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City of Tamarac Resolution R-2006-158
Temp. Reso. # 10985 August 15, 2006 Revision #1 — September 5, 2006 Page 1 CITY OF TAMARAC, FLORIDA RESOLUTION NO. R- 2006- A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA ACCEPTING AND ADOPTING THE MUNICIPAL EMERGENCY PLAN FOR THE CITY OF TAMARAC; AUTHORIZING REVISIONS; PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABILITY; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the President of the United States in Homeland Security Directive (HSPD-5), directed the Secretary of the Department of Homeland Security to develop and provide a consistent nationwide approach for Federal, State, local and tribal governments to work together more effectively and efficiently to prevent, prepare for, respond to and recover from domestic incidents, regardless of cause, size or complexity; and WHEREAS, the City of Tamarac is committed to providing the most effective approach to prepare for, respond to, and recover from emergency incidents regardless of the cause, size or complexity; and WHEREAS, on July 13, 2005, the City of Tamarac adopted the National Incident Management System (NIMS) per Homeland Security Presidential Directive HSPD-5 under Reso R-2005-139, attached hereto as Exhibit #1; and WHEREAS, it is necessary and desirable that all Federal, State, County and municipal emergency agencies and personnel coordinate their efforts to effectively and efficiently provide the highest levels of incident management; and Temp. Reso. # 10985 August 15, 2006 Revision #1 — September 5, 2006 Page 2 WHEREAS, the City's Municipal Emergency Plan, attached hereto as Exhibit 2, was developed in coordination with and guidance from Broward County's Emergency Management Agency, and is consistent with the plans being developed by Broward County and the State of Florida; and WHEREAS, the City of Tamarac's Municipal Emergency Plan is consistent with the National Response Plan and will be evaluated and revised as needed; and WHEREAS, the City Commission of the City of Tamarac, Florida deems it to be in the best interest of the citizens and residents of the City of Tamarac to adopt the Municipal Emergency Plan for the City of Tamarac. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA, THAT: SECTION 1: The foregoing "WHEREAS" clauses are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this Resolution upon adoption hereof. SECTION 2: The appropriate City Officials are hereby authorized to accept and adopt the Municipal Emergency Plan for the City of Tamarac. SECTION 3: The City Commission authorizes the appropriate City Officials, including the City Manager or his designee, to review and revise the plan as necessary to effectuate all of the purposes herein stated. SECTION 4: All resolutions or parts of resolutions in conflict herewith are hereby repealed to the extent of such conflict. 1 1 1 �1 Temp. Reso. # 10985 August 15, 2006 Revision #1 — September 5, 2006 Page 3 SECTION 5: If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Resolution that can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are declared to be severable. SECTION 6: This Resolution shall become effective immediately upon its passage and adoption. PASSED, ADOPTED AND APPROVED this ► day of 6e&embef , 2006. ATTEST: .�•yy" MARION SWEN ON, CMC CITY CLERK I HEREBY CERTIFY that I have approved this RESOLUTION as to form. AM& Ak , 9//z/M MUE S. REN CITY ATT NEY BETH FLANS - • 11 d • RECORD OF COMMISSION VOTE: MAYOR FLANSBAUM-TALABISCO DIST 1: V/M PORTNER DIST 2: COMM ATKINS-GRAD DIST 3: COMM. SULTANOF DIST 4: COMM. DRESSLER TR10985 COT MEP 06 - EXHI BIT 1 Temp. Reso #10749 June 13, 2005 Revision #1 - June 28, 2005 Page 1 CITY OF TAMARAC, FLORIDA RESOLUTION NO. R-2005 - A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA, ADOPTING THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) PER HOMELAND SECURITY PRESIDENTIAL DIRECTIVE HSPD-5 TO PROVIDE FOR DOMESTIC INCIDENT MANAGEMENT; PROVIDING FOR CONFLICTS; PROVIDING FOR. SEVERABILITY; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City of Tamarac is committed to providing the most effective approach to prepare for, respond to, and recover from domestic incidents regardless of the cause, size or complexity; and WHEREAS, Homeland Security Presidential Directive / HSPD-5, February 2003 attached hereto as EXHIBIT 1 established the National Incident Management System (NIMS); to provide a single, comprehensive approach to domestic incident management to ensure that all levels of government across the Nation have the capability to work efficiently together using a national approach to domestic incident management, and WHEREAS, the NIMS provides for interoperability and compatibility among Federal, State and local capabilities, and includes a core set of concepts, principals, terminology and technologies covering the incident command system, unified command, training, management of resources and reporting; and 1 z.- Temp. Reso #10749 June 13, 2005 Revision #1 -June 28, 2006 Page 2 WHEREAS, Beginning October 1, 2004 all federal, state, territorial, tribal and local entities shall adopt the NIMS as required by the Department of Homeland Security, to the extent provided by law, providing Federal preparedness assistance through grants, contracts or other activities to local governments; and WHEREAS, the Fire Chief recommends adopting NIMS to comply with the Presidential Directive / HSPD-5, established February 2003; and WHEREAS, the City Commission of the City of Tamarac, Florida, deems it to be in the best interest of the citizens and residents of the City of Tamarac to adopt the National Incident Management System. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA: SECTION 1: The foregoing "WHEREAS" Causes are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this Resolution. SECTION 2: The City Commission of the City of Tamarac, Florida hereby adopts the National Incident Management System (NIMS) as Tamarac's system to prepare and respond to disastrous incidents. SECTION 3: All Resolutions or parts of Resolutions in conflict herewith are hereby repealed to the extent of such conflict. SECTION 4: If any clause, section, other part or application of this Resolution is held by any court of competent jurisdiction to be unconstitutional or invalid, in part or 7 Lj .J Temp. Reso #10749 June 13, 2005 Revision #1 - June 28, 2005 Page 3 application, it shall not affect the validity of the remaining portions or applications of this Resolution. SECTION 5: This Resolution shall become effective immediately upon its passage and adoption. PASSED, ADOPTED AND APPROVED this 1.3 day of 2005. JO SCHREIBER MAYOR ATTEST: i RECORD OF COMMISSION MAR_ ION SWENSON, CMC MAYOR SCHREIBER CITY CLERK DIST 1: COMM. PORTNER DIST 2: V/M TALASISCO DIST 3: COMM. SULTANOF DIST 4: COMM. ROBERTS w I HEREBY CERTIFY that I have approved this RESOLUTION as to form. AIPUEL S. GOREN INTERIM CITY ATTORNEY TR 10749 w EXHIBIT 1 74;41, ,��t1r� President Geri e W Bush For Immediate Release Office of the Press Secretary February 28, 2003 Homeland Security Presidential Directive/HSPD-5 Subject: Management of Domestic Incidents Purpose (1) To enhance the ability of the United States t0 manage domestic incidents by establishing a single, Comprehensive national incident management system. Definitions (2) In this directive: (a) the term "Secretary" means the Secretary of Homeland Security. (b) the term "Federal departments and agencies" means those executive departments enumerated in 5 U.S.C. 101, together with the Department of Homeland Security; Independent establishments as defined by 5 U.S.C. 104(1); government corporations as defined by 5 U.S.C. 103(1); and the United States Postal Service. (c) the terms "State,' "local," and the "United States` when it is used In a geographical sense, have the same meanings as used in the Homeland Security Act of 2002, Public Law 107-295, Policy 'Preevent, prepare for, respond to, and recover from terrorist attacks, major casters, and other emergencies, the United States Government shall establish a single, compre-hensive approach to domestic incident management. The objective of the United States Government Is to ensure that all levels of government across the Nation have the capability to work efficiently and effectively together, using a national approach to domestic Incident management. In these efforts, with regard to domestic incidents, the United States Government treats crisis management and consequence management as a single, Integrated function, rather than as two separate functions. (4} The Secretary of Homeland Security is the principal Federal official for domestic incident management. Pursuant to the Homeland Security. Act of 2002, the Secretary is responsible for coordinating Federal operations within the United States to prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies. The Secretary shall coordinate the Federal Government's resources utilized in response to or recovery from terrorist attacks, major disasters, or other emergencies if and when any one of the following four conditions applies: (1) a Federal department or agency acting under its own authority has requested the assistance of the Secretary; (2) the resources of State and local authorities are overwhelmed and Federal assistance has been requested by the appropriate State and local authorities; (3) more than one Federal department or agency has become substantially Involved In responding to the Incident; or (4) the Secretary has been directed to assume responsibility for managing the domestic incident by the President. (5) Nothing in this directive alters, or impedes the ability to carry out, the authorities of Federal departments and agencies to perform their responsibilities under law. All Federal departments and agencies shall cooperate with the Secretary In the Secretary's domestic Incident management role. (6) 'ilia Federal Government recognizes the roles and responsibilities of State and local authorities In domestic Incident management. Initial responsibility for managing domestic incidents generally falls on State and local authorities. The Federal Govemme nt will assist State and local authorities when their resources are overwhelmed, or when Federal interests are involved. The Secretary will coordinate with State and local governments to ensure adequate planning, equipment, training, and exercise activities. The Secretary will also provide assistance to State and local governments to develop all -hazards plans and capabilities, Including those of greatest importance to the security of the United States, and will ensure that State, local, and Federal plans are compatible. `The Federal Government recognizes the role that the private and nongovernmental sectors play in preventing, preparing for, responding to, and recovering from terrorist attacks, major disasters, and other emergencies. The Secretary will coordinate with the private and nongovernmental sectors to ensure adequate planning, equipment, training, and exercise activities and to promote pa Frships to address incident management capabilities. (8) The Attorney General has lead responsibility for criminal investigations of terrorist acts or terrorist threats by individuals or groups inside the United States, or directed at United States citizens or institutions abroad, where such ads are within the Federal criminal jurisdiction of the United States, as well as for related intelligence collection activities within the United States, subject to the National Security Act of 1947 and other applicable law, Executive Order 12333, and Attorney General- -approved procedures pursuant to that Executive Order. Generally acting through the Federal Bureau of Investigation, the Attorney General, in cooperation with other Federal departments and agencies engaged In activities to protect our national security, shall also coordinate the activities of the other members of the law enforcement community to detect, prevent, preempt, and disrupt terrorist attacks against the United States. Following a terrorist threat or an actual Incident that falls within the criminal jurisdiction of the United States, the full capabilities of the United States shall be dedicated, consistent with United States law and with activities of other Federal departments and agencies to protect our national security, to assisting the Attorney General to identify the perpetrators and bring them to justice. The Attorney General and the Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination between their two departments. (9) Nothing In this directive Impairs or otherwise affects the authority of the Secretary of Defense over the Department of Defense, Including the chain of command for military forces from the President as Commander in Chief, to the Secretary of Defense, to the commander of military forces, or military command and control procedures. The Secretary of Defense shall provide military support to civil authorities for domestic incidents as directed by the President or when consistent with military readiness and appropriate under the circumstances and the law. The . Secretary of Defense shall retain command of military forces providing civil support. The Secretary of Defense and the Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination between their two departments. (10) The Secretary of State has the responsibility, consistent with other United States Government activities to protect our national security, to coordinate international activities related to the prevention, preparation, response, and recovery from a domestic Incident, and for the protection of United States citizens and United States Interests overseas. The Secretary of State and the Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination between their two departments. (11) The Assistant to the President for Homeland Security and the Assistant to the President for National Security Affairs shall be responsible for interagency policy coordination on domestic and international incident management, respectively, as directed by the President. The Assistant to the President for Homeland Security and the Assistant to the President for National Security Affairs shall work together to ensure that the United States domestic and international incident management efforts are seamlessly united. (12) The Secretary shall ensure that, as appropriate, information related to domestic Incidents is gathered and provided to the public, the private sector, State and local authorities, Federal departments and agencies, and, generally through the Assistant to the President for Homeland Security, to the President. The Secretary shall provide standardized, quantitative reports to the Assistant to the President for Homeland Security on the readiness and preparedness of the Nation -- at all levels of government -- to prevent, prepare for, respond to, and recover from domestic Incidents. (13) Nothing in this directive shall be construed to grant to any Assistant to the President any authority to issue orders to Federal departments and agencies, their officers, or their employees. Tasking (14) The heads of all Federal departments and agencies are directed to provide their full and prompt cooperation, resources, and support, as appropriate and consistent with their own responsibilities for protecting our national security, to the Secretary, the Attorney General, the Secretary of Defense, and the Secretary of State In the exercise of the individual leadership responsibilities and missions assigned in paragraphs (4), (8), (9), and (10), respectively, above. (15) The Secretary shall develop, submit for review to the Homeland Security Council, and administer a National Incident Management System capabilities, the NIMS will include a core set of concepts, -principles, terminology, and technologies covering the Incident command system; multi -agency coordination systems; unified command; training; identification and management of resources (including systems for classifying types of resources); qualifications and certification; and the collection, tracking, and reporting of Incident Information and incident resources. (16) The Secretary shall develop, submit for review to the Homeland Security Council, and administer a National Response Plan (NRP). The Secretary shall consult with appropriate Assistants to the President (including the Assistant to the President for Economic Policy) and the Director of the Office of Science and Technology Policy, and other such Federal officials as may be appropriate, in developing and implementing the NRP. This plan shall Integrate Federal Government domestic prevention, preparedness, response, and recovery plans into one all -discipline, all - hazards plan. The NRP shall be unclassified. If certain operational aspects require classification, they shall be included in classified annexes to the NRP. NIMS, shall, with regard to response to domestic incidents, r"u u`re and mechanisms for national level policy and operational OW�ONM recon-for Federal support to State and local Incident managers and for exercising direct Federal authorities and responsibilities, as appropriate. XM' "146cols for operating under different threats or threat levels; incorporation of existing Federal emergency and incident management plans (with appropriate modifications and revisions) as either integrated components of the NRP or as supporting operational plans; and additional opera -tional plans or annexes, as appropriate, including public affairs and intergovernmental communications. (c) The NRP will include a consistent approach to reporting incidents, providing assessments, and making recommendations to the President, the Secretary, and the Homeland Security Council. (d) The NRP will include rigorous requirements for continuous Improvements from testing, exercising, experience with incidents, and new information and technologies. (17) The Secretary shall: (a) By April 1, 2003, (1) develop and publish an initial version of the NRP, in consultation with other Federal departments and agencies; and (2) provide the Assistant to the President for Homeland Security with a plan for full development and Implementation of the NRP. (b) By June 1, 2003, (1) in consultation with Federal departments and agencies and with State and local governments, develop a national system of standards, guidelines, and protocols to implement the NIMS; and (2) establish a mechanism for ensuring ongoing management and maintenance of the NIMS, including regular consultation with other Federal departments and agencies and with' State and local governments. (c) By September 1, 2003, in consultation with Federal departments and agencies and the Assistant to the President for Homeland Security, review existing authorities and regulations and prepare recommendations for the President on revisions necessary to implement fully the NRP. (18) The heads of Federal departments and agencies shall adopt the NIMS within their departments and agencies and shall provide support and assistance to the Secretary In the development and maintenance of the NIMS. All Federal departments and agencies will use the NIMS in their domestic Incident management and emergency prevention, preparedness, response, recovery, and mitigation activities, as well as those actions taken in support of State or local entities. The heads of Federal departments and agencies shall participate in the NRP, shall assist and support the Secretary in the development and maintenance of the NRP, and shall participate in and use domestic incident reporting systems and protocols established by the Secretary. (19) The head of each Federal department and agency shall: (a) By June 1, 2003, make initial revisions to existing plans in accordance with the initial version of the NRP. (b) By August 1, 2003, submit a plan to adopt and implement the NIMS to the Secretary and the Assistant to the President for Homeland Security. The Assistant to the President for Homeland Security shall advise the President on whether such plans effectively implement the NIMS. (20) Beginning in Fiscal Year 2005, Federal departments and agencies shall make adoption of the NIMS a requirement, to the extent permitted by law, for providing Federal preparedness assistance through grants, contracts, or other activities. The Secretary shall develop standards and guidelines for determining whether a State or local entity has adopted the NIMS. Technical and Conforming Amendments to National Security Presidential Directive-1 (NSPD-1) (21) NSPD-1 ("Organization of the National Security Council System") is amended by replacing the fifth sentence of the third paragraph on the first page with the following: "The Attorney General, the Secretary of Homeland Security, and the Director of the Office of Management and Budget shall be invited to attend meetings pertaining to their responsibilities.". Technical and Conforming Amendments to National Security Presidential Directive-8 (NSPD-8) (22) NSPO.8 ("National Director and Deputy National Security Advisor for Combating Terrorism") is'amended by striking "and the Office of Homeland Security," on page 4, and inserting "the Department of Homeland Security, and the Homeland Security Council" in lieu thereof. Technical and Conforming Amendments to Homeland Security Presidential Directive- 2 (HSPD-2) (23) HSPD-2 ("Combating Terrorism Through Immigration Policies") Is amended as follows: (a) striking "the Commissioner of the Immigration and Naturalization Service (INS)" In the second sentence of the second paragraph in section 1, and Inserting "the Secretary of Homeland Security" in lieu thereof ; (b) striking "the INS," in the third paragraph in section 1, and Inserting "the Department of Homeland Security" in lieu thereof; (c) inserting ", the Secretary of Homeland Security," after "The Attorney General' in the fourth paragraph In section 1; (d) inserting % the Secretary of Homeland Security," after "the Attorney General" in the fifth paragraph in section 1; (e) striking "the INS and the Customs Service" in the first sentence of the first paragraph of section 2, and inserting "the Department of Homeland Security" in lieu thereof; (f) striking "Customs and INS" in the first sentence of the second paragraph of section 2, and inserting "the Department of Homeland Security" in lieu thereof; (g) striking "the two agencies" in the second sentence of the second paragraph of section 2, and Inserting "the Department of Homeland Security" in lieu thereof; (h) striking "the Secretary of the Treasury" wherever it appears In section 2, and inserting "the Secretary of Homeland Security" in lieu thereof; (I) Inserting ", the Secretary of Homeland Security," after "The Secretary of State" wherever the latter appears in section 3; (j) inserting ", the Department of Homeland Security," after "the Department of State," in the second sentence in the third paragraph in section 3; (k) Inserting "the Secretary of Homeland Security," after "the Secretary of State," in the first sentence of the fifth paragraph of section 3; (1) striking "INS" in the first sentence of the sixth paragraph of section 3, and Inserting "Department of Homeland Security" In lieu thereof; (m) striking "the Treasury" wherever It appears In section 4 and inserting "Homeland Security" in lieu thereof; (n) inserting ", the Secretary of Homeland Security," after "the Attorney General" In. the first sentence in section 5; and (o) Inserting ", Homeland .Security" after "State" in the first sentence of section 6. Technical and Conforming Amendments to Homeland Security Presidential Directive- 3 (HSPD•3) (24) The Homeland Security Act of 2002 assigned the responsibility for administering the Homeland Security Advisory System to the Secretary of Homeland Security. Accordingly, HSPD-3 of March 11, 2002 ("Homeland Security Advisory System") Is amended as follows: (a) replacing the third sentence of the second paragraph entitled "Homeland Security Advisory System" with "Except in exigent circumstances, the Secretary of Homeland Security shall seek the views of the Attorney General, and any other federal agency heads the Secretary deems appropriate, including other members of the Homeland Security Council, on the Threat Condition to be assigned." (b) inserting "At the request of the Secretary of Homeland Security, the Department of Justice shall permit and facilitate the use of delivery systems administered or managed by the Department of Justice for the purposes of delivering threat information pursuant to the Homeland Security Advisory System." as a new paragraph after the fifth paragraph of the section entitled "Homeland Security Advisory System." (c) inserting ", the Secretary of Homeland Security" after "The Director of Central Intelfigence" in the first sentence of the seventh paragraph of the section entitled "Homeland Security Advisory System". (d) striking "Attorney General" wherever it appears (except in the sentences referred to in subsections (a) and (c) above), and inserting "the Secretary of Homeland Security" in lieu thereof; and (e) striking the section entitled "Comment and Review Periods." GEORGE W. BUSH TEMPORARY RESOLUTION 10985 ITEM 6G EXHIBIT 2 - EMERGENCY MANAGEMENT PLAN ON FILE IN THE OFFICE OF THE CITY CLERK AND IN THE OFFICES OF THE MAYOR AND CITY COMMISSION City of Tamarac nggS Municipal Emergency Plan Broward County, Florida 1.0 Overview and Executive Summary 1.1 Plan purpose The purpose of the City of Tamarac Emergency Response Plan is to: • outline the policies and procedures to be followed by City employees in the event of a disaster in the City of Tamarac. • establish a mutual understanding of the authority, responsibility, function and operating procedures during an emergency. • provide a simple and expeditious method of implementing emergency procedures. • promote understanding between the various operations, agencies and organizations during and after emergencies. • delineate and assign responsibility to all City employees operating within the provisions of this plan. • identify the primary emergency operating center (EOC) and roles of participants. • provide continuity of government, direction and control of emergency operations. The plan may be implemented in part or in its entirety depending on the disaster. 1.2 Level of Risk Potential emergencies affecting Tamarac include: • hurricanes, • tornados, • flooding, • hazardous materials, • radiological accidents, • etiological, • terrorist incidents, • biological incidents, and • fire. Other unforeseen, emergencies may be managed using the organizational structure and concepts outlined in this plan. 1.3 Municipal Capabilities The City of Tamarac provides basic municipal services, including fire -rescue, law enforcement, building and development, water and waste water, public works, parks and recreation, transportation, social, and financial services to the community as well as internal support services such as human resources, risk and safety, information technology, records management, fleet management, purchasing and budget services. Tamarac is prepared to handle most local emergencies without the need for outside assistance. Emergencies such as residential and commercial fires, vehicle accidents, dive rescue, medical emergencies, law enforcement operations, localized flooding, and minor hazardous materials incidents are all within the ability of the City to manage using local resources including existing automatic aid agreements and affiliated resources such as specialty law enforcement teams from Broward Sheriffs Office. Certain specialty responses would require the initiation of mutual aid from within Broward County using mutual aid agreements, such responses would include moderate and large hazardous materials incidents, technical rescue for trench or confined space and complex elevated rescues. These regional resources are available on a limited basis from within Broward County, simultaneous or regional events may overwhelm these limited resources. Large scale local emergencies such as a tornado or terrorist activity may require mutual aid beyond the capability of regional resources and would necessitate the response of state and federal specialty agencies such as Federal Emergency Management Agency, Federal Bureau of Investigation, Department of Alcohol, Tobacco, and Firearms, etc. Tamarac, with the assistance of the State and federal programs, would be able to coordinate the response and recovery resources required to provide immediate assistance to residents following Category 1 and 2 hurricanes. This would include debris clearance, search and rescue, resource distribution, medical response, traffic management, directing and transporting residents to regional shelters. Recovery efforts can also be managed within the existing organizational structure of the City, however, additional outside financial support will be required and these efforts will detract from the ability to provide normal levels of service for an extended period of time. A major or catastrophic emergency, such as Category 3, 4, or 5 hurricanes, will overwhelm the capabilities of the community to provide prompt and effective emergency response and short-term recovery measures. Other examples of major events might include etiological/biological incidents, nuclear attack, and terrorism incident affecting water supplies, electrical distribution or transportation services. Public utilities systems may fail; these include electricity, water, wastewater, and telecommunications which may be unavailable for extended periods of time and create an emergency that poses greater threat to the community than the initial event. 1.4 Concept of Operations The City of Tamarac will operate using the concepts contained in the National Incident Management System. Tamarac's Emergency Operations Center is housed in Tamarac's Fire Station 15 at 6000 Hiatus Road. An alternate EOC site can be established at the Tamarac City Hall at 7525 NW 88 Ave. The center has been activated and staffed by City employees several times during 2004 and 2005 in response to the threat from several hurricanes, including Wilma in 2005 when the center operated for approximately two weeks following the storm's impact. Department Directors maintain control of their respective operations while assuming additional responsibilities as needed. Activities are lead by the City's Emergency Manager while operating using the concept of Unified Command. Individual incidents within the event are managed by Incident Commanders with expertise in their particular field. Functions within the City's EOC are designed to mesh with the operation of the County EOC and communication with Broward County is maintained through a Municipal Representative located in the County EOC. All members of the Emergency Operations Team are trained in their role and function. All municipal employees become integral to the overall response plan and any employee may be assigned a role in support of the response efforts. Depending upon the local impact, Tamarac can support the relocation of another municipal EOC operation should the need arise. For a local emergency that renders a neighboring municipality's EOC unavailable, communication capability and physical relocation to Tamarac is possible. Tamarac is also able to support some regional logistical needs, such as serving as a Point of Distribution for water, ice and food or other needs. In several areas of the City space is available to serve as a regional logistical distribution site, areas available include the Tamarac Sports Complex, Tamarac Recreation/Multi-Purpose Center, City Furniture and several vacant warehouse facilities in the Tamarac Commerce Park. Tamarac serves as host City to two designated shelter facilities; Millennium Middle and Challenger Elementary Schools, in addition several additional sites have been identified as potential shelters. These include the Tamarac Community Center, Tamarac Recreation Center/Multi-Purpose Building, Tamarac Elementary School as well as several private facilities that may be available. 2.0 Plan Distribution 2.1 Distribution of Plan The Municipal Emergency Plan for Tamarac has undergone a major revision in form and content in 2006. On July 13, 2005, the City Commission adopted the plan as required in the National Response Plan. Copies of the plan are available as a "word" document on the City's intranet "Library drive." Copies have been prepared and distributed to the Broward County Emergency Management Agency and the Florida Division of Emergency Management. Access to the plan by municipal employees is through electronic version maintained by the City. Bound copies have been prepared and distributed to the Mayor and City Commission, the City Manager and all Department Directors. The plan will be made available to governmental agencies upon request. Due to the sensitivity and confidential nature of some information contained in the plan, this information may be redacted or not supplied. Information containing personal data shall be protected as provided for in FS 119. Portions of the plan will be made available to interested individuals and companies within the City to ensure coordination of emergency actions. Residents and businesses will be informed as to the information contained within the plan to allow them to initiate and institutionalize preparedness plans and identify response and recovery expectations. Contractors to the City will be advised of appropriate sections of the plan necessary for them to plan and/or complete the work for which the City has contracted. EM Plan Distribution and Transmittal Name Hard Co E-Mail Date City Manager Jeff Miller City Clerk Marion Swanson Community Development Director Director Finance Steve Chapman Fire Rescue Chief Jim Budzinski Human Resources Director Maria Swanson Information Technology Director Levent Sucuo lu Parks and Recreation Director Greg Warner Public Works Director Jack Strain Utilities Director Ray Gagnon 2.2 Distribution of "Change Pages" All recipients will be notified of changes via E-Mail to be followed by a hard copy of the change. All changes will be logged into the individuals plan in a section preceding the plan. The page will record the effective date of change, section affected and the date of correction. A table will be kept in the electronic library with dates, changes and a corresponding document. 3.0 Plan Purpose 2006 City Updates Rd -. r. Modified from Effectiv Public Im ' li MEW • • • Richie IFINE M, Nancy Wilson Patty • �t,, F �x€,� d: • ISM== Building Dept t � 4 • IT {d C � ',Y' GGAS 'tE The purpose of the Municipal Emergency Plan is: 3.1 To guide municipal emergency response and disaster recovery operations by Tamarac at the time of disaster. 3.2 To establish, define and document Tamarac's emergency preparedness program. 3.3 To demonstrate Tamarac's compliance with applicable county, state and federal requirements for emergency plans including those of Broward Emergency Management Agency, F.S. Chapter 252, National Response Plan, National Incident Management System, and Incident Command System. The plan may also be used to review and revise municipal and departmental operations and prepare strategic planning objectives with a goal of improving the City's response to the community and to determine the level of service to be provided in the future. A review of the plan may identify budget needs and operational changes that may be beneficial during non -emergency operations. 4.0 Situation and Assumptions Tamarac's Emergency Plan can be implemented to address a variety of emergency conditions and may be utilized in proportion to the demands of the event. The concept of operations, including Unified Command and Incident Command, are used even during routine non -emergency, activities; this practice reinforces the concepts required during an emergency activation. Typically, the plan would be formally implemented in preparation of a known weather event or in recognition of another event with the potential of widespread negative impact on the community. This would include a hurricane or a major community event when thousands of attendees were expected. Other activations of the plan would be in response to an unforeseen disaster or catastrophic event; examples would include a hazardous material incident requiring multi -jurisdictional response and/or impacting a large portion of the community, airliner crash, or other incident of a prolonged nature. 4.1 Situation Tamarac is located in the center of the Broward County, Miami -Dade and Palm Beach Tri-County metropolitan area, which has a population approaching 5 million. The City occupies twelve square miles in north central Broward and is home to almost 60,000 residents. Residential dwellings are a combination of owner -occupied single family detached homes and apartment units with condominium ownership, but sometimes rented. Tamarac's business community is mostly based in providing services and retail opportunities to the community. Businesses include medical, restaurant, financial and other professional services, while retail businesses include food, pharmacy, automotive, jewelry, and a variety of other shopping opportunities. Industry is limited to two distinct area of the City: the most eastern borders the Fort Lauderdale Executive Airport and that in the Tamarac Commerce Center bordering the Sawgrass Expressway and the Everglades. Tamarac is bordered on the west by the Sawgrass Expressway and is otherwise surrounded by the cities of Sunrise, Lauderhill, Lauderdale Lakes on the south, Oakland Park and Fort Lauderdale to the east and North Lauderdale and Coral Springs to the north. 4.1.1 Important characteristics of the community Tamarac currently has a population of 58,711 residents with a median age of 52. A large portion of the community consists of people who have retired from other areas of the country and moved to Tamarac or those who moved into South Florida to work and have since retired. More recently the City has experienced an influx of younger residents who have replaced the homes previously occupied by the seniors. Tamarac is a relatively new community, having been incorporated in 1963. The original residences in Tamarac were often two bedroom CBS houses built in the 1960's and 1970's, as development moved west larger single family homes were built. During the 1970's, a section of the community was developed using modular construction techniques which provided affordable housing. Frequently this construction utilized flat roofs, many which remain. Beginning in the 1970's, continuing through the 1980's and into the 1990's the development of larger condominium communities proliferated. Typical construction for the two and three story apartment buildings included CBS or wood frame structures topped by wood truss flat or pitched roofs. Several developments utilized poured concrete structural members and concrete roofs. Commercial and retail businesses are primarily located along the major roadways including Commercial Blvd., McNab Rd., North Sate Road 7, and University Drive and to a lesser degree Pine Island Road and Nob Hill Road. Businesses generally are located in outside access shopping centers of one or two stories or freestanding buildings up to three stories in height. Industry is primarily located at NW 22"d Ave. near Ft. Lauderdale executive Airport and in the Tamarac Commerce Park, bounded by Commercial Blvd., Nob Hill Road, McNab Road, and the Sawgrass Expressway. University Hospital provides in -patient health care to the community and is supported by numerous medical professional services in many buildings in close proximity to the hospital. The following demographic information for the City of Tamarac was reported following the 2000 census. Approximately 86% of the population was over the age of 18 and 40% over the age of 62. Approximately 55% are female and 45% male. 82% report to be white and 10% Black or African American this includes approximately 15% that report Hispanic or Latino backgrounds. Average household size is 2.0 and family size is 2.6. A 92% occupancy rate was indicated for all housing units and almost 80% were owner occupied. Over 83% of the population 25 years of age and older reported to be high school graduates or had achieved higher levels of education. 55% of the adult population was currently married. 25% of those age 21 to 65 reported a disability as did almost 37% of those over age 65. 50% reported living in their homes for at least 5 years. Nearly 79% were born in the US and 21 % foreign born. Almost 23% report speaking a language other than English at home. Just over 49% of those over 16 years of age report that they are employed and only 3% of those are unemployed, almost 51 % are not in the work force. The median household income was just over $34,000 and a per capita income of $22,000. Almost 30,000 housing units exist with about 12,000 being singled family homes and 9,800 in structures of 20 or more units the majority of which were built between 1970 and 1990, owner occupied units had a median value of over $95,000. 4.1.1.1 Size of Jurisdiction Tamarac is approximately 12 square miles and is home to just under 60,000 residents There are in excess of 2400 individual businesses located in the City operating from approximately 210 structures. Approximately 15,000 single family homes and 13,000 multi -family dwellings house the population. 4.1.1.2 Property Development The City of Tamarac has seen a large amount of development throughout the City. Development of the remaining large parcels is planned, with residential units being constructed on land previously used for two private golf courses between Rock Island Rd. and N. St. Rd. 7. Development is expected to continue along Commercial Blvd, west of University Drive as the Main Street project is realized. Current development utilizing the small remaining parcels is underway; build out of the City is expected to occur within the next five years. A mix of small residential projects and small commercial buildings are being seen. 4.1.1.3 Number and types of Municipality Owned or Controlled Resources The City operates from a number of locations around the community with 382 full time employees; part-time employees are used extensively in the Parks and Recreation summer program and to a lesser extent throughout the City. The business of governing Tamarac is centered at the Tamarac City Hall which along with Fire Station #41 and Broward Sheriff's Office District 7 comprises the Tamarac Municipal Complex. The Public Services Complex provides the location for Tamarac Public Works, Building and Code Compliance, Utilities and Fire Station #15. Parks and recreation facilities are located throughout the community, but most notable are the Tamarac Community Center, Tamarac Recreation/Multipurpose Center, Tamarac Sports Complex and the new Aquatics Center, scheduled to open in June 2006. In addition, the Water Treatment Plant, and storage tanks at the Sports Complex and at Sunshine Plaza ensure water supplies are provided to the community. Fire Station #78 is located at the entrance to the Florida Turnpike at Commercial Blvd. The City of Tamarac operates 76 lift stations in support of the regional wastewater transmission system. A list of City facilities is available in the annex Section 11.2. The City maintains a computer network from the offices at City Hall and has installed redundant capabilities at Fire Station #15. A local 4-channel radio system is maintained and utilized on a daily basis by Public Works, Utilities, Parks and Recreation and the telemetry system for the Water Treatment Plant; all Fire Rescue radios have the local frequency programmed into the portable and mobile radios. This system is used Citywide during community and emergency events. All City computers are linked by an intranet and have the capacity for internet access by authorized users. The City's water distribution system is controlled by certified water treatment plant operators using state of the art technology (SCADA), at least one certified operator is on duty at all times. Testing of water quality is maintained through an on -site laboratory with in-house laboratory technicians. Testing is conducted on a regular basis and is closely monitored for any contaminates. The City contracts with the Broward County Sheriff's Office for law enforcement. This contract provides for the availability of specialty response teams and services that would not be feasible with a municipal police agency. This contract is periodically reviewed and revised to meet the community's needs. The City provides franchise agreements to multiple waste disposal contractors, landscaping services and maintenance are contracted to private providers. Wastewater solutions are provided on a regional basis by Broward County, local equipment and infrastructure is maintained by the City. Fire Rescue dispatch services are provided by Broward County Sheriffs Office through FIRECOM. The City has contracted with a number of specialty vendors for support during or following a disaster. Examples of the type of work contracted include debris removal and monitoring, fuel supply, food supplies, The equipment available list is provided in the annex (Section 11.2). Contracts are available through the City's Purchasing and Contracts Manager and are included in Section 11.1. 4.1.1.4 Overall Risk to jurisdiction to all types of hazard Tamarac is vulnerable to a host of hazards. The following is a synopsis of the more typical ones: Hurricanes and Tropical Storms Broward County, Florida is one of the most vulnerable areas in the nation to the impact of hurricanes and tropical storms. Hurricane season runs from June through November. Primary and secondary effects in Tamarac from a hurricane include: high winds, rain, and inland flooding. Wind and flooding are the greatest threats associated with the impacts of tropical storms. The entire population and infrastructure are susceptible to the effects of a hurricane. Damage will vary dependant upon the proximity of the eye of the hurricane. Minimal to severe damage is possible 2. Tornadoes The nature and character of tornadoes to which Tamarac is vulnerable are much less severe than those experienced in other parts of the nation. However, the frequency of tornado experience in Broward County is on the order of approximately two touchdowns per year. Tornadoes can strike anywhere. The most common, least destructive tornadoes in Broward are warm season tornadoes, which occur from May through August during afternoon thunderstorms. The most destructive tornadoes occur during cool season between December and April, because of cold fronts coming from the north colliding with the warm tropical air in the south. Within the very localized area of tornado touchdowns, property damage is severe. All areas of the City are subject to both vulnerability and maximum threat; however, less than one percent of the population and property values can be expected to be impacted by any single tornado event. 3. Flooding Much of Tamarac has an elevation of from two to ten feet above sea level and is subject to flooding during hurricanes and heavy seasonal rains. Numerous neighborhoods may experience localized flooding from seasonal rains. Prolonged wet weather could cause unexpected flooding affecting major roads and infrastructure and individual buildings. 4. Nuclear Power Plants The vulnerability due to a nuclear power plant (Turkey Point) are plume exposure within the 10-mile Emergency Planning Zone (EPZ) and the 50-mile ingestion exposure EPZ. Tamarac is in the 50-mile EPZ for Turkey Point Nuclear Power Facility in Dade County. This EPZ includes the ingestion exposure pathway, in which the population will be vulnerable to the health effects associated with the ingestion of contaminated food and water. There is minimal likelihood of such exposure, as Tamarac is at the fringes of the 50 mile perimeter, but any damage to the power plant would result in major concerns from the populace and may cause a major self imposed evacuation. 5. Hazardous Materials (Nuclear medicine or Compressed gases) Hazardous materials incidents can occur anywhere where there is a road or fixed facility storing hazardous materials. Virtually the entire City is at risk to an unpredictable incident of some type. Major roadways in Tamarac include: Florida Turnpike, Sawgrass Expressway, University Drive, and Commercial Blvd. Significant potential area neighborhoods, local traffic and pipelines 6. Civil Disturbance. Terrorism or Military Conflict Although the federal government recognizes that the United States has entered the post Cold War era, federal planning guidelines on military threats are in transition. For hazard analysis purposes, it is prudent to scale back on the magnitude of nuclear events for other more likely scenarios. For instance, emergency management attention to other threats of armed violence, such as terrorism is growing. TERRORISM is a serious issue in Florida; the state is particularly vulnerable due to its close proximity to Latin America, Cuba, and the Caribbean nation. Although potential targets are unpredictable, high density population centers and military installations are the most likely. Terrorism increases the likelihood of mass casualty and mass evacuation from a target area. Armed violence abroad results in the threat of spontaneous mass immigration to southern Florida, including Tamarac. Mass immigration increases the need for law enforcement, detention and mass care. These events are typically preceded by periods of increasing tension abroad, which can be monitored. For threats of armed violence, it is very likely that joint jurisdictional management of the operation will take effect, coordinated at the County level between the Sheriff and FDLE. For any of these scenarios, some degree of state and federal involvement may occur. The lead federal agency may be FEMA or the Department of Justice. 4.1.1.5 Facilities posing heightened risk There are a number of facilities in the City that could be construed as posing an unusual or higher risk than the 'average' building in Tamarac. The risk associated with these may not be unusual given the type of facility being considered, however, it may exceed other common occupancies. None of the facilities identified have been deemed a special risk or is known to be a targeted facility or otherwise susceptible to anticipated occurrences. The Tamarac Utilities Water Treatment Plant produces and delivers potable water to the community. As such, any disruption of normal operations will have a deleterious effect on the community. Certain chemicals are used in the processing of the water, if improperly used these chemicals can pose a health hazard. Several major roadways pass through Tamarac, including the Florida Turnpike and the Sawgrass Expressway. These are key transportation elements serving southeastern Florida, providing access in and out of the area. Any disruption of the traffic flow will have some impact on the community and region; longer periods of disruption will increase the effect on the area. A natural gas pipeline follows the course of the Turnpike, the risk of a problem with the pipeline may be minimal, but impact to those nearby and the economic impact may be substantial. Other surface roads, such as Commercial Blvd., University Dr., State Road 7 and Mc Nab Rd., also serve the surrounding communities and carry vehicles delivering hazardous materials to locations throughout the county. A lengthy closure of any of these will impact the region. Several well known religious facilities are located in the City and may be seen as presenting an elevated risk; however, there is no history or indication that they are any more at risk than other similar facilities throughout the area. University Hospital provides health care services to many in the area, it is a typical community health service facility and other than the hazards normally associated with a hospital, including compressed, cryogenic gases and nuclear medicines, biological concerns, and no special concerns have been identified. 4.1.1.6 Major facilities with heightened vulnerability to disasters The facilities identified above are no more or less vulnerable than other similarly situated facilities in other jurisdictions. There are several medical facilities within the community that are unable to provide services without electrical service and/or water service. Many residents in the community may feel personally vulnerable based upon their age. Tamarac has a great number of elderly residents who are more dependent on support services, such as para-transit and social services, than the average community. These residents are located in single family homes as well as apartment buildings. 4.1.1.7 Infrastructure defined as critically important regionally, statewide or on national basis The Florida Power and Light transmission lines and the sub -stations, west of Sawgrass Expressway and on Southgate Blvd., are a part of the electrical distribution system serving the area. The Sawgrass Expressway and Florida Turnpike provide transportation options as a part of the interstate network. Water and sewer services are essential to residents of Tamarac and are interconnected with neighboring systems. University Hospital provides emergency room services as well as a wide range of in- patient and out -patient services for residents of the area. Any disruption of service would impact other hospitals in the area as well as the patients. The C-14 canal and the flood control pumps along the C-14 assist the region with storm water drainage and prevent or minimize flood potential. 4.1.1.8 Other relevant characteristics Tamarac has a great number of elderly residents who are more dependent on support services, such as para-transit and social services, than the average community. These residents are located in single family homes as well as apartment buildings. 4.2 Assumptions 4.2.1 Assumptions regarding emergency conditions The City assumes there will be varying degrees of impact to the population, infrastructure, facilities and services; the degree will vary with the intensity, proximately, and duration of the event as well as the nature of the event itself. Anticipated impact includes a large number of residents expecting immediate service following an event, this includes the desire to know what has happened, what is currently occurring and what is planned to resolve the issue. The loss of electrical service will result in the greatest discomfort to the residents and during an extended outage may result in heat stress fatalities or medical equipment failure with resulting increased demand for services. Critical infrastructure failure of water and sewer facilities may result in extended public health concerns and the spread of disease. Demands for service may exceed the resources available, even with mutual aid or federal assistance. The lack of creature comforts will inconvenience most and have disastrous effects on those most dependant upon medical and social services. Delays in emergency response will result due to increased and often unsubstantiated personal emergencies. Psychological needs will drive many residents to demand unreasonable accommodations. Heightened expectations and the lack of personal preparedness with stress all available resources. The distribution of water, ice and food provide for the most basic needs for most people; however the need for long term sheltering or alternative housing will exceed the regions ability to provide the same. Resources will be in short supply; delivery will be sporadic and may not meet the needs of the community. 4.2.1.1 Range of conditions expected Impact to the community from any event will vary almost by the individual's level of involvement. Total destruction of buildings including the catastrophic collapse of dwellings and commercial buildings, debris blocked roadways; municipal facilities and equipment demolished, the lack of availability of the workforce illustrate the extreme end of the continuum. Light debris clearing and minor interference with daily activities is at the other end of the potential. Local disasters may have little or no impact beyond the immediate area; examples might include a structural collapse or transportation incident resulting in a small area of evacuation. Additional personal impact could include a quarantine of households or isolation of the region due to a biological or radiological release affecting the County or region. The local population has a low tolerance for inconvenience and high expectations of the government response and a sense of entitlement to all available resources. 4.2.2 Plan implementation assumptions Tamarac will function within the operational plans created to manage emergencies. Local resources will be used first, mutual aid requested of neighboring jurisdictions will be provided, if available, and implementation of the statewide mutual aid plan will make additional resources available. Federal support is anticipated after the first week of a major disaster. Included within this assumption is that Broward County will coordinate requests from Tamarac, along with those of other municipalities, relay them to the state EOC and that the Sate will request and distribute available resources from their own supply and federal sources as they are available. Experience gained during the response to Hurricane Wilma indicates that there will not be the ability to meet all local requests in a timely fashion. Tamarac has a limited population that is susceptible to flooding, most rain events will result in limited localized flooding with waters receding once rainfall stops. Limited intrusion into structures has been experienced and it is unlikely that extensive, prolonged flooding will occur. It is highly unlikely that the storm surge from a hurricane will affect Tamarac. The greatest threat from hazardous materials comes from transportation accidents involving commercial vehicles traveling on the Florida Turnpike System, including the Sawgrass Expressway, additional threats may happen at fixed sites throughout the community including nuclear medicine facilities, cryogenic storage at University Hospital, ammonia or chlorine releases from refrigeration units or water purification systems. The threat of wildfires is greatly reduced in the community as development has significantly reduced undeveloped property, however byproducts of wildland fires may affect susceptible groups within the population when winds carry the smoke and ash from wildfires in the Everglades. The risk of an Everglades fire directly affecting Tamarac is reduced as a result of the two canals and the Sawgrass Expressway forming a firebreak as well as the limited combustibles available east of the Sawgrass. Evacuation of the populace is generally seen as a last resort, although most residents have personal vehicles, the existing roadways limit the practicality of a mass evacuation. In addition, any evacuation due to the threat of a hurricane is likely to involve all of South Florida as the precision of path prediction is not reliable and may provide less than 24 hours notice to impact. This has been illustrated in recent years, notably Frederick in 1998 which avoided South Florida while hanging off the east coast from several days and Charlie in 2004 which impacted Punta Gorda when predicted to strike Tampa Bay. Other localized disasters may not provide any advanced warning, but would allow for a local evacuation to be managed. 5.0 Scope of preparedness and incident management activities 5.1 Tamarac's emergency preparedness program Tamarac's emergency planning includes not only municipal responsibilities in preparations and response, but also a strong educational component to alert individuals and businesses within the City to their responsibilities and roles within the community during a disaster. The City has constructed a municipal facility to facilitate the City's Emergency Operations Center. Along with the facility, training has been provided to all staff assigned response duties. Significant investments have been made in planning efforts, equipment and resources needed to support the EOC. Communications equipment, computers, software and support structures have been created. Municipal policies and legislation has been adopted to emphasize preparedness. Special needs populations have been identified and a community alerting system has been implemented. 5.1.1 Tamarac's emergency preparedness organization Tamarac's emergency preparedness organization follows, as closely as possible, the routine functions of each department. The Fire Chief assumes the role of Emergency Manager and each Department Director is assigned responsibilities based upon activities closely related to their usual work. For example, Public Works and Utilities continue to oversee those areas, Parks and Recreation provides Social Services and community deployment of resources including managing a regional PoD, Human Resources provides support to meet employee and individual needs within the community, the City Clerk schedules administrative support and records activities in the EOC, Building and Code Compliance assess community damage and provide on -going assessment, Community Development works with long-term housing issues and the business community, Information Technology maintains computer systems and communications systems, Financial Services provides the financial support and logistics functions, the City Manager's Office provides for the planning and information dissemination, Fire Rescue and BSO maintain normal duties as well as expanding to meet the challenges of increased demands for service and of maintaining calm and order in the absence of usual systems. The City utilizes the Unified Command concept at the municipal EOC. The Incident Command system is used to operationally manage the resources. The plan is reviewed on an annual basis prior to June 1st. Changes are made as a result of experiences from the previous year. Additional modifications can be made at any time throughout the year. Each year there is a mandatory meeting of directors and managers to review the plan and answer any questions that there may be, additionally there have been table top and department exercises. During the 2006 review a major format change was initiated to ensure NIMS compatibility. 5.1.2 Summary of Tamarac's emergency preparedness program The City of Tamarac takes an all hazards approach to emergency preparedness, while originally developed as a hurricane response plan, it has been expended to address all threats anticipated and can be adapted quickly to address unforeseen emergencies. Any employee wishing to visit the emergency plan may do so by going online and the expectations are outlined completely in the plan for employees. The City of Tamarac preparedness program for employees includes an information brochure updated yearly and an Employee Hotline for up to date information on specific incidents. During and after any event there is news bulletins directed to the employee needs, this is in the form of a newsletter, given to each employee daily. Additional information is placed on an information board along with any news that needs to be disseminated or may be of interest to employees. Information to the community is distributed throughout the year during formal presentations to various community organizations and informal presentations made by City employees during their contacts with the public. Emergency preparedness messages are delivered using the City's newsletter - "The Tam -A -Gram." Special sections of the Tam -A -Gram are published encouraging preparedness for hurricane season. Information is also presented on a regional basis through the Broward County EOC when activated. The City has established a community notification system using the CODE RED system. This system will notify residents by telephone of emergency situations or provide information directly to those citizens impacted by an incident. This product is based on a geographic information system (GIS) and allows Tamarac's managers to input the area to be notified and the message to be delivered. This system was used effectively during the Hurricane Wilma recovery period and is expected to see increased activity with future events. Banners are flown at the fire stations and displayed at other city facilities encouraging personal preparedness and awareness. Additional efforts such as the Hurricane Fest will continue and provide educational opportunities to the community through direct contact and involvement at special functions including Tamarac Fire Rescue Open House, Night Out Against Crime, July 4th, and other special events during the year. The City will continue to offer Community Emergency Response Team (CERT) training and has established a Citizen Corps Council. 5.1.3 Outreach to community businesses and institutions The City of Tamarac employs a full time Public Educator whose responsibilities include educating the public and business community on emergency preparedness and response issues, this individual provides programs to the community including Community Emergency Response Teams (CERT) and Tamarac Citizen Corps Council. Extensive efforts are made to prepare the community for emergencies, this includes visits to community organizations to provide preparedness materials and reminders and individual assistance to businesses preparing emergency plans. The City has sponsored a preparedness event with seminars and vendor available to help residents and businesses prepare. Numerous publications are made available and special sections of the City's Tam -A -Gram are prepared and distributed. A public awareness campaign was instituted in 2006 using the slogan "Prepare and Be Aware." The City web site also addresses this and other emergency issues. Tamarac has provided a program entitled Business Emergency Preparedness Network to assist local businesses in setting up a plan and helping them to recognize the risk to which their business is exposed. This program was presented to members of the Chamber of Commerce and additional programs have been requested and hosted by the local Chamber. Chamber meetings are attended by representatives of the City Managers Office and other departments within the City. A close relationship has been established between the two. Specific health care agencies within the City have submitted emergency plans for the Fire Rescue Department to review as have the public educational facilities. These plans are reviewed for compatibility with the City's plan and consistency with safety guidelines relating to notification, evacuation, pre -planning and emergency response. 5.2 The municipality's incident management activities The City provides a full range of municipal services including Fire Rescue, Public Works, Utilities, Financial Services, Information Technology, Human Resources, Parks and Recreation, law enforcement activities are contracted through the Broward Sheriffs Office and trash collection is by franchise. The Incident Management system is utilized for the management of emergency activities in each of the areas involved. All personnel involved with Emergency Response during activation have accomplished the ICS 700 Class Fire Rescue, City Directors and several other Staff have completed ICS 800, ICS 100, ICS 200, ICS 300, and ICS 196. Records are kept at the Administrative Offices of Tamarac Fire Rescue, 6000 Hiatus Rd Tamarac Florida 33321 5.2.1 Emergency services provided The City of Tamarac provides basic municipal services, including fire -rescue, law enforcement, building and development, water and waste water, public works, parks and recreation, transportation, social, and financial services to the community as well as internal support services such as human resources, risk and safety, information technology, records management, fleet management, purchasing and budget services. Tamarac is prepared to handle most local emergencies without the need for outside assistance. Emergencies such as residential and commercial fires, vehicle accidents, dive rescue, medical emergencies, law enforcement operations, localized flooding, and minor hazardous materials incidents are all within the ability of the City to manage using local resources including existing automatic aid agreements and affiliated resources such as specialty law enforcement teams from Broward Sheriffs Office. Recovery efforts can also be managed within the existing organizational structure of the City, however, additional outside financial support will be required and these efforts will detract from the ability to provide normal levels of service for an extended period of time. A major or catastrophic emergency, such as Category 3, 4, or 5 hurricanes, will overwhelm the capabilities of the community to provide prompt and effective emergency response and short-term recovery measures. Other examples of major events might include etiological/biological incidents, nuclear attack, and terrorism incident affecting water supplies, electrical distribution or transportation services. Public utilities systems may fail; these include electricity, water, wastewater, and telecommunications which may be unavailable for extended periods of time and create an emergency that poses greater threat to the community than the initial event. Within Tamarac, the Incident Command System is used to support field operations. This system is institutionalized within the Fire Rescue and Law Enforcement responders and is informally utilized by all operational departments. When responding to a large scale incident the incident management system based upon NIMS is used city-wide. Target Capabilities Common Capabilities Planning- A comprehensive review of vulnerabilities and risks is conducted by each affected department within the City. The department specific information is managed internally with information shared as necessary internally and with external agencies involved in regulatory control. In addition to this plan, examples of other department's involvement include risk analysis for the Water Treatment Plant, BSO, Finance, Information Technology, and Public Works. Specific needs are identified and solutions incorporated into the annual budgeting process. Interogerable communications- Tamarac has established communications with Broward County Emergency Operations Center using a variety of conventional communications systems. These include telephone, fax, internet, cellular phone and public service radio links through BSO's Communications Center. In addition, during periods of emergency activation the City and County have availability of satellite telephones, ham radio operators and if necessary can resort to using runners once debris is cleared from Pine Island Road. Tamarac has recently taken possession of a Mutual Aid Radio Communication (MARC) trailer from the State Fire Marshal's Office that has the ability to establish a regional radio network independent of any currently in existence and provides the ability to program radios to any public safety system in the State of Florida. When not deployed to other areas during disasters, this unit is available locally. Plain language is used when communicating. Prevention Capabilities Information Collecting and Threat Detection- Information collecting is handled within each specific area of expertise. Threat detection is primarily managed by law enforcement and may occur at local, state or federal levels. Individuals within any department may identify and forward through channels any information they obtain that would indicate the need for investigation. A Regional Domestic Security Taskforce has been created and participation by BSO and Fire Rescue personnel regularly occurs. Intelligence fusion and analysis- Intelligence is primarily managed and analyzed by law enforcement at all levels. Information sharing and collaboration- Information is shared as needed and determined necessary by law enforcement leaders. General preparedness and risk information is made available to regulatory agencies as needed by all departments. Collaboration is based on specific incidents or activities. When resources beyond the law enforcement community are required they can be requested and cooperation secured. Terrorism investigation and apprehension — Primarily a law enforcement function, BSO has established procedures for interaction with other agencies involved with investigations and apprehension of terrorists. CBRNE detection — Tamarac does not maintain a specialty unit capable of detection of these products; the City relies on the four regional hazardous materials teams for detection and mitigation of these incidents. In addition, the public health units of the county and state may be called upon to provide detection capability in these areas. Protection Capabilities Risk analysis- Risk analysis is conducted by individual departments with specific knowledge and insight into their specialty area of operations. Community risk analysis has been conducted using the RHAVE system, fire pre -plans and law enforcement analysis. Risk to the community water system and information management systems have been included in these reviews as well as department specific analysis. Critical infrastructure protection- As a result of recent analysis numerous improvements have been made to protect the municipal infrastructure. These include increased security at municipal sites, particularly the water treatment plant, City Hall, and other buildings open to the public. Food and agriculture safety and defense- The City does not regulate or control food or agricultural concerns. Public health epidemiological investigation and testing — Tamarac depends upon the Broward County Public Heath Department and the State Department of Public Health for epidemiological investigation and testing. Tamarac Fire Rescue maintains close contacts with local hospitals and with their assistance is able to identify local trends and provide early notice of suspicious incidents. Citizen Preparedness and participation- The City of Tamarac initiated a Community Emergency Response Team (CERT) program in 2000. Over 400 residents have been trained using the national model; additionally Tamarac provided advanced CERT training on a regional basis as a part of a state grant. The Tamarac Citizen Corps Council (TCCC) was created in 2003 to afford residents and businesses the opportunity to participate in community preparedness planning and activities. Response Capabilities On -site incident management- Fire Rescue and Law Enforcement officers regularly utilize the incident command process on emergency incidents in the community. Larger incidents and activities are coordinated by other departments utilizing the components of IMS. EmergencyEme[gency Operations Center Management The City maintains the availability of a dedicated Emergency Operations Center during disasters. The center is operated using an incident management system that is compatible with NIMS as it is currently being used at the county and state levels. Development of the system will continue as plans evolve. Critical resource logistics and donations- Logistics during an EOC activation is conducted through the City's EOC in collaboration with Broward County. A logistics officer is designated and established at the EOC. Donations are managed by the appropriate staff members based upon the type of donation. The City has processed donations of cash, food, water and supplies and effectively distributed them throughout the community or coordinated their delivery to a regional distribution center. Volunteer management and donations- During an activation the City's designated Volunteer Manager coordinates the activities and introduction of community volunteers into the City's response. This activity is primarily centered at the Tamarac Community Center and has been used to staff a POD and to provide support services to the municipal response operation. Donations are managed as detailed above. Worker health and safety- The city monitors employee health and safety during the course of an incident using a combination of regular supervisor's vigilance of those employees under their direction, dedicated safety professionals from the Risk and Safety Division of Human. Resources Department and assigned safety officers at individual sites where an active incident is being managed. Public safety and security- Managed primarily through BSO District 7, additional resources are obtained from mutual aid responders, military personnel assigned to the City and other resources as available through the incident. Firefighting operations and support -Tamarac Fire Rescue provides for the majority of operations, automatic aid and mutual aid are available to supplement the local resources. Statewide mutual aid is available when necessary, using the established plan of operations. WMD/hazardous materials response and decontamination- Tamarac is able to perform these functions at a minor incident using standard operations, regional hazardous materials teams may be called on larger or more involved incidents. Explosive device response operations- Tamarac Fire Rescue and BSO respond to explosives. Additional resources may be requested as appropriate from the State Fire Marshal's Office, the Federal Bureau of Investigation or the Department of Alcohol, Tobacco and Firearms. In extreme incidents, military resources may be available. Animal Health and vector control- The County and state health departments and BC animal control would be relied upon to provide assistance. Environmental health and vector control- The State Department of Environmental Protection, County Department of Preservation and Environmental Protection and the health departments would be required for assistance. The City does have employees capable of providing support to these agencies. Citizen protection:_ evacuation and in -place protection- The City of Tamarac is not in a coastal evacuation zone and no mobile homes are within the City. Local evacuation can be supported by the municipal transportation system with larger incidents requiring the use of Broward County Transit buses. Most residents are capable of self evacuation using personal vehicles if the situation allows. Sheltering in -place will be supported through an established distribution plan to provide essentials, food, water, ice, medical needs, etc. Logistical support would be required from state or federal programs. Isolation andquarantine- It is expected that in the event the need arises that isolation is required to prevent the spread of a contagious illness or exposure to other contaminants members of the community will voluntarily comply to a large extent. With a high number of senior residents their need to be mobile may be less than that of more active residents.. Their concern for their wellbeing may also be elevated resulting in self imposed isolation. Quarantine will be more difficult to enforce, unless done on a regional basis. This would require individuals to be confined to a specific facility such as a hospital or shelter or be required to remain in a specific geographic perimeter. In both cases, it is expected that additional resources will be required from public health agencies. Law enforcement or a military presence may be required in extreme (widespread) cases. Search and Rescue- Following local disasters with site specific searches, law enforcement and Fire Rescue personnel will conduct search and rescue operations. In the case where a large area is to be searched additional resources including volunteers may be secured. Emergencypublic information and warning- The commercial media, television, radio and print, will be the primary source of information to the public. Broward County has designated WIOD (610 AM) as the official station for hurricane information. Press releases will be submitted to the BCEOC during periods of activation. Tamarac has implemented a telephone notification system using CODE RED. This will permit the City to contact most homes and businesses within t he City to advise them if City specific information. This will be employed during the recovery phase of an incident, but may also be used to advise residents of hazards or to provide important information. The City has utilized the municipal newsletter, the Tam -A -Gram, to communicate with residents. A special 'Tam -A -Gram Extra' was used during hurricane recovery period to alert residents to municipal issues; this has proven successful and will be used again. A telephone hotline is established during EOC activations at 954.597.3800. Triage and pre -hospital treatment- Tamarac Fire Rescue provides seven Advanced Life Support _ units during regular operations; during a disaster that number is likely to be increased. Emergency Medical Technicians and Paramedics can provide triage assistance to local hospitals as well as providing pre -hospital treatment as needed. This is capability can be enhanced through the use of mutual aid resources or special mobile medical units as well as by using the Reserve Medical Corps which is active in Broward County. Medical surge- Limited capacity to absorb a substantial medical surge exists, local hospitals often report operating at capacity, however during a disaster situation it is expected that those resources although stressed will continue to provide some level of care, although it may be well below the standard normally provided. Medical supplies management and distribution- Tamarac is able to maintain the necessary flow of supplies to maintain readiness for emergency response during usual situations. A variety of vendors and purchasing methods are used. With a large increase in the need for specific medications and/or treatment it is expected that outside resources and management will be needed. Mass Prophylaxis While Tamarac Fire Rescue personnel can assist with inoculations and the dispensing of oral medications, it is expected that the majority of these medications will be provided and delivered by other health care professionals or public health agencies. Mass CaLe (-sheltering, feeding and related services) - Mass care is traditionally provided by the American Red Cross using public schools and volunteer workers. Several local businesses have been contacted and offered to cooperate in sheltering those in need following a disaster. During a community crisis it is possible to open several municipal facilities to accommodate the needs of the residents. Several employees have been trained in shelter management and would form the core of these assigned to work a shelter. Additional employees and trained volunteers may be called upon to assist. The City would expect assistance in feeding those in shelters from the Salvation Army or other service groups. Tamarac has an established relationship with a food product purveyor, however limited capacity to prepare meals. Fatality Management- The City is dependent upon the Broward County Medical Examiner's Office to routinely manage fatalities. University Hospital has limited capacity as does a local funeral home. For mass fatality incidents, a portable morgue may be requested through the state EOC. In extreme situations a refrigerator truck may be utilized to store remains, until proper facilities are available. Recovery Capabilities Structural damage assessment and, mitigation- The City employs a number of qualified building inspectors that can provide a preliminary assessment regarding the structural integrity of a building, it would be expected that a follow up technical assessment would be conducted if any question remained as to the safety of the structure. The City also employees several licensed engineers that can evaluate infrastructure and make an appropriate determination regarding the integrity of a structure. The assessment strategy will be to error on the side of safety and provide a definitive determination when resources permit. Mitigation efforts are contained within normal planning efforts and will be reinforced during the reconstruction process. Restoration of Lifelines- Tamarac has adopted a philosophy of providing and maintaining a governmental presence during disasters. A return to normalcy is the goal of our response plan, providing for the continuity of government is an essential component of the response and recovery program. A priority for providing access to essential facilities and maintaining communications within the community responders and external communications has been established and is included in this plan. Economic and communily recovery- The City has an established Community Development Department that includes specialists in housing as well as development and re -development. In addition, an Economic Development Officer is employed in the City Managers Office. This position provides a link to the business community. Assistance with recovery efforts are anticipated from the state and federal levels. Such assistance is available through small business loans and other support programs. 5.2.2 Reliance on external organizations for emergency services Tamarac is prepared to handle most local emergencies without the need for outside assistance. Emergencies such as residential and commercial fires, vehicle accidents, dive rescue, medical emergencies, law enforcement operations, localized flooding, and minor hazardous materials incidents are all within the ability of the City to manage using local resources including existing automatic aid agreements and affiliated resources such as specialty law enforcement teams from Broward Sheriffs Office. Certain specialty responses would require the initiation of mutual aid from within Broward County using mutual aid agreements, such responses would include moderate and large hazardous materials incidents, technical rescue for trench or confined space and complex elevated rescues. These regional resources are available on a limited basis from within Broward County, simultaneous or regional events may overwhelm these limited resources. Large scale local emergencies such as a tornado or terrorist activity may require mutual aid beyond the capability of regional resources and would necessitate the response of state and federal specialty agencies such as Federal Emergency Management Agency, Federal Bureau of Investigation, Department of Alcohol, Tobacco, and Firearms, etc. Tamarac, with the assistance of the State and federal programs, would be able to coordinate the response and recovery resources required to provide immediate assistance to residents following Category 1 and 2 hurricanes. This would include debris clearance, search and rescue, resource distribution, medical response, traffic management, directing and transporting residents to regional shelters. The Statewide Mutual Aid System will be utilized if the event has a regional impact beyond the ability of the resources available in Broward County. Utilization of resources from outside the County will be coordinated through requests to the Broward County EOC and forwarded to the State EOC. Resources may be deployed from other agencies in the South Florida area or from other response districts throughout the state. Tamarac has also established relationships with private temporary personnel agencies and can request day help as required to fulfill the need. Contracts with private companies will provide for specialty work such as debris removal and monitoring. 5.2.3 Activation of the municipal Emergency Operations Center (EOC) The EOC shall be opened any time the City Manager or Emergency Manager identify a situation that would be more easily managed from a central location or requires significant coordination of local or external resources also whenever a local, county, regional or State emergency significantly involving local resources is declared. A procedure for activating the City's EOC has been established, it includes the physical environment to be used as the EOC as well as formal notification of staff members with EOC responsibilities. The procedure also addresses the demobilization of the plan including a phased approach to demobilizing the EOC as necessary to meet the demands of the incident. Frequently, specific responsibilities relating to the emergency remain essential for an extended period following the closure of the EOC; in that case a transition plan for the specific responsibilities will be identified and implemented. Only those activities defined in the transition plan will continue after deactivation of the EOC. Procedures for activation of the EOC are detailed in section 7.2.5. 5.2.4 Coordination of municipal emergency response operations Citywide operations are controlled from the command structure established at the City EOC. The departmental operations will be managed at the Field Operations centers for Fire Rescue, BSO, Public Works, Utilities and Parks and Recreation. Each is located at the respective Departments, but can be relocated as needed to the main EOC. This would likely involve a department specific incident requiring substantial external resources or following the deactivation of the City EOC. Individual Command Posts will be established in the field as required for specific operational responses. 5.2.5 Coordination of municipal emergency operations with private sector emergency operations Private or contract entities will be coordinated by the City EOC. Communication and coordination with regional and public utilities will be managed through our link with the Broward County Emergency Operations Center. Florida Power and Light, Bell South, Broward County Department of Environmental Protection, Broward County Utilities, Traffic Engineering, Florida Department of Transportation, South Florida Water Management, military and others maintain a presence in the County EOC. Individual, direct contact is established for smaller incidents not involving County EOC activation. 5.2.6 Operations in support of countywide emergency response Tamarac will continue to support incident management operations in accordance with the countywide emergency plan. The Broward County Emergency Response Plan is available at the City EOC and its operational elements are incorporated into this plan by reference. Tamarac has a long history of supporting requests for mutual aid from within the County using the principles established by the Broward Fire Mutual Aid Plan. The Fire Chiefs Association of Broward County has regular meetings of their Mutual Aid and Communications Committee to facilitate its implementation and review operations conducted under the provisions of the plan. All municipalities and the County are signatories to the Statewide Disaster Plan and have operated using that plan. Responses outside of Broward County will be identified and provided according to the provisions contained within that plan. 6.0 Policies and Protocols 6.1 Policies 6.1.1 Coordination of Multiple Agencies This plan is to be used when responding to all types of emergencies and disasters that require the coordination of multiple agencies, involve multiple complex scenes and/or threaten a significant portion of the populace or property within Tamarac. 6.1.2 Priorities for emergency response Priority shall always be given to maintaining the continuity of government, providing essential services to the community, providing for life safety of the residents, providing security and protecting the residents and businesses, and protecting community infrastructure and providing property protection from damage due to natural or man- made disasters. 6.1.3 Use of NIMS and ICS Emergency response and disaster recovery operations will be conducted in accord with the National Incident Management System, Incident Command System and other applicable county, state, and federal requirements. A copy of City Commission resolution #2005-139 is attached as Section 9.1.2.1 of this plan. 6.1.4 Responsibilities of municipal employees All City employees are considered essential within the emergency response plan. Most employees will participate to an extent during the preparations for a disaster, especially a hurricane, where there is adequate notice. Certain City employees are designated as essential and are assigned to the Emergency Operations Center or operational centers and will remain at their assignment during the impact or preliminary phase of the incident. Other employees will be provided specific direction and assignments to be initiated following an event while the recovery period continues. Employees are expected to report to work following their normal schedule as soon as it is safe to do so or as otherwise directed by their supervisor. Employees can expect to be assigned duties outside of their usual responsibilities during a declared emergency. 6.1.5 Assistance provided without preferential treatment Tamarac is committed to providing services to all segments of the population without preferential treatment to any group or individual. Response will be in accord with this plan and shall be consistent with the priorities of the plan, resources available and needs of the community. 6.1.6 Municipal resources Municipal resources, including personnel, facilities and equipment, will be allocated in a manner consistent with the priorities in this plan. Municipal resources will be utilized as completely as possible to support the response to the community, mutual aid, state and federal aid shall be requested as soon as it becomes evident that the municipal resources will be expended and inadequate to provide relief from the incident. The City of Tamarac is committed to assisting other governmental jurisdictions, whenever possible, through compliance with existing automatic aid, mutual aid and special requests. 6.1.7 Operations following failure of municipal continuity of government The City of Tamarac will accept assistance from county, state, and federal entities, following a declaration of emergency, when Tamarac is unable to maintain continuity of government due to the disaster. 6.2 Protocols 6.2.1 Leadership for management of municipal emergency operations The City Manager shall implement this Plan and direct the operations of the City government. (see Appendix A). The City Disaster Preparedness Coordinator shall be the Fire Chief. In the absence of the Fire Chief, the Deputy City Manager shall serve as the City Disaster Preparedness Coordinator. The City Manager, with the assistance of the Disaster Preparedness Coordinator, will, during time of emergency, coordinate the actions of all municipal departments and agencies, as well as non -governmental supporting elements and volunteers. In the absence of the City Manager, the Deputy City Manager or the Disaster Preparedness Coordinator shall implement this plan. 6.2.2 Chain of command for municipal emergency operations The City Manager will maintain the role of Chief Administrative Officer for the City as provided for in the City Charter, The Emergency Manager serves at the will of the City Manager and will coordinate and direct the efforts of the municipal response to an incident at the EOC. Other members of the City's Executive Team at the EOC serve as advisory personnel to and remain responsible for coordinating their resources as directed by the Emergency Manager. Field Operations Managers are responsible for individual departmental operations and scene specific Incident Commanders are responsible for the operations under their control. When multiple operations within a discipline are being conducted simultaneously and resources are in short supply the Field Operations Manager shall determine the priority of operations and assign that department's resources as appropriate. When Field Operations are competing for available resources the Emergency Manager shall identify priorities and assign resources to Field Commands as appropriate. 6.2.3 Lines of succession for municipal positions Each position with EOC responsibilities will identify lines of succession within their department to ensure continuity of operations. Unless otherwise specified by the Department Director, this will follow the normal chain of command within each department. Individuals may be assigned responsibility for areas outside of their department when those assignments provide for improved service delivery. 6.2.4 Coordination and cooperation with Broward County During major events affecting multiple jurisdictions, the City will coordinate with Broward County and other jurisdictions through the Broward County EOC and intends to cooperate with countywide emergency response and disaster recovery operations. 6.2.5 County control of emergency operations within the municipality Tamarac will participate with Broward County, in so far as possible, during emergency operations and will follow the protocols established to provide information, resources and request support from the county, state and federal sources. Tamarac will maintain a presence in the County EOC or any other location established by the County for the purpose of facilitating cooperation and resource deployment. In the absence of a local government presence Tamarac will look for the County, state or federal governments to provide direction, resources and services to the community. 7.0 Concept of Operations 7.1 Overview The City operates with a City Manager as the Chief Executive Officer and the City Commission providing the legislative function and other functions specified by law. Tamarac has established a concept of operations for major emergencies utilizing the NIMS model. The municipal Emergency Operations Center will be used to facilitate the operations of the City. Department Directors participate along with others assigned emergency functions. All employees are expected to participate in the emergency response to the community. Specific functions are identified for anticipated needs, yet the plan provides the flexibility to meet the demands of any type of major incident. 7.1.1 Summary of the basic concept of operations Tamarac has established an emergency preparedness program that includes participation from municipal, county, state, and federal sources, private contractors, residents and businesses and is consistent with existing requirements and takes into account local risk and vulnerability as well as the community needs. The program includes planning, preparedness, response and recovery activities as well as public education and business preparedness components. The City of Tamarac employs a full time Public Educator whose responsibilities include educating the public and business community on emergency preparedness and response issues, this individual provides programs to the community including Community Emergency Response Teams (CERT) and Tamarac Citizen Corps Council. Extensive efforts are made to prepare the community for emergencies, this includes visits to community organizations to provide preparedness materials and reminders and individual assistance to businesses preparing emergency plans. The City has sponsored a preparedness event with seminars and vendor available to help residents and businesses prepare. Numerous publications are made available and special sections of the City's Tam -A -Gram are prepared and distributed. A public awareness campaign was instituted in 2006 using the slogan "Prepare and Be Aware." The City web site also addresses this and other emergency issues. Tamarac has provided a program entitled Business Emergency Preparedness Network to assist local businesses in setting up a plan and helping them to recognize the risk to which their business is exposed. This program was presented to members of the Chamber of Commerce and additional programs have been requested and hosted by the local Chamber. Chamber meetings are attended by representatives of the City Managers Office and other departments within the City. A close relationship has been established between the two. 7.1.2 Classification of emergencies and disasters Emergencies and disasters are classified in accord with Chapter 252.35(a) of the Florida Statutes, as follows: 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 State and federal assistance. The Federal Emergency Management Agency will be notified and potential federal assistance will be predominately recovery oriented. Catastrophic Disaster: Any disaster that will require massive State and federal assistance, including immediate military involvement. Federal assistance will involve response as well as recovery needs. 7.2 Facilities The City has designated a main EOC and an Alternate EOC. The City's EOC is located at 6000 Hiatus Road within Fire Station #15. The areas of the second floor, including the training room, have been constructed to serve as the municipal EOC. As an alternate location, the Tamarac City Hall at 7525 NW $$ Ave. can be utilized as an EOC. Equipment and supplies are made available when preparing these facilities for the EOC function. Additional, alternate sites are available in other municipal buildings to enable the City to continue operations should either or both of the designated sites become unavailable. 7.2.1 Functions of the municipal EOC The municipal EOC shall coordinate and prioritize resource support operations for municipal field units at incident scenes and for disaster victims within the community. Coordination of municipal emergency operations with those conducted by adjacent municipalities, the County, the State and the federal government will occur at the City's EOC. The City's EOC will serve to coordinate there receipt, processing and delivery of public information and emergency instructions relevant to the community. Activation, operation, and deactivation of emergency facilities established by the community and municipal operations related to emergency facilities activated within the City by the County, state or federal government will be coordinated at the EOC. 7.2.2 Levels of municipal EOC activation Tamarac will use the following designations when activating the municipal EOC. These designations are consistent with those utilized by the County and the State of Florida. An EOC activation may follow each step in sequence or may be directly opened at any level required to adequately address the incident of concern. Coordination and consistency with surrounding communities and Broward County shall be considered when activating the municipal EOC. Level 3 - Monitoring the situation and stand-by for higher activations if indicated. This level reflects a continuation of normal business with a heightened awareness and preliminary preparedness activities occurring. Level 2 — Partial activation of specific positions within the EOC depending on disaster conditions. This level reflects a formal activation of the EOC facility and limited utilization of municipal resources. This may be utilized to address department specific emergencies. Maybe used during tropical storms. Level 1- Full activation with all positions staffed and functional. It is expected that this level of activation would be utilized during a hurricane event. 7.2.3 Locations of EOCs The primary municipal EOC is located at 6000 Hiatus Rd., Tamarac, FL 33321 within Fire Station 15 including the training room, the large conference room and the administrative offices of Tamarac Fire Rescue. (Coordinates: N26.11.96 W80.17.28) The alternate EOC for the City of Tamarac is located within the Tamarac City Hall at 7525 Pine Island Rd. (also known as NW 88 Ave.) Rooms 105, 107, and 204 may be used as conference areas and all offices are available for EOC use. (Coordinates: N26.12.78 W80.16.28) 7.2.4 Pre -designated multi -agency coordination systems The City plans to use NIMS compliant procedures with the County and State; the City shall utilize the State-wide Disaster Plan, the Florida Fire Chief's Response Plan, Utilities Mutual Aid Plan and any additional resources that are available. These plans and resources will be managed within the confines of this plan. 7.2.5 Standard operating procedures for the municipal EOC 7.2.5.1 The primary municipal EOC is located at 6000 Hiatus Rd., Tamarac, FL 33321 within Fire Station 15 including the training room, the large conference room and the administrative offices of Tamarac Fire Rescue. Working space includes the training room of 2,000 sf, large conference room at 700 sf and additional office space as may be utilized from the administrative offices on the second floor. 7.2.5.2 EOC Inventory The following communications equipment is dedicated to the operations room at EOC: 13 phones, 2 printers, 15 lap -top computers, 1 video projector, and 6 television sets. This is supplemented by City and emergency frequency radios assigned to individuals staffing the center. In addition, all of the computers, telephones, office equipment and radios normally utilized in the TFR administrative offices become available to the EOC. Nine satellite telephones are dedicated to EOC use, the numbers are listed below. Computer and telephone equipment for the EOC is maintained in the storage room serving the classroom at Station 15. The telephone numbers for the EOC positions are listed below; all maintain a 954 area code. EOC Phone Numbers BSO: 724 -1375 Building and Code: 718 - 6749 City Clerk 718 - 6752 City Managers / City PIO: 724 -1365 Community Development: 724 -1273 Finance: 724 -1339 Fire Rescue: 724 - 2455 Human Resources: 718 - 6753 IT: 718 - 6755 Parks: 718 - 6754 Public Works 718 - 6750 Utilities: 718 - 6751 Conf Room 1(FR Field Ops): 724 - 2526 Directors Conf Room: 718 - 6681 Wall Phone - 2525 Main Fax 597-3810 Fire Chief Fax 718-6670 7.2.5.3 Roster of EOC Staff The following Municipal employees have been designated with EOC responsibilities: Name/Position EOC Assignment Jeff Miller, City Manager Michael Cernech, Deputy City Manager Information and Planning Diane Philips, Assistant City Manager Jim Budzinski, Fire Chief Emergency Manager Kingman Schuldt Firefighting/S&R/Medical Kenneth Dugger, BSO Law Enforcement/Military Gary Jones, Building/Code Compliance Damage Assessment Sam Goren, City Attorney Legal Marion Swenson, City Clerk EOC Documentation Lucy Crockett. PIO Public Information Chris King, Community Development Business/Industry/Housing Steven Chapman, Financial Services Finance/Logistics Maria Swanson, Human Resources Employee/Resident Wellness Levent Sucuoglo, Information Technology Greg Warner, Parks and Recreation Jack Strain, Public Works Ray Gagnon, Utilities Volunteers Comm/Tech Support Shelter/Resource Distribution/Transportation/ Social Services Debris Mgmt/Engineering Utilities/Environmental 7.2.5.4 EOC Activation Checklist Upon direction of City Manager or his designee the city EOC will be placed into ready mode. This means that the EOC Coordinator is notified of the action by the City manager at which time the following takes place: All Directors are notified, each Director will have their EOC employees assigned and given a time to report. Emergency Coordinator contacts BERT to notify that an activation is taking place. This may also take place during a County conference call. Municipal Employees assigned to the BERT are notified by their Directors or the City Emergency Coordinator, each is given a report time. • EOC coordinator contacts IT IT sets up: 1. Computers 2. Phones 3. Printers 4. Fax lines 5. Additional copiers If this does not take place the EOC coordinator can fulfill the above process. The above should take no more than 30 minutes to set up. • The Computers and Printers are found in the AV room in the back corner of the Training/EOC. The computer closet is locked. One key is held by the assistant EOC coordinator and another in the Fire Rescue Key box. • EOC /Training room is transformed into the Working EOC.. A floor plan of the EOC can be found on the door of the AV room computer closet. • Documents, maps and all required materials are also found in the Computer closet which is locked please see above for key holders. • Satellite TV: The dish is removed by the appropriate person before any severe weather arrives into the area. 1. DirectTV will be available in the following locations: • EOC • Directors meeting room • Sta. 15 Kitchen operating into Day room and Battalion Chiefs office • Sta. 41 Kitchen/Day room and upstairs • Sta. 78 Kitchen/day room/ Lt. Office and weight room • Public Works War Room, Directors office and Meeting room 2. Satellite phones: • The logistics department at Fire Rescue will supply the proper locations with the satellite phones. • The Global star GSP-1600 phones will be kept in the AV room computer closet under lock and key. • The Global star phones will be given to the Fire Rescue Director (Emergency Manager) for use at his discretion. Local Business Directory: A local directory of businesses will be provided and backed up quarterly by Community Development and kept at the EOC under lock and key for use during an activation. Community Development Contact person: Judy Yacobellis. At Ext 3537 Community Contact lists: The following lists will be found in the L Drive Lists include: HOA list: with contact names and phone numbers (living document) Wellness check program: list updated and managed by Social Services (living document) Emergency Re Charging Stations Program: List managed by Social Services Hard Copy of each to be printed when activation of EOC issued: This will be the responsibility of the EOC coordinator. Broward County Phone #: EOC Phone Directory will be supplied to: + Fire Rescue Desk • Directors Meeting room Contact Numbers for Municipal desks will be included with the above FEMA Forms: Attached as annex (Section 11.3) to the plan Emergency Plan: Bound Copy 1: Fire Chiefs office Bound Copy 2: Large Conference room Bound Copy 3: Fire Rescue Desk Electronic Copy found on L Drive Disaster plan 2006 Electronic Equipment testing: (Hot tests) Each year prior to the Hurricane season the EOC, assistant coordinator will request IT to do a hot test on all computers, phone, printers and faxes. And verify all network connections and links are operating correctly. Phones and phone lines: will be tested and a current phone number list will be generated and distributed to the following. • Each ESF Desk • Directors meeting room • Each administrative office in Sta. 15 • Inspectors offices • Front desk • Water plant • Public Works Main Desk • Utilities Main Desk • Community Center 7.2.5.5 Procedures governing the ongoing operations Tamarac receives information from variety of sources during an EOC activation. These sources include telephone calls, fax messages, E-mail messages, printed and verbal messages directly from the community, radio messages from employees, radio messages from FireCom and CDC, television and radio station broadcasts and direct observation. Response will typically follow the same routes. Relevant messages are captured using the standard EOC message form. General information messages are posted in the EOC either on the video screen or on the white boards. Specific information may be relayed by E-mail, hard copy or verbally within the EOC. A record of significant information and actions in the EOC shall be maintained. All EOC staff members are responsible for the recording of the actions of the function they are fulfilling, as well as informing Directors or their designees of the operations. This information is disseminated through several different avenues, including situation reports (when requested or scheduled), departmental briefings, EOC briefing of Department Directors, display board in EOC, and discussion, that is then documented. Communication and coordination with the Broward County EOC shall be maintained throughout the incident. The main sources of exchanging information include E-mail, telephone and through the municipal contact assigned to the county EOC. Requests for assistance shall be made through the municipal representative at the County EOC and shall be documented using the appropriate form. The form contains information required to track the request as well as document related activity and close- out of the activity. All requests for assistance from outside sources shall be reviewed and approved by the Emergency Manager and a record of such requests shall be maintained in the EOC. Requests for assistance shall be made to the Broward EOC through the municipal representative, but may be made directly to representatives of the County EOC when the opportunity is available. In this case, documentation will follow, including notification to the municipal representative. A periodic review of such requests shall occur on a daily basis, as a minimum, more frequent reviews may be made as needed. Requests through mutual aid agreements may be directly with that organization, but must be documented with sufficient detail to be clearly identified and resources accounted for. Each member of the EOC shall maintain a record of their activities and time expended using the forms provided. EOC representatives shall sign in and out to document the time. Sign -in sheets will be provided at the EOC. Records of all expenditures made through the EOC shall be maintained during the event by the Finance Department representatives. This information is recorded to allow a daily review of expenses related to the operation of the EOC and directly related to the incident. The referenced forms shall be made available in the EOC and are included in Annex (Section 11.3) of this document. 7.2.5.6 Procedure for deactivation The municipal EOC will be deactivated when it is no longer necessary to support the field activities related to the incident. The Emergency Manager shall determine when and how the EOC is to be deactivated. A partial deactivation is possible as the City returns to normal operations. Only those participants with on -going responsibilities may be required to maintain a presence in the EOC, others may be able to operate from outside of the EOC while maintaining communication to the EOC. A phased deactivation is expected to occur as the immediate response period closes and long term recovery efforts begin. Prior to leaving the EOC each function must collect and organize the work materials and ensure that all outstanding tasks are closed out or, if still open, have been responsibly transferred and formally accepted by another on -going function. Reports of activities shall be provided to the Emergency Manager prior to leaving the EOC. Records documenting EOC and field operations shall be provided to the Emergency Manager as necessary. The summary of activities shall be reported along with a list of resources utilized and those needing immediate replenishment. Support personnel will return the EOC area to the ready (pre -activation) condition. Follow-up maintenance needed shall be identified and reported to Public Works to ensure a return to readiness in a timely manner. 7.2.5.7 Relocation to Alternate EOC Should the Primary EOC be damaged or is otherwise unavailable and deemed un- inhabitable or not able to be used for any reason, the alternate EOC will be activated. The City Clerks office is responsible for set up of the alternate site at City Hall. When the Primary EOC is unavailable and the need to activate is identified, the Emergency Coordinator will do the following: • Advise the City Manager of the need to use the alternate EOC • Advise the City Clerk to activate the alternate EOC • Advise Department Directors of the action • Advise the Broward County EOC The City Clerk will ready the alternate EOC and prepare for the personnel to arrive with equipment and manpower to operate the EOC, identify the location of needed resources within City Hall and supply the needs of the EOC. All City employees may be requested to assist with the relocation of equipment and supplies. Many of the supplies are readily available throughout City Hall and may not require relocation. 7.2.6 Description of other pre -identified emergency facilities Other emergency facilities are located within Tamarac and are herein identified to facilitate the response and recovery efforts. Facility _ _ Address Contact Phone/+ University Hospital 7201 N. University Dr. Main # 954.721.2200 Tamarac Kidney Center 7047 NW 88 Ave 954.721.0093 (Dialysis) Pump Station 54 7700 Blk NW 61 St. C-14 Pumps 1 Southgate/North Lauderhill 2 Southgate/Pine Island 3 Southgate/Sawgrass Millennium Middle School 5803 NW 94 Ave. 754.322.3900 Challenger Elementary 5703 NW 94 Ave. 754.322.5750 Tamarac Elementary 7601 N. University Dr. 754.322.8600 Tamarac Community Center 8601 W. Commercial Blvd. 954.597.3620 Broward County is to provide additional County designated sites of importance to the response plan. 7.3 Organization and Staffing 7.3.1 Normal organization and staffing The City operates with a City Manager as the Chief Executive Officer and the City Commission providing the legislative function and other functions specified by law. Department Directors provide direction and oversight within specific areas of responsibilities. Departments within the City include the City Managers Office, Financial Services, Office of the City Clerk, Building and Code Compliance, Community Development, Human Resources, Information Technology, Parks and recreation, Public Works, Utilities and Fire Rescue. The City Attorney and Broward Sheriffs Office provide municipal services through contractual obligations. 7.3.1.2 Organizational Structure used on a normal day to day operation. City of Tamarac Organization Chart CSgi'Cg11lF'Ssr,� slmtL AA Rwtvdeq Far hr Manager" t F Merf IAgTr1. upaA ,•auas*^u -:�sfp9!6AAA1�'�R Smpp AAk E'E fW'�t5 F12MR19&M74n; a.4 a�ph"st taIL, S'oUans Dv.-mp*Sunrl Lj�mntr 7.3.1.3 Line of succession During normal operations the City Manager acts as the CEO of the City, in his absence the Deputy City Manager would act in place of the CM. in the absence of both the Assistant City Manager would be authorized to act in place of the CM. Absent those positions the Fire Chief, Directors of Human Resources, Financial Services, Building and Code Compliance, Public Works, Utilities, Community Development, Parks and Recreation, City Clerk and Information Technology, in order, would assume the role of the City Manager. Within each department, the Deputy Director, Assistant Director or other subordinate designated would replace the Department Director should the Director be unavailable. Director Second Tertiary_ City Manager Deputy City Manager Assistant City Manager Fire Rescue Deputy Fire Chief Division Chief Building Chief Structural Operations Manager BSO Chief Executive Officer Lieutenant City Clerk Assistant City Clerk Com Dev P & Z Manager Financial Services Budget Officer Controller Human Resources Assistant Director IT HTE Support Specialist P & R Parks Superintendent Recreation Superintendent Public Works City Engineer Operations Manager Utilities Assistant Director Operations Manager 7.3.1.4 Personnel rosters for Emergency notification and call back The City maintains a roster of employees as a function of the Human Resources Department. The current roster is maintained and available through the Director of Human Resources. The home address, telephone numbers and other employee information is contained within these records. Individual departments maintain a list of employee information necessary to conduct business and to provide adequate contact information should the need arise. Documentation of training records and certifications is maintained in the main employee files at the Human Resources Department, additional or duplicate records may be maintained by each department. Information regarding employee contact or emergency information can be obtained, within the parameters permitted by law, from the Human Resources Department or through the Department Director. If necessary, separate rosters, by department, will be created and maintained detailing employee names, addresses, telephone contact numbers, alternate contact means, emergency contacts, emergency assignment and special skills. This list will be made available prior to and during declared disasters to facilitate the delivery of services to the community. Appendix Section 11.2.2 lists personnel and contacts for City employees. 7.3.1.5 Services normally provided by municipal employees that are relevant to emergency response and disaster recovery The City of Tamarac provides basic municipal services, including fire -rescue, law enforcement, building and development, water and waste water, public works, parks and recreation, transportation, social, and financial services to the community as well as internal support services such as human resources, risk and safety, information technology, records management, fleet management, purchasing and budget services. 7.3.1.6 Contracted services relevant to emergency response and recovery The City of Tamarac contracts with the Broward Sheriffs Office for the delivery of law enforcement services. Public health services are provided by Broward County Department of Public Health. Trash removal services are provided through the community by way of non-exclusive franchises awarded by the City. During emergency operations the City will utilize several specialty contractors including those for debris removal, debris monitoring, food services, water and ice provisions and others. The debris removal service contract is with Grubbs Emergency Services and the monitoring contract is through Beck Disaster. Recovery. 7.3.1.7 Contractor availability during disasters Grubbs Emergency Services is contracted for debris removal services and is to be available following a disaster. Notification by the City will result in a response from Grubbs. Beck Disaster recovery will provide debris monitoring services during recovery activities and are required, by contract, to be available upon City request. 7.3.2 The municipal preparedness organization 7.3.2.1 Emergency preparedness organization established The City of Tamarac has established emergency responsibilities within the structure of the municipal government. An emergency plan has been developed, distributed and reviewed by employees directly involved in emergency planning and response. The municipal responsibilities are based upon activities that follow usual work assignments as closely as possible; however, many employees can expect to perform functions outside of their normal scope of work as required by the nature of the disaster. A program of information dissemination is ongoing and involves emergency responders and the City staff providing community information at public meetings, events and through written materials including media releases. As a consequence of Tamarac's location in the metropolitan are of South Florida, regional public information messages are provided by most municipal and county governments and serve to reinforce the efforts of the City. The emergency operations of the City shall follow the concept of unified command and the details contained within this document. Departmental responsibilities will be coordinated to support the mission of the City to maintain a governmental presence, provide for the welfare and security of the community and to promote a return to normalcy as quickly as possible. The intent of the City is to provide a NIMS compliant structure that will allow the coordination of efforts and resources with adjacent jurisdictions, the county, the state and federal responders. Standards of operation shall be established for each department as published in the appropriate annexes of this document. Basic operations are outlined, but the nature of the emergency will dictate specific needs and activities. It is expected that this document will enhance coordination and cooperation with other governmental jurisdictions, private contractors, volunteer agencies, employees and the public. 7.3.2.2 Preparedness structure and staffing The City utilizes the regular municipal structure for preparedness activities. Each department has identified the preparedness activities that are essential to protecting their assets. Preparedness activities are shared throughout the organization and are implemented pre -event using the standard process. Purchasing, contract development and review, planning and administration of activities are conducted following established City procedures. CitV of Tamarac Onganizabon Chart ug" to twr Nov 7.3.2.3 Individual assignments The following list of personnel and assignments identifies the individuals with specific responsibilities during an EOC activation. Name/Position EOC Assignment Jeff Miller, City Manager Michael Cernech, Deputy City Manager Information and Planning Diane Philips, Assistant City Manager Jim Budzinski, Fire Chief Emergency Manager Kingman Schuldt Firefighting/SRR/Medical Kenneth Dugger, BSO Law Enforcement/Military Gary Jones, Building/Code Compliance Damage Assessment Sam Goren, City Attorney Legal Marion Swenson, City Clerk EOC Documentation Lucy Crockett. PIO Public Information Chris King, Community Development Business/Industry/Housing Steven Chapman, Financial Services Finance/Logistics Maria Swanson, Human Resources Employee/Resident Wellness Levent Sucuoglo, Information Technology Greg Warner, Parks and Recreation Jack Strain, Public Works Ray Gagnon, Utilities Volunteers Comm/Tech Support Shelter/Resource Distribution/Transportation/ Social Services Debris Mgmt/Engineering Utilities/Environmental In the annex, Section 11.2.2 of this plan, contact information for those individuals listed above is provided. 7.3.2.4 Community Responsiveness The City has established relationships with a variety of community groups and provides for communications with them during activations. Various sectors of the community, especially homeowner associations, are contacted and serve to extend the reach of public employees and the efforts of the City. Associations are provided with information and encouraged to participate in recovery and response efforts. The City assists these organizations in preparing plans, conducting CERT classes and offering individual programs on preparedness, including Code Red, special needs registries and the identification of critical needs. 7.3.2.5 Coordination of Regional Efforts The City of Tamarac actively participates in the Emergency Coordinating Council (ECC) in Broward County. This council is made up of representatives of each municipality, county agencies and support agencies with responsibilities in preparedness, response and recovery activities. It is the intent of the City of Tamarac to continue to participate in this forum and to coordinate activities to coordinate with other governmental agencies, private industry, social service agencies and others in support of preparedness, response and recovery efforts. The ECC provides direct involvement of the participants and encourages the sharing of information and cooperation. The Fire Chief has been assigned to represent the City at the ECC. Funding for emergency preparedness has been established in the City Manager's Emergency preparedness fund has been incorporated into each department's annual budget and when necessary, appropriations have been made by the City Commission as amendments to the regular budget. Tamarac also participated in the development and efforts provided for in the Local Mitigation Strategy. This group meets periodically and promotes mitigation to minimize the effects of a disaster. This is a county -wide effort and affords the availability of grants and coordination of efforts. 7.3.3 Emergency Organization 7.3.3.1 Structure The City has designated assignments for the emergency operations to reflect the basic concepts of the NIMS plan. 7.3.3.2 Briefly describe the roles and responsibilities of each of the above noted in the chart The Incident Commander (IC) is responsible for all incident activities, including the deployment of strategies and tactics and the ordering and release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site. The Public Information Officer (PIO) is responsible for interfacing with the public and media or with other agencies with incident related information. The PIO Prepares news releases and updates EM Coordinator of public issues in the news. The PIO disseminates information to the public through several means, including Newsletter (Tam A Gram Extra) • Radio • TV Newspaper The BERT Liaison Officer provides coordination with representatives from cooperating and assisting agencies. This position serves as the point of contact for individuals and organizations rendering or requesting assistance. The Operations Sector Chief is responsible for all tactical incident operations, including subordinate branches, divisions and groups. The Planning Section Chief is responsible for the collection, evaluation and dissemination of tactical information related to the incident. The Planning Chief is also responsible for preparing the IAP or Incident Action Plan. This position is also responsible for resources, documentation and demobilization as well as technical specialists. The Logistics Section Chief is responsible for facilities, services and materials support for the incident. The Finance Section Chief is responsible for all incident costs and financial considerations. This includes: time worked and resources used, procurement of supplies and resources, compensation for employees and contractors, claims for the cost of services, equipment and supplies, and the cost of the incident to the City. A Safety Officer is responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety. This officer has the responsibility to review any operation for the purpose of ensuring safe practices and the healthy environment, as well as to direct changes that reduce the risk of injury, damage to equipment, or loss of resources. 7.3.3.3 Individual staffing Individuals are assigned specific functions during an activation, the following assignments indicate the anticipated responsibilities, however, the assignments may be modified based upon the incident or availability of individuals. Contact information is provided in the annex, Section 11.2.2 Incident Commander Public Information Officer Liaison Officer Safety Officer Operations Chief Planning Chief Logistics Chief Finance Chief Jim Budzinski Lucy Crockett Diane Philips Patty Tomaszewski Unified Command Michael Cernech Keith Glatz Steven Chapman In additional, a representative from the City Attorney's Office will be assigned to the EOC. 7.3.3.4 Line of succession A strict line of succession has not been established for the EOC positions, however, as a guide, subordinate staff members designated by the Department Director or City Manager may step up to fill the role of the assigned individuals. 7.3.3.5 Chain of command A chain of command is clearly established and follows normal operations, as much as possible. That is, employees assigned within each department continue to report to their usual supervisors, those assigned duties away from their usual assignments will report to the designated supervisor for the function to which they are assigned. Reporting responsibilities will be identified and assigned along with any task or activity. The designated EOC staff will be responsible for the overall incident, including setting priorities and allocating resources. Field Operations Centers shall control those operations within their area of expertise and shall report to the EOC when requesting additional resources or completing assignments, they are subordinate to the municipal EOC and may be directed by the Emergency Manager. Incident Commanders are subordinate to the Field Operations Center and will receive resources and direction from them. Crews, units and individuals will report through their assigned supervisor to the Field Operations Centers. The span of control for all supervisors shall be as close to the usual conditions as is practical, non -supervisory employees may need to assume a supervisory role when managing outside resources, including volunteers. Typical span of control should not exceed seven direct reports, although this number may increase based on the incident. If necessary, qualified external professionals may be accepted by the City Manager to provide for the relief of regular employees during extended operations. In most instances it is expected that Tamarac managers will maintain a significant presence in the EOC. 7.3.3.6 Key emergency facilities or locations The City may provide an emergency family shelter for employee family members at Tamarac Community Center, 8601 Commercial Blvd. This shelter may be activated when a major hurricane threatens the City or other event occurs which requires employee families to be sheltered. This facility is operated and staffed by the Tamarac Parks and Recreation Department with assistance of family volunteers. Additional community shelters may open at Millennium Middle School or Challenger Elementary School, it is expected that Red Cross volunteers will staff those locations, should they be used. A Point of Distribution (POD) has been established and successfully operated along NW 57`h Street from University Dr. to Pine Island Rd. directly behind 8601 Commercial Blvd., the Tamarac Community Center and the Broward County Library. This POD can be activated when goods and materials are made available for public distribution. Staffing and operation is provided by the Parks and Recreation Department and assigned POD contingent along with Volunteers from the community. Additional sites within the community have been identified as limited staging areas for outside resources, it is expected that City staff will be assigned to monitor the use of these areas, based upon the intended function being served. 7.4 Roles and responsibilities 7.4.1 Overview The responsibilities of those with EOC assignments shall follow the detail provided in section 7.3.2.2 for Emergency Support Functions. These assignments are supportive of the NIMS concept of operations and may operated under the EOC structure established. Employees are trained in the EOC operation prior to assignment and if any concerns are identified during the incident that cannot be resolved, this Emergency Manager shall take the appropriate action to resolve the issues. Emergency Support Functions (ESF) The City Plan supports the Federal, State of Florida, and Broward County emergency plans. Under these plans specific areas of assistance are divided into ESF's. City departments are assigned the following areas to coordinate with Broward County. 1. ESF 1 Transportation: a. Purpose: Provide or obtain emergency transportation resources to support the needs of voluntary organizations and other emergency support functions requiring emergency transportation capacity to perform their emergency response, recovery and assistance missions. b. LEAD Department: Parks and Recreation. C. Scope: (1) Assist with the emergency evacuation and re-entry of threatened areas. (2) Allocate, prioritize, and coordinate public and private transportation of people, materials, goods, and services within Tamarac. (3) Assist with recovery operations. d. Priorities: (1) Evacuate persons from immediate peril. (2) Maintain traffic movement for self evacuation and re-entry transport of emergency resources. (3) Transport materials, personnel, and supplies for the support of emergency activities. (4) Transporting of relief supplies. 2. ESF 2 Communications: a. Purpose: Provide for the coordination of communications between Tamarac and the County, between other Emergency Support Functions, and voluntary relief organizations requiring communications capacity to perform their emergency response, recovery and disaster assistance missions. b. LEAD Department: Management Information Services. Support Departments: Tamarac Fire Rescue Department C. Scope: Coordination of the communication assets (both equipment and services) available from state agencies, voluntary groups, county agencies, the telecommunication industry, federal government agencies, U.S.. Military, and Tamarac. d. Priorities: The priorities for allocation of these assets will be as determined by this ESF and the EOC Management Team. 3. ESF 3 Public Works and Engineering: a. Purpose: Provide or coordinate emergency public works and engineering. b. LEAD Department: Public Works. Support Departments: Utilities C. Scope: Encompasses the provision of technical advice and evaluations, engineering services, construction management, and inspection emergency contracting and emergency drainage, water wastewater and solid waste facilities. (1) Activities include: (a) Management and preparation of government infrastructure and facilities. (b) Emergency clearing of debris. (c) Clearing, repair or construction of emergency access routes. (d) Restoration of critical public services and facilities including water supply system. (e) Demolition or stabilization of damaged structures and facilities designated as immediate hazards to public health and safety. (f) Technical assistance and damage assessment. (g) Maintain Storm water facilities d. Priorities: The priorities for allocation of these assets will be as determined by this ESF and the EOC Management Team. 4. ESF 4 Fire Fighting: a. Purpose: Perform emergency response, firefighting, recovery and assistance missions. b. LEAD Department: Fire Rescue Department. C. Scope: (1) Assist with emergency evacuation and re-entry of threatened areas. (2) Coordinate the use of fire service resources in Tamarac. (3) Prioritize the use of people, materials, goods, and services within Tamarac. (4) Support ESF 16 and ESF 3 in hazard identification and regulation. (5) Assist with response and recovery operations. (6) Manage and coordinate fire fighting support in the detection and suppression of fires and other hazardous conditions, and mobilizing and providing personnel, equipment, and supplies. d. Priorities: (1) Provide direct warning to persons in imminent danger. (2) Assist in the evacuation of persons from immediate peril. (3) Implement public safety and protective actions. (4) Suppress fires. (5) Conduct operations under the Incident Management System (IMS). (6) Provide logistical support for emergency personnel. 5. ESF 5 Information and Planning: a. Purpose: Collect, process, and disseminate information about potential or actual disaster or emergency operations and to facilitate and support overall activities. b. LEAD Department: Community Development. Support Departments: Finance C. Scope: (1) Collect and process essential elements of information from Federal, State, Broward County, other ESFs, and volunteer agencies and disseminate it for use by emergency operations, and provide it as input for reports, briefings, displays, analyses, and plans. (2) Consolidate information into reports to document overall emergency activities to keep State and County, operation centers and the public informed of the status of the overall operations. (3) maintain displays of pertinent information of briefing maps, charts, and status boards in the Tamarac Emergency operations Center and through other means, such as, computer bulletin boards, work stations, and electronic mail. d. Priorities: (1) Gather information from the ESF's (2) Prepare Situational reports (3) Provide input into action plans 6. ESF 6 Mass Care: a. Purpose: Coordinate activities involved with the emergency provision of temporary shelters, emergency mass feeding, bulk distribution of coordinated relief supplies for victims of disaster, and disaster welfare information. In some instances, services also may be provided to disaster workers as described below. b. LEAD Department: Parks and Recreation. Support Agencies: Volunteer organizations, Columbia University Hospital C. Scope: 1) Coordinate the tasking of all sheltering activities during a disaster to include the sheltering of people with special needs. Also, see ESF-18. (2) Coordinate the establishment and operation of mass feeding facilities in areas affected by disasters in coordination with ESF-11. (3) Coordinate with relief efforts provided by volunteer organizations performing mass care functions. Coordinate with ESF-15 for support of mass care operations. (4) Coordinate the establishment of a system to provide shelter registration data to appropriate authorities. (5) Coordinate the provision of emergency first aid in shelters, fixed feeding sites, and emergency first aid stations. (6) Coordinate with ESF-8 for the provision of medical support exceeding that required for standard first aid, for the prevention of communicable diseases, to include epidemiological and environmental health activities, as related to sheltering and feeding disaster victims. (7) Provide quantitative mass care services data to ESFs-5 (Information and Planning), 11 (Food), and others who require accurate data for response planning. (8) Coordinate with ESF-16 (Law Enforcement) for additional ESF-6 facility security resources. (9) Coordinate with ESF-2 (Communications) to ensure each shelter has a working system of communications. (10) Coordinate with ESF-12 (Utility Services) to ensure each active shelter location has priority for restoration of power and other utility services. (11) Coordinate with ESF-7 for additional resources to support the mass care and feeding operations. 7. d. Priorities: The primary focus of this ESF will be to provide refuge for evacuees displaced from their residents because of an emergency. ESF 7 Resource Support: a. Purpose: Provide logistical and resource support to other organizations through purchasing, contracting, renting, and leasing of equipment and supplies. b. LEAD Department: Finance Department. C. Scope: Coordinate and/or provide logistical and resource support for emergency response and recovery operations to other ESFs, during the implementation of this plan for an imminent or declared state of local emergency. This includes emergency supplies, office space, office equipment, office supplies, telecommunications, contracting services, transportation services (in coordination with ESFs -1, Transportation), and personnel required to support emergency activities. d. Priorities: The priority for allocation of these resources will be determined by the EOC Management Team. (1) City (2) Citizens (3) Relief Workers 8. ESF 8 Health and Medical Services: a. Purpose: Identify, manage, and organize the response of resources needed for public health and medical care needs following a significant emergency, and to coordinate emergency response and relief assistance between local and state and federal governments for emergency health and medical support. b. LEAD: Department: Fire Rescue Department /Social Services. C. Scope: (1) Assess health/medical needs. (2) Conduct disease control and epidemiology activities. (3) Organize health/medical care personnel. (4) Identify and coordinate health/medical equipment and supplies. (5) Maintain statuses of in -hospital care capabilities. (6) Assure food and drug safety. (7) Emergency responder health and safety (Critical Incident Stress Debriefers). (8) Assess radiological/chemical/biological hazards. (9) Coordinate mental health and crisis counseling. (10) Provide emergency health advisories and related data for public information releases. (11) Conduct vector control/monitoring. (12) Advise the portability of water and disposal of wastewater and solid waste. (13) Medical Command and Control (MSU). (14) Provide and coordinate emergency medical services. e. Priorities: Provide those emergency health and medical services needed to address public health and safety concerns. 9. ESF 9 Search and Rescue: a. Purpose: Coordinate search and rescue operations and resources during emergency response and recovery. b. LEAD Department: Fire Rescue Department/ BSO. C. Scope: (1) Perform necessary actions to locate victims within impacted areas. (2) Coordinate search and rescue assistance requests from other ESFs received through the Tamarac Emergency Operations Center. (3) Coordinate, allocate and prioritize search and rescue operations resources to include people, materials, goods, and services within the impacted areas. (4) Perform necessary actions to assist with rapid impact assessment during recovery operations. d. Priorities: (1) Respond to locations or events where there may be numerous trapped or vulnerable victims of the emergency who need immediate medical and rescue assistance. (2) Assist in the evacuation of persons from immediate peril. (3) Respond to and implementing public safety and protective actions. (4) All operations will be conducted under the Incident management System (IMS). (5) Provide for the safety and health of all emergency personnel by providing logistical support, food/shelter, and medical care. 10. ESF 10 Environmental Protection: a. Purpose: Coordinate response to an actual or potential discharge and/or release of hazardous materials resulting from a natural, manmade, or technological disaster. b. LEAD Department: Fire Rescue Department. Support Department: BSO C. Scope: (1) Coordinate effective and efficient response to discharges and releases of hazardous materials. (2) Coordinate all state departments and agencies with responsibilities and assets to support the response to actual and potential discharges and releases of hazardous materials. (3) Respond to oil discharges and hazardous substances will be in accordance with the National Contingency Plan (NCP). (4) This ESF does not impede or negate the use of or request for the activation of the Regional Response Team (RRT). (5) Provision of hazardous material response support includes: (a) Perform necessary actions to assist with emergency evacuation ana re-entry or tnreatenea areas. (b) Coordinate hazardous materials technical assistance requests. (c) Coordinate, allocate and prioritize additional public and private resources to include people, materials, goods, and services within the affected areas by the hazardous materials release. (d) Support ESF-16 and ESF-3 in hazard identification, safety, and mitigation. (e) Perform necessary actions to assist with response and recovery operations. (f) Manage and coordinate hazardous material team support in the detection, identification, and containment of hazardous materials, and mobilizing and providing personnel, equipment, and supplies to respond. d. Priorities: (1) Provide direct warning to persons in imminent danger. (2) Assist the evacuation of persons from threatened areas. (3) Respond and implement public safety and protective actions. (4) All operations will be conducted under the Florida Fire Chiefs incident Management system (IMS). (5) Provide for the safety and health of all emergency personnel by providing logistical support, food/shelter, and medical care. ESF-10 will interface with ESF-8. 11. ESF 11 Food and Water: a. Purpose: Identify, obtain, transport and distribute food, water, and ice needs of victims in the aftermath of a disaster or an emergency. b. Lead Department: Parks and Recreation C. Scope: Obtain needed food supplies (food, water and ice) which includes activities such as the assessment of food assistance needs, identification of locations of food stores & storage, arranging for transportation of those food supplies to designated staging areas within the disaster area, and/or authorizing disaster food voucher and, in conjunction with H.R.S., a request for the issuance of emergency food stamps. d. Priorities (1) Conduct an assessment of the needs of disaster victims for food and water. (2) Inventory food supplies on hand, warehouses, food banks, etc. (3) Identify and secure warehouse space to store food and water supplies. (4) Package donations received for distribution assuring that food resources secured and delivered by ESF-11 are suitable for either household distribution or congregate meal service as appropriate. (5) Coordinate requests for food & water supplies and maintain database on requests received, donations received, etc. (6) Coordinate transportation of food shipments to warehouses, mass feeding sites, pantry locations, households, etc. (7) Purchase or solicit food supplies to sustain disaster victims. (8) Identify staging areas and distribution sites, other than Mass Care sites. Coordinate distribution of food & water at distribution sites other than Mass Care sites. Secure bulk food, water and ice to support mass care sites. 12. ESF 12 Energy: a. Purpose: Coordinate policies and procedures to be used by Tamarac departments and utility services responding to and recovering from shortages, outages and shortfalls in service or capacity of utilities and flood control systems. b. Lead Department: Utilities C. Scope: (1) Assess damage to utility systems, supply, demand, and requirements to restore such systems. (2) Assist local governments in determining priority of utility system restoration for emergency operations. (3) Coordinate with ESF-3 and ESF-7 for assistance in helping utilities obtain information, equipment, specialized labor, fuel, and transportation to repair or restore systems. (4) Recommend local and state actions to conserve utilities; (5) Provide information, education, and conservation guidance to the public. (6) Coordinate information with state, and federal officials and utility suppliers about available utilities and recovery assistance. (7) Provide technical assistance involving utility systems. (8) Prepare recommendations for the State Coordinating Officer (SCO) and the Federal Coordinating Officer (FCO) priorities to aid restoration of damaged systems. (9) Coordinate with ESF #14 regarding media/public information. d. Priorities: (1) Clear debris and repair drainage systems required for passage of emergency personnel, supplies, and equipment for lifesaving, health, and public safety purposes. (2) Repair raw water wells and water treatment plants to the extent required for essential services. (3) Repair water distribution systems, especially those serving hospitals, nursing homes, shelters, and other public health and safety facilities. (4) Repair wastewater treatment plants to the extent required for essential services. (5) Repair wastewater collection and transmission systems, especially those serving hospitals, nursing homes, shelters, and other public health and safety facilities. The restoration of other utility services such as FPL, gas companies, Southern Bell, and other communication services are required to support those recovery items listed above. 13. ESF 13 Military Support: a. Purpose: Coordinate the use of military resources (DOD and Florida National Guard) to support the needs of local governments, voluntary organizations and other emergency support functions in performance of their emergency response, recovery and assistance missions in a major or catastrophic emergency. b. LEAD Department: Through Broward County Parks. 14. ESF 14 Public Information: a. Purpose: Establish a mechanism that efficiently provides and disseminates vital information to the public in the event or threat of a major or catastrophic emergency. b. LEAD Department: City Manager's Office. C. Scope: Information to be provided to the public during and after a catastrophic emergency includes: (1) Specific protective actions to take in response to an emergency threat. (2) Status of emergency conditions and operations within the affected area(s). (3) Availability of shelter and emergency services. (4) Measures to be taken for public health and welfare. (5) Information concerning specific emergencies, their associated threats, and protective actions to the news media and general public. (6) Identification of a central point of contact that will allow the news media and general public to access information. (7) Format for managing and staffing of public information telephone lines before, during and after a disaster. (8) Public information concerning needed volunteer goods and services. d. Priorities: (1) Emergency public information aimed at informing people of specific protective actions they need to take to reduce their vulnerability. (2) Information on issues concerning public health and welfare. (3) Instructions as to how to obtain emergency assistance and disaster relief. (4) Release of summaries of governmental emergency actions to the media. (5) Responding directly to general public requests for information. 15. ESF 15 Volunteers and Donations: a. Purpose: Coordinate and facilitate the delivery of donated goods and voluntary services to support the relief effort in a disaster area. b. Lead department: Social Services C. Scope: Provide a coordinated approach as it relates to volunteer agencies and volunteers in a disaster situation and to coordinate the receipt and delivery of donated goods to the affected area. This effort includes an assessment and prioritization of available resources and identified needs and securing additional resources, in cooperation with local, state and federal agencies. d. Priorities- (1) Conduct an assessment of the needs of disaster victims for various goods and services. (2) Inventory various goods available, to include quantities, location, type, etc. (3) Prioritize the delivery of goods and services for basic needs with acute needs as first priority, then areas of moderate needs. (4) Refer non-affiliated volunteers to qualified agencies that request volunteers. (5) Coordinate requests for goods and volunteers and maintain database. (6) Coordinate transportation of donations to warehouses, mass distribution sites, households, etc. (7) Coordinate transportation, housing, and other needs of non-affiliated volunteers within and into the disaster area. (8) Maintain a list of all voluntary agencies participating in the emergency response and ensure that those agencies are included in the planning and response efforts of the various ESF's identified in the County's response. 16. ESF 16 Law Enforcement and Security: a. Purpose: Establish procedures for the command, control, and coordination of county, municipal, and local state law enforcement personnel/equipment to support emergency/disaster response operations. These procedures will support the implementation of actions as outlined in the Florida Mutual Aid Plan for law enforcement pursuant to Chapter 23.1231, the Florida Mutual Aid Act. b. Lead Department: Broward Sheriffs Office C. Scope: Coordinate the overall activities of the County's law enforcement agencies with State/Federal governments as well as the County's Emergency Operations Center (EOC). 17. ESF 17 Animal Protection: a. Purpose: Identify, manage, and organize the response of resources needed for the veterinary needs and care of pet, farm, and wild animals following a significant emergency, and to coordinate emergency response and relief assistance between local and state and federal governments for support of this function. b. LEAD Department: Broward County Community Services Department. 18. ESF 18 Special Needs: a. Purpose: Coordinate activities involved with the identification, registering, transportation, sheltering and care of people with special needs after a significant emergency. b. Lead Department: Social Services C. Scope: (1) Overall management of the special needs program. (2) Coordinate transportation of people with special needs. (3) Identify facilities and resources available for sheltering and care of people with special needs. (4) Coordinate staffing of special needs shelters including coordination with ESF-6 (Mass Care) and ESF 8 (Health). (5) Provide quantitative data to ESF-5 (Information and Planning), ESF-11 (Food), and others who require accurate data for response planning. (6) Coordination with ESF-2 (Communications) to ensure each shelter has a working system of communications. (7) Coordinate with ESF-12 (Utility Services) to ensure each active shelter location has priority for restoration of power and other utility services. (8) Coordinate with ESF-3 (Public Works and Engineering) and ESF-7 (Resources Support) for emergency generators and shuttering at shelter sites. d. Priorities: Provide refuge and care for evacuees who require specialized attention and sheltering. 19. Business and Industry a. Purpose: To provide timely information to business and industry and coordinate activities relating to business resumption without the disruption or compromise of any County/Municipal activities relating to Ie safety issues. b. Lead Department: Community Development C. Scope: Communicate closely with business leaders in the community to affect a swift and orderly recovery and return to normalcy, while ensuring services to the residents are restored and emergency services are not impeded. 7.4.2 Municipality's Governing Body 7.4.2.1 Individual Council members have an active role in the Emergency Organization. The Mayor and City Commission provide legislative authority to ensure preparedness, response and recovery efforts are coordinated and available to the community. They are not assigned roles in the EOC, but serve as community liaisons throughout the City. 7.4.2.2 Commission Responsibilities The Mayor and Commission authorize the creation of the Municipal Emergency Plan and shall adopt the National Incident Management System, including the concept of Incident Command consistent with Broward County, the State of Florida and federal standards. The Commission shall accept and approve the Municipal Emergency Response Plan. When necessary, the City Commission shall approve contracts related to emergency response and recovery efforts. When appropriate, and in the best interest of the City, the City Commission will accept state and federal grants to provide for enhanced mitigation, preparedness, response and recovery. The City Commission will, when it is deemed mutually beneficial, enter into automatic or mutual aid agreements to secure emergency and support services for the community. The Commission shall promulgate legislation as necessary to support emergency operations and efforts. The Commission shall have all legal authority authorized by Florida Statutes and the Tamarac City Code. 7.4.3 The Municipal Emergency Management Coordinator 7.4.3.1 The Emergency Manager The Fire Chief is designated as the Emergency Manager (EM) for the City of Tamarac. The Emergency Manager shall serve to coordinate activities under the Municipal Emergency Plan as well as serving as the Incident Commander for the EOC operations during time of emergency. 7.4.3.2 Responsibilities The EM is assigned responsibility to develop and maintain the municipality's emergency preparedness program, including but not necessarily limited to: • Conducting, accessing and/or reviewing studies, reports, regulations and technical guidance relevant to the municipality's emergency preparedness program « Ensuring the municipality's initial and continuing compliance with NIMS and related requirements and guidance issued by Broward County, the State of Florida and/or federal agencies • Conducting public information activities and outreach to the private sector within the municipality and/or participating in Broward County's public information and outreach programs • Analyzing the municipality's staffing, equipment and facility resources to determine their adequacy for plan implementation, and planning corrective actions where indicated • Maintaining the emergency plan and ensuring maintenance of associated operational procedures by the responsible organization • Developing and/or implementing municipal training programs in emergency plan implementation and in NIMS compliance • Developing an exercise program for the municipality and ensuring municipal participation in county, regional and statewide exercises • Coordinating the preparation of "after action" reports regarding exercises and/or implementation of the emergency plan; Coordinating the implementation of corrective actions defined in the reports • Developing, coordinating and/or maintaining mutual aid agreements and/or contracts for services, equipment and supplies for use during emergencies • Coordinating the identification, equipping, and readiness of the municipality's designated emergency facilities « Coordinating the municipality's emergency preparedness activities with Broward County and adjacent municipalities • Serving as the municipality's representative on the Broward County Emergency Coordinating Council • Providing technical advice and support to municipal agencies and other organizations regarding emergency preparedness and planning • Fulfilling the responsibilities of the position within the municipality's emergency organization assigned to the coordinator • Fulfilling other responsibilities as deemed appropriate by the municipality and defined in the emergency plan. 7.4.4 Other individual municipal officials or non -municipal officials 7.4.4.1 Assigned responsibilities to specific individuals versus agencies and organizations Responsibility for specific tasks outlined in this plan or determined to be necessary in support of the response to the community may be assigned to individuals, associations, agencies or others able to provide the needed resources and assistance. These assignments will be made by the Emergency Manager based upon incident needs and the qualifications and abilities of non -municipal entities. Examples of such groups include community oriented service individuals or agencies including religious, fraternal, and any other able and willing to assist during an emergency operation. The Mayor and City Commission will serve as community ambassadors, identifying needs within the community and providing information to the community. The City Attorney will provide representation to the City EOC and assist in legal matters related to the emergency. The EOC Coordinator is the individual designated by the Fire Chief to assist in maintaining readiness of the EOC, preparing the EOC for operations, coordinating efforts in support of EOC technology, communications and other equipment. The Community Education and Preparedness Specialist is currently the designated EOC Coordinator. 7.4.5 Municipal agencies 7.4.5.1 Organized municipal agencies responsibilities All City departments have been assigned emergency preparedness, response and recovery responsibilities. Those common responsibilities follow: • Ensuring that all agency staff members have been appropriately trained in their emergency duties and operations, including applicable training required under NIMS and I CS • Participating in the municipal emergency preparedness organization, as assigned • Supporting maintenance of the municipality's emergency plan • Staffing any assigned positions in the municipal emergency organization and, during activation of the emergency plan, fulfilling all responsibilities of those positions Supporting the analysis of the adequacy of agency personnel, equipment and facilities for emergency plan implementation, and implementing corrective actions to address identified shortfalls • Participating in exercises of the emergency plan • Supporting preparation of "after action" reports and implementing, as indicated, corrective actions • Maintaining agency facilities, equipment, and supplies in readiness to support emergency operations • Entering into contracts and agreements with other entities as necessary to fulfill the agency[s responsibilities • Fulfilling any other responsibilities assigned to the agency in the emergency plan In addition, responsibilities specific to each department are detailed in the appropriate annexes to this plan. 7.4.6 Non -municipal agencies and organizations 7.4.6.1 Non -Municipal agencies in preparedness The City of Tamarac encourages all homeowner and condominium associations and property management companies to establish and participate in an emergency preparedness program that is consistent with and compatible with this plan. The City is prepared to assist and cooperate with any social service, fraternal, religious organization to further the preparedness of the community. 7.5 Preparedness Actions 7.5.1 Coordination of preparedness activities 7.5.1.1 Integrated, unified approach The City of Tamarac is committed to an integrated, unified, countywide approach to emergency preparedness. The City participates in the Emergency Coordinating Council (ECC) and the Local Mitigation Strategy Task Force (LMS). In addition, Tamarac participates with Broward County in preparedness activities and works with neighboring communities, including participation in mutual aid and automatic aid agreements. 7.5.1.2 Coordinated approach to preparedness and activities The City provides emergency preparedness training to the homeowners groups, condominium associations and any other group interested in emergency preparedness. Special meetings of the President's Council, Chamber of Commerce and other local organizations have been held to coordinate and encourage participation. 7.5.1.3 Preparedness coordination with private sector The City has coordinated with private sector partners in the creation, review and implementation of their emergency plans. Emergency plans for the public schools, nursing care facilities, home health care and hospitals have been reviewed and are consistent with this plan. 7.5.2 Training 7.5.2.1 Required Training Tamarac has provided NIMS training at levels appropriate to the individual employee's responsibilities within the plan. Documentation is maintained for each training session and each individual. The City has experience with emergency preparation, response and recovery. Implementation of the emergency plan and its standard operating procedures has been necessary on several occasions, most recently, the 2004 and 2005 hurricane seasons. 7.5.3 Exercises and "after action" reporting 7.5.3.1 Exercise of the emergency plan Tamarac schedules emergency preparedness practice activities and participates in county exercises. The implementation of the plan and review of activation and operating procedures is conducted annually. The City participates in county and regional exercises throughout the year. 7.5.3.2 After -action reports An after -action report is prepared following an exercise or any activation. The report will identify activities needing modification as well as those working well. The findings are then placed into a formal document and disseminated to the appropriate directors for review and corrections. Specific assignments may be made as required and an implementations schedule of these changes will be provided. These reports are available for review. 7.5.4 Analysis of needs and capabilities 7.5.4.1 Tamarac will review emergency preparedness needs on a regular basis and each department shall be responsible to identify emergency preparedness needs and will monitor the status of existing resources to maintain readiness for disaster response and recovery operations. Tamarac will strive to comply with applicable federal and state standards regarding municipal preparedness and response capabilities. 7.5.4.2 Tamarac is prepared to handle most local emergencies without the need for outside assistance. Emergencies such as residential and commercial fires, vehicle accidents, dive rescue, medical emergencies, law enforcement operations, localized flooding, and minor hazardous materials incidents are all within the ability of the City to manage using local resources including existing automatic aid agreements and affiliated resources such as specialty law enforcement teams from Broward Sheriffs Office. Recovery efforts can also be managed within the existing organizational structure of the City, however, additional outside financial support will be required and these efforts will detract from the ability to provide normal levels of service for an extended period of time. A major or catastrophic emergency, such as Category 3, 4, or 5 hurricanes, will overwhelm the capabilities of the community to provide prompt and effective emergency response and short-term recovery measures. Other examples of major events might include etiological/biological incidents, nuclear attack, and terrorism incident affecting water supplies, electrical distribution or transportation services. Public utilities systems may fail; these include electricity, water, wastewater, and telecommunications which may be unavailable for extended periods of time and create an emergency that poses greater threat to the community than the initial event. 7.5.4.3 NIMCAST NIMCAST has been used as a self -assessment guide for determining the municipality's prevention, preparedness response and recovery status. 7.5.5 Public information and education 7.5.5.1 Pre -event public information and education The City of Tamarac has provided educational programs and material to the community to educate and prepare members of the community. Additional efforts have included special editions of the Tam -A -Gram as well as numerous public education forums designed to increase community awareness and preparedness. Tamarac has provided CERT and advanced CERT programs to interested residents and has established a Citizen Corps council to promote community preparedness. In addition to the programs in Tamarac, we have participated in County and State events and awareness campaigns. 7.5.6 Resource classification and certification 7.5.6.1 Compliance of equipment and materials The City of Tamarac will endeavor to comply with state and federal standards and requirements for the classification and certification of equipment and materials to be used in emergency response operations. Standard terminology and resource classification will be used when requesting resources. The resource management annex, Section 11.2, is included as part of this plan 7.5.7 Personnel classification and certification 7.5.5.1 Compliance of emergency response personnel The City of Tamarac will endeavor to comply with state and federal standards and requirements for the classification and certification of emergency response personnel. Standard classification and certification terms will be used when requesting resources. 7.6 Operational Actions 7.6.1 Event recognition and Plan Activation 7.6.1.1 Recognition Tamarac may receive notification of a major emergency and/or disaster through the 9-1- 1 emergency intake system, this system would be effective for most local situations and would likely involve only a local initial response. Additional emergency responders would then be notified using the FIRECOM dispatch center. Notifications of large incidents are routinely reported to the Fire Chief and Deputy Fire Chief and the BSO Commander for District 7. Those individuals are responsible to notify the City Manager or designee. In the event of a tropical storm event, adequate notice is normally provided through commercial broadcast and print media well in advance of the arrival of the storm. Formal notifications of Broward County Emergency Management advisories are provided directly to the City Manager by the City's Emergency Manager. Routine advisories are provided by E-Mail to all Department Directors. The City Manager shall communicate directly with the Mayor and Commission regarding preparedness, response and recovery activities. 7.6.1.2 Plan activation The Tamarac City Manager or his designee or the Emergency Manager for the City shall activate the municipal plan. 7.6.1.3 Action Required No formal action must be taken to activate the plan. The City Manager or designee and the Emergency Manager may chose to activate the plan whenever a significant incident occurs and activation of the plan would facilitate response and recovery activities 7.6.2 EOC Activation 7.6.2.1 EOC Preparations The EOC shall be readied for use by the Community Education and Preparedness Specialist. Staff of TFR or others, including IT and PW, will assist as necessary to ensure the center is fully operational. 7.6.2.2 Other Facilities Other municipal facilities will be prepared if needed as directed by the City Manager or Emergency Manager. These sites will be prepared by the operational department regularly responsible for the facility or as otherwise directed by the CM or EM. 7.6.2.3 Apparatus Apparatus anticipated to be used during an activation will be readied for use by the operational department to which the equipment is usually assigned. Public Works Fleet Manager shall assist as necessary to ensure all vehicles are prepared. 7.6.2.4 County Notification Whenever the municipal EOC is activated (except for exercises), Broward County shall be notified. This notification may be accomplished through FIRECOM or directly with BCEMD. The state Warning Point shall be notified when the municipal EOC is active. 7.6.3 Notification and mobilization 7.6.3.1 Notification Each Department Director shall notify the employees assigned to preparedness, response and recovery operations that the emergency plan is activated and provide them with specific information regarding their roles and responsibilities during the emergency. Notification may be directly or may be by telephone. Responsibilities are assigned according to the plan. 7.6.3.2 Level of mobilization Mobilization levels will coincide that of the EOC activation levels, however, modification of specific assignments is possible based upon the event. 7.6.3.3 Alternate method Individuals with emergency preparedness, response and recovery responsibilities shall report to their assignments, as specified in the plan, in the absence of any other direction from their supervisors. Employees are to report on their regularly schedule as soon as it is safe to do so, unless otherwise instructed. 7.6.3.4 Documentation When the EOC is operational when adequate staff and materials are available to initiate coordinated actions provided for in this plan. Broward County EMD shall be notified. 7.6.4 Initial actions 7.6.4.1 Verification of systems All communications systems shall be tested to verify operability; attempts shall be made to contact any individuals not reporting for their assignment. Rosters and inventories of resources shall be verified. Contact information shall be identified for agencies not present in the EOC. Municipal EOC representative shall be assigned and shall report to the County EOC. Status of the emergency shall be communicated to those at the EOC and communications and operability status shall be conveyed to the field operations centers. 7.6.4.2 Declaration of Emergency A Declaration of Emergency may be made by the City Commission, City Manager or Emergency Manager, however, once the County, State or Federal government has declared an emergency in an area that includes Tamarac, it is not necessary to have a formal declaration by the City. If a local emergency is declared the County shall be notified. 7.6.4.3 Initial Assessment An initial assessment of the incident will occur as soon as possible. The assessment will be conducted by the department most closely affiliated with the incident. Assistance with specific assessment needs will be provided by any department in support of the lead. In the event of a tropical weather event, the assessment will include a community based Rapid Impact Assessment using the instrument developed and distributed by Broward County EM. BSO shall conduct the initial RIA, followed by more detailed analysis from others. Additional, pertinent information, such as fatalities, injuries, displaced people, infrastructure failure or damage, and significant property damage, shall be provided as soon as possible. 7.6.4.4 Reporting Responsibility The information gathered during the assessment shall be provided to Broward County EOC as soon as possible, in a manner requested by BC, and shall be forwarded to the Tamarac municipal representative at the County EOC. 7.6.4.5 Coordination BSO shall conduct the initial RIA; however, the Building Official or other municipal official will coordinate assessment activities with Broward County or with State and Federal agencies. 7.6.4.6 Incident Action Plan The Planning Section Chief shall prepare an Incident Action Plan for the initial response period based upon the initial assessment. The plan will utilize the standard ICS format or equivalent. The IC shall approve the plan and direct its implementation. Field Command Centers will be notified of the IAP. 7.6.5 Public warning and emergency instruction 7.6.5.1 Responsibility The Incident Commander shall determine when the public is to be notified and to what extent. The relevant information will be prepared and distributed by the PIO using the standard format or another effective manner. 7.6.5.2 Coordination All media and public information releases shall be provided to the Broward County EOC. BCEOC shall make the informa6tioon available to adjacent municipalities and other agencies. It is likely that Broward County or other agencies will make announcements that affect Tamarac, which will be shared in advance of public broadcast through the Municipal Representative at the County EOC. 7.6.5.3 Notification Tamarac will use the broadcast and print media to notify residents of conditions affecting them. A daily Tam -A -Gram may be printed and distributed throughout the City if necessary. The CodeRed system can be used to notify residents and businesses by telephone of information determined to be important for Tamarac. A City Hotline will be maintained. The City's Message Boards may be placed in the community to convey critical information. Communications shall be forwarded to Broward County for distribution to media outlets. Individual flyers may be prepared to provide additional information regarding specific situations. Public address systems in patrol cars or municipal vehicles may be used. The City Manager or Emergency Manager may request that the Emergency Broadcast system be utilized. 7.6.5.4 Updated information The CodeRed system, Tam -A -Gram Extra, flyers and public media outlets will be used to provide updated information to the public. All of the same sources as were initially used could be employed; among these are the message boards, City Hotline and community meetings. 7.6.5.5 Evacuation If an evacuation is required the City shall request that area Red Cross shelters be used. The County EOC will be requested to notify Red Cross and to confirm the opening of the shelters as well as the specific locations available for Tamarac residents. Transportation may be requested through the County EOC and supplemented using Tamarac Transportation resources. The City Manager or Emergency Manager may request these resources through Broward County EOC or authorize and direct the use of municipal resources. 7.6.5.6 Shelter -in -place When requested to shelter -in -place residents may be informed by any of the methods identified above, however, it is most likely that the CodeRed system as well as other local notification methods will be employed. If a small area is impacted, individual visits to each home maybe used to terminate the order. City employees, BSO, CERT members and volunteers may be used to provide the notifications. 7.6.6 Continuing response actions 7.6.6.1 Municipal Actions The response actions for each department are detailed in the specific section of the plan pertaining to each department's responsibilities; however, individual incident specific assignments may be made. General continuing response actions include, but are not limited to: • Continuing development and approval of the IAP on the schedule established at the beginning of the emergency response, e.g., every 12 hours, using the standard ICS forms or equivalent • Implementing anticipated and preplanned response actions, such as emergency debris removal from roadways, providing public information, establishing security for damaged or evacuated neighborhoods, etc. • Conducting resource management activities in accord with the resource management annex to the plan • Documenting ongoing operations, personnel time, and expenditures in accord with the procedures given in financial management annex to the plan • Providing for municipal representation or liaison to the damage assessment process, which is often conducted by county, state or federal damage assessment teams following a major disaster. For local disasters, the plan may indicate, if desired, a municipal procedure for and responsibility to complete damage assessment • Receiving and processing requests for assistance or support from field command staff or other organizational units within the municipal EOC • Maintaining a continuing process of information exchange regarding the event, its impacts, and the status of response operations, e.g., through briefings in the EOC, periodic contact with field command units, EOC displays, etc. • Maintaining a continuing flow of accurate, consistent and timely public information • Continuing coordination activities with adjacent jurisdictions' EOCs and the Broward County EOC, if activated, including filing of situation reports with the County EOC as requested • Identifying the point or time when emergency operations will be considered complete, and the demobilization and deactivation process can be initiated. 7.6.6.2 Multi jurisdictional Cooperation The City of Tamarac will cooperate with multi -jurisdictional emergency operations coordinated by Broward County and/or the State of Florida including enforcement of curfews and evacuation orders, public health actions such as immunizations, disaster relief distribution, and other such activities that are required to support local and regional response efforts. 7.6.7 Deactivation of emergency operations 7.6.7.1 Municipal deactivation The City Manager or Emergency Manager may make the determination to deactivate the municipal EOC. This information will be communicated to the EOC staff to ensure notification is made to the Department Directors and the Field Operations Centers. Notification shall also be transmitted to the Broward County EOC through the Municipal Representative or other appropriate means. At the time that deactivation is directed all staff assigned shall compile documentation necessary to provide for accurate reporting and tracking of EOC operations. Such information shall be transmitted to the Finance Services Department to enable them to record payroll, purchasing and other expenses associated with the event. A post event review of the activities associated with the emergency shall be conducted within 30 days of the deactivation. This shall be the responsibility of the Emergency Manager and shall be documented in a report to the City Manager. Broward County may be contacted to initiate the Critical Incident Stress Management program if the need is identified. The City's Employee Assistance Program may also be utilized by any employee desiring assistance. 7.6.8 'Short-term recovery operations 7.6.8.1 Concept The City will provide initial recovery operations following State and Federal Disaster Declarations consistent with the resources available from local, state and federal sources. Operations shall utilize contractors when necessary to reduce the impact on municipal employees and resources. The goal of the City will be a return to normal operations as quickly as possible while monitoring and expediting recovery operations being conducted by the City's contractors. Initial recovery operations may be conducted by City staff until the activity is no longer needed or relief is obtained. For those local disasters where no state and/or federal assistance is available, the City shall perform necessary recovery activities to secure the community and reduce losses to residents, businesses and to the local government. Community support may be sought to maximize recovery efforts, this may include facilitating cooperative purchasing agreements for community associations, or the suspension of certain activities such as code enforcement, creating a fast track approval process for building permits or other regulatory functions of local government. Broward County will be contacted to ensure that all local and county efforts are coordinated. City Departments shall provide services consistent with their assigned function. Social Services, housing, building, engineering, and other required tasks would be first assigned to the staff providing these services as a part of their usual work. Additional staff may be directed to assist as needed. Contracts may be developed that would supplement the available municipal services. 7.6.8.2 Municipal Actions The City may engage in any activity designed to assist the community in the immediate recovery from a disaster. All municipal employees may be assigned initial recovery tasks. Assessment of the incident impact on the community shall be documented and a plan for a complete assessment shall be created. Critical needs shall be instituted first including ensuring the continuity of government, roadway clearing, removal of hazards and the restoration of essential services. Efforts shall be made to communicate the status and progress of all recovery activities to the community at large and to those segments directly involved in specific areas. The City will coordinate the distribution of resources provided from county, state, federal and volunteer sources. Once the needs are identified requests for assistance will be transmitted to the County EOC. 7.6.8.3 County, State, and Federal Requirements Tamarac will coordinate local efforts in support of county, state, and federal relief plans, including: • Completing the municipality's process for rapid impact assessment in accord with procedures established by Broward County • Ensuring that the municipality's responsibilities for the detailed damage assessment process are completed and that documentation has been forwarded to the Broward County EOC • Assisting with locating one or more facilities within or near the municipality to serve as a disaster recovery center • Providing municipal representatives or liaisons to the disaster recovery centers when indicated • Participating in state and federal decisions regarding the availability and placement of temporary housing in or near the municipality • Ensuring municipal officials have completed damage assessments of municipally owned or operated facilities and have submitted the necessary documentation to participate in state or federal public assistance programs • Ensuring the municipality is positioned to apply for post -disaster hazard mitigation grant funding • Participating in committees or other actions to identify unmet needs of disaster victims and seeking sources of assistance to address these needs • Cooperating with county, state and/or federal programs to provide individual assistance to disaster victims. 7.6.8.4 Local relief programs The City may offer disaster assistance to the community that is not provided for by county, state, and federal programs. These services may include housing assistance, food distribution, or other necessary actions to assist residents and businesses during the initial recovery period. These programs will be designed to complement programs available through Broward County and the City will cooperate in providing these services to the community. 7.6.9 Long-term recovery operations 7.6.9.1 Municipal Actions Based upon the nature and the extent of the disaster, the City may modify existing land use plans to more closely reflect and accommodate the recovery needs of he community. The City may take whatever actions are necessary to ensure the community recovers to the extent possible and may develop a long -tern recovery plan. Economic development programs may be designed and implemented to assist the business community recovery and stabilization. 7.6.9.2 Long -Term Recovery Plan The City of Tamarac has not developed a formal long-term recovery plan; however the existing organizational structure would be used and adapted to include components of such a plan. 7.6.9.3 Responsibilities A long-term recovery program would be developed by municipal staff with outside experts and will be based on the needs of the community and be presented to the City Commission for adoption and funding. The City Manager shall initiate the long-term recovery procedures. 7.6.10 Mitigation planning and programming Tamarac has participated in the Local Mitigation Strategy program within Broward County since 2000. Municipal representatives regularly participate in the activities of the group and numerous mitigation projects have been submitted in an effort to improve the ability of the community to minimize damage to the infrastructure in Tamarac. 7.7 Communications Plans and Protocols Communications includes the equipment and the procedures needed to maintain contact between the governing authorities of the City, County and working groups within the City. Although commercial telephone and radio/television are significant sources of communications, their reliability in a disaster is questionable. Therefore, considerable emphasis in the Plan is devoted to Fire Dispatch, BSO, City radio, ham radio, satellite phones, computer and cell phone options and Citizen Band Radios. Securing and maintaining communications is essential to insure the coordination of all involved in response and recovery activities. Agencies outside of those routinely active in the City will be present and must be provided for in the communications plan. Communications include the establishment and maintenance of an organized system for managing the response and recovery effort. All City radios, chargers and batteries shall be turned into the Information Technology Department (IT). When a disaster strikes or as determined by the Disaster Coordinator, city radios and citizen band radios will be distributed to the appropriate individuals as identified by the Disaster Coordinator. The following City channels shall be used during recovery efforts: Channel 1 Emergency Operations (EOC) Channel 2 Public Works/Utilities Field Operations Channel 3 Building Field Operations Channel 4 Data Channel Channel 5- 6 Tactical Channels, line of Sight Only The communications priority assignments for each department follow: a. EOC 1. Telephone 2. Fax 3. City Radio 4. Cellular 5. Satellite Phone 6. CB Radio 7. Ham Radio 8. Fire Dispatch 9. BSO b. Fire Rescue Department 1. Broward County 800 MHZ 2. Broward County 400 MHZ 3. City Radio 4. Cellular 5. Satellite phones 6. CB Radio 7. Ham C. Public Services Building, Public Works, Utilities and Parks 1. Cell Phone/Radio 2. City Radio 3. CB Radio 7.7.1 Available communications systems 1. 800 mega hertz Emergency Communications (trunked)— FIRECOM/CDC - used by uniformed services, non -emergency channels may be used for brief communications if necessary, will be competing with other users of the county system 2. City Radio -(not trunked) — Channels 1, 2 and 3 are available from all City radios and all TFR radios Channel 4 is reserved for Utilities telemetry. Channels will be crowded with all City users limited to these 3 channels. 3. Telephone — available to all offices, not in field. Field information must be carried or relayed by other means, also carries fax messages. May fail when electrical service fails, may be unreliable when computer and/or phone lines are out of service. 4. Cellular — common to most employees or groups, various services are dependent upon integrity of antenna and ground based equipment including electricity. 5. Sat Phones (portable and handheld) — Five portable units (suitcase sized) are available for distribute to key locations to maintain contact with EOC; four additional handheld units have been secured to allow distribution to key members of the EOC team. Limited by weather conditions and structural obstructions. 6. E-Mail (City Network Back up at Sta. 15) — accessible in municipal locations if fiber and/or wireless servers are intact. May be disrupted or limited by damaged hardwire links or loss of electricity or system problems. 7. Internet — same limitations as E-mail, but may operate when internal systems are limited. 8. CB Radios — Fire Rescue and Utilities maintain a cache of mobile Citizen Band radios, these can be distributed to units and operated as a base station with 12 volt power. Distance is limited, but coverage within the City is generally available. Relays can be used if needed to reach fringe areas. Competition with general population may limit usefulness. 9. Family Radios — generally shorter range than CBs, however newer models claim up to 20 mile range. Competition with general population may be a problem. 10. Ham radios — require licensed operator, several have volunteered to assist the City during disasters. Coordination by the EOC Coordinator is expected. Unlimited coverage when electrical service is available. 11. Print — letters, directives, orders, reports, etc. may all be transmitted in print form which will allow the use of fax, scanning and the use of runners to deliver and distribute. 12. Runner- use of a messenger to relay critical information is a last resort in most situations as the time required to physically deliver information exceeds virtually any other means; however, this may be the preferred method under certain conditions. 7.7.2 Communications plans and protocols The following guideline will be used during severe weather deployments: The primary means of communication for Tamarac Fire Rescue will continue to be the Broward County 800Mhz Trunked radio system on talk group 5F West. All incident information will be relayed through the dispatchers at Broward Sheriffs Office — Fire Rescue Communications, until such time as the Field Operations Center (FOC) for Tamarac Fire Rescue, TAMARAC OPERATIONS, deems it necessary to locally initiate call prioritization. It is the intent to have field units remain on the Broward radio system as long as the system remains functional for use. The system has several "back ups" should it experience difficulties. These systems include: FAILSOFT — a state where several talk groups are merged together and a continuous beeping sound is heard over what sounds like an "open mike", a "stand alone" trunked radio system — a completely redundant, single site radio system (The county system presently uses approximately 11 receive and 7 transmit sites to obtain county wide coverage), and a series of "conventional" repeaters located throughout the county. In the event of a catastrophic failure, Tamarac Fire Rescue has redundant systems in place. The City of Tamarac has three (3) conventional channels that are used by the various City departments. Should there be a failure of the Primary (County) radio system; the City has established the use of Channel 2 for emergency communications. City Channel 2 has a single site transmitter located to the rear of the BSO substation adjacent to Fire Station 41. This site will offer citywide radio coverage while utilizing portable (handheld), or mobile (truck mounted) radios. If for some reason this site was to fail (tower collapse, lightning strike, etc), the City has back up repeaters that will be deployed at Stations 15 and 78. Station 15 will support City channels 1, 2, and 3, while Station 78 will have Channel 2 capability only. These repeaters provide citywide coverage from mobile radios, and a slightly reduced coverage area from portables, and will be set up on an "as needed" basis. It is imperative that at least one member from each company. monitor the non -used system so that no messages are missed and no company is out of contact due too a radio failure (i.e. working on 5F West, 1 member monitors City channel 2). The third level of the plan relies upon private cellular phone carriers. Personal cellular telephones and Nextel Direct Connect will be used for field units to report to the FOC. Finally, if all other methods of communications fail, a satellite based radio telephone, has been placed in each Fire Station and the FOC. These radios have telephone capabilities as well as two-way radio. As stated these are satellite based, and therefore the antennas must have a clear view of the sky to operate. Stations 41 and 78 have satellite re -radiators in the bays that may permit the units to operate completely indoors. The unit at the FOC will not be operational until weather conditions permit the antenna to be safely set up. The FOC, TAMARAC OPERATIONS, as it will be identified via radio, will be the control point for Tamarac Fire Rescue. Tamarac operations will maintain communications with the City Emergency Operations Center, Broward Sheriff's Office Fire Rescue Dispatch, and Fire Rescue Field units. Dispatch will be notified, when deemed appropriate, that all calls for service, emergency and non -emergency, shall be routed to Tamarac Operations for prioritization. Calls for service received from field units shall also be routed to Tamarac Operations. Tamarac operations will then decide whether to dispatch units, or to schedule a unit to respond at a later time. Field units SHALL NOT SELF - DISPATCH, and should not respond to civilians reporting emergencies, without prior approval of Tamarac Operations. Station Telephones: As a means in ensure that a telephone line remains available for Tamarac Operations, it is imperative that all personal and non emergency calls to and from the Fire Stations be made on the published numbers: Station 15: 954-597-3815 Station 41: 954-597-3841 Station 78: 954-597-3878 Other telephone numbers that should be noted include: Tamarac Operations: 954-597-3800 Satellite telephones: Station 78: 877-785-3466 Station 41: 877-283-5825 Station 15: 877-282-3348 Tamarac Operations: 877-785-3480 Water Plant: 954-724-2430 7.8 Coordination with Broward County and the State of Florida The City of Tamarac participates with the BERT as well as the SERT Mutual Aid Plan. The City has cooperated in the use of mutual aid and automatic aid with other agencies in Broward County, The City is a signatory to the State of Florida Mutual Aid Plan. The City supports the Florida Fire Chiefs and International Association of Fire Chiefs in their efforts to enhance statewide and interstate response to disasters. 7.8.1 Coordination with Broward County The City is developing this plan in cooperation with the County Department of Emergency Management using the provided guide and has communicated on a regular basis with County staff toward the completion of the plan. Tamarac has consistently participated in the Emergency Coordinating Council and other planning groups to facilitate emergency response. Tamarac has committed to manning the County EOC with two personnel, to work pre and post disaster to communicate the needs of Tamarac and to communicate the needs of other municipalities back to the City. The CITY OF TAMARAC agrees to notify the County Warning Point should there be a municipal activation of the City EOC. The CITY OF TAMARAC will continue to communicate with the County EOC until the City de -activates the municipal plan and EOC. 7.8.2 Coordination with the State of Florida and federal agencies The City has accepted the concept of NIMS and has worked toward the development of this plan to ensure local, state and federal plans are consistent. All emergency preparedness programs are designed to work with existing county, state and federal plans and can be adapted to meet the demands of any incident that is not identified in this plan. It is the intent of the City to cooperate, as much as possible, with other governmental agencies in preparing for, responding to and recovering from disasters. The local focus of the City is to provide direct aid to the residents and businesses in our community in a timely, responsible manner. It is expected that county, state and federal resources will be necessary to meet that need and that they would function through the municipal organizational structure whenever possible. 7.9 Public information The City of Tamarac has a full time Public Information Officer, In addition to the City PIO there are Fire Rescue and BSO PIOs available for media contacts and get information into the community. City PIO: 954-597-3524 Fire Rescue PIO: 954-597-3805 BSO: 954.720.2225 7.9.1 Pre -emergency public information programs The City of Tamarac has established an on -going program of information dissemination and involves emergency responders and the City staff providing community information at public meetings, events and through written materials including media releases. As a consequence of Tamarac's location in the metropolitan are of South Florida, regional public information messages are provided by most municipal and county governments and serve to reinforce the efforts of the City. The City has provided public meetings; discussion at Commission Workshops and Commission Meetings, special editions of the Tam -A -Gram, mailed pamphlets and has taken any opportunity to promote emergency awareness and preparedness. A Hurricane Expo was held in March 2006 and the Prepare and Be Aware campaign was launched in 2006, banners hang at each fire station and sandwich boards are on display in City Hall and the Community Center to encourage residents to prepare for hurricanes and other disasters. The City supports the efforts of Broward County, the American Red Cross, the Center for Independent Living, private businesses and others in promoting preparedness activities. The City of Tamarac has contracted with the Code Red Emergency Communications network. The provider initiates mass call outs to notify residents and business owners of possible emergency events and information for them to make decisions on their actions to be taken. 7.9.2 Public information during and after emergencies The City of Tamarac shall utilize any method available to present information to the community following a disaster. In addition to the mechanisms previously identified, the City has also purchased and is prepared to operate 3 roadside message boards to convey information to the community. The most effective and appreciated method of communication appears to be the distribution at community homeowners groups, community clubhouses and other locations easily accessed by residents. This method has been utilized successfully during several past events. The dependence upon community residents to access this information is critical to be successful. 8.0 Administration and Logistics 8.1 Plan updating and maintenance 8.1.1 Responsible individual The City's emergency Manager shall review and maintain the Municipal Emergency Plan. 8.1.2 Frequency of updating The plan shall be reviewed at least annually; modifications may be made at any time. All changes to Departmental operations will be submitted to the EM, but shall be the responsibility of the affected Department. Administrative changes shall be made by the Emergency Manager. 8.2 Distribution of plan updates Changes to the plan shall be posted on the City Intra-net on the Library Drive. Distribution of the changes within each Department shall be the responsibility of each Department Director. Copies of each update shall be documented and printed copies provided to each book that has been distributed. 8.2.1 Responsibility for plan distribution The EOC Coordinator shall distribute printed plans and shall ensure that the latest (updated) version is available electronically. 8.2.2 Distribution of "change pages" The EOC Coordinator shall ensure that all change pages are made available to holders of the plans and indicated on the electronic version. 8.2.3 Responsibility of agencies and organizations to update plan All changes to Departmental operations will be submitted to the EM, but shall be the responsibility of the affected Department. Administrative changes shall be made by the Emergency Manager. 8.3 Training Training shall be provided annually to employees with specific responsibilities in this plan. Operational employees shall obtain training through their respective Departments. 8.3.1 Responsibility for coordination of training Training required for compliance to federal or state standards shall be coordinated through the Fire Rescue Training Officer. Individual Departments shall coordinate operational level training needs. 8.3.2 Organizational responsibility to ensure training Training will be provided to municipal employees and others with responsibilities assigned within this plan by the City. City employees, contract trainers, county, state and federal programs may be used to ensure adequate training opportunities are provided. The City will provide facilities, time and expertise to facilitate training. 8.3.3 Scope of training to be available Training will be provided to the participants of this plan to the extent necessary to ensure the function of the plan. Training may be obtained through direct classroom interaction, Internet based, practical experiential drills, observation, and critical analysis of historical and current incidents and shall be designed to ensure compliance with federal, state county and local requirements. Additional supplemental training is encouraged and may result from participation in incidents occurring in other locations and sharing of lessons learned from outside agencies. 8.3.4 Schedule to achieve minimum training requirements As a minimum training shall be made available that will ensure compliance with the NIMS model and National response Plan. Primary notification of training will be provided through the Fire rescue Training Officer and made available within the City whenever possible. 8.3.5 Storage and management of training records Training records shall be maintained for all employees and others with emergency plan responsibilities. Documentation of training will be provided to all participants and records shall be maintained as a part of the employees personnel file in Human Resources. Supplemental records may be maintained by each Department to satisfy internal needs. Records of attendance shall be maintained for all classes provided by the City and shall be maintained as part of the Fire rescue Training program. 8.4 Personnel certification and classification 8.4.1 Normally utilized personnel classification and certification system Tamarac employees are assigned responsibilities within their capabilities to perform during emergency assignments, while these activities may be outside of their usual assignments every effort to match employees to the job needed will be made. If any employee is unable to perform the emergency function they will be assigned alternative activities. Fire rescue employees and law enforcement officers (BSO) are required to comply with all state mandated certifications for the profession fro which they are employed. All employees assigned to the municipal EOC and field command functions will be trained in basic IMS and the NIMS program. 8.4.2 Classification and certification of municipal emergency services personnel The City employs Florida State certified firefighters, some certified as Emergency Medical Technicians and some further certified as Paramedics. Law enforcement is contracted to the Broward Sheriff's Office which provides Florida State certified officers for all deputies and sworn positions. 8.4.3 Municipal response and recovery teams Response and recovery operations are assigned to employees based upon their field of experience. Initial response is usually conducted by Fire Rescue and BSO officers. The initial response may involve employees from Public Works and Utilities conducting assessments and ensuring roadway safety prior to full deployment of response and recovery measures. Every employee may be assigned to recovery efforts and will be assigned based upon the duties required. Typically a minimum of 2 people are assigned to field response duties. Recovery efforts may require long-term commitment to individuals or groups and may be assigned to individual employees. The creation of teams will be predicated on the tasks assigned as required by the nature of the incident. Teams will be assigned duties closely related to those normally conducted whenever possible. 8.4.4 Management of personnel classification and certification records The Department of Human Resources will maintain records of employee certification and employee classification. Each department will identify those certifications required for each position according to local, county, state and federal mandates as well as any professional standards that exist for the positions. 8.4.5 Municipal use of federal personnel classification and certification guidance Tamarac does not utilize the federal personnel and classification system. 8.5 Exercises 8.5.1 Responsibility for coordination of the municipal exercise program The Emergency Manager will coordinate the municipal emergency exercise program Individual Departments are encouraged to conduct internal emergency exercises to ensure the operational readiness of their personnel and equipment. 8.5.2 Utilization of state and federal exercise guidance Tamarac will conduct periodic activities to familiarize employees with their responsibilities during an emergency and will ensure that the training and exercise are compatible with county, state and federal training programs. Both tabletop and field training will be provided. 8.5.3 Summary of the municipal program for exercises of emergency operations Tamarac will conduct an annual review of the emergency plan for all supervisors; others may participate as directed/permitted by Department Directors. Department Directors will participate in a review of the plan and simulated activation of the EOC on an annual basis. Specific training for field operations and unit assignments will be conducted within each department, but shall be coordinated with and consistent with the municipal response plan. 8.5.4 Use of applicable disaster scenarios for municipal exercises Training will be provided using applicable scenarios, with an emphasis on events most likely to occur in the City. Examples of likely events include: hurricanes, tropical storms, tornadoes, flooding, loss of electrical service for an extended period, heat related emergencies, hazardous materials incidents, mass evacuation or sheltering, etc. 8.5.5 Exercises of municipal emergency plan implementation The plan implementation shall be practiced a minimum of once each year in advance of the Directors review of the plan. This will include the set up and testing of all electronic equipment assigned to the EOC. Computers, telephones, radio systems, and all adjunct equipment will be included during this exercise. All materials used in the EOC shall be inventoried and prepared for use. The process for activation shall be reviewed with the Department Directors and other administrative staff; the procedure shall be reviewed with the Mayor and City Commission. 8.5.6 Commitment to participate in county and statewide exercises The City of Tamarac has participated in regional and statewide disaster exercises and will continue to participate, whenever possible, to ensure a coordinated effort is provided to the community. It is recognized that few disasters are local, most will require cooperation and coordination of county, regional and sometimes state and federal resources; participation in county and statewide exercises will help to establish relationships that will facilitate emergency response and will identify areas of strengths and weaknesses and will encourage improvements to the plan and set realistic expectations for response capabilities. 8.6 Post -exercise and post -event evaluation and plan revision Following each exercise and activation an evaluation of the actions shall be conducted, input will be solicited from all involved in the event. Emphasis shall be placed on identifying areas of improvements and suggestions for changes to the plan shall be made as necessary. After a review of the recommended changes, the changes to be implemented will be included in revisions and distributed to all plan holders. 8.6.1 Responsibility for evaluations and plan revisions The Emergency Manager shall be responsible for reviewing all evaluations and approving all changes to the plan. Departmental changes shall be developed by the department affected and shall be submitted to the EM for approval and inclusion in the plan. 8.6.2 Participation by agencies and organizations Support agencies, involved within the City, during or following an incident may be involved in exercises conducted by the City. As these groups become more organized and prepared to participate in these training programs they will be included. Once these groups are identified, orientation and familiarization programs will be presented to them in preparation for their full involvement in the activities. 8.6.3 Approach to post -event and post -exercise evaluations Evaluations are to be completed for each of the departments involved in the exercise, following the departmental review, these will be submitted to the Emergency Manager or designee for consolidation into the final comprehensive report. A review of the draft report shall be furnished to the Department Directors to ensure that the information provided is accurate and does not negatively impact an operation in another department. The focus of the after action report should be toward improving processes used during emergency response and recovery, not to find fault or place blame. Whenever possible, suggestions for improvements shall be provided when identifying areas for improvement. If no alternatives are proposed, solicitation for suggestions may be made of others. 8.6.4 Preparation of written "after action" evaluation reports The Emergency Manager shall review the final reports and incorporate any changes that would enhance the plan. Alternative actions should continue to be explored with an eye toward revising the plan whenever the alternatives are identified and found suitable. The Emergency Manager shall revise the plan to include the lessons learned and shall report on the changes to the plan as well as those recommendations not included and the reasons for each. 8.6.5 Municipal cooperation with county, state and federal "after action" reports The city of Tamarac shall participate and cooperate with county, state and federal agencies in reviewing incident response and completing after action reports. 9.0 Authorities and references 9.1 Authorities According to the Tamarac City Charter Article I. Section 1 A1, the City of Tamarac shall "...have all governmental, corporate and proprietary powers and duties granted or imposed by or not expressly prohibited by law to enable it to conduct a responsive and efficient municipal government, perform municipal functions and render municipal services." 9.1.1 Legal requirements for the municipal emergency preparedness programming and planning The State of Florida, in Section 252.38 (2) states: "Legally constituted municipalities are authorized and encouraged to create municipal emergency management programs. Municipal emergency management programs shall coordinate their activities with those of the county emergency management agency. Municipalities without emergency management programs shall be served by their respective county agencies. If a municipality elects to establish an emergency management program, it must comply with all laws, rules, and requirements applicable to county emergency management agencies. Each municipal emergency management plan must be consistent with and subject to the applicable county emergency management plan. In addition, each municipality must coordinate requests for state or federal emergency response assistance with its county. This requirement does not apply to requests for reimbursement under federal public disaster assistance programs." Florida Statute 252.38(3)(a) details the power and authority of political subdivisions. In summary, that section provides: • for each political subdivision to appropriate and expend funds, obtain and distribute equipment, provide for the health and safety of persons and property, and to direct and coordinate plans and programs in accordance with state and federal agencies. • to appoint emergency management workers. • to establish an Emergency Operating Center to provide for the continuity of government and control of emergency operations. • to assign and make available employees, property, or equipment for emergency operation purposes, within or outside of the City. • To request state assistance or invoke a state of local emergency in the event of an emergency affecting only the City. Further the City has the power and authority to waive the procedures and formalities otherwise required Tor- o Work required to ensure the health, safety and welfare of the community. o Entering into contracts. o Incurring obligations. o Employing regular and temporary workers. o Utilizing volunteer workers. o Equipment rental. o Acquisition and distribution of supplies, materials, and facilities. o Appropriation and expenditure of public funds. 9.1.2 Municipal adoption and approval of the emergency plan The City shall adopt the Municipal Emergency Plan in the form of a resolution of the City Commission. Approval of this plan shall not obligate the city to any activity prohibited by law or contrary to the interests of the public. 9.1.2.1 Resolution Adopting NIMS Temp. Reso #10749 June 13, 2005 Revision #1 - June 28, 2005 ' Page 1 CITY OF TAMARAC, FLORIDA RESOLUTION NO_ R-2005 - -L3—q A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA, ADOPTING THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) PER HOMELAND SECURITY PRESIDENTIAL DIRECTIVE HSPD-5 TO PROVIDE FOR DOMESTIC INCIDENT MANAGEMENT; PROVIDING FOR CONFLICTS; PROVIDING FOR SEVERABILITY; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the City of Tamarac is committed to providing the most effective approach to prepare for, respond to, and recover from domestic incidents regardless of Ile cause, size or complexity; and WHEREAS, Homeland Security Presidential Directive / HSPD-5, February 2003 attached hereto as EXHIBIT t established the National Incident Management System (NIMS); to provide a single, comprehensive approach to domestic incident management to ensure that all levels of govemment across the Nation have the capability to work efficiently together using a national approach to domestic incident management; and WHEREAS, the NIMS provides for Interoperablllty and compatibility among Federal. State and local capabilities, and includes a core set of concepts, principals, terminology and technologies covering the incident command system, unified command, training, management of resources and reporting; and -r, Temp. Reso #10749 ,tune 13, 2005 Revision #1 — June 28, 2005 Page 2 WHEREAS, Beginning October 1, 2004 all federal, state, territorial, tribal and local entities shall adopt the MMS as required by the Department of Homeland Security, to the extent provided by law, providing Federal preparedness assistance through grants, contracts or other activities to local governments; and WHEREAS, the Fire Chief recommends adopting NIMS to comply with the Presidential Directive / HSPD-5, established February 2003; and WHEREAS, the City Commission of the. City of Tamarac, Florida, deems it to be in the best interest of the citizens and residents of the City of Tamarac to adopt the National Incident Management System. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF TAMARAC, FLORIDA; SECTION 1: The foregoing "WHEREAS" Causes are hereby ratified and confirmed as being true and correct and are hereby made a specific part of this Resolution. SECTION 2: The City Commission of the City of Tamarac, Florida hereby adopts the National Incident Management System (NIMS) as Tamarac's system to prepare and respond to disastrous incidents. SECTION 3: All Resolutions or parts of Resolutions in conflict herewith are hereby repealed to the extent of such conflict. SECTION 4: If any clause, section, other part or application of this Resolution is held by any court of competent jurisdiction to be unconstitutional or invalid, in part or Temp. Reso #1 0i49 June 13, 2005 Revision #1 — June 28, 2005 Page 3 application, it shall not affect the validity of the remaining portions or applications of this Resolution" SECTION 5: This Resolution shall become effective immediately upon its passage and adoption. PASSED, ADOPTED AND APPROVED this 1 day of , 2005. r JOE SCHREIBER MAYOR ATTEST: RECORD OF CDMM18310N VOTE: - MAR_ ICON SWEN ON, CMC MAYOR SCHREIBER CITY CLERK DIST 1: COMM. PORTNER P� DIST 2: V/M TALA8l3C0� DIST 3: COMM. SULTANOFk I HEREBY CERTIFY that DIST 4: COMM. ROSERTS I have approved this RESOLUTION as to form. AI UEL S. GOREN NTERIM CITY ATTORNEY 1 TR 10749 - EXHIBIT 1 Uwize ee�� President George W Bush For Immedlate Release Office of the Press Secretary February 28, 2003 Homeland Security Presidential DirectivelHSPD-5 Subject: Management of Domestic Incidents Purpose (1) To enhance the ability of the United States to manage domestic incidents by establishing a single, comprehensive national Incident management system. Definitions (2) In this directive: (a) the term "Secretary" means the Secretary of Homeland Security. (b) the term "Federal departments and agencies" means those executive departments enumerated In 5 U.S.C. 101, together with the Department of Homeland Security; Independent establishments as defined by 5 U.S.C. 104(i); government corporations as defined by 5 U.S.C. 103(1); and the United States Postal Service. (c) the terms "State," "local," and the "United States" when it is used in a geographical sense, have the same meanings as used in the Homeland Security Act Of 2002, Public Law 107-296. Policy (3) To prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies, the United States Government shall establish a single, compre-hensive approach to domestic Incident management. The objective of the United States Government is to ensure that all levels of government across the Nation have the capability to work efficiently and effectively together, using a national approach to domestic incident management. In these efforts, with regard to domestic Incidents, the United States Government treats crisis management and consequence management as a single, Integrated function, rather than as two separate functions. (4) The Secretary of Homeland Security is the principal Federal official for domestic Incident management. Pursuant to the Homeland Security Act of 2002, the Secretary is responsible for coordinating Federal operations within the United States to prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies. The Secretary shall coordinate the Federal Government's resources utilized In response to or recovery from terrorist attacks, major disasters, or other emergencies if and when any one of the following four conditions applies: (1) a Federal department or agency acting under its own authority has requested the assistance of the Secretary; (2) the resources of State and local authorities are overwhelmed and Federal assistance has been requested by the appropriate State and local authorities; (3) more than one Federal department or agency has become substantially involved in responding to the incident; or (4) the Secretary has been directed to assume responsibility for managing the domestic incident by the President. (5) Nothing In this directive alters, or impedes the ability to carry out, the authorities of Federal departments and agencies to perform their responsibilities under law. All Federal departments and agencies shall cooperate with the Secretary In the Secretary's domestic incident management role. (6) The Federal Government recognizes the roles and responsibilities of State and local authorities In domestic Incident management. Initial responsibility for managing domestic Incidents generally falls on State and local authorities. The Federal Government will assist State and local authorities when their resources are overwhelmed, or when Federal interests are involved. The Secretary will coordinate with State and local governments to ensure adequate planning, equipment, training, and exercise activities. The Secretary will also provide assistance to State and local governments to develop all -hazards plans and capabilities, including those of greatest importance to the security of the United States, and will ensure that State, local, and Federal plans are compatible. (7) The Federal Government recognizes the role that the private and nongovernmental sectors play in preventing, preparing for, responding to, and recovering from terrorist attacks, major disasters, and other emergencies. The Secretary will coordinate with the private and nongovernmental sectors to ensure adequate planning, equipment, training, and exercise activities and to promote partnerships to address incident management capabilities. (8) The Attorney General has lead responsibility for criminal Investigations of terrorist acts or terrorist threats by individuals or groups Inside the United States, or directed at United States citizens or institutions abroad, where such acts are within the Federal criminal jurisdiction of the United States, as well as for related intelligence collection activities within the United States, subject to the National Security Act of 1947 and other applicable law, Executive Order 12333, and Attorney General -approved procedures pursuant to that Executive Order. Generally acting through the Federal Bureau of Investigation, the Attorney General, in cooperation with other Federal departments and agencies engaged in activities to protect our national security, shall also coordinate the activities of the other members of the law enforcement community to detect, prevent, preempt, and disrupt terrorist attacks against the United States. Following a terrorist threat or an actual Incident that falls within the criminal jurisdiction of the United States, the full capabilities of the United States shall be dedicated, consistent with United States law and with activities of other Federal departments and agencies to protect our national security, to assisting the Attorney General to identify the perpetrators and bring them to justice. The Attorney General and the Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination between their two departments. (9) Nothing in this directive impairs or otherwise affects the authority of the Secretary of Defense over the Department of Defense, including the chain of command for military forces from the President as Commander in Chief, to the Secretary of Defense, to the commander of military forces, or military command and control procedures. The Secretary of Defense shall provide military support to civil authorities for domestic Incidents as directed by the President or when consistent with military readiness and appropriate under the circumstances and the law. The Secretary of Defense shall retain command of military forces providing civil support. The Secretary of Defense and the Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination between their two departments. (10) The Secretary of State has the responsibility, consistent with other United States Government activities to protect our national security, to coordinate international activities related to the prevention, preparation, response, and recovery from a domestic incident, and for the protection of United States citizens and United States interests overseas. The Secretary of State and the Secretary shall establish appropriate relationships and mechanisms for cooperation and coordination between their two departments. (11) The Assistant to the President for Homeland Security and the Assistant to the President for National Security Affairs shall be responsible for Interagency policy coordination on domestic and International incident management, respectively, as directed by the President. The Assistant to the President for Homeland Security and the Assistant to the President for National Security Affairs shall work together to ensure that the United States domestic and International incident management efforts are seamlessly united. (12) The Secretary shall ensure that, as appropriate, Information related to domestic Incidents Is gathered and provided to the public, the private sector, State and local authorities, Federal departments and agencies, and, generally through the Assistant to the President for Homeland Security, to the President. The Secretary shall provide standardized, quantitative reports to the Assistant to the President for Homeland Security on the readiness and preparedness of the Nation -- at all levels of government -- to prevent, prepare for, respond to, and recover from domestic Incidents. (13) Nothing in this directive shall be construed to grant to any Assistant to the President any authority to issue orders to Federal departments and agencies, their officers, or their employees. Tasking (14) The heads of all Federal departments and agencies are directed to provide their full and prompt cooperation, resources, and support, as appropriate and consistent with their own responsibilities for protecting our national security, to the Secretary, the Attorney General, the Secretary of Defense, and the Secretary of State in the exercise of the individual leadership responsibilities and missions assigned in paragraphs (4), (8), (9), and (10), respectively, above. (15) The Secretary shall develop, submit for review to the Homeland Security Council, and administer a National Incident Management System (NIMS). This system will provide a consistent nationwide approach for Federal, State, and local governments to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among Federal, State, and local capabilities, the NIMS will include a core set of concepts, principles, terminology, and technologies covering the incident command system; multi -agency coordinatRor systems; unified command; training; identification and management of resources (including systems for classifying types of resources); qualifications and certification; and the collection, tracking, and reporting of incident information and incident resources, (16) The Secretary shall develop, submit for review to the Homeland Security Council, and administer a National Response Plan (NRP). The Secretary shall consult with appropriate Assistants to the President (including the Assistant to the President for Economic Policy) and the Director of the Office of Science and Technology Policy, and other such Federal officials as may be appropriate, in developing and implementing the NRP. This plan shall Integrate Federal Government domestic prevention, preparedness, response, and recovery plans into one all -discipline, all - hazards plan. The NRP shall be unclassified. If certain operational aspects require classification, they shall be included In classified annexes to the NRP. (a) The NRP, using the NIMS, shall, with regard to response to domestic incidents, provide the structure and mechanisms for national level policy and operational direction for Federal support to State and local incident managers and for exercising direct Federal authorities and responsibilities, as appropriate. (b) The NRP will include protocols for operating under different threats or threat levels; incorporation of existing Federal emergency and Incident management plans (with appropriate modifications and revisions) as either integrated components of the NRP or as supporting operational plans; and additional opera-tional plans or annexes, as appropriate, including public affairs and intergovernmental communications. (c) The NRP will include a consistent approach to reporting incidents, providing assessments, and making recommendations to the President, the Secretary, and the Homeland Security Council. (d) The NRP will include rigorous requirements for continuous Improvements from testing, exercising, experience with Incidents, and new information and technologies. (17) The Secretary shall: (a) By April 1, 2003, (1) develop and publish an initial version of the NRP, in consultation with other Federal departments and agencies; and (2) provide the Assistant to the President for Homeland Security with a plan for full development and implementation of the NRP, (b) By June 1, 2003, (1) in consultation with Federal departments and agencies and with State and local governments, develop a national system of standards, guidelines, and protocols to implement the NIMS; and (2) establish a mechanism for ensuring ongoing management and maintenance of the NIMS, including regular consultation with other Federal departments and agencies and with State and local governments. (c) By September 1, 2003, in consultation with Federal departments and agencies and the Assistant to the President for Homeland Security, review existing authorities and regulations and prepare recommendations for the President on revisions necessary to implement fully the NRP. (18) The heads of Federal departments and agencies shall adopt the NIMS within their departments and agencies and shall provide support and assistance to the Secretary In the development and maintenance of the NIMS. All Federal departments and agencies will use the NIMS in their domestic incident management and emergency prevention, preparedness, response, recovery, and mitigation activities, as well as those actions taken in support of State or local entities. The heads of Federal departments and agencies shall participate In the NRP, shall assist and support the Secretary in the development and maintenance of the NRP, and shall participate in and use domestic incident reporting systems and protocols established by the Secretary. (19) The head of each Federal department and agency shall. (a) By June 1, 2003, make Initial revisions to existing plans in accordance with the Initial version of the NRP. (b) By August 1, 2003, submit a plan to adopt and Implement the NIMS to the Secretary and the Assistant to the President for Homeland Security. The Assistant to the President for Homeland Security shall advise the President on whether such plans effectively implement the NIMS. (20) Beginning in Fiscal Year 2005, Federal departments and agencies shall make adoption of the NIMS a requirement, to the extent permitted by law, for providing Federal preparedness assistance through grants, contracts, or other activities. The Secretary shall develop standards and guidelines for determining whether a State or local entity has adopted the NIMS. Technical and Conforming Amendments to National Security Presidential Directive-1 (NSPD-1) (21) NSPD-1 ("Organization of the National Security Council System") Is amended by replacing the fifth sentence of the third paragraph on the first page with the following: "The Attorney General, the Secretary of Homeland Security, and the Director of the Office of Management and Budget shall be invited to attend meetings pertaining to their responsibilities.". Technical and Conforming Amendments to National Security Presidential Directive-8 (NSPD•8) (22) NSPDw8 ("National Director and Deputy National Security Advisor for Combating Terrorism") Is amended by striking "and the Office of Homeland Security," on page 4, and inserting "the Department of Homeland Security, and the Homeland Security Council" In lieu thereof. Technical and Conforming Amendments to Homeland Security Presidential Directive-- 2 (HSPD-2) (23) HSPD-2 ("Combating Terrorism Through Immigration Policies") Is amended as follows: (a) striking "the Commissioner of the Immigration and Naturalization Service (INS)" In the second sentence of the second paragraph In Section 1, and inserting "the Secretary of Homeland Security" in lieu thereof ; (b) striking "the INS," in the third paragraph in section 1, and Inserting "the Department of Homeland Security" In lieu thereof; (c) inserting ", the Secretary of Homeland Security," after "The Attorney General" in the fourth paragraph In section 1; (d) inserting ", the Secretary of Homeland Security," after "the Attorney General" in the fifth paragraph In section 1; (e) striking "the INS and the Customs Service" in the first sentence of the first paragraph of section 2, and inserting "the Department of Homeland Security" in lieu thereof; (f) striking "Customs and INS" in the first sentence of the second paragraph of section 2, and inserting "the Department of Homeland Security" in lieu thereof; (g) striking "the two agencies" in the second sentence of the second paragraph of section 2,.and inserting "the Department of Homeland Security" in lieu thereof; (h) striking "the Secretary of the Treasury" wherever it appears In section 2, and inserting "the Secretary of Homeland Security" In lieu thereof; (i) Inserting ", the Secretary of Homeland Security," after "The Secretary of State" wherever the latter appears in section 3; (j) inserting ", the Department of Homeland Security," after "the Department of State," in the second sentence in the third paragraph in section 3; (k) Inserting "the Secretary of Homeland Security," after "the Secretary of State," in the first sentence of the fifth paragraph of section 3; (1) striking "INS" in the first sentence of the sixth paragraph of section 3, and Inserting "Department of Homeland Security" in lieu thereof; (m) striking "the Treasury" wherever it appears in section 4 and inserting "Homeland Security" in lieu thereof; (n) Inserting ", the Secretary of Homeland Security," after "the Attorney General" In the first sentence in section 5; and (o) inserting ", Homeland Security" after "State" In the first sentence of section 6. Technical and Conforming Amendments to Homeland Security Presidential Directive- 3 (HSPD-3) (24) The Homeland Security Act of 2002 assigned the responsibility for administering the Homeland Security Advisory System to the Secretary of Homeland Security. Accordingly, HSPD-3 of March 11, 2002 ("Homeland Security Advisory System") is amended as follows: (a) replacing the third sentence of the second paragraph entitled "Homeland Security Advisory System" with "Except in exigent circumstances, the Secretary of Homeland Security shall seek the views of the Attorney General, and any other federal agency heads the Secretary deems appropriate, including other members of the Homeland Security Council, on the Threat Condition to be assigned." (b) inserting "At the request of the Secretary of Homeland Security, the Department of Justice shall permit and facilitate the use of delivery systems administered or managed by the Department of Justice for the purposes of delivering threat information pursuant to the Homeland Security Advisory System." as a new paragraph after the fifth paragraph of the section entitled "Homeland Security Advisory System." (c) inserting ", the Secretary of Homeland Security" after "The Director of Central Intelligence" in the first sentence of the seventh paragraph of the section entitled "Homeland Security Advisory System". (d) striking "Attorney General" wherever it appears (except in the sentences referred to In subsections (a) and (c) above), and inserting "the Secretary of Homeland Security" in lieu thereof; and (e) striking the section entitled "Comment and Review Periods." GEORGE W. BUSH 9.2 References 9.2.1 Planning guidance utilized The Municipal Emergency Plan Template, Broward County, Florida provided by the Emergency Management Office of Broward County, was used as a guide during the preparation of this plan. In addition, the Florida State Statutes, Tamarac City Code, National Response Flan (NRP), National Incident Management System (NIMS) and the National Incident management System Compliance Assurance Support Tool (NIMCAST) were used in the completion of this plan. 10.0 Glossary and abbreviations 10.1 Glossary 10.1.1 Use of statewide glossary of common terminology 10.1.2 Municipal terminology In the City of Tamarac the following terminology is used: The City Commission as specified in the Tamarac Charter (Article IV. Section 4.01) "...shall have the legislative powers of the City and all powers and duties specifically vested in a municipal governing body by law." As specified in Section 4.03 of Article IV of the Charter, the Mayor "...shall be recognized as the head of city government... and shall have only those administrative duties required to carry out the responsibilities herein." The Emergency Coordinator or Emergency Operations Center Coordinator is the person assigned to assist the Municipal Emergency Manager in preparing and maintaining the municipal emergency plan and the municipal emergency operations center. Field operations centers are those locations and personnel managing the operational aspects of the emergency response and recovery efforts which are not located in the municipal EOC. Primarily used for the Fire Rescue, BSO, Public Works and Utilities Departments the concept can be extended to large operations coordinating activities with and receiving direction from the municipal EOC. The City uses the term Department Director to identify the individual responsible for a division of the government delivering a specific service. The term shall include the Fire Chief, BSO Chief, and any other individual so designated by the City Manager. 10.E: : A1**0W*rW1jWr UNITS OF MEASURE AC - ACRE CY = CUBIC YARD EA = EACH HR = HOUR IN - INCH JOB = JOB (CONTRACT) LF - LINEAR FOOT LS = LUMP SUM MBF = 1000 BOARD FEET MI = MILE SF = SQUARE FEET SQ - SQUARE (ROOFING) SY = SQUARE YARD SY/IN - SQUARE YARD PER INCH (DEEP) TON = TON TN - TON THESE ARE THE STANDARD ABBREVIATIONS FOR THE FEMA G.2 - NUMERIC COST CODE LISTING 11.0 Annexes 11.1 Financial Management Annex 11.1.1 Responsibility for financial management operations The financial services department is responsible for ensuring effective financial planning and performance, adequate internal controls, timely billing and collection of utility revenues, procurement of goods and services, and all other duties and functions normally associated with a municipality's finance department. 11.1.2 Pre -disaster preparations for financial management Appropriations for pre -disaster preparations are included in the annual budget of the City and follow the established procedure for procurement. Emergency expenditures and acquisitions may be made in accordance with state law and shall be documented to allow maximum reimbursement from county state and federal disaster aid programs. 11.1.3 Financial management procedures The City of Tamarac operates according to generally accepted governmental accounting procedures. EMERGENCY VENDORS -- 2006 Note: Vendors with all contact information in boldface have existing agreements with the City. A & E FIRMS CHEN AND ASSOCIATES 5100 NW 33 AVE. SUITE 260 FORT LAUDERDALE, FL 33309 PETER M. MOORE pmoore@chenandassociates.com 954-730-0707 FX 954-730-2030 BEA INTERNATIONAL, INC. 4111 LE JEUNE ROAD CORAL GABLES, FL 33146-1826 GUSTAVO BERENBLUM GBObeai.com 305-461-2053 FX 305-461-3383 CARTER & BURGESS, INC. 6363 NW 6T" WAY, SUITE 300 FORT LAUDERDALE, FL 33309 STEPHEN WILLIAMS, P.E Stephen.Williams@c-b.com 954-315-1005 FX 954-315-1040 BERMELLO, AJAMIL & PARTNERS, INC. 1 EAST BROWARD BLVD., SUITE 800 FORT LAUDERDALE, FL 33301 EDUARDO LAMAS, A1A LETICIA PERERA, P.E. 1perera@bermelloajamil.com (786) 470-3898 (305) 859-2050 FX (305) 860-3778 SALTZ MICHELSON ARCHITECTS 3501 GRIFFIN ROAD FORT LAUDERDALE, FL 33312-5444 CHARLES MICHELSON cmichelson(a-saitzmichelson.com 954-266-2700 FX:954-266-2701 HSQ GROUP, INC. 14000 MILITARY TRAIL, SUITE 103 DELRAY BEACH, FL 33484 NOUR SHEHADEH JAY HUEBNER jay@hsggroup.net FX 561-637-4731 ECKLER ENGINEERING, INC 4700 RIVERSIDE DRIVE, STE 110 CORAL SPRINGS, FL 33067 DONALD A. ECKLER, P.E. deckler@eclrlerengineering.com 954-510-4700 FX 954-755-2741 GLE ASSOCIATES, INC. 1000 N.W. 651h STREET, STE 100 FT. LAUDERDALE, FL 33309 GEORGE VITALE, A1A gvitale@gleassociates.com CRAIG J. GARDEI, A1A cgardei@gleassociates.com 954-968-6414 FX 954-968-6090 MATHEWS CONSULTING INC 1475 CENTREPARK BLVD SUITE 250 W PALM BEACH FL 33401 DAVID MATHEWS dmathews@mathewsconsultinginc.com 561-478-7961 FX 561-478-7964 ARMORED CAR SERVICE DUNBAR ARMORED, INC. 50 SCHILLING ROAD HUNT VALLEY, MD 21031 RUSSELL DANIELS 800-888-2129 410-584-9800 WACHOVIA BANK, N.A. 450 SOUTH AUSTRALIAN AVE, FL4600 87H FL. WEST PALM BEACH, FL 33401 ROBERT WILKINS 561-366-5572 561-366-5509 FAX ROBERT.WILKINS(&WACHOVIA.COM BOARD -UP SERVICES A QUICK BOARD -UP SERVICE, INC. 1052 NW 3RD ST. HALLANDALE BEACH, FL 33009 DAN KALEKY 954-764-4282 954-456-2049 FAX DAN FLORIDA.COM DEBRIS COLLECTION SERVICES $ MONITORING GRUBBS EMERGENCY SERVICES LLC P.O. BOX 12113 BROOKSVILLE, FL 34603 888-478-2271 352-279-9050 352-796-7127 352-797-7598 FAX LARRY STRITZEL / BRIAN THOMASON BECK DISASTER RECOVERY, INC. -- (MONITORING) 1000 LEGION PLACE, SUITE 1100 ORLANDO, FL 32801 CHUCK MCLENDON 407-422-4911 407-648-8382 FAX DOCUMENT MANAGEMENT & MICROGRAPHICS ADVANCED DATA SOLUTIONS, INC. (ALCHEMY) 141 SCARLET BLVD., SUITE A OLDSMAR, FL 34677 ROB BUELL 813-855-3545 727-638-5030 CELL 813-855-6575 FAX ADVANCED PROCESSING &IMAGING, INC. 460 FAIRWAY DRIVE, SUITE 204 DEERFIELD BEACH, FL 33441 NORA SWEENEY 954-425-0018 954-425-7787 FAX NSWEENEY@4PIMG.COM INTERNATIONAL DATA CONSULTANTS (ALCHEMY) 13302 SW 128T" ST. MIAMI, FL 33186 DENNIS DEBLOIS 305-253-7677 EXT. 14 305-298-8373 CELL DDEBLOIS@INTLDATA.COM LASON (MICROFILMING) 5715 NW 158T" ST. MIAMI LAKES, FL 33014 JOHN CIVALE 305-698-9770 EXT. 12 305-698-9799 FAX JCIVALE@LASON..COM ELECTRICAL SERVICES DG ELECTRIC OF BROWARD, INC. 510 PROSPECT RD. OAKLAND PARK, FL 33334 DARRELL DEYOUNG 954-564-7332 954-564-2004 FAX DGDY(oAOL.COM IMPERIAL ELECTRICAL OF FT. LAUDERDALE, INC. 966 NW 51ST PLACE FORT LAUDERDALE, FL 33309 ROSS J. TERANGO PATRICK D'AMBROSIO 954-771-8080 954-325-2134 CELL TIRONE ELECTRIC, INC. 6151 PEMBROKE RD. HOLLYWOOD, FL 33023 CARL TIRONE 954-989-7162 954-868-6621 CELL EMS BILLING ADVANCED DATA PROCESSING 520 NW 165TM ST., SUITE 201 MIAMI, FL 33169 DONALD PASSARO 305-459-0652 305-521-0777 FAX DPASSARO�EMSCLAIMS.COM FACILITY EQUIPMENT $ SUPPLIES Ili HURRICANE SUPPLIES FERGUSON ENTERPRISES INC. 9439 W. COMMERCIAL BLVD. TAMARAC, FL 33361 954-726-3961 954-720-1554 GLOBAL EQUIPMENT CO., INC. 120B SATELLITE BLVD. SUWANEE, GA 30024 DONNA MARTIN 800-847-4716, EXT. 2702 678-969-6702 888-820-4562 FAX 678-969-6632 FAX DMARTINAGLOBALINDUSTRIAL.COM INTERNATIONAL TOOL CORPORATION 2590 DAVIE RD. DAVIE, FL 33317 DEAN BARNETT 954-792-4403 EXT. 211 954-325-9257 CELL 954-792-3560 FAX INTL759000-AOL.COM THE HOME DEPOT - GOVT. SALES LOY SPARKS 866-589-0690 813-917-7044 877-219-8526 FAX LOY SPARKS HOMEDEPOT.COM LOCAL STORE: THE HOME DEPOT 750 N. UNIVERSITY DR. CORAL SPRINGS, FL 33071 954-752-4188 954-757-4582 FAX ACCOUNT #79017358189 W.W. GRAINGER, INC. Acct. # 806163713 2757 S. PARK RD. PEMBROKE PINES, FL 33009-3817 RICHARD BLACKBURN 954-987-9801 800-994-2343 VOICE MAIL EXT. 2662412 954-614-4124 CELL 954-987-9276 FAX 866-341-9145 FAX FOR R. BLACKBURN RICHARD.BLACKBURN@GRAINGER.COM POMPANO BEACH BRANCH: 2131 SW 2ND ST. POMPANO BEACH, FL 33069 (954) 524-4374 (954) 971-3117 FAX 800-225-5994 - HURRICANE EMERGENCY HOTLINE TANNERS STOREFRONT (FLASHLIGHTS) 10 ATLANTIC AVE. KEY LARGO, FL 33037 MELISSA PERKINS 305-453-5037 305-453-1843 FAX TANNERSOTANNERSSTOREFRONT.COM ZEP MANUFACTURING - (CLEANING / PERSONAL HYGIENE CHEMICALS) 1310 SEABOARD INDUSTRIAL BLVD. NW ATLANTA, GA 30318 JIM FARRELL 877-428-9937 404-822-9795 404-603-7958 FAX JAM S.FARR LL,a-ZEPMFG_COM CLASSIC FENCE 1917 NW 18" St. #1 POMPANO BEACH, FL 33069 954-977-0454 954-783-3131 FAX role] ,I I :k 94 =1:149: 1341 NW 13T" AVE. POMPANO BEACH, FL 33069 954-975-6401 954-975-6403 FAX COMMERCIAL FENCE CONTRACTORS, INC. 13640 SE 31ST AVE. SUMMERFIELD, FL 34491 DON CRAWFORD 352-347-8775 352-347-1020 FAX DON_ CRAWFORDRORLANDOSTEEL.COM GEORGIS FENCE & CONCRETE 1521 SW 6T" AVE. FT. LAUDERDALE, FL 33315 GLENN GEORGIS 954-581-2453 954-581-2985 FAX GLNCHVY(d)AOL.COM TROPIC FENCE INC 1864 NW 21 STREET POMPANO BEACH, FL 33069 954-978-1250 FOOD CHENEY BROTHERS, INC. (C-B-1) ONE CHENEY WAY RIVIERA BEACH, FL 33404-7000 SHELLY BRODSKY 800-432-1341 561-391-2111 BOCA RATON 954-524-7112 FT. LAUDERDALE 754-245-0466 CELL 800-845-2964 EXT. 855 VOICEMAIL 954-753-3005 HOME 561-845-4717 FAX SH.ELLLYBACHENEYBROTHERS.COM. US FOODSERVICE 2800 N. ANDREWS AVE. POMPANO BEACH, FL 33064 SARA SHEW 800-766-4301 EXT. 3564 800-937-1977 CUSTOMER SERVICE 954-290-2623 CELL 954-974-5461 FAX SSHE OHOTMAIL.COM FOOD - MEALS READY TO EAT (MRE) EMERGENCY FOOD SLOUTIONS ALFREDO ROA 954-394-2966 954-445-0103 954-401-0776 MARIO LOZANO ALFREDROA@EMERGENCYFOODS.COM HEATER MEALS I INNOTECH PRODUCTS LTD. 311 NORTHLAND BLVD. CINCINNATI, OH 45246 TIM ZIMMERMAN 800-503-4483 513-772-9333 513-260-4831 CELL 513-782-8902 FAX TZAHEATERMEALS.COM DAVE BLANDFORD 513-205-3188 CELL DBLANDFORDO)HEATERMEALS.COM LABRIUTE (Kosher Meals) 520 JAMES ST., UNIT I LAKEWOOD, NJ 08701 ABE HALBERSTAM 732-905-1555 732-905-5636 FAX ABE@LABRIUTEMEALS.COM 1010111A :4:171103:1*1111;J11114►k :1;141:a GULF ICE SYSTEMS, INC. P.O. BOX 16151 PENSACOLA, FL 32514 850-474-1784 850-477-2458 FAX ICE-O-MATIC 13564 WAINWRIGHT DR. PORT CHARLOTTE, FL 33953 CHRISTINE THOMAS 941-743-6444 941-457-2368 CELL 941-743-0066 FAX LFTHOMASP-EARTHLINK.NET LEE EQUIPMENT CO. 1000 PEMBROKE RD, HALLANDALE BEACH, FL 33009 WALTER LEVY 954-456-7500 954-456-7558 FUEL AMERADA HESS CORPORATION NELSON ALVES 800-417-1409 732-750-6888 732-750-6447 FAX B-V OIL COMPANY -- DIESEL 7950 N.W. 58TH STREET MIAMI, FL 33166 JOHN WRIGHT/ ANDY VARNS 800-586-2862 EXT. 24 305-593-0705 EXT. 24 305-591-1769 FAX JOHNWftBVOIL.COM MACMILLAN OIL CO. OF FL, INC. (GASOLINE) 2955 EAST 11 AVENUE HIALEAH, FL 33013 MARCIO CARDOSO 305-691-7814 EXT. 29 305-605-7092 PAGER 954-274-9517 CELL 305-854-0815 HOME 305-691-7817 FAX 305-693-1880 FAX 2 MANSFIELD OIL JOSH EPPERSON 800-283-3855 800-255-6699 678-450-2073 678-617-6975 800-255-6699 EXT. 2077 SATELLITE PHONE 678-450-2273 FAX WWW.MANSFIELDOIL.COM MCLURE OIL COMPANY KENDALL REEVES 800-234-2200 770-476-2242 404-434-6516 CELL 770-476-2346 FAX KRNOWO-BELLSOUTH.NET PORT CONSOLIDATED HARVEY JACOBSEN 954-522-1192 STREICHER MOBILE FUELING, INC. 800 WEST CYPRESS CREEK ROAD SUITE 580 FORT LAUDERDALE, FL 33309 STEVE LEAVITT 954-308-4200 954-609-1856 CELL 954-308-4219 FAX SLEAVITT@MOBILEFUELING.COM URBIDA OIL CO. 9701 NW 89TH AVE. MEDLEY, FL 33178 305-884-0008 305-883-1927 FAX WWW.URBIETAOIL.COM CHEVRON STATION (COMMERCIAL & HIATUS) PETER MAXAKOULIS 954-748-4485 561-302-3965 CELL 1111:1►IIt l:I NATIONAL OFFICE FURNITURE CO. 1527 SE 7TH ST. DEERFIELD BEACH, FL 33441 MICHAEL MIGATZ 954-427-5272 954-427-5278 FAX MMIGATZ a@KIMBALL.COM THOMAS W. RUFF & CO. 3201 COMMERCE PKWY. MIRAMAR, FL 33025 KATHY HUXLEY 954-438-5343 954-438-5390 954-435-7212 FAX KHUXLEY(c)RUFFSOUTHFLORIDA.COM J.C. WHITE 10125 NW 19TH ST. MIAMI, FL 33172 HOWARD RIFKIN 305-477-5817 954-605-1177 CELL 305-477-5882 FAX DADESHOWROOM�7a JCW!jj E-COM WORKPLACE RESOURCE 3521 ENTERPRISE WAY MIRAMAR, FL 33025 MARILYN WILSON 954-322-1599 EXT. 236 561-722-9766 CELL 954-322-1526 FAX WWW.WORKPLACEFLORIDA.COM GENERAL CONTRACTORS DIPOMPEO CONSTUCTION 2301 NW 33RI COURT, SUITE 102 POMPANO BEACH, FL 33069 JOHN DIPOMPEO 954-917-5252 954-974-4646 JDIPOMPEO(Q),DIPOMPEOCONSTRUCTION.COM TENEX ENTERPRISES INC. 860 S.W. 14TH COURT POMPANO BEACH, FL 33060 954-788-8100 954-788-0006 FAX 954-510-0700 954-510-0702 (FAX) WEEKLEY ASPHALT PAVING INC. 20701 STIRLING ROAD PEMBROKE PINES, FL 33332 954-389-6311 954-389-5121 (FAX) MBR CONSTRUCTION INC. 5057 NW 37TH AVE FT. LAUDERDALE, FL 33309 954-486-8404 954-486-9579 FREDERICA DOUAHI JB GARAGE DOORS INC 12195 NW 98 AVE HIALEAH, FL 33018 305-822-3940 305-362-9272 HEAVY EQUIPMENT & GENERATORS — RENTAL & PURCHASE ADAMS ELECTRICAL SERVICE, INC. 242 SW 5TH ST. MIAMI, FL 33130 A. GAREY 305-856-2930 305-285-4738 FAX SALES(7ADAMSELECTRIC.COM ALL POWER GENERATORS CORP. 9848 NW 117TH WAY MEDLEY, FL 33178 JUAN R. GARCIA 305-888-0059 305-888-2090 FAX ALLPWR a@B-ELLSQUTH.NET. ARBOR TREE & LAND (CHIPPERS) 561-965-2198 561-722-5626 CELL 561-722-5630 CELL 561-965-9777 FAX BOB MITCHELL & ASSOCIATES 11717 Unicorn Rd. Tampa, FL 33637 CHARLES MITCHELL 813-985-2350 813-985-2642 813-989-3222 FAX BOBM TCHELLASSOC a@AOL.COM CLARK LIFT OF TAMPA (FORKLIFTS) 813-874-2008 CONDO ELECTRIC MOTOR REPAIR 3615 E. 10T" COURT HIALEAH, FL 33013 HECTOR GOMEZ 800-545-1266 305-691-5400 305-693-9460 CONDOEL BELLSOUTH.NET CONSOLIDATED RESOURCE RECOVERY (CHIPPERS) 941-756-0977 941-915-2305 CELL 941-751-6942 FAX CUMMINS POWER SOUTH LLC 5125 HIGHWAY 85 ATLANTA, GA 30349 MEL KOONTZ 404-763-0563 404-763-0151 FAX INFQ.&QUMMINSPOWERSOUTH.COM CUMMINS SOUTHEASTERN POWER ALEX BOTERO 813-664-5810 813-477-7117 CELL 813-626-8888 FAX EMERGENCY VEHICLE SUPPLY 4861 JOHNSON ROAD, SUITE 1 COCONUT CREEK, FL 33073 JOSEFERRANDO 866-880-3871 954-520-3874 CELL 866-880-3872 FAX JFERRANDO EMERGENCYVEHICLESUPPLY.COM EVERGLADES FARM EQUIPMENT 50KW - 250KW JAMES BUNTING 561-784-4000 561-753-2919 FAX JBUNTING EVERGLADESFARMEQUIPMENT.COM HALLMARK FIRE APPARATUS RON WILSON 800-524-6072 352-854-4331 352-572-5403 CELL HERTZ EQUIPMENT RENTAL 954-970-6880 954-971-5273 FAX HILTI P.O. 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TEMPORARY ACTION LABOR OF FLORIDA LLC - (CROSSING GUARDS) A/K/A STAFFING CONNECTION 900 OSCEOLA DRIVE SUITE 222 WEST PALM BEACH FL 33409 KAREN HOOVER KARENAACTIONLABOR.COM CAROLE GREENICH 866-353-7008 954-979-86" 954-979-7856 FAX CAPRI ENGINEERING - (BUILDING INSPECTOR SERVICES) 1011 SHOTGUN RD. SUNRISE, FL 33326 MEG FREEBECK 888-CAPRI-13 954-424-2520 964-424-2580 MFREEBECK CAPRIENGINEERING.COM DEANNA ENTERPRISE D/B/A A1A EMPLOYMENT OF MIAMI 3015 BISCAYNE BLVD., SUITE 100 MIAM1, FL 33137 GARRIE HARRIS 305-573-0333 305-573-0251 FAX GHARRISOA1 AEMPLOYMENT.COM THE WACKENHUT CORPORATION - (SECURITY) SUITE 303 6499 POWERLINE RD. FORT LAUDERDALE, FL 33309 WILLIAM SCHIRA 954-771-5005 954-771-5408 FAX FLAMGR@WACKENHUT.COM, LANDSCAPING / TREE TRIMMING & REMOVAL CARLTONS TREE SERVICE 2210 NE 3RD ST. POMPANO BEACH, FL 33060 954-784-9129 772-201-1313 772-344-3140 FAX GREEN ACRES 2130 NE 15TH TERRACE FT. LAUDERDALE, FL 33305 PATRICK ERWIN 954-563-3379 954-914-9755 CELL 954-563-3883 FAX PRESTIGE PROPERTY MANAGEMENT & MAINTENANCE 3300 SW 46T" AVE. DAVIE, FL 33314 TOM JACOB 954-584-2185 954-584-2185 FAX LIGHTING SPORTS COMPLEX & STREET LIGHTING DAVCO ELECTRICAL CONTRACTORS CORP. 1910 7T" AVENUE NORTH LAKE WORTH, FL 33461 DAVID COLLINS 888-338-6847 561-533-5155 561-533-6967 FLORIDA ELECTRIC CONTRACTING SERVICE, INC. 1445 SW 21 ST AVE FT. LAUDERDALE, FL 33312 SHERYL SURAGDEEN 954-587-6760 954-321-0355 FAX HORSEPOWER ELECTRIC INC. 8105 W. 20TH AVE HIALEAH, FL 33014 HECTOR ORTIZ 305-819-4060 305-819-4222 SIGNAL TECHNOLOGY & INSTALLATION CORP. 3411 SW 50TH AVE DAVIE, FL 33314 KELLY WOOD 954-327-2434 954-327-3375 FAX WWW.SIGNALTECHNOLOGYINC.COM TORRES ELECTRICAL SUPPLY COMPANY, INC. 3190 SE DOMINICA TERRACE STUART, FL 34997 OSCAR TORRES 772-286-5049 772-286-5496 FAX SALES TORRESELECTRICAL.COM 1101 lIcl Iz[c! HAMPTON INN 4499 W. COMMERCIAL BLVD. TAMARAC, FL 33319 JUANITA LANDRENEAU 954-735-7575 954-735-7330 FAX LA QUINTA INN — CORAL SPRINGS 3100 N. UNIVERSITY DR. CORAL SPRINGS, FL 33065 954-344-2200 954-344-7885 FAX LA QUINTA INN -- TAMARAC 3800 W. COMMERCIAL BLVD. TAMARAC, FL 33309 954-485-7900 954-733-5469 FAX WELLESLEY INN — TAMARAC 5070 NORTH STATE RD. 7 TAMARAC, FL 33319 954-484-6909 954-731-2374 FAX MAILING SERVICES AXIS — (OUTSOURCED WATER BILLING) ADVANCED XEROGRAPHICS IMAGING SYSTEMS INC. 6851 TPC DRIVE ORLANDO, FL 32822 STEVE PIATT 407-351-0232 407-363-4586 FAX POSTAL CENTER INTERNATIONAL (PCI) — (MAILING) 3406 SW 26T" TERRACE FT. LAUDERDALE, FL 33312 954-321-5644 954-797-8697 FAX OFFICE EQUIPMENT HALSEY & GRIFFITH 11490 INTERCHANGE CIRCLE NORTH MIRAMAR, FL 33025 MOISES HERNANDO 954-332-1590 EXT. 202 954-332-1595 FAX NMIGUEL HALSEY-GRIFFITH.COM IKON OFFICE SOLUTIONS, INC. 1401 NW 13CH AVE 4T" FLOOR SUNRISE, FL 33323 SHERRIKUYLEN 954-835-9000 EXT. 7811 954-835-0100 FAX SKUYLEN@IKON.COM TOSHIBA BUSINESS SOLUTIONS 6401 NOB HILL ROAD TAMARAC, FL 33321 800-526-7926 95"56-8561 FAX AGNES RIVERA-LEGRAND 954-556-8362 1-954-394-6994 CELL ARBOR @TBSFL TOSHIBA.COM BRIAN CURRY 954-556-8332 954-608-8308 CELL 954-556-8561 FAX BCURRY[' TBSFL.TOSHIBA.COM JOANIE DELUCA 954-556-8315 954-605-5398 CELL 954-556-8569 FAX JDELUCA[ TBSFL.TOSHIBA.COM CRAIG JONES — REG. SERVICE MGR. 954-556-8309 954-556-8563 FAX CJONES(cDTBSFL.TOSHIBA.COM OFFICE SUPPLIES OFFICE DEPOT 925 RAMBLEWOOD DR. 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CORAL SPRINGS, FL 33065 954-753-0323 954-341-5195 FAX JOHN@THEPRINTINGMART.COM SHANNON GRAPHICS 8755 NW 57T" ST. TAMARAC, FL 33351 MIKE SHANNON 954-726-2002 954-337-2828 FAX SIR SPEEDY 2120-2122 N. UNIVERSITY DR. SUNRISE, FL 33322 954-741-3500 954-572-8746 FAX ROBERT WALKER ROR(,RT(c SIRESPEEDYSUNRISE..COM LES SYROP 754-204-7052 CELL SALES _ SIRSPEEDYSUNRISE.COM UNITED BUSINESS FORMS 13001 N.W. 42ND AVE. MIAMI, FL 33054 RON RICOTTA 800-717-1394 954-523-1386 EXT. 307 954-557-5137 CELL 305-681-9869 FAX RRICOTTA@UBF-USA. CCM, PORTABLE TOILETS A.E.S. PORTABLE SANITATION 11050 N.W. 36TH AVE. MIAMI, FL 33167 RENE GUERRA 954-435-4972 305-953-3339 FAX WASTE MANAGEMENT INC. OF FLORIDA 2700 NW 48TH STREET POMPANO BEACH, FL 33073 MIKE FITZGERALD (PRIMARY) 954-444-1646 CELL MFITZGER1@WM.COM TOM EBOLI 954-444-7267 CELL HAROLD "BOTCH" CARTER GOVERNMENT AFFAIRS MANAGER 954-984-2010 954-868-0057 CELL 954-984-2058 FAX HCARTER WM.COM UNITED RENTALS 1803 S. POWERLINE RD. DEERFIELD BEACH, FL 33442 888-736-8488 954-933-8488 954-933-8494 FAX PROCUREMENT CARD BANK OF AMERICA FL8-260-02-02 315 S. CALHOUN ST. TALLAHASSEE, FL 32301 JERI WINKLEBLACK 850-561-1747 850-561-1965 FAX JERI.WINKLEBLACK@BANKOFAMERICA.COM RADIOS BEARCOM 5235 NW 33RD AVE. FT. LAUDERDALE, FL 33309 JOHN GLASSBERG 800-731-2327 954-733-2327 954-275-2170 CELL 954-733-1608 FAX JOHN.GLASSBER_G cDB�EARCOM.COM CONTROL COMMUNICATIONS, INC. (PROGRAMMING) 4720 OAKES RD, SUITE E DAVIE, FL 33314 SIGILFREDO RODRIGUEZ, JR. 954-791-8040 954-791-1772 FAX EXPRESS RADIO, INC. 10850 WILES RD. CORAL SPRINGS, FL 33076 BRIAN O'NEIL 954-344-9050 954-344-9112 FAX RAPID WIRELESS OF FLORIDA, INC. (INSTALLATION) 1461 BANKS RD. MARGATE, FL 33063 DOUGLAS SINCLAIR 954-979-1600 954-979-2107 FAX :� *101:7 4.3 to] :7_fr] y IRON MOUNTAIN, INC. 3821 SW 47TH AVE. FT. LAUDERDALE, FL 33314 KIM GREBER 954-584-0083 954-584-7840 FAX REMEDIATION SERVICES OPTIONI RESTORATION 141 SW 5T" STREET POMPANO BEACH, FL 33060 866-786-8280 954-786-8280 954-786-8599 FAX INFO a&OPTION.1.RESTORATIONCOM RETAILIWHOLESALE THE HOME DEPOT — GOVT. SALES LOY SPARKS 866-589-0690 813-917-7044 877-219-8526 FAX LOY_SPARKS@HOMEDEPOT.COM. LOCAL STORE: THE HOME DEPOT 750 N. UNIVERSITY DR. CORAL SPRINGS, FL 33071 954-752-4188 954-757-4582 FAX ACCOUNT #79017358189 SAM'S CLUB 950 UNIVERSITY DR. CORAL SPRINGS, FL 954-343-3443 888-746-7726 NATIONAL ACCOUNT #10175010313212532 SEARS ROEBUCK & CO. CORAL SQUARE MALL 9565 W. ATLANTIC BLVD. CORAL SPRINGS, FL 33071 ALISON FREY 954-345-1326 954-345-1322 TARGET 7730 W. COMMERCIAL BLVD. LAUDERHILL, FL 954-572-6724 WALMART SUPERCENTER (STORE 2963) 6001 CORAL RIDGE DR. CORAL SPRINGS, FL 33076 954-757-1038 954-757-4299 800-925-6278 (NATIONAL) TAX EXEMPT CUSTOMER ID: #1296714 ROOFING CONTRACTORS AABCO ROOFING, INC. 1303 SW ST WAY DEERFIELD BEACH, FL 33064 RAYMOND FAMULARO 954-426-8500 954-752-8221 954-520-8275 CELL 954-426-6188 FAX ADVANCED ROOFING INC 1950 NW 22 ST FT. LAUDERDALE, FL 33311 954-522-6868 JIM LOFTIS CROGNALE & ASSOCIATES CONSTRUCTION 2801 NE 51IT ST., SUITE 4 FT. LAUDERDALE, FL 33308 JOSEPH CROGNALE 954-770-6381 954-776-6650 JOECROG@_GMAIL.COM FLEMING ENTERPRISES D/B/A ABOVE ALL A GOOD ROOF 1251 NE 9TH AVE. FT. LAUDERDALE, FL 33304 KENNETH FLEMING 954-565-0272 954-767-0261 FAX ABOVEALLAGOOb AOL.COM SANDBAGS SADDLEBACK MATERIALS, INC. 20712 INDIAN OCEAN DR. LAKE FOREST, CA 92630 DONNA HENNINGS 800-286-7263 949-837-7263 949-583-9318 FAX WWW.ESANDBAGS.COM THE SANDBAGGER CORP. (MACHINES) P.O. BOX 602 WAUCONDA, IL 60084 STACEY KANZLER 815-363-1400 815-363-8809 FAX SHELTERS AND BENCHES (BUSj SIGNAL OUTDOOR 6503 PINE CASTLE BOULEVARD, SUITE C ORLANDO, FL 32809 RICK NEWCOMER 407-856-7079 407-592-9641 CELL 407-856-7039 FAX RICKNEWCOMER BELLSOUTH.NET 16225 SW 117T" AVE, UNIT 1 MIAMI, FL 33177 MICHELLE RUIZ 305-969-6100 305-632-1777 CELL 305-969-0540 FAX MICHELLER@CULVERAMH,ERST.COM MARTIN OUTDOOR MEDIA, INC. 19601 NE 10T" AVENUE, SUITE H NORTH MIAMI, FL 33169 SCOTT MARTIN 305-655-0822 954-558-4973 305-653-7342 TELECOMMUNICATIONS & NETWORK BELLSOUTH BUSINESS SUITE 600 13450 W. SUNRISE BLVD. SUNRISE, FL 33323 800-228-9885 EXT. 1723 954-838-1723 954-858-0504 FAX CGRAVELINE1 IMCINGULAR.COM a -PAGER CATHY.GRAVELINE@BELL_S. OUTH.COM COLEMAN TECHNOLOGIES, INC. (CTI) SUITE 300 20 NORTH ORANGE AVE ORLANDO, FL 32801 KIRK SAWYER, CEO 407-481-8600 EXT, 104 407-650-9770 FAX KSAWYERO)CTIUSA.COM NEXTEL 6700 N. ANDREWS AVE. SUITE 700 FT. LAUDERDALE, FL 33309 954-202-7581 954-202-7504 NOVUSOLUTIONS - (WEB -SITE MAINTENANCE) 10012 N. DALE MABRY HWY., SUITE 115 TAMPA, FL 33618 BYRON GILLIN/JOHN KERCHER 800-274-5624 JKERCHERANOVUSOLUTIONS.COM TROXELL COMMUNICATIONS, INC. 11767 SOUTH DIXIE HIGHWAY SUITE 146 MIAMI, FL 33156 DIANE SOLOMON 800-578-8858 EXT. 6605 954-610-5504 CELL 800-589-5939 FAX USA MOBILITY (PAGERS/NEXTEL-SPRINT) 3343 W. COMMERCIAL BLVD., SUITE 106 FT. LAUDERDALE, FL 33309 DOUG ARMSTRONG 954-484-4464 EXT. 209 954-856-9443 CELL 954-244-0605 PAGER 954-484-6447 FAX DOUG.ARMSTRONG(&USAMOBILITY.COM VERIZON WIRELESS 777 YAMATO RD. SUITE 600 BOCA RATON, FL 33431 866-851-5658 TEMPORARY SPACE (TRAILERS) WILLIAM SCOTSMAN, INC. 801 JETSTREAM DR. ORLANDO, FL 32824 CHRIS AHR 800-782-1500 407-851-90.30 407-466-6677 FAX CH,RIS,.AHR@WILLSCOT.COM li:Phi-9 TENTS N EVENTS, INC. 201 SW 12TH AVE. POMPANO BEACH, FL 33069 RICHARD CENTAURO 954-979-7456 954-979-7847 TOWING SERVICES WESTWAY TOWING 3681 W. OAKLAND PARK BLVD. LAUDERDALE LAKES, FL 33311 CRAIG GOLDSTEIN 954-731-1115 954-444-4771 CELL 954-583-9347 FAX l� 1 CAI-Y�1� zi fA=Is1:4:4IFL1 M 2--yc121lj&i 102 T-1ll� ABC BARRICADE CO. 3100 NW 7TH AVE. MIAMI, FL 33127 JOHN BALDWIN 800-842-6813 305-633-3883 305-633-5850 AMERICAN TRAFFIC SAFETY MATERIALS, INC. P.O. BOX 1449 ORANGE PARK, FL 32067-1449 JENNIFER TRIBBLE 877-872-2876 904-284-1708 EXT. 1 904-284-8165 FAX JTRIBBLE@ATSMINC.COM FLORIDA TRANSCOR, INC. 6683 STUART AVE. JACKSONVILLE, FL 32254 C. RICHARD KRUGER 800-766-7604 904-783-0292 HORIZON SIGNAL TECHNOLOGIES — PORT. TRAFFIC SIGNALS 216 LINE RD. MALVERN, PA 19355 JAY HUNTER 800-852-8796 610-226-7598 CELL 610-687-5123 FAX WWW.HORIZONSIGNAL.COM INTERSTATE SCREW CORP. — SIGN BOLTS 475 W. 18TH ST. HIALEAH, FL 33310 JACK O'DONNELL 305-888-8700 305-888-7081 FAX RITZ SAFETY, INC. 1851 N. POWERLINE RD. POMPANO BEACH, FL 33069 DONNA UNDERWOOD 954-971-3176 954-971-1272 FAX SIGNS IN A FLASH 1660 SE 10TH AVE. FORT LAUDERDALE, FL 33316 PAMELA NOBEL 954-764-7446 954-764-2083 FAX PNOBI,�1...c�BLLSO,UTH.._NET VULCAN SIGNS PO BOX 1850 FOLEY, AL 36535 TERRY HANSON 800-633-6845 334-943-1544 TRANSPORTATION A1A TRANSPORTATION, INC. 501 NW 159TH ST. MIAMI, FL 33169 EDUARDO HERNANDEZ 954-584-5877 954-584-5878 FAX Al ATRANS@_AOL.COM. UNIFORMS/CLOTHING THE GRATEFULL THREAD 12729 NW 18TH MANOR CORAL SPRINGS, FL 33071 CAROL KRELLIN 954-340-7550 954-346-5013 UNIFIRST CORPORATION 500 SW 13T" TERRACE POMPANO BEACH, FL 33069 954-783-6369 954-783-7756 FAX VEHICLES & VEHICLE RENTAL AVIS RENT A CAR 300 CENTRA POINT DR. VIRGINIA BEACH, VA 23462 DIANA DINKINS 800-525-7521 EXT. 1149 ENTERPRISE RENT -A -CAR 2150 N. STATE ROAD 7 LAUDERDALE LAKES, FL 33313 FAL PARSANA 954-318-1343 EXT. 252 954-410-0666 CELL 954-484-7772 FAX FALGUNI.D.PARSANA(a7ERAC.COM GARBER AUTO MALL (NEW VEHICLES) P.O. BOX 495 GREEN COVE SPRINGS, FL 32043 HOWARD WILLIAMS CATHY HART 904-264-4502 EXT. 1184 904-284-8717 FAX WATER CHEMICALS CHEMICAL LIME (QUICKLIME) P.O. BOX 1137 MULBERRY, FL 33860 JOHN THOMPSON 863-425-1544 863-698-2483 CELL 863-425-0686 FAX JOHN.THOMPSON CHEMICALLIME.COM HARCROS CHEMICALS, INC. (FLOURIDE) 5132 TRENTON ST. TAMPA, FL 33619 CARLA BIRDWELL 813-247-4531 813-247-7917 FAX CBIRDWELL(&—HARCROSCHEM.COM WASTE HAULERS & RECYCLING SERVICES ALL SERVICE (SINGLE FAMILY) 751 NW 31IT AVE FT. LAUDERDALE, FL 33311 DAMON STINSON 954-327-9513 954-818-1279 CELL 954-327-9543 FAX SUN RECYCLING LLC 2281 NW 16T" ST. POMPANO BEACH, FL 33069 CHARLES GUSMANO 954-968-8081 561-762-3602 CELL 954-968-1984 FAX WASTE MANAGEMENT INC. OF FLORIDA (MULTI FAMILY) 2700 NW 48TH STREET POMPANO BEACH, FL 33073 HAROLD "BOTCH" CARTER GOVERNMENT AFFAIRS MANAGER 954-984-2010 954-868-0057 CELL 954-984-2058 FAX HCARTER(cD,WM.COM 11.2 Resource Management Annex 11.2.1 Physical resources (expendable and nonexpendable resources) Transportation Division Emergency Readiness Transportation Passengers Passengers Without With UNIT VIN MAKE W/C W/C W/C 807 2FAFP71 W8WX164615 FORD CROWN VICTORIA 4DR SEDAN 4 4 0 814 2B6LB31Z8YK180106 DODGE B3500 RAM MAXI PASS HC VAN 10 6 2 FORD E450 AEROTECH 240 16 PASS HC 815 1FDXE45S01HA35671 BUS 16 16 2 FORD E450 AEROTECH 240 16 PASS HC 816 1 FDXE45S91 HA60701 BUS 16 16 2 817 2B3HD46R01 H717131 DODGE INTREPID SE 4DR SEDAN 4 4 0 BLUE BIRD TRANSHUTTLE 22 PASS HC 818 1 BAGBCPA52F205493 BUS 24 22 2 819 1 FDWE35S42HB59496 FORD E350 16 PASS BUS 16 16 0 FORD E450 SD 20 PASS HC 25' GLAVAL 820 1 FDXE45F33HA56312 BUS 20 21 2 FREIGHTLINER SPRINTER 2500 HC 821 WD5PD144145685142 RWD/2WD 8 PS. VAN 8 0 0 CHEVY VENTURE PASS HC VAN BRAUN 822 1GBDV13E55D145944 ENTERVAN 7 3 2 CHEVY VENTURE PASS HC VAN BRAUN 823 1GBDV13EX5D145969 ENTERVAN 7 1 2 1 FDXE45P55HB00791 FORD E-450 20 PASS. AEROTECH VAN 824 18 16 2 825 1 FDXE45P95HB00791 FORD E-450 20 PASS AEROTECH VAN 18 16 2 168 141 18 Public Works: EMERGENCY EQUIPMENT Equipment Admin Streets Stormwater Fleet Landscape Grounds Facilities Total 2"I. Pump 2 1 3 3"I Pump 1 1 2 44 Vehicles 3 2 5 2 2 14 4" Pump 1 1 Backhoes 2 1 3 Barricade Lights 100 30 130 Barricades 150 40 190 Batteries - 6 V 60 60 Batteries — D 376 50 426 Cones 150 100 250 Boats 3 3 Brush Chipper 1 1 Cameras 1 1 1 1 1 5 Front End Loader 1 1 Chainsaws 2 2 4 15 23 8" um 2 2 Fork Lift 1 1 Dozer 1 1 Dump Truck 1 1 2 First Aid Kits 10 3 3 2 18 Flashlights 12 9 14 5 10 50 Flat Bed Dump Truck 3 1 1 5 Small Generators 2 1 3 6 Jet Vac 1 1 Light Tower 1 1 Skid/steer loader 1 1 2 Gradall 1 1 Telescopic Work Lights 2 3 5 Video Camera 2 1 150KW Generator 7 1 3 Wet Saws 1 2 2 1 5 CONTRACT SUPPORT Type of Equipment/Supplies Vendor Name Contact Information Water Pumps Moving Water Industries Gordon Roberts Pump Rental Division 201 N.W. 1st Street Deerfield Beach, FL 33441 (954) 427-2206 954 426-2009 fax Small/Heavy Equipment Kelly Tractor Company 1868 NW 21 Street Pompano Beach, FL 33069 (954) 979-4666 (954) 979-5001 fax Heavy Lift Gold Coast Crane David Short, Dispatcher (954) 525-4186 (954) 961-1331 home 954 286-4002 beeper Heavy Lift Anthony Crane Rental 24 hour dispatch 954 970-0587 Heavy Lift Beyel Brothers Crane 24 hour dispatch Service 407 681-9654 Heavy Lift Capital Equipment 24 hour dispatch (954) 764-0122 PUBLIC WORKS: RENTAL OF EQUIPMENT United Rental 1803 Powerline Road Deerfield Beach, Florida (954) 933-8488 Fax: (954) 933-8494 Toll Free: 1-888-736-8488 Cell Phone (954) 275-0570 J.R. Ruiz Neff Rental 220 NW 17th St. Pompano Beach, Florida (954)973-9757 Fax: (954) 972-9262 Cell Phone (954) 275-1804 Jason Silvestri Kelly Tractor 2801 Reese Road Davie, Florida (954) 581-8181 Fax (954) 581-6464 Cell Phone (954) 818-4624 Joe Greensberg Fax: (954) 972-9262 Cell Phone (954) 275-1804 Jason Silvestri Kelly Tractor 2801 Reese Road Davie, Florida (954) 581-8181 Fax (954) 581-6464 Cell Phone (954) 818-4624 Joe Greensberg Cell Phone: (954) 818-1641 Terry Bishop MWI Pumps 208 NW 1st Deerfield Beach, Florida (954) 427-2206 Fax: 954-426-2009 Cell: 954-818-3129 Matt Milinksi Public Works Gold Coast Crane Service 4450 North 29th Avenue Hollywood, Florida (954) 922-6782 Fax: (954) 920-0087 Toll Free: 1-800-899-0888 Tony Goyrley GSE Equipment 4501 Oaks Road Davie Florida (954) 327-8808 Fax: (954) 327-8646 Cell Phone: (954) 818-1641 Terry Bishop MWI Pumps 208 NW 1 st Deerfield Beach, Florida (954) 427-2206 Fax: 954-426-2009 Cell: 954-818-3129 Matt Milinksi EQUIPMENT AND VEHICLES AVAILABLE IN CASE OF HURRICANE/EMERGENCY EQUIPMENT/SUPPLY INVENTORY Earth Moving Equipment Type Description Division Unit Number Bull Dozer Case Streets 226 Backhoe John Deere 4WD with 1.5 yard capacity Streets 2040 Backhoe John Deere 4WD with 1.5 yard capacity Streets 292 Dumptruck Ford F-800 with 6 yard capacityStreets 2003 Flat bed dump Ford F-800 with 6 ton/ 6 yds capacity Streets 2006 Flat bed dump Ford F-750 with 10 ton/ 6 yds capacity Streets 2044 Skid Loaders Bobcat 773 Streets 2041 Flat bed dump Ford F-750 with 10 ton/ 6 yds capacity Stormwater 2043 Back Hoe Caterpillar 4WD with 1.5 yds capacity Stormwater 4808 Dumptruck Sterling LT 7500 with 14 yard capacity Stormwater 2029 Skid Loaders Bobcat 773 Stormwater 4439 Excavator Gradall Stormwater 2035 LoaderJohn Deere 644D with 3 yard capacity Public Works 2031 Miscellaneous Equipment Type Description Division Unit Number Chipper 6" Vermeer Chipper 1250 Landscape 4003 Ariel Lift Condor 4WD 42' lift Landscape 2042 Jet Vac Vac Con Stormwater 298 Light Tower Wacker LT4 Stormwater 2468 Air Compressor Sullair 185 Stormwater 3118 Sweeper Freightliner with vactor capacityStormwater 2028 Chainsaws Boats/Dive Equipment Type Description Division Quantity Boat 14' Fiberglass with 50 h.p. engine Stormwater 1 Boat 19' Aluminum with 40 h.p engines Stormwater 2 Dive Equip Regulators Stormwater 7 Dive Equip Tanks Stormwater 7 Dive Equip Wet Suits Stormwater 7 Dive Equip BC, Mask, Fins, Snorkels (sets) Stormwater Electrical Generating Equipment Type Description Division Quanti Generator Coleman 150KW Facilities 1 Generator Honda Portable 120/240 Volt Fleet 3 Generator Homelite Streets 1 Generator Coleman 110/220 Volt Streets 1 Generator Coleman 110/220 Volt Storm Water Pumping Equipment !me Description Division Quantit Pump 8" Thompson Trash Pump Stormwater 2 Pump 4" Thompson Trash Pump Stormwater 1 Pump 3" Pump Stormwater 1 Pump 2" Pump Stormwater 1 Pump 3" Homelite Pump Streets 1 Pump 2" Briggs and Stratten Pump Streets 1 Pumping Equipment Tvge Description Division Quantity Pump 3" Pump Streets 1 Pump 2" Pump Streets 1 Pump 3" Pump Storm Water 1 Pump 2" Pump Storm Water 1 11.2.2 Personnel resources Directors Phone Roster Office Ex Pager Director Name Department Home Phone Cell Phone 3515 City Mgr Jeff Miller CMO 954-725-8691 954-6102067 3800 Jim Budzinski Chief Fire Rescue 561-642-1731 954-817-7836 3451 Gary Jones Building and Compliance 954-772-8641 954-907-0741 3734 Jack Strain Public Works 954-725-0653 954-295-0702 3772 Ray Gagnon Utilities 561-883-1246 561-504-5125 3542 Community Chris King Development 561-627-6009 561-307-3358 3609 954-879-007 Maria Swanson Human Resources 954-987-4587 954-309-9063 3507 Maria Swenson City Clerk 954-714-8209 954-448-5327 3632 Greg Warner Parks Dept 561-514-8279 561-303-9395 3907 Levent Sucuoglu IT 954-521-21 � Kenneth Dugger Chief BSO 954-970-8033 954-593-3406 3571 Steve Chapman Finance 954-491-5182 954-682-2451 -*103 (ways) (Nlght�) Sworn Personnel 1 Lt. Baker Cmdr. Duguay 2 Sgt. Logan Sgt. Brimlow 3 Sgt. Enser Sgt. TBA 4 Sgt. Rodriguez Sgt. O'Neill 5 Sgt. Perez Sgt. Dunbar 6 Dep. Cox Dep. Popick 7 Dep. Corrao Dep. Schambeck 8 Dep. Davis Dep. White 9 Dep. Zumbado Dep. Ciacciarelli 10 Dep. DiSavino Dep. Ogando 11 Dep. Barnes Dep. Andrews 12 Dep. Carabine Dep. Ahmed 13 Dep. Stambaugh Dep. Guzman 14 Dep. Tatham Dep. Randazzo 15 Dep. Stanley Dep. Carbocci 16 Dep. Martinez -Newell Dep. Valdez 17 Dep. Shapiro Dep. O'Keefe 18 Dep. Klarman Dep. Nelson 19 Dep. Reineck Dep. Brady 20 Dep. Ogden Dep. Darnell 21 Dep. Moulin Dep. Butler 22 Dep. Tephford Dep. Simmons 23 Dep. Ginory Dep. Lovallo 24 Dep. Castor Dep. Lear 25 Dep. Williams Dep. Catalano 26 Dep. Corbett Det. Pat White 27 Dep. Chastain Dep. Eisenberg 28 Dep. Shafer Dep. Weiner 29 Dep. Hanlon Dep. Fitzgerald 30 Dep. Pianelli Dep. DeGrace 31 Dep. Marshall Dep. Colantuno 32 Dep. Miller Vacancy (4) 33 Dep. Marchese Vacancy (5) 34 Dep.Lee 35 Dep. Calavetta 36 Dep. Brand 37 Dep. Loor 38 vacancy (1) 39 vacancy (2) 40 Vacancy (3) Non -Sworn Personnel 1 Admin. Spec. McCormick Admin. Spec. Dominique 2 Analyst Sanchez CSA Spin 3 CSA Mulvey CSA Bonilla 4 CSA Lewis CSA Fair 5 CSA Brill CSA Giordano 6 CSA Bohacek 7 CSA Porter 8 CSA Argenziano 9 CSA Ferdnand 10 CSA Louis IT Department contact information Name Home# Cell# Alternate email address Levent Sucuo lu 954.753.7537 954.383.1049 levent.sucuoglu@gmail.com Glenda Christian 954.255.3570 954.778.0630 sfspfan@bellsouth.net Gar Jordan Ilona Kersey 954.753.5555 954.854.2803 ilona[7a@sgeakeasy.net ilona tmo.blackberry. net Bruce Looman 954.597.9236 954.879.2072 (pager) Carlo Nuesa 954.340.3378 954.401.3320 Veronika Padus 954.888.9908 954.817.2179 Melesha Ramcharan 954.554.1736 UTILITY MAINTENANCE EMPLOYEE BEEPER HOME' PH©NE RADIO) CALL SIGN CELLULAR Antmann, Larry 954-875-1844 954-441-7077 Maintenance 5 786-246-6277 Banrev , Laos 954-528-2432 561-637-4381 Maintenance 9 561-573-6830 Barrows, Paul --- 954-748-3646 Maintenance 7 954-232-2400 Bouchard, Ton --- --- Maintenance 2 754-246-0197 Boyd, Tarus --- 954-445-6960 Maintenance 8 954-445-6960 Cabal, Re --- --- Maintenance 19 954-461-6060 Fontanez, Ton --- 954-726-8054 Maintenance 10 --- Jablonka, Chet 954-528-6179 954-438-7557 Maintenance 3 954-895-1258 Kerwin, Michael --- 954-296-6683 Maintenance 14 --- London, Brian --- --- Maintenance 4 954-856-9055 Lorenz, Richard --- 954-746-5838 Maintenance 1 954-646-5643 Meldish, Joseph --- N/A Maintenance 16 954-588-2818 Ponton, Phillip --- 954-340-6911 Maintenance 6 754-368-5755 Rinard, Les 954-896-6643 --- Maintenance 11 954-295-5441 Staats, William --- --- Maintenance 12 954-592-8762 Wiggins, Kerrick --- --- Maintenance 17 754-234-2742 Yacobellis, Phil --- 954-720-9223 Base --- Standby Beeper: 877-7257 Maintenance Division Cell Phone: 648-4407 PUBLIC WORKS Contact Name Title Home Phone Cell Phone Primary Jack Strain PW Director (954) 725-0653 (954) 295-0702 Secondary John Doherty Asst. PW Director/ City Engineer (954) 575-4858 (954) 914-4207 Name Responsibility Home Phone Beeper Cell Phone N/A John Engwiller PW Superintendent (954) 571-0277 N/A (954) 914-4268 Rodney Sims PW Superintendent (954) 777-3739 N/A (954) 444-2247 Vince Sciacca Fleet Supervisor (954) 741-9260 (954) 413-8459 (954) 914-4265 Louie Villena Senior Mechanic (954)796-0740 (954)506-6909 N/A Imran Kahn Mechanic III (954) 721-9784 (954) 679-1383 N/A Bill Lewis Sr. Construction Inspector (954) 279-0224 N/A (954) 914-6466 Kurt Schoenfelder Construction Inspector (954) 748-3211 N/A (954) 914-4216 Vinny Rutigliano Facilities, Supervisor (954) 755-0315 (954) 879-7942 (954) 914-4267 Ken Denault Electrician (954) 428-2552 (954) 896-3090 N/A Name Responsibility Home Phone Beeper Cell Phone Chuck Guidetti Senior Tradesman (954) 344-2575 (954) 896-3561 (954) 263-2357 Kevin Ellis Carpenter (954) 771-9822 Vincent Mack Maintenance Technician (954) 486-8907 N/A N/A George Conroy Landscape Supervisor (954) 535-1235 (954) 875-8330 (954)605-0532 Anand Bhandwandeen Landscape Crew Leader (954) 746-2071 (954) 761-6215 N/A Levertis Byrd Landscape Crew Leader (954) 735-0833 (954) 875-8330 N/A Robert Martin Stormwater Supervisor (954) 969-0212 (954) 728-5704 (754) 581-2241 Harry Preetam Stormwater Crew Leader (954) 733-1376 (954) 506-1577 N/A Mike Cain Stormwater Crew Leader (954) 410-9543 (954) 387-1489 N/A Hector Aleman Asst. City Engineer (305) 819-8232 N/A (954) 604-9616 Tom Vreeland Streets Supervisor (954) 227-6844 N/A (954) 818-2432 Bob Capuano Streets Crew Leader (954) 749-8741 (954) 528-4283 N/A Juan Ruiz Streets Crew Leader (954) 726-6459 (954) 764-9751 N/A Ray Anthony Equipment Operator 1 (954) 722-7130 (954) 528-4192 N/A Steve Seegobin Equipment Operator II (954)746-6783 (954)528-4192 N/A Kamal Singh Equipment Operator II (954) 572-7580 (954) 679-7560 N/A Scott Ramgoolie Equipment Operator II (954) 746-4904 (954) 408-6400 N/A HR Department/Risk & Safety Division Emergency Contact Information Risk & Safety Manager — Patty Tomaszewski Cell phone — (954) 683-5770 Home phone — (954) 346-3910 Pager number — (954) 875-0014 Work phone — (954) 724-1248 Risk & Safety Coordinator — Vince Bernd Cell Phone — (954)-298-5776 Home — (954)-746-4608 (as of May 2, 2005) Work — (954)-718-3052 HR Technician — Whitney Boyd Cell Phone — (954)-802-0119 Home Phone -- (954)-757-1460 Work Phone — (954)-597-3613 11.3 Forms used The following forms are supplied as an aid to documenting activities in preparation of and during the recovery period after a major incident. Departments may need to modify individual forms to record appropriate activities. FEMA forms and instructions are also included to assist in preparing for Federal reimbursement. The following form is to be used in the Emergency Operations Center for conveying information and recording of decisions and actions taken. TO: CONTENT: ACTION TAKEN: Q [--f-1wi 4 l <MESSAGE> METHOD FROM: TIME: vi e� °0 d L M c m c M ea a a m c a Q .0 m Q J a z z W H z O t� a m e� E N m m a� 7 a z 0 L) 0 W H W J m 7 a W W Z N Z O H i O v H O W V) 0 z O H a 0 J W CL - Z W G ci Z Z O i* J J Q V c� a� a� Cr c •o a� c m L C N CU LD C a� a� O co r m C t .N U A Q c a� m N N O N co co .r ,c C ca Z H ui H Z U) r z w U z U) C) CO Q J [n IL z Q H z w Cn CA w CA Q w Q Q ❑ CD m w ❑ Q 0 w H U c 0 U) O cn 0 LL c a� v O O 7 O 2 W (D A N O U) .0 O O (D s H m E N w U ci C6 qi A i LL w F— WU 7 m Q w w W 2 H LL 0 E CV N N 4 V a� a O O_ N "O ld O O .O O O O A C N ❑ r.. u7 H z_ m a� A N O a) 0 a� N O N O Q CA Q w LL "D CU r U N .0 m N D Vr- CV M 4 3 9 70 c c cc (a 0 Ch U) m c 0 (D E O �L w o. O L cn ca O A C O •L N cn m -v a) -O 0 U c (D m �3 t U) m 4- 'D c m (D rn m m O 1-41 CA a m N m L N r.+ O 2) O 2- c 0 g c� w m c m r aD m 3 3 O O O N V C N N m J O 2 w w U) m w m Q. E 8 O } w Y (D s m U c m D 0 cn m c� 0_ L 0 CD m Q 2 c ce) rn LL O ¢ w U ct O w m z O O } O w w z w a X w w J m 0 J w z Q w w O z O z w 2 w D m w O w CATEGORY B - PROTECTIVE MEASURES For Assessment HINTS 1. All 'but -of -pocket" expenses for your fire, law enforcement, EMS, public works, etc. to include, as of-10/14/93, NO regular time, ONLY overtime, use of equipment, and all supplies are to be counted (estimated). 2. Food, temporary road repairs, EOC activation, temporary clean-up labor, building demolition, pumping out flood water, generating power, vector control, removing dead animals, building levees, sandbagging, boarding up windows, placing sand on beaches to prevent damage to improved property, emergency public transportation and communications, building emergency access roads, etc. are all to be estimated and are eligible. 1. All expenditures in this category must be "tied" to the need for emergency measures to protect life, property, etc. 2. ONLY SALARIED PERSONNEL are eligible for overtime unless you have a policy that authorizes supervisors to get paid (NOTE: If past practice has ever seen this, then it is probably an eligible expense. 3. ALL PERSONNEL, OTHER THAN YOUR OWN LABOR FORCE, who have performed a service are eligible for reimbursement through you and these expenses should be estimated. CATEGORIES C - ROAD, D - WATER CONTROL FACILITIES, E - BUILDING AND EQUIPMENT, F - PUBLIC UTILITIES, AND G - OTHERS For Assessment 1. Estimate, using your own unit price lists, property appraisers, engineers, etc. or use the FEMA unit price list, "what it will cost to Input -it -back❑ to the pre -disaster condition" but including any new ordinance, codes and standards, and a local or regional cost adjustment. HINTS 1. Old utility poles will be replaced with new ones but vehicles will be estimated at a "bluebook" value. 2. Supplies and inventories lost must be estimated. 3. Trees, ball parks, playgrounds and any items that would cause money to be recouped from the taxpayer should be estimated and included. 4. Only those properties and facilities that are your responsibilities can be included, i.e. no federal roads or property, Indian lands, etc. 5. Facilities must have been in use prior to the disaster and must be maintained, i.e. drainage canals that have not been cleaned on a regular schedule will not be eligible for assistance. 6. ( ) _ used for permanent repairs and replacement at Your own labor force _ _ _ T can be ._ . regular time, overtime, and fringe benefits. SUBSTANTIAL IMPROVEMENT/DAMAGE NOTICE TO PROPERTY OWNERS Rebuilding your Home after the storm? Adding on, renovating, or remodeling your home? Here's information YOU need to know about the 50% Rule. if your home or business is below the 100-year flood elevation, your community has flood damage prevention regulations that may affect how you remodel, renovate, or add on to your building. If your home or business sustained structural and/or interior damage, these regulations may affect how you rebuild. These laws are required by the National Flood Insurance program to protect your lives and investment from future food damages. Your community must adopt and enforce these laws in order for federally backed flood insurance to be made available to residents and property owners. Save yourself time, aggravation and money. Please read the following information: SUBSTANTIAL DAMAGE means damage of any origin sustained by a structure whereby the cost of restoring the structure to its before damage condition would equal or exceed 50 percent of the market value or replacement cost of the structure before the damage occurred. (Note; the cost of the repairs must include all costs necessary to fully repair the structure to its before damage condition). SUBSTANTIAL IMPROVEMENT means any reconstruction, rehabilitation, addition, or other improvement of a structure, the cost of which equals or exceeds 50 percent of the market value of the structure before the 'start of construction" of the improvement. If a building is 'substantially damaged" or "substantially improved", it must be brought into compliance with flood damage prevention regulations, including elevating the building to or above the 100-year flood elevation. SUBSTANTIAL IMPROVEMENT/DAMAGE NOTICE TO PROPERTY OWNER'S CON'T Tamarac, following National Flood Insurance Program requirements, has the responsibility to determine "substantial damage" and substantial improvement" and has implemented the following procedures to do so: 1. Tamarac will estimate Market Value by using the tax assessment value of your structure (excluding the land), plus % , Example: Structure Assessment value x property appraisal for the depreciated value of the structure. 2. You must obtain and submit to Tamarac's Building Dept._a detailed and complete cost estimate for the addition, remodeling, reconstruction or for repair of all the damages sustained by your home, prepared and signed by a licensed general contractor. The contractor must sign an affidavit indicating that the cost estimate submitted includes all damages or all improvements to your home, not just structural. (See copy attached). Tamarac will evaluate the cost of improvements or repairs and determine if they are fair and reasonable. For damage repairs, pre -storm prices and rates will be utilized. The cost of improvements or repairs does not include items not considered a permanent part of the structure. (i.e., Plans, Surveys, Permits, Sidewalks, Pools, Screens, Sheds, Gazebos, Fences, etc.) (see attached copy.) 3. If your home is determined to have "substantial damage" or is proposed to be "substantially improved", then an Elevation Certificate must be submitted to Tamarac's Building Dept. to determine the lowest floor elevation. Garages and carports are not considered to be the "lowest floor'. 4. If the lowest floor is below the 100-year flood evaluation, the building must be elevated to or above that level. Likewise, all electrical and mechanical equipment (heating and cooling, etc.), bathrooms, and laundry rooms must be elevated to or above the 100-year flood level. Only parking, building access, and limited, incidental storage is allowed below the flood level. Non-residential buildings may be "flood - proofed" instead of being elevated. If the lowest floor, electrical and mechanical, equipment, laundry and bathroom are already above the 100-year flood elevation, the building can be repaired and reconstructured without further modifications. SUBSTANTIAL IMPROVEMENT/DAMAGE NOTICE TO PROPERTY OWNER'S (CON'T) 5. Building plans must be prepared to show how the building is to be elevated. If located in a "V-Zone, Coastal High Hazard Area, or if the building is to be flood proofed, these plans must be prepared and certified by a registered professional engineer or architect. Certificates for this purpose are available from the Building Official. 6. Following a presidential disaster declaration, the Small Business Administration may take loans available for both house and businesses for purposes of elevating the structure to or above the 100-year flood elevation. Proof of "substantial damage" is required. ITEMS TO BE INCLUDED All structural elements including: Spread or continuous foundation footings and pilings Monolithic or other types of concrete slabs Bearing walls, tie beams and trusses Wood or reinforced concrete decking or roofing Floors and ceilings Attached decks and porches Interior partition walls Exterior wall finished (e.g.. brick, stucco, or sliding) including painting and decorative moldings Windows and doors Re -shingling or retailing a roof Hardware All interior finish elements, including: Tiling, linoleum, stone, or carpet over sub -flooring Bathroom tiling and fixtures Wall finishes, e.g.. drywall, painting, stucco, plaster, paneling, marble, or other decorative finishes. Kitchen utility and bathroom cabinets Built-in bookcases, and furniture Hardware SUBSTANTIAL IMPROVEMENT/DAMAGE NOTICE TO PROPERTY OWNER'S (CON'T) ITEMS TO BE INCLUDED (Con't) All utility and service equipment, including: HVAC equipment Repair or reconstruction of plumbing and electrical services Light fixtures and ceiling fans Security systems Built-in kitchen appliances Central vacuum systems Water filtration, conditioning or recirculation systems Also: Labor and other costs associated with demolishing, removing or altering building components Overhead and profit ITEMS TO BE EXCLUDED Plans and specifications Survey costs Permit fees Debris removal (e.g. removal of debris from building or lot, dumpster rental, transport fees to landfill and landfill tipping fees), and clean-up (e.g. dirt and mud removal, building dry out, etc.) Items not considered real property such as throw rugs (carpeting over finished floors), furniture, refrigerators, stoves not built in, etc. Outside improvements, including: Landscaping Sidewalks Fences Yard lights Swimming pools Screened pool enclosures Sheds Gazebos Detached structures (including garages) Landscape irrigation systems ITEMS REQUIRED TO DETERMINE SUBSTANTIAL DAMAGE/IMPROVEMENT Applicant must submit the following: (Make sure you have extra copies for your files 1. Complete the attached application 2. Detailed Cost of Improvement/Reconstruction Estimate and affidavit, signed by a General contractor and a copy of his License certificate 3. Elevation Certificate or elevation survey 4. Current photos, or photos before and after the storm (if available) 5. Floor plan drawing (if available) 6. Owner's affidavit signed and dated 7. Contractor's affidavit signed and dated GUIDELINES TO COMPLETE THE ATTACHED RECONSTRUCTION/IMPROVEMENT COST ESTIMATE Reconstruction/Repair Ratio = Percentage of item that must be repaired or reconstructed. (Example: the home has 20 windows, only 10 were damaged and are being replaced., ratio should be equal 50%.) ITEMS COSTS RECON/REPAIR RATIO OF WORK OFFICIAL USE Labor + Materials Concrete, Form, ETC $4,500.00 40% Carpentry Material (rough) $9,004.00 100% Doors/Windows/shutters $2,046.00 40% ESTIMATED COST OF RECONSTRUCTION/IMPROVEMENT ADDRESS: This Cost Estimate of Reconstruction/Improvement must be prepared and signed by a licensed General Contractor. ITEMS COST RECON/REPAIR RATIO OF WORK OFFICIAL USE Labor & Materials Form, ETC Material (rough) Labor (rough) & Weather Strip finish stucco indows & Shutters finish r Labor, Finish finish rou h built-in erin(tile/rug) ub/Toilet ures kppliances n and Removal and Profit TOTAL (Please attach any additional information) Contractor Name: Address: Signature:. GCG License # Date RECONSTRUCTION/IMPROVEMENT AFFIDAVIT 0141OX:: Contractor Name: License # Owner Name: Address: Phone: I hereby attest to the fact that the repairs/reconstruction and/or remodeling list submitted for the Substantial Damage/Improvement Review by my contractor are ALL OF THE DAMAGE/IMPROVEMENTS sustained by this structure and will be done to the existing building and that all additions, improvements, or repairs on the subject building are included in this estimated construction herewith. No other contractor has made any repairs or reconstruction or additions or remodeling not included in the attached list. I understand that I am subject to enforcement action and/or fines if inspection of the property reveals that I have made repairs or improvements NOT INCLUDED ON THE ATTACHED LIST OF REPAIRS to MY HOME or that I have included non -conforming or illegal structures/additions, to the existing structure without having presented plans for such additions, to the existing structure without having presented plans for such additions. I understand that any permit issued by Tamarac pursuant to this affidavit does not authorize the reconstruction, repair or maintenance of any illegal additions, fences, sheds or non -conforming uses or structures on the subject property. STATE OF FLOR/DA COUNTY OF BROWARD Before me this day personally appeared who, being duly sworn deposes and says that he has read, understand, and agrees to comply with all the aforementioned conditions. Owner's Signature Sworn to and subscribed before me this day of Co -Owner's Signature Notary Public State of 20 My Commission Expires: RECONSTRUCTION/IMPROVEMENTAFFIDAVIT FOLIO # Contractor Name: License # Owner Name: Address: I,�Z7IM I hereby attest to the fact that I, or a member of my staff, personally inspected the above - mentioned property and produced the attached itemized list of repairs, reconstruction and/or remodeling list, which are hereby submitted for a Substantial Damage/Improvement Review. These damages/improvements are ALL OF THE DAMAGES/IMPROVEMENTS sustained by this structure, and that all additions, improvements, or repairs proposed on the subject building are included in this estimate. 1 understand that I am subject to enforcement and penalties for violation action and/or fines if the inspection of the property reveals that I have made repairs or improvements not included on the attached list of repairs/improvement to this structure or any non -conforming or illegal structures/additions, or repairs is included to the existing structure without having presented plans for such additions. I understand that any permit issued by Tamarac pursuant to this affidavit does not authorize the reconstruction, repair or maintenance of any illegal additions, fences, sheds or non -conforming uses or structures on the subject property. See Attached Itemized List Total Labor & Materials $ Overhead & Profit Total Cost STATE OF FLORIDA COUNTY OF BROWARD Before me this day personally appeared duly sworn deposes and says that he has read, aforementioned conditions. Owner's Signature Sworn to and subscribed before me this $ who, being understand, and agrees to comply with all the Co -Owner's Signature day of Notary Public State of My Commission Expires: K11 INSTRUCTIONS FOR COMPLETING DAMAGE ASSESSMENT - FIELD WORK SHEET 1. ADDRESS - address of damaged home or exact location (i.e., fourth house from north comer of 60th Avenue on 49th Street on west side.) 2. OWNERS NAME - if somebody is on site, ask for the owner's name. 3. RENTERS NAME - if somebody is on site, ask if they are the renters; if so, get their name. 4. PERSON TO NOTIFY IN EMERGENCY - if someone is on site, ask for a friend's or relative's phone number. This is how to locate the owner later. 5. TYPE OF STRUCTURE DAMAGED - check off the type of structure (i.e., residential home 0 and the structure is frame construction 0). 6. INSURANCE - this information is IMPORTANTIII If somebody is on site, ask questions. The answers may be the difference whether the City receives money from the government (i.e., the person on site states he is a renter and his contents are not insured, indicate Renters Insured: YES ❑ NO 0). 7. IS THIS THEIR PRIMARY RESIDENCE? - this is also IMPORTANT whether the City receives money. Ask if this is their primary residence. 8. STRUCTURAL DAMAGE - is just that - check out the structure and look for each section. See instructions for Structural System Approach for Damage Assessment. 9. DAMAGE CATAGORY - see instructions for Damage Scale Standards. Total amount of damage. 10. STRUCTURAL INFORMATION - will save many trips back to look at the damaged structure. POWER, GAS, WATER should remain off? If the home is not safe to live in i.e., the roof leaks or is covered with plastic sheeting, part of the walls are badly damaged, check YES 0. Is ENGINEERING needed for Repair? If the walls or roof trusses are damaged, check YES 0 Engineering is needed. Is the Building LIVABLE? If the home is not safe, check NO 0. Were PICTURES taken? Number on roll of film and which frame or number the picture is. also mark the film by which team took the pictures. DEPTH OF WATER IN STRUCTURE. Indicate the depth of water in the structure. Look for water marks on the walls. 11. Print the names of team members and the name of person who completed the form. HABITABILITY ASSESSMENT - FIELD WORK SHEETDATE 1. ADDRESS: 2. OWNER'S NAME: 3. RENTER'S NAME: 4. PERSON TO NOTIFY IN EMERGENCY: PHONE: ( _) 5. TYPE OF STRUCTURE DAMAGED :Residential ❑ Frame ❑ Commercial ❑ Metal ❑ Multi -family ❑ Masonry ❑ Mobile Home ❑ 6. INSURANCE: Owner Insured: Yes ❑ No ❑ Unknown ❑ Structure: Fully Insured ❑ Under -insured ❑ Unknown ❑ Renter Insured: Yes ❑ No ❑ Unknown ❑ 7. IS THIS THEIR PRIMARY RESIDENCE? Yes ❑ No ❑ Unknown ❑ 8. STRUCTURAL DAMAGE: ❑ FOUNDATION ❑ ROOF/TRUSSE ❑ EXTERIOR WA ❑ INTERIOR WAL ❑ FLOORS/FLOO ❑ PLUMBING ❑ ELECTRIC ❑ A/C & HEAT 9. DAMAGE CATEGORY: 10. STRUCTURAL INFORMATION: 5-25% 13 S El LLS ❑ LS ❑ RING ❑ ❑ MINOR (Damage Less than 25%) 25-50% ❑ MAJOR (Carnage from25-50%) 50-100% ❑ DESTROYED (Camage Exceeds 50%) POWER, GAS, WATER should remain off? Yes ❑ No ❑ Undetermined ❑ Is ENGINEERING needed for Repair? Yes ❑ No ❑ Undetermined ❑ Is the Building LIVABLE? Yes ❑ No ❑ Undetermined ❑ Were PICTURES taken? Yes ❑ No ❑ Team: Roll Frame DEPTH OF WATER IN STRUCTURE TEAM MEMBERS: This assessment form was completed by Please Print) Please_put all_comments on the back of this sheet. Office Use Only Estimated Cost of Repairs ORGANIZATIONAL SOURCES OF HAZARD AND DISASTER INFORMATION American Society of Civil Engineers 345 East 47th Street New York, New York 10017 (212) 705-7496 American Red Cross National office of Disaster Services 18th & E. Street, N.W. Washington, D.C. (202) 857-3718 Building Officials & Code Administrators 4051 West Flossmoor Road Country Club Hills, Illinois #60477 (312) 799-2300 Disaster Research Center University of Delaware Department of Sociology Newark, Delaware 19711 (302) 451-2581 Federal Emergency Management Agency 500 C Street, S.W. Washington, D.C. 20472 (202) 646-2500 (202) 646-3484 (404) 853-4200 - Atlanta, Georgia National Science Foundation Division of Biological & Critical Systems 1 800 G Street, N. W. Washington, D.C. 20550 (202) 357-9545 U.S. Department of Commerce, National Oceanic & Atmospheric Administration (NOAA), National Weather Service Office Silver Springs, Maryland 2091 0 (301) 427-8090 INSPECTED HABITABLE, NO RESTRICTIONS HABITABLE, REPAIRS NEEDED Date Time This structure has been inspected (as indicated below), and no apparent structural or safety hazard has been found. Final safety determination is the owner's responsibility. Report any unsafe conditions to the local authority. Inspector's Name: This structure was inspected under emergency conditions. Reinspection may be required for the: (Jurisdiction) Exterior Only Exterior and Interior Comments: APPROVED TO CONNECT: WATER Yes No Unknown ELECTRIC Yes No Unknown GAS Yes No Unknown Facility Name and Address: Do Not Remove This Placard Until Authorized By The Building Official Approved To Connect Electric Service Address: Date: Time: Inspector: Inspector Agency: Jurisdiction• DO NOT OCCUPY - ENTER AT YOUR OWN RISK This structure has been sery damaged and Date Time Is unsafe. Do not occupy. Enter at your own risk, As entry may result in injury or death. Inspector's Name: Comments: This structure was inspected under emergency conditions for the: (Jurisdiction) Facility Name and Address: DO NOT RECONNECT ANY UTILITIES SUCH AS WATER, GAS OR ELECTRIC Do Not Remove This Placard Until Authorized By The Building Official O nQ. F- w a� _ db 9 ;W �OwH ,; L 01 'C 1pLj= L � O O IL E o m Z CC_ N a O CO [' m Y mo 0 7W O ^Y/- m i m Q c`rs w r� Z w z wZ Z O a IL V/ /A w LY = y P A �m ¢ $ _ O� w o 0 o LL 0♦� E V V Q 0 (D Q (D (D 0 0 oLU N m m U) � Q O� �U (A Q� E� ° H ❑ € � L �= O 0 c Q Q ter.- Z mm r.+ R ° a LL¢ (D cc r� am -iP0U-- Q( Uli d z Z m a o a o ? m Vm W a w~ cc a a o H N V > 0 E � C W 0 Z 0o a� z a ' U w z o o cL w �.. W `r. N � O N V W � Q C a LL W °' ° o a b U .- y m `o V o > € 3 ❑ 4 C ca 8 0 4-ti 0 L p Qi m m o Z v41T.. M CA. o o Lm- �? ape+ c cp v, w a (}� v ¢ � p y 'L a N C7 � � L N � •� 012 Q -j O coa E, W cca GENERAL INFORMATION NEEDED IN ASSESSMENT: Sites or locations (marked on maps), photographs, records of labor, equipment, and supplies, knowledgeable persons to estimate or gather information, and codes and standards information and any other local ordinances that affects the estimates. UNITS OF MEASURE AC = ACRE CY = CUBIC YARD EA = EACH HR - HOUR IN = INCH JOB = JOB (CONTRACT) LF = LINEAR FOOT LS = LUMP SUM MBF - 1000 BOARD FEET MI = MILE SF SQUARE FEET SQ - SQUARE (ROOFING) SY = SQUARE YARD SY/IN = SQUARE YARD PER INCH (DEEP) TON = TON TN = TON THESE ARE THE STANDARD ABBREVIATIONS FOR THE FEMA G.2 - NUMERIC COST CODE LISTING 12.0 Functional Annexes Broward Sheriffs Office Tamarac District Hurricane Plan Command Response Annex 1. Background and Terminology Pulse To outline the policies and procedures to be followed by BSO Tamarac District employees in the event of a disaster in the City of Tamarac. To establish a mutual understanding of the authority, responsibility, function and operating procedures during an emergency. To provide a simple and expeditious method of implementing emergency procedures. To promote understanding between the various operations, agencies and organizations during and after emergencies. To delineate and assign responsibility to all BSO Tamarac District employees operating within the provisions of this plan. To identify the primary emergency operating center (EOC), to provide continuity of government and public safety and to provide direction and control of emergency operations. The plan may be implemented in part, or in its entirety, depending on the disaster. S_ _ cope This plan establishes the response policy for Broward County Sheriffs Office Personnel assigned to the Tamarac District outlining the duties and assignments within the district in the event of a Hurricane Response. This plan is designed to provide mitigation, impact and response guidance concerning local hurricane emergencies by member of the Broward Sheriffs Office Tamarac District. Background: District personnel must understand the importance and scope of response to hurricane conditions. No plan can cover all of the possible scenarios or expectations. This plan is designed to be flexible. During the emergency response, decisions will be made and actions taken, which may not be outlined in this plan or it may even seem contrary to the plan. Those decisions will be made through the chain of command and based on developing conditions. Post storm conditions could be rather light or severe. This district and its resources may be stretched beyond limits. There may be twelve hour shifts in excess of several weeks, no electricity for a month or more, extreme personal property loss, or even the loss of family members. This district's command personnel will do everything within reason to accommodate assigned personnel while providing service to the community in an adverse situation. Citv of Tamarac Vulnerabilitv Analvsis According to the 2004 Census, the total population of the City of Tamarac was estimated at 57,726. Tamarac, a city with a diverse population, including a high elderly population and could experience significant loss of life and property in catastrophic proportions. The following statistical statement is provided relative to the City's vulnerable population: Fifty (52) percent of the City's total population are 53 years of age and over. Thirty-eight (38) percent of the City's residents are 65 years of age and over. Hazard Analvsis Tamarac is vulnerable to a host of hazards. The following is a synopsis of the more typical ones: Hurricanes and Tropical Storms Broward County, Florida is one of the most vulnerable areas in the nation to the impact of hurricanes and tropical storms. Hurricane season runs from June through November. Primary and secondary effects in Tamarac from a hurricane include: high winds, rain, and inland flooding. Wind and flooding are the greatest threats associated with the impacts of tropical storms. The entire population and infrastructure are susceptible to the effects of a hurricane. Damage will vary dependant upon the proximity of the eye of the hurricane. Minimal to severe damage is possible Tnrnadns The nature and character of tornados to which Tamarac is vulnerable are much less severe than those experienced in other parts of the nation. However, the frequency of tornado experience in Broward County is on the order of approximately two touchdowns per year. Tornados can strike anywhere. The most common, least destructive tornadoes in Broward are warm season tornadoes, which occur from May through August during afternoon thunderstorms. The most destructive tornados occur during cool season between December and April, because of cold fronts coming from the north colliding with the warm tropical air in the south. Within very localized area of tornado touchdowns, property damage is severe. All areas of the City are subject to both vulnerability and maximum threat; however, less than one percent of the population and property values can be expected to be impacted by any single tornado event. Flooding Much of Tamarac has an elevation of from two to ten feet above sea level and is subject to flooding during hurricanes and heavy seasonal rains. Numerous neighborhoods may experience localized flooding from seasonal rains. Prolonged wet weather could cause unexpected flooding affecting major roads and infrastructure and individual buildings. The Saffir-Simpson Hurricane Scale The Saffir-Simpson Hurricane Scale is a 1-5 rating based on the hurricane's present intensity. This is used to give an estimate of the potential property damage and flooding expected along the coast from a hurricane landfall. Wind speed is the determining factor in the scale, as storm surge values are highly dependent on the slope of the continental shelf and the shape of the coastline, in the landfall region. Note that all winds are using the U.S. 1-minute average. Category One Hurricane: Winds 74-95 mph (64-82 kt or 119-153 km/hr). Storm surge generally 4-5 ft above normal. No real damage to building structures. Damage primarily to unanchored mobile homes, shrubbery, and trees. Some damage to poorly constructed signs. Also, some coastal road flooding and minor pier damage. Category Two Hurricane: Winds 96-110 mph (83-95 kt or 154-177 km/hr). Storm surge generally 6-8 feet above normal. Some roofing material, door, and window damage of buildings. Considerable damage to shrubbery and trees with some trees blown down. Considerable damage to mobile homes, poorly constructed signs, and piers. Coastal and low-lying escape routes flood 2-4 hours before arrival of the hurricane center. Small craft in unprotected anchorages break moorings. Category Three Hurricane: Winds 111-130 mph (96-113 kt or 178-209 km/hr). Storm surge generally 9-12 ft above normal. Some structural damage to small residences and utility buildings with a minor amount of curtain wall failures. Damage to shrubbery and trees with foliage blown off trees and large trees blown down. Mobile homes and poorly constructed signs are destroyed. Low-lying escape routes are cut by rising water 3-5 hours before arrival of the center of the hurricane. Flooding near the coast destroys smaller structures with larger structures damaged by battering from floating debris. Terrain continuously lower than 5 ft above mean sea level may be flooded inland 8 miles (13 km) or more. Evacuation of low-lying residences with several blocks of the shoreline may be required. Category Four Hurricane: Winds 131-155 mph (114-135 kt or 210-249 km/hr). Storm surge generally 13-18 ft above normal. More extensive curtain wall failures with some complete roof structure failures on small residences. Shrubs, trees, and all signs are blown down. Complete destruction of mobile homes. Extensive damage to doors and windows. Low-lying escape routes may be cut by rising water 3-5 hours before arrival of the center of the hurricane. Major damage to lower floors of structures near the shore. Terrain lower than 10 ft above sea level may be flooded requiring massive evacuation of residential areas as far inland as 6 miles (10 km). Category Five Hurricane: Winds greater than 155 mph (135 kt or 249 km/hr). Storm surge generally greater than 18 ft above normal. Complete roof failure on many residences and industrial buildings. Some complete building failures with small utility buildings blown over or away. All shrubs, trees, and signs blown down. Complete destruction of mobile homes. Severe and extensive window and door damage. Low-lying escape routes are cut by rising water 3-5 hours before arrival of the center of the hurricane. Major damage to lower floors of all structures located less than 15 ft above sea level and within 500 yards of the shoreline. Massive evacuation of residential areas on low ground within 5-10 miles (8-16 km) of the shoreline may be required. Hurricanes Alert Conditions o Watch A Hurricane Watch is an announcement issued by the National Weather Service whenever a tropical storm or hurricane becomes a threat to a coastal area. A Hurricane Watch is an announcement for specific coastal areas that hurricane conditions are possible within 36 hours. o Warning A Hurricane Warning is a warning that sustained winds 64 kt (74 mph or 119 km/hr) or higher associated with a hurricane are expected in a specified coastal area in 24 hours or less. A hurricane warning can remain in effect when dangerously high water or a combination of dangerously high water and exceptionally high waves continue, even though winds may be less than hurricane force. When a Warning is announced, hurricane conditions are considered imminent and may begin immediately or at least within 24 hours. The goal of the National Weather Service is to issue warnings in time to provide a minimum of 12 daylight hours for preparation and evacuation, if necessary. 2. Pre -Season Plannin ■ Annual Review: The District Chief will make an annual review of this plan to ensure it is current and accurate. A written report of the review and the needed revisions will be forwarded to Organizational Development and Accreditation not later than April 1 of each calendar year. The revisions should include but not be limited to: o Checking emergency supplies and provisions and re -ordering as needed. o Identify Command Post locations and test for operation -ability. o Check generators and radio base stations. o Update notifications and assignments. o Update assignment schedules. o Update listing of facilities which assist people with special needs. o Review status of emergency supply vendors (contracts) to insure they are up to date, and suppliers have equipment and transportation capabilities for immediate response. o Collect copies of district and zone maps for outside area responders. o Meet with community leaders to explain BSO's planned response. o Establish a master contact listing o Internal BSO contacts o External district contacts 3. Pre -Storm Planning ■ Twenty-four to 48 hours before potential storm impact, staff members will obtain needed food items, supplies, and operational resources. ■ The district station will shutter all windows and secure all outside equipment, trailers, motorcycles, machinery and other items that may be damaged by the wind or flying debris. ■ Equipment or resources anticipated to be necessary for recovery efforts may be Pre -staged and secured at designated locations. ■ The gasoline pumps should be filled to capacity in anticipation for use after the storm impacts. ■ All patrol vehicles should be fully fueled. ■ Generator tanks should be filled to capacity by the City of Tamarac. ■ Emergency response contracts should be reviewed and contact information of the vendor verified for immediate response if necessary. 4. State of Emergency Action Authority o U.S. Public Law 93-288. a Chapter 252, Florida Statutes, as amended. o State of Florida Statute 252. o Broward County Comprehensive Emergency Operations Plan. o Broward Sheriffs Office Unusual Occurrence o Florida Fire Prevention Code. o Florida Building Code. Disaster Response Authority Composition a Federal A federal disaster declaration may be made by the President. Federal Aid is requested by the governor of the state when a disaster is of such magnitude that it overwhelms local and state resources. Federal aid should not be expected for at least 72 hours after a catastrophic event. o State The Governor may issue an executive order declaring a disaster in all or part of the State. The State Director of the Division of Disaster Preparedness is the State Coordinator of disaster assistance programs within the State. All assistance requests will be forwarded from the Broward County Division of Emergency Preparedness and the County Administrator. State aid should not be expected for 48 to 72 hours after the event. o Co_ _ unty The County Mayor / Manager may declare a State of Emergency throughout Broward County. The Broward County Comprehensive Emergency Operations Plan has been established to insure that all elements of the County government provide assistance to the City. The County is charged with collecting information from all local jurisdictions and communicates that requests for emergency assistance should be Emergency Preparedness Director, through the Operations Center, who shall determine the need necessary. a CRY on resources available and needed information with the State EOC. All forwarded to the Broward County Broward Sheriff's Office Emergency and notify the state for assistance if The City of Tamarac Mayor / City Manager may declare a local disaster and order the activation of this plan, as well as request mutual aid in accordance with the County and Statewide mutual aid plan. The City of Tamarac Fire Chief shall serve as the Emergency Manager for the City. o Broward Sheriff's Office The Tamarac District is responsible for law enforcement within City of Tamarac and any assigned unincorporated areas. District personnel will also assist other municipalities when requested to insure the peaceful, orderly evacuation of these areas. Personnel will patrol evacuation routes and render assistance when needed. Situation o Emeraencv Conditions A major or catastrophic emergency that could overwhelm the capabilities of any community to provide prompt and effective emergency response and short-term recovery measures. Transportation infrastructure may be damaged and local transportation services may be disrupted. Widespread damage to commercial telecommunications facilities may be experienced and the ability of governmental response and emergency response agencies to communicate will be impaired. Homes, public buildings, and other critical facilities and equipment may be destroyed or severely damaged. Debris may make streets and highways impassable. The movement of emergency supplies and resources will be seriously impeded. Public utilities may be damaged and either fully or partially inoperable. Many BSO personnel may be victims of the emergency, preventing them from performing their assigned emergency duties. Numerous separate hazardous conditions and other emergencies as a result of the initial event can be anticipated. Thousands of emergency victims may be forced from their homes and large numbers of dead and injured could be expected. Many victims may be in life -threatening situations requiring extensive rescue and medical care. There will be shortages of a wide variety of supplies necessary for survival. The hospital, nursing homes, pharmacies and other health/medical facilities may be severely damaged or destroyed. Medical and health care facilities that do remain in operation may be overwhelmed by the number of victims requiring medical attention. Medical supplies and equipment will be in short supply. Damage to fixed facilities that generate, produce, use, store or dispose of hazardous materials could result in the release of hazardous materials into the environment. Food processing and distribution capabilities may be severely damaged or destroyed. There maybe near -total disruption of energy sources and prolonged electric power failure. 5. Establishment of the Unified Command Post/ Field Operations Centers Alert Status: When a Hurricane Watch is received, the Sheriff or his designee will activate components of the Hurricane Response Plan. Upon alert notification, the District Chief or his/her designee will call a meeting of district staff who have operational responsibilities for the purpose of reviewing the hurricane response plan and discussing emergency preparations and procedures. All supervisors must call in during a watch to the Operations Commander and advise of their status and receive a mobilization plan briefing When a Watch is ordered in the Tamarac District, all personnel with disaster responsibilities will take the following actions: The Executive Officer will insure that the Tamarac District Command Post is prepared for full operations with necessary equipment and office supplies on hand. Other persons who may be designated by Executive Officer or Shift Commander will be directed to staff the Tamarac District C.P. at this time. Command Post staff will insure that emergency telephones are and computer networks are operational. Other communication links, such as satellite telephones, cellular telephones and fax machines will be thoroughly tested during the shift. The Command Post may be placed on stand-by status or partially activated to levels 1 or 2, at the discretion of the District Chief or his or her designee. Shift Commanders are permitted discretionary authority in allowing their staff and employees sufficient time to protect their own property and provide for their family protection prior to the disaster. This should be done in such a manner that essential law enforcement services are not disrupted, and timed well ahead of the emergency operations. Each shift/ unit is responsible for its own personnel, equipment and facilities including securing the necessary supplies and resources to implement this plan and ensure continued services to the community. In order to justify claims under Federal Disaster Assistance Statutes (PL 93-288) for expenses incurred as a result of a disaster, it is essential that all district components keep accurate and highly detailed records. Records should document preparedness activities as well as response and recovery activities. These records must document all costs for staffing (including overtime), contract work and materials, and equipment over and above the normal expenses. When a Hurricane Warning is issued affecting the Tamarac District and the City of Tamarac, the following actions will be taken as indicated and situations warrant: The Tamarac District Command Post will be placed on full operations status, level 3. The Tamarac District Command Post is located at 7515 N.W. 88th Ave. at the Tamarac District Station. The Executive Officer will insure that the Command Post is prepared for full operations with necessary equipment and office supplies on hand. Other persons who may be designated by the Executive Officer will be directed to staff the C.P. at this time. The Executive Officer will insure that emergency telephones are operational, and other communication links (such as computer lines, fax machines, satellite phones, etc.) will be thoroughly tested during the watch. All employees will be responsible to secure their offices, records and equipment against possible loss or damage and take such action as is necessary to insure the safety of assigned personnel. Supervisors are permitted discretionary authority in allowing their staff sufficient time to protect their own property and provide for their family protection prior to the disaster. This should be done in such a manner that essential law enforcement services are not disrupted, and timed well ahead of the emergency operations. When a Warning is issued affecting the Tamarac District and the City of Tamarac, the following actions will be taken as indicated and situations warrant: The Executive Officer or his/her designee shall insure that the district supervisors have been informed of the Hurricane Warning. The District Command Post shall be placed in immediate operational readiness for extended 24-hour operational periods. Emergency planning meetings in the district supervisors or their designated representatives shall be conducted as necessary. All communications equipment shall be verified as operating satisfactorily and that the Command Post has been opened for reports of significant messages and activities. Coordination and documentation of operational activities is essential and shall be recorded in a log maintained in the Command Post. Situation reports shall be submitted from the district supervisors based on their assignments, so that a record is maintained of the preparations completed and need for assistance is identified. Command Post Levels of Activation: Level 1 - Monitor situations developing or impacting other areas. (District supervisors notified as needed) Level 2 - Preparation stage for a Hurricane, or a local incident or hazard not requiring extensive outside assistance. Command post positional may be partially staffed with an Incident Commander and Log officer. Other positions may be staffed at the discretion of the Incident Commander. Level 3 — Anticipated Regional disaster- full activation, all positions staffed. Responsibilities of those assigned to the Command Post are as follows: • Provide direction to and control to district employees based on direction/ request from BSO or the City of Tamarac E.O.C. • Coordinate and control the release and distribution of information to the BSO E.O.C, City of Tamarac E.O.C., BSO employees and the public. • Establish priorities to allocate resources. • Manage resources from within BSO, the City of Tamarac and outside agencies. • Coordinate information and relay needs and resources available through the Broward Sheriffs Office Emergency Operations Center. • ICS Model: • The Tamarac District will operate the "Tamarac Command Post" using the Incident Command System (I.C.S. Model). • Chain of Command: o In the same way the chain of command is recognized in the policy and procedures manual, it is also applied here during hurricane response. o The District Chief is the first authority in the district, followed by the Executive Officer or the Shift Commanders. In the event the District Command Post becomes disabled, the alternate Command Post at Tamarac City Hall will assume control of the district. o Alternate Command Post will notify the BSO E.C.C. and the City of Tamarac EOC in the event the District Command Post is disabled. • The Incident Commander's Role- o The District Chief will assume the role of Incident Commander. o Has overall responsibility for managing the incident. o Must be fully briefed, and should have a written delegation of authority. o Personnel assigned by the Incident Commander have the delegated authority of their assigned positions. o The Incident Commander is responsible for on -scene management until command authority is transferred to another person, who then becomes the Incident Commander. • Incident Commander Responsibilities- o Performing command functions, such as establishing command and establishing the Incident Command Post (ICP). o Protecting life and property. o Controlling personnel and equipment resources. o Maintaining accountability for responder and public safety, as well as for task accomplishment. o Establishing and maintaining an effective liaison with outside agencies and organizations, including the BSO-EOC, when it is activated. Incident Commander's Command Function- • Establishing command. o Ensuring responder safety. o Assessing incident priorities. o Determining operational objectives. o Developing and implementing the Incident Action Plan (IAP). o Developing an appropriate organizational structure. o Maintaining a manageable span of control. o Managing incident resources. o Delegating functions. o Coordinating overall emergency activities. o Coordinating the activities of outside agencies. a Authorizing the release of information to the media. o Keeping track of costs. Expanding or Contracting ICS functions — o The Incident Commander will base the decision to expand (or contract) the ICS organization on three major incident priorities: o Life safety. The first priority is always the life safety of the emergency responders and the public. o Incident stability. The second priority is minimizing the effect on the surrounding area and maximizing the response effort while using resources efficiently. o Property conservation. The third priority is minimizing damage to property while achieving the incident objectives. • Transferring The Command Function- o At transfer of command, the outgoing Incident Commander must give the incoming Incident Commander a full briefing and notify all staff of the change in command. Field Operating Centers: Broward Sheriffs Office Tamarac District Command Post Location: The rims location for the Tamarac District Command Post (C.P.) shall be in Tamarac District Sheriffs Office building located at 7515 N.W. 881h Avenue (N. Pine Island Road), Tamarac. The back -up -Command Post shall be in the Tamarac City Hall, located at 7525 N.W. 88 Ave. The Command Post location may be altered in the event of structural damage to the primary or secondary facility. o Maintenance: The District Executive Officer or designee will ensure that the Tamarac District Command Post is equipped and stocked and can be activated at any time. Items needed for the Command Post can be found in Appendix "A". . o Activation: The Tamarac District Command Post (C.P.) shall be opened any time the Sheriff or his designee, City Manager or the Disaster Coordinator declares a local emergency or a region wide or State emergency is declared. The District Executive Officer or designee is responsible for opening the Tamarac District C.P., and setting up all necessary materials and equipment. o Command Post Personnel Assignments: Personnel or designees assigned to the Command Post in the advent of a major disaster such as hurricanes, city wide flooding, natural or manmade disaster, etc. will be determined by the District Chief or Executive Officer. Command Post assignments will be filled based on the incident command system and availability of personnel who have received training in the duties and functions of the activated positions. Assignment to the activated operational positions will be at the sole discretion of the Incident Commander for the operational period. Staging Areas: ■ The initial staging area for storm deployment will be the Tamarac District Station located at 7515 N.W. $$th Ave. Tamarac, Florida. ■ The Alternate Staging area will be the Tamarac City Hall located at 7525 N.W. 88th Avenue, 6. Communications • Timely, accurate, and concise communications is essential, especially in emergency conditions. The primary focus on establishing communications procedures is to build in redundancy, and or/ fail-safe systems in the event of communications failures. • Radio operational channels, main and secondary established • Test radio inter -operability with BSO components and City radio channels • Obtain a spare City of Tamarac Radio for inter -command Post communications Develop a communications plan in the event of radio failure. • Establish cellular telephone communications • Establish and test internet/ web based data communications • Set up and test for satellite telephone communications. • Identify a staging location for establishment of temporary radio repeater should a communications repeater tower fail. Identify Rally Points for employees to report both east and west side of the city if all forms of communications fails. 7. Weather Updates The district is equipped with a Weatherbug weather monitoring station. Current weather conditions will be monitored in an effort to assure safety of assigned personnel. The Incident Commander will determine when weather conditions have deteriorated to the point that it is no longer safe for employees to be out in the field or respond to calls for service. 8. Mobilization: General: Upon District Command Post activation, the District VII Command Post will have no less than eight district personnel to staff the Command Post: Executive Officer/ Lieutenant — Incident Commander (1). Sergeant — Operations Chief (1). Sergeant- Planning Chief Community Service Aides - Map Plotter, Logistics Chief, Log Officer, radio- telephone operator, Admin/Finance Chief, o The evacuation moves into full swing at this point, and becomes the focus of service. Calls for service will be answered on an as needed basis. This will depend on available personnel, and the priority of the call. o Continue the communications with BSO components, other city departments, and surrounding districts and jurisdictions to ensure smooth flow for evacuation and assistance as needed. Mobilization: All district personnel will be mobilized at one location. Personnel will report to the Tamarac District station at 7515 NW 88 Ave (Pine Island Rd). Twelve (12) hour shifts will begin at this phase. Alpha Shift will be from 0600 - 1800 hours. Bravo Shift will be 1800 - 0600 hours. Alpha and Bravo Shifts will report to the Command Post fifteen (15) minutes prior to the start of their shifts for instructions. Actual times of shifts and deployment may be modified based on anticipated impact with landfall. o Relieve on -duty personnel at the time of the mobilization when practical. Personnel will have four (4) hours to prepare themselves, their families, and their personal property. o All personnel will report back to duty as soon as possible and report to their designated assignment. Personnel without assignments will report to the Command Post. Equipment: All mobilized personnel will have the following: Four sets of uniforms. Appropriate civilian clothes as needed. Rain gear. Change of underwear for at least four days. Riot baton. Drinking cup and eating utensils. Extra set of car keys. Pillow and blanket, cot, air mattress, sleeping bag, etc. Essential prescribed medications. Remember, your comfort will depend upon how well you have prepared yourself for this emergency. The better prepared you are, the better you will feel. District Office: Take steps to safeguard equipment subject to water damage if a window breaks, etc. Tamarac Public Works will close the storm shutters to protect the exterior windows 9. Broward County Emergency Operations Center • Broward County maintains an Emergency Operations Center (EOC) as part of their community's emergency preparedness program. An EOC is where department heads, government officers and officials, and volunteer agencies gather to coordinate their response to an emergency event. The Incident Command structure and the EOC function together with the same goals, but function at different levels of responsibility. The Incident Command operation is responsible for on -scene response activities, and the EOC is responsible for the entire community -wide response to the event. • Emergency Operations Centers are key to a community's disaster planning, response, and recovery. They are crucial to saving lives and property. • EOCs pull together people and resources to handle emergencies and disasters that are outside the ability of single departments to handle. • EOCs are the key to managing a community's disaster efforts through the centralized, coordinated efforts of government officials, response agencies, and community volunteers. EOCs provide a means of centralizing and managing communications and information within an EOC, between an EOC and the Incident Commander in the field, and between the EOC and the public. • EOCs must have the resources and trained personnel to handle long-term operational requirements such as sustained occupancy. The Broward Sheriff's Office and the City of Tamarac will assign personnel to provide trained support staff to the Broward County Emergency Operations Center • Requests for additional assistance, equipment or support will be requested through the Broward Sheriff's Office Emergency Operations Center ONLY. No request will be made directly to the Broward County Emergency Operations Center. 10. Evacuation Route Critical Intersections: • Traffic Control: Personnel restrictions will limit the ability to work traffic posts. As it becomes necessary to move evacuation traffic, critical posts will be assigned. • Personnel will continue patrol if traffic is flowing smoothly, while periodically monitoring the traffic posts for changes in intensity. Report traffic movement to the District Command Post. • The units assigned to traffic, are primarily concerned with monitoring and controlling evacuation routes. Units handle any law enforcement situation at the direction of the respective supervisor or District Command Post. • It is not recommended to use traffic control devices such as cones, barricades, and the like. These objects will become hazards as conditions deteriorate. These resources may be needed in the recovery phase. • It is not necessary to close down certain traffic points when conditions become unsafe. The weather will cause the road closure, and cancel the need for a deputy at a particular location. LOCATION PERSONNEL REQUIRED 1) W. Commercial/NW 31 Ave 2 2) W. Commercial/S.R. 7 2 3) W. Commercial/Turnpike 2 4) W. Commercial/Rock Island Rd 2 5) W. Commercial/N. University Dr. 2 6) W. Commercial/Pine Island Rd. 2 7) w. Commercial/ Nob Hill Rd 2 8) N. University/W. McNab Rd. 2 9) N. University/Southgate Blvd. 2 10) Southgate Blvd/Pine Island Rd. 2 11. Shelter Locations: • Challenger Elementary School 5703 N.W. 94th Ave. Tamarac, Florida (Unofficial ) shelter for Families of Broward County Employees (754) 322-5750 School • Millennium Middle School 5803 N.W. 94th Avenue Tamarac, Florida Pet Shelter Staffed by Humane Society Staff (954) 718-2800 School 12. Impact: o Refuge: All District VII Personnel will be directed to take shelter. The District Command Post may: o Order personnel to take shelter prior to actual impact of the storm if sustained winds are determined to be excessive for safety of personnel. o Direct some units to take shelter at one of several additional shelters. The owners of these shelters gave us permission to use them during the impact phase of a hurricane. This gives us the ability to have units on the east and west side during recovery. 13. Recovery ■ Recovery: ■ Initial: Dispatch intelligence teams to begin Rapid Impact (damage) assessment (RIA) and evaluation of critical needs in coordination with Tamarac disaster assessment teams. Advise the Tamarac EOC and the ECC of the storm damage situation and response requirements. This may include requests for additional personnel or the reassignment of personnel to other areas of the county. ■ Limit access to evacuated or unsafe areas: • Establish entry control points to evacuated or unsafe areas. ■ Patrols must identify areas based upon severity of storm. • Deputies will not allow any person to enter an evacuated area unless authority from the Tamarac EOC has been given to re- enter the areas. • Individuals will be asked to produce their driver's license or state issued ID card before being allowed to re-enter the area. If a person does not, have any form of identification, a local resident who has personal knowledge of the person and valid identification, may vouch for them. • Deputies at the entry control points will log in all individuals who have been granted entry. The individual's name, address, DL or ID number will be noted on the log. If a person vouches for another individual, the name, address, DL or ID number of the vouching individual as well as that of the person requesting entry will be noted on the log. • Assist Rescue Forces. ■ Allow personnel time to check with families and assist them as needed. 0 Prevent Looting. ■ Handle priority calls as necessary. ■ General ■ Identify assembly points for deputies/ employees to obtain service if no communications. ■ East Side Rally Location: Sunshine Plaza Shopping Center in front of Publix Supermarket 4121 W. Commercial Boulevard Tamarac, Florida ■ West Side Rally Location: Tamarac District Office, Tamarac Municipal Complex. 7515 N.W. 88th Avenue Tamarac, Florida o Locate and account for all assigned personnel on the aftermath of the storm, including employees who may not be assigned to duty. o Create an Anti -Looting squad to address potential looting sites. o Begin regular checks of pawn shops, shopping centers, food markets, and gasoline stations. o Re-evaluate essential and non -essential employee status o Prepare to work in "medieval' conditions with a lack of power, water, air conditioning, etc. Deputies and employees should prepare to operate under such condition for 7 or more days. o General Shift Assignments: o Daytime - Crowd control at gas stations and grocery stores ■ Escorts for relief supplies ■ Security at Points of Distribution (P.O.D.$) ■ Welfare checks ■ Calls for service ■ Traffic control and direction o Nighttime - High visibility patrol ■ Curfew enforcement ■ Anti -looting, anti -crime patrol ■ Calls for service ■ RETURN TO NORMAL OPERATIONS o Establish normal shifts. o Return equipment utilized during operations (Inventory check for damage). o Continue to maintain security of unsafe areas. o Complete all After -Action Reports (typed, not handwritten). 14. Damage Assessments: • Rapid Impact Assessments: The Rapid Impact Assessment (RIA) is a nick indicator of the observed damage specific to fire grids. • Purpose: o Assess the extent of damage o Assess the need to request Mutual Aid from: the Regional and/or State and/or Federal level(s) o Assist in the effective management of emergency response resources o The RIA may be followed by an Initial Damage Assessment Survey to assess eligibility for a federally declared disaster. o It does NOT include assessments of individual homes, individual businesses, etc. • Rapid Impact Assessment Process o THIS PROCESS SHOULD NOT TAKE PRIORITY OVER ANY EMERGENCY RESPONSE o Each Municipality is responsible for coordinating and reporting the RIA for the grids falling within their jurisdiction. o The RIA will be ended within 4-6hours of initiation o The information should be reported to the CEOC by one of the following: • Required Information: The information to be reported is: •Name of reporting jurisdiction •Grid map numbers *Category of damage from water *Category of damage from wind DAMAGE CATEGORIES (0-4) Category Q-No Damage o No significant wind or flood damage Category 1-Minor o Flood: Minor flooding. Able to discern roadways and where the roads end, water is not entering structures, no obvious erosion of roadways or landscape. o Wind: Minor wind damage. Minor amounts of debris and no significant signs of structural damage. Small branches, signs, some power lines downed. Category 2-Moderate o Flood: Moderate flooding. Often impassible in a vehicle. Flooding of yards and minimal home flooding. There may be areas where roadways, landscape and bodies of water cannot be discerned due to the flooding. o Wind: Moderate damage to structures. Shingles missing from roofs and some roof failure. Infrastructure including electric, telephone, water systems, and roadways sustained moderate damage. Most small and some large trees are downed. Category 3-Severe o ^Flood: Severe flooding. Flooding making roadways impassible by cars and trucks. Substantial flooding in many homes causing structural damage or collapse. o Wind: Severe wind damage. Most structures sustaining damage with many sustaining major damage to include total building collapses and many structures without roofs or windows. Much of the foliage has been destroyed. Extensive damage to infrastructure and large amounts of debris present. Emergency vehicles may not be able to navigate immediately after a storm in an area like this. Category 4-Catastrophic o Flood: Catastrophic flooding. Streets are impassible via truck or car. Most homes have substantial flooding. o Wind: Catastrophic wind damage. Total building collapses, structures with extensive damage. Foliage and infrastructure destroyed and extensive debris. 15. Continuity of Operations o Critical Infrastructure Locations: o Point of Distribution (P.O.D.) Sites • Tamarac Community Center 8601 W. Commercial Boulevard Tamarac, Florida 954-597-3620 Greg Warner, Director- Parks and Recreation o Post Storm Critical Intersections: LOCATION PERSONNEL REQUIRED 1) W. Commercial/NW 31 Ave 2 2) W. Commercial/S.R. 7 2 3) W. Commercial/Turnpike 2 4) W. Commercial/Rock Island Rd 2 5) W. Commercial/N. University Dr. 2 6) W. Commercial/Pine Island Rd. 2 7) w. Commercial/ Nob Hill Rd 2 8) N. University/W. McNab Rd. 2 9) N. University/Southgate Blvd. 2 10) Southgate Blvd/Pine Island Rd. 2 o Water Plants/ Water Storage Facilities: Main Water Treatment Plant (704 Zone) 7803 N.W 61 Street Tamarac, Florida (954) 597-3775 Ray Gagnon, Utilities Director (954) 597-3750 (main number) John Fletcher, Lead Operator (954) 597-3775 (plant number) Water Storage Tank (Tamarac East Side) (no facility) (708 Zone) 4191 W. Commercial Blvd. (behind Sunshine Plaza Shopping Center) Tamarac, Florida No phone contact Water Storage Tank (Tamarac West Side) (no facility) (701 Zone) 7750 N.W. 100 Ave. (at the park) Tamarac, Florida No phone contact • Cellular and Communications Towers: Location of Communication Towers Fire Station 78 Water Treatment Plant Recreation Center Sportplex BSO/City Hall Tamarac Jewish Center (Lot) • Electric Stations: 4801 W Commercial Boulevard 7803 NW 61 Street, Tamarac 7501 N University Drive, Tamarac 9101 NW 77St, Tamarac 7525 NW 88th Avenue, Tamarac 9001 N.W. 57`h St. Tamarac o FPL Transfer Station — 8500 Southgate Boulevard (north side of street) o FPL Transfer Station — Commercial Boulevard w of Sawgrass Expressway • Schools (Public and Private): o Tamarac Elementary School 7601 N. University Drive Tamarac, Florida Principal: Nancy Seiler 754-322-8600 School 561-241-9770 Home o Challenger Elementary School 5703 N.W. 94th Ave. Tamarac, Florida Principal: Kathleen Goldstein (754) 322-5750 School o Millennium Middle School 5803 N.W. 94th Avenue Tamarac, Florida Principal: Dr. Cheryl Cendon (954) 718-2800 School o St, Malachy Catholic School 7595 NW 61 ST ST Tamarac, FL 33321-6043 954-722-3130 o AI-Azhar Islamic School 7201 W. McNab Road, Tamarac, FL 954-722-1555 o Temple Beth Torah/Tamarac Jewish Center 9101 N.W. 57th Street Tamarac, Florida 33351 954-721-7660 • Pawn Shop Locations: o Richie's Pawn 5227 N. State Road 7 (708 Zone) Tamarac, Florida 33319 (954) 730-9922 Owner -Rich Montalbano o Hock It To Me 5447 N. State Road 7 (708 Zone) Tamarac, Florida 33319 (954) 739-4625 Owner -Greg Grinberg Owner-Oleg Nayman o D&P Pawn 4985 N. State Road 7 (708 Zone) Tamarac, Florida 33319 (954) 777-3399 Owner-Dov Markovich • Natural Gas/ Propane Storage: No natural Gas or Propane storage sites are located within the City of Tamarac • HAZMAT Storage Sites: o University Hospital and Medical Center 7501 N University Dr Tamarac, FL 33321 (954) 721-7087 Mr. James Crookshank, CEO (Oxygen and other medical gases, nuclear medical waste) • No other sites in the City of Tamarac have been designated a HAZMAT storage site. Pharmacies (see Annex C) • Nursing Homes/ Adult Living Facilities (See Annex D) • Potential Looting Sites (See Annex E) 16. Employee Assessment o Critical Incident Stress Debriefings: • Depending on staff assignments and the nature of the incident, employees may be required to attend special incident debriefings and/or a talk with a psychological counselor. • These briefings are called critical incident stress debriefings (CISD). Employees should not ignore these briefings. These briefings are intended to ensure that employees are okay and to inform them of special services that may be available to them should they experience physical and/or psychological problems when they return home or report back to duty. • Supervisors should closely monitor themselves and their staff for any signs stress or inappropriate coping behaviors. 17. Demobilization o Demobilization Procedures: At some point, operational staff will be demobilized. Demobilization does not mean employees may just go home. When staff members are notified that they will be demobilized they should: o Complete all work in progress, unless otherwise directed. o Ensure that all of your records and files are up to date. o Brief your relief (or, if you are not being relieved, your immediate supervisor) on the status of all work, pending assignments, needs, and special situations. o Return or otherwise transfer custody of all equipment that you have signed for. o Follow the district check out procedures established by the district Incident Commander before leaving your assigned position. • Return to Normal Operations o Establish normal shifts. o Return equipment utilized during operations (Inventory check for damage). o Continue to maintain security of unsafe areas. o Complete all After -Action Reports (typed, not handwritten). o Refer to the Tamarac District Standards Operating Procedure and the City of Tamarac Emergency Response Plan and fulfill the obligations of the Contract with the City of Tamarac. 18. Deployment Outside of Broward County • After a tropical storm or hurricane impact, the Broward Sheriffs Office maybe requested to send personnel outside of the county to assist other jurisdictions adversely impacted by the storm. This action will be requested under the Mutual Aid Agreements signed by all the County Sheriffs in Florida. • Assigned personnel should be prepared to operate under the ICS principles of a joint command structure. • Assigned personnel should expect primitive camping conditions, and should bring extra police equipment, chairs, tables, camping gear, lanterns, and other items to improve their own creature comforts. • Deputies should also bring extra Class A uniforms, along with BSO black BDUs, if issued. • Deputies will be acting under the authority of the Sheriff or Police Chief in the county where deployment is requested. • Deputies should be prepared to operate under such conditions for up to 7 days before relief, and should take all necessary personal clothing and medical items to sustain their needs. 19. After Action Reports o General: Start the Command Post Log at the beginning of Phase II and will terminate at Phase V. Document all occurrences and use the log as the basis of the District Commander's After Action Report. The Command Post Log will include at a minimum: o Type of occurrence o Field Command Post information o Chronological narration o Crimes and arrests o Deaths and injuries o Property damage o Personnel o Logistics o Type of Occurrence: This section describes the type of unusual occurrence to include: o Type of occurrence (fire or flooding; demonstration or hurricane). Responsible groups or persons should be listed when applicable. o A brief background or intelligence summary. o The location of the unusual occurrence, including the affected areas and perimeters. o The dates, times, and duration of the unusual occurrences. o Command Post Information: o Location the primary and alternate command posts. o The command post staffing level. o The mobile command post vehicles used, if any. o The personnel figures showing the total number of work hours expended during the occurrence with a breakdown to indicate straight time and overtime. o Chronological Information: Complete a chronological narrative of all significant events related to the unusual occurrence. Place special emphasis on law enforcement strategy and tactics. o Crime and Arrests: Record all crimes and arrests using the following format: o Categorize felony arrests by sex and age (adult/juvenile) and list them alphabetically with the charge and booking number. o Record misdemeanor arrests in the same way. o Death and Injuries: Record pertinent information concerning deaths and injuries using the following format: o BSO personnel o Other government agencies' personnel o Civilians o Under each heading, complete a description of the circumstances surrounding each death or injury. Include the names (listed alphabetically), location of occurrence, the cause and type of death or injury and when applicable, M.E.'s Case Number. Include the CCN and BSO assignment when listing BSO personnel as casualties. o Property Damage: When applicable, list all property damage. List county property separately from all other damage. Include a monetary estimate of all damage. o Personnel: Record the following information: o The number of sworn and civilian office personnel, by rank and regular assignment, who were assigned to the hurricane response. o The deployment of personnel. o The total work hours expended, by rank, for sworn and civilian personnel. Record straight time separately from overtime. o Logistics: Record all equipment and supplies used during the hurricane response. Command Post Equipment Listing Annex A Large District Map District Zone Map with Fire Grid Overlay Dolphs Broward County Map with fire grids Telephones for: Incident Commander Operations Chief Logistics Chief Planning Chief Finance/Admin Chief Log Officer Fax Machine with dedicated line Laptop Computers with printers Incident Commander Log Officer Emergency telephone contact numbers White boards with markers Portable lanterns Hurricane command post kit (pre -stocked) Satellite telephone Cellular telephone Television CB Radio Portable radio with charger and extra batteries Forms: Overtime FEMA Forms Worker's Compensation Exposure Control Forms Operational (ICS) Forms Damage Assessment Forms Electric fan Large Coffee Pot Ice chests with ice Meals Ready to Eat (MREs) for 2 shifts x 7 days Copies of maps for outside agency officers, if necessary Three electrical extension cords — 50' Listing of City of Tamarac and BSO Command Post contact numbers 3 Report collection bins Blank file folders Pins, pencils, dry eraser markers Copy Machine Copy paper Ink jet/ laser printer ink cartridges Copy machine toner refills Writing pads Post it notes Staffing Rosters Annex B Staffing Rosters: Upon the implementation of the Emergency Mobilization Plan, the following will occur: • Alpha Shift will be the designator assigned to the shift that will be charged with working daytime hours. (i.e. 0700 hrs. to 1900 hrs.) • Bravo Shift will be the designator assigned to the shift that will be charged with working night time hours. (i.e. 1900 hrs. to 0700 hrs.) • The exact deployment times of the Alpha/Bravo Shifts will be determined by BSO Command, and dictated by operational needs and circumstances. h� <�5 Sworn Personnel 1 Lt. Baker Cmdr. Duquay 2 S t. Logan Sgt. Brimlow 3 Sgt. Enser Sgt. TBA 4 Sgt. Rodriguez Sgt. O'Neill Sgt. Perez Sgt. Dunbar 6 Dep. Cox Dep. Popick 7 Dep. Corrao Dep. Schambeck 8 De . Davis Dep. White 9 Dep. Zumbado -Dep. Ciacciarelli 10 Dep. DiSavino Dep. O ando 11 Dep. Barnes Dep. Andrews 12 Dep. Carabine Dep. Ahmed 13 Dep. Stambaugh Dep. Guzman 14 Dep. Tatham Dep. Randazzo 15 Dep. Stanley Dep. Carbocci 16 Dep. Martinez -Newell Dep. Valdez 17 Dep. Shapiro Dep. O'Keefe 18 Dep. Klarman Dep. Nelson 19 Dep. Reineck Dep. Brad 20 De . O den Dep. Darnell 21 Dep. Moulin Dep. Butler 22 Dep. Te hford Dep. Simmons 23 Dep. Ginory De . Lovallo 24 Dep. Castor Dep. Lear 25 Dep. Williams Dep. Catalano 26 Dep. Corbett Det. Pat White 27 Dep. Chastain Dep. Eisenberg 28 Dep. Shafer Dep. Weiner 29 Dep. Hanlon Dep. Fitzgerald 30 De2. Pianelli Dep. DeGrace 31 Dep. Marshall Dep. Colantuno 32 Dep. Miller Vacancy(4) 33 Dep. Marchese Vacant 5 34 De . Lee 35 De . Calavetta 36 Dep. Brand 37 De . Loor 38 Vacancy(l) 39 Vacancy(2) 40 Vacancy(3) Non -Sworn Personnel 1 Admin. Spec. McCormick Admin. Spec, Dominique 2 Analyst Sanchez CSA Spin 3 CSA Mulvey CSA Bonilla 4 CSA Lewis CSA Fair 5 CSA Brill CSA Giordano 6 CSA Bohacek 7 CSA Porter B CSA Ar enziano 9 CSA Ferdnand 10 CSA Louis Pharmacies Annex C Pharmacies: Walgreen's Drugs (24 hour) (702 Zone) 8801 W. Commercial Boulevard Tamarac, Florida Mr. Stillman, Store Manager Manual Escudero, Pharmacist (954)721-3832 • Walgreen's Drugs (24 hour) (generator powered) (706 Zone) 6401 W. Commercial Boulevard Tamarac, Florida Mr. Roth, Store Manager Nibodh Patel, Pharmacist (954),720-9243 • Walgreen's Drugs (24 hour) (703 Zone) 8199 N. University Drive Tamarac, Florida Mr. Zapentis, Store Manager Renee Hammond, Pharmacist (954) 722-0769 Walgreen's Drugs (24 hour) (generator powered) (704 Zone) 8790 W. McNab Road Tamarac, Florida Mrs. Equ, Store Manager Phil Baumel, Pharmacist (954) 726-6008 CVS Pharmacy (708 Zone) 3915 N. S. R. 7 Tamarac, Florida Mr. Zinolli, Store Manager Mr. Mazin, Pharmacist (954) 733-2552 CVS Pharmacy (706 Zone) 6900 W. McNab Road Tamarac, Florida Mrs. Jodi Mauger, Store Manager Ms. Jeanette Hall, Pharmacist (954) 724-5561 Arthur's Pharmacy and Medical Supply ( 706 Zone) 5816 N. University Drive Tamarac, Florida Arthur Goldglantz, Store Owner Shelly Stewart, Cert. Surgical Technician (954) 726-1911 Nursing Homes/ Adult Living Facilities Annex D Nursing Homes/ Adult Living Facilities: • HEARTLAND OF TAMARAC (704 Zone) 5901 NW 79 Avenue Contact: John Wall, Administrator; Felicia Crawford, Director of Nursing Phone - 722-7001 • TAMARAC REHABILITATION CENTER (701 Zone) 7901 NW 88 Avenue Contact: Scott Perlman, Administrator Renee Sorgen, Director of Nursing Phone - 722-9330 • UNIVERSITY PAVILION (703 Zone) 7425 N. University Drive Contact: Deborah Cantor, Director of Psych Services Janice Besler, Supervisor of Adult Services Phone - 722-9933/1-800-722-4111 • BRISTOL PARK of TAMARAC (706 Zone) 6855 N.W. 70 Avenue Tamarac, Florida 33322 (954) 722-0212 • ACTIVE SENIOR LIVING RESIDENCES (702 Zone) 9057 N.W. 57 Street Tamarac, Florida 33322 (954) 721-1115 • MERRILL GARDENS (705 Zone) 7650 N. University Drive Tamarac, Florida 33322 (954) 722-6314 • NEW HORIZONS EAST (701 Zone) 8112 N.W. 80 Terrace Tamarac, Florida 33322 (954) 726-3608 Potential Looting/ Problem Sites Onnow F Potential Looting/ Problem Sites: • THREE LAKES PLAZA W. Commercial Blvd and NW 31 Avenues Zone 708 • SUNSHINE PLAZA AND NEARBY STRIP CENTERS W. Commercial Boulevard and State Road 7 Zones 707 and 708 • MIDWAY AND BIG LOTS PLAZAS W. Commercial Boulevard and NW 57 Street/NW 58 Streets Zones 704 and 706 • TAMARAC SQUARE WEST Pine Island and McNab Roads Zone 701 • TAMARAC TOWNE SQUARE Pine Island Road and Southgate Boulevard Zone 702 • ALBERTSONS/WOODMONT SQUARE N. University Drive and West McNab Road Zone 705 • Strip Shopping Centers W. Commercial Boulevard, west from NW 64 Avenue to N. University Drive; north from W. Commercial Boulevard to Southgate Boulevard. Zones 707and 708 • TAMARAC MARKETPLACE Nob Hill Road and West McNab Road Zone 702 • CITY FURNITURE WAREHOUSE COMPLEX 6907 Hiatus Road. Zone 702 • AURIFIN 6701 Nob Hill Road Zone 702 • ZEPHYRHILLS NW 67" Street Zone 702 • CULLIGAN 6705 Hiatus Road Zone 702 City of Tamarac Waste Water Lift _Stations Annex F City of Tamarac Waste Water Lift Stations: Pump Station # ADDRESS FPL METER NUMBER 1 7605 N.W. 61ST STREET 5 J 4 6 16 6 2 6100 N.W. 70T" AVE. 4 J 0 8 5 7 0 2A 6801 N.W. 70T" AVE. 6 J 0 17 4 8 2A1 7600 N.W. 70T" AVE. 5 J 4 6 0 3 2 3 5724 N.W. 73RD AVE. 5 J 0 4 9 2 7 4 5712 N.W. 68T" AVE. 5 J 1 7 4 6 1 5 5700 ROCK ISLAND RD. 5 J 0 5 9 7 7 6 1800 S.W. 81ST AVE. 5 J 0 5 0 5 3 7 6299 N.W. 57T" STREET 5 J 2 6 15 3 7A 6300 N.W. 62"D STREET 5 J 8 9 2 4 6 8 5661 N.W. 56T" STREET 6 N 7 0 4 5 4 9 5899 WOODLANDS BLVD. 5 J 3 9 5 9 4 10 4980 SABLE PALM BLVD. 6 J 0 8 9 9 7 11 4915 N.W. 51ST COURT 6 J 5 12 7 3 11A 4826 N.W. 58T" STREET 5 J 4 5 9 4 9 12 4747 TREEHOUSE LANE 5 J 41 9 3 0 13 4201 COMMERCIAL BLVD. 5 N 61 7 6 0 14 4406 MAINLANDS DRIVE 6 L 5 9 6 5 6 14A 4950 N.W. 47T" TERRACE 5 J 0 6 51 9 14B 4523 N.W. 46T" TERRACE 5 J 4 5 1 3 7 15 5005 N. BAYBERRY LANE 4 J 0 8 9 6 7 15A 5601 N. BAYBERRY LANE 5 J 3 5 15 6 15B 5701 WHITE HICKORY CIR. 5 J 0 7 0 1 5 15C 5015 BANYAN LANE 6 J 6 14 4 8 15D 5912 BLUE BEECH COURT 5 J 0 14 5 8 15E 6109 ROYAL POINCIANA LN. 5 J 9 6 0 1 8 16 5703 N.W. 84T" TERRACE 6 J 5 12 8 6 16A 9400 N.W. 57T" STREET 5 J 41 9 1 3 16B 7700 N.W. 57T" STREET 5 L 8 7 1 5 0 16C 9137 LANCASTER STREET (UNIVERSITY LANDINDS) 17 9406 WESTWOOD BLVD. 6 J 6 2 12 1 18 8400 LAGOS DE CAMPO 6 J 0 16 9 0 18A 8371 SANDS POINT BLVD. 5 J 0 6 9 2 8 18B 7200 N.W. 80T" AVE. 6.178487 19 6451 N. UNIVERSITY DR. 5 J 3 9 4 9 5 20 7700 N.W. 78T" STREET 5 J 0 6 4 3 4 21 7815N.W.71 AVE. 6J45626 22 7150 N.W. 82ND STREET 6 N 3 6 5 19 23 8790 N.W. 70T" STREET 5 J 0 4 61 8 24 9211 LIME BAY BLVD. 4 J 9 7 3 5 6 25 9200 N.W. 70T" STREET 5 J 4 5 9 0 0 26 7200 WESTWOOD DRIVE 6 N 7 1 6 9 0 27 8600 N.W. 75T" STREET 5 J 0 41 4 6 28 7500 N.W. 80T" AVE. 5 J 0 8 2 3 1 29 7700 N.W. 88T" AVE. 5 J 7 0 7 3 7 30 8791 N.W. 81ST STREET 5 J 0 5 0 2 4 30A 8488 WATERFORD AVE. 5 J 0 3 6 0 8 31 8250 N.W. 80T" AVE. 5 J 4 5 9 4 5 31A 7900 N.W. 84T" TERRACE 5 J 0 41 2 7 32 7700 N.W. 82N° STREET 5 J 0 6 4 3 1 33 9250 N.W. 81ST STREET 5 J 0 2 9 18 34 9700 N.W. 77T" STREET 5 J 0 4 3 14 35 9905 N.W. 77T" STREET 5 J 0 1 16 0 36 10315 N.W. 71 ST PLACE 6 J 4 5 6 2 8 37 10100 N.W. 80T" STREET 6 J 4 5 6 2 9 38 7400 N.W. 103RD AVE. 5 J 0 2 9 5 9 39 7700 N.W. 108T" TERRACE 5 J 0 4 0 7 8 40 10000 SOUTHGATE BLVD. 5 J 6 0 7 5 9 41 7915 N.W. 60T" STREET 5 J 6 3 7 9 7 42 9700 W. MC NAB ROAD 5 J 0 3 3 8 5 43 7300 BROOKWOOD BLVD. 5 J 8 3 9 0 6 44 10098 W. MC NAB ROAD 5 J 6 1 2 41 45 10200 N.W. 67T" STREET 4 J 0 4 8 1 1 46 8700 SOUTHGATE BLVD. 4 J 7 4 0 6 4 47 5801 HIATUS ROAD 5 N 4 0 5 3 2 47A 6001 NOB HILL ROAD 48 5904 N. PLUM BAY PKWY. 4 J 0 0 8 1 6 49 11000 MCNAB ROAD (SUNSET POINT PARK) 52 6391 LANDINGS WAY (UNIVERSITY LANDINGS) 53 WATER PLANT (61ST STREET) 1 E 1706 N.W. 46T" STREET 6 J 4 9 2 5 3 2E 2811 N.W. 48T" STREET 5 J 1 9 1 7 5 3E 2509 N.W. 51ST STREET 5 J 4 61 1 1 4E 5201 W. PROSPECT ROAD 5 J 0 3 2 8 5 5E 2600 N.W. 53R° STREET 4 J 9 9 0 2 6 6E 2612 N.W. 54T" STREET 5 J 0 6 6 1 7 7E 5555 N.W. 21STTERRACE 6 N 7 18 5 1 8E 5200 W. PROSPECT ROAD (CAPORELLA PARK) BC454 4191 W. COMMERCIAL BLVD. BC455 7800 N.W. 61ST STREET Note: BC (454, and 455) are Broward County Wastewater sub- stations located in Tamarac that are critical to move Tamarac wastewater for treatment. Also, (7E) is a Master Pump Station that serves Tamarac eastside customers which is pumped to Ft. Lauderdale. APPENDIX B DISTRICT VII COMMAND POST LOG A. General: Start the Command Post Log at the beginning of Phase II and will terminate at Phase V. Document all occurrences and use the log as the basis of the District Commander's After Action Report. The Command Post Log will include at a minimum: 1. Type of occurrence 2. Field Command Post information 3. Chronological narration 4. Crimes and arrests 5. Deaths and injuries 6. Property damage 7. Personnel 8. Logistics B. Type of Occurrence: This section describes the type of unusual occurrence to include: 1. Type of occurrence (fire or flooding; demonstration or hurricane). Responsible groups or persons should be listed when applicable. 2. A brief background or intelligence summary. 3. The location of the unusual occurrence, including the affected areas and perimeters. 4. The dates, times, and duration of the unusual occurrences. C. Command Post Information: 1. Location the primary and alternate command posts. 2. The command post staffing level. 3. The mobile command post vehicles used, if any. 4. The personnel figures showing the total number of work hours expended during the occurrence with a breakdown to indicate straight time and overtime. D. Chronological Information: Complete a chronological narrative of all significant events related to the unusual occurrence. Place special emphasis on law enforcement strategy and tactics. E. Crime and Arrests: Record all crimes and arrests using the following format: 1. Categorize felony arrests by sex and age (adult/juvenile) and list them alphabetically with the charge and booking number. 2. Record misdemeanor arrests in the same way. F. Death and Injuries: Record pertinent information concerning deaths and injuries using the following format: 1. BSO personnel 2. Other government agencies' personnel 3. Civilians Under each heading, complete a description of the circumstances surrounding each death or injury. Include the names (listed alphabetically), location of occurrence, the cause and type of death or injury and when applicable, M.E.'s Case Number. Include the CCN and BSO assignment when listing BSO personnel as casualties. G. Property Damage: When applicable, list all property damage. List county property separately from all other damage. Include a monetary estimate of all damage. H. Personnel: Record the following information: 1. The number of sworn and civilian office personnel, by rank and regular assignment, who were assigned to the hurricane response. 2. The deployment of personnel. 3. The total work hours expended, by rank, for sworn and civilian personnel. Record straight time separately from overtime. Logistics: Record all equipment and supplies used during the hurricane response. APPENDIX C DISTRICT VII FACILITIES WHICH MAY REQUIRE SPECIAL ASSISTANCE OR EVACUATION 1) HEARTLAND OF TAMARAC 5901 NW 79 Avenue Contact: John Wall,Administrator; Felicia Crawford, Director of Nursing Phone — 954-722-7001 2) TAMARAC REHABILITATION CENTER 7901 NW 88 Avenue Contact: Scott Perlman, Administrator Renee Sorgen, Director of Nursing Phone — 954-722-9330 3) UNIVERSITY PAVILION 7425 N. University Drive Contact: Deborah Cantor, Director of Psych Services Janice Besler, Supervisor of Adult Services Phone — 954-722-9933/1-800-722-4111 4) CYPRESS CREEK MOBILE HOME COUNTRY CLUB 6271 N. Dixie Highway Contact: James Manoli, Manager Phone: 954-772-7616 (Majority of club in the City of Ft. Lauderdale) APPENDEX D DISTRICT VII AREAS PRONE TO EARLY STREET FLOODING 1) Mainlands Sections 1 through 7 Zones 709 and 710 2) Lakes 1 and 2 Zone 711 3) Boulevards of Tamarac Zone 711 4) Sections 23, 23A, and 24 Zones 701 and 703 5) Intersection of Pine Island Road and West McNab Road Zone 703 6) All areas east of 1-95 in "Splash" area. APPENDIX E DISTRICT VII AREAS WHICH MAY BE PRONE TO LOOTING 1) THREE LAKES PLAZA W. Commercial Blvd and NW 31 Avenue Zone 711 2) SUNSHINE PLAZA AND NEARBY STRIP CENTERS W. Commercial Boulevard and State Road 7 Zones 710 and 711 3) MIDWAY AND BIG LOTS PLAZAS W. Commercial Boulevard and NW 57 Street/NW 58 Street Zones 706 and 708 4) TAMARAC SQUARE WEST Pine Island and McNab Roads Zone 703 5) TAMARAC TOWNE SQUARE Pine Island Road and Southgate Boulevard Zone 703 6) ALBERTSONS/WOODMONT SQUARE N. University Drive and West McNab Road Zone 707 7) Strip Shopping Centers W. Commercial Boulevard, west from NW 64 Avenue to N. University Drive; north from W. Commercial Boulevard to Southgate Boulevard. Zones 708, 706, 705, and 707 8) NE 62 Street from Dixie Highway to 1-95, north side. 9) TAMARAC MARKETPLACE Nob Hill Road and West McNab Road Zone 702 10) CITY FURNITURE WAREHOUSE COMPLEX 6907 Hiatus Road. Zone 702 11) AURIFIN 6701 Nob Hill Road Zone 12) ZEPHYRHILLS NW 671h Street Zone 13) CULLIGAN Hiatus Road Zone APPENDIX F DISTRICT VII TRAFFIC CONTROL. POINTS Monitor the below locations and work as needed. Assist with traffic flow as traffic density increases. Remove accidents and stalled vehicles from the flow of the .traffic as soon as possible. LOCATION PERSONNEL REQUIRED 1) W. Commercial/NW 31 Ave 2 2) W. Commercial/S.R. 7 2 3) W. Commercial/Turnpike 2 4) W. Commercial/Rock Island Rd 2 5) W. Commercial/N. University Dr. 2 6) W. Commercial/Pine Island Rd. 2 7) N. University/W. McNab Rd. 2 8) N. University/Southgate Blvd. 2 9) Southgate Blvd/Pine Island Rd. 2 10) Andrews Ave/Commercial Blvd. 2 11) Andrews Ave/NW 62 St. 2 TOTAL PERSONNEL REQUIRED 22 APPENDIX G DISTRICT VII SHELTERS FOR PATROL UNITS The following locations are for use by up to four deputies, except for Baymont Inn, who can accommodate eight deputies for the duration of the impact phase of a hurricane. Any supplies required will have to be taken with the deputies assigned to these shelters. Overhead cover for vehicles provides partial protection. CENTRAL: BAYMONT INNS 3800 W. Commercial Blvd. Tamarac Contact Person: General Manager Phone: 954-485-7900 WELLESLEY INN 5070 N State Road 7 Ft. Lauderdale Contact Person: Manager, or Assistant Mgr. Phone: 954-484-6909 WEST: UNIVERSITY HOSPITAL MEDICAL CENTER 7201 N. University Drive Tamarac Contact Person: Jim Cruickshank, Chief Executive Officer Phone: 954-724-6100 (Direct Line), 954-721-2200 EAST: HOLIDAY INN 1-95 4900 Powerline Road Ft. Lauderdale Contact Person: Manager Phone: 954-776-4880 BUILDING DEPARTMENT: A. At the start of hurricane season each year, Building Department shall notify all contractors of their responsibility to secure each construction site to minimize the damage from windblown debris. (page 136) B. At the time a hurricane watch is issued, dispatch Building Department employees throughout the City to notify contractors at construction sites to secure any loose materials and equipment which would create a hazardous condition in high winds. C. All terminals and computer devices will be removed to the file room as well as any other electronic equipment. D. If contractors cannot be contacted and property is left unsecured, building inspectors shall take whatever measures are necessary to prepare the site for a storm. E. All vehicles will be parked at the Public Works Complex. F. Post -hurricane damage assessment team members will consist of building department inspectors and code enforcement officers. All members will be responsible for reporting to the EOC (6000 Hiatus Road) within 24 hours after the storm, by phone or in person. The assessment teams will be assembled and will proceed to assigned areas of the .City for damage assessment. The damage assessment team members will consist of the following inspectors: Structural Electrical Structural Chief Structural Chief Plumbing Chief Electrical Chief Mechanical Building Official G. Taped messages shall be provided to instruct contractors calling the Building Department for directions prior to a storm. H. Maintain records on the cost of materials, labor and contracted services, over and above normal operating expenses, to effect emergency repairs and restore normal operations. All other employees shall return to work at their next regularly scheduled workday. J. At the beginning of Hurricane season a building inspection will be conducted on all City buildings to determine building stabili Section 109.12 "Special Hurricane Inspections: During such periods of time as are designated by the National Weather Service as being a hurricane watch, all furniture, display racks, material and similar loose objects in exposed outdoor locations, shall be lashed to rigid construction or stored in buildings. The Building Official shall issue orders to secure all sites. Orders shall be oral or written and shall be given to any person on the premises most logically responsible for maintenance or by facsimile to the responsible entity if such entity is known." Section 109.12.2.1 "It shall be the joint responsibility of any owner of real property upon which construction is occurring, or any contractor responsible for said construction, to ensure that all road rights -of -way remain free at all times of all construction waste and trash resulting from such construction. After a hurricane watch or warning has been suspended, the City's Building Official shall give said owner or contractor reasonable time to clear the road rights -of -way of construction waste and trash." Section 109.12.2.4 "Notices issued by the National Weather Service of a hurricane watch are deemed sufficient notice to the owner of real property upon which construction is occurring, or any contractor responsible for said construction, to secure loose construction materials against the effects of hurricane force winds." Section 109.12.2.5 " Pursuant to this section, it shall be a violation of this code for an owner of the real property upon which construction is occurring, or any contractor responsible for said construction, to have on that property loose construction materials that are not fastened or secured to the ground or any permanent structure. Materials stockpiled on top of any structure under construction shall be permanently installed by the property owner or contractor upon a hurricane watch; provided, however, in the event such installation cannot be timely completed, then the property owner or contractor shall: ■ Band together the construction materials and fasten them to the top of the structure in such a manner so as not to present a threat of their becoming airborne during severe weather; or ■ Remove the construction materials from the top of the structure and fasten down to the ground; or ■ Remove the construction materials from the job site; or ■ Store the construction materials inside an enclosed structure. Section 109.12.3 "From June 1 to November 30 of each calendar year (the National Weather Service designated hurricane season), building materials shall be loaded on a roof no earlier than twenty (20) working days prior to the permanent installation of those materials." GARY B JONES, BUILDING OFFICIAL Cc: Mayor, City Commission, Jeffrey L. Miller, City Manager All Dept. Directors, Field Contractors REMEMBER, ❖ A HURRICANE WATCH means a hurricane may threaten within 24 hours. ❖ A HURRICANE WARNING means a hurricane is expected to strike within 24 hours. ❖ A TROPICAL STORM is a storm with winds between 39 and 73 miles per hour. 1. CONSTRUCTION SHACKS 2. TEMPORARY TOILETS 3. ROOFING TILE 4. BUILDING MATERIALS 5. TRASH 6. 7. FORMS, ETC. UNSECURED STRUCTURES = , 8. TEMPORARY ELECTRIC SERVICE POLE(S) 9. PROTECT ALL GLASS AREAS WITH STORM SHUTTERS CITY CLERK'S OFFICE: A. The following personnel from the City Clerk's office have been identified as resources for hurricane preparedness: City Clerk Assistant City Clerk Records Technician B. At a warning, all files, vital documents and computer equipment shall be removed to a protected area. Locations of important documents shall be recorded and listed for future use. C. Office supplies and staffing necessary for recording information and restoring operations shall be made available. D. The City Clerk will coordinate long-term records storage for the City. E. The City Clerk and Records Technician shall survey and evaluate any damage to City records after the storm and recommend corrective procedures. F. The City Clerk will make provisions for any documents that are wet to permit restoration of these records. F. Preparation of secondary EOC G. ID Persons assigned to EOC during activation H. Coordinate and assign records for EOC actions. CITY MANAGER'S OFFICE: A. The City Manager and the Deputy City Manager shall be assigned to the EOC from the announcement of the EOC being opened. B. City radios and chargers will be moved to the EOC. C. Waste Management and All Service Refuse will be contacted to coordinate service. D. All official communications will be released by the City Manager or his designee. E. The City Manager shall coordinate all briefing and debriefing sessions with essential personnel. F. Set up and operate desktop publishing capability at the EOC. G. ESF 14 Public Information: a. Develop and provide a standard message for phones. b. Activate and maintain City hot line c. Purpose: Establish a mechanism that efficiently provides and disseminates vital information to the public in the event or threat of a major or catastrophic emergency. d. Scope: Information to be provided to the public during and after a catastrophic emergency includes: (1) Specific protective actions to take in response to an emergency threat. (2) Status of emergency conditions and operations within the affected area(s). (3) Availability of shelter and emergency services. (4) Measures to be taken for public health and welfare. (5) Information concerning specific emergencies, their associated threats, and protective actions to the news media and general public. (6) Identification of a central point of contact that will allow the news media and general public to access information. (7) Format for managing and staffing of public information telephone lines before, during and after a disaster. (8) Public information concerning needed volunteer goods and services. e. Priorities: (1)Emergency public information aimed at informing people of specific protective actions they need to take to reduce their vulnerability. (2)Information on issues concerning public health and welfare. (3)Instructions as to how to obtain emergency assistance and disaster relief. (4)Release of summaries of governmental emergency actions to the media. (5)Responding directly to general public requests for information. COMMUNITY DEVELOPMENT DEPARTMENT: A. ESF 5 Information and Planning: 1. Purpose: Collect, process, and disseminate information about potential or actual disaster or emergency operations and to facilitate and support overall activities. 2. Support Departments: Finance 3. Scope: (a) Collect and process essential elements of information from Federal, State, Broward County, other ESFs, and volunteer agencies and disseminate it for use by emergency operations, and provide it as input for reports, briefings, displays, analyses, and plans. (b) Consolidate information into reports to document overall emergency activities to keep State and County, operation centers and the public informed of the status of the overall operations. (c) Maintain displays of pertinent information of briefing maps, charts, and status boards in the Tamarac Emergency operations Center and through other means, such as, computer bulletin boards, work stations, and electronic mail. C 10 E. 4. Priorities: (a) Gather information from the ESF's (b) Prepare Situational reports (c) Provide input into action plans All files and important documents and computers shall be stored in a protected area. Code books and office supplies necessary for restoring operations shall be secured. Provide a taped message for the Code Enforcement Department appropriate to the storm phase. Develop situational Reports for the EOC: Major focus of Situational reports (a) Statistical Narrative (b) Major response action taken (c) Unmet needs and recommended actions (d) Priority issues and requirements 2. Types of information to be used to compile the situational reports: (a) Boundaries and geographic region of the affected areas (b) Social/economic/political impacts (c) Jurisdictional boundaries (d) Status of the transportation systems (e) Status of the communication systems (f) Access points to the affected areas (g) Status of operating facilities (h) Hazard specific information (i) Weather data affecting 0) Status of Critical Facilities (k) Status of key personnel (1) Status of various ESF activations and operations (m) Status of emergency declarations (n) Major issues and activities of ESF's (o) Resource Shortfalls (p) Overall priorities for response (q) Status of upcoming activities (r) Develop long term plan to restore affected areas (s) Contact businesses with recovery information to facilitate restoration of services XIII. FINANCE DEPARTMENT A. ESF 7 Resource Support: 1. Purpose: Provide logistical and resource support to other organizations through purchasing, contracting, renting, and leasing of equipment and supplies. 2. Scope: Coordinate and/or provide logistical and resource support for emergency response and recovery operations to other ESFs, during the implementation of this plan for an imminent or declared state of local emergency. This includes emergency supplies, office space, office equipment, office supplies, telecommunications, contracting services, transportation services (in coordination with ESFs -1, Transportation), and personnel required to support emergency activities. 3. Priorities: The priority for allocation of these resources will be determined by the EOC Management Team. A City B Citizens C Relief workers B. General Procedures 1. Establish disaster recovery teams with specific duties 2. Secure office area 3. Use a phone tree for employee notification 4. Have an emergency kit in a safe at a secondary site to include: Computer check stock, Procedures and forms, and stamps and other supplies C. Budget Procedures 1. Review emergency funding requirements 2. Process all necessary emergency budget transfers D. Accounting Procedures 1. Contact Wachovia Bank to establish communication and discuss continuity plan 2. Establish cash fund for emergency operations 3. Increase petty cash funds for other departments 4. Run a regular payroll if hurricane warning is issued 5. Contact Acorn Co. to determine the hot site for printing the accounts payable checks if the laser printers are not functioning Second Alternate after City EOC. 6. All purchase orders designated as emergency orders would be processed immediately for payment 7. Establish and coordinate financial record keeping 8. Distribute Damage Survey Reports (DSR) procedures 9. Collect and document copies of all damage survey reports after review by the EOC. 10. Audit all DSRs for mathematical accuracy and for approved federal reimbursements rates 11. Serve as the City Representative with FEMA reimbursement personnel E. Purchasing Procedures Coordinate purchasing activities; contact vendors to determine availability; and authorize expenditures immediately prior to and following the emergency 2. Arrange for deliveries and follow-up to ensure critical time lines are met 3. Assist with deliveries, set up equipment, and/or distribute supplies to critical locations 4. Activate emergency procurement cards for designated staff as authorized by department directors. These "emergency cards" are to be used strictly for items required during an emergency situation as determined by the City Manager. 5. The Purchasing Division will hold the emergency Procurement cards in a lock box until City Manager establishes emergency situation. When emergency status has been declared and direction has been given, the procurement cards will be distributed. 6. During the emergency situation, the limits for "emergency cards" will be $5,000 per transaction with the maximum expenditure City wide at $250,000 per month. 7. Once the emergency has passed, the "emergency cards" will be returned to the Purchasing Division and the cards will be immediately de -activated. F. Utility Accounting a. Run a current report showing utility customers' balance due, last payment date and any previous balance to provide information to customers and staff XIV. FIRE RESCUE DEPARTMENT Responsibilities 1. ESF 4 _Fire Fighting: a Purpose: Perform emergency response, firefighting, recovery and assistance missions. b. Scope: (1) Assist with emergency evacuation and re-entry of threatened areas. (2) Coordinate the use of fire rescue service resources in Tamarac (ESF 4, 8, 9, 10). (3) Prioritize the use of people, materials, goods, and services within Tamarac. (4) Support ESF 16 and ESF 3 in hazard identification and regulation. (5) Assist with response and recovery operations. (6) Manage and coordinate fire fighting support in the detection and suppression of fires and other hazardous conditions, and mobilizing and providing personnel, equipment, and supplies. C. Priorities: (1) Provide direct warning to persons in imminent danger. (2) Assist in the evacuation of persons from immediate peril. (3) Implement public safety and protective actions. (4) Suppress fires. (5) Conduct operations under the Incident Management System (IMS). (6) Provide logistical support for emergency personnel. 2. ESF 8 Health and Medical Services: a. Purpose: Identify, manage, and organize the response of resources needed for public health and medical care needs following a significant emergency, and to coordinate emergency response and relief assistance between local and state and federal governments for emergency health and medical support. b. Scope: (1) Assess health/medical needs. (2) Conduct disease control and epidemiology activities. (3) Organize health/medical care personnel. (4) Identify and coordinate health/medical equipment and supplies. (5) Maintain statuses of in -hospital care capabilities. (6) Assure food and drug safety. (i) Emergency responder health and safety (Critical Incident Stress Debriefers). (8) Assess radiological/chemical/biological hazards. (9) Coordinate mental health and crisis counseling. (10) Provide emergency health advisories and related data for public information releases. (11) Conduct vector control/monitoring. (12) Advise the portability of water and disposal of wastewater and solid waste. (13) Medical Command and Control (MSU). (14) Provide and coordinate emergency medical services. C. Priorities: Provide those emergency health and medical services needed to address public health and safety concerns. 3. ESF 9 Search and Rescue: a. Purpose: Coordinate search and rescue operations and resources during emergency response and recovery. b. Scope: (1) Perform necessary actions to locate victims within impacted areas. (2) Coordinate search and rescue assistance requests from other ESFs received through the Tamarac Emergency Operations Center. (3) Coordinate, allocate and prioritize search and rescue operations resources to include people, materials, goods, and services within the impacted areas. (4) Perform necessary actions to assist with rapid impact assessment during recovery operations. C. Priorities: (1) Respond to locations or events where there may be numerous trapped or vulnerable victims of the emergency who need immediate medical and rescue assistance. (2) Assist in the evacuation of persons from immediate peril. (3) Respond to and implementing public safety and protective actions. (4) All operations will be conducted under the Incident management System (IMS). (5) Provide for the safety and health of all emergency personnel by providing logistical support, food/shelter, and medical care. 4. ESF 10 Environmental Protection: a. Purpose: Coordinate response to an actual or potential discharge and/or release of hazardous materials resulting from a natural, manmade, or technological disaster. b. Support Department: BSO c Scope: (1) Coordinate effective and efficient response to discharges and releases of hazardous materials. (2) Coordinate all state departments and agencies with responsibilities and assets to support the response to actual and potential discharges and releases of hazardous materials. (3) Respond to oil discharges and hazardous substances will be in accordance with the Nationa! Contingency Plan (NCP). (4) This ESF does not impede or negate the use of or request for the activation of the Regional Response Team (RRT). (5) Provision of hazardous material response support includes: (a) Perform necessary actions to assist with emergency evacuation and re- entry of threatened areas. (b) Coordinate hazardous materials technical assistance requests. (c) Coordinate, allocate and prioritize additional public and private resources to include people, materials, goods, and services within the affected areas by the hazardous materials release. (d) Support ESF-16 and ESF-3 in hazard identification, safety, and mitigation. (e) Perform necessary actions to assist with response and recovery operations. (f) Manage and coordinate hazardous material team support in the detection, identification, and containment of hazardous materials, and mobilizing and providing personnel, equipment, and supplies to respond. d. Priorities: (1) Provide direct warning to persons in imminent danger. (2) Assist the evacuation of persons from threatened areas. (3) Respond and implement public safety and protective actions. (4) All operations will be conducted under the Florida Fire Chiefs incident Management system (IMS). (5) Provide for the safety and health of all emergency personnel by providing logistical support, food/shelter, and medical care. ESF-10 will interface with ESF-8. Notifications and callback A. When a hurricane watch affects Tamarac, all off -duty members shall communicate with Fire Station #15 and provide a telephone number where they can be reached for recall. Personnel on duty shall remain in that capacity unless released by the Fire Chief. Note: it is the employees' responsibility to prepare for their family's needs prior to a hurricane watch. B. During a hurricane warning all members are subject to be recalled as directed by the Fire Chief. Leaves, with the exception of bereavement, and emergency leave, shall be cancelled until the hurricane warning is downgraded and the Fire Chief has authorized demobilization. Leave may be granted (if staffing is available) and operations permit for on -duty members to secure their homes and provide food and clothing to sustain their needs for a period of four (4) days. Preparedness A. Provide education regarding hurricane survival and this Plan throughout the community. B. Identify and educate Section Civilian Emergency Response Team (CERT) Coordinators. C. Educate Fire Rescue employees in their roles during a hurricane. Station officers shall review this manual with all station personnel. D. Educate all city employees as to their responsibilities during a hurricane. Hurricane Watch A. Assist in warning the general public. B. Make standard and emergency preparations of fire stations. The entire Fire Rescue Department grounds and station will be policed by members and all loose equipment or articles not permanently secured are to be stored or tied down in a safe area or removed from the site. C. The Emergency Generators will be started and let run for 1 hour - under the normal electric load (not to be considered deletion of the current policy of weekly checks). D. Shutters shall be put in place at each Station. E. Contact Ms. Ann Richman, Don Carter's Bowling Lanes, telephone #954-722-2700. verifying the availability of the bowling alleys as a secondary shelter. Home #954-720- 5559. F. Assistance may be required to patrol certain zones to insure that builders have provided tie downs for all construction materials. G. Call to top off all diesel storage tanks. Top off all department vehicles, emergency generators, small engines, and any other equipment. F. All off duty personnel are responsible to secure their homes and families during a hurricane watch in the event they are required to report to active duty. Warning A. Increase readiness posture when notified of hurricane warning. All members assigned to work during the hurricane shall report for duty as assigned. All leaves and Kelly days are canceled. B. During a warning, perform such firefighting and rescue operations as may be directed or required. C. Distribute hurricane equipment and supplies for use by the Department, City and other agencies. D. Maintain close liaison with EOC, advising on firefighting and rescue operations, status of equipment and other significant activities or conditions. E. During height of hurricane, take necessary action to protect personnel and equipment from wind and flood damage. As a general guideline, all vehicles should be secured in quarters when sustained winds reach 50 MPH. This may be modified by the Fire Rescue Operations Center (FOC) depending on specific conditions and deployment concerns that may affect the ability to respond. F. Be prepared to dispatch firefighting and rescue forces to other localities as directed. G. Members of the department will be divided into 3 groups. These groups will operate from Fire Stations 15, 41 and 78. Equipment and personnel inventories may be modified depending on the complexity of the event, however standard equipment and personnel assignments can be expected: Station 15 Engine 15 Platform 15 Rescue 15 Inspector 15 Logistics Officer Public Works Crew (Will stage at the Fleet garage) Backhoe and Operator Fleet mechanic Pickup truck Pickup truck Station 41 Engine 41 Rescue 41 Rescue 241 Battalion Chief Inspector 41 Public Works crew Backhoe and Operator Fleet mechanic Pickup truck Communications trailer Station 78 Engine 78 Rescue 78 Battalion Chief Inspector 78 Public Works crew Backhoe and Operator Fleet mechanic Pickup truck Fire Operations Center (FOC), Station 15 Conference Room 1 Deputy Fire Chief Division Chief Captain, Training and Safety Tamarac Emergency Operations Center (EOC), Station 15 Training Room Fire Chief Division Chief Disaster Preparedness Coordinator H. All members shall report as assigned with all issued equipment as directed. I. Apparatus and equipment shall be relocated as needed. Emergency preparations of each station shall be continued. J. Upon notification of a Hurricane Warning, on duty personnel may be relieved to secure their homes, as off -duty members report for duty. Members are encouraged to make personal preparations far in advance of a storm so that final preparations are minimal during a watch or warning. Off -duty members should secure their homes during a watch to enable them to report for duty promptly at a Warning. K. All items not secured will be removed from the bays or fastened securely. L. Heavy equipment from Public Works will be relocated to each fire station to promote quick response after a storm. Only authorized operators shall drive this equipment. M. Fire Rescue Department backhoe operators (if any) will be trained by Public Service personnel prior to a storm. N. All bay doors shall be closed during a storm. O. MRE's, water, communications equipment will be distributed to each location. P. Employees will be allowed to bring immediate family members to their assigned station during a Hurricane Warning. Family members and firefighters are encouraged to create their own emergency kit of food, water, bedding, medications, and any other personal items desired. See Appendix "E". Family members are expected to assist in the upkeep of the station including necessary cooking, cleaning, monitoring of children or other tasks as requested by the station commander. Once the hurricane has passed and/or the Hurricane Warning is lifted family members will not be allowed to remain in any fire station, but will be relocated to the City shelter located at the Community Center. Facilities for cooking and recreation will be provided. All personnel utilizing the shelter shall park in the City Hall parking lot and be shuttled to the Parks and Recreation complex. This is expected to be a short-term shelter until families can return to their homes or make other living arrangements. Q. Firefighters should be prepared to stay at work for at least 48 hours after a storm. Fire Rescue will deploy as many units as necessary as determined by the FOC. R. Bunkrooms are quiet areas during the storm and recovery phase. Recovery A. Tamarac Fire Rescue will operate under established protocol during and after a hurricane. In addition to regular emergency response all members must be aware that the response and recovery phases of a hurricane will require additional and unusual efforts on the part of emergency workers. Members must be prepared to respond to a variety of requests from the public. B. In a hurricane, many demands will be placed on emergency workers. It is expected that each situation will be dealt with in an appropriate, professional manner. But most of all, it must be done with safety being of primary importance. C. After a hurricane, the fire service will initiate emergency response as soon as possible. The emphasis will be on restoring communications within the City. D. All communications links must be checked after a storm. E. Intra-county mutual aid will follow the Broward County Mutual Aid Plan. However, it is not expected that these resources will be available after a hurricane. F. Statewide mutual aid will follow the State Emergency Response Plan (SERP) administered by the Florida Fire Chiefs Association. Activation will be through the Broward County CEMP System, G. The National Incident Management System (NIMS) shall be utilized as outlines in Homeland Security Presidential Directive 5 (HSPD/5), ensuring a core set of concepts, principals, terminology and technologies covering incident command the system, training, management of resources and reporting. H. Immediately following the storm a Station Survey shall be completed by the station officer. Appendix "B". A "Rapid Impact Assessment" survey of the immediate area will be completed within one hour after the incident. Appropriate forms are in included in Appendix "B". The Fire Rescue Department will work with Public Works personnel to clear roads as necessary to allow emergency response. K. Street clearing shall progress as assigned for each station. Crews should be careful not to obstruct utility vaults, fire hydrants, telephone boxes, lift stations, etc. as these locations will need to be accessed by others as the cleanup progresses. Station 41 Primary Routes Pine Island, south to McNab McNab, east to University University, north to Southgate (University Hospital to be surveyed) Southgate, west to Pine. Island Pine Island, south to Station 41 (Tamarac Convalescent Center to be checked) Southgate, west to Nob Hill Nob Hill, south to McNab McNab Road, east to SW 81 Avenue Station 41 Secondary Routes NW 70 Avenue (82 Street), McNab to University NW 70 Ave, McNab to Commercial NW 78 St, University to 80 Ave NW 75 St, 80 Ave to Pine Island NW 76 St, University to 70 Ave NW 77 St, University to 70 Ave NW 77 St, Pine Island to Nob Hill NW 80 St, Nob Hill to 108 Ave NW 71 PI, Nob Hill to 108 Ave Westwood Dr Station 78 Primary Routes Commercial Blvd, west to University Dr. NW 64 Ave, north to McNab Commercial Blvd, east to 441 441, north to Station 34 441, south to Station 37 Commercial Blvd, east to Prospect Road Station 78 Secondary Routes Rock Island Rd, NW 41 St to McNab McNab, west to 81 Ave (Station 44 to be checked) Bailey Road, Rock Island to 64 Ave Woodlands Blvd, Bailey Road to Woodlands CC Prospect Rd Mainlands Dr/47 Terrace Station 15 Primary Routes Hiatus, south to Commercial Blvd Commercial Blvd, east to University Dr. Pine Island, north to McNab University Dr, McNab to Commercial Commercial Blvd, University to Pine Island (check Heartland Convalescent Center) Commercial Blvd, east to Rock Island Commercial Blvd, west to Sawgrass Expressway Nob Hill, north to Southgate Hiatus from Commercial to McNab Station 15 Secondary Routes NW 94 Ave, Commercial to McNab Westwood Blvd East Lagos de Campos NW 84 Terr., Lagos de Campos to Commercial NW 61 St, Pine Island to University NW 61 St, east of University NW 58 St, east of University L. Assist damage assessment teams, when called upon, in surveying disaster damage to structures. M. Conduct expanded search and rescue services to expedite restoration of essential services. N. Maintain accurate and complete records of all expenditures for manpower, material and equipment used throughout the emergency. O. During the primary search the emphasis is on saving those who survive the hurricane. Triage is essential. P. Street numbers may be painted on the pavement or curbs to assist in finding addresses in the event that street signs and landmarks are missing. All emergency personnel should be familiar with these markings. Q. As search and rescue progresses it will be necessary to indicate areas that have been searched. This shall be done by marking the streets in the following manner. UNIT # STATUS DATE OF SECONDARY MONTH SEARCH Letters and numbers should be approximately 12 inches in height and should be located in the drive lane of the roadway closest to the area searched. These markings should mark the limits of the searched area. An arrow will indicate the direction that the crew traveled. R. The secondary search will be marked in the appropriate area using the same system with six inch letters and numbers. S. Company officers shall attempt to mark each block in this fashion as it is searched. Buildings may be marked using the same format using smaller numbers. T. Locations of bodies shall be marked with a circle, surrounding the number present, painted near the body. (Ex. " " (5)pates three bodies present.) In addition, fire line banner tape shall be used to isolate— area. U. When the bodies are removed from the site a slash shall be marked through the circle. (Ex. V. Information on searches shall be maintained at the station of origin and relayed to the EOC as soon as possible. W. Focal points in the community will be the area clubhouses and information will be distributed at these locations. X. Attempts will be made to identify resource areas using tethered weather balloons. Helium tanks are available at Public Works to fill these balloons as needed. A color -coding of the balloons may be designated for such services as food, shelter, medical needs, etc. These codes will be posted as they are implemented. Y. Station officers must be prepared to coordinate all activities until communications and normal function are restored. Documentation of all activities and assignments is essential. Sample forms follow in Appendix "M". Z. After Fire Rescue Department resources are consolidated, the FOC may relieve fire operations. Outside Aid A. It can be expected that people from outside of the area affected by the hurricane will show up in an attempt to help. Fire stations are a natural gathering point for these un-requested volunteers. Each station must be prepared to utilize these volunteers in the capacity by which the City will benefit most. Station officers shall be prepared to direct mutual aid units to designated locations or other fire stations in Broward County, B. Credentials and capability must be evaluated whenever possible. All incoming units will be briefed on their responsibilities and our expectations of them. Once this is accomplished, crews (vehicles and manpower) may be assigned to tasks by Station Commanders (as appointed by the Fire Chief during the Warning phase). C. As units are assigned they shall be designated and windshields marked, according to the Tamarac Station of origin. The following system shall be used: A number corresponding to the sequence of assignment shall designate the unit, the station number shall follow. Examples: The first unit assisting Station 78 shall be "78", second unit will be "278", "378" etc. A listing of units, personnel and capabilities will be kept at each station and relayed to the EOC as soon as possible. D. Individuals not assigned to fire apparatus shall be issued ID badges. E. ID badge shall contain the following information: 1. Name 2. Organization represented 3. Station of Origin 4. Skills/Certifications 5. Assignment F. A log must be kept on all individuals and relayed to the EOC as soon as possible. G. As requested units arrive the original volunteers will be relieved and directed to a staging area for reassignment. The incoming units will be renumbered and assume activities as directed by the station commanders. H. If necessary and appropriate, Tamarac personnel may be assigned to each relief unit to serve as radio operators and map -readers. The mutual aid company officer will retain supervision of his personnel; Tamarac employees will serve as guides and document the activities of the relief units. Civilian volunteers will be referred to the Recreation Department for coordination and assignment to appropriate activities. J. CERT teams will be utilized where possible to free up firefighters. Cert teams will work through a liaison with the chief operations officer for the Fire Rescue Department and the City EOC. XV. INFORMATION TECHNOLOGIES (IT) A. General Preparedness 1. Data Safety a. Backups will be performed in a manner that provides for easy restoration of daily transactions and maintains a perpetual monthly record. (1) Daily backups will be stored in a fire resistant container. (2) Monthly backups will be placed in off site storage. b. Essential user data is to be stored on network file servers that provide regular backups. 2. Equipment Safety a. Microcomputers & Peripherals (1) Will be connected to electrical surge suppression and overload protection devices. (2) When practical, should be connected to an electrical source with an isolated ground. (3) When possible will be connected to a UPS. b. Mainframe & Mini Computers (1) Will be placed in climate -controlled rooms that provide for reduced risk of static discharge. (2) Will receive electricity from a UPS that provides conditioned power. (3) Will be connected through at least 1 (one) other electrical surge suppression and overload protection device. C. Phones & Phone Systems (1) When practical, should be covered by a maintenance agreement that covers lightning damage and routine repairs. (2) When possible, should be protected from lightning damage by placing lightning arresters between incoming phone lines and the phone systems. d. Two Way Radios (1) Will be maintained in working order by the assigned users, through the coordination of the IT department. (2) Individual departments to which these radios are assigned will be held responsible for the proper storage of their radios and charging equipment. e. Setting up City EOC (1) Phone lines will be set up and checked. (2) Fax lines will be checked. (3) Satellite phones will be made available and checked. (4) Cell phones will be made available and checked. 3. Personnel a. IT Director (1) Will keep generally abreast of current events and situations that may have bearing upon the City. (2) Will be prepared to contact IT staff members in the event of an emergency. (3) During Hurricane season, will monitor weather reports to keep appraised of any Hurricanes threatening the South Florida area. b. IT Staff (1) Will advise the IT director if a change occurs in any of their emergency contact information. (2) During Hurricane season, will monitor weather reports to keep appraised of any Hurricanes threatening the South Florida area. 4. ESF 2 Communications: a. Purpose: Provide for the coordination of communications between Tamarac and the County, between other Emergency Support Functions, and voluntary relief organizations requiring communications capacity to perform their emergency response, recovery and disaster assistance missions. Support Departments: Tamarac Fire Rescue Department b. Scope: Coordination of the communication assets (both equipment and services) available from state agencies, voluntary groups, county agencies, the telecommunication industry, federal government agencies, U.S. Military, and Tamarac. A. Priorities: The priorities for allocation of these assets will be as determined by this ESF and the EOC Management Team. B. Hurricane Preparedness 1. Hurricane Watch a. Data (1) Upon the announcement of a Hurricane Watch covering the City, a full backup of all network file servers will be scheduled to commence that evening. b. Equipment (1). Computers & Peripherals (a) Will be placed on top of desks along with all electrical connections. (b) In offices with outward facing windows without Hurricane shutters, all will be removed to a safer location. (2). Mainframe & Mini Computers (a) A UPS test will be performed during normal non -working hours the day a Hurricane watch is issued. (3). Phones & Phone Systems (a) In offices with outward facing windows without Hurricane shutters, all will be removed to a safer location. (4). Two Way Radios (a) Departments will be notified to place all radios and batteries not in use into charging stations. C. Personnel (1). IT Director (a) Will assure that all preparedness procedures are followed. (b) Notifies staff when preparedness plan is to be implemented (c) Assists in scheduling time for IT staff to attend to personal preparedness issues. (2). IT Staff (a) Implement the preparedness plan and directions of the IT director. (b) Bring to the attention of the IT director any circumstances that require special handling. 2. Hurricane Warning a. Data (1) The full backup, run at the initiation of a Hurricane watch, will be kept in the possession of the IT director. (2) The most recent routine backup of network servers, and any other backups required to fully restore the servers, will be kept by a staff member who will not be at any City facility. b. Equipment (1) Computers & Peripherals (a) Those items necessary for the emergency command team to operate will be set up in a central location. (b) All others will be turned off. (c) To the extent that time allows, all, exoept command center equipment, will be disconnected from any electrical, phone & networking source. (2) Mainframe & Mini Computers (a) Will be turned off and unplugged. (b) Will be covered by a waterproof barrier. (3) Phones & Phone Systems (a) Phone systems will be turned off and unplugged. (4) Two Way Radios (a) Those not in use buy personnel on duty shall remain in chargers so as to be available to those on duty. C. Personnel (1) IT Director (a) Will staff the command center. (b) Will assign additional personnel to the command center as necessary. Will contact IT staff to inform them of their assignments and of work hours. (2) IT Staff (a) Implement the preparedness plan and directions of the IT director. (b) Staff the command center as directed by the IT Director. 3. Post Hurricane a. General (1) Assess damages (a) Check for visible damage to equipment or necessary infrastructure (Network, Phone or Electrical lines) (b) Test systems for any hidden damage. b. Data (1) If needed, restore network servers to the last known working state. C. Equipment (1) Computers & Peripherals (a) Reconnect to electrical, phone and network sources. (b) Restore any damaged programs. D. Personnel (2) Mainframes & Mini Computers (a) Reconnect to electrical, phone and network sources. (b) Restore any damaged programs. (3) Phones & Phone Systems (a) Reconnect to electrical power source. (b) Restore any lost programming. (4) Two Way Radios (a) Return to normal service any radios procured for the Hurricane. (1) IT Director (a) Ensure that the City's information infrastructure is returned to normal working condition in a timely manner. (b) Inform IT staff of the resumption of normal working conditions. (2) IT Staff (a) Will perform assigned tasks to return the City to normal working condition as soon as possible. In the event of a hurricane each department should designate personnel to secure computer related equipment including: Personal computers Printers Terminals Computer communications equipment E. Recommended procedures include the following: 1. Unplug electrical power from wall outlets. 2. Unscrew connectors from backs of PC's, if necessary for moving (use small screwdriver). 3. Move the following system components to a safe location --a room without windows, or as far away from windows as possible. Monitor System unit Keyboard Printer 4. Move system components together and identify as a unit for ease in reconnection. 5. Cover items with plastic. 6. Forward data diskettes or original program diskettes for storage in IT fireproof safe. 7. Contact IT with questions regarding the above procedures or if unable to designate someone to handle departmental computer equipment. Information Technology Equipment Hurricane Preparation Checklist During hurricane preparation, please use the following checklist to ensure your Personal Computer / Printer / Phones are all handled appropriately: PersonalComputers / Printers ✓ Please disconnect all cables from the PC and/or printer. This includes monitor, mouse, keyboard, network, power cables, etc. Label all cables and leave them in place. ✓ Make sure all power cords are unplugged from the wall sockets. ✓ Label all equipment with your name and department. (i.e. Levent S. / IT) ✓ Move all equipment to an interior location, preferably off the floor (in case of flooding). Use plastic bags to cover the equipment. ✓ Close the doors to exterior offices. ✓ Upon returning to the office, please move back and reconnect all equipment. If you need assistance, please call the IT Department and we will be happy to assist you. PLEASE be careful when reconnecting devices with AC adapters. Not all adapters are the same and can cause problems if plugged into the wrong device. Phones ✓ Each department will need to change the voicemail on their main line to relay the necessary message and direct callers to the City's and the Counties EOC hotlines. ✓ In the City Hall, the main lines with the voice mail will need to remain connected to function properly. ✓ All other phones may be disconnected, labeled and stored with the Personal Computers. ✓ Please keep in mind that if the City Hall power is interrupted, the telephone system will only remain in service for a short period of time. most likelv. less then 30 minutes. ACTIVATION C. Nuesa M. G. C. Nuesa M. G. C. Nuesa I. Kersey Ramcharan Jordan I. Kersey Ramcharan Jordan I. Kersey L. I. Kersey I. Kersey L. Sucuoglu I. Kersey I. Kersey L. Sucuoglu Sucuoglu L. Sucuoglu L. B. Looman L. Sucuoglu L. B. Looman Sucuoglu V. Parjus B. Looman Sucuoglu V. Parjus B. G. Christian V. Parjus B. G. Christian Looman G. Christian Looman V. V. Parjus '. E' SPar'us lE ( EE'„ H €.E • I�EI E 16 C. Nuesa M. G. Jordan C. M. G. Jordan C. I. Kersey Ramcharan I. Kersey Nuesa Ramcharan I. Kersey Nuesa L. Sucuoglu I. Kersey L. Sucuoglu i. Kersey I, Kersey L. Sucuoglu I. Kersey L. Sucuoglu B. Looman L. L. Sucuoglu B. Looman L. B. Looman V. Parjus Sucuoglu B. Looman V. Parjus Sucuoglu V. Parjus G. Christian B. V. Parjus G. Christian G. Christian Looman G. Christian V. Parjus NOTES: Bold indicates 24-hour shift, otherwise day shift as assigned PRE -ACTIVATION ACTIVITIES Distribute IT -related preparation instructions to employees Charge and prepare all IT radios Prepare IT facilities Assist COT staff with preparations Label server NIC ports on servers and 4507R Setup Wi-Fi at EOC and reception area at Station 15 DAY 1 - EOC ACTIVATION Full backup of Servers and HTE Systems Move two Server racks to EOC Configure Switches / Routers Fuel all IT vehicles Forward all telephone lines to the Department Main Number Move main telephone sets to EOC • Building — 3420 • City Clerk — 3505 • City Manager — 3510 • Community Dev — 3530 • Finance — 3550 • HR — 3600 • IT - 3900 • Mayor/Commissioner's Office — 3460 • Parks & Recreation — 3620 • Public Works, Utilities, and Water Treatment Plant stay at their respective locations DAY 2 - EOC Remain at EOC during the event DAY 3 - EOC IT IT IT IT IT IT IT PW / IT IT IT Employees Employees Assess damage IT If power outage is widespread, provide emergency power to PW / IT telecommunications and radio facilities (gasoline -powered generator) Resume normal IT operations depending on resources available IT DAY4-14-EOC Resume normal IT operations depending on resources available IT IT Department contact information Name Home# Cell# Alternate email address Levent Sucuo lu 954.753.7537 954.383.1049 levent.sucuoglu@gmail.com Glenda Christian 954.255.3570 954.778.0630 sfspfan@bellsouth.net Gary Jordan Ilona Kersey 954.753.5555 954.854.2803 ilona@speakeasy.net ilona@tmo.blackberry.net Bruce Looman 954.597.9236 954.879.2072 (pager) Carlo Nuesa 954.340.3378 954.401.3320 Veronika Par'us 954.888.9908 954.817.2179 Melesha Ramcharan 954.554.1736 XVI. PARKS & RECREATION MISSION: Secure all parks & recreational facilities and provide safe and rapid release of youth participants in our recreational programs. Provide water, ice and food to residents as well as social services, as needed. EMPLOYEE SUPPORT Parks and Recreation Director, Assistant Director, Parks Superintendent, Recreation Superintendent, Special Events Manager, Special Events Coordinator, Administrative Services Manager, Site Supervisors, Recreation Programmer II's, Special Events Specialist, Parks Supervisor, Crew Leaders, Building Maintenance Technician, Groundskeeper II's, Goundskeeper I and Recreation Programmer I's. All employees report to work immediately after hurricane or event. EMERGENCY STATUS A. PARKS Hurricane Watch Hurricane Warning 1. Upon notification of a watch / warning hurricane, the Parks Superintendent will oversee and prepare the following: (a) Removal of all trash cans and loose objects from all parks within the City. (b) Secure all park buildings. (c) Fill all vehicles with gas and secure on site or at Public Works complex. Location to be determined at time of preparation. (d) Charge all radios and keep in radio contact. (e) Service all chain saws and tree trimming equipment with gas and oil. (f) Secure Community Center, Recreation Center and Multi -Purpose Center and install shutters, as necessary. (g) Remove playground shade covers and windscreens. (h) Secure signs to be posted after the hurricane for public notification of services; as well as, signs for roads, walk-up lines, etc. B. RECREATION 1. Upon notification of a hurricane warning, the Recreation Superintendent and all Recreation staff will oversee and prepare the following items: (a) The safe release of all children from our youth programs. Staff will contact children's parents for pick up, and remain until all children have been signed out by a parent or guardian. (b) Cancellation of athletic events, field use, room rentals and special events including notification to the City PIO. (c) Cancellation of adult trip activities. (1) Contact vendor and bus company to cancel trip activity due to hurricane. (2) Call every trip person with notification of trip cancellation. (3) After hurricane call each trip person with an update on either a new date or refund information. (d) Secure equipment, supplies and computers away from windows and exposed areas. (e) Secure Recreation vehicles. (f) Charge radios and keep radio contact with personnel. (g) Secure all records and clerical information. 2. All emergency response actions will be coordinated through the City's EOC, State, Federal and Local Agencies, and local Red Cross. C. SPECIAL EVENTS DIVISION 1. Upon notification of a hurricane warning, the Special Events Manager and Special event staff will prepare the following items: (a) Cancellation of special events and employee events including notification to the City PIO. (1) Contact event vendors and the Purchasing Division, and BSO to cancel event due to hurricane. (2) Coordinate advertisement . with PIO on notification of event cancellation. (3) After hurricane call vendor for follow up on financial credit of service information. (b) Cancellation of adult trip activities. (1) Contact vendor and bus company to cancel trip activity due to hurricane. (2) Call every trip person with notification of trip cancellation. (3) After hurricane call each trip person with an update on either a new date or refund information. (c) Secure equipment, supplies and computers away from windows and exposed areas. (d) Secure one City vehicle. (e) Charge radios and keep radio contact with personnel. (f) Secure all records and clerical information. 2. All emergency response actions will be coordinated through the City's EOC, State, Federal and Local Agencies, and local Red Cross. 3. EMPLOYEE MEAL PROGRAM (a) Conduct an assessment of the needs of Tamarac employees for food and water. (b) Inventory food supplies on hand, warehouses, food banks, etc. (c) Identify and secure warehouse space to store food and water supplies. (d) Procure food items necessary for daily food program (e) Staff and operate a fully functioning kitchen at the Emergency Operation Center to prepare daily meals to be served to City wide employees who are assisting during and after the Hurricane (f) Coordinate staffing citywide for the following: Breakfast Lunch Dinner To run a fully functioning kitchen, 6 personnel are needed to operate and should operate per the following shifts: Opening — 0530 to 1230 Closing — 1230 to 1830 (g) Plan and implement a nutritional food plan (h) Package daily meals for employee field workers for pickup. (i) Coordinate requests from employees for food & water supplies and maintain database on requests received, donations received, etc. Q) Procure necessary capital equipment needed to safely store food prior to preparation and serving. This will include refrigerators, freezers, pods, etc. (k) Identify food needs and plan daily menus for breakfast, lunch and dinner. Coordinate distribution of food & water at Emergency Operation Center to employees citywide. Secure bulk food, water and ice to support mass employee meal program. (1) Identify and establish a mass feeding site for Tamarac Employees to gather during scheduled meals. D. SOCIAL SERVICES DIVISION General Procedures: (a) Secure all records and clerical information, including binder housing hard copies of all manuals operations forms, printouts of client address and phone lists, community resources, etc. (b) All personnel should report to work the next regular workday unless advised otherwise by the Parks and Recreation Director. (c) Activate phone tree to coordinate staff assignments throughout duration of the emergency. (d) CHARGING STATIONS Charging stations will be made available at the Tamarac Community Center to charge medically necessary equipment. People must pre -register through the "Code Red" registry for this service. Following a disaster, pre -registered individuals will receive a recorded message directing them where to go to charge their equipment. (e) Removal of any and all monies received due to registrations. 2. Transportation Procedures: (a) All emergency response actions will be coordinated through the City's EOC, State, Federal and Local Agencies, and local Red Cross. (b) ESF 1 Transportation: 1. Purpose: Provide or obtain emergency transportation resources to support the needs of voluntary organizations and other emergency support functions requiring emergency transportation capacity to perform their emergency response, recovery and assistance missions. 2. Scope: (a) Assist with the emergency evacuation and re-entry of threatened areas. (b) Allocate, prioritize, and coordinate public and private transportation of people, materials, goods, and services within Tamarac. (c) Assist with recovery operations. 3. Priorities: (a) Evacuate persons from immediate peril. (b) Maintain traffic movement for self evacuation and re-entry transport of emergency resources. (c) Transport materials, personnel, and supplies for the support of emergency activities. (d) Transporting of relief supplies. (e) Secure all vehicles to Public Works complex unless advised otherwise by the Parks and Recreation Director. (f) Contact all residents on transportation list with cancellation information. (g) Charge radios and keep radio contact with personnel. 3. Events Procedures: (a) Contact event organizers with cancellation information. (b) Contact all residents scheduled to attend events with cancellation information. 4. Information & Referral Procedures: Brief staff on accurate information to convey to concerned residents before and after the emergency. Assist residents and/or other departments in crisis management. 5. ESF 6 Mass Care: (a) Purpose: Coordinate activities involved with the emergency provision of temporary shelters, emergency mass feeding, bulk distribution of coordinated relief supplies for victims of disaster, and disaster welfare information. In some instances, services also may be provided to disaster workers as described below. (b) Support Agencies: Volunteer organizations, Columbia University Hospital (c) Scope: (1) Coordinate the tasking of all sheltering activities during a disaster to include the sheltering of people with special needs. Also, see ESF-18. (2) Coordinate the establishment and operation of mass feeding facilities in areas affected by disasters in coordination with ESF-11. (3) Coordinate with relief efforts provided by volunteer organizations performing mass care functions. Coordinate with ESF-15 for support of mass care operations. (4) Coordinate the establishment of a system to provide shelter registration data to appropriate authorities. (5) Coordinate the provision of emergency first aid in shelters, fixed feeding sites, and emergency first aid stations. (6) Coordinate with ESF-8 for the provision of medical support exceeding that required for standard first aid, for the prevention of communicable diseases, to include epidemiological and environmental health activities, as related to sheltering.and feeding disaster victims. (7) Provide quantitative mass care services data to ESFs-5 (Information and Planning), 11 (Food), and others who require accurate data for response planning. (8) Coordinate with ESF-16 (Law Enforcement) for additional ESF-6 facility security resources. (9) Coordinate with ESF-2 (Communications) to ensure each shelter has a working system of communications. (10) Coordinate with ESF-12 (Utility Services) to ensure each active shelter location has priority for restoration of power and other utility services. (11) Coordinate with ESF-7 for additional resources to support the mass care and feeding operations. (d) Priorities: The primary focus of this ESF will be to provide refuge for evacuees displaced from their residences because of an emergency. 6. ESF 15 - Volunteers and Donations: (a) Purpose: Coordinate and facilitate the delivery of donated goods and voluntary services to support the relief effort in a disaster area. (b) Scope: Provide a coordinated approach as it relates to volunteer agencies and volunteers in a disaster situation and to coordinate the receipt and delivery of donated goods to the affected area. This effort includes an assessment and prioritization of available resources and identified needs and securing additional resources, in cooperation with local, state and federal agencies. (c) Priorities: (1) Conduct an assessment of the needs of disaster victims for various goods and services. (2) Inventory various .goods available, to include quantities, location, type, etc. (3) Prioritize the delivery of goods and services for basic needs with acute needs as first priority, then areas of moderate needs. (4) Refer non-affiliated volunteers to qualified agencies that request volunteers. (5) Coordinate requests for goods and volunteers and maintain database. (6) Coordinate transportation of donations to warehouses, mass distribution sites, households, etc. 7 (7) Coordinate transportation, housing, and other needs of non- affiliated volunteers within and into the disaster area. (8) Maintain a list of all voluntary agencies participating in the emergency response and ensure that those agencies are included in the planning and response efforts of the various ESF's identified in the County's response. ESF 18 Special Needs: (a) Purpose: Coordinate activities involved with the identification, registering, transportation, sheltering and care of people with special needs after a significant emergency. (b) Scope: (1) Overall management of the special needs program. (2) Coordinate transportation of people with special needs. (3) Identify facilities and resources available for sheltering and care of people with special needs. (4) Coordinate staffing of special needs shelters including coordination with ESF-6 (Mass Care) and ESF 8 (Health). (5) Provide quantitative data to ESF-5 (Information and Planning), ESF-11 (Food), and others who require accurate data for response planning. (6) Coordination with ESF-2 (Communications) to ensure each shelter has a working system of communications. (7) . Coordinate with ESF-12 (Utility Services) to ensure each active shelter location has priority for restoration of power and other utility services. (8) Coordinate with ESF-3 (Public Works and Engineering) and ESF-7 (Resources Support) for emergency generators and shuttering at shelter sites. (c) Priorities: Provide refuge and care for evacuees who require specialized attention and sheltering. (1) Establish Community Center as a Employee Shelter. (2) Train Necessary personnel in advance (a) ID needs (b) Create list of People and equipment CITY OF TAMARAC TRANSPORTATION DIVISION DIRECTOR OF PARKS & RECREATION HOME:561-514-8279 CELL: 954-303-9395 DANIA MALDONADO ADMINISTRATIVE SERVICES MANAGER HOME: 954-741-8417 CELL: 954-290-0353 EDDIE BENITEZ TRANSPORTATION SUPERVISOR HOME: 954-752-5127 PAGER:954-679-4293 CELL: 954-914-4209 LISETTE CRUZ TRANSPORTATION DISPATCHER DRIVERS 1.HARRY WAS 2.JOHN RICHARDS 3.CLEO LORDEUS 4.LES SZUCS 5.101ARISETTE DUCTAN HOME: 954-722-7747 HOME: 954-747-1955 HOME: 954-792-0334 HOME: 954-731-4429 HOME: 954-344-1857 PAGER:954-898-1805 PAGER:954-679-4759 PAGER:954-679-4862 PAGER:954-679-4846 PAGER:954-679-2538 6.EFREME LORDEUS 7.MIKE CECERE &DENTON ROBINSON 9.REGINA SNEED 10.LYDIA_ ALEMAN HOME: 954-718-2585 HOME: 954-969-1902 HOME: 954-748-5605 I HOME: 954-973-4156 HOME: 954-369-6079 PAGER:954-528-3546 PAGER:954-528-6650 PAGER:954-408-2743 PAGER:954-408-2747 PAGER:954-764-9617 11-ELISENDA BELLEVUE 12-Part Time Driver HOME: 954-547-0007 HOME: 954- PAGER: NOT ASSIGNED IPAGER:954- Standard Operating Procedure (SOP) Transportation Division Emergency Readiness Transportation Passengers Passengers Without With UNIT VIN MAKE W/c W/C W/C 807 2FAFP71 W8WX164615 FORD CROWN VICTORIA 4DR SEDAN 4 4 0 814 2B6LB31Z8YK180106 DODGE 83500 RAM MAXI PASS HC VAN 10 6 2 FORD E450 AEROTECH 240 16 PASS HC 815 1 FDXE45801 HA35671 BUS 16 16 2 FORD E450 AEROTECH 240 16 PASS HC 816 1 FDXE45S91 HA60701 BUS 16 16 2 817 2B3HD46R01 H717131 DODGE INTREPID SE 4DR SEDAN 4 4 0 BLUE BIRD TRANSHUTTLE 22 PASS HC 818 1BAGBCPA52F205493 BUS 24 22 2 819 1 FDWE35S42HB59496 FORD E350 16 PASS BUS 16 16 0 FORD E450 SD 20 PASS HC 25' GLAVAL 820 1 FDXE45F33HA56312 BUS 20 21 2 FREIGHTLINER SPRINTER 2500 HC 821 WD5PD144145685142 RWD/2WD 8 PS.. VAN 8 0 0 CHEVY VENTURE PASS HC VAN BRAUN 822 1G13DV13E55D145944 ENTERVAN 7 3 2 CHEVY VENTURE PASS HC VAN BRAUN 823 1GBDV13EX5D145969 ENTERVAN 7 1 1 2 1 FDXE45P55HB00791 FORD E-450 20 PASS. AEROTECH VAN 824 18 16 2 825 1 FDXE45P95HB00791 FORD E-450 20 PASS AEROTECH VAN 18 16 2 168 141 18 The Transportation Division will assist the Broward County Sheriff's Office and the Fire Rescue Department in emergency readiness for the City of Tamarac. We will coordinate with both departments to provide transportation service to facilitate the needs that may arise in the event of an emergency. We have an alert roster prepared to notify transportation personnel in case an emergency. When the alert roster is activated they will be notified by either the Department Director, Assistant Director, Administrative Services Manager or the Transportation Supervisor. At that time they will be notified as to where to report. When they arrive at the reporting station, they will be given further instructions by the supervisor in charge. The Maintenance Department stocks limited amount of parts (i.e. oil, anti -freeze, tires) that will be provided as needed to facilitate keeping our vehicles emergency -ready. Buses will be equipped with both hand held radios and Nokia cell phones as needed. They will also be equipped with emergency flares, first aid kits and flashlights with extra batteries. Each vehicle will have a driver and assistant driver when available. E. DEPARTMENT -WIDE RESPONSIBILITIES 1. DAMAGE ASSESSMENT CHECKLIST (Parks and Recreation Facilities and Property Only) In conducting damage assessment in disaster -affected areas, you will be gathering information needed to paint an accurate picture of the damage as well as its impact on the people and their communities. The subjects below represent potentially important aspects of assessment, which may be applicable to the situation you are examining. PRIOR TO LEAVING THE SCENE, CHECK THROUGH THESE ITEMS, DETERMINE WHICH ARE APPLICABLE TO YOUR SITUATION, AND MAKE SURE YOU HAVE CONSIDERED THEM IN DESCRIBING THE IMPACT OF THE DAMAGE ON THE AREA. (a) NATURE OF THE THREAT: Note the condition that threatens public health, safety and/or property, and describe the threat itself. (b) DAMAGE DESCRIPTION: Describe what happened to the facilities and parks and the approximate extent of damage, especially where the public and children's programs are held. (c) IMPACT: If damaged major buildings are no longer usable, you will want to report on the availability of alternate facilities, and the general consequences of interrupting the activities carried on in the damaged buildings before the disaster. Programs may have to be canceled or rescheduled. (d) LOCAL RESPONSE: Describe what the local and State governments and/or private volunteer groups are doing to deal with the problem and the need, if any, for additional resources to combat it. Utilize FEMA Form "A" to document damage. See Appendix "M" 2. ESF 11 Food and Water: (a) Purpose: Identify, obtain, transport and distribute food, water, and ice needs of victims in the aftermath of a disaster or an emergency. (b) Scope: Obtain needed food supplies (food, water and ice) which includes activities such as the assessment of food assistance needs, identification of locations of food stores & storage, arranging for transportation of those food supplies to designated staging areas within the disaster area, and/or authorizing disaster food voucher and, in conjunction with H.R.S., a request for the issuance of emergency food stamps. (c) Priorities (1) Conduct an assessment of the needs of disaster victims for food and water. (2) Inventory food supplies on hand, warehouses, food banks, etc. (3) Identify and secure warehouse space to store food and water supplies. (4) Package donations received for distribution assuring that food resources secured and delivered by ESF-11 are suitable for either household distribution or congregate meal service as appropriate. (5) Coordinate requests for food & water supplies and maintain database on requests received, donations received, etc. (6) Coordinate transportation of food shipments to warehouses, mass feeding sites, pantry locations, households, etc. (7) Purchase or solicit food supplies to sustain disaster victims. (8) Identify staging areas and distribution sites, other than Mass Care sites. Coordinate distribution of food & water at distribution sites other than Mass Care sites. Secure bulk food, water and ice to support mass care sites. XVII. HUMAN RESOURCES DEPARTMENT: A. Establish contact with temporary services agencies to secure supplemental staffing for disaster relief efforts, as needed. Pridestaff 3600 W. Commercial Blvd., Ste. 214 Ft. Lauderdale, FL. 33309 954-733-2270 954-733-8699 (Fax) Career Exchange 9050 Pines Boulevard, Ste. 150 Pembroke Pines, FL 33024 1-954-437-0070 1-954-431-3699 (Fax) Office Team 300 SE 2"d Street, Ste. 600 Ft. Lauderdale, FL 33301 954-760-4940 954-763-9346 (Fax) Express Personnel 6925 W. Commercial Blvd, Ft. Lauderdale, FL 33319 954-721-2429 954-721-2542 (Fax) Staffing Now 600 N. Pine Island Rd. Suite 210 Plantation, FL 33324 954-370-4700 954-370-3507 (Fax) B. Prepare list of personnel, including contact information for all City employees and their emergency contacts. Attempt to contact all employees contacted after a storm. Report to be available at the Emergency Operations Center (Station 15). C. Coordinate Employee Assistance Program and provide assistance to employees, as needed. Magellan, 1-800/523-5668. D. Establish contact with professional counselors to evaluate and assist after the storm, as needed. Michael Joseph, Account Manager, Magellan for City of Tamarac, 800- 450-7281, ext. 75823. E. Establish contact with deferred compensation (457) plan providers to facilitate emergency withdrawals for employees if needed. F. At a warning, all terminals, computers, and personnel files will be secured. All personnel will assist to secure the office and files. G. The following personnel shall report to the EOC as determined by the City Manager. 1. Human Resources Director 2. Assistant Director of Human Resources 3. Risk & Safety Manager (as assigned) H. Complete emergency contact list for Human Resources/Risk Department (Attachment 1) Emergency Operations Center - Broward County FEMA Regional Office 3003 Shamblee-Tucker Road Atlanta GA 30341 770-220-5200 Emergency Management (Broward) 954/831-3900 Florida Emergency Management Agency 2555 Shumard Oak Boulevard Tallahassee, FL 32399 850/413-9969 FPL 954/797-5000, 866-299-4299, 800-927-5431, 800-995-5761, FPL Outages 800-468-8243 Salvation Army 954/524-6991, 954-463-3725 Red Cross 954/763-9900 J. All Department personnel should report to work the next regular work day. Staff will be assigned to disaster relief efforts as needed and assigned. Staff will also provide HR services during recovery period as assigned. K. Prepare employee newsletter during recovery period to keep employees informed about disaster recovery efforts. L. Assist with volunteer coordination at Community Center. M. Develop and implement community outreach plan and gather materials needed for effort including maps, phones, radios, vehicles for assigned staff. N. In coordination with Social Services, oversee assigned staff in conducting outreach to the community including welfare checks, and providing information, food, water and ice as needed during recovery efforts. XIX. RISK & SAFETY DIVISION RISK & SAFETY RESPONSIBILITY The Risk & Safety Division shall: A. Before the Disaster (Preparation) - 1) Secure Risk and Safety emergency files to include: a. Copies of insurance policies b. Emergency contacts and claims forms for claims reporting and coverage C. FEMA preparedness package/disc d. R&S Emergency Event Log (contact list) for Risk & Safety Division (Attach. #1) e. City Emergency Plan f. Damaged Property, Vehicle, Equipment log (Attach. #2) 2) Protect all computer terminals, insurance and claim files (active files to HR file room) and relocate them to the internal office. 3) Secure the Risk & Safety Office as per IT Hurricane Preparation Checklist. 4) Retrieve HR Department Emergency `Cat' Kits according to Cat Kit List and prepare for relocation to EOC (Attach. #3). 5) Report to the EOC as directed by HR Director. Make family/personal arrangements as necessary. 6) Ensure that all Risk & Safety Personnel report to work the next regular work day unless advised otherwise by the HR Director. Establish re -call communication plan of staff for post -disaster operations. 7) Verify readiness, set-up, contingency and control procedures of emergency structure(s) as necessary. 8) Establish contact with appropriate insurance carriers to assist with evacuation and assessment post -disaster. Update list of emergency contact numbers as necessary. 9) Notify the Departments that all Injuries and Damaged Property, Vehicles, or Equipment need to be reported to HR/Risk Management to ensure proper treatment and accumulation of the deductible amounts. B. During the Disaster — Participate in EOC activities as directed by HR Director. C. Fallowing the Disaster (Recovery) — 1) Participate and survey City in conjunction with disaster recovery teams of PW/BLDG/UTI/FR. Coordinate claim repair/replacement plans for City structures and contingency facilities. Complete Damaged Property, Vehicle, Equipment log (Attach #2). Surveys should include, but not be limited to: a. Actual or anticipated loss of life in the disaster area. b. Injuries to City Employees C. Damage to City Property d. Impact on Citizens e. Recommendation as to the necessity of local resources f. Recommendations as to the necessity of requesting State or Federal resources for financial or other assistance 2) Process all injury, liability, automobile, and property damage, etc. claims according to carrier policies and procedures. 3) Monitor all City-wide emergency activities to ensure health, safety, and environmental compliance. HR Deoartment/Risk & Safety Division Emeraencv Contact Information Risk & Safety Manager — Patty Tomaszewski Cell phone — (954) 683-5770 Home phone — (954) 346-3910 Pager number — (954) 875-0014 Work phone — (954) 724-1248 Risk & Safety Coordinator — Vince Bernd Cell Phone — (954)-298-5776 Home — (954)-746-4608 (as of May 2, 2005) Work — (954)-718-3052 HR Technician — Whitney Boyd Cell Phone — (954)-802-0119 Home Phone — (954)-757-1460 Work Phone — (954)-597-3613 Attach. 1 Date: Event: Staff Member Name: Location information: 1. Location: (example — brother's house, EOC, etc) Address of location: Phone: Cell Phone: Pager: 2. Alternate Location Address of location: Phone: Cell Phone: Emergency Contact Information: 1. Name of Emergency Contact: Address: Phone: PAI Name of Emergency Contact #2: Address: Phone: (print name) Staff Member Name: Other (Cell): Other (Cell): Location information: 1. Location: (example — brother's house, EOC, etc) Address of location: Phone: Cell Phone: Pager: 2. Alternate Location Address of location: Phone: Cell Phone: Emergency Contact Information: 1 Name of Emergency Contact: Address: Phone: (signature) Attach. 2 2. Name of Emergency Contact #2: Address: Phone: Event (print name) Date (signature) Damaged Property, Vehicle & Equipment Log PROPERTY, VEHICLE, & EQUIPMENT - DAMAGE LOG ATTACH.2 Tamarac Sports Complex r-ayy-vu-.0 --'.-y nwi u Supports 0 wind El Rain El Wind Driven Rain 9901 N.W. 77 Street ❑Power outage ❑ FMn9/1alUlg burls $1,500.00 Sam French - P8R Pictures of DamagelLass Moen ❑ other: ❑ Wind ❑ Rain ❑ Wind Driven Rain ❑ is a r outage ❑ FMng/Falling Debris Pictures of DamageJLoss Taken ❑ other: ❑ wind ❑ Rain L1 Wind Driven Rain ❑ Power Outage ❑ Flong/Falling Debris Pictures of Damage/Loss Taken ❑ other. Wind ❑ Rain ❑ Wind Driven Rain ❑ Power Outage ❑ FNinglF®Iling Debris Pictures or bamagn/lm taken Ej der: ❑ wind ❑ Rain ❑ Wind Driven Rain ❑ Power Outage ❑ Flying/Falling Debris Pk:tures Of DarhMJeJLws Taken ❑ Other: ❑ Wind ❑ Rain U Wind Driven Rain ❑ Power Outage ❑ FMn9iFallirg Debris Pktunes of Danlage/Loss Taken ❑ Other: ❑ wind ❑ Rain ❑ Wind Driven Rain ❑ Po r Outage ❑ Flying/Falling Debris Pictures of Dmoge/Loss Taken El other: ❑ wind ❑ Rain ❑ Wind Drlm Ram ❑ Power Outage ❑ Rying/Falllrg Debris Pidurles of DarwWLoss Taken Ej Other: ❑ wind [] Rein ❑ Wind Driven Rain ❑ Power Outage ❑ Flying/Falling Debris Pictures of D8M& Wloss Taken ❑ Other: ❑ wind ❑ Rain ❑ Wind Driven Rain ❑ Power Outage ❑ Flying/Falling Debris Pictures of DaiMWLass Taken [jOther: Attach. 3 "CAT" Kit Checklist (HR/RISK) Emergency Operations Center Employees 0 Raincoat D Rain Coveralls O Camping Mattress O Disposable Pillow 0 Flashlights 0 Batteries 0 Hard Hat — Type II 0 First -Aid Kit 0 Rubber Boots 0 Insurance Policy Binders 0 Disaster Plan 0 Manual Can opener Field Employees/Travel Back-up for EOC 0 Raincoat 0 Rain Coveralls 0 Camping Mattress 0 Disposable Pillow 0 Flashlights O Batteries 0 Hard Hat — Type II O First -Aid Kit 0 Caution tape 0 EmergencyWhistle 0 Duct tape O First -Aid Kit/CPR O Gloves (chemical/work) O Ear plugs 0 Safety vest 0 Safety glasses/goggles 0 Rubber Boots XVIII. PUBLIC WORKS & ENGINEERING LEAD DEPARTMENT PRIMARY AGENCY: SUPPORT AGENCIES: Public Works Department Public Works Department Public Works Administration Engineering Division Facilities Management Division Fleet Services Division Grounds Maintenance Division Landscape Maintenance Division Stormwater Management Division Streets Division 1.0 INTRODUCTION 1.1 Purpose The purpose of Public Works Department is for the coordination and/or provision of emergency public works and engineering support for the City of Tamarac, other local governments, and in coordination with state and federal government agencies. The coordination with outside agencies is through Emergency Support Function 3. 1.2 ESF 3 Public Works and Engineering: Purpose a. Provide or coordinate emergency public works and engineering. b. Support Departments: Utilities c. Scope: Encompasses the provision of technical advice and evaluations, engineering services, construction management, and inspection of emergency contracting and emergency drainage, water wastewater and solid waste facilities. (1) Activities include: (a) Management and preparation of government infrastructure and facilities. (b) Emergency clearing of debris. (c) Clearing, repair or construction of emergency access routes. (d) Restoration of critical public services and facilities. (d) Demolition or stabilization of damaged City structures and facilities designated as immediate hazards to public health and safety. (e) Technical assistance and damage assessment to public facilities and Right of Ways. (f) Maintain storm water facilities d. Priorities: The priorities for allocation of these assets will be as determined by this ESF and the EOC Management Team. 2.0 POLICIES 2.1 Priorities The assets and personnel available to ESF-3 will be used to complete those responsibilities assigned to the emergency support function, and to assist City emergency operations agencies and other ESFs with their emergency efforts. 2.2 Assignment of Responsibilities 2.2.1 Lead Department/Primary Agency The Public Works Department is designated as the Lead Department and Primary Agency for this Emergency Support Function and will coordinate all the activities of this ESF. As the Lead Department and Primary Agency it is responsible for the following: a. Notification, activation, and mobilization of all resources assigned to Public Works. b. Organization, assignment, and staffing of all facilities at which this Public Works is required to be located. c. Coordination of resources and personnel in performance of missions assigned to Public Works. d. Coordinating requests for assistance and additional resources in performance of the mission of Public Works and forwarding them to the City EOC. 2.2.2 Support Agencies All Public Works Divisions as support agencies to this ESF are responsible for the following: a. Notifying, activating, and mobilizing all personnel and equipment to perform or support assigned functions as designated within the Basic Plan of this document or the response actions of this annex. b. The designation and assignment of personnel for staffing of all facilities at which this Public Works is required, and representation is determined by the primary agency of this ESF to be necessary. c. Coordination of all actions of the support agency with the primary agency in performing assigned missions of the ESF. d. Identifying all personnel and resource requirements to perform assigned missions that are in excess of the support agencies capabilities. 2.3 Response Requirements Federal and State assistance to this Emergency Support Function will be provided under Public Law 93-288, and Florida Statute Chapter 252, and the Florida Comprehensive Emergency Operations Plan. However, during the emergency response and for the first hours after the occurrence of catastrophic emergency there may be little or no assistance available. The primary and support agencies of this Emergency Support Function must plan to be as self sufficient as feasibly possible during this period. 2.4 Resource Coordination Public Works will provide resources using its authorities and capabilities, in coordination with other ESFs, to support its missions. Public Works will allocate available resources to each mission based upon priorities identified by the City Emergency Operations Center. If resources are unavailable within Public Works, Public Works will request assistance from the City EOC who will then request assistance from the County Emergency Operations Center Liaison if necessary. In the case where a conflict of priorities develops, Public Works will work directly with the City Emergency Operations Center to resolve the situation. 2.5 Response and Recovery Coordination Although this annex addresses response and recovery activities of the agencies associated with this ESF, the City Emergency Operations Center is responsible for coordinating all emergency activities. Therefore, emergency operations of this ESF will be initiated commensurate with needs and emergency priorities as determined by the City Emergency Operations Center. 2.6 Operating Facilities The primary operating facility for Public Works will be the Public Works Building located at 6011 Nob Hill Road. 2.7 Coordination of Actions All divisions shall coordinate all actions in performance of emergency response and assistance missions with the Lead Department and representation assigned by the Primary Agency of this ESF in the City Emergency Operations Center. 3.0 SITUATION 3.1 Disaster Conditions A major or catastrophic disaster will cause unprecedented property damage. Structures, homes, public buildings, and other facilities will be destroyed or damaged and must be reinforced, demolished or isolated to ensure safety. Streets, highways and other forms of transportation will be damaged or unusable. Equipment in the immediate disaster area may be damaged or inaccessible. Resources will be limited in the immediate disaster area. Disaster assistance must begin immediately. Such a disaster may severely damage the public facilities and infrastructure. Public works activities may be hampered by insufficient resources, damaged equipment, and disrupted communications. In the wake of the disaster, many resources will be unavailable due to damage or inaccessibility, or the resources will not be sufficient to handle the demand for assistance. This may require that significant amounts of resources will have to be transported into the area. 3.2 Planning Assumptions 3.2.1 All available public works resources will be committed and additional help may be needed from the county, state and federal governments. 3.2.2 Coordination with the county, other municipalities, critical facilities, other ESFs efforts, and other government agencies will be required. 3.2.3 Damaged areas will be restricted and not readily accessible, except in some cases by air or water. 3.2A County, State and federal assistance may be needed in clearing debris, performing damage assessments, structural evaluations, emergency repairs to public facilities. 3.2.5 Ground routes must be provided to allow access to disaster areas. Emergency road and debris clearance and repairs will have top priority to support immediate lifesaving emergency response activities. 3.2.6 Rapid preliminary damage assessment of the disaster area will be necessary to determine potential workload. City facilities and roads first. 3.2.7 Emergency environmental waivers and legal clearances will be needed for disposal of materials from debris clearance and demolition activities. 3.2.8Support services for personnel and equipment may have to be provided from outside the disaster area. !K1I•I.1►» 11*1Z61 4.1 General During declared states of local emergency, Public Works as the Primary Agency of this ESF is responsible for implementing its functions. A Director and a representative of Public Works will be available in the City EOC during activation to respond to requests for support submitted to this ESF. This person will staff the work station assigned to this ESF in the EOC, and will identify which support agencies for the ESF are required, and take steps to assure that support agencies are activated or on alert as appropriate. ESF-3 will initiate actions to execute the responsibilities assigned within this emergency plan and respond to requests for public works and engineering assistance. It is anticipated that this ESF will have a major role in the recovery from whatever impacts were sustained by the event. 4.2 Notification 4.2.1 Initial Initial notification will be sent by the Fire Chief to the primary agency of this ESF advising that a threat situation or an emergency has occurred, which warrants or may warrant the implementation of this plan. 4.2.2 Lead Department/Primary Agency The notification process will be completed in accordance with the chain of command established in the Public Works Department to begin mobilization of resources and personnel and prepare to commence operations assigned to this ESF. 4.3 Mobilization 4.3.1 Lead Department/Primary Agency Immediately following notification to activate this ESF the Public Works will complete the following: - Assure necessary emergency operating facilities and reporting systems are established. - Establish communications with the Emergency Operations Center and obtain status reports. - Notify the Fire Chief when the ESF is prepared to staff the Emergency Operations Center. - Provide appropriate representation to the Emergency Operations Center. - Activate the Public Works Field Emergency Operation Center at the Public Works Administration building, 6011 Nob Hill Road, to coordinate all emergency functions. 4.3.2 Support Agencies Immediately following notification by the lead department/primary agency to commence response actions of the ESF each support agency shall provide resources and assistance as may be directed by the primary agency. 4.4 Response Actions 4.4.1 Initial Actions a. Inventories of available vehicles, personnel and materials will be verified and provided to EOC. b. Each ESF-3 agency will establish communications with their appropriate field personnel and ensure that they are ready for timely response. c. ESF-3 will coordinate with support agencies to establish priorities and facilitate strategies for the initial response and assess the need for additional resources. d. Propositioning of resources will be established when it becomes apparent that engineers, skilled workers, vehicles and construction materials will be necessary. e. Equipment resources will be removed to a safe location and be staged to return in the recovery phase. f. ESF-3 will coordinate with support agencies to identify available resources. Personnel and equipment will be available based upon established priorities. Plans for mobilization will be implemented. g. Priorities will be established for roadway corridors that will have priority in regard to debris removal and repair to allow access into damaged areas. 4.4.2 Continuing Actions a. ESF-3 will provide personnel for damage assessment of infrastructure. b. ESF-3 will coordinate available personnel, equipment and construction materials and resources with requests from the EOC. c. Debris removal and repairs will begin to allow access into the disaster area. ESF-3 will coordinate the cooperative efforts of City resources and contracted companies. d. ESF-3 will reassess priorities io address the most critical infrastructure needs and develop strategies. e. ESF-3 will track resources, which are committed to specific missions, for redeployment if necessary. Updated information will be provided to EOC. f. ESF-3 will restage resources as appropriate. 4.5 Recovery Actions 4.5.1 Initial Actions a. ESF-3 will provide or coordinate the provision of engineers, skilled personnel, construction workers, etc., with construction equipment and materials to assist in recovery activities. b. ESF-3 will review recovery actions and develop strategies. 4.5.2 Continuing Actions a. Support services will continue for personnel and equipment in the disaster area. b. Damage assessments will continue with priorities shifting accordingly. c. The Lead Department will continue to coordinate ESF-3 support agencies in establishing ESF-3 priorities and coordinate the support of the missions with outside personnel and equipment. i d. ESF-3 will coordinate in the performance of work and damage assessments. 5.0 RESPONSIBILITIES 5.1 Lead Department/Primary Agency 5.1.1 Public Works will coordinate ESF-3 support agencies in directing resources and prioritizing needs in the areas of debris removal, restoring access, damage assessments, and other areas related to infrastructure. 5.1.2 The resources of the department will be deployed and utilized in coordination with ESF-3. 5.1.3 ESF-3 will support the other ESF tasks as needed, in accordance with established priorities and resources. 5.1.4 ESF-3 will be responsive to and support directions of the City EOC. 5.2 Support Agencies 5.2.1 Provide representation as required in various emergency operations facilities. 5.2.2 Supply resources and personnel and perform missions as directed by the lead department/primary agency in connection with the responsibilities assigned to the emergency support function. 6.0 ADDITIONAL RESOURCES ESF-3 will utilize personnel and resources from its primary and support agencies to respond to mission assignments related to emergencies. Additional resources available at other ESFs may be coordinated and mobilized to support ESF-3's missions. When requests begin to exceed the ESF's capability to respond requests will be forwarded to ESF-3 at the City EOC to mobilize. 7.0 TERMS & DEFINITIONS The following is an explanation and definition of all terms and acronyms indigenous to this planning annex: Infrastructure: The system of facilities consisting of certain improvements including but not limited to roads, bridges, curbs and gutters, streets and sidewalks, drainage systems, lighting systems, traffic control systems, firehouses, police stations, parking structures, and other government buildings and similar assets. ►�iL`l.�:i•];1 � �] � J_1:� � �`� I �:� 1T�-� 1_�►T7T: CrI•T7 �7��� 1.0 Responsibility of Employees It is the policy of the Tamarac Public Works Department that all employees shall familiarize themselves with the procedures set forth in this plan so that they will be aware of their responsibilities in the event of a natural disaster or emergency. 2.0 Change in Address/Telephone Number It is the responsibility of each employee to notify Public Works Administration of any change in address or telephone number. 3.0 Designation as Essential Personnel All Public Works staff are designated as essential employees and subject to mobilization in the event of a natural disaster or an after hours emergency. Specific assignments will be determined based on the nature of the emergency and the expected duration of the event. 4.0 Cancellation of LeaveNacation In the event of a natural disaster or other emergency all leave and vacation time is canceled. 5.0 Employees Required to Report for Duty All essential personnel will be given an opportunity to return home to secure home and property. Essential personnel required to report should bring a minimum of three days clothing and personal hygiene items. 6.0 Anmoi flan Update The Public Works Department shall annually review and update this plan prior to the commencement of hurricane season. ANNEX TWO: AFTER-HOURS CALLOUT PROCEDURES 1.0 Notification Procedures The following procedure is to be utilized in the event that Public Works resources are required after normal work hours, weekends and holidays: 1.0.0 Contact the Tamarac Water Treatment Plant at (954) 724-2430/2431. 1.0.1 The on -duty plant operator will contact the Public Works emergency coordinator by telephone or beeper. 1.0.2 The following staff are designated as the Public Works emergency coordinator(s): Contact Name Title Home Phone Cell Phone Primary Jack Strain PW Director (954) 725-0653 (954) 296-0702 Secondary John Doherty Asst. PW Director/ City Engineer (954) 575-4858 (954) 914-4207 1.0.3 In addition the following staff members are available for response after normal business hours: Name Responsibility Home Phone Beeper Cell Phone N/A John Engwiller PW Superintendent (954) 571-0277 N/A (954) 914-4268 Rodney Sims PW Superintendent (954) 777-3739 N/A (954) 444-2247 Vince Sciacca Fleet Supervisor (954) 741-9260 (954) 413-8459 (954) 914-4265 Louie Villena Senior Mechanic (954)796-0740 (954)506-6909 N/A Imran Kahn Mechanic III (954) 721-9784 (954) 679-1383 N/A Bill Lewis Sr. Construction Inspector (954) 279-0224 N/A (954) 914-6466 Kurt Schoenfelder Construction Inspector (954) 748-3211 N/A (954) 914-4216 Vinny Rutigliano Facilities, Supervisor (954) 755-0315 (954) 879-7942 (954) 914-4267 Ken Denault Electrician (954) 428-2552 (954) 896-3090 N/A Name Responsibility Home Phone Beeper Cell Phone Chuck Guidetti Senior Tradesman (954) 344-2575 (954) 896-3561 (954) 263-2357 Kevin Ellis Carpenter (954) 771-9822 Vincent Mack Maintenance Technician (954) 486-8907 N/A N/A George Conroy Landscape Supervisor (954) 535-1235 (954) 875-8330 (954)605-0532 Anand Bhandwandeen Landscape Crew Leader (954) 746-2071 (954) 761-6215 N/A Levertis Byrd Landscape Crew Leader (954) 735-0833 (954) 875-8330 N/A Robert Martin Stormwater Supervisor (954) 969-0212 (954) 728-5704 (754) 581-2241 Harry Preetam Stormwater Crew Leader (954) 733-1376 (954) 506-1577 N/A Mike Cain Stormwater Crew Leader (954) 410-9543 (954) 387-1489 N/A Hector Aleman Asst. City Engineer (305) 819-8232 N/A (954) 604-9616 Tom Vreeland Streets Supervisor (954) 227-6844 N/A (954) 818-2432 Bob Capuano Streets Crew Leader (954) 749-8741 (954) 528-4283 N/A Juan Ruiz Streets Crew Leader (954) 726-6469 (954) 764-9751 N/A Ray Anthony Equipment Operator 1 (954) 722-7130 (954) 528-4192 N/A Steve Seegobin Equipment Operator II (954)746-6783 (954)528-4192 N/A Kamal Singh Equipment Operator II (954) 572-7580 (954) 679-7560 N/A Scott Ramgoolie Equipment Operator 11 (954) 746-4904 (954) 408-6400 N/A 1.0 ANNEX THREE: RESIDENTIAL FLOODING PLAN Scope of Response 2.0 3.0 The scope of the Public Works Department's activities residential flooding includes, but is not limited to, the following: 1.0.0 Actively monitor and control the elevation of City waterways to prevent residential flooding; 1.0.1 Repairs to drainage structures, culverts and stormwater catch basins to ensure proper operation; 1.0.2 Repairs to City facilities in order to minimize damage and allow for operation; Notification & Monitoring 2.0.0 Public Works Administration will monitor emergency broadcasts from the National Weather Service. In the event of a warning of severe weather a radio message will be sent warning all employees and advising of any special instruction. Response Activities 3.1 Administration/Operations 3.1.0 In the event of severe weather a rapid assessment will be made of major transportation corridors, critical facilities and area prone to flooding. 3.1.1 All routine departmental operations will cease in order to provide additional staff resources. 3.1.2 Coordinate with other City departments as necessary. 3.1.3 Contact the City EOC and advise of areas of heavy residential flooding. 3.2 Stormwater Division 3.2.0 Actively monitor and control the elevation of City waterways. 3.2.1 Deploy additional pumps as necessary to control and reduce flooding. 3.2.2 Repair and clean drainage structures to ensure proper operation. 3.2.3 Provide periodic status reports and requests for additional resources to Administration/Operations. 3.3 Facilities Division 3.3.0 Inspect City facilities to determine damages. 3.3.1 Initiate critical repairs as necessary to minimize loss of property. 3.4 Fleet Services Division 3.4.0 Activate and ensure the continued operation of all Stormwater Pump Stations. 3.4.1 Make emergency repairs as necessary. 3.5 Other Public Works Divisions 3.5.0 Provide manpower and resources as requested. ANNEX FOUR: TORNADOES 1.0 Nature of the Hazard A tornado consists of violent whirling wind accompanied by a funnel -shaped cloud. Usually, tornadoes are associated with severe weather conditions such as thunderstorms and hurricanes. Tornadoes are very destructive. The average width of a tornado is 300 to 500 yards. Their path may extend up to fifty miles, and the funnel cloud moves at speeds between 10 and 50 mph. The wind speed within the funnel cloud has been estimated at between 100 and 500 mph. Roughly two percent of all tornadoes are "violent" tornadoes, with wind speeds of 300 mph or more, an average path width of 425 yards, and an average path length of 26 miles. Tornado season runs from March to August in the United States, with peak activity from April to June; however, tornadoes can occur year-round. 2.0 Direction and Control 2.0.1 For this hazard it is essential for emergency response personnel to take immediate action, as soon as conditions permit, to gather initial damage assessment information in the area that was impacted by the tornado. This information is needed to determine the severity and extent of injuries and damages. 3.0 Notification & Monitoring 3.0.1 Public Works Administration will monitor emergency broadcasts from the National Weather Service. In the event of a tornado warning a radio message will be sent warning all employees and advising of any special instruction. 4.0 Scope Of Response The scope of the Public Works Department's activities during a tornado include, but are not limited to, the following: 4.0.1 Damage Assessment - Conduct of immediate survey to determine the extent of damage and the status of key facilities. 4.0.2 Debris Clearance - Actions taken to identify, remove, and dispose of rubble, wreckage, and other material which block or hamper the performance of emergency response functions. Activities may include: Demolition and other actions to clear obstructed roads. Repairing or temporarily reinforcing roads and bridges. Construction of emergency detours and access roads. 4.03 Emergency demolition or stabilization of damaged City structures and facilities designated by state or local governments as immediate hazards to public health and safety, or as necessary to facilitate the accomplishment of life saving operations. ANNEX FIVE: HURRICANE PLAN 1.0 Nature of the Hazard The term "hurricane" describes a severe tropical cyclone and sustained winds of 74 miles per hour (mph) or greater that occurs along the Gulf or East Coasts, in the Caribbean, or in the Pacific along the west coasts of Mexico and California or near Hawaii. Tropical cyclones in other areas of the world will have different names (e.g., typhoon). The hurricane season runs from the first of June until the end of November. Yet hurricanes have occurred in every month of the year. 2.0 Hazard Agents The primary hazard agents associated with a hurricane are the high, sustained winds; flooding from storm surge or heavy rains; battering from heavy waves; and a variety of secondary hazards: High Winds. The high winds impose significant loads on structures, both direct wind pressure and drag, and tend to propel loose objects at high velocity. Flooding. The hurricane can cause many different types of flooding. Along the coast the flooding may occur from storm surge, wind -driven water in estuaries and rivers, or torrential rain. The flooding can be still water flooding or velocity flooding caused by wave action associated with wind driven water along the coast. The rainfall associated with a hurricane is on the order of 6 to 12 inches, with higher levels common. The rain may precede landfall by hours and may persist for many hours after landfall, causing severe flooding. Heavy Waves. The storm may generate waves up to 25 feet high. These can batter the coastline, causing devastating damage to the shoreline itself and to structures near the shore. The velocity of the water moving back and forth undermines the foundations of building and piers by removing the soil from around them. Debris driven inland by the waves can cause severe structural damage; persons exposed to the moving water and debris are likely to receive severe injuries. Secondary Hazards. Hurricanes can also cause numerous secondary hazards. Tornadoes and electric power outages are common. Contamination of water supplies, flooding of sewage treatment facilities, and even dam failure may occur. Estimating the Force of Hurricanes. The Saffir-Simpson scale is a widely recognized and accepted practical tool planners rely on to estimate the destructive forces associated with hurricanes. This scale classifies hurricanes into five categories based on wind speed and describes the destructive forces caused by wind, storm surge, and wave action for each category. The categories are listed below. Hurricane Category Wind Speed (mph) 1 74-95 2 96-110 3 111-130 4 131-155 5 156+ 3.0 Time Phases Usually, phases correspond to hours before the estimated time of arrival of gale/hurricane force winds, immediate response actions after landfall of hurricane force winds, through termination of all response activities. Typical phases include: Awareness. 72-60 hours before the arrival of gale force winds (32- 63 mph). Stand-by. 60-48 hours before the arrival of gale force winds. It is likely that a tropical storm watch would be issued during this period. Response. 48 hours before arrival of gale force winds through termination of the emergency. Hurricane watches and warnings would be issued by the NWS during this period. 4.0 Scope of Response The scope of the Public Works Department's activities in a hurricane emergency include, but are not limited to, the following: 4.0.1 Clear streets and roadways to allow emergency transportation to and from critical facilities; 4.0.2 Secure and maintain essential public facilities; 4.0.3 Furnish automotive and heavy equipment for emergency situations. 4.0.4 Maintain inventories of materials and equipment suitable for use in emergency operations. 4.0.5 Ensure an accurate record of all equipment and material used before, during and after the emergency period; 4.0.6 Repair City facilities, roads, culverts, and canals to provide early restoration of normal conditions; 4.0.7 Assist in the restoration of essential services throughout the City. 5.0 General Provisions 5.0.1 All essential employees shall report for duty. 5.0.2 All other employees shall be placed on 24-hour call. 5.0.3 All vacation and time off is canceled. 5.0.4 Until such a time that the City's Emergency Operations Center is activated (EOC) the Public Works Administration Building , 6011 Nob Hill Road, will serve to coordinate all Public Works emergency functions. 5.0.5 All required personnel shall report at the announcement of a hurricane watch to begin coordination of preparatory activities. 5.0.6 Public Works Department will develop a 72-hour emergency staffing and materials plan and submit to the Operations Manager. 5.0.7 All essential personnel will be given an opportunity to be released to secure home and property. Essential personnel required to report should bring a minimum of three days clothing and personal hygiene items. 5.0.8 The use of take home vehicles will be authorized by the Public Works Director on a case -by -case basis. 5.0.9 Federal Emergency Management forms will be distributed. All personnel will begin logging man-hours, equipment and material utilized from initial alert until post recovery effort completed. 6.0 Preparation and Mobilization Plan 6.1 Administration 6.1.1 Collect and check all radios for proper operation and charge portable units. 6.1.2 Secure and distribute applicable Federal Emergency Management forms from Finance Department. 6.1.3 Compile manpower and resource readiness reports. 6.1.4 Execute hurricane preparedness agreements for supply of contract services and equipment. 6.1.5 Collect all cameras and video equipment. Secure additional film packs and charge video batteries. 6.1.6 Back up all computer files and store in a safe location. 6.1.7 Coordinate the emergency procurement of any necessary supplies for operations staff. 6.1.8 Secure copies of all required maps and blueprints. 6.1.9 Begin log of all incoming & outgoing communications. 6.1.10 Develop staffing plan, inventory supplies and report operational readiness to City EOC. 6.2 Stormwater Division 6.2.0 Begin pumping down canal elevations by activating all Stormwater Pump Stations & open floodgates on NW 44th Street. 6.2.1 Check and clean priority culverts and catch basins. 6.2.2 Jet Vac water tanks are to be filled to capacity. 6.2.3 Inventory supplies and report operational readiness to Administration/Operations. 6.3 Grounds Maintenance Division 6.3.0 Provide manpower support to Stormwater Division. 6.4 Streets Division 6.4.0 Check all construction work in the public rights -of -way. Tie down, remove and store, or otherwise secure, all items which could be damaged or displaced by high winds. 6.4.1 Preposition heavy equipment and manpower at the following locations: Fire Station #41 - One Front End Loader, (2) 4WD Pickup Fire Station #78 - One Backhoe, (2) 4WD Pickup * At a minimum depending on the category of the storm 6.4.2 Inventory supplies and report operational readiness to Administration/Operations. 6.5 Facilities Division 6.5.0 Install storm shutters on all City facilities. Place sand bags where necessary to prevent flooding. 6.5.1 Provide plastic film for City staff to secure, sensitive electronic equipment and file cabinets. 6.5.2 Turn off power to vacant City facilities once they have been secured. 6.5.3 Evaluate and make repairs as necessary to the Emergency Operations Center, Public Works Building and other essential facilities. 6.5.4 All roof vents and/or hatches must be closed and secured. 6.5.5 As necessary assist in securing portable buildings and sheds at PSAC Compound. 6.5.6 Inventory supplies and report operational readiness to Administration/Operations. 6.6 Landscape Division 6.6.0 Check and prune any hazardous trees located at essential City facilities. 6.6.1 Secure all construction materials, trash, debris, cans, signs and similar loose debris at the Public Services Compound. 6.6.2 Provide staff support to other Public Works Divisions. 6.6.3 Inventory supplies and report operational readiness to Administration/Operations. 6.7 Fleet Services Division 6.7.0 All designated disaster equipment, generators, pumps and vehicles shall be serviced, fully fueled and available for use. 6.7.1 Fuel, check and test run all emergency power generators. 6.7.2 Check and top off all fuel storage tanks & secure fuel dispensing station prior to storm. 6.7.3 Check and top off fuel storage tanks at Pump Stations. 6.7.4 Coordinate the staging and parking of all Public Works vehicles and equipment at the Public Services Compound. 6.7.5 Ensure that all equipment at staging area is secured and that the site is prepared for hurricane force winds and rain. 6.7.6 Inventory supplies and report operational readiness to Administration/Operations. 6.8 Engineering Division 6.8.0 Secure essential plans, drawings and maps. 6.8.1 Provide engineering support to other Public Works Divisions and other City Departments. 6.8.2 Secure all documentation and supplies in preparation for damage assessment efforts. 7.0 Hurricane Response - Immediate Emergency Functions 7.0.0 Make emergency repairs to essential facilities and equipment as required. 7.0.1 At the direction of the EOC dispatch personnel and equipment as necessary to clear blockages or critical emergency vehicle routes. 7.0.2 Respond to requests for emergency assistance from other City departments. 8.0 Hurricane Response - Post Emergency Recovery and Cleanup 8.0.0 Damage Assessment Teams will perform a preliminary damage assessment report on condition of roads and public facilities. 8.0.1 Clear priority roadways and arterial streets of fallen trees, debris, poles, etc. Other streets and areas will be opened up after all arterials are cleared and safe. 8.0.2 Maintain power to City facilities on a priority basis as required. 8.0.3 Continue to record emergency related labor, materials and equipment usage. 8.0.4 Following emergency restoration of services, begin permanent repairs to City facilities. ANNEX SIX: EMERGENCY EQUIPMENT Equipment Admin Streets Stormwater Fleet Landscape Grounds Facilities Total 2"I'Pump 2 1 3 3"I...: Pump 1 1 2 4x4 Vehicles 3 2 5 2 2 14 4" Pump 1 1 Backhoes 2 1 3 Barricade Lights 100 30 130 Barricades 150 40 190 Batteries - 6 V 60 60 Batteries — D 376 50 426 Cones 150 100 250 Boats 3 3 Brush Chipper 1 1 Cameras 1 1 1 1 1 5 Front End Loader 1 1 Chainsaws 2 2 4 15 23 8" um 2 2 Fork Lift 1 1 Dozer 1 1 Dump Truck 1 1 2 First Aid Kits 10 3 3 2 18 Flashlights 12 9 14 5 10 50 Flat Bed Dump Truck 3 1 1 5 Small Generators 2 1 3 6 Jet Vac 1 1 Li ht Tower 1 1 Skid/steer loader 1 1 2 Gradall 1 1 Telescopic Work Lights 2 3 5 Video Camera 2 1 150KW Generator 7 1 3 Wet Saws 1 2 2 1 5 Type of Equipment/Supplies Vendor Name Contact Information Water Pumps Moving Water Industries Gordon Roberts Pump Rental Division 201 N.W. 1st Street Deerfield Beach, FL 33441 (954) 427-2206 954 426-2009 fax Small/Heavy Equipment Kelly Tractor Company 1868 NW 21 Street Pompano Beach, FL 33069 (954) 979-4666 (954) 979-5001 fax Heavy Lift Gold Coast Crane David Short, Dispatcher (954) 525-4186 (954) 961-1331 home 954 286-4002 beeper Heavy Lift Anthony Crane Rental 24 hour dispatch 954 970-0587 Heavy Lift Beyel Brothers Crane 24 hour dispatch Service 407 681-9654 Heavy Lift Capital Equipment 24 hour dispatch (954) 764-0122 United Rental 1803 Powerline Road Deerfield Beach, Florida (954) 933-8488 Fax: (954) 933-8494 Toll Free: 1-888-736-8488 Cell Phone (954) 275-0570 J.R. Ruiz Neff Rental 220 NW 17st Pompano Beach, Florida (954)973-9757 Fax: (954) 972-9262 Cell Phone (954) 275-1804 Jason Silvestri Kelly Tractor 2801 Reese Road Davie, Florida (954) 581-8181 Fax (954) 581-6464 Cell Phone (954) 818-4624 Joe Greensberg RENTAL OF EQUIPMENT Gold Coast Crane Service 4450 North 29th Avenue Hollywood, Florida (954) 922-6782 Fax: (954) 920-0087 Toll Free: 1-800-899-0888 Tony Goyrley GSE Equipment 4501 Oaks Road Davie Florida (954) 327-8808 Fax: (954) 327-8646 Cell Phone: (954) 818-1641 Terry Bishop MWI Pumps 208 NW 1 st Deerfield Beach, Florida (954) 427-2206 Fax: 954-426-2009 Cell: 954-818-3129 Matt Milinksi ANNEX EIGHT: DEBRIS MANAGEMENT PLAN 1.0 Mission To facilitate and coordinate the removal, collection, and disposal of debris following a disaster to mitigate against any potential threat to the health, safety, and welfare of the impacted citizens, expedite recovery efforts in the impacted area, and address any threat of significant damage to improved public or private property. 20 Situation Natural and man-made disasters precipitate a variety of debris that includes, but is not limited to such things as trees, sand, gravel, building/construction materials, vehicles, personal property, etc. The quantity and type of debris generated from any particular disaster is a function of the location and kind of event experienced, as well as its magnitude, duration, and intensity. The quantity and type of debris generated, its location, and the size of the area over which it is dispersed directly impacts the type of collection and disposal methods used to address the debris problem, associated costs incurred, and the speed with which the problem can be addressed. In a major or catastrophic disaster, local governments have difficulty in locating staff, equipment, and funds to devote to debris removal, in the short as well as long term. Private contractors play a significant role in the debris removal, collection, reduction, and disposal process of local governments. The debris management program implemented will be based on the waste management approach of reduction, reuse, reclamation, resource recovery, incineration, and landfilling, respectively. 3.0 Organization The Public Works Department is responsible for the debris removal function. The Public Works Department will work in conjunction with designated support agencies, utility companies, waste management firms, trucking companies and Emergency Service Contractors to facilitate the debris clearance, collection, reduction, and disposal needs following a disaster. Because of the limited quantity of resources and service commitments following the disaster, the City of Tamarac will be relying heavily on private contractors to remove, collect, and manage debris for reuse, resource recovery, reduction, and disposal. Using private contractors instead of government workers in debris removal activities has a number of benefits. It shifts the burden of conducting the work from State and local government entities to the private sector, freeing up government personnel to devote more time to their regularly assigned duties. 4.0 Concept of Operations The Public Works Department will be responsible for coordinating debris removal operations for the City of Tamarac. The City of Tamarac will be responsible for removing debris from property under its own authority, as well as from private property when it is deemed by FEMA to be in the public interest. To this end, Public Works will stage equipment in strategic locations, if necessary, to protect the equipment from damage, preserve the decision maker's flexibility for employment of the equipment, and allow for the clearing crews to begin work immediately after the storm. The Public Works Department will also develop and maintain a list of approved contractors who have the capability to provide debris removal, collection, and disposal in a cost effective, expeditious, and environmentally sound manner following a disaster. 5.0 Contracts And Cooperative Agreements Sample contracts with a menu of services and generic scopes of work will be developed prior to the disaster to allow the City to more closely tailor to its needs, as well as expedite their implementation in a prompt and effective manner. The debris contract will include such things as monitoring of performance, contract modifications, inspections, acceptance, payment, and closing out of activities. 6.0 Site Selection Initially, debris will be placed in temporary holding areas until such time as a detailed plan of debris collection and disposal is prepared. This is not anticipated until after the local traffic has been restored. Temporary debris collection sites should be readily accessible by recovery equipment and should not require extensive preparation or coordination for use. Collection sites will be on public property when feasible to facilitate the implementation of the mission and mitigate against any potential liability requirements. Activation of sites will be under the control of the Director, Public Works, and will be coordinated with other recovery efforts through the emergency operations center. Site selection criteria will include such factors of ownership of property, size of parcel, surrounding land uses and environmental conditions, and transportation facilities that serve the site. 7.0 Debris Removal Priorities The debris removal process must be initiated promptly and conducted in an orderly, effective manner in order to protect public health and safety following a major or catastrophic event. To achieve this objective, the first priority will be to clear debris from key roads in order to provide access for emergency vehicles and resources into the impacted area. The need and demand for critical services will be increased significantly following a disaster. Therefore, the second priority that debris removal resources will be assigned is providing access to critical infrastructure (hospitals, emergency access routes etc.). The third priority for the debris removal teams to address will be the elimination of debris related threats to public health and safety. This will include such things as the repair, demolition, or barricading of heavily damaged and structurally unstable buildings, City owned systems, or facilities that pose a danger to the public. Any actions taken to mitigate or eliminate the threat to the public health and safety must be closely coordinated with the owner or responsible party. If access to the area can be controlled, the necessary actions can be deferred. 8.0 Debris Classification To facilitate the debris management process, debris will be segregated by type. Categories of debris established for recovery operations will be standardized. The City will adapt the categories established for recovery operations by the U.S. Army Corps of Engineers following Hurricane Andrew. Hazardous and toxic materials/contaminated soils and debris generated by the event will be handled in accordance with Federal, State, and local regulations. 9.0 Debris Management Actions 9.1 Normal Operations Develop local and regional resource list of contractors who can assist local governments in all phases of debris management. Develop sample contracts with generic scopes of work to expedite the implementation of their debris management strategies. Identify and pre -designate potential debris storage sites for the type and quantity of debris anticipated and following a catastrophic event. Pre -identify local and regional critical transportation routes. Develop the necessary right of entry and hold harmless agreements indemnifying all levels of government against any potential claims. Establish debris assessment process to define scope of problem. Develop and coordinate pre -scripted announcements with the Public Information Office (PIO) regarding debris removal process, collection times, temporary storage sites, use of private contractors, environmental and health issues, etc. 9.2 Increased Readiness (A natural or man-made disaster is threatening the local area) Review and update plans, standard operating procedures, generic contracts, and checklists relating to debris removal, storage, reduction, and disposal process. Alert local departments that have debris removal responsibilities ensuring that personnel, facilities, and equipment are ready and available for emergency use. Relocate personnel and resources out of harm's way and stage in areas where they can be effectively mobilized. Review potential local, regional, and debris staging and reduction sites that may be used in the response and recovery phases in the context of the impeding threat. Review resource listing of private contractors who may assist in debris removal process. Make necessary arrangements to ensure their availability in the event of the disaster. 9.3 Response Activate debris management plan, coordinate with needs assessment team. Begin documenting costs. Coordinate and track resources (public and private). Establish priorities regarding allocation and use of available resources. Identify and establish debris temporary storage and disposal sites (local, regional). Address any legal, environmental, and health issues relating to the debris removal process. Continue to keep public informed through the PIO. 9.4 Recovery Continue to collect, store, reduce, and dispose of debris generated from the event in a cost-effective and environmentally responsible manner. Continue to document costs. Upon completion of debris removal mission, close out debris storage and reduction sites by developing and implementing the necessary site restoration actions. Perform necessary audits of operation and submit claim for Federal assistance. 10.0 Debris Classifications Definition of classifications of debris are as follows: Burnable Materials: Burnable materials will be of two types with separate burn locations: Burnable Debris: Burnable debris includes, but is not limited to, damaged and disturbed trees; bushes and shrubs; broken, partially broken and severed tree limbs; and bushes. Burnable debris consists predominately of trees and vegetation. Burnable debris does not include garbage or construction and demolition material debris. Burnable Construction Debris: Burnable construction and demolition debris consists of non -creosote structural timber, wood products, and other materials designated by the coordinating agency representative. Non' -burnable Debris: Non -burnable construction and demolition debris includes, but is not limited to, creosote timber, plastic, glass, rubber and metal products, sheet rock, roofing shingles, carpet, tires, and other materials as may be designated by the coordinating agency. Garbage will be considered non -burnable debris. Stumps: Stumps will be considered tree remnants exceeding 24 inches in diameter; but no taller than 18 inches above grade, to include the stump ball. Any questionable stumps shall be referred to the designated coordinating agency representative for determination of its disposition. Ineligible Debris: Ineligible debris to remain in place includes, but is not limited to, chemicals, petroleum products, paint products, asbestos, and power transformers. Any material that is found to be classified as hazardous or toxic waste (HTW) shall be reported immediately to the designated coordinating agency representative. At the coordinating agency representative's direction, this material shall be segregated from the remaining debris in such a way as to allow the remaining debris to be loaded and transported. Standing broken utility poles, damaged and downed utility poles and appurtenances, transformers and other electrical material will be reported to the coordinating agency representative. Emergency workers shall exercise due caution with existing overhead and underground utilities and above ground appurtenances, and advise the appropriate authorities of any situation that poses a health or safety risk to workers on site or to the general population. XX. UTILITIES PREFACE This EMERGENCY PROCEDURE MANUAL has been prepared by the Tamarac Utilities Department and applies to hurricanes and other major emergencies. This manual will give the Department's managers, superintendents, supervisors and employees clear and concise communication as to their roles and responsibilities. The City Manager, Director of Utilities and Department of Fire/Rescue will have primary involvement and responsibility for establishing priorities and for handling emergencies. Each division of the Utilities Department will be assigned general areas of responsibilities specific to emergency operations. PURPOSE To establish a mutual understanding of the authority, responsibility, function and operating procedures during an emergency. To provide a simple and expeditious method of implementing emergency procedures. To promote understanding between the various Utility operations, agencies and organizations during and after emergencies. To delineate and assign responsibility to all Utilities employees operating within the provisions of this plan. PRE -EMERGENCY PREPARATION 1. All Utilities vehicles will be kept fueled during the hurricane season. 2. All radio, cellular telephones and spare batteries are to be kept fully charged during hurricane season. NOTIFICATION AND PRE -EMERGENCY RESPONSE 1. The City's Disaster Preparedness Coordinator, or his designee, will notify the Departments to prepare for an emergency. 2. In the event of a hurricane, all Divisions are to implement the hurricane operational procedures to protect and safeguard each operation. All Divisions will maintain a Chronological Emergency Log. 3. All non -essential personnel will be released from duty upon the direction of the City Manager or designee and upon the completion of their pre -emergency assignments. 4. E.O.C. staff should report to the Utilities Emergency Operations Center. A Chronological Emergency Log will be maintained. ESF 12 Utilities: A. Purpose: Coordinate policies and procedures to be used by Tamarac departments and utility services responding to and recovering from shortages, outages and shortfalls in service or capacity of utilities and flood control systems. B. Scope: (1) Assess damage to utility systems, supply, demand, and requirements to restore such systems. (2) Assist local governments in determining priority of utility system restoration for emergency operations. (3) Coordinate with ESF-3 and ESF-7 for assistance in helping utilities obtain information, equipment, specialized labor, fuel, and transportation to repair or restore systems. (4) Recommend local and state actions to conserve utilities; (5) .Provide information, education, and conservation guidance to the public. (6) Coordinate information with state, and federal officials and utility suppliers about available utilities and recovery assistance. (7) Provide technical assistance involving utility systems. (8) Prepare recommendations for the State Coordinating Officer (SCO) and the Federal Coordinating Officer (FCO) priorities to aid restoration of damaged systems. (9) Coordinate with ESF #14 regarding media/public information. D. Priorities: (1) Clear debris and repair drainage systems required for passage of emergency personnel, supplies, and equipment for lifesaving, health, and public safety purposes. (2) Repair raw water wells and water treatment plant to the extent required for essential services. (3) Repair water distribution systems, especially those serving hospitals, nursing homes, shelters, and other public health and safety facilities. (4) Repair wastewater collection and transmission systems, especially those serving hospitals, nursing homes, shelters, and other public health and safety facilities. The restoration of other utility services such as FPL, gas companies, Southern Bell, and other communication services are required to support those recovery items listed above. PERSONNEL CLASSIFICATIONS & EMERGENCY REPORTING RESPONSIBILITIES Essential Response -Phase Personnel All primary essential personnel are required to remain at either the Emergency Operations Center, Utilities Emergency Operations Center, or the Water Treatment Facility during emergency conditions to facilitate the continuation of operations. These employees will receive release time for personal preparations prior to a specified report time which will be determined based upon the storm's proximity. Employees are reminded to report bringing with them necessary personal items to accommodate three days of on -site living, i.e., a toothbrush, a comb, blankets, bedding, food needs, etc. Ray Gagnon James Moore John Harvey Adolfo Carpio Tony Morton Lou Banrevy Phil Yacobellis Scott London John Fletcher Joe Hughes Phil Ponton Nick Butler Chet Jablonka Jeff Arillo Richard Lorenz Greg Kerrick Rey Cabal Tony Bouchard Lascelles Anderson Paul Johnson ("Two W.T.P. operators to be determined by J. Harvey.) Alternate (Essential Response -Phase) Personnel In the event any of the above employees are not available these individuals shall be utilized to supplement as backup staff. David Edwards Brian London Les Rinard Bill Staats Essential Preparation -Phase and Essential Recovery -Phase Staff All other Utilities employees not listed above fall under this category and will remain home until the emergency is canceled but are required to report to work to assist in past -emergency activities under the fallowing schedule: On the day of the Hurricane: If the hurricane is considered clear before 10:00 a.m. employees are expected to report to work as soon as possible but in no case later than 2:00 p.m. that day. If cleared after 10:00 a.m. employees should report to work the next day at the time of their regular scheduled shift regardless of the day of the week. Example: If the hurricane is cleared after 10:00 a.m. Friday you will report to work on Saturday at your regular shift time. Example: If cleared after 10:00 a.m. Saturday report on Sunday at your regular shift time. Important: Employees should contact Primary Essential Personnel for release from work due to extraordinary circumstances. EMERGENCY CALL -OUT LIST Name Title Beefier/ Home Cellular Ray Gagnon Director of Utilities C-561-504-5125 561-883-1246 Larry Antmann Instrument & Control B-954-875-1844 954-441-7077 Technician C-786-246-6277 Tony Bouchard Wastewater C-754-246-0197 --- Supervisor John Fletcher Lead Operator B-954-528-7591 561-753-5517 C-561-596-5517 John Harvey Water Plant Supt. C-954-629-4741 954-720-6921 Joe Hughes Construction Supt. C-954-309-31.39 661-852-5973 Chet Jablonka Maintenance C-954-895-1258 954-438-7557 Supervisor B-954-528-6179 Greg Kerrick Lead Operator B-954-679-4348 954-781-8350 C-954-263-3244 Ann Lauritano Scott London Richard Lorenz F-ATI"119"Moy-IT11M. rel Jim Moore Fran Oney Nick Butler Gary Wainwright Administrative Coord. C-954-290-7294 954-748-7298 Operations Manager C-954-258-6697 Maintenance Supt. C-954-646-5643 Support Services Mgr. C-954-270-8645 Assistant Director of C-954-593-5735 Utilities Laboratory Manager C-954-242-7189 Distribution Supervisor B-954-528-0600 C-954-448-1332 Engineering Coord. C-954-736-7583 954-721-7286 954-746-5838 561-641-4822 954-718-2577 954-752-9330 954-485-3260 954-739-1834 STORM WARNINGS AND CATEGORY DEFINITIONS Tropical Storm Watch: An advisory issued by the National Hurricane Center when tropical storm conditions, with winds of 39 to 73 mph, could threaten a coastal area within 24 to 36 hours. Tropical Storm Warnings An advisory issued when winds of 39 to 73 mph are expected. If a hurricane is expected, tropical storm warnings probably will not be issued before hurricane warnings. Hurricane Watch: An advisory issued when hurricane conditions are a threat within 24 to 36 hours. Chances are 1-in-3 the center part of the watch area will be hit. There is a 1-in-4 chance any location in the watch areas will be hit, a 1-in-5 chance for the edges of the watch area. Hurricane Warning: An advisory that says hurricane conditions are expected in a specific area within 24 hours. That means a 1-in-2 chance the central part of the warning area will be hit, a 1-in-3 chance for the edges of the warning zone. All areas in the warning zone are likely to be affected, even if the hurricane grazes by. Hurricanes are rated on a 1-5 scale, with 1 being the weakest. Category 3, 4, and 5 storms are considered major hurricanes. Cate o 1 Hurricane: Wind speeds of 74 to 95 mph. Storm surge is 4 to 5 feet. Barometric pressure is 28.94 inches or higher. Minimal damage, primarily to foliage, unanchored mobile homes and poorly constructed signs. Category 2 Hurricane: Wind speeds of 96 to 110 mph. Storm surge is 6 to 8 feet. Barometric pressure if 28.50 to 28.93 inches. Damage moderate, mobile homes heavily damaged, some damage to roofs and windows of homes. Category 3 Hurricane: Winds of 111 to 130 mph. Storm surge is 9 to 12 feet. Barometric pressure is 27.91 to 28.49 inches. Damage extensive, some structural damage to buildings, foliage torn from trees and mobile homes destroyed. Category 4 Hurricane: Winds of 131 to 154 mph. Storm surge is 13 to 18 feet. Barometric pressure is 27.17 to 27.90 inches. Damage extreme, homes heavily damaged, complete destruction to mobile homes and large trees uprooted. Category 5 Hurricane: Winds greater than 155 mph. Storm surge more than 18 feet. Barometric pressure less than 27.17 inches. Damage catastrophic, small buildings blown away or overturned. Few trees left at all. HURRICANE OPERATIONAL PROCEDURES Division: Administration Mission: Prepare administrative office areas for use as the Utilities Emergency Operations Center. Coordinate and disseminate Hurricane related information to staff and the public as required. Request assistance from FEMA, FDEP and FlaWARN, as appropriate. Emergency Status: HURRICANE WATCH HURRICANE WARNING The following procedures outline the areas of responsibility of Administrative staff to prepare and secure their immediate work areas and general office conditions for use as the Emergency Command Center. Responsibilities A. Ray Gagnon, Director of Utilities will report to the E.O.C. B. The contact person for Administration will be Ann Lauritano, Administrative Coordinator. C. If a Hurricane WARNING occurs Monday -Thursday, each member of the Administrative Staff will be responsible for securing the equipment and supplies at their workstation. The Accountability Unit staff will give assistance to the Administrative Support staff for lifting or moving heavy objects. Contact for this assistance request is Joe Hughes. D. If a Hurricane WATCH occurs on a Friday, due to the upcoming weekend and the possibility of a Hurricane WARNING going into effect, each member of the Administrative Staff will be responsible for securing the equipment and supplies at his/her work station as outlined in Section B above. E. A copy of the City of Tamarac Hurricane Plan will be kept in the Administrative File Section in a folder marked A HUR P. This file is not to be removed except for duplicating purposes. F. The Utilities/Engineering Building will serve as the Command Center for Utilities Operations. Therefore, no personal or non -essential items should be left in the offices when preparing for an emergency. Desks should be cleared of all paperwork and secured in file cabinets. Desks may be used by others during an emergency. Division: Support Services Division Mission: To assist in the readiness of the Emergency Command Center and provide supplementary emergency assistance as required. Emergency Status: HURRICANE WATCH HURRICANE WARNING The following procedures outline the areas of responsibility of the Support Services Division. Upon notification from the Director of Utilities, Utilities Operations Manager or Disaster Preparedness Coordinator of an approaching hurricane, the Support Services Division personnel shall perform the following tasks: Hurricane Watch A. Determine/assign personnel for post emergency phone and radio dispatch duties. Hurricane Warning A. Provide assistance to Utilities Administration in securing administrative areas and setting up the Emergency Operations Center. B. Complete assignments and tasks as assigned by the Incident Commander. Post Hurricane A. The Support Services Manager shall coordinate personnel needs for phone and radio dispatch at the Utilities Operation Center, the Water Treatment Plant and the County EOC. B. Respond to requests for emergency assistance from other Utilities staff or other City departments. Division: Water Treatment Plant Mission: Maintain water supply and pressure to all residential and commercial service areas of Tamarac. Emergency Status: HURRICANE WATCH HURRICANE WARNING The following precautionary measures are listed for persons responsible for safeguarding public drinking water: During this emergency period, the persons responsible for safeguarding public drinking water shall apply to Water Treatment Plant, Water Accountability and Distribution Employees. I. Responsibilities A. Upon notification of a hurricane warning, the Water Plant Superintendent, John Harvey, shall verify and plot all pertinent information of the storm such as longitude, latitude, direction, speed and estimated land contact time. B. The Water Plant Superintendent or Lead Operators shall insure that the work schedule is adjusted so that each operator and standby personnel assigned during the storm have time to secure their family and property. C. The Water Plant Superintendent or Utilities Operations Manager shall verify that all emergency supplies such as flashlights, batteries, lamps, rope, masking tape, food etc., are operational and available through the Utility Hurricane Coordinator, Phil Yacobellis. D. The Water Plant Superintendent or designee shall check all assigned radios and communication equipment including assisting in any services required in the operation of the telemetry system. E. All auxiliary and standby equipment shall be tested upon notice of a hurricane watch. F. Store additional HTH for emergency waste spillage sanitizing. G. Stock emergency fuel supply for auxiliary equipment and fill Plant vehicles. H. Fill all storage tanks after receiving warning notice. Upon completion, use wells to supplement the remote storage tank (Grants, Tract 27). Verify emergency phone numbers, distribution location and contact persons such as FPL, Southern Bell, City Interconnect, Generator Repairs, Chlorine Suppliers. Assign logistical support personnel to check and secure all Plant and facility grounds for loose objects. Remove tools and loose items from vehicles. K. Backwash all filters for the next 24-36 hours. L. Reduce water level in the polishing pond to accommodate anticipated rains and flooding. M. Prepare an additional liter of each reagent used by the operators. N. Verify order of extra non-perishable lab supplies such as sterile sample bags, disposable funnels, sterile water, pre -made media. O. Upon completion of the task, the Water Plant Superintendent shall notify the E.O.C. P. Secure FEMA Damage Assessment Package. Q. Turn off helium tank. =1L1 l.zej;t 4Y&d _l-Ilm�•111d41-4t Name Title Beeper/ Home Cellular Ray Gagnon Director of Utilities C-561-504-5125 561-883-1246 Larry Antmann Instrument & Control B-954-875-1844 954-441-7077 Technician C-786-246-6277 Tony Bouchard Wastewater C-754-246-0197 --- Supervisor John Fletcher Lead Operator B-954-528-7591 561-753-5517 C-561-596-5517 John Harvey Water Plant Supt. C-954-629-4741 954-720-6921 Joe Hughes Construction Supt. C-954-309-3139 561-852-5973 Chet Jablonka Maintenance C-954-895-1258 954-438-7557 Supervisor - B-954-528-6179 Greg Kerrick Lead Operator B-954-679-4348 954-781-8350 C-954-263-3244 Ann Lauritano Administrative Coord. C-954-290-7294 954-748-7298 Scott London Operations Manager C-954-258-6697 954-721-7286 Richard Lorenz Maintenance Supt. C-954-646-5643 954-746-5838 Amber D'Amato Support Services Mgr. C-954.270-8645 561-641-4822 Jim Moore Assistant Director of C-954-593-5735 954-718-2577 Utilities Fran Oney Laboratory Manager C-954-242-7189 954-752-9330 Nick Butler Distribution Supervisor B-954-528-0600 954-485-3260 C-954-448-1332 Gary Wainwright Engineering Coord. C-954-736-7583 954-739-1834 Resources Available: See Equipment Inventory Attachment. Post Hurricane Procedures: Once the hurricane warning has been lifted, all primary logistical personnel shall report to the Water Treatment Plant for de -briefing and task assignment. Secondary personnel will be notified by the E.O.C. when to report. Caution should be taken for fallen wires and other hazardous objects while returning to work. Acquire personnel to answer phones through City Clerk, Laboratory, Utilities Operations, or Support Services. Water Treatment Plant Emeraencv SUDDort Oraanizations: DPEP (Department of Planning and Environmental Protection) Well field Protection Harvey Schneider 954-519-1439 Stationary Tank Section Jose Martinez 954-519-1278 302 Facift Emergency Laura Gesulbracht 954-519-1468/954-877-8979 ESF - 12 Broward County E.O.C. Support Group Includes: DPEP, Utilities, SFWMD, Public Works, and Engineering 954-831-0072 FPL Emergency Account Manager Pompano Service Center Josh Wright (cell) Paul Harlacher (866) 229-4229 (800) 927-5431 (800) 995-5761 954-321-2037 561-212-1516 954-956-2032 DEP Department of Environmental Protection 561-681-6600 Program Administrator Alfred Mueller 561-681-6696 of Water Facilities Allied Universal (chlorine) Sales Rep. Chemlime(lime) Terminal Manager Florida Manager Broward Sheriffs Office Non -Emergency Emergency Bernie Greenberg Office 954-525-1758 Home 954-421-1239 Plant 954-525-1758 Elizabeth Hart 863-698-8769 John Thompson 863-698-2483 954-720-2225 911 Tamarac Fire Rescue Department Fire Station No. 15 954-597-3800 Fire Station No. 78 954-597-3878 Fire Station No. 41 954-597-3841 Select Option 7 Broward Countv Public Health Unit Thomas K. Mueller Phong Nguyen Office 954-467-4829 Office 954-467-4846 Home 954-533-3910 Home 954-726-5536 Cell 954-290-6975 Cell 954-270-9019 WTP Interconnect Telephone Numbers and Contacts: :1:161TW%1:1$wi1f1211VWX11%N:1:4:1A_1z11mr_1 Chief Operator Anne Birch Assistant Chief Bill Kay Plant Superintendent Jack Tardif Operator on Duty LAUDERHILL WATER PLANT Chief Operator Randy Arline Operator on Duty 954-497-3600 954-497-3617 954-497-3616 954-497-3617 954-730-2963 (cell) 954-294-7560 954-730-2972 NORTH LAUDERDALE WATER PLANT Chief Operator Gene Riley 954-722-0900(X1439) (cell) 954-553-2700 CORAL SPRINGS IMPROVEMENT DISTRICT Asst. Operations Mgr. Doug Hyche 954-753-0380 (cell) 954-868-3608 Operator on Duty 954-752-1797 Asst, District Mgr. Roger Moore 954-753-0380 Division: Construction Division Mission: To assist in the readiness of the Emergency Operations Center and maintain the delivery of potable water to all residential and commercial service areas of Tamarac. Emergency Status: HURRICANE WATCH HURRICANE WARNING The following procedures outline the areas of responsibility of the Construction Division. Upon notification from the Director of Utilities or Disaster Preparedness Coordinator of an approaching hurricane, the Construction Division personnel shall perform the following tasks: Hurricane Watch Verify that all radios (including CB radios), cell phones, cameras, camcorders, beepers and tape recorders are in working condition and have adequate batteries, film and tape supplies. Hurricane Warning A. Make standard and emergency preparation of the Utilities Compound. All loose equipment or articles not permanently secured are to be stored or tied down in a safe area. Assist Public Works to secure the Utilities administrative building. The Construction Superintendent, or designee, shall ensure work schedule is adjusted so that personnel assigned during the storm have time to secure their family and property. B. Insure all vehicles have gas, oil and that all trucks and trailers are fully stocked and ready for repair activities. Secure all trailers. Inventory/stage additional traffic cones (50) and (25) barricades for post storm deployment. All additional equipment such as chainsaws, traffic cones (50), barricades (25) and safety equipment (PPE) will be inspected and placed in ready status. C. Store heavy and light equipment at the Utilities Compound and Water Treatment Plant, fueled and ready for clean-up and repair operations. D. Remove tools and any loose items from vehicles. E. Provide technical help to Utilities Administration and assist in setting up the Utilities Emergency Operations Center. F. Secure all work areas, backfill excavations and pick up all barricades and cones. G. Coordinate with other City staff as required. Post Hurricane A. Conduct an immediate survey to determine the extent of any damage to operating facilities. B. Check water lines to determine those which are exposed, broken or isolated. C. Provide a snapshot survey of the worst areas of Utility damage. D. Establish priorities for restoration of service. E. Isolate main breaks for conservation of water. F. Inform the City E.O.C. of all major damage with an estimate of the time to complete repairs. G. All supervisors, equipment operators and emergency response team personnel are to check in with the City E.O.C. immediately after the storm to determine if their services are required. H. Respond to requests for emergency assistance from other Utilities staff or City departments. Maintain records on the cost of materials, labor and contracted services to effect emergency repairs and restore normal operations. Division: Engineering Emergency Status: HURRICANE WATCH HURRICANE WARNING Responsibilities: A. Hurricane Watch: 1. Place all computers, printers and other equipment on desks or cabinets and cover with plastic to protect against flooding. 2. Insure all vehicles have gas, oil, air pressure in tires and all proper gear on board. 3. Insure radios, beepers, cameras and tape recorders are in working order and have adequate battery, film and tape supplies. 4. Obtain any necessary forms, drawings, maps, etc. needed for an emergency situation. 5. Warn all contractors having engineering permits and or working on City property to be ready to secure their project. B. Hurricane Warning: 1. (Inspectors) Notify all contractors having engineering permits and/or working on City property to secure their project for the storm. 2. (Engineering Coordinator) Insure coordination with other City staff is maintained. 3. (Engineering Technician) Provide technical help to Utilities staff/crews. C. Post Hurricane: 1. (Assistant Director of Utilities/Inspectors) - Assist damage evaluation teams. Relieve Director at City EOC as needed. 2. (Engineering Technician/Drafter) - Set up computers, files, etc. secured prior to storm. Furnish information to staff and public as requested. 3. Assist and coordinate FEMA report generation. Division: Maintenance Mission: Maintain free flow of wastewater from all residential and commercial service areas of Tamarac and minimize the chance of overflow. Emergency Status: HURRICANE WATCH HURRICANE WARNING The following precautionary measures are provided for persons responsible for safeguarding the health of the public and transmission of effluent to the Broward County Treatment Facility. Hurricane Watch: Verify that all radios, cell phones, cameras, camcorders, beepers and tape recorders are in working condition and have adequate batteries, film and tape supplies. Hurricane Warning: Upon notification of a hurricane warning, the Maintenance personnel shall perform the following tasks: EMPLOYEE VEHICLE PUMP STATIONS BOUCHARD 4002 31,32,27,28,47 JABLONKA 4030 11,15,15A,5,454,455 BOYD 4038 13,12,9,10,7,7A,25,15B, 22 RINARD TBD 21,2A1,2A,18B,20,43 CABAL 4016 1E,2E,3E,4E,5E,6E,FLMS, 8E WIGGINS 4011 8,14,14A,1413,11 A,6,29,40,53 FONTANEZ 4010 47A,45,46,42,30,30A,31A,33,34 M EEGAN TBD 23,16,18,18A, 15C, 15E, 15D,41 BANREVY 4013 16A,17,24,19,1,2,3,4,16B LONDON (Brian) TBD 26,35,36,37,38,39,44,48, 49 A. All generators and pumps will be inspected and placed in ready status for post storm deployment. B. All stations should be inspected, .verifying the operational condition. All generators and emergency pumps must be made ready. Maintenance personnel will secure emergency equipment (generators) at the Water Treatment Facility (2) and inside the stock room (2) for utilization after the storm or emergency. C. The Maintenance Superintendent, or designee, shall ensure work schedule is adjusted so that personnel assigned during the storm have time to secure their family and property. D. Load portable (2) fuel tanks on vehicles 468 and 4040. The Maintenance Superintendent, or designee, shall check all assigned radios and communication equipment. E. All additional equipment such as chainsaws, trailer mounted compressor, additional wire and appurtenances for generators, traffic cones (50), barricades (25) and safety equipment (PPE) will be inspected and placed in ready status. F. Additional forklift will be acquired (Public Works, Water Treatment Plant) and staged in Utilities warehouse. POST STORM OR EMERGENCY: A. The Maintenance Superintendent or designee will contact the Water Plant Treatment Manager and respond to the operational needs at the Plant. The repairs and needs at the Water Treatment Plant will be assessed, prioritized and repaired. B. Conduct and assess damage to Wastewater Pump Station 18B and 20. These stations service University Hospital and Tamarac Elementary School; emergency repairs or the utilization of a generator, must be implemented as soon as possible. C. All non -essential personnel are to check in with the E.O.C. immediately after the storm to determine if their services are required. D. Deploy portable generators and emergency pumps as necessary to ensure the continuous flow of wastewater. E. Supervisors will maintain records, photos and the cost of labor and materials on all storm/emergency related charges. MAINTENANCE EMPLOYEE BEEPER'' HOME PHONE RADIO CALL SIGN CELLULAR Antmann, Larry 954-875-1844 954-441-7077 Maintenance 5 786-246-6277 Banrev , Lajos 954-528-2432 561-637-4381 Maintenance 9 561-673-6830 Barrows, Paul --- 954-748-3645 Maintenance 7 954-232-2400 Bouchard, Ton --- --- Maintenance 2 754-246-0197 Boyd, Tarus --- 954-445-6960 Maintenance 8 954-445-6960 Cabal, Re --- --- Maintenance 19 954-461-6060 Fontanez, Ton --- 954-726-8054 Maintenance 10 --- Jablonka, Chet 954-528-6179 954-438-7557 Maintenance 3 954-895-1258 Kerwin, Michael --- 954-296-6683 Maintenance 14 --- London, Brian --- --- Maintenance 4 954-856-9055 Lorenz, Richard --- 954-746-5838 Maintenance 1 954-646-5643 Meldish, Joseph --- N/A Maintenance 16 954-588-2818 Ponton, Phillip --- 954-340-6911 Maintenance 6 754-368-5755 Rinard, Les 954-896-6643 --- Maintenance 11 954-296-5441 Staats, William --- --- Maintenance 12 954-592-8762 Wiggins, Kerrick --- --- Maintenance 17 754-234-2742 Yacobellis, Phil --- 954-720-9223 Base --- Standby Beeper: 877-7257 Maintenance Division Cell Phone: 648-4407 13.0 Hazard -Specific Annexes 14.0 Event -Specific Annexes APPENDIX 664" Tamarac Major Incident / Terrorism Response Plan 1.0 Introduction 2.0 Major Incidents 3.0 Functions of the Emergency Services 4.0 First Arriving Officer 5.0 Scene Management (Staging) 6.0 Briefing Meetings 7.0 Media Liaison 8.0 Casualty Clearance 9.0 Investigation 10.0 Safety / Accountability 11.0 Local Government Assistance 12.0 Welfare 13.0 Chemical Weapons 14.0 Biological Weapons 15.0 Protective Clothing 16.0 Decontamination 17.0 ID Tag System 18.0 Detection Instruments 19.0 Metropolitan Medical Strike Team (MMST) 20.0 United States Marine Corps/Biological Incident Response Force (CBIRF) 21.0 Urban Search and Recovery Team (USR Team) 22.0 Nuclear Emergency Search Team (NEST) 23.0 DMAT Team 1.0 INTRODUCTION 1.1 The procedures adopted by each of the emergency services in response to a major incident are understandably devoted to the role of the service concerned. The purpose of this document is to describe the nationally recognized procedures and arrangements for the effective coordination of their joint efforts between multiple public safety agencies. In this way, the overall response of emergency services (police ,fire, medical) will be greater than the sum of individual efforts, to the benefit of the public. 1.2 Tamarac Fire Rescue officers will use these procedures to establish command and coordination in the initial set up of the incident. 1.3 This document provides summaries of nationally recognized responses and responsibilities of each of the emergency services at a major incident/terrorist act, as well as an outline of the support role offered by local government. Refer to the Broward County Mass Casualty Incident Emergency procedures for additional information. 1.4 Experience has taught that there are many seemingly innocuous sets of circumstances, which can, if not dealt with immediately, escalate to the level of a major incident. No one will be criticized for treating an incident as serious, in the first instance, even if events later prove it not to be. 2.0 MAJOR INCIDENTS 2.1 A major incident is any emergency that requires the implementation of special responses by one or more emergency response agencies for: a. The rescue and transportation of a large number of casualties, evacuation planning; b. The involvement, either directly or indirectly, of large numbers of people; C. The handling of a large number of inquiries likely to be generated from both the public and the news media, usually addressed to the police; d. The mobilization and organization of emergency services and supporting services, e.g., local authority, to provide for the threat of death, serious injury, or homelessness to a large number of people. 2.2 Most major incidents can be considered to have four stages: the initial response, the consolidation phase, the recovery phase and the restoration of normality. An investigation into the cause of the incident may be superimposed on the whole structure. 2.3 A major incident may be declared by any officer attached to one of the emergency services who considers that any of the criteria outlined in Section 2.1 has been satisfied. Despite the fact that what may be a major incident to one agency may not be so to another, each of the other emergency services will respond with an appropriate pre -determined response This is so even if they are to be employed in a stand-by capacity and not directly involved in the incident. 3.0 Homeland Security Advisory System The federal government has created A tool to convey the risk of terrorism. Threat conditions characterize the risk of terrorist attack. Protective measures are the steps that will be taken by government and the private sector to reduce vulnerabilities. The Homeland Security Advisory System (HSAS) establishes five Threat Conditions with associated suggested Protective Measures. 3.1 Low Condition Green Low risk of terrorist attacks. The following Protective Measures may be applied: • Refining and exercising preplanned Protective Measures. • Ensuring personnel receive training on HSAS, departmental or agency- specific Protective Measures; and • Regularly assessing facilities for vulnerabilities and taking measure to reduce them. 3.2 Guarded Condition Blue General risk of terrorist attack. In addition to the previously outlined Protective Measures, the following may be applied: • Checking communications with designated emergency response or command locations; • Reviewing and updating emergency response procedures; and • Providing the public with necessary information. 3.3 Elevated Condition Yellow Significant risk of terrorist attacks. In addition to the previously outlined Protective Measures, the following may be applied: • Increasing surveillance of critical locations; • Coordinating emergency plans with nearby jurisdictions; • Assessing further refinement of Protective Measures within the context of the current threat information; • Implementing, as appropriate, contingency and emergency response plans. 3.4 High Condition Orange High risk of terrorist attacks. In addition to the previously outlined Protective Measures, the following may be applied: • Coordinating necessary security efforts with armed forces or law enforcement agencies; • Taking additional precaution at public events; • Preparing to work at an alternate site or with a dispersed workforce; and • Restricting access to essential personnel. 3.5 Severe Condition Red Severe risk of terrorist attacks. In addition to the previously outlined Protective Measures, the following may be applied: • Assigned emergency response personnel and pre -positioning specially trained teams; • Monitoring, redirecting or constraining transportation systems; • Closing public and government facilities; and • Increasing or redirecting personnel to address critical emergency needs. 4.0 FUNCTIONS OF THE EMERGENCY SERVICES 4.1 GENERAL 4.1.1 Rescue will most frequently be the prime function required of the emergency services. Responsibility for the rescue of survivors lies with fire rescue. The care and transportation of casualties to the hospital is also the responsibility of fire rescue. 4.1.2 The first arriving emergency supervisor will establish a command post. 4.2 BROWARD SHERIFF'S RESPONSIBILITIES 4.2.1 The nationally recognized areas of police responsibility at a major incident are: a. Determining scene safety (i.e. snipers, secondary bombs); b. The saving of life in conjunction with the other emergency services, evacuation planning; C. The coordination of the emergency services, local authorities, and other organizations acting in support at the scene of the incident; d. To secure, protect, and preserve the scene, and to control sightseers and traffic through the use of secure perimeters. INNER PERIMETER The inner perimeter provides immediate security of the rescue zone and potential crime scene. It also sets up a check point for all access to the inner perimeter. OUTER PERIMETER Seal off an extensive controlled area surrounding the rescue zone. All access and exit points will be controlled and persons requesting access will be denied or given appropriate ID tags. 4.2.2 Under Presidential Decision #39, the FBI has full authority over terrorist events, though it will operate in support of the local incident commander during the response and rescue phase. Once all victims have been removed, primary control will shift to the FBI Special Agent in Charge, and the local responders will operate in support of the FBI. 4.2.3 Implement procedures for use of identification cards and markers to permit entry through the security perimeters. 4.2.4 Brief security and access control personnel on where to direct family members, media, and other individuals who warrant receipt of information about the incident or the location of victims. 4.2.5 Be prepared to offer security services to the hospital emergency departments receiving victims, staging areas, and the victim assistance center. 4.3 AREAS OF RESPONSIBILITY 4.3.1 The primary areas of Fire Rescue responsibility at a major incident are: a. Life saving through search and rescue; b. Fire fighting and fire prevention; C. Rendering humanitarian services, controlling chemical incidents, and safety management within the inner perimeter (rescue zone). 4.3.2 Investigation: The FBI has full authority over terrorist acts. BSO will support the Federal investigation. 4.3.3 Inner and outer perimeter control and evacuation: BSO, other state law enforcement agencies. 4.3.4 Removal of bodies: Medical Examiners office 4.3.5 Casualty Clearance Group \ Sector and identification: ME's office, FBI, BSO 4.3.6 Press/Media: Joint response through Command 4.3.7 Hospital documentation: Medical Branch, BSO. 4.3.8 Property and evidence from terrorist incident: FBI 5.0 FIRST ARRIVING FIRE OFFICER AT THE SCENE 5.1 Since the initial call to an incident may not carry sufficient information to identify the call as a major incident, the officer in charge of the first arriving unit will assess the situation and report conditions via radio to dispatch. 5.1.1 The officer in charge of the first arriving unit will take all measures necessary, as outlined: a. If the incident is identified as a potential Terrorist Incident, approach the scene with extreme caution using as much cover and concealment as possible. Think! Don't Rush Into The Area. b. Ensure your own safety and the safety of those with you. C. Locate and assess the situation. Provide dispatch with a good Size -Up. d. Establish command and have key personnel from all agencies report to the command post. e. Wear full protective equipment and set up an accountability system (see protective clothing section 15). f. Request additional resources and control response of all units into the area. If you suspect a Terrorist Incident request the FBI and FEMA. g. Clear the area of all non -essential personnel. Maintain control of personnel relocated so that victims, witnesses, and others connected with the event may be questioned. h. In the event of a suspected explosive device, entry to the immediate danger area is forbidden until the area is declared safe by BSO Bomb and Arson. All victims in the hot zone are suspects until proven otherwise. Rescue personnel should turn anything suspicious such as clothing and personal items over to the crime scene detective. METTAGS and patient tracking charts should be used to log all persons located in the hot zone. This could provide beneficial information during the investigation. Notify the crime scene detective of any suspicious person and or victim being treated. j. Form an action plan to deal with the developing situation. k. Set up a personnel ID tag (accountability) system in conjunction with police. Only allow authorized personnel in the secure area. Use loud speakers, or other available means, to request ambulatory victims gather in a safe location away from but in close proximity to the scene to await aid and to be registered before their departure from the scene. M. Obtain ID information and also request eye witnesses to the event to make themselves known to the police for future interviews. 5.1.2 GENERAL BOMB PROCEDURES: a. Do not use portable or vehicle radios within 500 feet of the site. b. Vehicles should stay a minimum of 500 feet away from site. C. Do not attempt to disconnect or otherwise disturb utilities - they may be attached to an explosive device. d. Look for secondary devices. These are generally set to injure fire rescue and police personnel. Evacuate the area immediately. Recent incidents of terrorism had secondary devices which detonated after arrival of emergency responders. e. Extinguish fires as necessary, but don't overhaul. f. Use two person search teams. Remember to search buildings around the blast area. g. Only the police department may clear the building for re-entry. h. Fire rescue cannot cause the evacuation of an aircraft (police action). 5.2 FIRST ARRIVING MEDICAL OFFICER 5.2.1 The first arriving Rescue Unit (rescue supervisor) arriving at the scene must enact MCI procedures and: a. Confirm evacuation route with police and Incident Commander, and spread the casualty load between receiving hospitals. The Load Master will use the MRCC as necessary to accomplish this task. b. Have the police direct any non -emergency service medical practitioners who arrive at the scene to the staging area. C. Tasks to be considered and planned with command as soon as possible. 1. Who will provide hazard monitoring capabilities? 2. Who will (must) wear protective clothing? 3. Who will remove victims? 4. Who will monitor and manage Decon? 5. Who will transport? 6. Who will receive injured\decontaminated patients? 6.0 SCENE MANAGEMENT (staging) 6.1 A staging area (under the supervision of a fire rescue officer) will be established in suitable proximity to the scene. 6.1.1 The staging officer is responsible for all resources arriving at the scene. The staging officer shall keep command informed of all available resources so they may be deployed. 6.1.2 The staging area may be used to provide staff briefings and personnel rehab. 6.1.3 The staging officer and command will maintain control over all private and government equipment operators. Do not allow anyone to freelance during rescue operations 6.1.4 Set up logistics outside of the disaster perimeter, or have a collection area outside the perimeter. Do not let each agency do its own collecting and storing. Provide a large storage area, and proper control must be maintained by the Fire Rescue Department. 6.1.5 The Publics Works director should be in the command post to handle construction equipment resources and trash removal coordination. 6.2 UNIFIED COMMAND 6.2.1 Tamarac Fire Rescue, BSO, other Local Fire agencies, as well as State and Federal Law Enforcement Agencies, will form the focus from which the major incident will be managed. These Units, together with those of the public utilities and local authority, will be located close to one another and be known collectively as the Joint Command Center (JCC). The Agency Leaders will jointly exercise their authority from this point in a coordinated manner. 6.2.2 To avoid confusion, no more than one command vehicle per agency will be used to perform a command function at the JCC. 6.2.3 The officer in charge of the first Command Unit on scene should make allowance for the sitting of the other emergency services Command Units. This site should: a. Have sufficient space to accommodate all anticipated agency controls; b. Be away from the hazards of the scene but close enough to maintain control over it. C. Be able to relocate quickly should the hazard increase. d. Convenience of access must be secondary to safety. 6.2.4 Ideally, the site would be served with good access, lighting, toilets, and telephone facilities. 6.2.5 Cell phones or hardwired phones can be requested and set up by Bell South, AT&T Wireless or other providers. 6.2.6 Fire Rescue and PD will usually set up inter -agency communications between command units. Although units should be positioned close enough to ensure efficient liaison and coordination; their proximity must not impair good radio communications. About 10 meters (30'-35') separation is ideal. 6.2.7 Fire rescue should be consulted with reference to the proper location of the JCC site. Fire safety, chemicals or other hazardous materials may influence the placement of the site. 6.3 COMMAND AND CONTROL 6.3.1 Initial Control 6.3.2 It is possible that members of one service early on in the incident will spontaneously carry out tasks normally the responsibility of another service. As soon as sufficient staff arrive, each service can be expected to establish unequivocal command and control of the functions for which it is normally responsible. 6.3.3 Senior officers arriving at their respective units are to establish contact with the Incident Commander and request assignment. 6.3.4 Any emergency service may request the temporary assistance of personnel and equipment of another. The supporting service will maintain control of its personnel and equipment. 6.3.5 Personnel from one service who assist another in this way should only be given tasks for which they are trained, and not simply to supplement the other service in a potentially dangerous situation. 6.3.6 A fire rescue liaison officer will attend the briefing sessions of all emergency services units to maintain proper flow of information to command. 7.0 BRIEFING MEETINGS 7.1.1 A representative (liaison) from each emergency services agency should attend the briefing sessions held by Command. 7.1.2 Briefing meetings must be held at the beginning and end of each 12 hour work shift. 7.1.3 Minutes must be kept of all meetings. It is also essential that all personnel attending keep their own notes with reference to overall progress of the operation and the establishment of new priorities. A video tape or audio tape recording is recommended. 7.1.4 A major incident will result in an investigation as to its cause and quite possibly a formal inquest, inquiry, or criminal trial. The actions of fire rescue officers will be of considerable interest. Notes of meetings will be invaluable in this regard. 8.0 MEDIA LIAISON 8.1.1 Fire and police incident command officers must make arrangements for a press liaison, and where appropriate, a joint media center for the attendance of the press. 8.1.2 Casualty figures should only be released through the police and ME's office. 8.1.3 BSO will be responsible for security of buildings and areas that may attract media attention e.g., hospitals, survivor reception centers, evacuee rest centers, body collecting points, mortuaries, and Victims Assistance centers. 8.1.4 It is not uncommon for visits to be made by V.I.Ps to the scene of a disaster and to interview injured survivors. These visits place additional strain on the operation in terms of security, public order, and increased media attention. The police will undertake the planning, escort and liaison role for such visits. 9.0 CASUALTY CLEARANCE 9.1.1 A primary responsibility of the emergency services at a major incident is the recovery and documentation of casualties. Casualties fall into one of three categories: a. Injured b. Dead c. Evacuees 9.1.2 Uninjured persons must be removed from the hazard by fire rescue. All uninjured persons may be witnesses and should be directed to police agencies who will collate their details for the benefit of the Investigating Officer. This can be done at a convenient location nearby, called the Victims Assistance Center. 9.1.3 At the Victims Assistance Center, designated agencies assigned by the EOC and command can supply comfort, counseling, and telephone calls can be made. Investigators can begin to interview witnesses and decide whether it is necessary to document every single survivor. The center needs to provide shelter, first aid, welfare support, communications, and rooms for documentation. 9.1.4 Injured people need to be rescued from the scene as quickly and as safely as possible by fire rescue. Transport to receiving hospitals must be accomplished as soon as possible consistent with established procedures. Police will need to record the names and details of the injured for onward transmission to the Casualty Bureau. The Casualty Clearing Medical Officer will assist the police agency. 9.1.5 The deceased should not be moved unless that is the only way of reaching a live victim, or if the dead body is likely to deteriorate due to environmental hazards such as fire. Deceased bodies must be left as found until the evidence gathering stage begins. 9.1.6 All emergency services have a legal obligation to the ME's office to provide evidential continuity of the handling of a dead body from its location at the incident through its recovery, to the postmortem examination. 9.1.7 If only one officer has handled the corpse then continuity is simple to establish. If several officers, perhaps from different services, have handled the corpse then they must provide statements and continuity evidence regarding that corpse. 9.1.8 The ME's office and police agencies will provide a Body Recovery and Identification Team. Once recovered, bodies will be removed to a Body Collection Point where they will be collated before transfer to the mortuary. 9.1.9 Some emergencies may require evacuation of large areas. An Evacuation Assembly Point together with shelter, will need to be provided by the local authority, staffed by their personnel and voluntary agencies. 9.1.10 Friends and relatives of the dead or survivors should be directed to the Victims Assistance Center where police will provide a secure environment for the necessary information handling. The location of this center will be identified by Command and the EOC (see County MCI Plan). 9.1.11 Police and the ME's office will provide a Casualty Clearance Group\Sector which is the only place that will accurately collate details of dead, surviving and evacuated persons. It is imperative that no officer elsewhere gives details of casualty numbers to the press. 9.1.12 It is critically important to have a consistently utilized Victim Tracking Process and functional locations to identify and track all victims of the incident. During the triage process or at the outset of the on -scene treatment process, victims, whether injured or killed, conscious or unconscious, will have a METTAG affixed to them in some manner (see Broward County MCI Plan). 10.0 INVESTIGATION Every major incident will be subject to an investigation whether for the Coroner, a public inquiry, or Civil or Criminal Court proceedings. 10.1.1 The proceeding will require evidence of the highest quality. This can only, be gathered if the scene is secured as soon as possible, and anything which can be reasonably anticipated to be required as evidence is preserved and not damaged, moved, or disposed of without reference to the Senior Investigating Officer. 11.0 SAFETY / ACCOUNTABILITY 11.1.1 All personnel will comply with policies with reference to general safety and accountability procedures. 11.1.2 Hazmat officers will be mobilized as technical advisers where radiation, chemical, asbestos and/or big hazards have been confirmed. 11.1.3 An emergency evacuation signal consisting of a continuous blasts on the air horn for one minute and an announcement over the radio will indicate emergency evacuation of all personnel from the inner perimeter. 11.1.4 All personnel working in the inner perimeter must be logged in and out of the rescue area. The fire rescue accountability officer and local police are responsible for this procedure. 11.1.5 Local Authorities can mobilize their Environmental Health Officers to a scene where there is considered to be a risk from communicable diseases or environmental hazards. 12.0 LOCAL GOVERNMENT ASSISTANCE 12.1.1 Local authorities need to be constantly updated as the incident progresses so that their response is measured and appropriate. Good liaison between the emergency services and various non -emergency agencies is essential. The Emergency Management Division will assist the incident commander in requesting outside government agency response (ESF - Emergency Support Functions 4,8,9,10). 12.1.2 Local authorities involvement may include: a. Social Services b. Counseling C. Emergency finance d. Emergency Housing e. Technical advice and resources f. Environmental Health Management g. Logistical support through contract resources. h. Long term management for restoration of normality. 13.0 WELFARE 13.1.1 In the immediate aftermath of an incident, it will be sufficient for most emergency personnel to take part in close discussions with their peers, perhaps guided by a CISD trained person. Opportunity must be allowed for this purpose. 13.1.2Emergency personnel who are particularly traumatized will require skilled professional help. Arrangements for this must be made in a way that ensures confidentiality. 14.0 CHEMICAL WEAPONS (Terrorist Act) 14.1.1 Toxic substances are those that can quietly kill or incapacitate by inhalation or skin contact. This type of device is purchased easily, and they are cheap and easy to manufacture. The disadvantage is they are unsafe to store and transport. The likely effects of an attack will vary: Attacks can range from single to multiple locations. There may be minor to no property damage. Potential for massive civilian casualties at each location. Mortality rates are high in confined areas. Targets will generally be small and heavily populated such as lobbies, terminals, and restaurants. Confusion at the scene results in a greater loss of life. 14.1.2 Chemical agents used are generally odorless and colorless. The terrorist wants the situation to go undiscovered. Nerve agents such as VX, VXZ, GB (sarin) and vesicant such as mustard gas cannot be detected with common detection devices. 15.0 BIOLOGICAL WEAPONS ( Terrorist Act) 15.1.1 This type of terrorism has not been used in the U.S., so far. The intent would be to incapacitate systems as well as people. Local targets could be water purification systems, air conditioning systems, and food chains. The likely effects of an attack will vary: Attacks can vary from single to multiple locations. No property damage. Massive civilian casualties at each location. Detection delayed from two to four days. Mortality rates will vary from none on a short term basis to high (up to 100%) on a long term basis. 15.1.2 Characteristics of selected biological -warfare agents Pathogens Disease Spread Method(s) Infection Dose Incubation Duration of Lethality Persistence Of Spread Illness Anthrax None Spores borne 8,000-10,000 1-5 days 3-5 days Near 100 % Spores viable In aerosol spores for years in soil Cholera Rare Food, water 105 organisms 1-6 days a 1 week Low with treatment Unstable in air and (sabotage); High without water, but stable in saltwater airborne Ebola Moderat Direct contact, 1-10 units 4-16 days Death in Zaire: near 100 % Relatively e Aerosol 7-16 days Sudan: Moderate unstable Pneumoni High Airborne <100 1-3 days 1-6 days Very high Up to 1 year in c organisms usually fatal soil, 270 days in plague body Q Fever Rare Airborne, food 10 organisms 14-26 Weeks Very low For months on (sabotage) days wood,sand Smallpox High Aerosol Low 10-12 4 weeks Can be high Very stable days Venezuela Low Airborne Assumed very 1-6 days Days to Low Relatively unstable n low weeks equine encephaliti s Toxin Toxin Method(s) of Toxic dose Time to onset of Duration of illness Lethality Persistence spread (LD50) symptoms Botulin Airborne, food, 0.001 ug/kg Hours to days Death in 24-72 High Weeks in food or water hours stagnant water Ricin Aerosol, food, 3-5 ug/kg Hours to days Days; Death within Very high Very stable water 10 days (sabotage) T-2 Mycotoxin Airborne, sabotage 1.2 mg/kg 2-4 hours Days to months Moderate Years at room temp 16.0 PROTECTIVE CLOTHING: Chemical and Biological Emergencies 16.1.1 Emergency response planning shall include total body protection for anyone entering the hot zone. All encapsulating garments must be certified by the manufacturer to meet penetration and permeation criteria for warfare agents. In addition, all equipment used by Tamarac Fire Rescue must meet the NFPA 991, Vapor Protective Suits for Hazardous Chemical Atmospheres. 16.1.2 All fire rescue personnel entering a chemical or biological hot zone must wear the above approved level A or B suits and SCBA. 17.0 DECONTAMINATION 17.1.1 PURPOSE The purpose of this section shall be to set forth a policy and guide for effective and safe decontamination of personnel, equipment, and victims which have been closely associated with an incident involving toxic or hazardous materials. It shall establish certain minimum requirements that will ensure a maximum degree of safety for all involved. 17.1.2 SCOPE The safety of personnel throughout a hazardous materials incident is imperative and will be stressed and addressed in all areas of this section. This section is based on real life situations, and is established to provide Command and Special Incident Response Team members with procedures for decontamination (DECON), where applicable. The degree of DECON needed can range from no DECON to total DECON of all personnel and equipment, depending on the nature of the incident and the situation involved. 17.1.3 DECONTAMINATION:(Tamarac Fire Rescue may assist with setting up and managing DECON.) The process of making people, equipment, and supplies safe by eliminating poisonous or otherwise harmful substances. 17.1.4 OBJECTIVE: This SOP is based on a "worst case" situation and is established to provide command with procedures for decontamination (DECON). The degree of DECON needed will vary from no DECON to total DECON, depending on the material, incident and situation. 17.1.5 PROCEDURES 17.1.6 To assure proper decontamination, it is critical to appoint a decontamination (DECON) officer. This officer shall have a minimum training level as a Haz-Mat Technician, as defined by OSHA 1910.120. The DECON officer, with the Haz-Mat Branch officer, will establish the decontamination center, assure that proper protective clothing is worn, confer with medical sector, and sees that workers leaving the Hot Zone pass through decontamination. The DECON officer remains outside the hot zone to direct the entire DECON operation. 17.1.7 The DECON center will be set up at the edge of the hot zone within the warm zone. Site selection should be based on wind directions, terrain, access to the incident, hard surface roads, water supplies, and proximity to environmentally sensitive areas, such as wells, canals and wetlands. 17.1.8 An entry point will be marked with DECON cones in order to guide contaminated persons into the DECON center. A tarp will be placed to the left side of the entry point. Any tools which may be needed by other personnel at the hazard site should be left at this point, on the tarp. This will isolate dirty tools and make them available, if necessary, for replacement workers or personnel who are only decontaminated enough to safely change SCBA units. 17.1.9 Prepare the area for runoff and over spray through containment by placing a 4", 3", or 2 1/2" hose on the ground in a rectangular shape. The butt ends, inflator end caps, regulator, and air tank or air supply will be placed on the clean side. Place visqueen in and over the entirety of the rectangular hose shape to create a holding dike. 17.1.10 Build two (2) large containment pools (4' x 4' minimum). Place the DECON shower in the first pool (if needed). The second pool will be placed toward the back part of the holding dike, with garden hoses, hand-held shower, water thief and manifold placed in this area (this pool is for final rinse) 17.1.11 Between the two (2) containment pools, place two (2) wash tubs (at least 4' diameter) for boot wash and rinse; have scrub brushes, soap sprayer and a garden hose at this location. 17.1.12 A large tarp will be placed on the ground just outside of the holding dike used for outer garments, boots, gloves, and SCBA removal. A spare tarp may be placed off to the side for additional placement of garments and SCBA. 17.1.13 The DECON center shall be divided in half (down the middle) standing at the entry point looking toward the exit point to designate the right side (clean side) and the left side (dirty side). 17.1.14 The right side (clean side) will have clean and fresh sponges, scrubbing brushes, soaps, SCBA and bottles, etc. The left side (dirty side) will handle all contaminated equipment, bunker gear, clothing, SCBA's and placed in plastic bags for isolation. 17.1.15 At the primary wash, personnel should be directed to enter the containment pool and activate the shower, removing as much solid or liquid or gas residue from contaminated areas as possible. 17.1.16 At boot wash and rinse, assist personnel going through this part of DECON for balance while scrubbing, washing, and rinsing boots. 17.1.17 At the final rinse, contaminated personnel shall be washed from head to toe to make sure all contaminants are removed. As much distance as possible should be placed between contaminated personnel and personnel conducting DECON. Everyone working at this part of DECON shall be in SCBA and at a level of protection as determined by the DECON officer. a. Wash personnel at least twice. Splashing shall be kept down. b. An engine company shall be staged in the cold zone, and hand lay hose line(s) into the warm zone to the DECON center, thereby lending support to the DECON center for water source. 17.1.18 Once the primary boot wash and rinse have been completed, personnel shall move up to outer garment tarp for removal of outer garments (such as suits, gloves, boots, etc.) and SCBA. Use towels to dry area around suit zipper and footwear. If contaminants react with water or if it is unknown, the worker should continue to wear the SCBA. Protective clothing is carefully removed, isolated and disposed of. Contaminated SCBA's should be removed and isolated for complete DECON at a later time. All contaminated face pieces, back packs, straps, bottles, etc. shall be placed in individual plastic bags or wrapped in a tarp. This is especially important if units are contaminated with poisons. 17.1.19 Contaminated bunker coats, gloves, bunker pants, helmets, etc., should be in plastic bags to isolate contaminants. Bagged gear shall be taped closed for transportation and disposal. 17.1.20 In extremely hazardous contaminants, personal clothing and undergarments may have to be completely removed and bagged for disposal. 17.1.21 Personal items and valuables, such as wallets, watches, rings, etc., should be bagged and marked separately from clothing. Prevent reopening of contaminated clothing bags. 17.1.22 The body should be washed thoroughly. Mild soaps or liquid surgical soaps and warm water obtain the best results. The ears, mouth, and other body cavities should be thoroughly cleaned. Eyes should be flushed. A means of obtaining a portable shower and dressing room trailer will be necessary in order to carry out this procedure when materials are not life -threatening. Showers can be taken at a location more suitable for cleaning, school gyms, indoor car washes, and fire stations. 17.1.23 Disposable towels should be used for workers to dry themselves. Towels should be placed in bags for disposal. Disposable coveralls or prepackaged surgical outfits may be utilized. Team members may bring a fresh change of clothing such as: jumpsuit, underwear, socks, shoes, etc.. 17.1.24 Decontaminated personnel should proceed to Medical/Rehab sector for evaluation by medics who should be trained to handle chemical injuries. Any open wounds or breaks in the skin of any type should be reported. Vital signs should be taken for each worker and recorded for further evaluation. 17.1.25 Records shall be maintained, to include information about the type of incident, the product involved, the weather, exposure times, protective clothing used, tasks performed, and notable effects. 17.1.26 Workers are given a medical debriefing including information on possible symptoms. The harmful effects of exposure to some contaminants may not appear for days or even years. 17.1.27 A Broward County Transit Bus would be a good Medical/Rehab sector for decontaminated personnel only. The REHAB SECTOR shall be located just outside the Warm Zone in the Cold Zone and must be established early in the incident. 17.1.28 Adjacent to the Rehab Sector shall be a Medical treatment and Transport Staging area. 17.1.29 Exposure to highly hazardous contaminants may require personnel be transported to an emergency room for further medical evaluation. This may also require blood tests and overnight observation. a. The selection of a transport vehicle should be based on the ability to move ALL personnel at one time in one vehicle. Multiple vehicles complicate the operation. Use of ambulances should be reserved for only the most serious cases. Cleaning and limited transport capacities make ambulances impractical. b. The ideal vehicles for transportation are school buses or transit buses. They are relatively indestructible and easy to clean. 17.1.30 In the event of medical emergencies, some procedures may have to be omitted. Contaminated individuals may be wrapped in visqueen to minimize contamination of vehicles transporting them to medical facilities. The medical facility should be notified in advance that a contaminated patient is en route. 17.1.31 Ambulances should be specifically prepared for transporting contaminated patients. Otherwise, expensive medical equipment which becomes contaminated may have to be disposed of. 17.1.32 There are seven (7) General Methods of Decontamination: a. DILUTION: A method of reducing concentration of the contaminant to a level which is no longer harmful. Water is used except when the potential exists for a chemical reaction. b. ABSORPTION: The process of picking up the hazardous substance with an absorbent material. Clay, kitty litter, or commercial products can be used. Usually does not change makeup of the chemical. Must be inert therefore, must be disposed of. C. DEGRADATION: A method in which the chemical structure of the hazardous material is altered by mixing with other reactive chemicals. Accurate information must be obtained prior to using on equipment. d. ISOLATION AND DISPOSAL: Methods used for any equipment which cannot be successfully decontaminated by other methods. The equipment is placed in a designated area, or in plastic bags, and later removed to specially approved landfills for disposal. e. EMULSIFICATION: This is the production of a suspension of ordinarily immiscible/insoluble materials, using an emulsifying agent such as surfactant, soap, or detergent. f. DISINFECTION: This process removes the biological (etiological) contamination hazards as the disinfectant destroys microorganisms and their toxins. g. REMOVAL: This is the physical process of removing contaminants by pressure or vacuum. Most efforts at removal involve the use of water, brushes and wipes, and even air can be used. 17.1.33 Before beginning decontamination, the Incident Commander must decide how much DECON is necessary and to what extent DECON will be done at the incident. 17.1.34 If extensive decontamination is required, a responsible person shall be placed in charge of the operation. This DECON Officer will confer with experts and determine which decontamination method will be used, how much decontamination is required, and how much will be completed at the incident. 18.0 ID TAG SYSTEM: Accountability tags, picture ID cards, hospital wrist tags, or an ID badge system must be established early in the operation. Personnel from fire rescue, FBI and the local police agency are responsible for this action. Personnel arriving on the scene first will be responsible for the initial set-up. 19.0 DETECTION INSTRUMENTS: Chemicals used in a terrorist act will generally be odorless and colorless. Blood agents such as cyanide disperse quickly, nerve agents such as VX, VXZ and GB (sarin) and vesicants such as mustard gas can't be detected by common Fire Rescue Department detection devices. Chemical warfare agents can be detected using the proper monitors. General Information- 20.0 METROPOLITAN MEDICAL STRIKE TEAM (MMST) 20.1.1 MMST is a federal asset under the umbrella of the U.S. Public Health Service. The team was developed to provide support for and assistance to local jurisdictions first responders in terrorist events. 20.1.2 The MMST is in many ways parallel to the FEMA Urban Search and Rescue Team. However, the MMST team only has a 60 to 90 minute window for response where as the USR team has a 6 hour window. The MMST Team response is requested by the FBI. Sector leader + Sector leader + 2 personnel Sector leader + Sector leader + 2 personnel 26 personnel 4 personnel 1 person • To)doology • lic health bum • PduEduccation and • Tedu*al infomna�tionng repository on Prod health specialist Toadcok►gist • Medwal ops team • Hamrat ops team • � � training • Patient deoonhu *wlion Pkisician Subsector leaders f,MT-Pa (1(2) 2) Comm. gmblsts (2) • Hospital field coordination • Medical infomration- • Patient clisposition and traddng • Hospital cache management Physician Emergency Dept. AN • Intelligence • Team s • lyoer►e a • Evidence • Team logistics • EquipmentIcache • Hospital resupply and pharmacy Police officers (5) Logistics specialists (2) TOTAL: Command and control: 4 Five sectors: 39 September 1996 / RAE CHIEF 20.1.3 Metropolitan Medical Strike Team organizational chart 21.0 UNITED STATES MARINE CORPS CHEMICAL/BIOLOGICAL INCIDENT RESPONSE FORCE (CBIRF). 21.1.1 The CBIRF consists of 350 Navy and Marine Corps personnel trained to respond to chemical and biological terrorism. It is organized similar to the MMST, with command and control, medical, reconnaissance, decontamination, service support, and security components. Funding in 1997 will provide 17 more medical strike teams in selected areas across the nation. The team is requested by the FBI. 22.0 URBAN SEARCH AND RECOVERY TEAM (USR TEAM) 22.1.1 South Florida is serviced by two USR teams. Task Force I is supported by the Dade County Fire Rescue. Task Force II is supported by the City of Miami Fire Rescue and various other municipal and county fire agencies. 23.0 NUCLEAR EMERGENCY SEARCH TEAM (NEST) 23.1.1 NEST is a federal agency. Nuclear scientists and bomb builders volunteer their time to be a part of this response team. 23.1.2 Since the fall of the European Communist Block, plutonium will be available to other countries either legally or illegally. 23.1.3 Nuclear bombs are not an immediate problem however, they could be in the future. 23.1.4 Today the use of various nuclear substances can be mixed with other common explosives. The result will be devastating, with radiation contamination to the public and emergency response personnel. 23.1.5 6 to 8 Lbs of plutonium can produce a 10 kiloton nuclear bomb. This size bomb could be placed in a locker at the airport or any other facility. This explosion will cause a 1.5 mile or greater radiation spread. 23.1.6 NEST response time is approximately 6 hrs. and must be requested by the FBI. 23.1.7 The Department of Energy has primary responsibility. However, the FBI and Department of Defense provide equipment and personnel as needed. The FBI is the leading agency for resources. 24.0 DMAT TEAM 24.1.1 There are five medical DMAT Teams in Florida. DMAT Team Five is located in Broward County. Each team has approximately 45 members and consists of doctors, nurses and paramedics. 24.1.2 Activation of a DMAT team is accomplished by the Florida Governor requesting Federal assistance. Activation time is approximately 12 hours. 15.0 Countywide Annexes CITY CONTACT LOCATION PROVIDING PROVIDING STAFF SECURITY COOPER CITY Ken Richardson Sorts Complex YES YES 954-434-4300 ext.295 10500 Stirling Road 33026 Horatio Montes DeOca CORAL SPRINGS Jeff Maslan, OEM North Community Park SOME SOME 5601 Coral Springs Dr. 33065 Cypress Park alternate 1301 Coral Springs Drive 33065 COCONUT CREEK Steve Polio Community Center YES YES 954-956-7534 1100 Lyqns Road 33063 Recreation Complex alternate 4455 Sol Press Road 33063 DEERFIELD BEACH Billy Warren Westside Park YES YES 9544-422-5839 445 S.W. 2nd Street 33441 Pioneer Park alternate YES YES '425 N.E. 3rd Street 33441 DANIA BEACH Dep. Fire Michael 100 W. Dania Beach Blvd, 33004 YES NO Cassano - 9/651-5023 Revised 7125106 CITY CONTACT LOCATION PROVIDING PROVIDING STAFF SECURITY TOWN OF DAVIE Fire Chief Don DiPetrillo Pine Island Multipurpose Complex YES YES 9/797-1213 3800 Pine Island Road 33314 Town Hall/Bergeron Rodeo Grounds 6501 Orange Drive 33314 FT. LAUDERDALE Erin Mohres Holiday Park SOME SOME 954-828-6019 1300 E. Sunrise Blvd. 33304 J.C. Carter Park 1450 W. Sunrise Blvd. 33311 Riverland Park alternate 950 S.W. 27th Ave. 33312 HALLANDALE BEACH Chief Dan Sullivan Hollywood Dog Track tent 954 457-1473 831 N. Federal Highway 33009 Alex Baird 954 357-1481 HOLLYWOOD Capt. Vincent Affanato Oakwood Plaza Dave & Busters YES YES 9/967-4351 3000 Oakwood Blvd. 33022 David Park Recreation alternate 100 N. 35th Avenue 33022 LAUDERDALEBYTHE SEA NO PODS CITY CONTACT LOCATION PROVIDING PROVIDING STAFF SECURITY LAUDERDALE LAKES Manny Diez Lakes Mall - St. 7 & Oakland Pk YES SOME 9/535-2779 Vincent Torres Park alternate 4331 N.W. 36th Street 33319 LAUDERHILL Jeff Levy TWO SITES - LOCATIONS PENDING YES SOME Edward Curran 954-730-2950 LAZY LAKES NO PODS LIGHTHOUSE POINT Commander Marchitello Frank McDonough Park SOME SOME 954-784-3426 3500 NE 27th Avenue 33064 St. Pauls Church alternate 2700 N E 36 Street 33064 MARGATE Capt. Dana Watson Firefighters Park YES YES 9/935-5449 - of 2500 Rock Island Rd. 33063 9/410-8571 -cell Margate Sports Complex alternate 1695 Banks Rd. 33063 MIRAMAR Lowell Borges Miramar Civic Center Shawn Powell 6920 SW 35th Street 33023 954-450-2450 CITY CONTACT LOCATION PROVIDING PROVIDING STAFF SECURITY NORTH LAUDERDALE Michael Sar is Hampton Pines Park SOME SOME 9/410-6818 7800 Ham tons Blvd. 33068 Riverside Christain Shopping Center SOME SOME Kimberly Blvd/ Rock Island Road 33068 OAKLAND PARK Bud Bentl , Director Collins Community Center YES YES 954-630-4510 3900 N.W. 3rd Avenue 33334 PARKLAND NO PODS PEMBROKE PINES Capt. Sean Hemingway Pines Recreation Center YES YES 954-435-6537 7400 Pines Blvd, Chief Gilmartin PP 33024 o ilmartin ines.com PLANTATION Chief Robert Pudney Will Assist @ Plantation Heritage YES YES 954 797-2150 POMPANO BEACH Chief George Minnich Communi Park YES YES 954 786-4343 1800 NE 10th St. 33060 Chief Harry Small 1500 NW 15th Ave. 33069 YES YES 954 786-4510 1800 W. Atlantic Blvd. 33069 YES YES CITY CONTACT LOCATION PROVIDING PROVIDING STAFF SECURITY SUNRISE Bruce Moeller NO PODS WITHIN CITY - WILL BE ASSISTING AT MARKHAM & CSA ALSO DOOR TO DOOR TAMARAC Michelle Zimmer Tamarac Communit Center YES YES 954-597-3639 8600 N.W. 57th Street 33321 Lance Moll 954-597-3634 WESTON Dave Keller NO PODS 954 385-2000 WEST PARK WILTON MANORS David Archacki NO PODS Rita Leseber 954 390-2190 COUNTY PODS CONTACT LOCATIONS BRIAN PICCOLO PARK Toni Peyton 9501 Sheridan Street - Cooper City 33329 954-357-8172 C.B. SMITH PARK Toni Peyton 900 N. Flamingo Rd. Pembroke Pines 33026 DELEVOE PARK Toni Peyton 2520 N.W. 6th St., Ft. Lauderdale 33313 MARKHAM PARK Toni Peyton 16001 W. State Rd. 84, Sunrise 33351 PLANTATION HERITAGE Toni Peyton 1100 S. Fig Tree Ln., Plantation 33317 QUIET WATERS Toni Pe ton 401 S. Powerline Rd., Deerfield Bch. 33441 TREE TOPS PARK Toni Peyton 3900 S.W. 100 Ave., Davie 33314 16.0 State of Florida COMPREHENSIVE EMERGENCY MANAGEMENT PLAN 2004 FEBRUARY 1, 2004 I. INTRODUCTION Chapter 252, Florida Statutes, (State Emergency Management Act) mandates the development of the Florida Comprehensive Emergency Management Plan (The Plan). The Plan establishes a framework through which the State of Florida 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 the State. The Plan provides guidance to State and local officials on procedures, organization, and responsibilities, as well as provides for an integrated and coordinated local, State and federal response. This is an operations -based plan that addresses evacuation; sheltering; post - disaster response and recovery; deployment of resources; communications, and; warning systems. The Plan calls for annual exercises to determine the ability of State and local governments to respond to emergencies. The Plan also defines the responsibilities of State agencies and volunteer organizations. The Plan describes the basic strategies, assumptions, operational goals and objectives, and mechanisms through which the State will mobilize resources and conduct activities to guide and support local emergency management efforts through preparedness, response, recovery, and mitigation. To facilitate effective operations, the Plan adopts a functional approach that groups the types of assistance to be provided into 17 Emergency Support Functions. Each Emergency Support Function is headed by a lead or primary agency or organization, which has been selected based on its authorities, resources, and capabilities in that functional area. The primary agency appoints an Emergency Coordination Officer to manage that function in the State Emergency Operations Center. The Emergency Coordination Officers and staff of the Division of Emergency Management form the State Emergency Response Team. The State Emergency Response Team serves as the primary operational mechanism through which State assistance to local governments is managed. State assistance will be provided to impacted counties under the authority of the State Coordinating Officer, on behalf of the Governor, as head of the State Emergency Response Team. A. PURPOSE The Plan establishes a framework for an effective system of comprehensive emergency management, the purpose of which is to: 1. Reduce the vulnerability of people and communities of this State to loss of life, injury, or damage and loss of property resulting from natural, technological, criminal, or hostile acts; 2. Prepare for prompt and efficient response and recovery activities to protect lives and property affected by emergencies; 3. Respond to emergencies using all State and local systems, plans and resources as necessary; 4. Recover from emergencies by providing for the rapid and orderly implementation of restoration and rehabilitation programs for persons and property affected by emergencies, and; Basic, Page 1 COMPREHENSIVE EMERGENCY MANAGEMENT PLAN 2004 FEBRUARY 1, 2004 5. Assist in anticipation, recognition, appraisal, prevention, and the mitigation of emergencies that may be caused or aggravated by inadequate planning for, and regulation of, public and private facilities and land use. B. Scope 1. The Plan establishes fundamental policies, program strategies, and assumptions for a statewide comprehensive emergency management program. 2. The Plan establishes a method of operations that spans the direction and control of an emergency from initial monitoring through post -disaster response, recovery, and mitigation. 3. The Plan defines the mechanisms to facilitate delivery of immediate assistance; including direction and control of intrastate, interstate and federal response and recovery assistance. 4. The Plan assigns specific functions to appropriate State agencies and organizations, as well as outlines methods to coordinate with the private sector and voluntary organizations. 5. The Plan addresses the various types of emergencies that are likely to occur, from local emergencies, to minor, major or catastrophic disasters. 6. The Plan identifies the actions that the State Emergency Response Team will initiate, in coordination with county and federal counterparts as appropriate, regardless of the magnitude of the disaster. 7. The Plan establishes operational goals and objectives for the preparedness, response, recovery and mitigation phases of the State's emergency management process. II. SITUATION This section of The Plan provides a Hazard Analysis that gives a summarized hazard/risk assessment. This assessment addresses the major hazards to which the State is vulnerable, a summary of the State's vulnerable population, the assumptions that were considered in the planning process and the State's disaster magnitude classifications. A. HAZARD AND RISK ASSESSMENT SUMMARY Due to its unique geographical setting, the State of Florida is vulnerable to a wide array of hazards that threaten its communities, businesses, and environment. To determine the hazards that posses the greatest threat, a "Hazard and Risk Assessment" was initiated in May of 2003. This assessment was developed from historical data of events that occurred over the past 30 years. In the assessment, numerical values were assigned for the following factors: a) Frequency of Occurrence (i.e., (1) Annual Event, (2) Every 5 years or less, (3) Every 5 - 10 years or less, (4) Every 11 - 30 years or less, and (5) Greater than 30 years); b) Vulnerability Factors (i.e., (1) Low, (2) Moderate, (3) High, (4) Extreme, and (5) Catastrophic), and; c) Vulnerability Impact Areas (Population, Property, Environment, and State Government Operations). Based on the "Hazard and Risk Assessment," a total of 16 hazards, grouped into 7 hazard categories, were identified as having the greatest impact on the State. These hazards and hazard categories are as follows (See Figure 1, State Hazard Rating Summary): 1. Tropical Cyclones 2. Severe Weather — (Tornadoes) 3. Environmental Events— (Wildfire, Winter Storms, Floods, Heat Waves, El Nino) 4. Biological Events — (Animal Disease, Pandemic Infestation) 5. Terrorism — (Cyber terrorism) 6. Technological Events — (Nuclear Power Plants, Hazardous Materials, Airplane Crash) 7. Mass Migration FIGURE 1 STATE HAZARD AND RISK ASSESSMENT A SUMMARY HAZARD and RISK ASSESSMENT MATRIX — (Summary) HAZARD FREQUENCY OF VULNERABILITY IMPACTS CATEGORY OCCURRENCE Population Property Environment Government Operations 1. Tropical (2) — Sixty (60) land falling C C C H Cyclones Hurricanes from 1900 through (Hurricane) 2002. Between 1992 and 2001, (Tropical the State of Florida has received Storm) 14 Presidential Declara4w.s for tropical cyclones; totaling over $1.8 billion in federal funds. (1) - Severe Weather impacts M M H L 2. Severe Florida everyday during the Weather summer. Also, extensive severe (Tornado) weather events occur about 5 (El Nino) times annually, mostly in the Spring and Fall. In 1998, three events (El Nino, Groundhog Day Storm, and the Pinellas Tornadoes were declared Presidential disaster, totaling over $115 million in federal funds. 42 people were killed and more than 200 injured during the tornado event. (1) - Wildfires occur annually in M M H L 3. Florida. In 2001, the Mallory Environmental Swamp fire burned almost 500,000 acres of woodland. In (Drought) 1998, Flagler County was totally (Heat/Cold evacuated due to wildfires; that Waves) year over 1 million acres burned (Flooding) along with 100 structures of (Wildfire) various sizes. Presidential declarations were issued in 1998, 1999, 1999, 2000, and 2001 for wildfires, totaling over $ 55 million. (2) - Flooding occurs every year in Florida. In 1998, the worst flooding in Florida's history occurred in the Panhandle area; two years later flooding paralyzed 8 Miami -Dade communities for almost 10 days. Three flooding events were declared federal disasters totaling $789 million since 1992. FIGURE 1 STATE HAZARD AND RISK ASSESSMENT A SUMMARY (Continues) HAZARD and RISK ASSESSMENT MATRIX — (Summary) HAZARD FREQUENCY OF OCCURRENCE VULNERABILITY IMPACTS CATEGORY Population Property Environment Government Operations 4. Terrorism (4) - On September 11, H H H L 2001, terrorist attacked the United States. Florida has many targets of opportunity for terrorists - political, industrial, historical, and military. South Florida experienced an Anthrax outbreak in 2001. 5. (2) - Over 1000 hazardous M M M L Technological materials events were reported to the State Warning Point. Approximately eleven percent required an evacuation from the area of impact. 6. Mass (3) — In 1994, Florida L L L L Migration responded to two major mass migration incidents involving approximately 100 Haitian and 700 Cuban refugees. While enforcement of immigration laws is a federal responsibility, it is anticipated that joint jurisdictional support of any operation will involve the State and the impacted local government. FREQUENCY OF OCCURRENCE VULNERABILITY FACTORS NUMERICAL VALUE NUMERICAL VALUE Annual Event (1) Low L Every 5 Years or Less (2) Moderate M Every 10 Years or less (3) HIGH H Every 30 Years or less (4) Extensive E Greater than 30 Years 5 Catastrophic C B. HAZARD ANALYSIS The primary goal of emergency management in the State of Florida is to ensure preparation to respond and recover from the many consequences that can be generated by a hazard. This section of the Plan offers a listing of the hazards that could impact the State of Florida and some of the consequences associated with each hazard such as potential impacts to population, infrastructure, and the environment. 1. Tropical Cyclones Florida is the most vulnerable State in the nation to tropical cyclones (hurricanes and tropical storms). A tropical cyclone is different from other wind events because of a low-pressure area of closed circulation originating over tropical waters. A distinguishing feature of a tropical cyclone is the warm core around which the winds circulate. While other storms, especially winter storms, may equal or exceed the wind speeds associated with tropical cyclones, they are different due to such factors as direction, life span, and size. Other hazards associated with tropical cyclones include tornadoes, storm surge, high velocity winds, and fresh water flooding. Consequences: - Large-scale evacuations - Sheltering (pre and post event) - Animal issues associated with evacuation, sheltering, disposal - Infrastructure damage/loss (sewer, water, electric, roads, bridges, debris, communications, etc.) - Damage/loss of financial institutions - Damage/loss to the service industry - Crop loss - Property loss - Long-term economic impacts - Economic and social disruption - Widespread psychological impacts - Re-entry 2. Severe Weather Events Phenomena associated with weather -induced events are categorized as severe weather. Each severe weather hazard has its own natural characteristics, areas, and seasons in which it may occur, duration, and associated risks. While these hazards have their own characteristics and effects, they often occur in conjunction with one another, thereby increasing and intensifying the effects. The primary hazards included under this category are lightning, hail, damaging winds, freezes, tornadoes, and winter storms. Consequences: - Power outages - Infrastructure damages (road/culvert washout Water/gas/communication lines breaks, etc.) - Erosion - Drought - Residential fires - Animal evacuation, sheltering, disposal, etc. - Fresh water flooding - Storm surge flooding - Icy roads - Evacuations (day/night) - Wildfires - Crop damage - Economic loss/business disruption - Property loss - Economic loss - Debris - Road congestion - Re-entry 3. Environmental Events Environmental hazards are those that are a result of natural forces (Wildfire, Winter Storms, Heat Waves, Floods, El Nino, etc.). These hazards may or may not be a result of land use and planning decisions in a local community. For example, development that is allowed to occur in an identified flood plain increases a potential life threatening and property destroying flooding disaster. In addition, these hazards can be compounded by other environmental conditions. For example, a prolonged drought will cause the water table to recede thus contributing to an increased incidence of sinkholes. In addition, an area in drought also suffering from the effects of a severe freeze is at greater risk for wildfires because of dead vegetation. The primary hazards associated with this category include drought, freshwater flooding, storm surge flooding, wildfires, sinkholes, ice storms, and freezes. Consequences: - Property damage/loss - Economic disruption/loss - Agricultural loss - Infrastructure damage/loss (communication, power, sewer, water, roads, etc.) - Overwhelmed law enforcement/fire/emergency medical service - Sheltering of evacuated/affected population (short and long term) - Feeding of evacuated population - Feeding and/or relocation of livestock - Contamination and shortage of the water supply - Re-entry 4. Biological Events Biological hazards, such as animal diseases, pandemic infestations, 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 import of pathogens that could have a widespread effect on the livestock industries. In addition, a remote possibility exists that the general population could be adversely affected by naturally occurring pathogens (i.e. influenza, emerging infectious diseases, etc.) or by way of terrorist action. In addition, heavy rain events may cause problems with arboviruses transmitted to humans and livestock by infected mosquitoes. In the State. of Florida, arboviral diseases include St. Louis Encephalitis (SLE), Eastern Equine Encephalitis (EEE), and West Nile Virus Encephalitis (WNV). The primary hazards associated with this category are pest infestation, disease outbreak, and contamination of a food and/or water supply. Consequences: - Economic loss - Mass casualty/fatality - Infectious disease control/mass inoculation - Disposal of diseased livestock/agricultural stock - Need for mass feeding - Need for mass insect spraying campaigns - Sheltering - Quarantine of livestock and/or people - Need for large number of treatment agents - Re-entry 5. Terrorism Terrorism, including cyber terrorism, constitutes a violent or dangerous act done to intimidate or coerce any segment of the general population (i.e., government or civilian population) for political or social objectives. The potential for terrorism remains high in the State of Florida. This threat exists because of the high number of facilities within the State that are associated with tourism, the military, State, and federal government activities. Transportation and commercial infrastructure, cultural, academic, research, military, and athletic facilities also constitute ideal targets for terrorist attacks with the intent of causing catastrophic levels of property and environmental damage, injury, and loss of life. Terrorist attacks may also take the form of other hazards when the particular action induces such things as dam failure, or the release of hazardous or biological materials. Consequences: - Mass casualty/fatality - Mass panic - Overwhelmed law enforcement/fire rescue/emergency medical service resources and manpower - Large scale contamination of a food/water resource - Massive amounts of debris removal - Large-scale evacuation - Large scale sheltering - Search and rescue - Economic and social disruption - Psychological, medical, and spiritual needs - Overwhelmed decontamination and material disposal - Re-entry - Crime scene control - Overwhelmed mass care facilities 6. Technological Events A technological hazard (nuclear power plant accident, hazardous materials incident, airplane crash) 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. The problem arises when that failure affects a large segment of the population and /or imterferes with critical government, law enforcement, public works, and medical functions. To a greater degree, there is a problem when a failure in technology results in a direct health and safety risk to the population. There are a number of events that can occur daily in Florida: an incident at one of the three commercial nuclear power plants; a spill of a hazardous material in a major metropolitan area; or a failure of an electrical power grid which could threaten the population or produce wide spread unmet needs. Each one of these potential hazards will require a coordinated and speedy response, as well as attention to the short and long-term effects. The primary hazards associated with this category include hazardous materials spill, release of a radioactive isotope into the environment, mass communication failure, major power disruption, and critical infrastructure disruption/failure. Consequences: - Evacuation - Sheltering - Mass feeding - Mass casualty - Mass fatality - Contamination of water supply - Decontamination - Economic loss - Agricultural loss - Inability of law enforcement/fire/emergency medical service to communicate - Inability to provide critical life support functions at medical facilities - Civil unrest 7. Mass Migration The State of Florida's geographic location makes it vulnerable to a mass influx of aliens, which becomes a problem when they enter Florida illegally. Although local jurisdictions may coordinate with State and federal agencies in response to a mass migration event, enforcement of immigration laws remains the responsibility of the federal government. Federal responsibility entails enforcement by the United States Citizenship and Immigration Services, under the United States Department of Homeland Security. The majority of these individuals come from Haiti and Cuba, often in large numbers. Although all Florida counties are liable to receive illegal migrants, counties in the southern half of the State are most vulnerable (Monroe, Miami -Dade, Broward, Palm Beach, St. Lucie, Indian River, Lee, and Collier). The main problem posed by illegal immigration is the inability of the system to assimilate the aliens without affecting already strained local economies and infrastructures (health, medical, jails, social services, etc.). The United States Citizenship and Immigration Services may delegate to the State and local law enforcement officers the authority to support a federal response in accordance with the Immigration and Nationality Act. Consequences: - Civil disturbance - Financial impact to local communities - Mass care (sheltering and feeding) - Impact of social services - Impact on jail and detention facilities capacities C. Vulnerability Analysis (Demographics) The State of Florida's population was estimated at 16,674,608 for the year 2002 (Source: U.S. Census Bureau). In addition to a tremendous residential population, millions of tourists visit the State each year. As the fourth most populated State in the nation, combined with a huge tourist population, Florida can experience a loss of life and property of catastrophic proportion due to an array of hazards. The following statistics illustrate the vulnerability of the State's population: 1. More than seventy-six (76.9%) percent 12,816,041 of the State's total population reside in the 35 coastal counties. 2. Eight (8%) percent (1,333,969) of the State's total population resides in mobile homes. 3. More than eighteen (18.3%) percent (3,051,453) of the State's total population is 65 years of age or older, with the highest number in, Miami -Dade (314,497), Palm Beach (276,868), Broward (315,470), Pinellas (229,763), and Hillsborough (139,341) counties. 4. According to the "State of Florida 2004 Statewide Emergency Shelter Plan, February 2004," Florida has made significant strides in reducing its deficit of "safe" hurricane shelter space in the past five years. Approximately 50 percent of the deficit has been eliminated. 5. According to the "State of Florida 2004 Statewide Emergency Shelter Plan, February 2004," between 2004 and 2009, the vulnerable population in Florida is projected to increase by nearly 900,000, with as many as 16 percent possibly seeking safety in public shelters. 6. In the State there are 746 nursing homes with 81,986 licensed beds. 7. There is an estimated 333,492 citizens that may be considered "frail elderly," (about 2% of the State's population). 8. Over 48 million tourists visit the State annually generating over $35 billion worth of taxable spending. 9. Three major language groups in the State include English, Spanish, and French or French Creole. 10. There are more than 9,500 hazardous materials facilities using and/or storing hazardous substances throughout the State. Reportable amounts of hazardous materials are based on federally established thresholds, and approximately 4,000 facilities store extremely hazardous substances. 11. Those individuals residing in the ten -mile Emergency Planning Zones for the Crystal River (15,065), Turkey Point (145,171), and St. Lucie (171,061) commercial nuclear power plants represents two (2) percent of the State's population. 12. 38,400 individuals and 11,600 families represent migrant and seasonal workers. 13. The State of Florida is a participant in the National Flood Insurance Program with 429 local governments (67 counties and 362 municipalities) participating. The State has over 44% of all of the nation's National Flood Insurance Program policies (1.7 million), by far the largest number of participants in the Program. D. PLANNING ASSUMPTIONS 1. A disaster may occur with little or no warning, and may escalate more rapidly than the ability of any single local response organization or jurisdiction can manage. 2. Achieving and maintaining effective citizen and community preparedness reduces the immediate demands on response organizations. This level of preparedness requires continual public awareness and education programs to ensure citizens will take appropriate advance actions to reduce their vulnerability especially during the initial days (72 hours) after disaster impact. 3. Local governments will use available resources before requesting State assistance. 4. Evacuation and sheltering will rely upon regional coordination and the best available shelter operations. 5. Local emergency management agencies will initiate actions toward saving lives and protecting property while working to maintain direction and control through their emergency operation centers. 6. The State Emergency Operations Center will be activated and staffed by the State Emergency Response Team to support local operations. 7. When State resources and capabilities are exhausted, additional resources will be requested through interstate mutual aid agreements and federal assistance. 8. Planning at the county and State levels will be based on pre -identification of populations and determination of resource shortfalls and contingencies. Persons needing special care will contact their local emergency management agency director for registration as people with special needs. 9. There are two federally recognized Indian Tribes (the Seminole and the Miccosukee) within the State, with reservations, in Broward, Miami -Dade, Collier, Hendry, Glades, and Hillsborough counties. The State Emergency Response Team will provide assistance to the Tribes as requested while respecting the governmental sovereign nation status they hold in the United States. Effective emergency management requires the cooperation, partnership, and mutual consideration of neighboring governments, whether those governments are neighboring tribes, local governments, or the State. Accordingly, the Plan will encourage early communication and partnership among the two Indian tribes, local governments, and the State in emergency management matters. 10. Three distinct types of communities exist within Florida. More than 30% of the population lives in highly urbanized areas. With the exception of Orlando, most of the State's population is located in the coastal zone. There are other communities that are not fully urbanized, but are emerging as centers of growth. Examples are Polk County and the cities of Ocala and Tallahassee. Finally, there is rural Florida with its cattle ranches, farms, pine forests, fishing villages, and small towns. Therefore, response and recovery activities must be tailored to the type of community impacted by disasters. 11. Each State agency, eligible private, non profit, and volunteer organization will document and seek reimbursement, as appropriate, for expenses incurred during disaster operations. E. DISASTER MAGNITUDE CLASSIFICATION Section 252.35(a), Florida Statutes, requires the Comprehensive Emergency Management Plan to address minor, major and catastrophic disasters. These levels of disaster are defined as: 1. 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. 2. Major Disaster: Any disaster that will likely exceed local capabilities and require a broad range of State and federal assistance. The Federal Emergency Management Agency will be notified and potential federal assistance will be predominantly recovery -oriented. 3. Catastrophic Disaster: Any disaster that will require massive State and federal assistance, including immediate military involvement. Federal assistance will involve response as well as recovery needs. III. RESPONSIBILITIES A. COUNTIES As required by Section 252.38, Florida Statutes, county governments are responsible for: 1. Maintaining an emergency management program at the county level involving all government, private and volunteer organizations which have responsibilities in the comprehensive emergency management system within the county. 2. Coordinating the emergency management needs of all municipalities within the county and working to establish intra-county mutual aid agreements to render emergency assistance. 3. Implementing a broad -based public awareness, education and information program designed to reach all citizens of the county, including those needing special media formats, who are non-English speaking (including persons who do not use English as their first language), and those with hearing impairment or loss. 4. Executing mutual aid agreements within the State for reciprocal emergency aid and assistance in the event a situation is beyond the county's capability. 5. Maintaining an emergency management program that is designed to avoid, reduce and mitigate the effects of hazards through the enforcement of policies, standards and regulations. 6. Maintaining cost and expenditure reports associated with disasters, including resources mobilized as a result of mutual aid agreements. 7. Coordinating public information activities during an emergency. 8. Developing and maintaining procedures to receive and shelter persons evacuating within their political jurisdiction and those persons evacuating from outside into their jurisdiction with assistance from the State. 9. Ensuring the county's ability to maintain and operate a 24-hour warning point with the capability of warning the public. B. 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 and other State organizations to support emergency management capabilities within Florida. Special districts that involve inter - jurisdictional authority can provide resources and services to support other functionally related systems in times of disaster. C. State Government As required by Section 252.38, Florida Statutes, county governments are responsible for: 1. Maintaining an emergency management organization at the State level that involves all government agencies, businesses, and volunteer organizations that have responsibilities in comprehensive emergency management within Florida. 2. Maintaining a broad -based public awareness, education and preparedness program designed to reach a majority of the citizens of Florida, including citizens needing special media formats, such as non-English speaking individuals. 3. Supporting the emergency management needs of all counties by developing reciprocal intra- and inter -state mutual aid agreements, in addition to assistance from the Federal Emergency Management Agency. 4. Directing and controlling a State response and recovery organization based on emergency support functions, involving broad participation from State, private and voluntary relief organizations that is compatible with the federal response and recovery organization and concept of operations. 5. Developing and implementing programs or initiatives designed to avoid reduce and mitigate the effects of hazards through the development and enforcement of policies, standards and regulations. 6. Coordinating State activities with those Florida volunteer organizations active in disasters. Ensure that these organizations are identified and organized under Emergency Support Function 15 (Volunteers and Donations) of the State Emergency Response Team. 7. Coordinating State activities with Florida's business community and its organizations to ensure a broad and comprehensive coverage of assistance and relief during a disaster. 8. Promoting mitigation efforts in the business community with emphasis on the State's infrastructure. 9. Identifying critical industry and infrastructures that may be impacted by disaster or are required for emergency response efforts. 10. Reviewing and analyzing the Plan against national criteria to ensure compliance with goals, procedures, and benchmarks that guide emergency management programs. D. Federal Government The federal government is responsible for: 1. Providing emergency response on federally owned or controlled property, such as military installations and federal prisons. 2. Providing federal assistance as directed by the President of the United States under the coordination of the Federal Emergency Management Agency and in accordance with federal emergency plans. 3. Identifying and coordinating provision of assistance under other federal statutory authorities. 4. Providing assistance to the State and local governments for response to and recovery from a commercial radiological incident consistent with guidelines as established in the current Federal Radiological Emergency Response Plan and the Federal Response Plan. 5. Managing and resolving all issues pertaining to a mass influx of illegal aliens. 6. Providing repatriation assistance to U.S. citizens (including noncombatants of the U.S. Department of Defense) evacuated from overseas areas. The U.S. Department of Health and Human Services (DHHS), in coordination with other designated federal departments and agencies, is responsible for providing such assistance. IV. METHOD OF OPERATION A. General The primary goal of emergency management in the State of Florida is to ensure the State's preparation to respond to, recover from, and mitigate the impact of the many consequences that may be generated by an emergency/disaster situation. To accomplish this goal, the State of Florida uses a "closest appropriate responder" concept (likely to be a county, the State, or nationally available resources) when responding to any threat, event, or disaster. In most situations, the counties will be the first and primary responders, and will be required to exceed their abilities or deplete their resources before requesting State assistance. Under certain circumstances such as terrorist threats, wildland fires, hazardous material incidents, public health emergencies, or mass migration events, State or federal agencies may have the primary jurisdiction for the overall response effort. However, local resources will likely provide the first response for all incidents impacting their jurisdictions. 1. Normal Operations (State of Florida Governmental Structure) The State of Florida's day-to-day operation, absent of a declared State of Emergency, is under the authority of a Governor and three (3) Constitutional Officers (the Attorney General, the Commissioner of Banking and Finance, and the Commissioner of Agriculture) who comprise the Florida Cabinet. Each Cabinet member serves a four-year term (with a two -term limit) and is wholly responsible for the administration of at least one State department while the Governor is responsible for the administration of 12 other State departments. Cabinet members serve on equal footing with the Governor on matters that come before the Governor and Cabinet. State Emergency Response Team: Pursuant to Section 252.365, Florida Statutes, the State Emergency Response Team (SERT) is established as an advisory body to coordinate with the Division of Emergency Management emergency management functions to prepare for, respond to, recovery from, and mitigate the impact of a variety of hazards that could impact the State of Florida. The State Emergency Response Team advises specifically on such issues as policies, plans, procedures, training, exercises, and public education. The State Emergency Response Team is comprised of Emergency Coordination Officers who are selected by the agency head of the agency they represent. Each Emergency Coordination Officer serves in a primary or support role in a designated Emergency Support Function. Furthermore, as apart of the State Emergency Response Team, they serve as an integral part of emergency operations in other capacities, i.e., as members of the Rapid Impact Assessment Teams (RIAT), Advance Teams and as part of a Disaster Field Office (DFO). Thus, the Emergency Coordination Officers, as a part of the State Emergency Response Team, serve in an operational and advisory capacity by developing recommendations and implementing actions for improving the State's emergency management program. During a response to an emergency/disaster situation, the Governor may appoint a State Coordinating Officer, usually the Director of the Division of Emergency Management, to manage the event. When the Director of the Division of Emergency Management serves as the State Coordinating Officer, by executive order of the Governor during State and federally declared emergencies, it is in this capacity that the State Coordinating Officer leads the State Emergency Response Team. During a state of emergency, the State Emergency Response Team is activated and all Emergency Coordination Officers become an active part of response and recovery operations. When not activated, the State Emergency Response Team takes on an advisory role to the Division of Emergency Management on emergency preparedness and mitigation issues. 2. Emergency Operations (Response) When conditions warrant, the Governor may issue an Executive Order declaring that a State of Emergency exists, which thereby activates this Plan. The authorities of the Governor are found in Section 252.36 - Emergency Management Powers of the Governor, Florida Statutes. The State's emergency organizational structure is compatible with the current organizational structure used by the Federal Emergency Management Agency. The State's response to and recovery from an emergency and/or pending disaster is carried out through the organizational structure diagramed in Figures 2 through 7. Response: The organizational structure for response to an emergency/disaster is under the leadership of the Governor who appoints a State Coordinating Officer to manage the incident. The State of Florida Emergency Response Team operating from the State Emergency Operations Center in Tallahassee supports the State Coordinating Officer, usually the Director of the Division of Emergency Management. The State Coordinating Officer also has the support of two essential positions; the State Emergency Response Team General Counsel and the State Emergency Response Team Chief. The State Coordinating Officer may also appoint additional Deputy State coordinating officers as warranted. Also, a Governor's Intergovernmental Relations Team coordinates with the State Coordinating Officer to ensure that consistent and timely information is shared with local elected, State Legislative, and United States Congressional officials. Under the State Emergency Response Team Chief, there are five functional sections. The five sections are Operations, Information and Planning (Emergency Support Function 5), Administration, Logistics, and Recovery Transition (See Figure 2 - State Emergency Response Team Organizational Chart). In addition, Emergency Support Function 14 (Public Information) is also directly under the State Emergency Response Team Chief and is responsible for media coordination and the Florida Emergency Information Line. 1) The Operations Section is comprised of four branches; each led by a branch chief. The branches are as follows: Operations Support, Human Services, Infrastructure Support, and Emergency Services (See Figure 3- State Emergency Response Team Operations Section). Included under the Operations Section, at the sub -branch level, are 14 of the 17 emergency support functions that are detailed in the Appendices to the Basic Plan section of this Plan. These 17 emergency support functions comprise the State Emergency Response Team. 2) The Information and Planning Section (Emergency Support Function 5), which is also under the State Emergency Response Team Chief, is comprised of five branches: Planning, Intelligence, Documentation, Meteorology, and Technical Services. Emergency Support Function 5 serves a support role to the State Emergency Response Team by collecting, analyzing, documenting and disseminating plans and information to help enhance response and recovery activities. (See Figure 4 - State Emergency Response Team Information & Planning Section). 3) The Administration Section is under the State Emergency Response Team Chief (See Figure 5 - State Emergency Response Team Administration Section). This Section is responsible for coordinating several important measures that are necessary to process and track expenditures. Several of these measures are as follows: - Assistance on the logistics associated with purchasing and travel. - Directions on the internal tracking of overtime and compensatory time by the Division of Emergency Management's staff. - Coordination among State agency finance offices on the reimbursement process for an event. - Coordination with the Governor's Office and Legislative Appropriation Committees concerning budget authority and various funding issues resulting from an event. • Information/documentation to be submitted to the Federal Emergency Management Agency regarding the reimbursement of eligible costs incurred by the Department of Community Affairs. 4) The Logistics Section, also under the State Emergency Response Team Chief, manages the process of planning, preparing, implementing, and evaluating all logistical functions that support the State Emergency Operations Center during activation. The Section is comprised of three branches as follows: Deployment and Planning, Resource Management (Emergency Support Function 7, Resource Support is apart of this Branch), and Mutual Aid. A branch chief manages each branch. A more detailed organizational structure for this Section is located in the State of Florida Standard Operating Procedure for Logistics. (See Figure 6 - State Emergency Response Team Logistics Section). 5) The Recovery Section is under the direction and control of the State Coordinating Officer. The Section is comprised of three branches - Advance Recovery, Public Assistance Preliminary Damage Assessment, and Individual Assistance Preliminary Damage Assessment and is responsible for the State's recovery operations (see Figure 7 - State Emergency Response Team Recovery Section). FIGURE 2 STATE EMERGENCY RESPONSE TEAM ORGANIZATIONAL CHART FIGURE 3 STATE EMERGENCY RESPONSE TEAM OPERATIONS SECTION FIGURE 4 STATE EMERGENCY RESPONSE TEAM INFORMATION & PLANNING SECTION Figure 5 STATE EMERGENCY RESPONSE TEAM ADMINISTRATION SECTION FIGURE 6 STATE EMERGENCY RESPONSE TEAM LOGISTICS SECTION FIGURE 7 STATE EMERGENCY RESPONSE TEAM RECOVERY SECTION 3. Emergency Operations (Recovery) The emergency recovery process is initiated when the President of the United States issues a Major Presidential Disaster Declaration. Such a declaration makes available a series of federal disaster assistance programs to aid the State in its recovery from a disaster situation. The basis for the declaration is the determination by the President that the disaster is of such severity and magnitude that response is beyond State and local capabilities. The field recovery operation will be conducted in accordance with the most current edition of the State of Florida Recovery Plan. The organizational structure for recovery is under the leadership of the State Coordinating Officer. Once a federal disaster declaration has been issued, the State Coordinating Officer consults with a Federal Coordinating Officer. In addition, a Governor's Authorized Representative (GAR) is designated in the Federal Emergency Management Agency -State Agreement and is responsible for compliance with that Agreement. The Governor's Authorized Representative, like the State Coordinating Officer, is normally the Director of the Division of Emergency Management. During a recovery operation, the State Coordinating Officer usually appoints a Deputy State Coordinating Officer who represents him/her at the Disaster Field Office. The Deputy State Coordinating Officer is responsible for the establishment and management of State operations in the Disaster Field Office and coordination between State and federal programs. Under the Deputy State Coordinating Officer, there are six functional officers. The six officers are Finance and Logistics, Administrative Support, Disaster Recovery, State Hazard Mitigation, National Flood Insurance, and External Affairs (See Figure 8 -- State Emergency Recovery Organization Disaster Field Office).. 1) Finance and Logistics Officer assists the Deputy State Coordinating Officer in all matters pertaining to finance, personnel and logistics at the Disaster Field Office. 2) Administrative Support Officer is responsible to Deputy State Coordinating Officer for all administrative support functions not specifically the responsibility of the Finance and Logistics Officer. This includes but is not limited to the following. • Creating and maintaining a schedule of events and key due dates, • Creating and maintaining a Suspense Log, and; • Providing clerical assistance when necessary. 3) Disaster Recovery Manager is responsible to the Deputy State Coordinating Officer for all State recovery operations in the Disaster Field Office. The Recovery Manager is focused on the provisions of specific programs that fall in two general categories: Human Service/Individual Assistance and Public Assistance. Therefore, there are two officers under the directions of the Disaster Recovery Manager (a Human Services Officer and a Public Assistance Officer). • Human Services Officer is responsible to the Disaster Recovery Manager and coordinates all State human service activities. • Public Assistance Officer IS RESPONSIBLE TO THE DISASTER RECOVERY MANAGER AND COORDINATES ALL STATE PUBLIC ASSISTANCE ACTIVITIES EMANATING FROM THE DISASTER FIELD OFFICE. 4) State Hazard Mitigation Officer is responsible to the Deputy State Coordinating Officer for the coordination of all phases of the State Hazard Mitigation 404 Program including, but not limited to, establishment of the I -Team and development of the I -Team Report. 5) National Flood Insurance Program Coordinator is responsible to the Deputy State Coordinating Officer for coordinating all State Flood Insurance activities. Specific duties include the following: • Providing technical assistance to local communities regarding flood insurance regulations and requirements; • Providing technical assistance and training in support of federal map reading operations at the Disaster Field Office, and; • Ensuring that the State Coordinating Officer or Deputy State Coordinating Officer is briefed on all flood insurance related matters. 6) External Affairs Officer reports to the Deputy State Coordinating Officer on all communications regarding the overall management of the emergency, Disaster Field Officer operations, and local issues. There are two coordinators under the directions of the External Affairs Officer (Public Affairs and Congressional Affairs). a. Public Affairs Coordinator is responsible to the External Affairs Officer for all media contacts, press releases, public information announcements and other disaster related information released through the Disaster Field Office. The Coordinator works closely with the federal Public Information Officer to develop joint press releases to both general and specific target audiences. The Public Affairs Officer also coordinates with FEMA if a "Joint Information Center" is established. b. Congressional Affairs Coordinator reports directly to the External Affairs Officer, and is the primary point of contact for congressional and legislative inquiries. The Coordinator acts as liaison for congressional and legislative field activities and any other VIP visits. The Coordinator responds to congressional and legislative inquiries on a constituent's behalf. FIGURE 8 STATE EMERGENCY RECOVERY ORGANIZATIONAL CHART (DISASTER FIELD OFFICE) B. COORDINATION, DIRECTION AND CONTROL 1. County Level a. In case of an emergency/disaster situation, the impacted counties will coordinate the emergency response effort within their political jurisdictions (county and municipalities). b. County emergency management authorities direct local evacuations, coordinate shelter activation, and request outside assistance when necessary. They may also activate mutual aid agreements with neighboring counties and among municipalities within the county. They may also recommend that the board of county commissioners declare a local state of emergency and make a formal request for State assistance. c. When protective actions, such as evacuation and re-entry, are local (do not cross county lines) in scope, the local governing body will initiate such actions. In such cases, emergency preparation and response activities for an area are coordinated and administered by county officials, using local resources in accordance with county policies and plans. During any local emergency response that does not require full activation of the State Emergency Operations Center, State assistance may be provided by State agencies under their normal statutory authority. When two or more State agencies are requested to support local operations, the Division of Emergency Management will be notified. 2. State Level a. When an emergency or disaster has occurred or is imminent, the Governor may issue an Executive Order proclaiming the existence of a State of Emergency or activate the emergency response, recovery and mitigation aspects of State, local and inter jurisdictional disaster plans. b. At the State level, the State Coordinating Officer, or designee performs policy - making authority and commitment of State resources at the State Emergency Operations Center. The State Emergency Response Team Chief is responsible for the provision of State assistance, as well as routine management and operation of the State Emergency Operations Center. The State Emergency Response Team Chief may issue mission assignments to the State emergency support functions to perform duties consistent with State policy. Mission assignments, and mutual aid assistance brokered by the State, are tracked in the State Emergency Operations Center. c. Coordination of regional and multi -regional protective actions will occur among all affected risk and host counties, other states, and the State Emergency Operations. Center under the direction and control of the State Emergency Response Team Chief. In addition, counties that are not impacted by an emergency/disaster situation may be directed by the State Coordinating Officer to activate their emergency operating centers to provide emergency assistance. Regional and/or multi -regional evacuations are in accordance to the most current version of the State of Florida Regional Evacuation Procedure. Prior to a regional evacuation and under the direction, of the State Emergency Response Team Chief, the State Emergency Response Team will implement coordination with the affected counties, the State guidelines for the lifting of tolls on State toll facilities per the Florida Department of Transportation, Office of Toll Operations, Emergency Response Plan for Hurricanes and Other Emergencies; as well as the locking down of drawbridges, deploying and pre -deploying personnel, determining regional evacuation routes; ensuring the sufficiency of reasonably priced fuel, and addressing any emergency medical issues per the State of Florida Regional Evacuation Procedure (June, 2000). d. A Governor's Intergovernmental Relations Team is used to provide a specific link for elected officials during a disaster. The Intergovernmental Relations Team represents legislative and intergovernmental affairs staff capable of providing outreach and handling requests from local elected officials. The Team provides information for elected officials to better communicate with and represent their constituents. During activation of the State Emergency Operations Center, the Team provides up-to-date information on the situation and is also equipped to provide information on various grant programs and funding sources available to affected areas in the aftermath of disaster. The Governor's Intergovernmental Relations Team will coordinate with the State Coordinating Officer to ensure that consistent and timely information is shared with local elected, State legislative, and United States Congressional officials. Each state agency will designate staff; typically those assigned legislative and intergovernmental coordination duties, to support the Team. e. In the event federal assistance is required, the State Coordinating Officer will interface directly with representatives of the federal government. If the State Coordinating Officer determines that the span -of -control needs to be broadened, he may designate a Deputy State Coordinating Officer to ensure coordination between federal and State agency representatives and to anticipate any needs or conflicts in the response or recovery phases as they progress. f. In the event a request for disaster assistance comes from the governor of another state, the Governor of the State of Florida may order the mobilization of State resources under the Emergency Management Assistance Compact to be deployed to the impacted state. The management and coordination of these resources will be administered through the Mutual Aid Branch under the direction of the Logistics Section located in the State Emergency Operations Center. The Mutual Aid Branch will be operated in accordance with the most current edition of The State of Florida Logistics Section Standard Operating Procedure for Mutual Aid. g. The State Coordinating Officer may authorize a field operations response in or near the impacted area. Field operations will be under the direction and control of the State Emergency Response Team Chief located at the State Emergency Operations Center and involves the deployment and staging of personnel and resources in the impacted area. A field operations response will be conducted in accordance with the most current edition of The State of Florida's Emergency Response Team Standard Operating Procedure for Field Operations. h. Initial planning for recovery begins before an emergency event impacts Florida. While local governments are implementing response actions necessary to protect public health and safety, the Recovery Manager assigned to the State Emergency Operations Center begins coordination and implementation of recovery programs. 3. Primary and Support Agencies in the Emergency Support Functions a. The Division of Emergency Management designates the primary agencies for each emergency support function to coordinate the activities of that support function. Each agency of an emergency support function has an Emergency Coordination Officer who is appointed annually by the head of the agency serving in an emergency support function (see Figure 9 - Primary Agency Listing). b. Upon activation of the State Emergency Operations Center, the primary agency for the emergency support functions will send representatives to the State Emergency Operations Center to coordinate activities. The primary agency determines which support agencies are required at the State Emergency Operations Center. c. The primary agency for the emergency support functions will be responsible for collecting all information related to the disaster. 4. Intergovernmental Mutual Aid a. Mutual aid agreements and memoranda of understanding are essential components of emergency management planning, response, and recovery activities. These agreements provide reciprocal emergency aid and assistance during an emergency or disaster. They can increase available resources and improve response and recovery efforts. b. The Statewide Mutual Aid Agreement allows "Participating Parties" (the Department of Community Affairs and any and all special districts, educational districts, and other local and regional governments that have signed the Agreement) to request assistance (oral or written) for a major or catastrophic disaster. If a Participating Party has no other mutual aid agreement that covers a minor disaster, it may also invoke assistance under the Statewide Mutual Aid Agreement. c. In accordance with Chapter 252, Part III, Florida Statutes, Florida has also adopted the Emergency Management Assistance Compact and Memoranda of Understanding with other states and private organizations. These agreements provide mechanisms to obtain additional resources. d. In accordance with Sections 252.35, 252.37, and 252.60, Florida Statutes, the Department of Community Affairs and all county jurisdictions of the State are authorized to participate in cooperative relationships to accept services, equipment, supplies, materials, or funds for emergency management efforts. The Department of Community Affairs may assign the right to accept such services, equipment, supplies, materials, or funds to any appropriate local governing body or agency. S. Federal Level a. Through the Federal Response Plan, the federal government provides assistance using twelve federal emergency support functions. These federal emergency support functions will establish direct liaison with Florida's emergency support function representatives in the State Emergency Operations Center. The five state -unique emergency support functions (ESF 13-17) will establish liaison with members of the Federal Emergency Response Team assigned federal coordination responsibility for that function. b. If the disaster is major or catastrophic, the Division of Emergency Management will contact the Federal Emergency Management Agency, Region IV and request a Federal Liaison and/or alert them that the Governor may submit a formal request for federal assistance. c. If the President authorizes federal assistance, a Federal Coordinating Officer is appointed. The Federal Coordinating Officer is authorized to use the full authority of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended to reimburse response and recovery claims against the Disaster Relief Fund. Additionally, the Stafford Act provides funding to assist communities in mitigating the impact of future events. d. To help ensure State/federal coordination, the Federal Emergency Management Agency, Region IV, Regional Response Plan, contains an Annex on Florida's emergency management system. This Annex outlines Florida's Comprehensive Emergency Management Plan and unique operational activities the State implements when responding to disasters. 6. Disaster Field Office Following a major or catastrophic disaster in which an emergency or major disaster declaration is granted by the President, federal assistance to disaster victims becomes available under three program areas: Individual Assistance, Public Assistance, and Hazard Mitigation. The administration of these programs is coordinated through a joint federal/State effort in a Disaster Field Office, which is usually located in the impacted area. The organizational structure to address recovery and mitigation activities is given in Section IV.A.3 (Emergency Operations (Recovery) of this Plan. 7. Communications a. The State Warning Point - The Division of Emergency Management operates a 24-hour emergency communications center at the State Emergency Operations Center. The "State Warning Point," provides the State with a single point to disseminate information and warnings to governmental officials (federal, State and/or local) that a hazardous situation could threaten the general welfare, health, safety, and/or property of the State's population. 1) The State Warning Point is equipped with multiple communication networks composed of federal, State, and local emergency systems (see Figure 10 — State Warning Point Communications/Warning Systems). 2) The primary communication system for the State Warning Point prior to, during or after an emergency is the State of Florida's SUNCOM telephone network. SUNCOM is a commercial carrier telephone service operated by the State and is tested daily to ensure operational readiness. 3) Developing or existing emergency conditions which should be reported to the State Warning Point include those that have or may result in multiple loss of life, environmental or property damage, or evacuation of a populated area whether or not State or federal resources are needed to support local emergency response efforts. 4) The State Warning Point in accordance with "The State Warning Point Operating Procedures for Notification" will initiate warnings and notifications. b. The Emergency Satellite Communications System — A back-up dedicated voice and data system that links the State Warning Point with each county warning point, the seven National Weather Service offices, the Emergency Broadcast System Control Stations, the three fixed nuclear facilities, the South Florida Water Management District, and the Department of Military Affairs. Portable units may be utilized to support a Forward State Emergency Response Team, Disaster Field Office, and other field communications requirements. This alternate system is used to transmit, receive, and coordinate emergency information. The system is tested weekly to ensure operational readiness. c. The Hot Ring Down System - In the event of a commercial nuclear power plant emergency, the primary communication system is the Hot Ring Down System. Hot Ring Down provides the primary means of communication for the State Warning Point, risk county emergency operation centers, the Emergency Operation Facility, and the Department of Health - Bureau of Radiation Control in Orlando. All stations on each circuit can call all or a selected number of other stations by using a dial -up code. This system allows State and local governments to receive emergency notification messages simultaneously. The system is monitored 24 hours per day by the State Warning Point, which has the responsibility for network control and is tested weekly to ensure operational readiness. FIGURE 9 PRIMARY AGENCY LISTING ESF # FUNCTION NAME LEAD STATE ORGANIZATION 1 Transportation Department of Transportation 2 Communications Department of Management Services/ Division of Communications 3 Public Works & Engineering Department of Transportation 4 Firefighting Department of Financial Services/ Division of State Fire Marshal 5 Information & Planning Department of Community Affairs/ Division of Emergency Management 6 Mass Care Department of Business and Professional Regulations 7 Resource Support Department of Management Services/ Division of Purchasing 8 Health and Medical Department of Health 9 Search & Rescue Department of Financial Services/ Division of State Fire Marshal 10 Hazardous Materials/ Environmental Protection Department of Environmental Protection 11 Food & Water Department of Agriculture & Consumer Services 12 Energy Public Service Commission 13 Military Support Department of Military Affairs/ Florida National Guard 14 Public Information Department of Community Affairs 15 Volunteers & Donations Florida Commission on Community Service 16 Law Enforcement & Security Department of Law Enforcement 17 Animal Protection Department of Agriculture & Consumer Services FIGURE 10 STATE WARNING POINT COMMUNICATIONS/WARNING SYSTEMS FEDERAL SYSTEMS STATE SYSTEMS 1. National Weather Wire Service (NWWS) 1. SUNCOM Commercial Telephone Network (Tested daily to ensure operational readiness 2. National Warning System (NAWAS) 2. Commercial Telephone System (land line; tested daily to ensure operational readiness 3. Radio Amateur Civil Emergency Service 3. Florida Crime Information Center (RACES)/Amateur Radio Emergency (FCIC) Network Services ARES 4. Shared Resources (Shares) High 4. Hot Ring Down/Nuclear Power Plant Frequency (HF) Radio Program (land line; tested weekly to ensure operational readiness 5. Government Emergency Telephone 5. Amateur Radio Emergency System System 6. Commercial Paging System 7. Cellular Phones (Tested quarterly to ensure operational readiness) 8. Emergency Satellite Communications System (ESATCOM) 9. Terrestrial Based Satellite Telephone System (ESATPHONE) 10. Emergency Alert System C. Preparedness The Goal of the State of Florida's Preparedness operation is to help ensure a timely and effective response to, recovery from, and mitigation of the impacts and consequences associated with an emergency/disaster situation. 1. Preparedness Objectives To accomplish the above stated goal, the following Preparedness Objectives may be initiated: a. Funding Objectives • To effectively administer the Emergency Management Preparedness and Assistance Trust Fund Program to the local emergency management community for operational support and training activities. • To effectively administer the State Hurricane Catastrophic Funds Program to support retrofit projects as mandated by State statute. b. Public Educational Objectives • To continue implementing the Senior Leadership Briefing series in each of the 67 counties. - To continue efforts started with the Department of Education to provide technical assistance to local school officials to develop better emergency response plans for schools and other academic facilities. c. Resource Management Objectives - To build on the Statewide Mutual Aid participation rate, that is currently at 48% and rising, for county and municipal governments, Independent Special Districts, and institutions of higher learning (universities and community colleges). • To continue efforts to enhance the State's assistance capabilities under the Emergency Management Assistance Compact (EMAC). - To continue efforts to enhance the State's ability to establish and maintain three (3) Logistical Staging Areas within 24 hours. d. Shelter Deficit Objectives • To continue efforts to reduce, and ultimately eliminate, the State's deficit of "safe" hurricane shelter spaces through an effective Shelter Deficit Reduction Strategy. • To continue efforts to reduce hurricane shelter demand through an effective public information campaign, that uses all forms of media, to educate the general public on when too and when not to evacuate. e. Evacuation Objectives • To continue efforts to develop and refine the statewide strategy for multi - regional evacuations during major emergency/disaster events. • To continue efforts to enhance the Regional Evacuation Procedures (REVAC) that will be used throughout the State during major emergency/disaster events. • To continue efforts to enhance the "Reverse -Lane Concept" that may be used throughout the State during a major emergency/disaster event. ;he To continue efforts to enhance hurricane evacuation planning through updating State's 11 Hurricane Evacuation Studies when required. • To continue interstate meetings and agreements with the states of Georgia and Alabama to ensure effective coordination when facing multi -state evacuation issues. • To continue developing and refining the State's Geographic Information System (GIS) capabilities. f. Public Alert and Notification Objectives • To continue efforts to enhance the State's communications and warning systems such as the Public Switched Telephone Network (PSTIN), the SUNCOM Network, the Very Small Aperture Terminal (VSAT) Network, the Emergency Satellite Communications System (ESATCOM), the Florida Automated Weather Network (FAWN), and Emnet. • To continue efforts to enhance the State's Emergency Alert System (EAS) used to provide instantaneous emergency information to the public if needed. 2. The State of Florida Comprehensive Emergency Management Plan Development and Maintenance. a. Plan Development Section 252.35(2)(a), Florida Statutes (State Emergency Management Act), grants to the Division of Emergency Management (under the leadership of the Director) the overall authority and responsibility for emergency response planning, plans development, and coordination with other State, local, and federal organizations in the development of emergency plans for the State of Florida. The State of Florida Comprehensive Emergency Management Plan is developed with the assistance and input from the State Emergency Response Team serving in an advisory capacity. Pursuant to Section 252.365, Florida Statutes, the State Emergency Response Team (SERT) is established as an advisory body to coordinate with the Division of Emergency Management emergency management functions to prepare for, respond to, recovery from, and mitigate the impact of a variety of hazards that could impact the State of Florida. Relative to the process for the development of the Comprehensive Emergency Management Plan, the State Emergency Response Team advises specifically on such issues as policies, plans, procedures, training, exercises, and public education. The preparation and revision of the Basic Plan and hazard specific annexes will be the responsibility of the Division of Emergency Management, with the assistance and involvement of all applicable entities, including the State Emergency Response Team. The preparation and revision of the 17 emergency support function appendices are the responsibility of the designated primary agency, with the assistance and involvement of the Division of Emergency Management and the designated support agencies. The Division of Emergency Management will establish format and content guidance that must be followed in the revision and updating process and coordinate and incorporate all revisions to the appendices. b. Plan Maintenance The Division of Emergency Management will maintain "The State of Florida Comprehensive Emergency Management Plan" and update the same no later that February 1 of every even -numbered year as of February 1, 1994. However, the Plan may be updated as often as needed during any year. Examination and review will be conducted annually and will reflect changes in implementing procedures, improved emergency preparedness capabilities, and' deficiencies identified for corrective action. The Division of Emergency Management will revise the Plan by underlying new information and striking through old information. Whenever a change is made, the date of the change will be inserted at the top right section of the page changed. Once the Plan has been approved and adopted by Administrative Rule 9G-2, Florida Administrative Code, all underlined and strikethrough changes from the previous year will be removed and the date of the Plan's approval inserted at the top right section of each page. The primary and support agencies/organizations of each emergency support function will be responsible for preparing and maintaining operating procedures necessary for implementation of all responsibilities assigned in the Plan. These procedures will be prepared following guidance issued by the Division of Emergency Management. The Division of Emergency Management will provide for publication and distribution of the Plan that will be made available through the Division of Emergency Management web page at www.floridadisaster.org 3. Hazard Mitigation Strategic Planning The Department of Community Affairs, Division of Emergency Management has developed "The State of Florida Enhanced Mitigation Plan" (November 1, 2003). The Florida Mitigation Plan will also serve as the State's operational and programmatic guide to promote the goals and objectives of the National Mitigation Plan that is coordinated by the Federal Emergency Management Agency. 4. Public Information Before an emergency or disaster occurs, public information is critical for the public to make the necessary protective actions. The State's public information program focuses on how to better communicate emergency information to the public before, during, and after a disaster. Particular attention will be given to strategies that enhance awareness of the evacuation process, road conditions, shelter status and re-entry issues, and how to communicate information to people during evacuation. 5. Training and Exercise For the State's emergency management program to be successful, an effective and comprehensive Training and Exercise Program is essential. Therefore, the Division of Emergency Management has designed a program with annual training and exercise components to evaluate the ability of the State and its political subdivisions to respond to minor, major, and catastrophic disasters. The program is also designed to enhance the training of State, local, and volunteer personnel on their roles and responsibilities in the four phases of emergency management (i.e., preparedness, response, recovery, and mitigation). This is done to ensure the operational readiness of the State Emergency Response Team and local governmental responders through the design and delivery of courses, professional development seminars and workshops, and hazard specific exercises (e.g., the Statewide Hurricane Exercise, Radiological Emergency Preparedness Exercises for commercial nuclear power plants, etc.) to test annually established plans and procedures that are activated during an emergency situation at all levels of the emergency management system. 6. Evacuation The State's vulnerability to disasters and emergencies, such as hurricanes, wild land fires, floods, etc., is a constant reminder of the gravity of planning for the safety of a growing population and millions more tourists each year. Because of this threat, the importance of providing timely and well -coordinated evacuation and sheltering efforts remains critical. To meet the threat, the State has initiated a regional evacuation process that focuses on evacuation and sheltering as a statewide initiative. (Regional Evacuation Procedures (REVAC) - The State of Florida, in concert with local emergency management, law enforcement, sheltering organizations, public information offices, and adjacent states, implements Regional Evacuation Procedures (REVAC) throughout the State. REVAC procedures integrate the operations of all the above organizations into one plan that manages the decision -making, implementation, and conduct of evacuations for entire regions. The REVAC include the following policies: a. The Governor will direct all major evacuations through the State Emergency Operations Center; b. All counties will activate their emergency operations centers to support major evacuations when directed to do so by the State Coordinating Officer; c. All counties will open and operate host shelters as directed by the State Coordinating Officer; d. All counties that open host shelters will be covered under the Governor's Executive Order declaring a Sate of Emergency and will be included in all requests for Federal Emergency Declaration or Major Presidential Disaster Declaration assistance. The regional evacuation process will be used by State and county government organizations to manage and coordinate any 'multi -county and/or regional evacuation in response to any hazard which would necessitate such actions, including the implementation of State guidelines for lifting tolls on State toll facilities pursuant to the Florida Department of Transportation, Office of Tall Operations, Emergency Response Plan for Hurricanes and Other Emergencies; as well as the locking down of drawbridges, deploying and pre -deploying personnel, implementing the Regional Evacuation Law Enforcement Staffing Plan, designating host counties for sheltering, ensuring the sufficiency of reasonably priced fuel, and addressing any emergency medical issues in accordance with the most current versions of the State of Florida Regional Evacuation Procedure. (Reverse Laning) — Based on deliberations from a Task Force convened by the Governor after Hurricane Floyd in 1999, the Florida Highway Patrol, in concert with the Florida Department of Transportation, developed traffic management, staffing and resource plans for designated reverse -lane routes as specified below: • Interstate 10 (west bound) - Jacksonville to Tallahassee; • Interstate 4 (east bound) - Tampa to Orange County Line; • Florida's Turnpike (north bound) - Ft. Pierce to Orlando; • State Road 528 (west bound) - SR 520 to SR 417; and • Interstate 75 (Alligator Alley) (east bound) - Coast to Coast; • Interstate 75 (Alligator Alley) (west bound) - Coast to Coast; and • Interstate 75 (north bound shoulder use) — Sarasota County to 1-275. 7. Sheltering Since 1995, significant progress has been made to reduce, and eventually eliminate, the State's deficit of public shelter space to ensure the availability of adequate public shelter space in each region of the State, particularly for hurricanes. With the application of the State's Model Shelter Selection Guidelines and the associated Least Risk Decision Making criteria, the statewide shelter deficit increased from 360,903 spaces for category 5 in 1996 to a high of 1,501,932 in 2000. According to 2002 figures, Florida has made substantial progress towards reducing the 2000 deficit by adding over 462,000 safe shelter spaces. Nonetheless, the current shelter shortfall is still approximately 1,035,371 spaces and those numbers may climb back to 1,202,741 by 2007, based on normal population growth and no additional shelters added to the state inventory. Despite substantial progress toward improving the overall shelter stock throughout the State, nearly every region has a shortage of safe shelter spaces, with only twelve counties enjoying an in -county surplus. Therefore, the State has embarked on an ambitious program to address the need for more shelter spaces. The State defines a "safe" hurricane shelter as one that, at a minimum, meets the guidelines established in the American Red Cross' publication, Standards for Hurricane Evacuation Shelter Selection, (ARC 4496, January 2002). Toward this end, a public shelter deficit elimination strategy that focuses on the following five components, specifically for hurricanes, is in place: 1) Surveying hurricane shelter facilities in existing local inventories to identify utilized space; 2) Surveying facilities not currently in local inventories to identify additional capacity; 3) Providing funding for cost-effective retrofits, or other mitigation measures, on existing buildings that can provide additional shelter capacity; 4) Incorporating hurricane shelter design criteria into new public building construction projects, and; 5) Reducing hurricane shelter demand through improved public information, education and behavioral analysis. 8. The State Hazard Mitigation Plan (322 Plan) - The Bureau of Recovery and Mitigation prepares and updates the State Mitigation Plan. This document meets the federal requirement for a State Hazard . Mitigation Plan (pursuant to Section 322 of the Stafford Act) and the Flood Mitigation Plan (pursuant to Section 553 of the National Flood Insurance Program Reform Act of 1994) while incorporating a strategic vision for hazard mitigation and long-term redevelopment. This document outlines the State's overall mitigation priorities. 9. The Local Mitigation Strategy - The Bureau of Recovery and Mitigation participates in preparing and updating guidelines for local governments to develop a Local Mitigation Strategy. The Bureau also provides technical assistance to local governments to complete these strategies, coordinate with the Division of Housing and Community Development, and the Division of Community Planning on programs that support pre- and post -disaster activities. D. Response The State of Florida must be prepared to respond quickly and effectively on a 24- hour basis to developing events. The primary goal of the State's response operation is to ensure a timely and effective response to the many consequences that may be generated by an emergency/disaster situation. When an event or potential event is first detected, a series of actions will take place to ensure an effective and efficient response operation. 1. Response Operational Objectives When an emergency/ disaster event is detected or is imminent, the first 72 hours before and after the event constitutes the critical timeline that defines an effective response operation. To ensure the effectiveness of the State's response, the following operational objectives may be initiated along a critical timeline in 24- hour intervals to ensure an effective response operation: a. (- 72 hours to -48 hours Before Event Impact) • A functional 24-hour State Warning Point that can alert and notify all appropriate State, local, and/or federal officials and staff of an emergency/disaster situation (SERT Chief/SWP). • A request, by the State Coordinating Officer, that the Governor issue an Executive Order proclaiming a State of Emergency and/or activating the State Comprehensive Emergency Management Plan. The Executive Order process may necessitate evaluating the need to draft future Executive Orders (State Coordinating Officer/ SERT General Council). • The activation of a State public information system to ensure the appropriate medial releases, live media broadcasts, and activation of the Florida Emergency Information Line (Public Information Officer — ESF 14). • Ensure the activation and operational readiness of the State Emergency Operations Center. The SEOC is activated fully (Level 1) or partially (Level II) depending on the event and may be activated, by the Director of the Division of Emergency Management, before the Governor issues an Executive Order (SERT Chief/ Operations Section). • The activation of an event monitoring and reporting process, i.e., technical data, Situation, Flash, and Chronology of Events reports, weather tracking, etc. (Documentation, Technical, and Meteorology - ESF 5 Information and Planning). • A process to assess the availability of sufficient technical staff to support the ESF 5 Information and Planning Section, i.e., the Florida National Guard, etc. (ESF 5 Chief). a. (- 48 hours to -24 hours Before Event Impact) • The activation of a protective actions planning process to develop Incident Action plans to guide response operations (Operations Section/Information Planning — ESF 5). • The activation of the process to determine the need to request a federal emergency declaration (State Coordinating Officer / SERT General Council). • The activation of a process to ensure the deployment of the appropriate technical liaisons in the impact area (i.e., hurricanes, forest fires, terrorist events, repatriation, etc. (Operations Section). • The activation of a communication system that will effectively deploy necessary communication systems, initiate EAS alert, and initiate amateur radio operations at the SEOC (Operations Section/SERT Chief). • The activation, if necessary, of the Intergovernmental Relations Team to ensure that timely information is being shared with local elected, State Legislative, and United States Congressional officials (State Coordinating Officer /SERT Chief). • The activation of an information briefing process to brief the Governor and other appropriate officials on the status of the situation (State Coordinating Officer / SERT Chief). • The activation of a conference call process to share information between the appropriate State, county, multi -state, and federal agencies and organizations to address protective action measures (Operations/ Information and Planning — ESF 5). • The activation of an effective and efficient EMAC/ mutual aid process to augment local, State, and federal resources (Logistics Section). • The activation of a process to monitor protective action measures taken by the counties such as evacuation and sheltering (Operations/ Emergency Services/ Human Services/ ESF 5). - The activation of an efficient and effective field operations response process -- LNOs, RRTs, RIAT, Advance Teams, F-SERT,etc. (Operations/ Information and Planning — ESF 5). • The activation of an effective and efficient Impact Assessment process to determine disaster impact to infrastructure, emergency services, human needs, etc. (Operations Section/ Information and Planning — ESF 5). c. (-24 hours to Event Impact) • The activation, if applicable, of an "Impact -Area Tour" process for the Governor and other appropriate State, Local, and federal officials (State Coordinating Officer). - The activation of a process to assist local governments with Re-entry activities (Operations Section). • The activation of the Preliminary Damage Assessment process with local, State, and federal officials (Recovery Transition). - The activation of the process, if applicable, to request a federal Presidential Disaster Declaration (State Coordinating Officer / SERT General Council). e. (Event Impact to +24 hours After) - Initiate process to re-establish communications and determine disaster impact (i.e., life threatening conditions, debris clearance, transportation, security) with impacted areas. f. 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Recovery In the aftermath of a disaster, State efforts turn to rebuilding the infrastructure and restoring the social and economic life of the community with the incorporation of mitigation measures as a major Goal. 1. Recovery Operational Objectives To deploy several specialized recovery teams (personnel) and facilities (centers) into a disaster area to help victims within the first 24 hours (i.e., Damage Assessment Teams, Community Relations Teams, Unmet Needs Committees, Human Needs Assessment Teams, Florida Insurance Council, and Advance Recovery Liaisons. • To work closely with the Federal Emergency Management Agency to inform affected individuals and businesses that programs are available to assist them in recovery efforts. • To establish effective Disaster Recovery Centers to centralize assistance to help disaster victims. • Continue to manage all open disaster declarations. 2. State Emergency Operations Center Functions When the State Emergency Operations Center is activated in response to an emergency/disaster, a recovery and mitigation component is activated as well (see State Emergency Response Team Recovery Transition Section Figure 7). The purpose of this component is to initiate activities necessary to ensure a successful recovery effort (e.g., condition monitoring, situation evaluation, identification of recovery center sites, recovery center managers, damage assessment teams, mitigation assessment teams, deployment of damage assessment teams, and mitigation assessment teams to identification of hazard mitigation issues, etc.). 3. Disaster Declaration Requests for federal disaster assistance will be predicated on the requirements outlined in the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended). After local government conducts the initial damage assessment and reported to the State Emergency Operations Center via the impacted county, a joint local/State preliminary damage assessment may be scheduled that could include the Federal Emergency Management Agency. This damage assessment validates the local data and is the basis for requesting a Presidential Disaster Declaration. Other federal agencies that may participate in the assessment process include the Small Business Administration and Natural Resource Conservation Service. This process is described in 44 CFR, Part 206, Subpart B - The Declaration Process and other federal and State policies and procedures. 4. Disaster Field Office The Disaster Field Office is the primary field location for the coordination of federal and State short and long-term recovery operations. The Federal Coordinating Officer and the State Coordinating Officer will co -locate in the Disaster Field Office, as well as other federal and State essential personnel. Recovery and mitigation operations, logistics, information and planning, financial management and general administration are coordinated at the Disaster Field Office. The Forward -State Emergency Response Team operational control will transition to the Disaster Field Office at a time determined by the State Coordinating Officer. 5. Recovery Field Operations In the aftermath of a disaster, with or without a Presidential Declaration, the State may deploy several specialized recovery teams (personnel) and establish centers (facilities) into a disaster area. a. Recovery Personnel 1) Damage Assessment Team — A team deployed to conduct, with local governments, assessments for public and private non-profit entities and individual homes and businesses. The assessment quantifies the extent of the damage and is used to justify federal assistance. 2) Community Relations Team — A team that is deployed to disseminate information and collect data to assist disaster -affected communities and eligible individuals in receiving assistance. The primary function of this team is to identify and report unmet human needs and to inform disaster victims of the disaster assistance programs and registration process. 3) Unmet Needs Committee — A committee that helps identify unmet needs and possible assistance. Such committees are comprised of volunteer agencies, private sector representatives, and governmental agencies. 4) Human Needs Assessment Team — A team that is deployed immediately after a disaster and before the establishment of a Disaster Field Office to help counties assess and report the immediate needs of disaster victims. 5) Florida Insurance Council — A joint venture between the Division of Emergency Management and the Department of Insurance, which allows the insurance industry, through the State Emergency Operations Center, to interface with county emergency management. 6) Advance Recovery Liaison — Pre -deployed recovery personnel that conduct initial coordination with local emergency management to assist in the deployment of all State recovery teams. b. Recovery Facilities 1) Disaster Recovery Center — Centers that are set up in a disaster area to provide information on the complete range of disaster assistance that is available. The responsibility for managing these centers is jointly shared by the State, the Federal Emergency Management Agency, and the county where the center is located. 2) Reconstruction Information Center — Centers that are set up as a one -stop information and permitting point for coordination, technical assistance, and reconstruction expertise assistance in recovery and mitigation activities. These centers will be staffed by agencies with reconstruction and/or permitting responsibilities. 6. Public Assistance Activities a. A Presidential Disaster Declaration initiates a process that begins with applicants filing a Request for Public Assistance at an applicant's briefing. These briefings are publicized through the media and notifications to county emergency management directors in accordance with 44 CFR-206 Subpart G & H. b. Project worksheets are prepared for eligible emergency costs and eligible costs for restoration of damaged facilities. c. The federal share for reimbursement under most federal declarations is 75 percent. The 25 percent non-federal share is normally provided from a combination of State and local sources in accordance with policies established by the Executive Office of the Governor and the Florida Legislature. In addition, the federal government does provide for an administrative cost allowance for each eligible project that is 100 percent federally funded. d. The State serves as the Grantee and eligible applicants are Sub -grantees under the federal disaster assistance program. Contractual agreements with the State Division of Emergency Management are executed with applicants with all reimbursements coming through the Division. e. Documentation, record keeping, inspections, and final closeouts are overseen and approved by the Division of Emergency Management. f. Non -presidential or agency declarations can provide some disaster assistance through the Department of Agriculture, the Small Business Administration, and other federal agencies. g. The Governor or the Legislature may authorize other assistance to a local government based upon a declared emergency. 7. Individual Assistance Activities a. Once a Presidential Declaration has been issued that authorizes Individual Assistance, the State Individual Assistance Officer will coordinate with a federal counterpart on all related individual assistance programs, as defined and prescribed in 44 CFR, Part 206, Subparts D, E, and F. b. The primary means of applying for Individual Assistance will be made through a National Tele-registration toll -free number. c. Disasters that do not support the criteria for requesting Individual Assistance as part of a Presidential Disaster Declaration may meet the criteria for other federal assistance. d. Individual Assistance Inspectors will meet with the State Mitigation Officer in a contractor's Briefing. 8. Emergency/Disaster Support Activities Other Than Public Assistance or Individual Assistance. Emergency assistance may be provided through other State programs such as: • Small Cities Community Development Block Grant. • Community Services Block Grant. • Low -Income Home Energy Assistance Program. • Low -Income Emergency Home Repair Program. • Home Investment Partnership Program. • State Housing Initiative Partnership Program. F. Mitigation The State of Florida's mitigation effort is to ensure that the residents, visitors, and businesses in Florida are safe and secure from natural, technological, and human induced hazards by reducing the risk and vulnerability before disaster occurs. 1. Mitigation Goals and Objectives The State of Florida has adopted the following Goals and Objectives to help make Florida a disaster resistant and resilient State, one community at a time a. Goal 1 - Enhance and maintain state capability to implement a comprehensive statewide hazard loss reduction strategy. Objectives to Accomplish Goal 1 • Review existing State agency programs, plans and policies to determine their effectiveness and efficiency in reducing risk and vulnerabilities to natural and man- made hazards, on annual basis. • Incorporate State policies into the State Hazard Mitigation Plan and coordinate with Local Mitigation Strategy programs. • Establish and support an on -going liaison between Federal, State, Regional and Local Governments as well as the private sector and general public through the State Hazard Mitigation Plan Advisory Team as a means of enhancing intra and inter -governmental coordination. • Integrate the pre- and post disaster mitigation functions with the response and recovery functions of the State's existing Emergency Support Functions. • Design a process for prioritizing State and local projects for mitigation related funding programs. - Establish a mediation process to resolve conflicts between State agencies' existing plans, programs and mitigation related policies and integrate them into the State Hazard Mitigation Plan. • Review and recommend at least annual updates of the State risk and vulnerability assessments. • Coordinate funding resources and opportunities among State agencies to assist both state and local sub -grantees to meet the non-federal match requirements for federal mitigation related funding sources • Support the development and use of disaster loss reduction related building codes and standards designed to reduce vulnerability and risk to all hazards. • Review and update annually the existing Mitigation Resource Identification Strategy Database b. Goal 2 - Support the development and enhancement of local capability to practice hazard mitigation. Objectives to Accomplish Goal 2 • Develop guidelines for enhancing local community risk and vulnerability assessments. • Provide technical assistance to local governments in establishing, enhancing and implementing local mitigation strategies, as requested. • Identify effective local regulatory approaches to hazard mitigation. • Identify pre -and post disaster mitigation related funding opportunities to local communities throughout the state. • Identify mitigation Best Management Practices for pre- and post disaster hazards mitigation activities. • Encourage the integration of applicable hazards mitigation objectives from the Local Mitigation Strategies into Local Comprehensive Plans. • Review and recommend at least annual updates of the local risk and vulnerability assessments. c. Goal 3 - Increase public and private sectors awareness and support for disaster loss education practices as a means of developing a culture of hazard mitigation in Florida. Objectives to Accomplish Goal 3 • Create an Education and Outreach Committee of the State Hazard Mitigation Plan Advisory Team to organize and develop a comprehensive statewide mitigation education and outreach strategy. • Develop a business continuity awareness program designed to educate the business community on the benefits of mitigation in reducing their vulnerabilities and risk to natural and man made hazards. • Develop, and promote outreach strategies designed to educate residents and visitors of Florida's endemic hazards, their associated risk and vulnerabilities, and the applicable mitigation actions. • Identify and incorporate available hazard mitigation education and outreach programs/products into public school education programs. • Establish an ongoing education and outreach effort to educate elected officials on the importance of hazard mitigation to include annual report to the legislature and other appropriate officials. • Develop a public awareness campaign on the benefits of pre- and post -disaster mitigation through the dissemination of mitigation success stories. • Develop a strategy for working with the print, electronic and broadcast media on the dissemination of mitigation education and outreach material. d. Goal 4 - Reduce Florida's hazard vulnerability through the application of scientific research and development. Objectives to Accomplish Goal 4 • Establish partnerships with the State's public and private research universities to enhance and support their efforts to secure funding, contracts, and opportunities; to develop or enhance research infrastructure; and to assess the State's vulnerability to natural and anthropogenic hazards in order to develop the means to reduce the potential for damage from their impacts on society. • Establish partnerships with the State's public and private research universities and public or private science research or resource centers for the purpose of creating a comprehensive archive and a clearinghouse for scientific information, basic I and applied knowledge, cases studies, engineering studies and design criteria, as well as social and behavioral studies related to hazards, vulnerability and mitigation. • Establish a comprehensive State research agenda that will integrate the work of individual research institutions in Florida for the purpose of achieving financial efficiency, promoting collaborative efforts reducing overlapping research, reducing duplication of efforts. Also, develop a review process for resource allocation. • Collaborate with the Federal Emergency Management Agency's Emergency Management Institute and the State's public and private universities in the development of a higher education curricula primarily designed to educate professionals in emergency management, as well as to integrate hazard mitigation curricula into existing career programs. • Foster the continued development and improvement of existing research centers and laboratories within the State's public research universities by supporting their efforts to secure funding and research contract opportunities, in order to enhance in -state capabilities for conducting hazard mitigation -related research. e. Goal 5 - Protect the state's cultural, economic and natural resources. Objectives to Accomplish Goal 5 • Support mitigation initiatives that are compatible with the protection of the State's cultural, economic and natural resources. • Encourage the development of drainage improvement systems based on their compatibility with the natural environmental system functions • Use the State -clearing house for environmental compliance and protection of natural resources. f. Goal 6 - Reduce the vulnerabilities of state owned facilities and infrastructure to natural and man-made hazards. Objectives to Accomplish Goal 6 • Establish hazard mitigation priorities for retrofitting of existing State critical facilities and infrastructure based upon risk and vulnerability assessment. • Ensure that State facilities and infrastructure are located, designed and constructed to complement/support local priorities as defined in the Local Mitigation Strategies. 2. State Mitigation Programs (Pre -Disaster) The State of Florida has developed an integrated mitigation program concept in which several mitigation programs have been combined into a single unit. This merging of mitigation programs helps institutionalize procedures to emphasize pre -disaster activities that mitigate the loss of life and property, as well as to identify potential post -disaster mitigation opportunities. This results in more focused programs, improved coordination, and ultimately reduced costs for safer and healthier communities. The principle of ongoing mitigation programs and activities can be divided into two functional groups, pre- and post disaster. The primary pre -disaster programs are: a. The National Flood Insurance Program - The Bureau of Recovery and Mitigation provides technical assistance to the public and communities on the National Flood Insurance Program. The National Flood Insurance Program provides flood insurance to communities that agree to implement land use planning and construction requirements to reduce flood damage in their jurisdiction. These land use and construction requirements apply to all new construction and substantial improvements to existing structures in the community's Special Flood Hazard Areas. Additionally, the Bureau of Recovery and Mitigation provides technical assistance to local communities on the Community Rating System. The Community Rating System is an integral part of the National Flood Insurance Program. Through reduced flood insurance premiums, the Community Rating System provides incentives to communities, that go beyond the minimum flood plain management requirements established through the National Flood Insurance Program. b. The Flood Mitigation Assistance Program - The Bureau of Recovery and Mitigation manages the Flood Mitigation Assistance Program. This program makes federal funds available pre -disaster to fund mitigation projects in communities participating in the National Flood Insurance Program. These funds have a 25 percent non-federal match requirement. The overall goal of the Flood Mitigation Assistance Program is to fund cost effective measures that reduce or eliminate the long-term risk of flood damage to. National Flood Insurance Program insurable structures. This is accomplished through the reduction of the number of repetitively or substantially damaged structures. c. State Hazard Mitigation Planning - The State Hazard Mitigation Plan is updated annually or in the aftermath of a disaster at the direction of the State Mitigation Officer as necessary. Additionally, the mitigation staff continues to provide technical assistance to communities on the development, implementation, and maintenance of local mitigation strategies. The State Mitigation Officer will review and revise the Hazard Mitigation Grant Program Administrative Plan annually and after the disaster as necessary. If no revisions are required, the State Mitigation Officer will so notify the Federal Coordinating Officer and the Deputy State Coordinating Officer. 3. State Mitigation Activities (Post -Disaster) Post -disaster mitigation activities at the Disaster Field Office require a well - orchestrated and coordinated effort among the various levels of governments. Under the Federal Response Plan, a Deputy Federal Coordinating Officer for Mitigation will be appointed for each Presidential Declared disaster. The Deputy Federal Coordinating Officer for Mitigation will have a staff composed of hazard mitigation and flood plain management specialists. One of the major tasks assigned to the Deputy Federal Coordinating Officer for Mitigation is to assure that mitigation disaster operations are integrated and unified with the State and local recovery efforts. The State Mitigation Officer, working under the direction of the Deputy State Coordinating Officer for Recovery should work in concert with the Deputy Federal Coordinating Officer for Mitigation to assure that the State is aware of and takes advantage of all available mitigation opportunities. a. Post -Disaster Mitigation 1) Mitigation Preliminary Damage Assessment (MPDA) - Upon request for assistance by a community, the State Mitigation Officer will assign mitigation personnel to assist the community in conducting a Mitigation Preliminary Damage Assessment. The purpose of the Mitigation Preliminary Damage Assessment is to identify the causes of specific disaster related damage in order to determine the appropriate mitigation measures. This assessment is forwarded to the appropriate Local Mitigation Strategy committee and the mitigation staff in the Disaster Field Office. 2) Mitigation Assessment Report - The State Mitigation Officer coordinates with the Deputy Federal Coordinating Officer for Mitigation to develop a mitigation assessment report which identifies appropriate mitigation measures and highlights the mitigation priorities as determined by the local. mitigation strategies in the affected counties. These priorities and measures then guide the use of State and federal funds for mitigation purposes. The Report is also the appropriate plan to identify any recommended changes to the State Hazard Mitigation Plan based on lessons learned from the disaster. 3) Post -disaster Mitigation Technical Assistance -- Coordinate the Hazard Mitigation Grant Program is a federally sponsored program administered by the Bureau of Recovery and Mitigation. The program provides State funds equal to 20 percent of the total federal disaster expenditures in the aftermath of a Presidential Declared disaster. These funds have a 25 percent non-federal match requirement, and are distributed as grants to the communities affected by the disaster to implement the mitigation projects identified in the local mitigation strategy. 4) Coordinate with the Deputy State Coordinating Officer and the State Recovery Officer to assure that the mitigation opportunities provided under the Individual Assistance Minimization Program are realized. The Minimization Program is designed to fund low cost activities that can be used to reduce future disaster losses to a residential structure. The minimization program offers grants to eligible homeowners based on 25 percent of the total Individual and Family Grant award received by the homeowner, for a maximum award of $5,000. b. Public Assistance Program This Program assures that the mitigation opportunities provided under Section 404 of the Stafford Act realized. Also, Section 406 of the Stafford Act provides for direct federal assistance for repairs and improvements to eligible damaged public facilities. Mitigation measures (improvements) must be identified in the Damage Survey Reports. The award of Section 406 hazard mitigation projects is at the discretion of the Federal Emergency Management Agency Regional director. The State Mitigation Officer will designate staff to support mitigation outreach at established Disaster Recovery Centers, and at Reconstruction Information Centers. The State Mitigation Officer will designate staff to assist communities in completing their mitigation Preliminary Damage Assessment reviewing and updating local mitigation strategies, identifying mitigation success stories, and potential mitigation grand fund projects. c. Long Term Redevelopment Activities The Department of Community Affairs administers a variety of programs that support pre -disaster, post -disaster, and mitigation activities. These programs include, but are not limited to a residential construction mitigation program and a resource identification strategy. These programs are designed to help minimize the impact of disasters and to address local unmet needs identified after a disaster. V. FINANCIAL MANAGEMENT The equipment, personnel, and financial resources of State government may quickly be overtaxed in a disaster. The State of Florida Resource and Financial Management Policies and Procedures for Emergency Management, September 8, 2000, establishes policy and procedure to implement statutory authorities and responsibilities for financial management related to response activities. This policy ensures that funds are provided expeditiously and that financial operations are conducted in accordance with appropriate policies, regulations, and standards. VI. CONTINUITY OF GOVERNMENT Continuity of Government is an essential function of emergency management and is vital during an emergency/disaster situation. Continuity of Government is defined as the preservation, maintenance, or reconstitution of the civil government's ability to carry out its constitutional responsibilities. Consequently, in the State of Florida, the State Constitution, statutes, and administrative rules address Continuity of Government. A. Succession of Authority 1. The Governor The succession of authority in the State of Florida begins with the Governor, the "supreme executive power' of the State. The succession transfers from the Governor to the Lieutenant Governor, to the Secretary of State, to the Attorney General, to the Commissioner of Banking and Finance, to the Commissioner of Agriculture. If none of the above are available to fill the office of Governor, then the Speaker of the House and the President of the Senate shall convene the Legislature to elect a successor by a majority vote in a joint session of both houses. The Constitution also empowers the Governor to fill by appointment any vacancy in State or county office for the remainder of the term of an appointive office, and for the remainder of the term of an elective office if it is less that twenty-eight months. Otherwise, it may be filled until the first Tuesday after the first Monday following the next general election when not otherwise provided for in the Constitution. 2. The Legislature In periods of emergency resulting from enemy attack, the State Constitution empowers the Legislature to provide prompt and temporary succession to the powers and duties of all public offices the incumbents of which may become unavailable to execute the functions of their offices, and to adopt such other measures as may be necessary and appropriate to ensure the continuity of governmental operations during the emergency. In exercising these powers, the legislature may depart from other requirements of the constitution, but only to the. extent necessary to meet the emergency. Concerning succession for the Legislature, no vacancies can be filled except by election as provided by law. 3. State Supreme Court In case of an attack upon the United States, the "Emergency Interim Executive and Judicial Successio+. Act," set forth specific lines of successions for the Judicial Branch of government (Chapter 22, Florida Statutes, §22.01 - 22.10). Contained within the Rules of Judicial Administration [Rule 2.030 (a)(2)(A); (a)(2)(D); and (a)(4)(A)] are procedures and criteria for the filling of vacancies within the Supreme Court. B. Delegation of Emergency Authority 1. Governor Chapter 252, Florida Statutes, authorizes the Governor to delegate emergency responsibilities to the officers, agencies of the State, and under Executive Order, certain emergency responsibilities to county government. The Governor also may appoint a State Coordinating Officer to act on his behalf as necessary during an emergency or disaster situation. 2. State Agency Head Each head of a. department is authorized by the Florida Statutes to delegate powers, duties, and functions within the department they head. C. Emergency Actions The State of Florida Comprehensive Emergency Management Plan assigns lead and support responsibilities to State agencies and personnel for emergency support functions and other support activities. Specific emergency delegations are contained in this plan. The head of each executive department and other State commissions and departments have designated a person as the emergency coordination officer for that department. An alternate designation is required under §252.365(1), Florida Statutes. The duties of the emergency coordination officer are defined in §252.365, Florida Statutes. D. Safeguarding Essential Records 1. State The Florida Constitution authorizes the Secretary of State (the Department of State) to maintain the records of official acts of the legislative and executive departments [the Florida Constitution, Article IV, Section 4(b)]. Furthermore, the Department of State is required to have custody of various State documents and defines a procedure for registering the same. Under the Florida Department of State many vital records safeguard initiatives are in place. The State Records Storage Center offers storage of security microfilm and electronic media in its temperature, and humidity controlled vaults in addition to warehousing paper records of non -archival value. The State Archives currently stores historical records transferred from government agencies in accordance with their collection policy. This includes the legislative records referred to in the State Constitution. Each State agency is responsible for identifying their vital records and protecting them from disaster. A Vital Records Protection Guidelines publication is available to assist agencies in establishing their own departmental program. The Bureau of Archives and Records Management presents Records Management Training Seminars to over 500 individuals each year. Other material available for vital record protection includes Public Records Storage Guidelines (Revised), Magnetic Media Guidelines, Florida State Archives Collection Development Policy, and Basics of Records Management Handbook. 2. County and Municipality Chapter 119, Florida Statutes, authorizes the elected or appointed State, county, or municipal officer or their designee to maintain the office and serve as the custodian of records. Section 119.031, Florida Statutes, sets forth standards for keeping records in safe places, copying, repairing, and certifying copies. E. Protection of Government Resources The State Technology Office has promulgated Security Rules for Data Processing Records and Systems that include emergency preparedness requirements. The Information Resource Commission is studying the feasibility of "hot sites" for continued operations of data processing operations. Other issues related to Continuity of Government, such as Emergency Action Steps; Emergency Operating Center; Alternate Emergency Operating Center(s); and Protection of Government Resources, Facilities, and Personnel are included in the subsequent sections of this document. VII. REFERENCES AND AUTHORITIES The following references and authorities may be consulted for further advice and guidance. Other than those references and authorities that have the inherent force and effect of law, this Plan is not intended to incorporate them by reference. A. Statutes 1. State a. Chapter 14, Florida Statutes, Governor b. Chapter 22, Florida Statutes, Emergency Continuity of Government c. Chapter 23, Part 1, Florida Statutes, The Florida Mutual Aid Act Basic, Page 64 COMPREHENSIVE EMERGENCY MANAGEMENT PLAN 2004 FEBRUARY 1, 2004 d. Chapter 125, Florida Statutes, County Government e. Chapter 154, Florida Statutes, Public Health Facilities f. Chapter 161, Florida Statutes, Beach and Shore Preservation g. Chapter 162, Florida Statutes, County or Municipal Code Enforcement h. Chapter 163, Florida Statutes, Intergovernmental Programs; Part I, Miscellaneous Programs i. Chapter 166, Florida Statutes, Municipalities j. Chapter 187, Florida Statutes, State Comprehensive Plan k. Chapter 215, Florida Statutes, Financial Matters I. Chapter 216, Florida Statutes, Planning and Budgeting m. Chapter 235, Florida Statutes, Educational Facilities n. Chapter 245, Florida Statutes, Disposition of Dead Bodies o. Chapter 250, Florida Statutes, Military Affairs p. Chapter 252, Florida Statutes, Emergency Management q. Chapter 284, Florida Statutes, State Risk Management and Safety Programs r. Chapter 287, Florida Statutes, Procurement of Personal Property and Services s. Chapter 376, Florida Statutes, Pollutant Discharge Prevention and Removal t. Chapter 377, Florida Statutes, Energy Resources u. Chapter 380, Florida Statutes, Land and Water Management v. Chapter 388, Florida Statutes, Public Health w. Chapter 401, Florida Statutes, Medical Telecommunications and Transportation x. Chapter 403, Florida Statutes, Environmental Control y. Chapter 404, Florida Statutes, Radiation z. Chapter 442, Florida Statutes, Occupational Safety and Health aa. Chapter 553, Florida Statutes, Building Construction Standards bb. Chapter 581, Florida Statutes, Plant Industry cc. Chapter 590, Florida Statutes, Forest Protection dd. Chapter 633, Florida Statutes, Fire Prevention and Control dd. Chapter 870, Florida Statutes, Riots, Affrays, Routs, and Unlawful Assemblies. ee. Chapter 943, Florida Statutes, Domestic Security 2. Federal a. Public Law 93-288, as amended, 42 U.S.C. 5121, et seq, the Robert T. Stafford Disaster Relief and Emergency Assistance Act, which provides authority for response and recovery assistance under the Federal Response Plan, which empowers the President to direct any federal agency to utilize its authorities and resources in support of State and local assistance efforts. b. Public Law 106-390, Disaster Mitigation Act of 2000, to amend the Robert T. Stafford Disaster Relief and Emergency Assistance Act to authorize a program for predisaster mitigation, to streamline the administration of disaster relief, to. control the Federal costs of disaster assistance, and for other purposes. c. 16 U.S.C. 3501, et seq, Coastal Barrier Resources Act. d. Public Law 93-234, Flood Disaster Protection Act of 1973, as amended by the Flood Insurance Reform Act of 1994, 42 U.S.C. 4001, et seq, provides insurance coverage for all types of buildings. e. Public Law 99-499, Superfund Amendments and Re -authorization Act of 1986, Part III, the Emergency Planning and Community Right -to -Know Act of 1986, 42 U.S.C. 11001, et seq, which governs hazardous materials planning and community right -to -know. f. Public Law 101-615, Hazardous Materials Transportation Uniform Safety Act (HMTUSA), which provides funding to improve capability to respond to hazardous materials incidents. g. Public Law 95-510, 42 U.S.C. 9601, et seq, the Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA), as amended, which requires facilities to notify authorities of accidental releases of hazardous materials. Basic, Page 66 COMPREHENSIVE EMERGENCY MANAGEMENT PLAN 2004 FEBRUARY 1, 2004 h. Public Law 101-549, Clean Air Act Amendments of 1990, which provide for reductions in hazardous air pollutants and risk management planning requirements. i. Public Law 85-256, Price -Anderson Act, 42 U.S.C. 2210, which provides for a system of compensating the public for harm caused by a nuclear accident. j. Public Law 84-99,33 U.S.C. 701 n, Flood Emergencies, authorizing an emergency fund for flood emergency preparation, flood fighting and rescue operations, and repair and restoration of flood control works threatened or destroyed by flood. k. Public Law 91-671, Food Stamp Act of 1964, in conjunction with Section 412 of the Stafford Act, relating to food stamp distributions after a major disaster. I. Public Law 89-665,16 U.S.C. 470, et seq, National Historic Preservation Act, relating to the preservation of historic resources damaged as a result of disasters. m. Stewart B. McKinney Homeless Assistance Act, 42 U.S.C. 11331-11352, Federal Emergency Management Food and Shelter Program. n. National Flood Insurance Act of 1968, 42 U.S.C. 4101, et seq, as amended by the National Flood Insurance Reform Act of 1994 (Title V of Public Law 103-325). o. Regal Community Development and Regulatory Improvement Act of 1994. p. Public Law 833-703, an amendment to the Atomic Energy Act of 1954. B. Administrative Rules 1. State a. Florida Department of Community Affairs Rule, Chapters 9G-2, 6, 11, 14, 19, 20 and 21, Florida Administrative Code. b. Florida Department of Community Affairs Rule, Chapters 9J-2 and 9J-5, Florida Administrative Code. 2. Federal a. 44 CFR Parts 59-76, National Flood Insurance Program and related programs. b. 44 CFR Part 13 (The Common Rule), Uniform Administrative Requirements for Grants and Cooperative Agreements. c. 44 CFR Part 206, Federal Disaster Assistance for Disasters Declared after November 23, 1988. d. 44 CFR Part 10, Environmental Considerations. e. 44 CFR Part 14, Audits of State and Local Governments. f. 44 CFR 350 of the Code of Federal Regulations. g. 50 CFR, Title 10 of the Code of Federal Regulations. C. Executive Orders 1. State a. Executive Order 80-29 (Disaster Preparedness), dated April 14, 1980. b. Executive Order 87-57 (State Emergency Response Commission), dated April 17, 1987; as updated by Executive Orders 98-153 and 98-155. c. Executive Order 2. Federal a. Executive Order 11988, Flood Plain Management. b. Executive Order 11990, Protection of Wetlands. c. Executive Order 12657, Federal Emergency Management Assistance in Emergency Planning at Commercial Nuclear Power Plants. d. Executive Order 12656, Assignment of Emergency Preparedness Responsibilities. e. Executive Order 12241, transferring review and concurrence responsibility for State plans from the NRC to FEMA. f. Presidential Decision Directive - 39, United States Policy on Counter Terrorism. D. Memoranda of Understanding and Agreements 1. Florida and Federal Emergency Management Agency Region IV, 1993. 2. Statewide Mutual Aid Agreement (July 31,2000 as Amended by Modification #1, October, 1994). 3. Florida and the American Red Cross, 1992. 4. Florida and the Air Force Rescue Coordination Center (Inland Search and Rescue), as amended, 1995. 5. Division of Emergency Management and the Civil Air Patrol (Search and Rescue, Transport). 6. Division of Emergency Management and Florida Power Corporation; Division of Emergency Management and Florida Power and Light Company; and Division of Emergency Management and Southern Nuclear Operating Company (Radiological Emergency Response Planning and Operations) Annual Agreements. 7. Memorandum of Agreement between the Federal Emergency Management Agency, the State of Florida, and the City of Miami for Urban Search and Rescue, October 5, 1993. 8. Building Officials Association of Florida and Division of Emergency Management, October 1994. 9. National Weather Service and Division of Emergency Management, September 1994. 10. Statement of Understanding between the Administration on Aging and the American National Red Cross (ARC), ARC 5067, June 1995. 11. Statement of Understanding between the Salvation Army and the American Red Cross, August 1994. 12. Statement of Understanding between the Volunteer Organizations Active in Disaster Agencies and other volunteer agencies. 13. Statement of Understanding between the Federal Emergency Management Agency and the American Red Cross, January 1982. 14. Memorandum of Understanding between the Centers for Disease Control, the United States Public Health Service of the Department of Health and Human Services, and the American Red Cross, December 1988. 15. State of Florida Agreement between the American Red Cross and the Department of Health for use of the United States Department Agriculture donated foods, September 1989. 16. Memorandum of Understanding with the American Veterinary Medical Association Emergency Preparedness and Response Guide. 17. Memorandum of Understanding with the State of North Carolina for Medivac Assistance for Monroe County. 18. Southern Mutual Radiological Assistance Plan, Southern States Emergency Response Council. 19. Memorandum of Understanding Between Strategic Metropolitan Assistance and Recovery Teams and the Florida Division of Emergency Management, February 14, 1997. 20. Interstate Agreement During A Hurricane Threat or Other Events Florida Division of Emergency Management and Georgia Emergency Management Agency. E. Federal Supporting Plans 1. Federal Response Plan, Public Law 93-288, as amended, April 1999. 2. Natural Oil and Hazardous Materials Pollution Contingency Plan. 3. Nuclear Regulation 0654/FEMA-REP-1, which provides federal guidance for development and review of Radiological Emergency Management Plans for Nuclear Power Plants. 4. "Interagency Radiological Assistance Plan" (Interim), U.S. Department of Energy, Region III. 5. The Federal Bureau of Investigation's Concept of Operations for Weapons of Mass Destruction, 6. The Federal Radiological Emergency Response Plan. 7. Federal Response Plan Terrorism Incident Annex. 8. Federal Response Plan Terrorism Incident Overview. 9. Chemical/Biological Incident Contingency Plan (Federal Bureau Investigation, Unclassified). 10. Nuclear Incident Contingency Plan (Federal Bureau Investigation, Unclassified). 11. Health and Medical Services Support Plan for the Federal Response to Acts of Chemical/Biological Terrorism (Department of Health and Human Services). 12. National Emergency Repatriation Plan, as revised February 1986. 13. Joint Plan for Noncombatant Repatriation, August 1999. F. Incident Specific Coordinating Procedures 1. Florida Coastal Pollutant Spill Contingency Plan a. The Florida Coastal Pollutant Spill Contingency Plan was prepared and developed in compliance with Section 376.07(2)(e), Florida Statutes, the Pollutant Discharge Prevention and Removal Act. This plan is activated in case of an oil spill of any magnitude in State coastal waters. b. Oil spill response plans have been drafted on the State level in response to the Clean Water Act of 1977, formerly the Federal Water Pollution Control Act of 1972. The 1972 legislation established the National Oil and Hazardous Materials Pollution Contingency Plan as the basis for providing a federal response to major pollutant spills. c. The Florida Department of Environmental Protection is responsible for maintenance of the Florida Coastal Pollutant Spill Contingency Plan. The plan describes response efforts and the responsibilities of State agencies in case of an oil spill. All coordination will be done through the State Emergency Operations Center. As more support is required for Environmental Protection, the State Emergency Operations Center will be activated to mobilize additional State resources. 2. Florida Electrical Emergency Contingency Plan a. Electricity is a vital part of Florida's infrastructure. It is critical for the existing and growing residential population, for commerce and industry, and for tourism. Florida's electric utilities coordinate planning and operations to ensure adequacy and reliability of the electric system long-term and project that it will be adequate. b. The purpose of the Florida Electrical Emergency Contingency Plan is to document guidelines and summarize procedures to be used by Florida's electric utilities and governing agencies in response to generating capacity shortages which impact or threaten to impact significant numbers of customers. G. Standard Operating GUIDES 1. "State of Florida Rapid Response Team Standard Operating Guide" June 2000. 2. "Headquarters Florida National Guard and State of Florida Operations Plan for Rapid Impact Assessments." 3. Public Assistance Program Administration Standard Operating Guide. 4. The State of Florida Resource and Financial Management Policies and Guide for Emergency Management. 5. The State of Florida "Gen -Set Standard Operating Guidelines." 6. The State of Florida State Emergency Response Team Standard Operating Guide for Field Operations. 7. The State of Florida "Internal Standard Operating Guide for Support of the Emergency Management Assistance Compact." 8. The State of Florida's State Emergency Operations Center Facility Procedure. 9. The State of Florida Standard Operating Guide for Mass Migration Response, Draft. 10. The State Warning Point Standard Operating Guide for Notification. 11. The State of Florida Regional Evacuation Guide. 12. The State of Florida Mutual Aid Standard Operating Guide. 13. The State of Florida Logistics Section Standard Operating Guide for Mutual Aid. 14. The State of Florida Logistics Staging Area Standard Operating Guide. 15. The Emergency Support Function Standard Operating Guide. 16. Resource Management Standard Operating Guide. 17. State Mitigation Internal Standard Operations Guide. 18. Hazardous Materials Incident Investigation Standard Operations Guide. 19. The Regional Relief Center Standard Operating Guide. H. Supporting Documents 1. State of Florida Survivable Crisis Management Plan. 2. State of Florida "Shelter Retrofit Report, 2004." 3. State of Florida "2004 Statewide Emergency Sheltering Plan." 4. ARC 3041 "MASS CARE- Preparedness and Operations." 5. ARC 4496 "Guidelines for Hurricane Evacuation Shelter Selection." 6. State of Florida Hazard Mitigation Plan. 7. Special Needs Task Force Summary Report. 8. The State of Florida "Resource Management Mutual Aid Plan." 9. Federal Radiological Monitoring and Assessment Plan. 10. Southern Mutual Radiological Assistance Plan. 11. The Florida Hazard Mitigation Strategy. 12. "Florida Emergency Alert System Plan." 13. "State of Florida National Pharmaceutical Stockpile Plan, (2003, Draft version). 14. The State Capability Assessment for Readiness (CAR). 15. The Continuity of Operations Plan (COOP). 16. The Florida Fire Chiefs Association Statewide Emergency Response Plan. VIII. APPENDICES TO BASIC PLAN SEVENTEEN EMERGENCY SUPPORT FUNCTIONS The State of Florida's disaster response resources are organized into seventeen (17) Emergency Support Functions. Each ESF is comprised of numerous agencies/organizations that manage and coordinate specific categories of assistance common to all disaster/emergency events. A primary or lead agency/organization has been designated for each Emergency Support Function to ensure the coordination and delivery of goods and services to the disaster area. The following is a brief summary of each Emergency Support Function and the designated lead agency/organization: A) EMERGENCY SUPPORT FUNCTION 1 — TRANSPORTATION Provide or obtain transportation support. The Primary Agency — The Florida Department of Transportation. B) EMERGENCY SUPPORT FUNCTION 2 — COMMUNICATIONS Provide telecommunications, radio and satellite support. The Primary Agency - The Florida Department of Management Services. C) EMERGENCY SUPPORT FUNCTION 3 -- PUBLIC WORKS AND ENGINEERING Provide support in restoration of critical public services, roads, and utilities. The Primary Agency — The Florida Department of Transportation. D) EMERGENCY SUPPORT FUNCTION 4 — FIRE FIGHTING Support detection and suppression of wildland, rural, and urban fires. The Primary Agency — The Florida Department of Insurance, State Fire Marshal. E) EMERGENCY SUPPORT FUNCTION 5 — INFORMATION AND PLANNING Collect, analyze, and disseminate critical disaster information to State Emergency Response Team members. The Primary Agency — The Florida Department of Community Affairs. F) EMERGENCY SUPPORT FUNCTION 6 -- MASS CARE Manage temporary sheltering, mass feeding, and distribution of essential supplies for disaster victims. The Primary Agency — The Florida Department of Business and Professional Regulation. G. EMERGENCY SUPPORT FUNCTION 7 — RESOURCE SUPPORT Provide logistical and resource support to other organizations through purchasing, contacting, renting, and leasing supplies. The Primary Agency -- The Florida Department of Management Services. H. EMERGENCY SUPPORT FUNCTION 8 — HEALTH AND MEDICAL SERVICES Provide health, medical care, and social service needs. The Primary Agency — The Florida Department of Health. I. EMERGENCY SUPPORT FUNCTION 9 — SEARCH AND RESCUE Locate lost persons and victims trapped in collapsed structures and provide immediate medical care. The Primary Agency — The Florida Department of Insurance, State Fire Marshal. J. EMERGENCY SUPPORT FUNCTION 10 — ENVIRONMENTAL PROTECTION Respond to actual or potential hazardous materials discharges and other situations threatening the environment. The Primary Agency — The Florida Department of Environmental Protection. K. EMERGENCY SUPPORT FUNCTION 11 — FOOD AND WATER Secure bulk food, water and ice to mass care sites. The Primary Agency — The Florida Department of Agriculture and Consumer Services. L. EMERGENCY SUPPORT FUNCTION 12 -- ENERGY Support response and recovery from shortages and disruptions in supply and delivery of energy resources. The Primary Agency - The Florida Department of Community Affairs and the Florida Public Service Commission. M. EMERGENCY SUPPORT FUNCTION 13 — MILITARY SUPPORT Provide military resources to support logistical, medical, transportation, and security services. The Primary Agency -- The Florida Department of Military Affairs. N. EMERGENCY SUPPORT FUNCTION 14 — PUBLIC INFORMATION Disseminate disaster -related information to the public. The Primary Agency - The Florida Department of Community Affairs. O. EMERGENCY SUPPORT FUNCTION 15 — VOLUNTEERS AND DONATIONS Coordinate utilization and distribution of donated goods and services. The Primary Agency - The Florida Commission on Community Service. P. EMERGENCY SUPPORT FUNCTION 16 — LAW ENFORCEMENT AND SECURITY Coordinate the mobilization of law enforcement and security resources. The Primary Agency — The Florida Department of Law Enforcement. Q. EMERGENCY SUPPORT FUNCTION 17 — ANIMAL PROTECTION Provide rescue, protective care, feeding and identification of animals separated from their owners. The Primary Agency — The Florida Department of Agriculture and Consumer Services. IX - ANNEX A THE STATE OF FLORIDA RADIOLOGICAL EMERGENCY MANAGEMENT PLAN X - ANNEX B THE STATE OF FLORIDA TERRORISM INCIDENT RESPONSE PLAN XI - ANNEX C THE STATE OF FLORIDA EMERGENCY RESPONSE TEAM GUIDELINES FOR WILDFIRE OPERATIONS 17.0 Federal RECOVERY POLICY 1002.1 (INTERIM)I. TITLE: Generator Reimbursement II. DATE: June 1, 2006 III. III. PURPOSE: This interim policy establishes criteria for the reimbursement of gener ator costs under the Other Needs Assistance (ONA) provisions of the Individuals and H ouseholds Program (IHP). IV. IV. SCOPE AND AUDIENCE: This interim policy is to be implemented in all disaste rs declared on or after June 1, 2006, until superseded by the final policy. All personnel are directed to follow this interim policy. V. V. AUTHORITY: Section 408 of the Robert T. Stafford Disaster Relief and Emergen cy Assistance Act (Public Law 93F�288); specifically, subsection 408(e). VI. VI. DESCRIPTION: Under the "Other Needs" (commonly known as ONA) provision of the Individuals and Households program, FEMA is authorized to provide assistance to repair or replace personal property damaged by the major disaster or emergency. U nder the "Miscellaneous" Expense category of the ONA provision, FEMA can also pro vide funds for items/services that are commonly used to facilitate a household's disaster recovery, including a limited amount for items not owned prior to the major disaster or emergency, such as generators. VII. VII. POLICY: A. This policy will be implemented when the State has requested that g enerators be included as a "Miscellaneous" expense line item under the ONA provision of IHP. In addition to the eligibility requirements for IHP, the following criteria will a pply to generators: 1. The generator is purchased or rented due to an event that results in an emergency or major disaster declaration by the Presidet. For the purposes of this interim policy, the qualifying incident period for the event starts at the date the Govern or declared a state of emergency and ends at the cloure of the incident date published b y FEMA in the Federal Register, or the date power is restored to the applicant's dwelli ng, whichever occurs first. RECOVERY POLICY 1002.1 Expenses incurred for generators purchased or rented outside the established timeframe are not eligible for reimbursement. 2. The applicant's dwelling is located in a declared area designated for IA; 3. The generator is purchased or rented to power a medically ❑required appliance or piece of equipment; 4. T he applicant provides proof❑of[ (purchase or rental receipts for the generator; and 5. The applicant pro vides proof that the appliance or equipment is required for medical purposes (e.g. letter from physician that the applicant/occupant has a medical need for the appliance or equipment). B. If the preceding crit eria are verified, the cost of the generator will be reimbursed up to the prevailing retail or rental rate, i dentiEed by FEMA, for a 5.5 kw❑sized generator. 1. Reimbursement of rental cost is limited to the period that the generator was rented until commercial po wer was restored to the welling. 2. Reimbursement of rental cost will not exceed established retail purchase pricing guidelines for a 5.5 kw generator. C. The Joint Field Office is responsible for providing officially verified commercial outag e/restoration information (i.e., dates that affected areas were without power, and restoration dates) to th e National Processing Service Center Coordination Team. D. The Recovery Director may waive one or more eligibility criteria during extraordinary circumstances (e .g., sustained power outage during a period of sub❑freezing temperatures), when determined to be in t he public interest. VIII. ORIGINATING OFFICE: Recovery Division (Individual Assistance Branch ). IX. SUPERSESSION: This Interim Policy supersedes Interim Policy `Individuals and Households Program - Generator Reimbursement, " dated August 30, 2005, and all previous guidance on this subject. This is a correction to Interim Policy 1002 "Generator Reimbursement", also dated June 1, 2006. RECOVERY POLICY 1002.1 (INTERIM)X. REVIEW DATE: One year from the date of publication. David Garratt Acting Director of Recovery Federal Emergency Management Ag ency PHARMACIES IN TAMARAC Emer enc Operations Pharmacy & Address Contact Phone # Generator Plan in Action Installed Albertson's Michael Smith 954-720-1204 Yes Yes Food & Drug Pharmacy 7100 N. University Dr. Manner Alpha Pharmacy Marty 954-721-1270 No No... filled 7652 N. Nob Hill Rd. Owner prescriptions in the dark for Hurr. Wilma Arthur's Original Pharmacy Betty 954-726-1911 No No & Medical Supply Pharmacy 5816 N. University Dr. Manager Canada RX Direct 7801 W. Commercial Blvd. out of business CVS Pharmacy Jeanette 954-724-1808 No No ... filled 6900 N. University Dr. Pharmacy prescription by Manager candle light CVS Pharmacy Loretta 954-733-2552 Yes Yes 3915 W. Commercial Blvd. Pharmacy Manager CVS Pharmacy Joan Guild 954-718-5095 Yes Yes Supervisor for all of Tamarac and Broward County 561-302-2144 Neighborhood Drugs Karen or 954-726-9355 Yes Yes of Tamarac Richard Weiner 8225 N. Pine Island Rd. Owners Medic Pharmacy Michael Kaplan 954-484-4200 Yes Yes & Surgical Pharmacy 5100 W. Commercial Blvd. Manager Publix (Midway Plaza) Keith 954-721-8026 Yes Yes 5881 N. University Drive Pharmacist Walgreens Nibodh 954-720-9243 Yes Yes 6401 W. Commercial Blvd. Pharmacy Manager Walgreens Rhonda 954-718-6828 No No 7105 W. McNab Rd. Pharmacy Manager Walgreens Elias 954-722-1734 Yes Yes — Open for 8199 N. University Dr. Store Manager emergency dispensing (day -time only) Walgreens Sam Patel 954-721-3832 No Working on #6352 Pharmacy finalizing a plan 8801 W. Commercial Blvd. Manager — Able to dispense medication. Walgreens Carolina 954-726-6006 Yes Yes — Able to #4484 Urrechaga dispense 8790 W. McNab Road Pharmacy medication. Manager Woodmont Pharmacy Barbara 954-724-3799 No Yes — Able to 7967 W. McNab Rd. Channer dispense Pharmacy medication. Manager CVS - #5929 Monica 954-718-5095 No Yes 10004 McNab Rd. Bermudez — Pharmacy Manager CVS - #7900 Paul 954-748-6886 Yes Yes 10000 W. Commercial Blvd. CVS - #3273 Barry 954-742-2506 No Yes 5555 N. University Drive Pharmacist CVS - #2809 Alice 954-741-3469 No No 6980 W. Commercial Blvd. Pharmacist Publix - #777 Caroline 954-748-0418 Yes Yes 9300 W. Commercial Blvd. Winn Dixie - #326 Scott Kaplan 954-720-3511 Yes Yes 7105 N. University Drive Winn Dixie #377 Trisha/Allan 954-739-2829 Yes Yes 3116 W. Commercial Blvd. Employee Support Pre Hurricane = 60 People WEEK MENU: Sunday Monday Tuesday Wednesday Thursday Friday Saturday BREAKFAST BREAKFAST BREAKFAST BREAKFAST BREAKFAST BREAKFAST BREAKFAST Cold Cereal Cold Cereal Milk Milk Muffins Muffins Coffee/OJ Coffee/OJ LUNCH LUNCH LUNCH LUNCH LUNCH LUNCH LUNCH Hot Dogs Peanut Butter Chips And Jelly Sandwiches Coke/Gatorade Cookie Coke/Gatorade DINNER DINNER DINNER DINNER DINNER DINNER DINNER Chicken Wings Beef Ravioli Chicken Bites Garlic Bread Potato Salad Rolls/Butter Coke Gatorade Cake/Gatorade SNACKS: SNACKS: Apples, Apples, Oranges Oranges Bananas Bananas Power Bars Power Bars Beef Jerky Beef Jerky DAY #1 - $2,190.11 DAY #2 - 3,777.27 GRAND TOTAL $5,967.38 Post Hurricane = 600 PEOPLE '1A :I :I I'll a:h111A Sunday Monday Tuesday Wednesday Thursday Fridav Saturdav BREAKFAST BREAKFAST BREAKFAST BREAKFAST BREAKFAST BREAKFAST Omelets Hash Browns Bagels & CC Asst French Toast Biscuits/Gravy Waffles w/ Strawberries Egg Mcmuffin Sausage BREAKFAST ScrambleEggs Pancakes Asst Danishes Sausages Danishes Sausages Hash Browns Sausage Muffins Toast/Butter Fruit Salad Bacon Bacon Donuts Toast/Jelly Fruit Cup Fruit Cocktail Coffee/OJ Coffee/OJ Coffee/OJ Coffee/OJ Coffee/OJ Coffee/OJ Coffee/OJ LUNCH LUNCH LUNCH LUNCH LUNCH LUNCH LUNCH Hamburgers Turk/Ham/PBJ Hamburgers Chicken Franks Ham & Beef BBQ w/ Hotdogs Sandwiches Hotdogs Sandwich Chili Cheese Texas Sauce Baked Beans ChipsHCookies Baked Beans Mac Salad Corn Muffins Sandwich PotatoChips Ice Ice Tea/Water Ice Coleslaw PBJ Cookies PBJ Sdwich Tea/Water Fruit Punch Tea/Water PotatoChips Sandwich Watermelon Fruit Punch Fruit Punch Ice Tea/Water Ice Ice Tea/Water Fruit Punch Tea/Water Ice Fruit Punch Fruit Punch Tea/Water Fruit Punch DINNER DINNER DINNER DINNER DINNER DINNER DINNER Spaghetti Meat Lasagne Pot Roast Chicken ala Chicken Salisbury Stk Roast Turkey Meatball Veg Lasagne Mashed King Parm Mashed Mashed Pot Marinara Rolls/Butter Potatoes White Rice Green Beans Potatoes Gravy Green Beans Green Beans Peas&Carrots Carrots Marinara Mixed Veg Corn Banana Cake Brownies Gravy Rolls/Butter Garlic Bread Gravy Rolls/Butter Chocolate Butter Crumb Angel Cake German Rolls Butter PumpkinPie Cake Cake w/ Choc Orange Cake Strawberries Cake SNACKS: SNACKS: SNACKS: SNACKS: SNACKS: SNACKS: SNACKS: Apples, Apples, Apples, Apples, Apples, Apples, Apples, Oranges Oranges Oranges Oranges Oranges Oranges Oranges Bananas Bananas Bananas Bananas Bananas Bananas Bananas Granola Bars Power Bars M & M Candy Cereal Bars Granola Bars M & M Candy Granola Bars Crackers Beef Jerky Peanuts Ice Cream Cereal Bars Trail Mix, Peanut Butter Pnuts Crackers Beef Jerk DAY 1 - $3,984.38 DAY 2 - $3,777.27 DAY 3 - $4,959.09 DAY 4 - $3,864.51 DAY 5 - $3,337.88 DAY 6 - $3,777.49 DAY 7 - $4,351.69 SUPPLIES $3,735.42 TOTAL $31,787.73 PRE HURRICANE $5.967.38 POST HURRICANE $31,787.73 GRAND TOTAL $37,755.11 $40,000.00