Primary Agencies:
Central Services Support Agencies:
Anne Arundel County Public Schools (AACPS) Detention Facilities
Information Technology, Office of (OIT) Personnel, Office of
Public Works, Department of (DPW) Volunteer Center for Anne Arundel County
I. Introduction A. Purpose:
1. To obtain and coordinate supplemental resources and perform logistical operations necessary to support an emergency response or recovery effort or other disaster assistance initiative. This includes effective management of personnel, donated and acquired resources essential to emergency operations, and to conserve the resources available in Anne Arundel County during an emergency.
B. Scope:
1. Logistics support includes providing or obtaining goods or services and executing logistical or administrative activities for emergency response operations, as well as coordinating the use of the resources to facilitate an effective, efficient, and appropriate result.
2. Potential operations include, but are not limited to, procuring equipment or supplies from private contractors as well as hiring personnel from the private sector, leasing temporary office space or mobile office units, contracting for printing or photographic reproduction services, and initiating contracting agreements when vendors as needed to address the emergency.
3. The ESF 7- Logistics Management and Resource Support team or its individual members may participate in debris management activities when appropriate and as necessary. For more detail on Debris Management please see ESF 14- Debris Management.
C. Situation and Assumptions 1. Situation:
a. Anne Arundel County is subject to a variety of hazards. Some potential disaster situations that threaten the County may require extensive logistical management and coordination. Potential situations could occur during a disaster situation that would isolate the county or specific areas of the County and restrict the ability of the County to deliver available logistics support.
b. The mission of Central Services is to provide efficient and cost-effective services to County operating departments. This support consists of centralized purchasing, risk management - insurance and safety, facilities (County buildings) maintenance and management, fleet maintenance and management, and real estate management.
1) Facilities Management Division (FMD) – FMD is responsible for the maintenance of 223 County buildings totaling 2.8 million square feet, 11 miles of highway, and the 5 gateways into the County. They are responsible for the cleanliness of 16 buildings.
FMD is instrumental in office renovations; moving office
furniture and providing front desk evening support at 5 locations.
2) Purchasing Division– The Purchasing Division oversees all of Anne Arundel County’s purchasing activities, including the procurement card and assets control programs. The Purchasing Agent and his staff approve non-personnel expenditures to assure that agencies meet the Anne Arundel County Code and Charter requirements for competitive bids and quality assurance.
3) Real Estate Division- The Real Estate Division is responsible for the preparation and management of all County leases,
identification and disposal of all potential surplus property, and space planning for County Departments.
4) Fleet Administration Division – The Fleet Maintenance Division is responsible for the procurement, maintenance and replacement of 300 fire vehicles, 700 police vehicles, and over 3,000 other vehicles and equipment used by County Government employees.
This Division has 73 employees who work in three garages. The Fleet Maintenance Division also maintains the County fuel system, which has (16) fully automated fuel sites which dispense over 2.5 million gallons of fuel each year.
5) Risk Management – The primary mission of Risk Management is to protect the assets of the County. This is accomplished through a program of safety advocacy, commercial insurance and Self-Insurance with centralized claims management and administration.
6) Additional service: Telephone Information Center where citizens can have questions answered or be transferred to the appropriate department.
2. Assumptions:
a. The extent of damage to the public infrastructure of the affected area, in addition to the condition of the transportation network in the area, will influence the strategy or ability to provide support.
b. Supplies and equipment will be provided from existing County, Mutual Aid, and State inventories whenever possible.
c. Supplies and items of equipment obtained from commercial providers will not be for stockpiling. However, the scope of procurement operations will be consistent with the severity of the event.
d. Procurement will be conducted in accordance with County, State, and Federal laws and regulations, including provisions for emergency procurement and no-bid contracting.
e. A donations plan exists for Maryland, which can complement the effort to obtain resources under some circumstances. For more detail of
donations management operations, please refer to ESF 15 –Donation and Non-Governmental Organization (NGO) Management.
h. Resource Tracking is essential to success in extended emergency operations. All County resources, pursuant to the NIMS, are to be classified by kinds and types. Records are to be maintained for expenditures of goods, services and personnel.
1) Critical information about equipment includes whether it is ordered, in route, ready and standing by, dispatched for operations, in transit, functioning, needs servicing (fuel, lubricants, tires) needs repairs or are ready again for dispatch.
2) Information needed to track resources is coordinated through equipment owners, service personnel, repairers, and incident commanders, via the EOC Logistics Section or a Resource Manager, when established.
3) Owners may include, but are not limited to, contractors, regional aid partners, and may include State aid partners (e.g.: MEMAC).
II. Concept of Operations A. General:
1. ESF 7– Logistics Management and Resource Support will be implemented upon notification of a potential or actual emergency scenario. Implementing this ESF will be the mechanism for providing Logistics support to other ESFs.
2. As the lead agency of this ESF, Central Services is responsible for providing the coordination of the overall operation of logistical management necessary in an emergency response scenario.
3. The Central Services Officer or his/her designee serves as the Logistics Section Chief in the EOC or at the onsite Incident Command, as directed by the
Director of Emergency Management.
4. Local jurisdictions must exhaust their own resources, neighboring and regional resources and then request help from the state. The state will call on FEMA when the state’s resources are overwhelmed requesting a presidential disaster declaration after the governor declares a state of emergency.
5. An assessment of the County transportation network will be obtained and the information analyzed to determine the feasibility of accessing existing supply storage locations.
6. Logistics needs and requests will be obtained internally from County agencies, other ESF teams, and Incident Commanders. Logistics needs and requests will be obtained externally from mutual aid requests.
7. Requests will be prioritized, and Logistics will be allocated and deployed in mission assignments, at the direction of the Director of Emergency
Management.
8. Contracts with commercial vendors will be initiated to obtain supplies and equipment unavailable in existing inventories or through existing contracts.
9. Missions will be tracked, and resources will be reassigned as they become available for subsequent use.
10. The ESF 7- Logistics Management and Resource Support team will coordinate with the ESF 16- Animal Protection team to maintain a current inventory of animal control resources including facilities, equipment, supplies and personnel.
11. All ESF 7- Logistics Management and Resource Support team members will monitor activities and deployments to ensure the core duties of their respective organizations can continue to be performed.
12. The Incident Commander (IC) is responsible for managing emergency resources at the incident site and shall be assisted by a staff.
13. If the EOC is activated, the IC shall continue to manage emergency resources committed at the incident site. The EOC shall monitor the state of all
resources, manage uncommitted resources, and coordinate with the IC to determine requirements for additional resources at the incident site.
14. If additional resources are required, the IC should coordinate with the EOC to:
a. Activate and direct deployment of additional local resources to the incident site.
b. Request mutual aid assistance.
c. Purchase, rent, or lease supplies and equipment.
d. Obtain donated resources from businesses, individuals, or volunteer groups.
e. Contract for necessary services to support emergency operations.
15. Services provided by the Logistics Section include, but are not limited to:
a. Equipment to support the response and restoration phases to included communication equipment provided by OIT.
b. Services that include, but are not limited to: photography, engineering, weather forecasters, geographical information services (GIS), copying, etc.
c. All facilities that include, but are not limited to:
1) An alternate location for an agency’s essential functions.
2) An Incident Command Post.
3) Sheltering.
4) To augment operations in some other way.
d. Requests for specialized services from contractors, that include but are not limited to:
1) Cranes and their rigors.
2) Haz-Mat clean-up contractors.
3) Independent communications companies (Verizon, Motorola, etc.)
e. All staffing needs in order to augment the response and recovery phase, when personnel are in demand, through avenues such as:
1) Volunteers.
2) Change of work schedules.
3) Reassignment of personnel not in use.
4) Mutual aid.
5) Prisoners, if necessary (e.g.: debris management).
16. Coordination with the State will be through MJOC via WebEOC, phone, fax, etc. Representatives may meet in either a Joint Field Office (JFO), if
established, or a Unified Command post upon establishment.
17. When heavy equipment, construction materials and skilled workforce professionals beyond those available through primary and support agencies listed therein are needed, Baltimore Regional Emergency Assistance Compact (BREAC), MEMAC and Emergency Management Assistance Compact (EMAC) will be utilized to obtain resources. Requirements Contracts are in place for engineering, construction, and inspection services.
B. Organization
1. The Central Services Officer or his/her designee in the EOC has the authority to commit all personnel and resources of Central Services and to request the same from support agencies.
2. Order of Succession: In the Central Services Officer’s absence or disability, succession of command has been established in the following order:
a. Safety and Insurance Manager.
III. Organization and Responsibilities A. Primary Agency- Central Services
1. General Responsibilities:
a. Act as ESF 7- Logistics Management and Resource Support team leader well as the team’s representative in policy discussions and negotiations with other ESF teams in the EOP.
b. Develop team procedures and policies in cooperation with team members.
c. Act as the coordinating agent for all related resources, develop operations assignments and direct deployment in cooperation with the Incident Commander and/or the EOC Operations Section.
d. Provide representation to the Anne Arundel County EOC.
e. Establish a liaison with ESF 5- Emergency Management team to facilitate the sharing of information and data.
f. Collect, compile, and report information and data.
2. Operational Responsibilities:
a. Central Services Officer or his/her designee:
1) Will lead the ESF 7- Logistics Management and Resource Support team recovery and restoration efforts.
2) Will assign personnel from all Central Services bureaus to participate in these efforts as needed.
3) Coordinate with the Director of Emergency Management and ESF 7- Logistics Management Support Agencies regarding needs and priorities for meeting them.
4) During an emergency, monitors potential logistics shortages in the County and advises the Director of Emergency Management on the need for action.
5) Identifies facilities/sites that may be used to store needed resources and donations.
6) Facilitate the reception, sorting, storage and delivery of donated goods. Additionally, facilitate the disposal or re-distribution of donated goods determined unnecessary to the disaster response.
7) Determines the need for and directs activation of facilities necessary for the coordinate of reception, storage, and physical distribution of resources.
8) Directs and supervises the activities of all Groups within the EOC Logistics Section.
9) The Central Services Officer will prepare a draft After Action Report (AAR) within 30 after the emergency situation for which ESF 3- Public Works and Engineering was activated. The Central Services Officer will prepare a final AAR and Improvement Plan (IP) within 60 days of the end of the emergency situation.
i. The Director of Central Services will task the Central Services Division chiefs with documenting each significant incident they addressed for the After Action Report and potential financial reimbursement.
ii. The objectives of the report will be to capture the County’s response through documentation to identify any changes or deficiencies in current plans and procedures, and to apply lessons learned to
departmental SOP’s, as well as the County’s EOP.
b. Purchasing Division
1) Responsible for assisting County agencies and/or ESF teams, and/or the Office of Emergency Management in their
procurement activities.
c. Real Estate Division
1) Responsible for assisting County Agencies and/or ESF teams in obtaining facilities for their operations if necessary.
d. Fleet Administration
1) Responsible for proactively preparing vehicles and maintaining them during the emergency and recovery process.
B. Director of Emergency Management:
1. Approve, control, and direct critical resources that are procured through the EOC such as generators, construction vehicles or contracting vehicles, etc.
2. Coordinate the incident management objectives and strategies set forth by the County Executive’s office to Central Services and the support agencies in this ESF.
3. Approve of Logistical priorities, decisions and assignments of resources throughout response and restoration priorities.
C. Support Agencies: Provide assistance to the ESF 7- Logistics Management and Resource Support team and make resources of their respective agencies/departments available for Central Services. Also, track the use of their resources and share that information with Central Services.
1. Office of Information Technology (OIT)
a. Coordinating agency for all voice, video and data communications resources, develop operations assignments, and direct deployment in cooperation with team members. This includes:
1) Coordinating the restoration and/or re-routing of existing County government voice, video and data communications and the provisioning of new telecommunication and Enterprise Systems.
2) Coordinating with voice, video and data communications providers and prioritize requirements when providers are unable to satisfy all our requirements.
3) Establish and provide communications and data processing at an Incident Command Post, as necessary.
b. Assess status of Anne Arundel County voice, video and data
communications technology and infrastructure, as well as keep abreast of County technological developments.
c. Maintain voice, video and data communications technology infrastructure to allow for communications via land lines and
transmission of data between County agencies (across networks and the internet).
2. Anne Arundel County Public Schools (AACPS)
a. AACPS will provide the facilities for all school-based shelters.
b. Provide bus contractors’ contact information so OEM can arrange to transport evacuees to shelters.
c. If school is in session, provide transportation for AACPS students requiring evacuation services.
d. Maintain the schools involved with disaster response functions in the best condition possible.
e. If food preparation is required, provide the staff to supervise and/or operate the kitchens.
3. Department of Public Works (DPW) – Highways, Utilities and Waste Management
a. Provide guidance in available county resources, restoration of public
c. Provide for water distribution according to the DPW Bureau of Utility Operations, Emergency Operations Procedure 14. This procedure provides for drinking water from 2 elevated storage tanks in Millersville and Linthicum if potable water is not available to customers in the County.
4. Volunteer Center for Anne Arundel County
a. Upon OEM request, act as a reception for spontaneous volunteers and oversee their registration and referral to registered governmental agencies and non-profits requesting volunteers.
b. Register all volunteers and request identification.
c. Track volunteer referrals during a response effort.
d. During registration and referral, identify and provide for the volunteers’
safety and staffing needs. Once deployed, the receiving party is responsible for the safety of the volunteers.
e. The name, contact information, and referrals of volunteers will be shared with OEM.
f. Referrals will be contingent upon the volunteer and agency’s mutual agreement.
5. Detention Facility
a. Provide eligible prisoners to assist with some of the manual labor such as sand bagging and debris removal associated with a major disaster
response.
b. Based on the present population, the Anne Arundel County detention center has roughly 80 inmates who would qualify for such an
assignment, but this is subject to change
.
c. The detention facility cannot close down in the event of an emergency affecting water, power, sewage, etc.
6. Office of Personnel
a. Provide guidance on personnel-related issues, including utilization of represented employees in non-standard emergency roles.
b. Assist in the hiring of temporary employees as needed.
c. Provide administration of employee benefits, including health and life/beneficiary information.
d. Provide guidance on tracking of time and attendance during emergency operations.
e. Ensure payment of employees, to include generation of exception payroll, if necessary.
IV. Plan Development and Maintenance
A. The Central Services Officer will be responsible for maintaining the contents of this Emergency Support Function by ensuring that its contents are current and accurate and the updating of all changes through the Director of Emergency Management.
B. Ensure Primary and Support agency representatives to the EOC will be familiar with their responsibilities and act accordingly if the EOC is activated.
C. Post Incident Review: Review this plan in accordance with findings of any Post-Incident Review report or After-Action Report and make necessary changes.
D. This ESF will be reviewed by the Primary and Support agencies listed above on a yearly basis and will be submitted to the Emergency Management Director of the Anne Arundel County OEM using the Change Submission Form provided in the Basic Plan.
Support Annex #1: Anne Arundel County Commodity Points of Distribution Plan and Checklist Introduction
Purpose
The purpose of this document is to provide guidance when executing the Commodity Points of Distribution (CPOD) Plan to dispense emergency supplies and commodities to the public.
Scope
CPODs will be activated in emergencies or disasters in Anne Arundel County to distribute supplies such as food and water to county residents. The decision to implement this plan will be based on size of the population affected by the incident, the number and duration of power outages, and/or damage assessment data collected in the immediate aftermath of the incident.
Situation and Assumptions
• In small emergencies, Anne Arundel County will be able to provide food and water to its citizens through its own resources and with the assistance of non-governmental organizations and
donations from private sector partners.
• During severe storms such as tropical storms, hurricanes and ice storms, a majority of customers in the county may be without power for several days.
• Baltimore, Gas & Electric will request outside contractors to assist with restoration operations and will continue to improve its technology which will reduce the duration of power outages.
• Power to the majority of customers will be restored within one week.
• CPOD sites have been planned as either Type I or Type II sites but can be scaled down to meet the demand in smaller scale incidents.
• The emergency will be of sufficient scale to require the closing of county parks to the public so that Recreation and Parks staff will be available to assist in CPOD operations.
• Commodity Planning Assumptions
Water: 1 gallon per person per day (3.79 liters per gal) 4,750 gallons per truck
20 Pallets per truck, 237 gal per pallet, 1,900 lbs per pallet 1 Truck serves 4,750 people
MRE’s:
2 MRE’s per person per day 21,744 MRE’s per truck load
12 MRE’s per case, 1,812 cases per truck 1 truck serves 10,872 people
Tarps:
1 tarp per family
4,400 tarps per truck load
Tarp size is generally 20’ x 25’ and comes with rope
Concept of Operations*
• Trailers containing the supplies needed to set up the CPOD site (minus commodities) will be located at each site. (Exception is the South River trailer which will be located at Southern Police Station.
• Small scale CPODs may be utilized to distribute water to residents during emergencies such as
• Small scale CPODs may be utilized to distribute water to residents during emergencies such as