09-G Emergency Mgmt
DRAFT
F:ALICEIRESWORK\CURRENT\ Emergency Management Plan Revision Res
January 7, 2005
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PARIS,
PARIS, TEXAS, APPROVING AND AUTHORIZING THE
IMPLEMENTATION OF A CITY OF PARIS EMERGENCY
MANAGEMENT PLAN; MAKING OTHER FINDINGS AND PROVISIONS
RELA TED TO THE SUBJECT; AND DECLARING AN EFFECTIVE DATE.
WHEREAS, various departments and staff members of the City of Paris have prepared an
Emergency Management Plan for the City of Paris; and,
WHEREAS, the City Council desires to approve the aforesaid Emergency Management Plan
and authorize the City Manager to fully implement same; NOW, THEREFORE,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PARIS, PARIS,
TEXAS:
Section 1. That the findings set out in the preamble to this resolution are hereby in all things
approved.
Section 2. That the City Council does hereby approve an Emergency Management Plan for
the City of Paris, as the same is attached hereto and for all purposes incorporated herein, and the City
Manager shall be and is hereby authorized to in all things fully implement said Emergency
Management Plan.
Section 3. That this resolution shall be effective from and after its date of passage.
PASSED AND APPROVED this loth day of January, 2005.
Curtis Fendley, Mayor
ATTEST:
Sherian Dixon, Assistant City Clerk
APPROVED AS TO FORM:
Larry W. Schenk, City Attorney
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, ,..
City of Paris
Emergency
Management
Plan
1
EXHIBIT A.
APPROVAL & IMPLEMENTATION
City of Paris
Emergency Management Plan
This emergency management plan is hereby approved. This plan is effective immediately and
supercedes all previous editions.
MAYOR, CITY OF PARIS
DATE
MAYOR, PRO TEM, CITY OF PARIS
DATE
CITY OF PARIS COUNCIL MEMBER
DATE
CITY OF PARIS COUNCIL MEMBER
DATE
CITY OF PARIS COUNCIL MEMBER
DATE
CITY OF PARIS COUNCIL MEMBER
DATE
CITY OF PARIS COUNCIL MEMBER
DATE
ATTEST:
CITY CLERK,' CITY OF PARIS
DATE
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RECORD OF CHANGES
BASIC PLAN
DATE
CHANGE # OF CHANGE CHANGE ENTERED BY DATE ENTERED
-..-~
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TABLE OF CONTENTS
BASIC PLAN
I.
AUTHORITY........................................................................................................................6
A. Federal............................................................................................................................6
B. State................................................................................................................................6
C. Local ...............................................................................................................................6
PURPOSE...........................................................................................................................7
II.
III.
EXPLANATION OF TERMS ................................................................................................7
A. Acronyms ........................................................................................................................7
B. Definitions .......................................................................................................................3
IV. SITUATION AND ASSUMPTIONS ....................................................................................11
A. Situation ........................................................................................................................11
B. Assumptions..................................................................................................................11
CONCEPT OF OPERATIONS...........................................................................................13
V.
A. Objectives .....................................................................................................................13
B. General.........................................................................................................................13
C. Operational Guidance ...................................................................................................14
D. NIMS -Incident Command System (ICS) ......................................................................15
E. NIMS - ICS - EOC Interface ..........................................................................................16
F. State, Federal and other assistance ...... ......... ...... """""" ............... """ ......... ....9
G. Emergency Authorities ..................................................................................................18
H. Actions by Phases of Emergency Management ............................................................20
VI. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES .......................................22
A. Organization..................................................................................................................22
B. Assignment of Responsibilities ......................................................................................22
VII. DIRECTION AND CONTROL............................................................................................ 36
A. General.........................................................................................................................36
B. Emergency Facilities..................................................................................................... 36
C. Line of Succession ......................................................................................................373
VIII. READINESS LEVELS .......................................................................................................38
IX. ADMINISTRATION AND SUPPORT................... ............................... ........ """"""""" ..... 42
A. Agreements and Contracts............................................................................................42
B. Reports & Records........................................................................................................42
C. Consumer Protection.....................................................................................................43
D. Preservation of Records ...................... .............. .... ........ ........... ..... ........... ....... ..............43
E. Post-Incident and Exercise Review ...............................................................................44
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X. PLAN DEVELOPMENT AND MAINTENANCE ..................................................................44
A. Plan Development ...................................................................... ....... ........ ..... "'" """" ..44
B. Distribution of Planning Documents...............................................................................44
C. Review ..........................................................................................................................44
D. Update ..........................................................................................................................45
ATTACHMENTS
Attachment 1: Distribution List ...........................................,.....................................................1-1
Attachment 2: References............................................"""""""""""""""""""""""""""......2-1
Attachment 3: Organization for Emergency Management......... 3-Error! Bookmark not defined.
Attachment 4: Emergency Management Functional Responsibilities .......................................4-1
Attachment 5: Annex Assignments ..........................................................................................5-1
Attachment 6: Summary of Agreements & Contracts ...............................................................6-1
Attachment 7: Incident Command System Summary .............................................................7-1
ANNEXES (distributed under separate cover)
Annex A - Warning...................................................................................................... A-1
Annex B - Communications ........................................................................................ B-1
Annex C - Shelter & Mass Care.................................................................................. C-1
Annex D - Radiological Protection .............................................................................. D-1
Annex E - Evacuation ................................................................................................. E-1
Annex F - Firefighting.................................................................................................. F-1
Annex G - Law Enforcement....................................................................................... G-1
Annex H - Health & Medical Services......................................................................... H-1
Annex I - Emergency Public Information....................................................................1-1
Annex J - Recovery.................................................................................................... J-1
Annex K - Public Works & Engineering....................................................................... K-1
Annex L - Energy & Utilities ......................................,................................................ L-1
Annex M - Resource Management ............................................................................. M-1
Annex N - Direction & Control...........................................ou....................................... N-1
Annex 0 - HUMAN SERVICES ..........:.......................................................................0-1
Annex P - Hazard Mitigation ....................................................................................... P-1
Annex Q - Hazardous Materials & Oil Spill Response '..."""".""'..".""'...."."...'..."" Q-1
Annex R - Search & Rescue....................................................................................... R-1
Annex S - Transportation ............................................................................................ S-1
Annex T - Donations Management ............................................................................. T-1
Annex U - Legal.......................................................................................................... U-1
Annex V - Terrorist Incident Response ....................................................................... V-1
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I
BASIC PLAN'.
I
I.
AUTHORITY
A. Federal
1. Robert T. Stafford Disaster Relief & Emergency Assistance Act, (as amended),
42 U.S.C. 5121
2. Emergency Planning and Community Right-to-Know Act, 42 USC Chapter 116
3. Emergency Management and Assistance, 44 CFR
4. Hazardous Waste Operations & Emergency Response, 29 CFR 1910.120
5. Federal Response Plan
6. Federal Radiological Emergency Response Plan
B. State
1. Government Code, Chapter 418 (Emergency Management)
2. Government Code, Chapter 433 (State of Emergency)
3. Government Code, Chapter 791 (Inter-local Cooperation Contracts)
4. Health & Safety Code, Chapter 778 (Emergency Management Assistance
Compact)
5. Executive Order of the Governor Relating to Emergency Management
6. Administrative Code, Title 37, Part 1, Chapter 7 (Division of Emergency
Management)
7. State of Texas Emergency Management PLAN
C. Local
1. City Ordinance #2606, Dated 02/01/1982
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II.
PURPOSE
This Basic Plan outlines our approach to emergency operations. It provides general guidance
for emergency management activities and an overview of our methods of mitigation,
preparedness, response, and recovery. The plan describes our emergency response
organization and assigns responsibilities for various emergency tasks. This plan is intended to
provide a framework for more specific functional annexes that describe in more detail who does
what, when, and how. This plan applies to all local officials, departments, and agencies. . The
primary audience for the document includes our chief elected official and other elected officials,
the emergency management staff, department and agency heads and their senior staff
members, leaders of local volunteer organizations that support emergency operations, and
others who may participate in our mitigation, preparedness, response, and recovery efforts.
III.
EXPLANATION OF TERMS
A. Acronyms
ARC
CFR
DDC
EMC
EMD
AEMC
EOC
EPI
FBI
FEMA
Hazmat
ICP
ICS
OSHA
SOP'S
TSA
B. Definitions
American Red Cross
Code of Federal Regulations
Disaster District Committee
Emergency Management Coordinator
Emergency Management Director
Assistant Emergency Coordinator
Emergency Operations Center
Emergency Public information
Federal Bureau of Investigation
Federal Emergency Management Agency
Hazardous Material
I ncident Command Post
Incident Command System
Occupational Health & Safety Administration
Standard Operating Procedures
The Salvation Army
1. Disaster District. Disaster Districts are regional state emergency management
organizations mandated by the Executive Order--'0f the Governor relating to
Emergency Management WHO'S boundaries parallel those of Highway Patrol
Districts and Sub-Districts of the Texas Department of Public Safety.
2. Disaster District Committee. The DDC consists of a Chairperson (the local
Highway Patrol captain or command lieutenant) and representatives of the state
agencies and volunteer groups represented on the State Emergency
Management Council with resources in the district. The DDC Chairperson,
supported by committee members, is responsible for identifying, coordinating the
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use of, committing, and directing state resources. within the district to respond to
emergencies.
3. EmerQencv ManaQement Coordinator. The EMC position is appointed by the
city manager and is presently held by the Assistant Chief of the Paris Police
Department.
4. EmerQencv Manaqement Director. The EMD position is assigned to the city
manager by city ordinance.
5. Assistant Emerqencv ManaQement Coordinator. The AEMC is the second in line
when the EMC is not available. The AEMC is appointed by the Chief of Police.
6. EmerQencv Operations or Operatinq Center. Specially equipped facilities from
which government officials exercise direction and control and coordinate
necessary resources in an emergency situation.
7. EmerQencv Public Information. Information that is disseminated to the public via
the news media before, during, and/or after an emergency or disaster.
8. Emerqencv Situation. As used in this plan, this term is intended to describe a
range of situations, from an incident to a major disaster. It includes the following:
a. Incident. An incident is a situation that is limited in scope and potential
effects. Characteristics of an incident include:
1) Involves a limited area and/or limited population.
2) Evacuation or in-place sheltering is typically limited to the immediate area
of the incident.
3) Warning and public instructions are provided in the immediate area, not
community-wide.
4) One or two local response agenci~s or departments acting under an
incident commander normally handle incidents. Requests for resource
support are normally handled through agency and/or departmental
channels.
5) May require limited external assistance from other local response
agencies or contractors.
b. Emerqencv. An emergency is a situation which is larger in scope and more
severe in terms of actual or potential effects than an incident. Characteristics
include:
1) Involves a large area, significant population, or important facilities.
2) May require implementation of large-scale evacuation or in-place
sheltering and implementation of temporary shelter and mass care
operations.
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3) May require community-wide warning and public instructions.
4) Requires a sizable multi-agency response operating under an incident
commander. .
5) May require some external assistance from other local response agencies,
contractors, and limited assistance from state or federal agencies.
6) The EOC will be activated to provide general guidance and direction,
coordinate external support, and provide resource support for the incident.
c. Disaster. A disaster involves the occurrence or threat of significant casualties
and/or widespread property damage that is beyond the capability of the local
government to handle with its organic resources. Characteristics include:
1) Involves a large area, a sizable population, and/or important facilities.
2) May require implementation of large-scale evacuation or in-place
sheltering and implementation of temporary shelter and mass care
operations.
3) Requires community-wide warning and public instructions.
4) Requires a response by all local response agencies operating under one
or more incident commanders.
5) Requires significant external assistance from other local response
agencies, contractors, and extensive state or federal assistance.
6) The EOC will be activated to provide general guidance and direction,
provide emergency information to the public, coordinate state and federal
support, and coordinate resource support for emergency operations.
6. Hazard Analvsis. A document, published separately from this plan, which
identifies the local hazards that have caused or possess the potential to
adversely affect public health and safety, public or private property, or the
environment.
7. Hazardous Material (Hazmat). A substance in a quantity or form posing an
unreasonable risk to health, safety, and/or property when manufactured, stored,
or transported. The substance, by its nature, containment, and reactivity, has the
capability for inflicting harm during an accidental occurrence. Is toxic, corrosive,
flammable, reactive, an irritant, or a strong sensitizer, and poses a threat to
health and the environment when improperly managed. Includes toxic
substances, certain infectious agents, radiological materials, and other related
materials such as oil, used oil, petroleum product&, and industrial solid waste
substances.
8. Inter-local aqreements. Arrangements between governments or organizations,
either public or private, for reciprocal aid and assistance during emergency
situations where the resources of a single jurisdiction or organization are
insufficient or inappropriate for the tasks that must be performed to control the
situation. Commonly referred to as a mutual aid agreement.
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9. Standard OperatinQ Procedures. Approved methqds for accomplishing a task or
set of tasks. SOP'S are typically prepared at the department or agency level.
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I
A. Situation
IV.
SITUATION AND ASSUMPTIONS
The City of Paris is exposed to many hazards, all of which have the potential for
disrupting the community, causing casualties, and damaging or destroying public or
private property. A summary of our major hazards is provided in Figure 1. More
detailed information is provided in our Hazard Analysis, published separately.
FIGURE 1
HAZARD SUMMARY
LIKELIHOOD OF ESTIMATED IMPACT ON ESTIMATED IMPACT
OCCURRENCE* PUBLIC HEALTH & SAFETV ON PROPERTV
Hazard Type: (SEE BELOW) LIMITED MODERATE MAJOR LIMITED MODERATE MAJOR
NATURAL
DROUGHT Likely X X
EARTHQUAKE Unlikely X X
FLASH FLOODING Likely X X
FLOODING (RIVER OR TIDAL) Unlikely X X
HURRICANE Unlikely NA NA
SUBSIDENCE Unlikely X X
TORNADO Hiqhly Likely X X
WILDFIRE Occasional X X
WINTER STORM Likely X X
TECHNOLOGICAL .
DAM FAILURE Occasional X X
ENERGvlFUEL SHORTAGE Occasional X X
HAZMAT/OIL SPILL (FIXED SITE) Hiqhly Likely X X
HAZMAT/OIL SPILL (TRANSPORT) Highly Likely X X
MAJOR STRUCTURAL FIRE Likely X X
NUCLEAR FACILITY INCIDENT Unlikely NA NA
WATER SVSTEM FAILURE Likely X X
GAS LINE EXPLOSION Likely X X
SECURITV
CIVIL DISORDER Occasional X X
ENEMV MILITARV ATTACK Unlikely X X
TERRORISM Likely X X
* LIKELIHOOD OF OCCURRENCE: UNLIKEL v, OCCASIONAL, lIKEL V, OR HIGHL V LIKEL V
B. Assumptions
1. The City of Paris will continue to be exposed to and subject to the impact of
those hazards described above and as well as lesser hazards and others that
may develop in the future.
2. It is possible for a major disaster to occur at any time, and at any place. In many
cases, dissemination of warning to the public and implementation of increased
readiness measures may be possible. However, some emergency situations
occur with little or no warning.
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3. Outside assistance will be available in most emergency situations, affecting the
City of Paris. Since it takes time to summon external assistance, it is essential
for us to be prepared to carry out the initial emergency response on an
independent basis.
4. Proper mitigation actions, such as floodplain management, and fire inspections,
can prevent or reduce disaster-related losses. Detailed emergency planning,
training of emergency responders and other personnel, and conducting periodic
emergency drills and exercises can improve our readiness to deal with
emergency situations.
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v.
CONCEPT OF OPERATIONS
A. Objectives
The objectives of our emergency management program are to protect public health
and safety and preserve public and private property.
B. General
1. It is our responsibility to protect public health and safety and preserve property
from the effects of hazardous events. We have the primary role in identifying and
mitigating hazards, preparing for and responding to, and managing the recovery
from emergency situations that affect our community.
2. It is impossible for government to do everything that is required to protect the
lives and property of our population. Our citizens have the responsibility to
prepare themselves and their families to cope with emergency situations and
manage their affairs and property in ways that will aid the government in
managing emergencies. We will assist our citizens in carrying out these
responsibilities by providing public information and instructions prior to and
during emergency situations.
3. Local government is responsible for organizing, training, and equipping local
emergency responders and emergency management personnel, providing
appropriate emergency facilities, providing suitable warning and communications
systems, and for contracting for emergency services. The state and federal
governments offer programs that provide some assistance with portions of these
responsibilities.
4. To achieve our objectives, we have organized an emergency program that is
both integrated (employs the resources of government, organized volunteer
groups, and businesses) and comprehensive (addresses mitigation,
preparedness, response, and recovery). This plan is one element of our
preparedness activities.
5. This plan is based on an all-hazard approach to emergency planning. It
addresses general functions that may need' todbe performed during any
emergency situation and is not a collection of plans for specific types of incidents.
For example, the warning annex addresses techniques that can be used to warn
the public during any emergency situation, whatever the cause.
6. Departments and agencies tasked in this plan are expected to develop and keep
current standard operating procedures that describe how emergency tasks will
be performed. Departments and agencies are charged with insuring the training
and equipment necessary for an appropriate response are in place.
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7. This plan is based upon the concept that the emergency functions that must be
performed by many departments or agencies generally parallel some of their
normal day-to-day functions. To the extent possible, the same personnel and
material resources used for day-to-day activities will be employed during
emergency situations. Because personnel and equipment resources are limited,
some routine functions that do not contribute directly to the emergency may be
suspended for the duration of an emergency. The personnel, equipment, and
supplies that would normally be required for those functions will be redirected to
accomplish emergency tasks.
C. Operational Guidance
1. Initial Response. Our emergency responders are likely to be the first on the
scene of an emergency situation. They will normally take charge and remain in
charge of the incident until it is resolved or others who have legal authority to do
so assume responsibility. They will seek guidance and direction from our local
officials and seek technical assistance from state and federal agencies and
industry where appropriate.
2. Implementation of NIMs-ICs
a. The first local emergency responder to arrive at the scene of an emergency
situation will implement the incident command system and serve as the
incident commander until relieved by a more senior or more qualified
individual. The incident commander will establish an incident command post
(ICP) and provide an assessment of the situation to local officials, identify
response resources required, and direct the on-scene response from the ICP.
b. For some types of emergency situations, a specific incident scene may not
exist in the initial response phase and the EOC may accomplish initial
response actions, such as mobilizing personnel and equipment and issuing
precautionary warning to the public. As the potential threat becomes clearer
and a specific impact site or sites identified, an incident command post may
be established, and direction and control of the response transitioned to the
Incident Commander.
3. Source and Use of Resources.
The City of Paris will use our own resources to respond to emergency situations,
purchasing supplies and equipment if necessary, and request assistance if our
resources are insufficient or inappropriate. §418.102 of the Government Code
provide that the county should be the first channel through which a municipality
requests assistance when its resources are exceeded.
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D.
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If additional resources are required, we will:
Summon those resources available to us pursuant to inter-local agreements.
See Attachment 6 to this plan, which summarizes the inter-local agreements and
identifies the officials authorized to request those resources.
Summon emergency service resources that we have contracted for. See
Attachment 6.
The City will request assistance from volunteer groups active in disaster
response.
Request assistance from industry or individuals who have resources needed to
deal with the emergency situation.
When external agencies respond to an emergency situation within our
jurisdiction, we expect them to conform to the guidance and direction provided by
our incident commander.
National Incident Management - Incident Command System (ICs)
1.
We intend to employ ICS in managing emergencies. ICS is both a
strategy and a set of organizational arrangements for directing and
controlling field operations. It is designed to effectively integrate
resources from different agencies into a temporary emergency
organization at an incident site that can expand and contract with the
magnitude of the incident and resources on hand. A summary of ICS is
provided in Attachment 7. The National Incident Management System will
be used when outside resources are brought in.
2.
The incident commander is responsible for carrying out the ICS function of
command -- managing the incident. The four other major management
activities that form the basis of ICS are operations, planning, logistics, and
finance/administration. For small-scale incidents, the incident
commander and one or two individuals may perform all of these functions.
For larger incidents, a number of individuals from different departments or
agencies may be assigned to separate staff sections charged with those
functions.
3.
An incident commander using response resources from one or two
departments or agencies can handle the majority of emergency situations.
Departments or agencies participating in this type of incident response will
normally obtain support through their own department or agency.
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E.
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4.
In emergency situations where other jurisd.ictions or the state or federal
government are providing significant response resources or technical
assistance, it is generally desirable to transition from the normallCS
structure to a Unified Command structure. This arrangement helps to
ensure that all participating agencies are involved in developing objectives
and strategies to deal with the emergency. Attachment 7 provides
additional information on Unified Command.
ICS - EOC Interface
1.
For major emergencies and disasters, the Emergency Operations Center
(EOC) will be activated. When the EOC is activated, it is essential to
establish a division of responsibilities between the incident command post
and the EOC. A general division of responsibilities is outlined below. It is
essential that a precise division of responsibilities be determined for
specific emergency operations.
2.
The incident commander is responsible for field operations, including:
A.
B.
Isolating the scene of the incident.
Directing and controlling the on-scene response to the emergency
situation and managing the emergency resources committed there.
Warning the population in the area of the incident and providing
emergency instructions to them.
Determining and implementing protective measures
population in the immediate area of the incident and for emergency
responders at the scene.
Implementing traffic control arrangements in and around the
incident scene.
Requesting additional resources from the EOC.
C.
D.
E.
F.
3.
The EOC is responsible for:
A.
B.
C.
D.
E.
Providing resource support for the incident command operations.
Issuing community-wide warning.
Issuing instructions and providing information to the general public.
Organizing and implementing large-scale evacuation.
Organizing and implementing shelter and mass arrangements for
evacuees.
Coordinating traffic control for large-scale evacuations.
Requesting assistance from the State and other external sources.
F.
G.
4.
In some large-scale emergencies or disasters, emergency operations with
different objectives may be conducted at geographically separated
scenes. In such situations, more than one incident command operation
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F.
2.
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may be established. WHEN this situation qccurs, allocation of resources
to specific field operations WILL be coordinated through the EOC.
State, Federal, & Other Assistance
1.
State & Federal Assistance
A.
If local resources are inadequate to deal with an emergency
situation, we will request assistance from Lamar County. After
resources are exhausted at the county level we will request
assistance from the State of Texas. State assistance furnished to
local governments is intended to supplement local resources and
not substitute for such resources, including mutual aid resources,
equipment purchases or leases, or resources covered by
emergency service contracts. As noted previously, cities must
request assistance from their county before requesting state
assistance.
B.
Requests for state assistance should be made to the Disaster
District Committee (DDC) Chairperson, who is located at the
Department of Public Safety District Office in GARLAND, TEXAS.
See Appendix 2 to Annex M, Resource Management, for a form
that can be used to request state assistance. In essence, state
emergency assistance to local governments begins at the DDC
level and the key person to validate a request for, obtain, and
provide that state assistance and support is the DDC Chairperson.
A request for state assistance must be made by the chief elected
official, the Mayor of the City of Paris and may be made by
telephone, fax, or teletype. The DDC Chairperson has the authority
to utilize all state resources within the district to respond to a
request for assistance, with the exception of the National Guard.
Use of National Guard resources requires approval of the
Governor.
C.
The Disaster District staff will forward requests for assistance that
cannot be satisfied by state resources within the district to the State
EOC in Austin for action.
Other Assistance
A.
If resources required to control an emergency situation are not available
within the State, the Governor may request assistance from other states
pursuant to a number of interstate contracts or from the federal
government through the Federal Emergency Management Agency
(FEMA).
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B.
For major emergencies and disasters for which a Presidential declaration
has been issued, federal agencies may be mobilized to provide assistance
to states and local governments. The Federal Response Plan (FRP)
describes the policies, planning assumptions, concept of operations, and
responsibilities of designated federal agencies for various response and
recovery functions. The Federal Radiological Emergency Response Plan
(FRERP) addresses the federal response to major incidents involving
radioactive materials.
C.
FEMA has the primary responsibility for coordinating federal disaster
assistance. No direct federal assistance is authorized prior to a
Presidential emergency or disaster declaration, but FEMA has limited
authority to stage initial response resources near the disaster site and
activate command and control structures prior to a declaration and the
Department of Defense has the authority to commit its resources to save
lives prior to an emergency or disaster declaration. See Annex J,
Recovery, for additional information on the assistance that may be
available during disaster recovery.
Emergency Authorities
1.
Key federal, state, and local legal authorities pertaining to emergency
management are listed in Section I of this plan.
2.
Texas Statutes and the executive order of the Governor relating to
emergency management provide local government, principally the chief
elected official, with a number of powers to control emergency situations.
If necessary, we shall use these powers during emergency situations.
These powers include:
A.
Emergency Declaration. In the event of riot or civil disorder, the
Mayor, EMD (EMC if EMD is unavailable) may request the
Governor to issue an emergency declaration for this jurisdiction and
take action to control the situation. Use of the emergency
declaration is explained in Annex U, Legal
B.
Disaster Declaration. When an emergency situation has caused
severe damage, injury, or loss of life or it appears likely to do so,
the Mayor (or in his absence, the next senior elected official of the
City of Paris) may executive an order or proclamation to declare a
local state of disaster. The Mayor may subsequently issue orders
or proclamations referencing that declaration to invoke certain
emergency powers granted the Governor in the Texas Disaster Act
on an appropriate local scale in order to cope with the disaster.
These powers include:
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1.
Suspending procedural laws and rules to facilitate a timely
response. .
Using all available resources of government and
commandeering private property, 5ubject to compensation,
to cope with the disaster.
Restricting the movement of people and occupancy of
premises.
Prohibiting the sale or transportation of certain substances.
Implementing price controls.
2.
3.
4.
5.
A local disaster declaration activates the recovery and rehabilitation
aspects of this plan. A local disaster declaration is required to
obtain state and federal disaster recovery assistance. See Annex
U, Legal, for further information on disaster declarations and
procedures for invoking emergency powers.
c.
Authority for Evacuations. State law does not authorize the Governor or
local officials to issue mandatory evacuation orders. State and local
officials may recommend evacuation of threatened or stricken areas.
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Activities by Phases of Emergency Management
1.
This plan addresses emergency actions that are conducted during all four
phases of emergency management.
A.
Mitigation
We will conduct mitigation activities as an integral part of our
emergency management program. Mitigation is intended to
eliminate hazards, reduce the probability of hazards causing an
emergency situation, or lessen the consequences of unavoidable
hazards. Mitigation should be a pre-disaster activity, although
mitigation may also occur in the aftermath of an emergency
situation with the intent of avoiding repetition of the situation. Our
mitigation program is outlined in Annex P, Mitigation.
B.
Preparedness
We will conduct preparedness activities to develop the reponse
capabilities needed in the event of an emergency. Among the
preparedness activities included in our emergency management
program are:
1.
2.
Providing emergency equipment and facilities.
Emergency planning, including maintaining this plan, its
annexes, and appropriate SOP's.
Conducting or arranging appropriate training for emergency
responders, emergency management personnel, other local
officials and volunteer groups who assist us during
emergencies.
Conducting periodic drills and exercises to test our plans and
training.
3.
4.
c.
Response
We will respond to emergency situations effectively and efficiently.
The focus of most of this plan and its annexes is on planning for the
response to emergencies. Response operations are intended to
resolve an emergency situation while minimizing casualties and
property damage. Response activities include warning, emergency
medical services, firefighting, law enforcement operations,
evacuation, shelter and mass care, emergency public information,
search and rescue, as well as other associated functions.
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D.
Recovery
If a disaster occurs, we will carry out a recovery program that
involves both short-term and long-term efforts. Short-term
operations seek to restore vital services to the community and
provide for the basic needs of the public. Long-term recovery
focuses on restoring the community to its normal state. The federal
government, pursuant to the Stafford Act, provides the vast majority
of disaster recovery assistance. The recovery process includes
assistance to individuals, businesses, and to government and other
public institutions. Examples of recovery programs include
temporary housing, restoration of government services, debris
removal, restoration of utilities, disaster mental health services, and
reconstruction of damaged roads and bridges. Our recovery
program is outlined in Annex J, Recovery.
21
VI.
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
A. Organization
1. General
Most departments and agencies of local government have emergency functions
in addition to their normal day-to-day duties. During emergency situations our
normal organizational arrangements are modified to facilitate emergency
operations. Our governmental organization for emergencies includes the
executive group, emergency services and support services. Attachment 3 depicts
our emergency organization
2. Executive Group
The executive group provides guidance and direction for emergency
management programs and for emergency response and recovery operations.
The executive group includes the City of Paris Mayor, City Council, City
Manager, the Chief of Police, Emergency Management Coordinator, Fire Chief
and Director of EMS.
3. Emergency Services
Emergency Services include the Incident Commander and those departments,
agencies, and groups with primary emergency response actions. The Incident
Commander is the person in charge at the incident site.
4. Emergency Support Services
This group includes departments and agencies that support and sustain
emergency responders and also coordinate emergency assistance provided by
organized volunteer organizations, business and industry and other sources.
5. Volunteer and Other Services
This group includes organized volunteer groups and businesses who have
agreed to provide certain support for emergency ope.r~tions.
B. ASSIGNMENT OF RESPONSIBILITIES
1. GENERAL
For most emergency functions, successful operations require a coordinated effort
from a number of departments, agencies and groups. To facilitate a coordinated
effort, elected and appointed officials, departments and agency heads and other
22
Ver 1.10
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personnel are assigned primary responsibility .for planning and coordinating
specific emergency functions. Generally, primary responsibility for an emergency
function will be assigned to an individual from the department or agency that has
legal responsibility for that function or possesses the most appropriate
knowledge and skills. Other officials departments and agencies may be assigned
support responsibilities for specific emergency functions. Attachment 4
summarizes the general emergency responsibilities of local officials, department
and agency heads and other personnel.
2. The individual having primary responsibility for an emergency function is
responsible for coordinating preparation of and maintaining that portion of the
emergency plan that addresses that function. Plan and annex assignments are
outlined in Attachment 5. Listed below are responsibilities assigned to the
Executive Group, Emergency Services, Support Services, and other Support
Agencies. Additional specific responsibilities can be found in the functional
annexes to this Basic Plan.
3. Executive Group Responsibilities
a. The Mayor of the City of Paris will:
1) Establish objectives and priorities for the emergency management
program and provide general policy guidance on the conduct of that
program.
2) Monitor the emergency response during disaster situations and provide
directions where appropriate. .
3) With the assistance of the public information officer, keep the public
informed during emergency situations.
4) With the assistance of the legal staff, declare a local state of disaster,
requests the Governor to declare a state of emergency, or invoke the
emergency powers of government when necessary.
5) Request assistance from other local governments or the State when
necessary
b. The City Manager will:
Ver 1.10
08/03
1)
2)
Implement the policies and decisions of the governing body relating
to emergency management.
Organize the emergency management program and identify
personnel, equipment, and facility needs.
Assign emergency management program tasks to department heads or
agencies.
Ensure that departments and agencies participate in emergency planning,
training and exercise activities.
Coordinate the operational response of the local emergency services.
Coordinate activation of the EOC and its operation with the EMC.
3)
4)
5)
6)
23
Ver 1.10
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c. The Emergency Management Coordinator will:
1) Serve as liaison between EOG and EMD on emergency management
matters between disasters and during disasters.
2) Keeps the City Manager and governing body apprised of our
preparedness status and emergency management needs.
3) Coordinate local planning and preparedness activities and the
maintenance of this plan.
4) Prepare and maintain a resource inventory.
5) Arrange appropriate training for local emergency management personnel
and emergency responders.
6) Coordinate periodic emergency exercises to test our plan and training.
7) Manage the EOG, develop procedures for its operation, and conduct
training for those who staff it.
8) Activate the EOC when required.
9) Perform day-to-day liaison with the state emergency management staff
and other local emergency management personnel.
1 O)Coordinate with organized volunteer groups and businesses regarding
emergency operations.
4. COMMON RESPONSIBILITIES
All emergency services and support services will:
a. Provide personnel, equipment, and supplies to support emergency operations
upon request.
b. Develop and maintain SOP'S and assigned Annex for emergency tasks.
c. Provide trained personnel to staff the incident command post and EOG and
conduct emergency operations.
d. Provide current information on emergency resources for inclusion in the
Resource List in Appendix 1 to Annex M, Resource Management.
e. Report information regarding emergency situations and damage to facilities
and equipment to the Incident Commander or the EOC.
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Ver 1.10
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5. Emergency Services Responsibilities
a. The Incident Commander will:
1) Manage emergency response resources and operations at the incident
site command post to resolve the emergency situation.
2) Determine and implement required protective actions for response
personnel and the public at an incident site.
b. Warning.
Paris Police Department
1) Primary responsibility for this function is assigned to the Paris Police
Department who will prepare and maintain Annex A (Warning) to this plan
and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Receive information on emergency situations.
b) Alert key local officials of emergency situations.
c) Disseminate warning information and instructions to the public through
available warning systems.
d) Disseminate warning and instructions to special facilities such as
schools and hospitals.
c. COMMUNICATIONS.
Paris Police Department
1) Primary responsibility for this function is assigned to the Services
Lieutenant of the Paris Police Department, who will prepare and maintain
Annex B (Communications) to this plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Identify the communications systems available with the local area and
determine the connectivity of those systems.
b) Develop plans and procedures for coordinated use of the various
communications systems available in this jurisdiction during
emergencies.
c) Determine and implement means of augmenting communications
during emergencies, including support by volunteer organizations.
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d. Radiological Protection.
Paris Fire Department
1) Primary responsibility for this function is assigned to the Paris Fire
Department (Radiological Protection) to this plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Maintain inventory of radiological equipment.
b) Ensure response forces include personnel with current training in
radiological monitoring and decontamination.
c) Respond to radiological incidents and terrorist incidents involving
radiological materials.
d) Make notification concerning radiological incidents to state and federal
authorities.
e. Evacuation.
Paris Police Department
1) Primary responsibility for this function is assigned to the Paris Police
Department, who will prepare and maintain Annex E (Evacuation) to this
plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Identify areas where evacuation has been or may in the future and
determine of population at risk.
b) Perform evacuation planning for known risk areas to include route
selection and determination of traffic control requirements.
c) Develop simplified planning procedures for ad hoc evacuations.
d) Determine emergency public information requirements.
e) Perform evacuation planning for special needs facilities (schools,
hospitals, nursing homes, and other institutions.
f. Firefighting.
Paris Fire Department
1) Primary responsibility for this function is assigned to the Paris Fire
Department, who will prepare and maintain Annex F (Firefighting) to this
plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Fire prevention activities.
b) Fire detection and control.
c) Hazardous material and oil spill response.
d) Terrorist incident response.
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Ver 1.10
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e) Evacuation support. .
f) Post-incident reconnaissance and damage assessment.
g) Fire safety inspection of temporary shelters.
h) Prepare and maintain fire resource inventory.
g. Law Enforcement.
Paris Police Department
1) Primary responsibility for this function is assigned to the Paris Police
Department, who will prepare and maintain Annex G (Law Enforcement)
to this plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Maintenance of law and order.
b) Traffic control.
c) Terrorist incident response.
d) Provision of security for vital facilities, evacuated areas, and shelters.
e) Access control for damaged or contaminated areas.
f) Warning support.
g) Post-incident reconnaissance and damage assessment.
h) Prepare and maintain law enforcement resource inventory.
h. Health and Medical Services.
Paris - Lamar County Health Department
1) Primary responsibility for this function is assigned to the Medical director
of the Paris - Lamar county health department, who will prepare and
maintain Annex H (Health & Medical Services) to this plan and supporting
SOP'S.
2) Emergency tasks to be performed include:
a) Coordinate health and medical care and EMS support during
emergency situations.
b) Public health information and education.
c) Inspection of food and water supplies.
d) Develop emergency public health regulations and orders.
e) Coordinate collection, identification, and interment of deceased victims.
f) Coordinate the provision of disaster mentaLhealth services to disaster
victims, emergency workers, and/or others suffering trauma due to the
emergency incident/disaster.
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Ver 1.10
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I.
Direction and Control.
City Manager
1) Primary responsibility for this function is assigned to the City Manager,
who will prepare and maintain Annex N (Direction & Control) to this plan
and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Direct and control our local operating forces.
b) Maintain coordination with neighboring jurisdictions and the Disaster
District in Garland, Texas.
c) Maintain the EOC in an operating mode or be able to convert the
designated facility space into an operable EOC rapidly.
d) Assigns representatives, by title, to report to the EOC and develops
procedures for crisis training.
e) Develops and identifies the duties of the staff, use of displays and
message forms, and procedures for EOC activation.
f) Coordinates the evacuation of areas at risk.
J.
Hazardous Materials & Oil Spill.
Paris Fire Department
1) The primary responsibility for this function is assigned to the Paris Fire
Department, who will prepare and maintain Annex Q (Hazardous Material
& Oil Spill Response) to this plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) In accordance with OSHA regulations, establish ICS to manage the
response to hazardous materials incidents.
b) Establish the hazmat incident functional areas (e.g., Hot Zone, cool
zone, Cold Zone, etc.)
c) Determine and implement requirements for personal protective
equipment for emergency responders.
d) Initiate appropriate actions to control and eliminate the hazard in
accordance with established hazmat response guidance and SOP'S.
e) Determine areas at risk and which public protective actions, if any,
should be implemented.
f) Apply appropriate firefighting techniques if the incident has, or may,
result in a fire.
g) Determines when affected areas may be safely reentered.
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Ver 1.10
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k. Search & Rescue.
Paris Fire Department
1) The primary responsibility for this function is assigned to the Paris Fire
Department, who will prepare and maintain Annex R (Search and Rescue)
to this plan and supporting SOP's.
2) Emergency tasks to be performed include:
a) Coordinate and conduct search and rescue activities.
b) Identify requirements for specialized resources to support rescue
operations.
c) Coordinate external technical assistance and equipment support for
search and rescue operations.
I. Terrorist Incident Response.
Paris Police Department
1) Primary responsibility for this function is assigned to the Paris Police
Department Annex V (Terrorist Incident Response) to this plan and
supporting SOP'S.
2) Emergency tasks to be performed include:
a) Coordinate and carry out defensive anti-terrorist activities, including
criminal intelligence, investigation, protection of facilities, and public
awareness activities.
b) Coordinate and carry out offensive counter-terrorist operations to
neutralize terrorist activities.
c) Carry out terrorism consequence operations conducted in the
aftermath of a terrorist incident to save lives and protect public and
private property.
d) Ensure required notification of terrorist incidents is made to state and
federal authorities.
6. Support Services Responsibilities
a. Shelter and Mass Care.
ARC, Lantar County Chapter
1) Primary responsibility for this function is assigned to American Red Cross,
Lamar county chapter, who will prepare and maintain Annex C (Shelter
and Mass Care) to this plan and supporting SOP'S
2) Emergency tasks to be performed include:
a) Perform emergency shelter and mass care planning.
29
Ver1.10
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b) Coordinate and conduct shelter and mass care operations with our
other departments, relief agencies, and volunteer groups.
b. MASS CARE FEEDING
THE SALVATION ARMY
1) Primary responsibility for this function is assigned to the Salvation Army,
who will prepare and maintain annex a (human services) to this plan and
supporting S~P'S.
2) Emergency tasks to be performed include:
a) Perform emergency mass feeding
b) Coordinate and conduct mass feeding with American red cross, Lamar
county chapter, other departments, and volunteer groups.
c. Emergency Public Information.
Paris Police Department
1) Primary responsibility for this function is assigned to the Paris Police
Department. The Paris Police Department information Officer will prepare
and maintain Annex I (Emergency Public Information) to this plan and
supporting SOP'S.
2) Emergency tasks to be performed include:
a) Conduct on-going hazard awareness and public education programs.
b) Compile and release information and instructions in coordination with
EOC during emergency situations and responds to questions relating
to emergency operations
c) Provide information to the media and the public during emergency
situations.
d) Arrange for media briefings.
d.
Recovery.
Community Development
1) Primary responsibility for this function is assigned to the City of Paris
Community Development. The Director of Community Development will
prepare and maintain Annex J (Recovery) to this plan and supporting
SOP'S.
2) Emergency tasks to be performed include:
a) Establish and train a damage assessment team using local personnel.
Coordinate the efforts of that team with state and federal damage
assessment personnel who may be dispatched to assist us.
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Ver 1.10
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b) Assess and compile information on dar:nage to public and private
property and needs of disaster victims and formulate and carry out
programs to fill those needs. .
c) If damages are beyond our capability to deal with, compile information
for use by our elected officials in requesting state or federal disaster
assistance.
d) If we are determined to be eligible for state or federal disaster
assistance, coordinate with state and federal agencies to carry out
authorized recovery programs.
e.
Public Works & Engineering. City of Paris Public Works
1) Primary responsibility for this function is assigned to the City of Paris
Public Works with assistance from the city engineer. The director of public
works will prepare and maintain Annex K (Public Works & Engineering) to
this plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a)
b)
Protect government facilities and vital equipment where possible.
Assess damage to streets, bridges, traffic control devices, and
other public facilities.
Direct temporary repair of vital facilities.
Restore damaged roads and bridges.
Restore waste treatment and disposal systems.
Arrange for debris removal.
General damage assessment support.
Building inspection support.
Provide specialized equipment to support emergency operations.
Support traffic control and search and rescue operations.
c)
d)
e)
f)
g)
h)
i)
j)
f.
Utilities.
Director of Utilities, City of Paris
1)
Primary responsibility for this function is assigned to the Director of
Utilities. The Director of Utilities will prepare and maintain Annex L
(Energy and Utilities) to this plan and supporting SOP'S.
2)
Emergency tasks to be performed include:
a)
Prioritize restoration of utility service to vital facilities and
other facilities.
Arrange for the provision of emergency power sources
where required.
Identify requirements for emergency drinking water and
portable toilets to the department or agency responsible for
mass care.
Assess damage to, repair, and restore public utilities.
Monitor recovery activities of privately - owned utilities.
31
b)
c)
d)
e)
Ver1.10
08/03
g.
Resource Management.
City of Paris Finance - Warehouse
1)
Primary responsibility for this function is assigned to the City of
Paris Warehouse Director, who will prepare and maintain Annex M
(Resource Management) to this plan and supporting SOP'S
2)
Emergency tasks to be performed include:
a.
b.
Maintain an inventory of emergency resources.
During emergency operations, locates supplies, equipment,
and personnel to meet specific needs.
Maintain a list of suppliers for supplies and equipment
needed immediately in the aftermath of an emergency.
Establish emergency purchasing procedures and coordinate
emergency procurements.
Establish and maintain a manpower reserve and coordinate
assignment of reserve personnel to departments and
agencies that require augmentation.
Coordinate transportation, sorting, temporary storage, and
distribution of resources during emergency situations.
Establish staging areas for resources, if required.
During emergency operations, identify to the Donations
Management Coordinator those goods, services, and
personnel that are needed.
Maintain records of emergency-related expenditures for
purchases and personnel.
c.
d.
e.
f.
g.
h.
I.
9
Human Services.
The Salvation Army
1) Primary responsibility for this function is assigned to the Salvation Army,
who will prepare and maintain Annex 0 (Human Services) to this plan and
supporting SOP'S
2) Emergency tasks to be performed include:
a) Identify emergency feeding sites.
b) Identify sources of clothing for disaster victims.
c) Secure emergency food supplies.
d) Coordinate the operation of shelter facilities, whether operated by local
government, local volunteer groups, or organized disaster relief
agencies such as the American Red Cross.
e) Coordinate special care requirements for disaster victims such as the
aged, special needs individuals, and others.
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h. Hazard Mitigation.
Engineering
1) The primary responsibility for this function is assigned to the City
Engineer, who will prepare and maintain Annex P (Hazard Mitigation) to
this plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Maintain the local Hazard Analysis.
b) Identify beneficial pre-disaster hazard mitigation projects and seek
approval from local officials to implement such projects.
c) In the aftermath of an emergency, determine appropriate actions to
mitigate the situation and coordinate implementation of those actions.
d) Coordinate and carry out post-disaster hazard mitigation program.
I. Transportation.
Public Works Director
1) The primary responsibility for this function is assigned to the Public Works
Director in coordination with school superintendents in the city. The public
works director will prepare and maintain Annex S (Transportation) to this
plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Identifies local public and private transportation resources and
coordinates their use in emergencies.
b) Coordinates deployment of transportation equipment to support
emergency operations.
c) Establishes and maintains a reserve pool of drivers, maintenance
personnel, parts, and tools.
d) Maintains records on use of transportation equipment and personnel
for purpose of possible reimbursement.
J.
Donations Management.
City of Paris Finance - Warehouse
1) The primary responsibility for this function is assigned to the warehouse
supervisor who will prepare and maintain Annex T (Donations
Management) to this plan and supporting SOP'S.
2) Emergency tasks to be performed include:
a) Compile resource requirements identified by the Resource
Management staff.
b) Solicit donations to meet known needs.
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Ver 1.10
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c) Establish and implement procedures to receive, accept or turn down
offers of donated goods and services, and provide instructions to
donors of needed goods or services.
d) In coordination with the Resource Management staff, establish a
facility to receive, sort, and distribute donated goods.
k. Legal.
City Attorney City of Paris
1) The primary responsibility for this function is assigned to City Attorney and
that staff, who will prepare and maintain Annex U (Legal) to this plan and
supporting SOP'S.
2) Emergency tasks to be performed include:
a) Advise local officials on emergency powers of local government and
procedures for invoking those measures.
b) Review and advise our officials on possible legal issues arising from
disaster operations.
c) Prepare and/or recommend legislation to implement the emergency
powers that may be required during and emergency.
d) Advise local officials and department heads on record-keeping
requirements and other documentation necessary for the exercising of
emergency powers.
I. Department and agency heads not assigned a specific function in this plan
will be prepared to make their resources available for emergency duty at the
direction of our chief elected official.
7. Volunteer & Other Services
a. Volunteer Groups. The following are local volunteer agencies that can
provide disaster relief services and traditionally have coordinated their efforts
with our local government:
1) American Red Cross, Lamar County Chapter
Provides shelter management, feeding (provided by The Salvation Army)
at fixed facilities and through mobile units, first aid, replacement of
eyeglasses and medications, provision of basic clothing, and limited
financial assistance to those affected by emergency situations. It also
provides referrals to government and private agencies for special services.
2) The Salvation Army.
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Ver 1.10
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The Salvation Army provides emergency a?sistance to include mass and
mobile feeding, temporary shelter, counseling, missing person services,
and the warehousing and distribution of donated goods including food,
clothing, and household items. It also provides referrals to government
and private agencies for special services. The Salvation Army also
provides feeding for emergency workers.
3) Southern Baptist Convention Disaster Relief.
Provides mobile feeding units staffed by volunteers. Active in providing
disaster childcare, the agency has several mobile childcare units and can
assist with clean-up activities, temporary repairs, reconstruction,
counseling, and bilingual services.
4) ARES.
The Lamar County Amateur Radio Emergency Service provides amateur
radio support for emergency operations, including communications
support in the EOC.
b. Business Support.
1) The list of businesses supporting emergency operations is continuously
changing. This list will be maintained and updated as new businesses
come into the area and old companies close or relocate. This information
is on file at American Red Cross, Lamar County Chapter and updated by
the ARC Director.
35
VII.
DIRECTION AND CONTROL
A. General
1. THe City Manager of the City of Paris, (EM D) is responsible for establishing
objectives and policies for emergency management and providing general
guidance for disaster response and recovery operations. During disasters, the
Mayor may carry out those responsibilities from the EOG.
2. The Emergency Management Coordinator will provide overall direction of the
response activities of all our departments. During major emergencies and
disaster, the EMC will normally carry out those responsibilities from the EOC.
3. The EMC and his staff will manage the EOC.
4. The Incident Commander, assisted by a staff sufficient for the tasks to be
performed, will manage the emergency response at an incident site.
5. During emergency operations, department heads retain administrative and policy
control over their employees and equipment. However, personnel and
equipment will carry out mission assignments directed by the incident
commander. Each department and agency is responsible for having its own
operating procedures to be followed during response operations, but interagency
procedures, such a common communications protocol, may be adopted to
facilitate coordinated effort.
6.
If our own resources are insufficient or inappropriate to deal with an
emergency situation, we may request assistance from other jurisdictions,
Lamar County, organized volunteer groups, or the State of Texas. The
process for requesting state of federal assistance is covered in section V.f of
this plan: The request for assistance form is in Annex M Appendix 2. External
agencies are expected to conform to the general guidance and direction
provided by our senior decision makers.
B. Emergency Facilities
1. Incident Command Post. Except when an emergency situation threatens, but
has not yet occurred, and those situations for which there is no specific hazard
impact site (such as a severe winter storm or area-wide utility outage), an
incident command post or command posts will be established in the vicinity of the
incident site(s). As noted previously, the incident commander will be responsible
for directing the emergency response and managing the resources at the incident
scene.
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Ver 1.10
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2. Emergency Operating Center. When major emergencies and disasters have
occurred or appear imminent, we will activate our EOC, which is located in the
basement of city hall, 150 SE 1 ST, Paris, Texas. .
3. The following individuals are authorized to activate the EOG:
A.
B.
C.
D.
E.
Mayor
City Manager
Police Chief
Emergency Management Coordinator
Police Patrol Shift Supervisor
4. The general responsibilities of the EOC are to:
a. Assemble accurate information on the emergency situation and current
resource data to allow local officials to make informed decisions on courses of
action.
b. Working with representatives of emergency services, determine and prioritize
required response actions and coordinate their implementation.
c. Provide resource support for emergency operations.
d. Suspend or curtail government services, recommend the closure of schools
and businesses, and cancellation of public events.
e. Organize and activate large-scale evacuation and mass care operations.
f. Provide emergency information to the public.
5. Representatives of those departments and agencies assigned emergency
functions in this plan will staff the EOC. EOC operations are addressed in Annex
N (Direction and Control). The interface between the EOC and the Incident
Command Post is described in paragraph V.e above.
6. The alternate EOC is located at the Paris Police Department. This facility will be
used if our primary EOC becomes unusable.
C. Line of Succession
1. The line of succession for the Mayor is:
a.
b.
c.
d.
Ver 1.10
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Mayor Pro Tern
Most Senior Council Person
City Manager
Police Chief
37
2. The lines of succession for each of our department and agency heads shall be in
accordance with the S~P'S established by those departments and agencies.
VIII.
READINESS LEVELS
A. Many emergencies follow some recognizable build-up period during which actions
can be taken to achieve a gradually increasing state of readiness. We use a four-
tier system. Readiness Levels will be determined by the Mayor or, for certain
circumstances, the Emergency Management Coordinator or Police Chief. General
actions to be taken at each readiness level are outlined in the annexes to this plan;
more specific actions will be detailed in departmental or agency SOP'S.
B. The following Readiness Levels will be used as a means of increasing our alert
posture.
1. Level 4: Normal Conditions
a. Emergency incidents occur and local officials are notified. One or more
departments or agencies respond to handle the incident; an incident
command post may be established. Limited assistance may be requested
from other jurisdictions pursuant to established inter-local agreements.
b. The normal operations of government are not affected.
2. Level 3: Increased Readiness / National Threat Level Color Yellow
a. Increased Readiness refers to a situation that presents a greater potential
threat than "Level 4", but poses no immediate threat to life and/or property.
EMC may staff the EOC as a monitoring activity only. Increased readiness
actions may be appropriate when the situations similar to the following occur:
1) IæPical Weather Threat. A tropical weather system has developed that
has the potential to impact the local area as relocation of residents from
affected areas seek shelter in our county. Readiness actions may include
regular situation monitoring, a review of plans and resource status,
determining staff availability and placing personnel on-call.
2) Tornado Watch indicates possibility of tornado development. Readiness
actions may include increased situation monitoring through spotter's
locations being called out in the county and placing selected staff on alert.
3) Flash Flood Watch indicates flash flooding is possible due to heavy rains
occurring or expected to occur. Readiness actions may include increased
situation monitoring, reconnaissance of known trouble spots, deploying
warning signs.
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Ver 1.10
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4) Winter storm watch indicates possibility of severe freezing rain, icing or
snow moving in this direction. Readiness actions may include increased
situation monitoring. review of plans and resource status, determining
staff availability and placing personnel on-call.
5) Wildfire Threat. During periods of extreme wildfire threat, readiness
actions may include deploying additional resources to areas most at risk,
arranging for standby commercial water tanker support, conducting daily
aerial reconnaissance, or initiating burn bans.
6) Mass Gathering,. For mass gatherings with previous history of problems,
readiness actions may include reviewing security, traffic control, fire
protection, and first aid planning with organizers and determining
additional requirements.
b. Declaration of "Level 3" will generally require the initiation of the "Increased
Readiness" activities identified in each annex to this plan.
3. Level 2: High Readiness I National Threat Level Color Orange
a. High Readiness refers to a situation with a significant potential and probability
of causing loss of life and/or property. This condition will normally require
some degree of warning to the public. EMC and staff will activate the EOG
with staff representatives from public works, police, fire, and EMS. Actions
could be triggered by severe weather warning information issued by the
National Weather Service such as:
1) ImPical Weather Threat. A tropical weather system may impact the
southern COAST AREA within 72 hours. Readiness actions may include
continuous storm monitoring, identifying worst-case decision points,
increasing preparedness of personnel and equipment, updating
evacuation checklists, verifying evacuation route status, and providing the
public information for techniques to protect homes and businesses on the
evacuation routes. Monitor evacuation to our area for shelter readiness.
open shelters to house evacuees, and continuous situation monitoring.
2) Tornado WarninQ.:.lssued when a tornado has actually been sighted in the
vicinity or indicted by radio, and may strike in the local area. Readiness
actions may include, issuing warning statements, activation of outdoor
warning sirens, activation of radio and television override systems. And
continuous situation monitoring.
3) Flash Flood WarninQ. Issued to alert persons that flash flooding is
imminent or occurring on certain steams or designated flood zone areas,
39
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and immediate action should be taken. Readiness actions may include
notifying the public about the warning, evacuating low-lying areas, open
shelters to house evacuees, and continuous situation monitoring.
4) Winter Storm WarninQ..;, Issued when heavy snow, sleet, or freezing rain
are forecast to occur separately or in a combination. Readiness actions
may include preparing for possible power outages, putting road crews on
stand-by to clear and/or sand the roads, and continuous situation
monitoring. Readiness actions may include notifying the public about the
warning, be prepared to open shelters to house evacuees, and
continuous situation monitoring.
5) Mass Gatherin~ Civil disorder with relatively large-scale localized violence
is imminent. Readiness actions may include increased law enforcement
presence, putting hospitals and fire departments on alert and continuous
situation monitoring.
b. Declaration of a "Level 2" will generally require the initiation of the "High
Readiness" activities identified in each annex to this plan.
4. Level 1: Maximum Readiness / National Threat Level Color Red
a. Maximum Readiness refers to situation that hazardous conditions are
imminent. This condition denotes a greater sense of danger and urgency
than associated with a "Level 2" event. Actions could also be generated by
severe weather warning information issued by the National Weather Service
combined with factors making the event more imminent.
1) Iæ.Pical Weather Threat. The evacuation decision period is nearing for an
approaching tropical weather system that may impact the Southern coast
of Texas and Louisiana causing evacuees to be relocated to our area.
Readiness actions may include continuous situation monitoring, full
activation of the EOC, recommending precautionary actions for special
facilities, placing emergency personnel and equipment into position for
emergency operations, and preparing public transportation resources for
evacuation support. Be prepared to open shelters to house evacuees
2) Tornado WarninQ..;, Tornado has been sited especially close to a populated
area or moving towards a populated area. Readiness actions may include
taking immediate shelter and put damage assessment teams on stand-by.
Be prepared to open shelters and provide mass care and feeding.
3) Flash Flood Warnino..:. Flooding is imminent or occurring at specific
locations. Readiness actions may include evacuations, rescue teams on
alert, sheltering evacuees and/or others displaced by the flooding, and
continuous monitoring of the situation.
40
Ver 1.10
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4) Mass GatherinQ. Civil disorder is about to erupt into large-scale and
widespread violence. Readiness actions may include having all EMS
units on stand-by, all law enforcement present for duty, notify the DDC
that assistance may be needed and keep them apprised of the situation,
and continuous situation monitoring is required.
b. Declaration of "Level 1" will generally require the initiation of the "Maximum
Readiness" activities identified in each annex to this plan.
41
IX.
ADMINISTRATION AND SUPPORT
A. Agreements and Contracts
1. Should our local resources prove to be inadequate during an emergency,
requests will be made for assistance from other local jurisdictions, other
agencies, and industry in accordance with existing mutual-aid agreements and
contracts and those agreements and contracts concluded during the emergency.
Such assistance may include equipment, supplies, or personnel. All agreements
will be entered into by authorized officials and should be in writing whenever
possible. Agreements and contracts should identify the local officials authorized
to request assistance pursuant to those documents.
2. The agreements and contracts pertinent to emergency management that we are
a party to are summarized in Attachment 6.
B. Reports
1. Hazardous Materials Spill Reportinq. If we are responsible for a release of
hazardous materials of a type or quantity that must be reported to state and
federal agencies, the department or agency responsible for the spill shall make
the required report. See Annex Q, Hazardous Materials and Oil Spill Response,
for more information. If the party responsible for a reportable spill cannot be
located, the Incident Commander shall ensure that the required report(s) are
made.
2. Initial Emerqency Re(2Q!1 This short report should be prepared and transmitted
by the EOC when an on-going emergency incident appears likely to worsen and
we may need assistance from other local governments or the State. See Annex
N, Direction and Control for the format and instructions for this report.
3. Situation Report. A daily situation report should be prepared and distributed by
the EOC during major emergencies or disasters. See Annex N, Direction and
Control, for the format of and instructions for this report.
4. Other Reports. Several other reports covering specific functions are described in
the annexes to this plan.
C. Records
1. Record Keeping for Emergency Operations
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Our city is responsible for establishing the admini~trative controls necessary to
manage the expenditure of funds and to provide reasonable accountability and
justification for expenditures made to support emergency operations. This shall
be done in accordance with the established local fiscal policies and standard cost
accounting procedures.
a. Activity Logs. The Incident Command Post and the EOC shall maintain
accurate logs recording key response activities, including:
1) Activation or deactivation of emergency facilities.
2) Emergency notifications to other local governments and to state and
federal agencies.
3) Significant changes in the emergency situation.
4) Major commitments of resources or requests for additional resources from
external sources.
5) Issuance of protective action recommendations to the public.
6) Evacuations.
7) Casualties.
8) Containment or termination of the incident.
b. Incident Costs. All department and agencies shall maintain records
summarizing the use of personnel, equipment, and supplies during the
response to day-to-day incidents to obtain a estimate of annual emergency
response costs that can be used as in preparing future department or agency
budgets.
c. Emergency or Disaster Costs. For major emergencies or disasters, all
departments and agencies participating in the emergency response shall
maintain detailed records of costs for emergency operations to include:
1) Personnel costs, especially overtime costs
2) Equipment operations costs
3) Costs for leased or rented equipment
4) Costs for contract services to support emergency operations
5) Costs of specialized supplies expended for emergency operations
These records may be used to recover costs from the responsible party or
insurers or as a basis for requesting financial assistance for certain allowable
response and recovery costs from the state and/or federal government.
2. Preservation of Records
a. In order to continue normal government operations following an emergency
situation disaster, vital records must be protected. These include legal
documents as well as property and tax records. The principal causes of
damage to records are fire and water; therefore, essential records should be
43
protected accordingly. Each agency responsiþle for preparation of annexes
to this plan will include protection of vital records in its SOP'S.
b. If records are damaged during an emergency situation, we will seek
professional assistance to preserve and restore them.
D. Consumer Protection
Consumer complaints regarding alleged unfair or illegal business practices often
occur in the aftermath of a disaster. Such complaints will be referred to the City
Attorney, who will pass such complaints to the Consumer Protection Division of the
Office of the Attorney General.
E. Post-Incident and Exercise Review
The City Manager is responsible for organizing and conducting a critique following
the conclusion of a significant emergency event/incident or exercise. The critique
will entail both written and verbal input from all appropriate participants. Where
deficiencies are identified, an individual, department, or agency will be assigned
responsibility for correcting the deficiency and a due date shall be established for
that action.
x.
PLAN DEVELOPMENT AND MAINTENANCE
A. Plan Development
The Emergency Management Director is responsible for approval and promulgating
this plan.
B. Distribution of Planning Documents
1. The City Manager shall determine the distribution of this plan and its annexes. In
general, copies of plans and annexes should be distributed to those individuals,
departments, agencies, and organizations tasked in this document. Copies
should also be set aside for the EOG and other emergency facilities.
2. The Basic Plan should include a distribution list (See Attachment 1 to this plan)
that indicates who receives copies of the basic plán -and the various annexes to
it. In general, individuals who receive annexes to the basic plan should also
receive a copy of this plan, because the Basic Plan describes our emergency
management organization and basic operational concepts.
C. Review
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The Basic Plan and its annexes shall be reviewed annually by local officials. The
Mayor will establish a schedule for annual review of planning documents by those
tasked in them.
D. Update
1. This plan will be updated based upon deficiencies identified during actual
emergency situations and exercises and when changes in threat hazards,
resources and capabilities, or government structure occur.
2. The Basic Plan and its annexes must be revised or updated by a formal change
at least every five years. Responsibility for revising or updating the Basic Plan
is assigned to the EMC. Responsibility for revising or updating the annexes to
this plan is outlined in Section VI.B, Assignment of Responsibilities, as well as in
each annex. For details on the methods of updating planning documents as well
as more information on when changes should be made, refer to Chapter 3 of the
Division of Emergency Management (DEM) Local Emergency Management
Planning Guide (DEM-10).
3. Revised or updated planning documents will be provided to all departments,
agencies, and individuals tasked in those documents.
4. §418.043(4) of the Government Code provide that DEM shall review local
emergency management plans. The process for submitting new or updated
planning documents to DEM is described in Chapter 6 of the DEM-10. The EMC
is responsible for submitting copies of planning documents to our DEM Regional
Liaison Officer for review.
45
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ATTACHMENTS LIST:
Ver 1.10
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1. DISTRIBUTION LIST
2. REFERENCES
3. ORGANIZATION FOR EMERGENCIES
4. FUNCTIONAL RESPONSIBILITY MATRIX
5. ANNEX ASSIGNMENTS
6. SUMMARY OF AGREEMENTS & CONTRACTS
7. INCIDENT COMMAND SYSTEM SUMMARY
46
I
ATTACHMENT 1
DISTRIBUTION LIST
JURISDICTION/AGENCY PLAN
EOC REFERENCE LIBRARY
MAYOR
CITY MANAGER
EMC
LAMAR COUNTY SHERIFF
PARIS POLICE CHIEF
PARIS FIRE CHIEF/FIRE MARSHAL
COMMUNITY DEVELOPMENT DIRECTOR
PARIS / LAMAR COUNTY HEALTH OFFICER
FINANCE DIRECTOR
CITY PUBLIC WORKS DIRECTOR
UTILITIES DIRECTOR
HUMAN RESOURCES DIRECTOR
CITY ATTORNEY
ARES / RACES OFFICER
PARIS FIRE DEPARTMENT RADIOLOGICAL OFFICER
PARIS REGIONAL MEDICAL CENTER
CITY ANIMAL CONTROL
ISD TRANSPORTATION DIRECTOR
PARIS INDEPENDENT SCHOOL DISTRICT
NORTH LAMAR I NDEPENDENT SCHOOL DISTRICT
CHISM INDEPENDENT SCHOOL DISTRICT
LOCAL EMERGENCY PLANNING COMMITTEE
AMERICAN RED CROSS
THE SALVATION ARMY
DEM REGIONAL LIAISON OFFICER
KIMBERLY CLARK CORPORATION
CAMPBELL SOUP COMPANY
LAMAR POWER
TENASKA III
WE PACK
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BASIC
PLAN
2
1
1
1
2
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1. -~
1
1
I
ANNEXES
ALL
ALL
ALL
ALL
ALL
ALL
ALL
C,E,O
C,D,H,O,Q
J, M
E, G, J, K, L
J, K, L
C,M,O,T
ALL
ALL
D,E,Q
C,E,S
E,H
C,E,H,O
C,E,O,S
C,E,O,S
C,E,O,S
ALL
C, E,J, 0, T
C, E,J, 0, T
ALL
ALL
I
Attachment 2
References
I
1. TEXAS DEPARTMENT OF PUBLIC SAFETY, DIVISION OF EMERGENCY MANAGEMENT, LOCAL
EMERGENCY MANAGEMENT PLANNING GUIDE, DEM-10
2. TEXAS DEPARTMENT OF PUBLIC SAFETY, DIVISION OF EMERGENCY MANAGEMENT,
DISASTER RECOVERY MANUAL
3. TEXAS DEPARTMENT OF PUBLIC SAFETY, DIVISION OF EMERGENCY MANAGEMENT,
MITIGA TlON HANDBOOK
4. FEMA, INDEPENDENT STUDY COURSE, IS-288: THE ROLE OF VOLUNTARY ORGANIZA TlONS
IN EMERGENCY MANAGEMENT
5. FEMA, STATE AND LOCAL GUIDE (SLG) 101: GUIDE FOR ALL-HAZARD EMERGENCY
OPERA TlONS PLANNING
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ATTACHMENT 3
ORGANIZATION FOR EMERGENCY MANAGEMENT
Police
Fire
Operations
-,". "
Mayor
City Manager
Emergency
ODe rations Center
EMS!
Health
Public
'Works
Engineering
Hospital
Incident Commander I
Unified Command
Finance
~
Comm.
Dev.
Log isties
City Council
Volunteer
Agencies
Utilities
--~
Finance
Warehouse
Donations
Planning
-----
City
Attorney
...-.._.... ,
ATTACHMENT 4 '
EMERGENCY MANAGEMENT FUNCTIONAL RESPONSIBILITIES
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MAYOR S S S S S S S S S S S S S P S S S S S S S S
CITY MANAGER P S S S
EMC S C C C S C C C C C C C S C C S C C C S C C
PARIS POLICE DEPARTMENT P P S S P S P P S S S S S S P
PARIS FIRE DEPARTMENT S S S P S P S S S P S S S
-
PUBLIC WORKS S S S S S S P S S S P S S S
UTILITIES S S P S S S S S S
HEALTH & MEDICAL SERVICES S S S P S S S S S S S S
HUMAN SERVICES S S S P S S S
COMMUNITY DEVELOPMENT P S S S S S P S
HUMAN RESOURCES P S
FINANCE DIR. P S S S
TRANSPORTA TION/ISD S S S S S P S
CITY ATTORNEY'S OFFICE S S S S P S
SEARCH & RESCUE S S P S
. --
P -INDICATES PRIMARY RESPONSIBILITY
S -INDICATES SUPPORT RESPONSIBILITY
C -INDICATES COORDINATION RESPONSIBILITY
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I
ATTACHMENT 5
ANNEX ASSIGNMENTS
I
ANNEX ASSIGNED TO:
ANNEX A: WARNING PARIS POLICE DEPARTMENT
ANNEX B: COMMUNICATIONS PARIS POLICE DEPARTMENT
ANNEX C: SHELTER & MASS CARE AMERICAN RED CROSS, LAMAR COUNTY
CHAPTER
ANNEX D: RADIOLOGICAL PROTECTION PARIS FIRE DEPARTMENT
ANNEX E: EVACUATION PARIS POLICE DEPARTMENT
ANNEX F: FIREFIGHTING PARIS FIRE DEPARTMENT
ANNEX G: LAw ENFORCEMENT PARIS POLICE DEPARTMENT
ANNEX H: HEALTH AND MEDICAL SERVICES PARIS LAMAR COUNTY HEALTH DEPARTMENT
ANNEX I: EMERGENCY PUBLIC INFORMATION PARIS PD PIC
ANNEX J: RECOVERY FINANCE DEPARTMENT
ANNEX K: PUBLIC WORKS & ENGINEERING PUBLIC WORKS AND ENGINEERING
ANNEX L: UTILITIES UTILITIES DIRECTOR
ANNEX M: RESOURCE MANAGEMENT FINANCE - WAREHOUSE
ANNEX N: DIRECTION & CONTROL CITY MANAGER
ANNEX 0: HUMAN SERVICES THE SALVATION ARMY
ANNEX P: HAZARD MITIGATION ENGINEERING
ANNEX Q: HAZARDOUS MATERIALS & OIL SPILL PARIS FIRE DEPARTMENT
RESPONSE
ANNEX R: SEARCH & RESCUE PARIS FIRE DEPARTMENT
ANNEX S: TRANSPORTATION PUBLIC WORKS
ANNEX T: DONATIONS MANAGEMENT FINANCE - WAREHOUSE
ANNEX U: LEGAL CITY ATTORNEY
ANNEX V: TERRORIST INCIDENT RESPONSE PARIS POLICE DEPARTMENT
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ATTACHMENT 6
SUMMARY OF AGREEMENTS & CONTRACTS
Business Support.
The list of businesses supporting emergency operations is continuously changing.
This list will be maintained and updated as new businesses come into the area and
old companies close or relocate. This information is on file at The American Red
Cross, Lamar County Chapter and updated by the ARC Director.
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ATTACHMENT 7
INCIDENT COMMAND SYSTEM SUMMARY
A. BACKGROUND
ICS is a management system that can be used to manage emergency incidents or non-
emergency events such as celebrations. The system works equally well for small incidents
and large-scale emergency situations. The system has built-in flexibility to grow or shrink
depending on current needs. It is a standardized system, so personnel from a variety of
agencies and geographic locations can be rapidly incorporated into a common management
structure.
B. FEATURES OF ICS
Incident Command System has a number of features that work together to make it a real
management system. Among the primary attributes of ICS are:
1. Standard Management Functions.
a. Command: Sets objectives and priorities and has overall responsibility at the
incident or event.
b. Operations: Conducts tactical operations, develops the tactical objectives, and
organizes and directs all resources.
c. Planning: Develops the action plan to accomplish the objectives, collects and
evaluates information, and maintains the resource status.
d. Logistics: Provides support to meet incident needs, provides resources and all
other services needed to support
e. Finance/Administration: Monitors costs, provides accounting, procurement,
time recording, and cost analysis.
2. The individual desiqnated as the Incident Commander has responsibility for all
functions. In a limited incident, the Incident Commander and one or two individuals
may perform all functions. In a larger emergency situation, each function may be
assigned to a separate individual.
3. Manaqement By Obiectives. At each incident, the management staff is expected to
understand agency or jurisdiction policy and guidance, establish incident objectives,
select an appropriate strategy to deal with the incident, and provide operational
guidance - select tactics appropriate to the strategy and direct available resources.
4. Unity and Chain of Command. Unity of command means that even though an
incident command operation is a temporary organization, every individual should be
assigned a designated supervisor. Chain of command means that there is an orderly
line of authority within the organization.
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5. Oraanizational Flexibility. Within the basic ICS structure (depicted in Attachment 3),
the organization should at any given time include only what is required to meet
planned objectives. The size of the organization is determined through the incident
action planning process. Each element of the organization should have someone in
charge; in some cases, a single individual may be in charge of more than one unit.
Resources are activated as needed and resources that are no longer needed are
demobilized.
6. Common Terminoloay. In ICS, common terminology is used for organizational
elements, position titles, resources, and facilities. This facilitates communication
among personnel from different emergency services, agencies, and jurisdictions.
7. Limited Span of Control. Span of control is the number of individuals one supervisor
can realistically manage. Maintaining an effective span of control is particularly
important where safety is paramount. If a supervisor is supervising fewer than 3
subordinates or more than 7, the existing organization structure should be reviewed.
8. Personnel Accountability. Continuous personnel accountability is achieved by using
a resource unit to track personnel and equipment, check-in/check out procedures,
ensuring each person has a single supervisor, preparing assignment lists, and
maintaining logs of activities.
9. Incident Action Plan. The incident action plan, which may be verbal or written, is
intended to provide supervisory personnel a common understanding of the situation
and direction for future action. The plan includes a statement of objectives,
organizational description, assignments, and support material such as maps. An
Incident Briefing Form may be used on smaller incidents. Written plans are desirable
when two or more jurisdictions are involved, when state and/or federal agencies are
assisting local response personnel, or there has been significant turnover in the
incident staff.
10. Intearated Communications. Integrated communications includes interfacing
disparate communications as effectively as possible, planning for the use of all
available systems and frequencies, and requiring the use of clear text in
communications.
11. Resource Manaaement. Resources may be managed as single resources or
organized in task forces or strike teams. The status of resources is tracked in three
categories: assigned, available, and out of service.
C. UNIFIED COMMAND
1. Unified Command is a variant of ICS used when there is more than one agency or
jurisdiction with responsibility for the incident or when personnel and equipment from a
number of different agencies or jurisdictions are responding to it. This might occur when
the incident site crosses jurisdictional boundaries or when an emergency situation
involves matters for which state and/or federal agencies have regulatory responsibility or
legal requirements to respond to certain types of incidents.
2. ICS Unified Command is intended to integrate the efforts of multiple agencies and
jurisdictions. The major change from a normallCS structure is at the top. In a Unified
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command, senior representatives of each agency or jur!sdiction responding to the
incident collectively, agree on objectives, priorities, and an overall strategy or strategies
to accomplish objectives; approve a coordinated Incident Action Plan; and designate an
Operations Section Chief. The Operations Section Chief is responsible for managing
available resources to achieve objectives. Agency and jurisdictional resources remain
under the administrative control of their agencies or jurisdictions, but respond to mission
assignments and direction provided by the Operations Section Chief based on the
requirements of the Incident Action Plan.
7-3