Emergency Operations Plan

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Office of Emergency Management

Volume II: Emergency Support Functions

Tampa

City of

Emergency

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CITY OF TAMPA

COMPREHENSIVE EMERGENCY OPERATIONS PLAN

Table of Contents CEOP 2007

VOLUME II: EMERGENCY SUPPORT FUNCTIONS TABLE OF CONTENTS

General ESF Responsibilities ...GESF-1 Emergency Support Functions...ESF Matrix

Emergency Support Functions:

Transportation ...ESF-1 Communications ...ESF-2

Public Works & Engineering ...ESF-3 Firefighting ...ESF-4 Information and Planning ...ESF-5 Mass Care and Shelter ...ESF-6 Resource Support ...ESF-7 Health & Medical Services ...ESF-8 Search & Rescue ...ESF-9 Hazardous Materials ...ESF-10 Food & Water ...ESF-11 Energy ...ESF-12 Military Support...ESF-13 Public Information ...ESF-14 Volunteers & Donations ...ESF-15 Law Enforcement...ESF-16 Animal Protection & Agriculture...ESF-17 Business & Industry...ESF-18 Damage Assessment ...ESF-19

Appendix

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Annexes CEOP 2007 GESF-1

GENERAL RESPONSIBILITIES OF EMERGENCY SUPPORT FUNCTIONS I. INTRODUCTION

A. Purpose

The emergency support functions (ESFs) provide the structure for coordinating governmental interagency support in preparation for, during and after a disaster. This structure provides mechanisms for providing governmental support to agencies affiliated with the City of Tampa or from the City to the County both for declared disasters and emergencies under the Stafford Act and for non-Stafford Act events. Each ESF group (lead and support agencies) is responsible for identifying and coordinating resources necessary to accomplish emergency management missions during the response, recovery and mitigation phases of a disaster event. Some departments and agencies provide resources for response, support, and program implementation during the early stage of an event, while others are more prominent in the recovery phase.

B. Scope

The resources may be utilized under any level of disaster activation: incident, minor, major or catastrophic (EOC activation levels 1, 2 or 3).

C. Standard Operating Guidance

Each ESF shall develop standard operating guidance that ensures capability to carry out their respective missions.

D. Resource Identification

1. Necessary resources are defined as those that would be required for optimal response to an emergency or disaster.

2. Available resources are defined as those that are currently in the possession of or under the purview of the City of Tampa. They include personnel, technology, equipment and supplies.

3. Obtainable resources include personnel, technology, equipment, facilities, materials, and supplies that are obtainable from contractors, vendors, suppliers, and related agencies. The business, agency or department resources that are not under the purview of the City structure shall be coordinated through Memoranda of Understanding (MOU). The MOU will specify the resources that will be provided and reimbursement mechanisms.

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Annexes CEOP 2007 GESF-2 4. Resource shortfalls shall be defined as the difference between available and obtainable resources vs. the necessary resources to accomplish the ESF missions. Resource shortfalls shall be projected as part of each ESF`s standard operating procedures, by disaster level (minor, major or catastrophic), to ensure that specific requests to the Hillsborough County Emergency Operations Center can be quickly made.

E. Policies

Each ESF will utilize resources available and obtainable to accomplish missions/tasks within its defined purpose. Resource shortfalls will be coordinated through the City of Tampa EOC, so that a formal request can be made for additional resources through the most appropriate means.

II. CONCEPT OF OPERATIONS

General

1. Duty rosters shall be maintained by lead and support agencies. The lead agency shall ensure that notification points of contact lists are maintained and available at the EOC. All ESF agency representatives shall notify their agency command post, and/or district of emergency operations activation.

2. Each ESF lead agency shall notify the support agencies` points of contact of actual or pending emergencies or disaster events. In the case of a pending event, personnel shall be placed on standby notification, and provided duty station information.

3. Each ESF team (lead and support agencies) shall be prepared to review and assess emergency situations, by planning to provide the following information:

a. Periodic situation reports;

b. Potential problems and corrective measures; c. Response and short-term recovery plans of action;

d. Resource requests based on short-term and long-term needs; e. Financial management; and

f. Mutual aid options.

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Annexes CEOP 2007 GESF-3 5. Each ESF will track the status of resources: available/obtainable and

committed.

6. Each ESF agency will maintain personnel and expense records.

III. ORGANIZATION

A. The Office of Emergency Management (OEM) has adopted the Incident

Command System as its management structure. Each ESF will be managed under one (or more) of the five management categories: Operations, Planning &

Information Management, Logistics, Liaison and/or Finance/Administration (see the Emergency Organization Structure organizational chart). Each ESF acts as a functional group within the ICS structure.

B. Lead Agency/Coordinator: The lead agency shall designate the ESF Coordinator. The ESF coordinator has ongoing responsibilities throughout the prevention, preparedness, response, recovery, and mitigation phases of incident management. The role of the ESF coordinator is filled through a “unified command” approach if agreed upon by the primary agencies.

Responsibilities of the ESF coordinator include:

- Coordinating ESF activities as appropriate relating to catastrophic incident planning and critical infrastructure preparedness.

- Pre-incident planning and coordination;

- Maintaining ongoing contact with ESF primary and support agencies; - Conducting periodic ESF meetings and conference calls;

- Coordinating efforts with corresponding private sector organizations; and - In concert with OEM, annual review and revision of ESF procedures,

protocols and/or policies;

- Maintenance and annual update of available and obtainable resources database; and

- Maintenance and annual update of duty roster.

1. ESF agency representatives (lead and support agencies) shall have the authority of their respective agencies to commit available and obtainable resources without a requirement of additional managerial approval.

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Annexes CEOP 2007 GESF-4 2. In the event that a mission assignment/tasking requires resources beyond the scope of a given ESF, coordination with the other ESFs shall be made through the Operations Desk Manager.

3. Support Agencies: When an ESF is activated in response to an incident support agencies are responsible for:

a. Conducting operations, when requested by the EOC or the ESF primary agency, using their own authorities, subject-matter experts, capabilities, or resources;

b. Participating in planning for short-term and long-term incident management operations and the development of supporting operational plans, standard operating procedures, checklists, or other job aids, in concert with existing first responder standards;

c. Assisting in conducting situational assessments;

d. Furnishing available personnel, equipment, or other resource support as requested by the ESF primary agency;

e. Providing input to periodic readiness assessments;

f. Participating in training and exercises aimed at continuous improvement of prevention, response, and recovery capabilities;

g. Identifying new equipment or capabilities required to prevent or respond to new or emerging threats and hazards, or to improve the ability to address existing threats; and

h. Nominating new technologies to the EOC Director or Supervisor for review and evaluation that have the potential to improve performance within or across functional areas.

IV. ACTIONS

A. Preparedness

Basic preparedness actions include the following for all ESFs.

1. Contact shall be made to all lead and support agency points of contact; 2. Twenty-four hour staffing shall be scheduled;

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Annexes CEOP 2007 GESF-5 3. Personnel shall report to the City of Tampa EOC upon confirmation of EOC

activation;

4. The ESF lead agency coordinator shall contact and liaison with their appropriate counterpart at the Hillsborough County EOC;

5. Preliminary vulnerability assessments shall be made and reported to the EOC Supervisor, with estimated repair time frames; and

6. Confirm operational status of all relevant systems outside the EOC.

B. Response

Each ESF agency shall be prepared to:

1. Receive, distribute, evaluate and act upon resource requests;

2. As appropriate, make preliminary arrangements for participation in formal damage assessments;

3. Provide information (verbal and/or written) for situation reports, incident action plans, and EOC briefings;

4. Monitor team rosters to ensure 24 hour staff coverage; 5. Maintain a duty log; and

6. Assess recovery phase requirements and initiate phase-over when and as required.

7. Obtain the unique Revenue and Finance identification code from the Chief Accountant and provide to all personnel for use on all event-related documentation.

8. Identify and code all resources used (purchase receipts, inventory issues, labor, equipment and contract services employed) with the disaster project number or name on a daily basis. This documentation will be summarized and forwarded to the Chief Accountant or designee for reimbursement purposes.

C. Recovery

1. The above actions shall be continued as appropriate during EOC activation, which may extend well beyond the initial 72-hour response phase. ESF representatives shall remain aware of the need for relief teams, and make

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Annexes CEOP 2007 GESF-6 request for it based on the magnitude of the event and projected EOC

activation time frames.

2. Summarize and forward summaries of expenditure documentation to the Chief

Accountant or designee per your department's Disaster Reimbursement Procedures Manual.

D. Mitigation

Each ESF team shall consider mitigation strategies.

V. DIRECTION AND CONTROL

The Tampa EOC Standard Operating Guidelines contains all policies and procedures that shall govern the processing of resource requests, mutual aid and memoranda of understanding.

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Emegency Support Functions

Function City Lead Support Description

Executive Policy

Group Mayor Chief of Staff

Oversee and participate in emergency policy decision-making and issue appropriate emergency

proclamations, resolutions and executive orders, as provided by the City of Tampa Code of Ordinances, and as related to in-progress emergency operations.

Policy Adoption Mayor City Council

Accurately assess community needs; draft, adopt and implement new emergency policies and/or ordinances for City.

City Attorney Command and

Control Mayor Emergency Manager

Provide command and control for disaster management.

Emergency

Management Emergency Manager Emergency Coordinator

Coordinate the activity of those agencies making a direct response in the containment and/or mitigation of an emergency, disaster or special event; activation and management of City EOC.

EOC Management &

Operations Emergency Coordinator Emergency Planner

Coordinate operational, logistical and administrative support needs of EOC Organization personnel.

EOC Support

Communications/Warning

Officer Technology & Innovation

Initiate notification for activation and operation of City EOC.

Citizen Information

Office of Emergency

Management Office of Public Affairs

Provide information to public concerning disaster and city services.

Emergency Call

Center Tampa Police Department Tampa Fire Rescue

Receive and transfer calls for non-medical emergency requests for assistance.

Disaster Recovery/ Redevelopment Task Force Director, Growth Management Director, Economic Development

Establish critical infrastructure mitigation, preparedness and recovery priorities. Initiate transition of EOC from response to recovery operations. Address necessary procurement and/or contractual post-disaster issues.

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Director, Code Enforcement

Office of Emergency Management

Re-Entry

Coordination Tampa Police Department

Office of Emergency

Management Coordinate safe re-entry into city post-evacuation.

Financial Accounting

and Reimbursement Revenue and Finance Purchasing Department

Develop, implement and maintain a post-disaster procurement and reimbursement plan that addresses the emergency procurement processes and federal reimbursement procedures; ensure city departments are trained to plan.

Employee Disaster

Assignments Human Resources

Ensure that each employee in the City has a current and accurate disaster assignment. Maintain and update a database for the assignments, NIMS classifications and skill sets.

Metropolitan Medical

Response System Emergency Coordinator

Tampa Fire Rescue, Rescue Division

Execute continuous process of preventing, planning for, responding to, recovering from and mitigating life threatening hazards in an effort to avoid or lessen the impact of disasters resulting from the hazards.

ESF #1.

Transportation Department of Public Works

Multiple Agencies, See

CEMP Annex Provide or obtain transportation and traffic support. Tampa Police Department

ESF #2.

Communications Tampa Fire Rescue

Multiple Agencies, See CEMP Annex

Provide telecommunications, radio and satellite support to EOC and field responders.

Tampa Police Department

ESF #3. Public

Works and Engineering

Department of Public Works & Utility Services

Provide support in restoration of critical public services, roads and utilities.

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ESF #4. Firefighting Tampa Fire Rescue

Support detection and suppressin of wildland, urban and rural fires.

ESF #5. Information

& Planning

Collect, analyze and disseminate critical disaster information to City Emergency Response Team leaders

ESF #6. Mass Care

Department of Parks & Recreation

Manage temporary sheltering, mass feeding and distribution of essential supplies for employees.

ESF #7. Resource

Support Purchasing Department

Provide logistical and resource support to other organizations through purchasing, contracting, renting and leasing supplies.

ESF #8. Health &

Medical Services Tampa Fire Rescue

Provide health, medical care and social service needs in support of County.

ESF #9. Search &

Rescue Tampa Fire Rescue

Locate lost persons and victims trapped in collapsed structures and provide immediate medical care.

ESF #10. Hazardous

Materials Tampa Fire Rescue

Respond to actual or potential hazardous materials discharges and other situations threatening the environment.

ESF #11. Food &

Water Tampa Fire Rescue

Multiple Agencies, See

CEMP Annex Secure bulk food, water and ice to mass care sites.

ESF #12. Energy

Department of Public Works, Transportation

Support response and recovery from shortages and disruptions in supply and delivery of energy resources.

ESF #13. Liaison N/A N/A

Provide liaison support for external agency coordination.

ESF #14. Public

Information Office of Public Affairs Tampa Police Department Disseminate disaster related information to the public. Tampa Fire Rescue

ESF #15. Volunteer

& Donations Mgmt.

Neighborhood Services Administrator

Coordinate utilization and distribution of donated goods and services.

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Function City Lead Support Description ESF #16. Law

Enforcement Tampa Police Department

Coordinate the mobilization of law enforcement and security resources.

ESF #17. Animal

Protection

Hillsborough County Animal Services

Provide rescue, protective care, feeding and

identification of animals separated from their owners.

ESF #18. Business &

Industry

Economic & Urban Development

Coordinate the response of State and County agencies in assisting local economic development, workforce and business support organizations.

ESF #19. Damage

Assessments Code Enforcement

Provide for damage assessment following an emergency or disaster in the City.

ESF #20. Continuity

of Operations (Unassigned)

Office of Emergency

Management Technology & Innovation

Develop and implement plans and procedures for survival of city government during times of disruption in normal operation to ensure that city continues to perform its duties and responsibilities towards its mission.

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Annexes ESF #1a CEOP 2007

ESF #1: TRANSPORTATION AGENCIES

Lead

Department of Public Works (Traffic) Tampa Police Department

Support

All Public Works & Utility Services Departments Neighborhood Services, Parks & Recreation Neighborhood Services, Clean City

Tampa Fire Rescue

PURPOSE

To ensure effective coordination and utilization of all available City of Tampa transportation resources during an emergency or disaster. ESF #1 also serves as a coordination point between response operations and restoration of the transportation infrastructure.

CONCEPT OF OPERATIONS

1. Transportation of individuals with special needs will be provided to and prioritized for those persons who have pre-registered with Hillsborough County Department of Health through Hillsborough County EOC (HCEOC). Disaster related obstructions and/or damages to the transportation infrastructure would be assessed by ESF #1 and tasked to ESF #3 as emergency work and emergency repair.

2. Support for the movement of persons will be coordinated through the City EOC.

3. When the EOC is activated, the representative of the Chief of Police and the representative of the Director, Public Works will provide transportation coordination for the incident commander.

4. Public works, law enforcement, fire rescue, parks and recreation, clean city and others will be enlisted to clear abandoned or disabled vehicles from transportation routes by whatever measures necessary to expedite movement of persons away from the hazard zone and to facilitate emergency response vehicle movement.

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5. Whenever transportation resources are requested, every attempt will be made to obtain the assigned driver or drivers who are familiar with that type of vehicle or asset.

6. The City will provide transportation, within its capability, in an emergency/disaster. If transportation requirements exceed the capabilities of the city, then county public and private resources will be utilized as secondary transportation resources.

7. If City transportation capabilities are exceeded, the EOC transportation coordinator will request transportation support through the HCEOC.

8. If not required for priority transportation missions, city-owned buses, vans, or other large vehicles may be used for incident command posts (ICP) or emergency shelters in inclement weather.

9. DPW personnel will report, through their normal supervisory chain, the conditions of roadways and bridges within their operating area. The information will then be sent to closest ERC and/or the EOC.

10. Air assets from TPD may be available for surveillance and damage assessment flights. Neither of these organizations is equipped to evacuate large groups of people or move cargo.

ORGANIZATION

1. In the Incident Command System, ESF #1 reports through the Operations Section within the City of Tampa EOC.

2. The Director, Public Works or designee will coordinate transportation requests until the EOC is activated.

3. Once the EOC is activated, as noted in the paragraph above, the representatives of Tampa Police Department (TPD) and Department of Public Works (DPW) will share transportation coordination.

RESPONSIBILITIES

1. Primary emergency transportation coordination responsibility lies with the DPW until the EOC is activated. After EOC activation, responsibilities will be divided between TPD serving as the EOC transportation coordinator for the movement of people and DPW for the opening of roads, movement of equipment, and bulk supplies. These two organizations will coordinate activities in the EOC.

2. The Hillsborough County Disaster Transportation Resources Group has responsibility for transportation planning and operations for the county. This group is comprised of Hillsborough County EM, Share-A-Van, Hillsborough

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Annexes ESF #1c CEOP 2007

Area Regional Transit Authority (HART), and Hillsborough County School Board Transportation.

3. For hurricanes, HART buses run special evacuation routes for people who need transportation to shelters. These routes assist people who have no other options for getting to safety and will operate during daylight hours only. The HART buses are ADA accessible and can accommodate a maximum of two wheelchairs at any time.

4. ESF #1 has coordinating responsibility for transportation planning and operation and will accomplish the following:

a. This ESF establishes priorities for the allocation of scarce transportation resources and the processing of transportation resource requests in support of other emergency support functions.

b. Coordinate with the Hillsborough County Disaster Transportation Resources Group to provide the necessary transportation.

c. Maintain inventory list of emergency transportation equipment.

d. Coordinate driver notifications, traffic regulation, pick-up point identification, pre-positioning of equipment and interface with ESF #16, Law Enforcement. e. Transportation coordination and facilitation requirements, which include:

Evacuation assistance of people in threatened areas; Coordination, regulation and control of vehicular traffic;

Coordination of infrastructure clearance and/or repair (interface with ESF #3); and

Distribution of transportation maps.

f. Ensure hurricane evacuation signage has been installed and/or in good repair at critical route intersections for a smooth traffic flow.

ACTIONS Preparedness

1. Survey departments and ascertain type and location of all available transportation vehicles capable of transporting large groups. Ensure regular updates and maintenance of records.

2. Ascertain the special transportation requirements for individuals with special needs and coordinate the mobilization of necessary transportation through Hillsborough County.

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Annexes ESF #1d CEOP 2007

3. Coordinate emergency transportation requirements (vehicles, drivers, verification of people with special needs).

4. Preposition equipment and resources based on projected requirements.

5. Perform a transportation vulnerability assessment based upon the predicted event’s intensity and impact zone.

6. Top off all dispensing fuel tanks.

7. Implement an emergency transportation plan (drivers, vehicles, staging). 8. Activate emergency transportation resources.

9. Coordinate with Tampa International Airport Authorities to determine measures to be taken by airport operations.

Response

1. Ensure all transportation requests will be forwarded from the incident staff to the City EOC.

2. For evacuation, the Incident Commander (IC) will determine if area evacuation is necessary and if on-hand assets are adequate. If more transportation is required the IC will notify the EOC who will then coordinate for the resources.

3. Upon request of the IC or the EOC, City vehicles (if available), or County vehicles (by request), may be used to provide transportation for the following in priority:

Movement of special populations Evacuation of the public

Movement of emergency workers to and from staging areas Movement of emergency supplies

4. When an emergency is formally declared, DPW may contract with private companies for the transport of supplies and equipment.

5. Restore critical transportation lifelines.

6. Assess and coordinate transportation requirements for local damage assessment teams.

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Annexes ESF #1e CEOP 2007

7. If recovery is probable, assess requirements and implement actions as necessary. 8. Identify and code all resources used (purchase receipts, inventory issues, labor,

equipment and contract services employed) with the disaster project number or name on a daily basis. This documentation will be summarized and forwarded to the Chief Accountant or designee for reimbursement purposes.

Recovery

1. Short Term: Evaluate the community’s transportation needs based on continued sheltering, re-entry into evacuated areas, and return of special needs population to the community.

2. Assess and coordinate transportation in support of community access to Disaster Recovery Information Centers.

3. Coordinate with ESF #11 for the transportation of food and water to staging areas and distribution sites.

4. Identify and code all resources used (purchase receipts, inventory issues, labor, equipment and contract services employed) with the disaster project number or name on a daily basis.

5. Summarize and forward summaries of expenditure documentation to the Chief Accountant or designee per the department's Disaster Reimbursement Procedures Manual.

Mitigation

1. Assess mitigation needs and plan for the orderly transfer of operations to the designee who will be coordinating Infrastructure projects.

2. Regularly inspect public roadways/right-of-ways for deterioration and make necessary repairs to keep city streets, roadways and right-of-ways in good condition.

3. Ensure, to the extent possible, that potential slide areas and areas of slippage do not interfere with safe passage.

4. Keep equipment in operating condition.

All agencies:

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Annexes ESF #1f CEOP 2007

INTERFACE

ESF #3, Public Works and Engineering ESF# 7, Resource Support

ESF #11, Food and Water ESF #16, Law Enforcement

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Annexes ESF-2a CEOP 2007

ESF #2: COMMUNICATION AGENCIES

Lead

Tampa Fire Rescue

Tampa Police Department

Support

TFR & TPD 911 Communications Divisions Greater Tampa CERT, Amateur Radio Operators Department of Public Works, Electronics Division Technology and Innovation Department

PURPOSE

Provide and coordinate communications equipment (radio, data, phone, cell phone and other communications types and systems) and service in support of field operations during all phases of emergency management.

Resource requests will be acted upon if the request is technically practical and within the objectives of the incident, response or recovery.

ORGANIZATION

In the Incident Command System, ESF #2 reports through the Logistics Section within the City of Tampa EOC.

Establish and maintain liaison with all recognized communications groups, as required, within the City of Tampa, including the following:

− Governmental Agencies;

− Communication Service Providers

− Amateur Radio Organizations; and

− ESF #2 counterparts in adjacent and mutual aid cities and the County as directed by the EOC Supervisor.

1. Maintain, review and update the ESF #2 Master Communications Plan (an outline of all city radio and telephone assets).

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Annexes ESF-2b CEOP 2007

2. Establish and maintain Emergency Management communications systems.

3. Monitor and measure communication systems operation.

4. Ensure maintenance and annual activation of City communication assets to include satellite and Nextel phones.

5. Identify and prioritize any repairs necessary to the communication systems prior to, during and through demobilization.

6. Contact radio system vendors to secure additional communications equipment if needed by the City.

1. Test EOC communication systems equipment including equipment in the EOC and ERC’s.

2. Notify additional radio system maintenance vendor of potential emergency situations and anticipated service requirements.

3. Report status of all Emergency Management Communications Systems.

4. Note any EOC communications systems that do not meet operational status and advise EOC Supervisor of ongoing repair status.

5. Notify all Amateur Radio Operators of the emergency and advise them to report to designated locations and collect the Amateur Radio roster.

6. Maintain accurate list of EOC Notification Roster in conjunction with EOC Communications/Warnings Officer.

7. Perform periodic tests of notification systems using available communications systems.

Response

1. Use appropriate communications systems to alert EOC staff to mobilize to EOC. 2. Confirm operational status of all communications systems and establish contact with

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Annexes ESF-2c CEOP 2007

3. Alert the citizens of Tampa using Reverse 911 of current situation as directed by the EOC supervisor. Ensure Tampa Fire Rescue Communications is notified of the outgoing message.

4. Implement a recurring status check of all critical communications systems. 5. Restore critical communications as required.

6. Ensure Amateur Radio Operators are in place at each field command center and in the EOC.

Recovery

1. Notify all EOC staff, command centers, and other appropriate entities of EOC demobilization.

2. Continue periodic checks of communications systems for operational status in City managed feeding sites, distribution sites, staging areas, and Command Centers. 3. Plan and execute the repair, replacement or relocation of communications systems

equipment to meet the communication needs of disaster workers.

4. Summarize and forward reports of expenditure documentation to the Chief Accountant or designee per your department's Disaster Reimbursement Procedures Manual.

INTERFACE

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ESF #3: PUBLIC WORKS AND ENGINEERING AGENCIES

Lead

Public Works and Utility Services (DPW/US)

Support

Clean City

Code Enforcement

Department of Public Works (DPW)

Growth Management & Development Services Parks and Recreation Department

Purchasing Department Solid Waste Department

Stormwater Department

Tampa Electric Company Tampa Fire Rescue (TFR) Tampa Police Department (TPD)

Wastewater Department

Water Department

PURPOSE

Provide and coordinate infrastructure and engineering services to the City’s emergency management effort during all phases of disaster operations. Engineering and public utilities activities will include emergency clearance of debris; cleaning, repairing, or construction of damaged emergency access routes; emergency restoration of critical public services and facilities; emergency demolition of damaged structures and facilities; and technical assistance and damage assessment of private utility operations.

Damage applicable to the ESF #3 purview will be assigned to one or more of the ESF #3 agencies for assessment and corrective action on a priority basis as emergency, response or short-term recovery work.

A. Unplanned Events/Non-Hurricane Operations

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2. Emergency clearance of debris to enable reconnaissance of the damaged areas and passage of emergency personnel and equipment for lifesaving, property protection, and health and safety.

3. Removal and disposal management of debris from public property.

4. Provision of expedient emergency access routes, which includes repairs to damaged streets, bridges, ports, waterways, airfields, and other facilities necessary for emergency access to disaster victims.

5. Emergency restoration of critical public facilities, including the temporary restoration of water supplies and wastewater treatment systems.

6. Emergency demolition or stabilization of damaged structures and facilities designated by State or local governments as immediate hazards to public health and safety, or as necessary to facilitate lifesaving operations (temporary protective measures to abate immediate hazards to the public for health and safety reasons until demolition is accomplished).

7. Provision of emergency power to public facilities. B. Disasters of Forewarning/Hurricane Operations

For hurricane emergency operations, Public Works & Utility Services personnel will be assigned to each of the three Emergency Response Centers (ERC). Specialized Public Works & Utility Services personnel from Stormwater, Water, Wastewater, Solid Waste and Public Works will staff each ERC. Assisting agencies, such as Parks & Recreation and Clean City, will augment staffing at each ERC by providing personnel and equipment. All ERCs have an assigned Area Commander that reports directly to their ERC counterpart in the EOC.

1. Critical Facilities

The City of Tampa maintains a list of facilities that must receive priority restoration following a major disaster. Roadway clearance, debris removal and disposal priority are given to the following:

a. Primary roads serving Hospitals b. Airport and Helipad locations c. City EOC

d. Emergency Service Locations (i.e. Fire, EMS, Rescue, etc.) e. Primary streets and roads

f. Critical Utilities (power lines, substations, water and waste-water plants, communications sites)

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g. Disaster Resource Centers h. Shelters

i. Staging areas and refueling areas j. School bus routes in City

2. Emergency Response Centers

During the response and recovery phases of a disaster of forewarning such as a hurricane, the City of Tampa will be required to perform a wide range of activities. To ensure organized efficiency during disaster operations under the worst-case conditions, certain critical functions shall be coordinated through the Tampa EOC and its network of three ERCs.

3. Search and Rescue Operations

The highest priority following the passage of a major hurricane (most likely a Category 3 or higher storm) is saving lives. Accordingly, the first objective is to identify and recover persons who are in immediate peril or in need of medical attention. The Search and Rescue Team will work in conjunction with the TPD and Tampa Electric Company under the guidance of TFR. Solid Waste and other Public Works and Utility Services personnel are assigned to each Search & Rescue Team. They are responsible for the clearance of debris and other obstructions in an effort reach critical facilities or people who may need immediate help.

The Tactical Search and Rescue Teams will be the first responders into a devastated area. These teams will respond to those locations from which there were requests for emergency help during the storm to conduct a sweep through a designated area to detect distressed victims. Following the immediate response and entry by the Tactical Search and Rescue Teams, a more thorough search will be conducted by the Expanded Search and Rescue Teams. These teams shall:

− Discover live or deceased victims who may still be trapped in rubble and

debris;

− Secure and subsequently store valuables until ownership is established

− Identify hazards in need of immediate repair

ESF #3’s priority task immediately after storm passage will be to support search and rescue operations. ESF #9, Search and Rescue is led by TFR (TFR) using personnel and equipment from multiple government and private agencies. All personnel and equipment will stage with TFR at one of the twelve Divisions located throughout the City. The TFR has twenty-one fire stations that have been combined to form four branches and twelve Divisions. Each agency that is

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assigned to a Division is required to remain with TFR until they have determined that the impacted areas are free from major dangers that could present medical or safety hazards.

a. Branch #1: Divisions #1, #4, and #16 b. Branch #2: Divisions #3, #14, and #15 c. Branch #3: Divisions #13, #18, and #20 d. Branch #4: Divisions #9, #11, and #12 4. Push Team/Debris Clearance Operations

Concurrent with Search and Rescue operations, the first priority of ESF #3 will be to open arterial roadways servicing critical facilities such as hospitals, medical facilities, police/fire stations, etc. The roads, or push routes, will be cleared systematically using Push Teams dispatched from each of the three ERC’s whose main function is to push clear at least one lane for travel. Roadways will be opened to one travel lane on less traveled roads and two travel lanes (20 feet) on high-traffic roads. This will be accomplished by cutting and pushing debris off the roadways onto the shoulders or adjacent right-of-ways when possible.

5. Hazard Assessment

During and/or immediately following push/debris clearance operations, ERC Push Teams and Hazard Assessors will identify hazards after the storm such as downed power lines, washed out or flooded roads, unsafe bridges or culverts and roads blocked by downed trees and/or power lines.

6. Damage Assessment (Public and Private Structures and Public Infrastructure) Damage Assessment will commence immediately after ERC Push Teams and Hazard Assessors complete their work. Private Damage Assessment deals with assessments of residential and commercial structures, and entails going from building to building (private properties) to ascertain damages for a citywide loss calculation. Structural integrity and valuation experts within the City who are able to associate a percentage of loss or level of damage to a particular structure perform Damage Assessments. Damage Assessment will estimate the cost of damage using actual percentages of loss based on the City’s tax assessment value for a structure. Damage Assessment Teams are made up of certified inspectors from the Department of Code Enforcement and Business & Housing Development, Construction Service Center. Public Damage Assessment includes an initial survey of critical transportation, building and utility assets maintained

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and operated by the City of Tampa or non-profit entities to determine the severity and magnitude of the disaster.

7. Debris Removal

Debris Removal Teams from the Solid Waste Department will be utilized for post-disaster operations after conclusion of all emergency situations. Debris removal helps restore normalcy and safety to neighborhoods throughout the City. A systematic debris removal plan will be activated based on the decision whether or not activation of contracts for the debris removal and monitoring will occur. If both contracts are activated Solid Waste Department personnel will monitor the contractors for their performance. If the monitoring contract is not activated Solid Waste Department personnel will have a more active roll in monitoring the debris removal contract. If neither contract is activated the Solid Waste Department will formalize the Debris Removal Teams and have the responsibility to remove all debris throughout the City of Tampa. Removal efforts should begin no more than 48-hours after storm has cleared.

8. Debris Disposal

The Solid Waste Department will be overall coordinator of debris disposal activities within the City. A Debris Disposal Team will make sure adequate temporary disposal sites are available for disposal of debris at strategic locations. They are responsible for receiving the necessary approval from other governmental agencies for activation of these interim or Temporary Disposal Storage and Reduction Sites (TDSRS). It may be necessary to set up TDSRS’s to receive debris generated by a storm. The Debris Disposal Team will coordinate the establishment and operation of such sites in the city. Also, this team ensures that sites are restored to their original condition after full recovery.

All departments involved in debris removal and disposal will ensure comprehensive records are maintained on all manpower, equipment, supplies, and contract resources used. All departments will ensure that records are maintained by specific site since site-specific records will be required when applying for federal assistance.

9. The Public Works & Utility Services departments may be required to operate on a 24-hour a day basis during intense disaster response and recovery operations. All such departments should plan for such continuous operations and schedule personnel accordingly.

ORGANIZATION

In the Incident Command System, ESF #3 reports through the Operations Section within the City of Tampa EOC.

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Annexes ESF #3f CEOP 2007

1. ESF #3 resources (human, technical, equipment, facility, materials and supplies) will be provided upon activation. ESF #3 may also obtain resources (human, technical, equipment, facility, materials and supplies) through agency contractors, venders, and suppliers.

2. Resources may also be obtained from agency related local, county, state, regional, national, public, private associations, and/or groups.

3. Public Works and Engineering resources under the authority of ESF #3 will be used to assist the following:

− Coordination of the closure and repair of Tampa’s transportation infrastructure

(DPW-Transportation).

− Repair and restoration of damaged public systems, e.g., water, wastewater, solid waste, electrical, natural gas, storm water systems (DPW & US).

− Stabilize damaged public and private structures to facilitate search and rescue and/or protect the public’s health and safety (Fire Rescue).

− Identify and label with placard, uninhabitable/unsafe structures (DPW).

− Establish priorities and processes for issuing demolition and building permits (Code Enforcement).

− Develop and initiate emergency collection, sorting, and debris routes and sites for debris clearance from public and private property (Solid Waste, Parks &

Recreation, and Clean City).

− Determine the levels of damage or impact to the following systems:

transportation, water, sold waste, electrical, natural gas, wastewater and hazardous materials (DPW).

− Prioritize and initiate recovery efforts to restore, repair, and mitigate (DPW).

− Provide technical assistance with respect to flooding, water management,

structure integrity assessments and impact assessments of infrastructure (DPW/US).

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Annexes ESF #3g CEOP 2007

1. Prepare for the utilization of primary evacuation routes; make temporary repairs to existing road construction projects or prepare to delay new project start-ups.

2. Advise water/wastewater/solid waste utilities to initiate response plans for protecting equipment and facilities.

3. Relocate essential emergency equipment and vehicles to predetermined locations. 4. Advise and coordinate the shut down of public and private utility systems.

a. Describe how missions/assignments and resources will be coordinated between lead and support agencies/organizations. The Lead agencies will notify the Support agency of required actions.

b. Identify any planning assumptions that were considered in the development of the public works function (i.e. capability limitations, resource shortfalls, use of mutual aid/outside resources and personnel, etc.).

− Ensure appropriate resources (human resources and equipment) are and will

remain available throughout the activation of ESF #3.

− Ensure two-way communication equipment is available and remains

functional throughout the activation of ESF #3.

− Ensure that all needed contacts and mutual aid agreements are maintained in a functional capacity.

5. Obtain the unique Revenue and Finance identification code from the Chief Accountant and provide to all personnel for use on all event-related documentation.

Response

1. Restore electricity and water in accordance with procedures

2. Conduct and coordinate debris clearance in accordance with procedures

a. Debris storage areas will be identified and updated on an annual basis, and a listing of it shall be maintained at the Emergency Operations Center.

b. In the event that it becomes necessary to secure or demolish a structure during the response or recovery phase of an incident/disaster, Code Enforcement and Building and Housing Development will oversee the procedure of issuing building and demolition permits.

c. The secure or demolish decision will be made on the basis of the protection of the life, health and welfare of the community.

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Annexes ESF #3h CEOP 2007

4. Establish portage areas for access to barrier islands and other isolated communities. a. Identify established priorities for emergency clearance of debris to allow passage

of equipment, personnel and supplies into the affected area immediately following a disaster.

− Following “minor” disasters (natural/manmade) in which the cleanup is

localized, City departments identified as ESF #3 agencies will work together.

− Following “major” disasters (natural/manmade) in which the City’s

preferred contractors are activated to cleanup debris regionally, the Solid Waste Director will function as the City’s liaison in the cleanup and tracking of reported debris. County, State and Federal ESF #3 operations may have to assist in the actual cleanup activities if the event is significant enough.

b. Describe how resources will be acquired to implement protective measures (i.e. sandbags, pumps, barricades, signs, etc.). If needed, in the event of an emergency ESF-7, Purchasing Department will work with the City Department(s) to expedite the quick purchase of needed supplies in accordance with established purchasing policies and directives.

c. Describe how public works missions will be prioritized. Public Utilities missions will be prioritized as follows. Sub-prioritization may occur based on the needs and circumstances that arise.

− First priority – Immediate response to public safety, health and welfare.

− Second priority – Environmental protection

Recovery

1. Assess recovery phase requirements and initiate phase-over when, and as required. If different, identify the lead and support agencies for public works and engineering during the recovery phase of a disaster.

2. Define the duties and responsibilities of the lead and each support agency during recovery, if different.

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Annexes ESF #3i CEOP 2007

3. Describe the activities to be performed during recovery operations.

4. Evaluate and task the ESF #3 primary and support agencies/departments and mutual

aid to

impacted areas.

5. Generate in a timely manner, information to be included in the City Emergency Operations briefing, situation reports, and/or action plans.

6. Plan and prepare the notification systems to support the establishment of staging areas,

distribution sites, recovery centers, joint information centers, the deployment of push teams and other local, State and federal recovery facilities and emergency workers in the impacted areas.

7. Plan and prepare for the arrival and coordination with the County, State and Federal ESF #3 personnel.

8. Assign and schedule sufficient personnel to cover an activation of the City Emergency Operations Center for an extended period of time.

9. Maintain appropriate records of work schedules and costs incurred by ESF #3 agencies during an event. Seek information concerning the projected date the City Emergency Operations Center will deactivate.

10. Identify established priorities for the clearing, repair or reconstruction of damaged transportation routes including streets, roads, bridges, ports, waterways, airfields and other vital transportation facilities.

12. Summarize and forward summaries of expenditure documentation to the Chief Accountant or designee per your department's Disaster Reimbursement Procedures Manual.

INTERFACE

ESF #4, Firefighting

ESF #5, Planning and Information Management ESF #7, Resource Support

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Annexes ESF #3j CEOP 2007

ESF #9, Search and Rescue ESF #12, Energy

ESF #16, Law Enforcement ESF #19, Damage Assessments

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ESF #4: FIREFIGHTING AGENCIES

Lead

Tampa Fire Rescue

Support

Florida Division of Forestry Hillsborough County Fire Rescue Office of Emergency Management Public Works & Utility Services Tampa Electric Company Tampa Police Department

Mutual Aid

The Florida Fire Chiefs' Association Fire Rescue Response Plan is the guiding document for firefighting mutual aid and operates in consonance with other existing statewide mutual aid agreements.

PURPOSE

ESF #4 will coordinate and direct all fire prevention and suppression efforts in the City of Tampa.

1. City fire departments are comprised of organized, trained units of personnel serving in specific geographical areas known as fire districts. The primary focus of these departments is structural fires within their jurisdictions. Some fire departments also include rescue personnel that operate within the Fire Rescue Department’s established districts.

2. Fire stations in each district are responsible for all fires in their district. If assistance is needed, other resources in the jurisdiction will be called first, and then if necessary, mutual aid is requested from another district. During a major disaster, when the Tampa EOC is activated, mutual aid will be coordinated through the Tampa EOC. 3. The responsibility for all types of fire suppression is vested in the Chief whose branch

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4. The Emergency Manager will be notified upon request by the on-scene Incident Commander. Upon arrival, a determination will be made by the Emergency Manager to activate the City of Tampa EOC for resource support.

5. During disaster operations, overall the Emergency Manager and ESF #4 representative will prioritize fire missions at the Tampa EOC. In general, fire mission priorities will follow the standard fire service protocol, i.e. 1. Life Safety, 2 Incident stabilization, and 3. Property stabilization.

6. If County, State and/or Federal assistance is needed, the ESF #4 representative will advise the Operations Desk Manager, which will in turn notify Hillsborough County EOC (HCEOC).

7. Fire personnel participate in numerous response and recovery activities in addition to their traditional roles. Included in these activities are: notification of populace in evacuation zones, evacuation assistance to evacuees in danger, transportation support to special needs evacuees, paramedic support at regular and special needs shelters before and after a disaster event, search and rescue operations, first aid assistance for disaster victims, support to the Red Cross, etc.

8. Deployed firefighting resources will be systematically demobilized from operating locations as the incident allows. Coordination will be effected between incident commander(s) and jurisdiction fire headquarters to determined sequence of demobilization of resources. Under major disasters when the Tampa EOC is activated, demobilization will be coordinated between the incident commander(s), Tampa EOC and jurisdiction fire headquarters. Demobilization of mutual aid resources will be coordinated with the ESF #4.

9. Each fire-fighting agency maintains inventories of vehicles and equipment. Resource lists are updated regularly, at least annually.

ORGANIZATION

In the Incident Command System, ESF #4 reports through the Operations Section within the City of Tampa EOC.

1. The primary mission of ESF #4, Tampa Fire Rescue is the preservation of life and property, and includes capabilities for fire prevention and suppression, confined space and high angle extrication, water rescue, urban search and rescue, and response to hazardous material events that are an immediate threat to health or the environment. During major emergency situations, Tampa Fire Rescue operations may be expanded beyond normal operations.

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2. Under normal circumstances, the local Fire Chief of the district where an incident occurs shall coordinate the ongoing fire activities in that district, utilizing the National Incident Management System.

3. Allocate municipal fire resources and personnel to assure adequate fire suppression and rescue capability.

4. Coordinate with the volunteer personnel (CERT, Red Cross, etc.) to provide adequate relief for fire services personnel where possible.

1. Arrange to secure fire/rescue vehicles and stations. 2. Determine staffing needs.

3. Appoint and brief staff.

4. Place on standby resources and support personnel.

5. Place on standby alert personnel who are on vacation, leave, and off-duty. 6. Ensure updated call list is accessible.

7. Prepare personnel assignments. Establish work/relief rotation schedule. 8. Alert on-duty personnel.

9. Recall off-duty personnel when needed. 10. Mobilize reserves.

11. Assign personnel and equipment.

12. Mobilize resources and support personnel when needed.

Response

1. The lead agency designee will locate at the EOC as soon as possible after notification.

2. The lead agency designee will brief or be briefed by the EOC Section or Operations Chief and ensure that communications lists are established with local command and control, primary agencies, support agencies, county counterparts and others as deemed necessary according to existing procedures.

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3. Determines initial and ongoing activities and damage assessments through established intelligence gathering procedures.

4. Determines and resolves issues regarding resource shortages and bottlenecks, interagency conflicts and policy matters as necessary.

5. Maintain close contacts with other cities, Hillsborough County and other regional agencies and EOC.

6. Maintain complete logs of activities completed, resource orders, records, and reports.

7. Provide logistics support for mobilization of Regional Resources. 8. Task support agencies as necessary for accomplishment of ESF responsibility. 9. Make arrangements for out of city ESF #4 responders to include transportation

(if necessary) and sleeping accommodations.

10. Establish staging areas of mutual aid responders and deploy teams as needed. 11. Obtain the unique Revenue and Finance identification code from the Chief

Accountant and provide to all personnel for use on all event-related documentation.

Recovery

1. Initiation of recovery operations will occur when feasibly possible and will follow normal field operation protocols.

3. Summarize and forward summaries of expenditure documentation to the Chief Accountant or designee per the department's Disaster Reimbursement Procedures Manual.

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INTERFACE

ESF #6, Mass Care

ESF #8, Health and Medical ESF #9, Search and Rescue ESF #10, Hazardous Materials ESF #13, Military Support ESF #14, Public Information ESF #16, Law Enforcement

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ESF #5: INFORMATION & PLANNING AGENCIES

Lead

Support

Growth Management & Development Technology & Innovation

All other agencies supporting City EOC

PURPOSE

1. Collect, interpret and distribute information to assist government agencies, private business and the general public with response and recovery operations. Disseminate the process for how missions/assignments and resources will be coordinated between agencies and levels of government.

2. Ensure all computers and information technology in EOC and Command Centers are in a constant state of readiness.

3. Provide impact and damage assessment information to all pertinent county, state and federal agencies.

ESF #5 acts as the Planning Section Lead and central point of contact for gathering information/intelligence and producing the incident action plan. The City EOC when activated will become the central repository for all information concerning the emergency situation. The consolidated information will then be collated, evaluated, and disseminated by the appropriate organization operating in the City EOC.

1. Assessment of Emergency Situation

a. All organizations and response personnel should be prepared to make an initial report and periodic reports of how the emergency situation generally effects the City from their organizations and/or personal perspective, and specifically on how the emergency situation effects their current operations, and future continuity of operations, to include what capabilities and resources they now need, or will need in the immediate future.

b. Information will be consolidated and evaluated in the Tampa EOC to determine emergency actions, plans, and priorities.

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c. Evaluated information will be disseminated to the various organizations supporting emergency operations in the City by the Tampa EOC applicable department.

d. On-site emergency information will be disseminated by the respective Incident Commander on the scene, as appropriate.

e. The City EOC will keep the Hillsborough County EOC (HCEOC) apprised of the situation, as appropriate and will coordinate information with the surrounding municipalities, and neighboring Counties as necessary.

f. The Office of Public Affairs will disseminate Emergency Public Information to the general public from the City EOC or Regional Joint Information Center, if activated.

2. Situation Reports

ESF #5 will collect and disseminate periodic situation reports developed in ETeam by all organizations supporting emergency operations in the City that describe the status of emergency operations and future operational strategies, and submitted to the City EOC Operations Officer for consolidation and review.

3. Informational Displays

Displays, briefs, or tailored reports using collated statistical, narrative, and graphical information from various sources should be developed by ESF #5 that portray the overall emergency situation for dissemination to organizations supporting emergency operations in the City.

4. Required Emergency Information

Information concerning the emergency situation should be organized into major categories and subcategories. This information should accurately describe and portray the impacted area and how the emergency situation is affecting critical infrastructure and continuity of operations. At a minimum, the following information, not in any priority, is required to maintain situational awareness and to portray an accurate picture of the emergency situation:

a. Capability and Resource needs b. Damage Assessment

c. Deaths/ Injuries

d. Disaster Area Boundaries e. Incident Command Status f. Life Saving information

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h. Media Broadcasts on the Emergency Situation i. Missing Persons

j. Outside Assistance k. Resource Tracking

l. Status of Communications/ Telecommunications/ IT Infrastructure m. Status of Medical and Health Infrastructure

n. Status of Emergency Response and Support Organizations o. Status of Energy/ Power Infrastructure

p. Status of Public Works/ Public Utilities Infrastructure q. Status of Transportation Infrastructure

r. Weather data affecting the Emergency Situation and Emergency Operations 5. The priority for information collection will be as follows:

a. Life Saving Operations b. Critical Infrastructure Status c. Current Hazard Analysis

d. Essential Capability and Resource Needs Assessment e. Damage Assessment

ORGANIZATION

The ESF #5 lead agency representative reports to the EOC Supervisor. Groups under ESF 5 include: Planning Section Chief, Department of Technology & Innovation, Geographic Information Systems (GIS), ETeam, Communications/Warning, Damage/Impact Assessment, Growth Management, and Documentation Unit.

RESPONSIBILITIES The Lead Agency will:

1. Be the primary coordinating agency for this ESF.

2. Develop and maintain the process for information flow during an emergency or disaster.

3. Develop and maintain liaison with support agencies to ensure effective coordination of information flow.

4. Develop reporting formats and systems, and coordinate damage assessment reporting procedures to maintain situational awareness of the hazard, its impact, and emergency operations during an emergency situation.

5. Ensure that appropriate reports are generated and forwarded to the County EOC, as required.

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6. Keep County EOC and the surrounding municipalities, informed on the emergency situation.

7. Prepare an initial strategy for the immediate operational period (e.g., the next four hours, the next 24 hours).

8. Establish time intervals for the operational period.

9. Ensure that long range planning is conducted during emergency situations to identify capability and resource needs for future emergency operations (72 hours out and beyond).

10. Obtain a summary of resources and agencies currently involved in response to the incident.

11. Prepare a list of all agencies, department, and/or individuals with whom contact must be made for representation in the EOC.

12. Compile and display incident assessment and status information. 13. Assemble information on alternative strategies.

14. Identify the need for specialized resources.

15. Provide periodic predictions on incident potential.

16. Prepare and distribute Incident Action Plans in conjunction with EPG and EOC Section Chiefs.

17. Maintain communications with the TPD and TFR Command Centers, Emergency Response Centers, City Shelter and HCEOC.

18. Prepare geographical depictions of the disaster impact. 19. Assist in briefing EPG and EOC staff.

20. Prepare an EOC phase-down/demobilization plan.

21. Support Agencies will provide staff to train to assist in emergency operations center.

Technology and Innovation will:

1. Ensure EOC network, devices and applications are available and verified.

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3. Provide interagency technology support services as needed.

4. Assist in shutdown and demobilization for EOC technology components.

The Office of Emergency Management will:

1. Perform a hurricane vulnerability analysis of the threatening emergency event and revise as situation warrants.

2. Monitor NOAA Weather Radio information.

3. Maintain and update needed computer data and programs, maps, critical facility information, evacuation studies, demographics and critical city data.

4. Periodically review and update procedures, forms and the proper application of information and data.

5. Determine method of assessing damages; and activate damage assessment team(s).

Technology and Innovation will:

1. Ensure EOC network devices and applications are available and verified. 2. Provide interagency technology support services as needed.

Tampa Police Department

1. TPD will implement interior and exterior security systems and plans for EOC. 2. Provide EOC staff support, as needed.

Response

The Office of Emergency Management will:

1. Develop Incident Action Plans.

2. Complete and transmit resource requests, situation and impact report(s) to HCEOC. Initial situation report will be sent to the HCEOC within the first four hours of “an