within the context

of the current threat information; and4. Implementing, as appropriate, contingency and emergency response

plans.

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Blue

Guarded Condition

General risk of terrorist attack.

In addition to the previously outlined Protective Measures, the following may be applied:

1. Checking communications with designated emergency response or command locations;

2. Reviewing and updating emergency response procedures; and3. Providing the public with necessary information.

Green

Low Condition

Low risk of terrorist attacks.

The following Protective Measures may be applied:

1. Refining and exercising preplanned Protective Measures;2. Ensuring personnel receive training on HSAS, departmental, or agency-

specific Protective Measures; and3. Regularly assessing facilities for vulnerabilities and taking measures to

reduce them.

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ANNEX KFAMILY DISASTER PLAN

III. Your Family Disaster Plan

Disaster can strike quickly and without warning. It can force you to evacuate your neighborhood or confine you to your home. What would you do if basic services -- water, gas, electricity or telephones -- were cut off? Local officials and relief workers will be on the scene after a disaster, but they cannot reach everyone right away. Families can -- and do -- cope with disasters by preparing in advance and working together as a team. Follow the steps listed below to create your family's disaster plan. Knowing what to do is your responsibility for your best protection.

Family disaster planning and preparedness has four components, “the 4 P’s”:

Plan – Before disaster strikes, develop a family disaster plan for common types of disasters that may affect your family. Plan to stockpile disaster supplies, protect your home, keep in touch with family members, and make decisions for when you will shelter at home or evacuate.

Prepare – Gather necessary disaster supplies for sheltering at home and prepare a portable supply “go kit” in case your family needs to evacuate.

Practice – Train your family to manage disasters by practicing and conducting family disaster drills. This will help you know what to do during difficult times.

Protect – Protect yourself, your home and possessions when a disaster warning is issued.

Four Steps to Safety1. Find Out What Could Happen to You

Contact your local Red Cross chapter or emergency management office -- be prepared to take notes.

Ask what types of disasters are most likely to happen. Request information on how to prepare for each.

Learn about your community's warning signals: what they sound like and what you should do when you hear them.

Ask about animal care after disaster. Animals may not be allowed inside emergency shelters due to health regulations.

Find out how to help elderly or disabled persons, if needed. Find out about the disaster plans at your workplace, your children's school or day-care

center, and other places where your family spends time.

2. Create a Disaster Plan

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Meet with your family and discuss why you need to prepare for disasters. Explain the dangers of fire, severe weather, and earthquakes to children. Plan to share responsibilities and work together as a team.

Discuss the types of disasters that are most likely to happen. Explain what to do in each case.

Pick two places to meet: Right outside your home in case of a sudden emergency, like a fire. Outside your neighborhood in case you can't return home. Everyone must

know the address and phone number. Ask an out-of-state friend to be your "family contact." After a disaster, it's often easier to

call long distance. Other family members should call this person and tell them where they are. Everyone must know your contact's phone number.

Discuss what to do in an evacuation. Plan how to take care of your pets.

3. Complete this Checklist

Post emergency telephone numbers by phones (fire, police, ambulance, etc.). Teach children how and when to call 9-1-1 or your local Emergency Medical Services

number for emergency help. Show each family member how and when to turn off the water, gas, and electricity at the

main switches. Check if you have adequate insurance coverage. Teach each family member how to use the fire extinguisher and show them where it's

kept. Install smoke detectors on each level of your home, especially near bedrooms. Conduct a home hazard hunt. Stock emergency supplies and assemble a Disaster Supplies Kit. Take a Red Cross first aid and CPR class. Determine the best escape routes from your home. Find two ways out of each room. Find the safe spots in your home for each type of disaster.

4. Practice and Maintain Your Plan

Quiz your children every six months so they remember what to do. Conduct fire and emergency evacuation. Replace stored water every three months and stored food every six months. Test and recharge your fire extinguisher(s) according to manufacturer's instructions. Test your smoke detectors monthly and charge the batteries at least once a year.

Neighbors Helping NeighborsWorking with neighbors can save lives and property. Meet with your neighbors to plan how the neighborhood could work together after a disaster until help arrives. If you're a member of a neighborhood organization, such as a homeowners association or crime watch group, introduce disaster preparedness as a new activity. Know your neighbors' special skills (e.g., medical, technical) and consider how you could help neighbors who have special needs, such as disabled and elderly persons. Make plans for childcare in case parents can't get home.

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Home Hazard HuntDuring a disaster, ordinary objects in your home can cause injury or damage. Anything that can move, fall, break or cause a fire is a home hazard. For example, a hot water heater or a bookshelf can fall. Inspect your home at least once a year and fix potential hazards. Contact your local fire department to learn about home fire hazards.

Sheltering at Home

Clear the yard, pool deck, and/or balcony of all loose objects that may become airborne in strong winds and damage property.

Put shutters, window and door protection in place. Fill the bathtub and several large containers with water. Turn your refrigerator to the coldest setting and avoid opening the door to keep foods cold. Cover furniture and belongings with plastic Close internal doors and brace external doors. Place calls to designated contacts to let them know about your plans. Take refuge in the area of your home that you have designated as safe (small interior room

closet). Listen to radio and television for updates to the impending disaster. Stay indoors until the threat is over.

Evacuation

Evacuate immediately if told to do so. Ensure fuel tanks are completely full. Listen to your battery-powered radio and follow the instructions of local emergency

officials. Wear protective clothing and sturdy shoes. Take your Disaster Supplies Kit. Lock your home. Use travel routes specified by local authorities; don't use shortcuts because certain areas

may be impassable or dangerous.

If You're Sure You Have Time:

Shut off water, gas, and electricity before leaving, if instructed to do so. Post a note telling others when you left and where you are going. Make arrangements for your pets.

Utilities

Locate the main electric fuse box, water service main and natural gas main. Learn how and when to turn these utilities off. Teach all responsible family members. Keep necessary tools near gas and water shut-off valves.

Remember, turn off the utilities only if you suspect the lines are damaged or if you are instructed to do so. If you turn the gas off, you will need a professional to turn it back on.

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If Disaster StrikesRemain calm and patient. Put your plan into action.

Check for injuries. Give first aid and get help for seriously injured people. Listen to your battery-powered radio for news and instructions. Evacuate, if advised to do so. Wear protective clothing and sturdy shoes.

Check for damage in your home.

Use flashlights -- do not light matches or turn on electrical switches, if you suspect damage.

Sniff for gas leaks, starting at the water heater. If you smell gas or suspect a leak, turn off the main gas valve, open windows, and get everyone outside quickly.

Shut off any other damaged utilities. (You will need a professional to turn gas back on.) Clean up spilled medicines, bleaches, gasoline, and other flammable liquids immediately.

Remember To

Confine or secure your pets. Call your family contact -- do not use the telephone again unless it is a life-threatening

emergency. Check on your neighbors, especially elderly or disabled persons. Make sure you have an adequate water supply in case service is cut off. Stay away from downed power lines.

Pets and Disasters: Get PreparedThe following information has been prepared by the Humane Society of the United States in cooperation with the American Red Cross. Our pets enrich our lives in more ways than we can count. In turn, they depend on us for their safety and well-being. Here's how you can be prepared to protect your pets when disaster strikes.

Be Prepared With a Disaster PlanThe best way to protect your family from the effects of a disaster is to have a disaster plan. If you are a pet owner, that plan must include your pets. Being prepared can save their lives.

Different disasters require different responses. But whether the disaster is a hurricane or a hazardous spill, you may have to evacuate your home. In the event of a disaster and if you must evacuate, the most important thing you can do to protect your pets is to evacuate them, too. Leaving pets behind, even if you try to create a safe place for them, is likely to result in their being injured, lost, or worse. So prepare now for the day when you and your pets may have to leave your home.

1. Have a Safe Place to Take Your Pets

Red Cross disaster shelters cannot accept pets because of states' health and safety regulations and other considerations. Service animals who assist people with disabilities are the only animals

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allowed in American Red Cross shelters. It may be difficult, if not impossible, to find shelter for your animals in the midst of a disaster, so plan ahead. Do not wait until disaster strikes to do your research.

Contact hotels and motels outside your immediate area to check policies on accepting pets and restrictions on number, size, and species. Ask if "no pet" policies could be waived in an emergency. Keep a list of "pet friendly" places, including phone numbers, with other disaster information and supplies. If you have notice of an impending disaster, call ahead for reservations.

Ask friends, relatives, or others outside the affected area whether they could shelter your animals. If you have more than one pet, they may be more comfortable if kept together, but be prepared to house them separately.

Prepare a list of boarding facilities and veterinarians who could shelter animals in an emergency; include 24-hour phone numbers.

Ask local animal shelters if they provide emergency shelter or foster care for pets in a disaster. Animal shelters may be overburdened caring for the animals they already have as well as those displaced by a disaster, so this should be your last resort.

2. Assemble a Portable Pet Disaster Supplies Kit

Whether you are away from home for a day or a week, you'll need essential supplies. Keep items in an accessible place and store them in sturdy containers that can be carried easily (duffle bags, covered trash containers, etc.). Your pet disaster supplies kit should include:

Medications and medical records (stored in a waterproof container) and a first aid kit. Sturdy leashes, harnesses, and/or carriers to transport pets safely and ensure that your

animals can't escape. Current photos of your pets in case they get lost. Two-week supply of food, potable water, bowls, cat litter/pan and can opener. Information on feeding schedules, medical conditions, behavior problems and the name

and number of your veterinarian in case you have to foster or board your pets. Pet beds. Carriers, and toys, if easily transportable. Muzzles Copies of veterinary records, proof of ownership and any medications needed.

3. Know What to Do as a Disaster Approaches

Often, warnings are issued hours, even days, in advance. At the first hint of disaster, act to protect your pet.

Call ahead to confirm emergency shelter arrangements for you and your pets. Check to be sure your pet disaster supplies are ready to take at a moment's notice. Bring all pets into the house so that you won't have to search for them if you have to

leave in a hurry. Make sure all dogs and cats are wearing collars and securely fastened, up-to-date,

identification. Attach the phone number and address of your temporary shelter, if you know it, or of a friend or relative outside the disaster area. You can buy temporary tags or put adhesive tape on the back of your pet's ID tag, adding information with an indelible pen.

You may not be home when the evacuation order comes. Find out if a trusted neighbor would be willing to take your pets and meet you at a pre-arranged location. This person should be comfortable with your pets, know where your animals are likely to be, know where your pet

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disaster supplies kit is kept, and have a key to your home. If you use a pet-sitting service, they may be available to help, but discuss the possibility well in advance.

Planning and preparation will enable you to evacuate with your pets quickly and safely. But bear in mind that animals react differently under stress. Outside your home and in the car, keep dogs securely leashed. Transport cats in carriers. Don't leave animals unattended anywhere they can run off. The most trustworthy pets may panic, hide, try to escape or even bite or scratch. And, when you return home, give your pets time to settle back into their routines. Consult your veterinarian if any behavior problems persist.

Caring for Birds in an EmergencyBirds should be transported in a secure travel cage or carrier. In cold weather, wrap a blanket over the carrier and warm up the car before placing birds inside. During warm weather, carry a plant mister to mist the birds' feathers periodically. Do not put water inside the carrier during transport. Provide a few slices of fresh fruits and vegetables with high water content. Have a photo for identification and leg bands. If the carrier does not have a perch, line it with paper towels and change them frequently. Try to keep the carrier in a quiet area. Do not let the birds out of the cage or carrier.

About Other PetsReptiles: Snakes can be transported in a pillowcase but they must be transferred to more secure housing when they reach the evacuation site. If your snakes require frequent feedings, carry food with you. Take a water bowl large enough for soaking as well as a heating pad. When transporting house lizards, follow the same directions as for birds.

Pocket Pets: Small mammals (hamsters, gerbils, etc.) should be transported in secure carriers suitable for maintaining the animals while sheltered. Take bedding materials, food bowls, and water bottles.

A Final WordIf you must evacuate, do not leave your animals behind. Evacuate them to a prearranged safe location if they cannot stay with your during the evacuation period. (Remember, pets are not allowed in American Red Cross shelters.) If there is a possibility that disaster may strike while you are out of the house, there are precautions you can take to increase your pets' chances of survival, but they are not a substitute for evacuating with your pets. For more information, contact The Humane Society of the United States, Disaster Services, 2100 L Street NW, Washington, DC 20037.

In the Statement of Understanding, The American Red Cross recognizes The Humane Society of the United States as the nation's largest animal protection organization responsible for the safety and well-being of animals, including disaster relief. The American Red Cross is committed to transforming the caring and concern of the American people into immediate action.

Your Family Disaster Supplies Kit

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Disasters happen anytime and anywhere. And when disaster strikes, you may not have much time to respond. A highway spill or hazardous material could mean evacuation. A winter storm could confine your family at home. An earthquake, flood, tornado, or any other disaster could cut water, electricity, and telephones -- for days.

After a disaster, local officials and relief workers will be on the scene, but they cannot reach everyone immediately. You could get help in hours, or it may take days. Would your family be prepared to cope with the emergency until help arrives?

Your family will cope best by preparing for disaster before it strikes. One way to prepare is by assembling a Disaster Supplies Kit. Once disaster hits, you won't have time to shop or search for supplies. But if you've gathered supplies in advance, your family can endure an evacuation or home confinement.

To Prepare Your Kit

Review the checklist in this brochure. Gather the supplies that are listed. You may need them if your family is confined at

home. Place the supplies you'd most likely need for an evacuation in an easy-to-carry container. There are six basics you should stock for your home: water, food, first aid supplies,

clothing and bedding, tools and emergency supplies, and special items. Keep the items that you would most likely need during an evacuation in an easy-to carry container.

Possible containers include:

a large, covered trash container a camping backpack; or a duffle bag

Cash

Banks may not be open or available for extended periods, ATMs will not work if electrical power is off and local establishments may not have power to run credit cards. Each family will need to determine the amount of cash to have on hand to be sustainable for 3 – 10 days.

Water

Store water in plastic containers, such as soft drink bottles. Avoid using containers that will decompose or break, such as milk cartons or glass bottles. A normally active person needs to drink at least two quarts of water each day. Hot environments and intense physical activity can double that amount. Children, nursing mothers, and ill people will need more.

Store one gallon daily per person for 3 to 10 days (two quarts for drinking, two quarts of water for each person in your household for food preparation/sanitation).

Clean bottles with dishwashing soap and water. Rinse well. Add a solution of 1 teaspoon of non-scented liquid household chlorine bleach to a quart

of water. Shake the container and rinse thoroughly.

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To add shelf-life, add 16 drops of unscented household liquid chlorine bleach to one gallon of water.

Food

Store a 3 to 7 day supply of non-perishable food. Recommended items are:o Ready-to-eat canned meats, fish, fruits, vegetables, beans, and soupso Protein or fruit barso Dry cereal or granolao Peanut butter or nutso Dried fruito Crackerso Canned juiceso Coffeeo Tea bags

Select foods that require no refrigeration, preparation, or cooking and little or no water. If you must heat food, pack a can of Sterno. Select food items that are compact and lightweight. Include a selection of the following foods in your Disaster Supplies Kit: Ready-to-eat

canned meats, fruits, and vegetables

Kitchen Accessories

Manual cooking utensils, paper plates, plastic eatery, manual can opener, etc. Cooler Portable, battery-powered radio and/or television with extra batteries

First-Aid Kit

Assemble a first-aid kit for your home and one for each car. A first-aid kit should include:

Sterile adhesive bandages in assorted sizes Gauze pads Assorted sizes of safety pins Cleansing agent/soap Latex gloves Sunscreen 2-inch sterile gauze pads (4-6) 4-inch sterile gauze pads (4-6) Triangular bandages (3) Non-prescription drugs 2-inch sterile roller bandages (3 rolls) 3-inch sterile roller bandages (3 rolls) Scissors Tweezers Needle Moistened towelettes Antiseptic Thermometer

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Tongue blades (2) Tube of petroleum jelly or other lubricant Safety pins Cleaning soap Cotton balls

Topical antibiotic cream Antihistamine Antacid Vitamins

Non-Prescription Drugs

Aspirin or non-aspirin pain reliever Anti-diarrhea medication Antacid (for stomach upset) Syrup of Ipecac (use to induce vomiting if advised by the Poison Control Center) Laxative Activated charcoal (use if advised by the Poison Control Center)

Tools and Supplies

Mess kits, or paper cups, plates and plastic utensils Emergency preparedness manual Battery operated radio and extra batteries Flashlight and extra batteries Cash or traveler's checks, change Non-electric can opener, utility knife Fire extinguisher: small canister A-B-C type Utility knife such as a gerber, leatherman, or swiss army knife Hammer Screwdrivers Adjustable Wrenches Pliers Tape Compass Matches in a waterproof container Aluminum foil Garbage bags in various sizes Plastic storage containers Signal flare Paper, pencil Needles, thread Medicine dropper Shut-off wrench, to turn off household gas and water Whistle Plastic sheeting

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Spare keys to household and belongings Map of the area (for locating shelters)

Sanitation

Toilet paper, towelettes Moisture wipes Hand sanitizer Soap, liquid detergent Feminine supplies Personal hygiene items Plastic garbage bags, ties (for personal sanitation uses) Plastic bucket with tight lid Disinfectant Household chlorine bleach

Clothing and Bedding

At least one complete change of clothing and footwear per person Sturdy shoes or work boots Rain gear Blankets or sleeping bags Pillows Bath towels Hat and gloves Thermal underwear Sunglasses Sunscreen Insect repellent

Special Items

Remember family members with special needs, such as infants and elderly or disabled persons

For Baby

Formula Diapers Bottles Powdered milk Medications

For Adults

Heart and high blood pressure medication Insulin Prescription drugs Denture needs

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Contact lenses and supplies Extra eye glasses

Entertainment

Games and books Deck of cards Board games and puzzles

Important Family DocumentsKeep these records in a waterproof, portable container:

Will, powers of attorney, insurance policies/agents, contracts deeds, stocks and bonds Names and contact numbers for executors, trustees and guardians Mortgage or rental agreements Passports, social security cards, immunization records Personal identification Bank account numbers List of user IDs and passwords for online accounts Credit card account numbers and companies Vehicle titles Income tax returns for the past three years Inventory of valuable household goods, important telephone numbers Family records (birth, marriage, death certificates, social security cards) Family albums and pictures Family doctor’s names, phone numbers and any medications being taken Medical records Attorneys, clergy, accountant, etc. Health insurance, life insurance records Employers names and contact numbers Child’s School, phone number, address and teachers

Storing Your Disaster KitStore your kit in a convenient place known to all family members. Keep a smaller version of the Disaster Supplies Kit in the trunk of your car.

Keep items in air tight plastic bags. Change your stored water supply every six months so it stays fresh. Replace your stored food every six months. Re-think your kit and family needs at least once a year. Replace batteries, update clothes, etc.

Ask your physician or pharmacist about storing prescription medications.

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ANNEX LSITE SUPPORT PROCEDURES

General Site Support Responsibilities

1. Designate an Alternate Facility Manager and prepare Alternate Facility Site Support Procedures in support of this COOP to ensure the smooth transition of mission-essential functions, personnel, equipment, and vital records from the primary complex to the alternate facility.

2. Identify areas where outside support will be required in alternate facility operations; implement existing mutual aid, memoranda of understanding, vendor contracts, and other agreements as necessary to ensure site support.

3. Assemble necessary documents and equipment required to continue performance of mission essential functions at the alternate facility.

4. Order additional resources, including equipment, and office supplies, and other supplies that are not in place or readily available among existing Infrastructure resources.

5. Continue essential operations at the normal operating facility if available until alternate facility is operational.

6. Support the orderly transition of all critical personnel, equipment, and records from the primary or impacted facility to the alternate facility and then to a new or restored facility.

7. Identify those Alternate Facility mission-essential functions that can be deferred or terminated in the event this COOP Plan is implemented.

8. Provide for the proper storage of backup copies of vital records and databases, and other pre-positioned resources and assets.

9. Designate any available personnel to assist the arriving COOP Emergency Relocation Group (ERG).

10. Involve Alternate Facility Site Support Procedures in periodic coordination reviews and annual exercises.

11. Keep the ERG Team Chief informed of any site vulnerabilities or changes in site resources that may impact the effective execution of this COOP.

12. Support the orderly transition of all functions, personnel, equipment, and records from the Alternate Facility to a new or restored facility.

As additional agreements are completed (e.g., MOUs, mutual aid, private vendor contracts), copies will be included in this annex.

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ANNEX MTEST, TRAINING, AND EXERCISE

Test, Training, and Exercise

This plan will be reviewed annually by all COOP Relocation Team (CRT) members and approved by the respective units Director.

The CRT Chief will ensure training of all employees on the key aspects of this plan. This training will be conducted at new employee orientation and quarterly staff meetings.

This plan will be practiced annually by use of a tabletop exercise or a field exercise. Support plans and communications equipment at the Alternate Facility will be

tested annually as part of the Test, Training, and Exercise (TT&E). Equipment pre-positioned at the Alternate Facility will be tested annually as part

of the TT&E program. The exercise will include a test of the alert and notification plan, with and without

warning, during duty and non-duty hours. The CRT Chief will identify and incorporate lessons learned and remedial actions from

exercises into annual revisions of the COOP Plan.

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Participant Observation/Comment Form

Name: Location:

Exercise Position: Office:

Telephone Number:

Job Title:

E-mail:

1. Observation:

(Continue on back if necessary)

2. Discussion or Background Information:

(Continue on back if necessary)

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3. Reference(s):

(Continue on back if necessary)

4. Recommendation(s):

(Continue on back if necessary)

Continued from front:

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After Action Report

Name: Location:

Exercise Position: Office:

Telephone Number:

Job Title:

Email:

Please list three things that you or division did well during the exercise period.

1.

2.

3.

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Please list three things that you feel that your division could have improved upon.

1.

2.

3.

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ANNEX NFACILITY EVACUATION

INTRODUCTION

This evacuation plan establishes universal guidelines for implementing the swift and orderly evacuation of staff from 1001 ___________________ Center Blvd. These procedures should be followed when conditions warrant building evacuation.

The Building Evacuation Officials will maintain a copy of this plan with appropriate appendices. The County Safety Engineer will maintain a copy, including all appendices.

Questions, comments, or suggestions regarding these evacuation procedures should be addressed to Facilities Services.

Purpose: The purpose of these guidelines is to identify the duties and responsibilities of staff and establish procedures and routes for evacuation.

Emergency Criteria:

Evacuation Criteria : A decision to evacuate a County facility will be based on, but not limited to, the following: Activation of fire alarm Notice of a bomb threat Natural disasters (hurricane, tornado, tropical depression, flooding, etc.) Other emergencies (gas leaks, structural integrity, etc.) where a potentially dangerous

condition exists and the safety and welfare of occupants are jeopardized.

Responsibilities:

Risk Management/ : This emergency evacuation plan shall be reviewed annually by Risk Management and the effected Business Center(s) and updated as appropriate both to maintain compliance with changing regulations and changing business requirements. The Business Center(s) will provide training for Evacuation Representatives in proper evacuation procedures, exit routes, assistance for disabled personnel and the proper use of any special evacuation equipment. This training shall be provided initially, annually thereafter, and anytime procedures change.

Directors, General Managers : Directors and General Managers may supplement this plan by establishing procedures specific to their areas of responsibility. They shall ensure that evacuation routes and procedures are reviewed with employees annually, whenever the plan or procedures change, or when an employee’s responsibilities under the plan change.

Evacuation Official:

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The Evacuation Officials are __________________________________ These individuals are responsible for evaluating an emergency situation, ensuring contact with appropriate agencies, and making the decision to evacuate the facility (other than fire alarm activation). If a fire alarm is activated, all personnel should immediately evacuate the facility.

Evacuation Officials will notify other building tenants and Evacuation Representatives whenever a decision is made to evacuate their respective areas.

Evacuation Representative : Designated By the General Managers, for their respective areas.

Responsibilities:

Act as the Point of Contact (POC) during an evacuation. Responsible for supervising the orderly evacuation of the building. Designate staff to escort any guests or individuals unfamiliar with the facility’s layout

to the appropriate exit and assembly area. Visually verifying the vacation of the section they are responsible for including all

restrooms and conference rooms. Assisting persons physically impaired. Be familiar with the location of all fire and safety devices and the evacuation plan. Notify the Evacuation Official when all areas have been evacuated and persons are

relocated to a safe designated area, outside of building.

County Employees: Each employee has the responsibility for knowing proper actions to take in an emergency and the specific procedures for evacuation.

Evacuation Routes & Exits

The main exits for the building are designated with exit signs and are depicted on evacuation maps placed throughout the facility. Evacuation plans are posted conspicuously in applicable areas of the building describing exit routes. Plans are color coded for different areas of the building. During an evacuation, the Evacuation Representatives or alternates should direct all personnel and guests to designated exits.

Continued.

Area 1 (Yellow) Area 2 (Light Red) Area 3 (Light Blue) Area 4 (Light Gray) Area 5 (Tan) Area 6 (Red/White Stripes) Area 7 (Green

Upon direction to evacuate: County employees must report to the designated assembly area and must remain there until directed by proper authority. The assembly area is the Employee

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Entrance Parking lot, North Entrance. Report to the Evacuation Representative so attendance may be taken.

Note: Maintain 300 ft from exit point of building

Fire Evacuation

General Guidance:

1. Guidelines : The following describes general guidelines that should be followed in all emergencies requiring evacuation of the facility.

a. KEEP CALM : Take time to think, and then follow the established evacuation procedures and the route designated for the facility.

b. USE APPROPRIATE EXITS : County employees shall familiarize themselves with the evacuation floor plan for their area that details the locations of the nearest exits, fire alarm pull-stations, and fire extinguishers.

c. EVACUATION OF PHYSICIALLY IMPAIRED : Employee’s needing special assistance during an evacuation should be identified and instructed on the use of any special evacuation equipment and procedures. This information on special needs employees, will be forwarded to the Evacuation Representative, who will be responsible for evacuating the physically impaired as necessary. In the event that a physically impaired person is unable to evacuate the area, the Evacuation Representative will inform an Evacuation Official who will obtain additional assistance.

Implementation: The rapid evacuation of the facility is of utmost importance in the event of an emergency; therefore, employees must be knowledgeable of their responsibilities. In the event of a fire (or if fire alarm is sounded for any reason), all employees shall comply with the following procedures:

Note: Maintain 300 ft. from exit point of building

1. FIRE EVACUATION :

a. Activate the alarm: The first person aware of the fire will activate the fire alarm.

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b. Call 9-1-1 (or 9-911) and report the fire. After calling for emergency response and if the fire is small, one can attempt to extinguish it with a fire extinguisher.

c. Evacuate the building quickly by the assigned evacuation route, if accessible. If you see anyone in the building not leaving, alert him or her so they can get to safety.

d. Report and to the assigned assembly area and regroup outside in the designated assembly area. The Evacuation Representative will take attendance. Maintain at least 300 ft. from the building.

e. Do not re-enter the facility until proper authority, normally the Fire Department official on-scene, has given the all clear for re-entry to the building.

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Bomb Threat*******************WARNING /CAUTION******************

RADIO FREQUENCY CAN DETONATE AN EXPLOSIVE DEVICE

Turn Off all cell phones and pagers

Call 911 or (9-911) **** Do not use cell phone - Call from inside hardwire desk phone****

Do not activate the fire alarm system

Do not turn power on or use radios, pagers, cellular phones, or other electronic devices within a 300-foot perimeter of the facility. These devices could detonate an explosive device.

Do not turn on/off any electrical equipment .

1. If the threat is received in the form of a note or mail:

a. When a written threat is received, save all the materials including any envelopes or containers once you recognize the message as a bomb threat.

b. Put the envelope or package down.

c. Avoid any further handling of the material.

d. Close the room or area where the letter or package is located.

e. Isolate person(s) who touched suspicious package or witnessed delivery of package, until interviewed by investigate authorities. If a potentially harmful substance is suspected to be in package advise isolated person(s) to remain calm and wash skin from elbows down using warm soap and water.

f. Every possible effort must be made to retain evidence such as fingerprints, handwriting or typewriting, paper, and postal marks. These will be essential in tracing the threat and identifying the sender.

g. While written messages are usually associated with generalized threats and extortion attempts, a written warning of a specific device may occasionally be received and should never be ignored.

h. Notify your facility Evacuation Official.

2. If you receive a bomb threat call:

a. Get another employee or supervisor to listen to the caller, if possible (Use

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speaker phone).

b. Obtain as much information as possible from the caller. Utilize the bomb threat checklist (Appendix A). This checklist should be kept near each phone in the facility. Cooperate with the caller and ask questions about the location, time of detonation, and type of bomb.

c. Notify the facility Evacuation Official. They may direct evacuation of the facility based upon the information reported to them.

3. In order to Evacuate:

a. Before evacuation, perform a quick check of the area for suspicious item(s). If something is noticed, DO NOT attempt to remove it. Report to Law Enforcement Officials, Fire Department Officials and the Evacuation Official.

b. Evacuate the facility by the nearest exit and go to the assembly area. Maintain at least 300 ft from the building. Report to the Evacuation Representative so that attendance can be taken. Remain with the group.

Do not re-enter the facility until the proper authority has given the all-clear signal. This is usually the Law Enforcement official on scene.

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BOMB THREAT CHECKLIST

1001 ___________________ Center Blvd

Respond calmly to the caller. Do not hang up before the caller does and do not be hostile. Get another employee or supervisor to listen to the caller, if possible.

Obtain as much information about the bomb and its location. Request more data by expressing a desire to save lives – legitimate callers usually wish to avoid injury or death.

DATE ___________________ TIME _______________ FACILITY ______________

ASK:

1. Exact location of the explosive device

___________________________________________________________________________

2. Time set for detonation

___________________________________________________________________________

3. What does the bomb look like

___________________________________________________________________________

4. What is the explosive

__________________________________________________________________________

5. What will cause it to explode

__________________________________________________________________________

6. Why was it placed

__________________________________________________________________________

7. Where are you calling from

___________________________________________________________________________

8. What is your name

___________________________________________________________________________

9. What is your address

__________________________________________________________________________

10. Exact language/verbiage used

_____________________________________________________________ 

CALLERS VOICE (circle)

Calm          Disguised Nasal Angry Broken Stutter Slow

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Sincere Lisp Rapid Giggling Deep Crying Soft

Excited Stressed Pleasant Slurred Normal Squeaky Loud

Laughter Male Female Distinct Nasal Stutter

11. Did the caller have a distinct accent?

__________________________________________________________________________

12. If the voice sounds familiar, whom did it sound like?

__________________________________________________________________________

13. Where there any background noises?

Motors running Office machines PA System House noise

Music Street noises Long distance

Animals Factory Voices

______________________________ __________________________________

Your Name Your Phone Number

NOTIFICATION: Upon receipt of a bomb threat, call 9-1-1 (or 9-911) immediately and report the call. Notify the Evacuation Official or designated representative.

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ANNEX O COOP SUPPORT TEAM (CST)

COOP Support TeamThe following table should be used to identify the COOP Relocation Team (CRT) staff who will be deployed to the Alternate facility as well as the COOP Support Team (CST) staff who do not have primary COOP responsibilities but may be called upon in the event that additional COOP support is required. The table is designed to serve as an official comprehensive roster to readily identify staff and roles that they may be assigned or able to fill during COOP emergencies. Telephone numbers are provided to enable rapid notification of staff. This roster should be updated regularly to ensure that all information is kept current.

LAST NAME FIRST NAME

TITLE/DEPARTMENT OFFICE PHONE

HOME PHONE CELL PHONE E-MAIL COOP ROLE

Director Incident Commander

Program Manager Plans Chief

Planner ESF-3

PWBC/Mobility Finance Chief

O&M Inspector Food Unit Leader

O&M Operational Manager

Strike Team (Closed Systems)

PWBC/Traffic Engineering Strike Team (Roads & Bridges)

O&M Operational Manager

Strike Team (Open & Closed Systems)

GM, Zoning Technical Advisor

Planner Planner / Scheduler

Process Controls Manager

Finance Chief

Planner Planner / Scheduler

Manager, R&R Technical Advisor

Administrative Specialist Time/Compensation Unit

Manager, Construction Logistics Chief

Business Professional Call Center / Dispatch

Environmental Services Technical Advisor

Public Works Call Center / Dispatch

Environmental Services Strike Team (Roads & Bridges)

O&M Inspector Call Center / Dispatch

PWBC/CMS Logistics Chief

O&M Forestry Strike Team (Debris)

PWBC/Mobility Plans Chief / Communications

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O&M Operational Manager

Strike Team (Open Systems)

Business Professional Technical Advisor

O&M Inspector Food Unit Leader

Fiscal Finance Chief

Manager, Utility Customer Service

Technical Advisor

O&M Forestry Strike Team (Debris)

Planner Planner / Scheduler

Administrative Specialist Call Center / Dispatch

Director, PWBC Technical Advisor

Sign Technician Sign Fabrication

Engineer Strike Team (Roads & Bridges)

Facilities Situation Unit Leader

Planner Planner / Scheduler

Manager, Facilities Strike Team (Facilities)

Director, Environmental Services

Technical Advisor

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Administrative Specialist Situation Unit Leader

CMS Inspector Strike Team (Debris)

O&M Operational Manager

Strike Team (Open Systems)

O&M Systems Control ESF-1

General Manager, Fiscal Finance Chief

PWBC General Manager Incident Commander

Environmental Specialist Strike Team (Celery Field / Ponds)

Manager, Applications MAXIMO

SCAT GM (Interim) Operations Chief

Facilities Call Center / Dispatch

Business Professional Time/Compensation Unit

O&M Operational Manager

Operations Chief

O&M Operational Manager

Strike Team (Signs & Signals)

Business Professional Technical Advisor

PWBC/CMS Plans Chief

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Planner Planner / Scheduler

Utilities Lift Stations

PWBC Infrastructure / Buchan Airport

Incident Commander

O&M Call Center / Dispatch

PWBC/CMS Situation Unit Leader

Facilities Operational Manager

Strike Team (Facilities)

O&M Operational Manager

Food Unit Leader

O&M Operational Manager

Strike Team (Open Systems)

CMS Manager Operations Chief

O&M Systems Control Planner / Scheduler

O&M Systems Control Utilities / Stormwater

Administrative Specialist Call Center / Dispatch

Environmental Specialist Strike Team (Celery Field / Ponds)

Technical Manager NPODs

O&M Operational Manager

Strike Team (Open & Closed Systems)

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* CST members are not assigned to relocate to the Alternate Facility during COOP activation, but should be prepared to support the COOP activation.

** CRT members will relocate to the Alternate Facility where they will be responsible for performing their area of responsibility as it applies to ensuring that mission-essential functions continue to be carried out.

** ERG members will relocate to the Alternate Facility where they will be responsible for performing there area of responsibility as it applies to ensuring that mission-essential functions continue to be carried out.

******** Staff Roster will be added ********

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ANNEX PACRONYMS AND DEFINITIONS

COMMONLY USED ACRONYMS

AF Alternate FacilitiesCEMP Comprehensive Emergency Management PlanCAP Civil Air PatrolCOG Continuity of GovernmentCONOP Concept of OperationsCOOP Continuity of Operations PlanCST COOP Support TeamDFO Disaster Field OfficeECO Emergency Coordinating OfficerEMAC Emergency Management Assistance CompactERG Emergency Relocation GroupEOC Emergency Operations CenterFDEM Florida Division of Emergency ManagementFDLE Florida Department of Law EnforcementFEMA Federal Emergency Management AgencyHSAS Homeland Security Advisory SystemHVAC Heating/Ventilation/Air ConditioningIAP Incident Action PlanIC Incident CommanderICP Incident Command PostICS Incident Command SystemJFO Joint Field OfficeJIC Joint Information CenterJIS Joint Information SystemLMS Local Mitigation StrategyLZ Landing ZoneMAC Multi-Agency Coordinating SystemMOU Memorandum of UnderstandingNIMS National Incident Management SystemNOAA National Oceanic and Atmospheric AdministrationPDD Presidential Decision DirectivePIO Public Information OfficerSOP Standard Operating ProcedureSOG Standard Operating GuidelinesTFIT Tactical First-In TeamTT&E Test, Training, and ExerciseUC Unified CommandUSCG United States Coast GuardWMD Weapons of Mass Destruction

Activation – Once a Continuity of Operations Plan (COOP) has been implemented, whether in whole or in part, it is considered “activated”.

All-hazards – The spectrum of all types of hazards including accidents, technological events, natural disasters, terrorist attached, warfare, and chemical, biological including pandemic influenza, radiological, nuclear, or explosive events.

Alternate Facility (AF) – A location, other than an agency’s normal facility, used to process data and/or conduct mission-essential functions in the event of a disaster.

Area Command – An organization established to oversee the management of multiple incidents that are each being handled by a separate Incident Command System organization or to oversee the management of a very large or evolving incident that has multiple incident management teams.

Assigned Resources – Resources checked in and assigned work tasks on an incident.

Available Resources – Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a Staging Area.

Base – The location at which primary Logistics functions for an incident are coordinated and administered. There is only one Base per incident. (Incident name or other designator will be added to the term Base.) The Incident Command Post (ICP) may be co-located with the Base.

Biological Hazard – Biological hazards are associated with any insect, animal or pathogen that could pose an economic or health threat. Biological hazards are a pervasive threat to the agricultural community in Florida with the Mediterranean fruit fly and citrus canker as two examples. The possibility also exists for the importation of pathogens that could have a widespread effect on the livestock industries. In addition, there is the remote possibility of an adverse affect on to the general population through naturally occurring pathogens (i.e., influenza, emerging infectious diseases) or by way of a terrorist action. The primary hazards associated with this category are: pest infestation, disease outbreaks, and contamination of a food and/or water supply.

Bomb Threats – an explosive weapon detonated by impact, a timing mechanism, or other means with an intended purpose of damaging buildings, killing or maiming people, and causing smoke and fire.

Branch – The organizational level having functional or geographical responsibility for major aspects of incident operations.

Camp – A geographical site within the general incident area (separate from the Incident Base) that is equipped and staffed to provide sleeping, food, water, and sanitary services to incident personnel.

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Check-In – Process in which all responders, regardless of agency affiliation, must report in to receive an assignment in accordance with the procedures established by the Incident Commander.

Civil Unrest – A spontaneous wild or turbulent disturbance created by a large number of people in an attempt to cause damage and dysfunction of private and public property.

Command Staff - Consists of the Incident Commander (IC), Public Information Officer (PIO), Safety Officer (SO) and Liaison Officer (LNO). All positions report to the IC and may have assistants as needed.

Comprehensive Emergency Management Plan (CEMP) – An operations oriented document authorized by Chapter 252, Florida Statutes. The CEMP establishes the framework through which ___________________ County prepares for, responds to, recovers from, and mitigates the impacts of a wide variety of disasters that could adversely affect the health, safety and/or general welfare of the residents of this area. The plan provides guidance to state, special districts, and local officials on procedures, organization, and responsibilities, as well as provides for an integrated and coordinated local, state and federal response.

Communication/Dispatch Center – Agency or interagency dispatcher centers, 911 call centers, emergency control or command dispatch centers, or any naming convention given to the facility and staff that handles emergency calls from the public and communication with emergency management/response personnel.

COOP Emergency Relocation Group (ERG) – Members of the organization who have been trained to respond to emergencies involving Continuity of Operations. These members are responsible for reporting to the alternate facility and are responsible for making sure mission-essential functions are carried out while normal operations are disrupted.

COOP Support Team (CST) – Support team members are personnel who do not report directly to the alternate facility but who might be told to return to their homes until otherwise notified (e.g., they may be needed as backup to support the ERG in carrying out mission-essential functions).

Continuity of Government (COG) – Activities that address the continuance of constitutional governance. COG aims to preserve and/or reconstitute the institution of government and sure that a department or agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished through success of leadership, the pre-delegation of emergency authority, and active command and control during response and recovery operations.

Continuity of Operations (COOP) – Internal agency efforts to assure continuance of minimum essential functions across a wide range of potential emergencies, including localized acts of nature, accidents, technological and/or attack-related emergencies.

Critical Infrastructure – Systems and assets, whether physical or virtual, so vital that the incapacity or destruction of such systems and assets would be a debilitating impact on security, public health, or safety, or any combination of those matters.

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Delegation of Authority – A statement provided to the agency head by the agency executive delegating authority and responsibility. The Delegation of Authority can include objectives, priorities, expectations, constraints, and other considerations or guidelines as needed. Many agencies require a written Delegation of Authority to be given to the agency head prior to their assuming command of larger incidents.

Demobilization – The orderly, safe, and efficient return of an incident resource to its original location and status.

Devolution – The capability to transfer statutory authority and responsibility for essential functions from an organization’s primary operating staff and facilities to other organization employees and facilities, and to sustain that operational capability for an extended period.

Domestic Preparedness Plan – Based on the Regional Task Force 6 Response to terrorism to include identified targets, security vulnerabilities, levels, agency information sharing and measures to be taken based upon a credible threat. It identifies and ranks critical facilities for ___________________ County. This plan can be found in the ___________________ County CEMP.

Domestic Terrorism – The unlawful use, or threatened use, of force or violence by a group or individual based and operating entirely within the United States without foreign direction, and whose acts are directed at elements.

Drive-Away Kits – Supplies, equipment, and documentation necessary for an alternate facility to be sustained for up to 30 days. These portable kits are transported with the ERG members in time of a relocation of to an alternate site.

Droughts and other water shortages – can be particularly damaging to crops and livestock and can affect the entire county.

Emergency Coordination Officer (ECO) – Staff assigned to the ___________________ County Emergency Operations Center (EOC) during activation who are responsible for their assigned Emergency Support Function (ESF) responsibilities. Infrastructure and Environmental Services have representation on ESF-1 (Transportation), ESF-3 (Infrastructure), ESF-9 (Search & Rescue), and ESF-12 (Energy). See chart in this section for a description of ESFs.

Emergency Management Assistance Compact (EMAC) – A congressionally ratified organization that provides form and structure to interstate mutual aid. Through EMAC, a disaster-affected State can request and receive assistance from other member States quickly and efficiently, resolving to key issues upfront; liability and reimbursement.

Emergency Operations Center (EOC) – The County agency directly responsible to the Board of County Commissioners for the coordination of all services and resources in ___________________ County when effecting disaster relief operations. The EOC supports incident management (on-scene operations).

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Field Operations Guide (FOG)- Durable pocket or desk guide that contains essential information required to perform specific assignments or functions under the Incident Command System (ICS).

Fire in Buildings – fires can cause serious damage to buildings, property, and humans. The main danger to humans is smoke inhalation and burning.

Flooding – can be in the form of flash floods, rising water, or flooding from wind-driven or wind-held water. Flooding is generally associated with other weather-caused destructive forces. The topography of the county lies between 10 and 35 feet.

Forest and grass fires – are continuing threats that cause annual losses to timber and agricultural interests.

Frost and freezes – can cause damage in all areas of the county and be particularly destructive to the winter agricultural efforts within the county.

Gale Advisory – An advisory of 39-54 MPH sustained winds and strong wave action.

General Staff – A group of incident management personnel organized according to function and reporting to the Incident Commander (IC). The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Planning Chief, and Finance/Administration Section Chief. An Intelligence/Investigations Chief may be established, if required, to meet incident management needs.

Hazardous materials incidents – involving hazardous materials may threaten both life and property anywhere within the county.

Hazardous Materials Response Plan – Updated by the Fire Service to include identification of facilities beyond the threshold for storage of Extremely Hazardous (EHS) to include site visits and risk vulnerability analysis. This plan can be found in the ___________________ County CEMP.

Homeland Security Exercise Evaluation Program (HSEEP) – A capabilities and performance-based exercise program that provides a standardized methodology and terminology for exercise design, development, conduct, evaluation, and improvement planning.

Hot Site – A continuity facility that already has in place the computer, telecommunications, and environmental infrastructure required to recover critical business functions or information systems.

Hurricanes - generate high winds, wave action, and flooding. Although coastal areas are most susceptible, wind and water damage can extend inland. The most common time period for Florida to experience a hurricane is from early June to November. The Saffir-Simpson scale categorizes hurricanes as follows:

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Category 1 74-95 MPH – Causes a storm surge four-to-five feet above normal. Floods low lying coastal roads, causes minor pier damage, and some small craft in exposed anchorages are torn from moorings.

Category 2 96-110 MPH – Causes a storm surge six-to-eight feet above normal. Coastal and low-lying roads leading inland are flooded two to four hours before the hurricane eye passes over. Piers damaged, marinas flooded, small craft in unprotected anchorages are torn from mornings.

Category 3 111-130 MPH – Causes a storm surge nine-to-twelve feet. Smaller structures destroyed by coastal flooding; larger structures destroyed by battering waves and floating debris. Low-lying roads leading inland flooded three-to-five hours before the eye passes over.

Category 4 131-155 MPH – Causes a storm surge 13-18 feet above normal. Flooding flat terrain up to 10 feet above sea level as far as six miles inland. Major flooding and wave battering damage to lower floors of structures near shore. Low-lying roads leading inland flooded three-to-five hours before the eye passes over. Major beach erosion.

Category 5 >155 MPH – Storm surge more than 18 feet. Major damage to lower floors of all structures less than 15 feet above sea level within 500 yards of shore.

Incident – An occurrence or event, natural or manmade, which requires a response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, tsunamis, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.

Incident Action Plan (IAP) – An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods.

Incident Command System – A management system that is designed to enable effective and efficient management of domestic incidents. It is a multi-hazard, flexible management system that coordinates the activities of an incident.

ICS organizations have five major functional areas, referred to as Command and General Staff; Command, Operations, Planning, Logistics and Finance/Administration.

o Command – Can be a single Incident Commander (IC), or Unified (UC) consisting of the IC/UC, Public Information Officer (PIO), Safety Officer (SO) and the Liaison Officer (LNO).

o General Staff – Consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief and the Finance/Administration Section Chief.

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Each of these functions can be expanded as needed to maintain an effective span of control.

Incident Commander (IC) – The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the 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.

Incident Command Post (ICP) – The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.

Incident Management Team (IMT) – An Incident Commander and the appropriate Command and General Staff personnel assigned to an incident. IMTs are generally grouped in five types, Types I and II and are national teams, Type III are State or regional, Type IV are discipline or large jurisdiction specific, while V are ad hoc incident command organizations typically used by smaller jurisdictions.

International Terrorism – The unlawful use of force or violence committed by a group or individual who has some connection to a foreign power or whose activities transcend national boundaries against persons or property, to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives.

Joint Field Office (JFO) – A temporary Federal facility established locally to provide a center point for Federal, State, tribal, and local executives with responsibility for incident oversight, direction, and/or assistance to effectively coordinate protection, prevention, preparedness, response, and recovery actions.

Joint Information Center (JIC) – A facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.

Joint Information System (JIS) – Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander (IC); advising the IC concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.

Liaison Officer – A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies or organizations.

Lightning – Central Florida is the most lightning prone area in the United States with about 90 thunderstorm days a year. Because of this, Florida has more lightning deaths than any other state. In fact, lightning kills more people in Florida than all other weather hazards combined.

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Historically, the most dangerous months are June, July and August. This is due to the abundance of moisture, atmospheric instability and storm triggering breezes.

Local Mitigation Strategy (LMS) – The unified strategy to minimize the impacts from disasters based on vulnerability analysis through prioritization of identified category mitigation projects and initiatives, increased public awareness and enhanced guiding principals. The LMS can be found in the ___________________ County CEMP.

Mission-Essential Functions – Prioritized agency functions that must be performed under all operational conditions. COOP Plans are created to ensure that these functions can continue to be performed even following a major disaster.

Mobilization – The process and procedures used by all organizations – Federal, State, tribal, and local for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Multi-Agency Coordination System (MAC) - These define the management components and organizational structure for the successful coordination between the multiple jurisdictions often involved in large-scale incidents.

Mutual-Aid – Written or oral agreement between an among agencies/organizations and/or jurisdictions that provides a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after the incident.

National Incident Management System (NIMS) – Provides a systematic, proactive approach guiding government agencies at all levels, the private sector, and nongovernmental organizations to work seamlessly to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life or property and harm to the environment

Operations Period – The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan (IAP). Operational periods can be of various lengths, although usually the last 12-24 hours.

Operations Section – The Section responsible for all tactical incident operations and implementation of the Incident Action Plan (IAP). In the Incident Command System (ICS), it normally includes subordinate Branches, Divisions, and/or Groups.

Orders of Succession – The order of persons who displace or follow each other’s duties or responsibilities in an organization in the event that usual agency leadership is no longer able to perform their duties.

Planning Section – The Section responsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the preparation and documentation of the Incident Action Plan (IAP). The Section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident.

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Planning Meeting – A meeting held as needed before and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning.

Power Interruption – Loss of power to facilities causing disruption in operations for an extended period of time.

Public Information Officer (PIO) – A member of the Command Staff responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

Reconstitution – The process by which surviving and or replacement organization personnel resume normal agency operations from the original or replacement primary operating facility.

Recovery – The development, coordination, and execution of service and site-restoration plans; the reconstitution of government operations and services; individual, private-sector, nongovernmental, and public-assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post incident reporting; and development of initiatives to mitigate the effects of future incidents.

Resources – Personnel and major items of equipment, supplies and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an emergency operations center.

Response – Immediate actions to save lives, protect property and the environment, and meet basic human needs. Response also includes the execution of emergency plans and actions to support short-term recovery.

Safety Officer – A member of the Command Staff responsible for monitoring incident operations and advising the Incident Commander on all matters relating to operational safety, including the health and safety of emergency responder personnel.

Severe Thunderstorms – often accompanied by wind, hail, flooding, and lightning and can occur throughout the county in all seasons of the year.

Single Resource – Individual personnel, supplies, and equipment items, and the operators associated with them.

Situation Report – Document that often contains confirmed or verified information regarding the specific details relating to an incident.

Southwest Florida Hurricane Evacuation Plan – Regional plan defining evacuation demographics, census data, evacuation clearance times and shelter capacity information. This plan can be found in the ___________________ County CEMP.

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Span of Control – The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. (Under NIMS, an appropriate span of control is between 1:3 and 1:7, with optimal being 1:5)

Special Districts – Special districts (such as Soil and Water Conservation, Water Management, Mosquito Control, Fire and Rescue, and School) are responsible for establishing liaisons with counties within Florida.

Special Needs Population (PSN) – A population whose members may have additional needs before, during, and after an incident in functional areas, including but not limited to: maintaining independence, communication, transportation, supervision, and medical care. Individuals in need of additional response assistance may include those who have disabilities; who live in institutionalized settings; who are elderly; who are children; who are from diverse cultures; who have limited English proficiency (LEP) or are non-English speaking; or who are transportation disadvantaged.

Staging Area – Established for the temporary location of available resources. A Staging Area can be any location in which personnel, supplies, and equipment can be temporarily housed or parked while awaiting operational assignment.

Strike Team – A set number of resources of the same kind and type that have an established minimum number of personnel, common communications, and a leader.

Tactical First-In Team (TFIT) – The ___________________ County Sheriff’s Office serves as the lead agency for ESF-9 “Search & Rescue”. They have expanded this activity to include area functional teams that initiate emergency road clearing, search & rescue, impact assessment, needs assessment, hazardous materials identification and utility restoration assessment. This task force is made up of eight (8) rapid response teams comprised of the various recovery agencies involved with impact assessment.

Task Force – Any combination of resources assembled to support a specific mission or operation need. All resource elements within a Task Force must have common communications and a designated leader.

Technological – A technological hazard is one that is a direct result of the failure of a manmade system, or the exposure of the population to a hazardous material. Technology is one of the underpinnings of our society. With any failure of that technology we are affected.

Technical Specialist – Individual with special skills that can be used anywhere within the Incident Command System (ICS) organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in there everyday jobs, and they are typically certified in their fields or professions.

Test, Training, and Exercise (TT&E) Program – Measures to ensure that an organization’s continuity plan is capable of supporting the continued execution of the organization’s essential functions throughout the duration of a continuity situation.

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Tornadoes - characterized by violent winds and pressure differentials as well as hail, flooding, and lightning, which frequently accompany them. The entire county is vulnerable to the affects of tornadoes. Tornadoes are columns of air accompanied by a funnel-shaped downward extension of cloud having a vortex several hundred yards in diameter whirling destructively at high speeds. Tornadoes can have wind speeds of up to 300 miles per hour. A tornado spins sound like a top and may sound like the roar of an airplane or locomotive. They move at an average speed of 30 MPH and generally move from the southwest to northeast. Tornadoes are ranked according to the Fujita Tornado Scale listed below:

F0 Gale Winds 40 – 72 MPH. Some damage to chimneys. Tree branches broken off. Shallow rooted trees uprooted.

F1 Moderate Winds 73 – 112 MPH. Peels surface off roofs. Mobile homes overturned. Moving autos pushed off roads.

F2 Significant Winds 113 – 157 MPH. Considerable damage. Roofs torn off frame houses. Large trees snapped or uprooted. Light-object missiles generated.

F3 Severe Winds 158 – 206 MPH. Roofs and some walls are torn from structures, some small buildings are destroyed, non-reinforced masonry buildings are destroyed, and most trees in forest are uprooted.

F4 Devastating Winds 207 – 260 MPH. Well-constructed houses leveled. Structures with weak foundations blown off some distance. Cars thrown and large missiles generated.

F5 Incredible Winds 261 – 318 MPH. Strong frame houses lifted off foundations and disintegrated. Automobile-size missiles fly though the air in excess of 100 MPH. Trees debarked.

F6 Inconceivable Winds 319 – Mach 1. Maximum wind speeds of tornadoes not expected to reach F6.

Transportation Accidents – These are accidents involving interruption or failure of transportation systems including: air, rail, water, and ground vehicles.

Tropical Depression – An organized system of clouds and thunderstorms with a defined circulation and maximum sustained winds of 38 MPH (33 knots) or less.

Tropical Storm – An organized system of strong thunderstorms with a defined circulation and maximum sustained winds of 39 to 73 MPH (34-63 knots).

Tropical Wave – A westward-moving, low-pressure trough in the deep easterly current that tends to organize low-level circulation and sometimes travels thousands of miles with little change in shape, producing showers and thunderstorms along its path.

Type - An Incident Command System (ICS) resource classification that refers to capability. Type 1 is generally considered to be more capable than Type 2, 3, or 4, respectively, because of size, power, capacity, or (in the case of incident management teams) experience and qualifications.

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Typing Resources – Resources are organized by category, kind, and type, including size, capacity, capability, skill, and other characteristics. This makes the resource ordering and dispatch process within and across organizations and agencies, and between governmental and nongovernmental entities, more efficient, and ensures that the resources received are appropriate to their needs.

Unified Command (UC) – An Incident Command System (ICS) application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designed members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single Incident Action Plan (IAP).

Vital Records – a) Records, documents, or other information which, if damaged or destroyed, would cause considerable inconvenience and/or require replacement or re-creation at considerable expense. b) Records or documents which, for legal, regulatory, or operational reasons, cannot be irretrievably lost or damaged without materially impairing the organization's ability to conduct business.

Warm Site – A continuity facility that is equipped with some hardware, and communications interfaces, electrical and environmental conditioning which is capable of providing backup after additional provisioning, software or customization is performed.

Weapons of Mass Destruction (Terrorism) (Title 18 USC section 2332a) – (1) Any weapon or device that is intended, or has the capability, to cause death or serious bodily injury to a significant number of people through the release, dissemination, or impact of toxic or poisonous chemicals or their precursors; a disease organism; or radiation or radioactivity; (2) (a) any explosive, incendiary, or poison gas, bomb, grenade, or rocket having a propellant charge of more than four ounces, or a missile having an explosive or incendiary charge of more than one quarter ounce, or mine or device similar to those above; (b) poison gas; (c) any weapon involving a disease organism; or (d) any weapon that is designed to release radiation or radioactivity at a level dangerous to human life.

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ANNEX QPOINTS OF CONTACT

Include office, cellular and fax numbers

AIRPORT______/Bradenton International Airport 000-555-1212Air Traffic Control Manager 000-555-1212Airport Authority 000-555-1212_____ International Airport 000-555-1212City of _____ Municipal Airport 000-555-1212

BRIDGESState DOT 000-555-1212Infrastructure Corporation of America (ICA) 000-555-1212ICA Emergency 000-555-1212

CITY OF ______________ 000-555-1212Roads & Drainage Manager 000-555-1212Roads & Drainage Superintendent 000-555-1212Lift Stations 000-555-1212

CITY OF ___________________Building Department 000-555-1212City Manager 000-555-1212Engineering Department 000-555-1212

Garbage Collection 000-555-1212Planning Department 000-555-1212

Public Works 000-555-1212Lift Stations 000-555-1212Purchasing Department 000-555-1212Streets & Traffic Signals 000-555-1212

After Hours 000-555-1212

CITY OF __________General Manager, Public Works & Utilities 000-555-1212Utilities / Water Reclamation

TOWN OF ________________Public Works 000-555-1212

FIRE DEPARTMENTS (List all)

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HOSPITALS(List all)

LAW ENFORCEMENT(List all)

___________________ COUNTYBoard of County CommissionersCounty AdministratorDeputy County AdministratorsCounty AttorneyOperations ManagerPublic CommunicationsProcurementProperty ControlRisk Management

CAPITAL MANAGEMENT SERVICES (CMS)AdministrationGeneral Manager Manager Manager, Construction Manager, Process Controls Manager, Design Manager, Real Property

EMERGENCY SERVICESEmergency Management (For each county contact)Incident Command Desk (EOC)Evacuation Hot LineEvacuation InformationRumor ControlESF-1 (Transportation)ESF-3 (Infrastructure)

HEALTH & HUMAN SERVICESHealth Department

Animal Services

MOBILITYAdministration

Director, Public Works General Manager, Business Ops General Manager, Planning Manager, Planning

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Manager, Traffic Engineering Manager, Infrastructure EIT Manager

OPERATIONS & MAINTENANCEField Operations Director ManagerOperations ManagerOperations Manager Facilities Maintenance Manager Operations ManagerOperations Manager Horticulture Services ManagerFleet Services Manager Operations Manager Operations ManagerBusiness ProfessionalSCAT MaintenanceSystems & Controls ManagerPlanner/Scheduler Materials Management Manager

PARKS AND RECREATION FACILITIESAdministration Office (each park)

WATER CORE / ENVIRONMENTAL SERVICESDirector Technical Manager Manager, Utilities Facility Manager, Utilities Garbage CollectionHazardous Waste Solid Waste Collections Landfill

SCHOOLS___________________ County Schools Administrative Office

(List contact for each school)___________________ County Technical Institute (SCTI)___________________ High___________________ Middle___________________ Elementary

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WEATHERNational Weather Service

Information

Recorded WeatherRuskin WeatherAtlantic Hurricane Recording (Miami)

___________________ International Airport Automated Weather

OTHERAmerican Red CrossBetter Business BureauBetter Business CouncilChamber of CommerceComcastDepartment of Motor Vehicles (DMV) – PalmettoDivision of ForestryEnglewood Disposal (Waste Management)State Department of Environmental Protection (_DEP)State Department of Health_____ Department of Law Enforcement (_DLE)_____ Department of Transportation (_DOT) Power & LightOne-Call Center (Excavation Locates)Marine PatrolMetropolitan Planning Organization (MPO)Mote Marine LaboratoryPoison Control Peoples Gas SystemRailroad CrossingsSalvation ArmyWater Management District State Warning PointU.S. Coast Guard

Non-EmergencyEmergency

Verizon

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ANNEX R

GUIDELINES FOR RELEASE OF STAFF DURING EMERGENCY SITUATIONS

AND

OFFICE PREPAREDNESS FOR

NON-ESSENTIAL EMPLOYEES

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Notification Sources:

At the direction of the BCC, all county offices will be closed and non-emergency personnel will be sent home or asked to remain at home. Please use one of the following sources to find out this information.

1. Employee Hotline (000) 555-12122. Local media 3. Access ___________________ TV-194. Web site

General Office Procedures:

1. Upon storm threat, EIT will distribute plastic bags for each employee to enclose all office equipment in plastic bag and seal. Equipment will include but, not limited too copiers, printers, monitors, hard drives.

2. If possible, EIT to remove hard drive from floor and place on work surface on desktop. Equipment located near a window should be moved away from the window, preferably in the center of the room.

3. Back up hard drives with floppy disks and take to an alternate location.

4. Balance Petty Cash box’s and lock. Petty Cash box’s, Petty Cash key and spare vehicle keys to be turned over to manager or designated representative to store in a secure but accessible location.

5. Forward published phone numbers to an alternate telephone system.

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