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HomeMy WebLinkAboutPR 17480: UPDATED POLICIES TRANSIT DEPARTMENT P.R. No. 17480 07/22/2013 CWR RESOLUTION NO. A RESOLUTION REQUESTING APPROVAL AND IMPLEMENTATION OF NEW AND UPDATED POLICIES AND PROCEDURES FOR THE CITY OF PORT ARTHUR'S TRANSIT DEPARTMENT REQUIRED BY THE FEDERAL TRANSIT ADMINISTRATION. WHEREAS, pursuant to Public Law 112 -141, (MAP- 21), policies need to be updated or created to cover sensitivity training for the Americans with Disabilities Act (ADA) concerning Trip Denials /Refusal, Safety and Security, and Public Hearing matters; and WHEREAS, the City of Port Arthur Transit will become compliant in this respect as to addressing deficiencies noted after the Triennial 2012 review response given in November that policies and training will be completed; and WHEREAS, approval of these policies by the City Council reveal that corrective action and implementation of the updated or new policies and training are supported and approved by the City, and the Federal Transit Administration; and WHEREAS, attached are the policies on Sensitivity Training submitted regarding the ADA, The Trip Denial and Refusal Procedures, Public Hearings on fare increases, and the Safety and Security procedures, attached in Exhibits "A ", "B," "C" and "D" respectively; and WHEREAS, these procedures are also in line with Title VI - Civil Rights policies; and WHEREAS, the Federal Transit Administration (FTA) requires that all policies shall be approved, distributed and implemented to be in compliance with MAP -21. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PORT ARTHUR: THAT, the facts and opinions submitted in the preamble are true and correct. P.R. NO. 17480 07/22/2013 cwr Page 2 of 7 THAT, the City Council hereby approves the implementation of said policies on ADA challenges, Trip Denial/ Refusal Policies, Safety and Security Procedures, and Public Hearings. THAT, as exhibits "A," "B," "C," and "D" are required by MAP -21 to comply with FTA mandates and training in substantially the same form as attached as " PAT's request for PR 17480 be approved with regards to implementation. THAT, a copy of the caption of this Resolution be spread upon the Minutes of the City Council. READ, ADOPTED AND APPROVED this day of August, 2013, A.D. at a Regular Meeting of the City Council of the City of Port Arthur, Texas, by the following vote: AYES: MAYOR: COUNCILMEMBERS: NOES: Mayor ATTEST: City Secretary APPROVED AS TO FORM: City Attorney P.R. NO. 17480 07/22/2013 cwr Page 3 of 7 APPROVED FOR ADMINISTRATION: City Manager Asst. City Manager gib • Director of Tra sit P.R. NO. 17480 07/22/2013 cwr Page 4 of 7 EXHIBIT "A" (Sensitivity Training on Americans with Disabilities Act) Sensitivity Training Port Arthur Transit - 07/2013 1553 - ID 0 f� Section 1 Section 1.1.0 The FTA (Federal Transit Administration) mandates that sensitivity training be completed. Consideration has been given to Title II and Title VI of the transportation regulations. The Title VI program deals with mobility, Civil Rights issues, Environmental Justice access matters and Limited English Proficiency (LEP). While sensitivity training is a part of these related issues concerning the Americans with Disabilities Act (ADA) service, this issue will be discussed as to definition stated. A special sponsorship action called Easter Seal Project ACTION (ESPA) was launched in 1988 as research to pilot and observe improved public transportation for people with disabilities. What is the ADA? The Americans with Disabilities Act (ADA) is a comprehensive civil rights law prohibiting discrimination on the basis of disability. It was enacted in 1990 and has five titles covering employment, public entities (including public transportation), public accommodations and commercial facilities, telecommunications and miscellaneous provisions. While it is important to recognize the full scope of this anti- discrimination legislation that touches not only the lives of millions of Americans with disabilities but their families, friends and colleagues, Easter Seals Project ACTION focuses on the provisions pertinent to transportation. What follows is important information and resources regarding transportation and the ADA. Public transportation is covered under Title 11 Part B of the ADA and private transportation under Title 111. While both the U.S. Department ofJustice and the U.S. Department of Transportation have oversight of Titles II and Ill, the regulations are released by the Department of Transportation. Design standards for vehicles and facilities are produced by the U.S. Access Board which become regulatory standards when adopted into law by the U.S. Department of Transportation. In addition to this agency's promotion of ADA, state authorities, metros and city bus divisions of the city are expected to have these training sessions at least once annually with a facilitator. The City was informed that video usage was not considered sufficient for training. Hence, from now on, there will be facilitated training classes annually. Over an average of 900 wheelchair passengers use paratransit exclusively and other wheel chair passengers use both fixed route and para- transit per circumstances that allow for the use of either buses. Many passengers of the paratransit system are considered legally blind, deaf, or incapable of completing day to day activities due to certain impairments. This paratransit service is used to assist these passengers with obtaining access to daily needs and activities. This service is used for doctors' visits, groceries, banking and other self - preservation needs. Section 1.2.0 The sensitivity training addressed will cover the following: 1. ADA topics will be addressed at least once annually by a facilitator. The goal is to assure that drivers, staff and passengers are more aware of accessibility needs. Such needs include but are not limited to, ramps, door handles, phone, water coolers, shelters, maps and egress /ingress to facilities, and all factors that fall under the Americans with Disabilities Act. Temperance is also discussed in relaying service. It is this matter of patience on behalf of the other passengers, staff and the person disabled that will allow for reduced tensions and a comfortable commute. 2. Sexual Harassment Training -will be offered twice per year to ensure no hostility exists in the Department regarding sexual preferences and or favors. Objectives: Enforce Title VII rules and ensure that a hostile or intimidated environment does not exist, so that an employee can be fearless in carrying out his /her responsibilities. 3. Environmental Justice Program will be addressed annually. This training includes reviewing and monitoring of transit service, Capital Improvement Plan, connectivity to and from stops, as well as amenities to services. The goal is to have these classes with literature and brochures that explain policy, policy updates and allow for a distribution of information. Objective: to have staff and customers realize the importance of timely filed complaints. In addition, it is important for employees to get responses to questions and have challenges resolved regarding access to any transit facilities or vehicles within a reasonable time. Hence, services will not be hindered. 4. Route Accessibility -The residents who desire sufficient bus stops, shelters, calls to dispatch, pick -up times and denial rates, (validity discussed with a reference to FTA regulations and - *PAT's Policy) shall have documented complaints or calls on file. Commuters should have access to our *Para- transit Manual for additional information. A public hearing is necessary for the validity of denials /refusal of services when data count is seen above normal rates (3 to 5 percent) as noted, although these numbers are < 10 %. In accordance with FTA rulings, these percentages are cause for concern. Objective: PAT will note effectiveness and efficiency of service in times of disaster on abnormal or routine runs. Abnormal runs may be due to detours, emerging incidents or no service (due to fleet problems, which occurred last summer 2012, when all fixed route fleet was grounded). 5. EOE- Equal Opportunity Employment relates to a non -bias environment as to sex, pay, promotion and status. Section 2 Training will be by facilitators in the field of transit, ADA, employment, Environmental Justice and labor laws. Facilitators will be asked to speak on various topics relating to Section 1.2.0. twice a year and as needed to be current with all the new mandates from TXDOT, FTA and updated ADA policies. Facilitators will be registered and licensed in the field of education, human resources and human services or social work. A person experienced in any of the areas of training listed will be sought after to give the seminars, as well as one that can relate and retain the attention of an audience. An author or persons with personal experiences will also be entertained at some conferences. This will ensure diversity of speakers (talents), gender, as well as equated education levels and background knowledge shared for more options and alternative to problem solving. Section 3 Section 3.1.0 ADA, a federal Act since July 26, 1990, is still not readily enforced in some circumstances. However, as a federal Act, matters such as comfort, access, patience, understanding, the equity of bus service (relating to bus stop spacing and pick -ups), service pets (Service Pet Policy), information technology and accessible facilitators are crucial factors and shall be considered under the laws. These all lend weight to the Civil Rights Act of 1964. (Adopted - from Easter Seal ACTION brochure) Crucial points of focus for PAT will be: Reasonable accommodations are to be made for individuals that are wheelchair dependent, blind, deaf and others with impairments that prevent normal movements and speech. When personal attendants are required, the City will adhere to the rules and ensure this need is met prior to granting service. 1. Accessible Facilities & Services • 2. Building entrance and exits 3. Water coolers 4. Phone access available, as well as having hearing impairment technology attached 5. "Priority Seating" for seniors and disabled passengers (these are at times taken by others not disabled); similar parking spots so assigned 6. Space and mobility accommodations for mobility devices such as lift equipment, vans buses or other elevator usage 7. Ramps and slopes to enter curbs and that lead to sidewalks and shelters 8. Braille for visually impaired as well as lettering by rooms and elevator buttons as required will be set in place. 9. Paratransit services for those that cannot readily utilize fix route service 10. Fix Route buses and support vans with lifts Section 3.2.0 Reasons for training will be documented and announced. Staff, governing representatives and the public shall be fully aware of services being disrupted or added proportionally via various news media. PAT will attempt to avoid barriers to transportation. The matter of loading and unloading passengers, with disabilities is crucial to the organization's goal of customer service. The staff's handling of commuters shall be in a responsible manner that is acceptable to the public. Insensitivity or indifference as to stop signage placements, "priority seating" and parking spots leave many seniors and disabled at the mercy of attempting to try normal accommodations, which are not feasible. Violations will be noted for fines or citations. Section 4 Section 4.1.0 Facts and Figures • The United States has 308 million citizens, and approximately 54 million people are living with the disabilities in the United States. (Source: 2010 U.S Census, U.S. Census Bureau) • 36 million people with disabilities in the U.S. live in non - institutionalized environments. (Source: 2008 U.S. Census Bureau American Community Survey, U.S. Census Bureau) 4 • 15.1% of the civilian non - institutionalized population 5 years and over in the United States, or about 41.3 million people reported a disability. (Source: "Disability Status and the Characteristics of People in Group Quarters," U.S. Census Bureau, February 2008) • 20.1% of people with disabilities are participating in the labor force as compared to 69.3% of people without disabilities. (Source: March 2012 Disability Employment Statistics, U.S. Department of Labor Office of Disability Employment Policy) 6 • The unemployment rate for people with disabilities is 15.2 %; the unemployment rate for people without disabilities is 8.1 %. (Source: March 2012 Disability Employment Statistics, U.S. Department of Labor Office of Disability Employment Policy) 7 • 6% of workers age 16 and over with disabilities use public transportation to commute to work. • Approximately 7,900 organizations provide transportation services that range from large multi -modal systems to single - vehicle paratransit service providers. There are approximately 6,668 paratransit providers. Public transportation spent $55.2 billion for service and capital investment in 2009. Passengers took 10.4 billion trips and rode transit vehicles for 55.2 billion miles. (Source: 2011 Public Transportation Fact book, American Public Transportation Association, April 2011, p. 7) The above facts and figures are explanations as to the situation existing and help will be asked of departments like the Department Assistant of Rehabilitation Services (DARS) that help reduce unemployment for many disabled as well as provide help for those going blind or blind. This Department gives reference for training and other resources of funding so one may function - transitionally or with ease in spite of his /her disability. Other Departments that oversee such activities like NISOH (National Institute of Occupational Safety and Health) will be referred to for advice, as well as local foundations that work with persons disabled. Section 4.2.0 PAT will provide training based on the following questions being answered-- - Who: PAT serves up to 10,000 individuals on an average, one tenth are doctor certified for paratransit use as disabled; some can still take the fixed route, but weaker individuals solely take paratransit service. What: PAT intends to do more outreach with brochures, classes and public media broadcasting on the matter of training and preventing Title VI complaints. Who: Staff and the City Administration will endeavor to serve and answer these ADA concerns and other Title VI and Title VII claims as these issues occur. How: Training will be done by in house staff when possible; facilitators in the area with expertise and persons from Austin or various agencies in the District of Columbia when possible will be invited to speak on said topics. PAT will continue to disburse updated information as it becomes available and webinars for supervisors can be taped and made available with permission for staff as well as DVDs (digital video disks) used when applicable. When: - In January 2013, PAT Staff will come to an agreement on two training sessions as well as in February or another time for sensitivity training. There will be two sessions for supervisors. A sign -up sheet with times will pinpoint the best two Saturdays in January or other times during the year and three -2 hour sessions in February -March with supervisors on the issues of customer service and vehicle access. The rest of the year training will be done for emergency response such as CPR, Drug and Alcohol, Defensive Driving and Safety /Security. Where: The Transit Terminal Center • In the event of inclement weather, the City Council Chamber will be used. Why: These trainings are not only mandated by FTA, but are essential to following through with some HR and Police Department policies, OSHA regulations and The Texas Accessibility Act. The Council will be kept abreast of the policies. The schedule layout below will be utilized for sign -up- January 2013 Monday Tuesday Wednesday Thursday Friday Saturday Sunday 1 2 3 4 5 6 Off New Year 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Off Dr. King's Day 21 22 23 24 25 26 27 Session 1 28 29 30 31 This year Session 2 was held in May 2013 due to problems finding a skilled facilitator that could be available on Saturday so that all the drivers and dispatch staff could be present. The following years will see a similar pattern of classes based on availability of facilitators and staff time. February 2013 Monday Tuesday Wednesday Thursday Friday Saturday Sunday 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 References 1 Project Action Easter Seal website, 2 (Source: 2010 U.S Census, U.S. Census Bureau) 3 Source: 2008 U.S. Census Bureau American Community Survey, U.S. Census Bureau) 4 Source: "Disability Status and the Characteristics of People in Group Quarters," U.S. Census Bureau, February 2008) 5 Source: March 2012 Disability Employment Statistics, U.S. Department of Labor Office of Disability Employment Policy) 6 Source: March 2012 Disability Employment Statistics, U.S. Department of Labor Office of Disability Employment Policy) 7 (Source: 2011 Public Transportation Fact book, American Public Transportation Association, April 2011, p. 7) *The Para transit Manual is presently being revised. It will be updated annually; therefore it will be unavailable online during the revision period. P.R. NO. 17480 07/22/2013 cwr Page 5 of 7 EXHIBIT "B" (Trip Denial and Trip Refusal Procedures) Port Arthur Paratransit Service Policy (Trip Denial and Refusal) Port Arthur Paratransit Service Policy Trip Denial and Refusal Port Arthur Transit (PAT) complementary paratransit's service goal is to have one hundred percent (100 %) of its eligible ADA individuals obtain a reservation for a ride (within the one -hour window) on either of their requested trips going to or returning home; and if they request a ride on the previous day, PAT will attempt to ensure service at the desired time. However, as with any public service transportation provider, there will be unforeseen service exceptions (trip denials) beyond the provider's control to accommodate the Eligible ADA Individual's trip request. When these unforeseen exceptions occur, PAT's and the Federal Transit Administration's (FTA) expectations are met by supplemental timely pickups or an examination as to if the person can take the fixed route commute. PROCEDURAL POLICY This policy requires that all trip denials be logged and documented daily to ensure there is no operational pattern(s), practice(s) or time(s) of day for the denials to be occurring that significantly limit the availability of service to eligible individuals. This includes, but is not limited to, substantial numbers of significantly untimely pick -ups for initial or return trips, missed trips and trips of excessive lengths. PAT has acquired extra drivers and buses to accommodate this need. Denial is the inability of transit to provide service to a passenger with or without a reservation due to a lack of transportation or reasonable discernment that the commuter may be a liability. Subsequently, when an Eligible ADA Individual refuses to accept a reservation within the one -half- hour window for a return trip, this is a trip refusal not a Trip Denial per FTA regulations and guidelines. This is why PAT requests Less than 48 hours notice to properly accommodate the individual's request. Refusals are often given another time slot and have the option of taking the fixed route bus and decline. (Attachment of the tracking sheet will show the rates to date) Within the last three years, PAT saw a doubling of paratransit services due to debilitating illnesses from diabetes, accidents, strokes and the return of war veterans. In order to increase service to accommodate new commuters, two new buses were purchased with wheelchair accessible lifts and other amenities for seating. PAT staff is trained to recognize certain afflictions and give first responder treatment to handle a crisis. The trend of calls and openings for appointments are increased to at least 72 hours notice with preference for a week, if the trips are daily. Many are medical appointments, at Least twice a week. Present logs can be revealed onsite to show cancellations, and when possible, last minute (less than 48 hours notice) add -on appointments due to prescheduled trips and driver availability. Added vehicles in February 2012 saw denial rates drop from 3% to less than 1 %. It was also discovered that denial and refusal rates were intertwined due to the terms not being adequately defined; therefore, the previously higher rates of above 5% denial could not be confirmed or considered valid until a differentiation was clearly made. Monthly logs are now more readily defining refusal to denial of clients. Since Port Arthur's funds cover our entire service area, the regional transit service commutes only to the outlying areas of our Extraterritorial Jurisdiction (ETJ) only. There are cabs with lifts or ADA equipment to accommodate those persons who are immobile in adjoining cities and may require transportation. Saturday services do not exist except on rare occasions; therefore, PAT tries to accommodate all customers' needs Monday- Friday. A pilot program was implemented in the fall of 2012 to see if additional service earlier in the morning and evenings meet the commuter's needs and reduce overcrowding on some routes. Response time is being improved with PAT seeking to get a tracking instrument to note time, passengers, staff, mileage, and routes concurrently over a specific time period versus separate days. -Full Fare or half is being reviewed by Transit staff to better accommodate services for the elderly or school -age passengers. Geographic area and rides for just curb service is also being examined as PAT looks at its paratransit service. Since priority is first call /first serve, other priorities are being examined due to commuter health and the need for a personal attendant; Information is obtained on the commuter via surveys and comment cards to better serve and understand their needs versus capacity constraints and our service availability. Our vehicles accommodate passengers with service pets, oxygen equipment, and standard wheelchairs. In other cases, scooters and bigger chairs are accommodated with our lift system when our reserve buses are sent to transport commuters in less than an hour. Paratransit personnel provide curbside service and help passengers to the door of their destination, but not inside of the location. Personnel start the lift as the passenger opens the door and approaches the bus. If a passenger does not open the door to their pick -up site, the driver is allowed to wait a total of five minutes. After three of the five minutes, staff is allowed to approach the location and knock on the door or ring the door bell. On occasions when the bus is detoured or service is delayed altogether, commuters are notified by phone. Personnel are provided training on these "sensitive" factors, the paratransit policy, and the use and maintenance of the lift, vehicle /ramps, and additional safety belts. If the passenger is refused transportation on the paratransit, he /she has the option for the fixed route. Paratransit priority is given to those passengers who cannot be readily accommodated on the fixed route buses. The Paratransit Manual is available online and the matter of Personal Attendants is being analyzed. Many passengers who require a personal attendant are not being accompanied on routes. Such passengers should be accompanied by a personal assistant who is allowed to ride the paratransit free of charge. Complaints Complaints are logged with the Title VI officer. Formerly, these were logged with the Transit Manager. Complaints in regard to service are constantly considered as to their validity under the law. The complaints with Human Service matters are deferred due to state involvement and documented accordingly. Complimentary service vans do not have lift service, but can accommodate some mobile paratransit commuters. PAT is in the process of getting lift- vans. PAT is monitoring the data and complaints on eligibility, denials, and appeal process pursuant to FTA and Title VI reference: 49 CFR 37 121 -125, 49CFR Part 37 Appendix D to 37.121 -125, 49 CFR 18.37 and 18.40 DENIAL AND REFUSAL TRACKING PERCENTAGE TOTAL PERCENTAGE NO OF PASSENGER DENIED OF SHOWS NO SHOWS TRIPS TRIP DENIED TRIPS TRIPS TRIPS Oct - 12 1181 2 0.1693 5 0.4234 • Nov - 12 1011 2 0.1978 8 0.7913 Dec - 12 966 1 0.1035 11 1.1387 Jan - 13 1033 2 0.1936 7 0.6776 Feb - 13 1134 1 0.0882 7 0.6173 Mar - 13 1123 2 0.1781 5 0.4452 Apr - 13 1240 2 0.1613 20 1.6129 May -13 #DIV /0! #DIV /0! Jun -13 #DIV /0! #DIV /0! TOTAL FOR THE YEAR 7688 8 0.1561 63 0.8195 With the introduction of two paratransit vans in spring 2012, the rates of denial and refusal decreased more than 90 %. The definition of refusal and denial will also be clear with this policy in place. in summary, PAT will maintain and adhere to the ADA procedural policies and guidelines regarding its complementary paratransit service. All future policy and guideline changes implemented by the FTA will be adopted. Colleen Russell Date Director of Transit P.R. NO. 17480 07/22/2013 cwr Page 6 of 7 EXHIBIT "C" (Public Hearing Procedures) PORT ARTHUR TRANSIT PUBLIC HEARING POLICY PAT OPERATING PROCEDURE FOR SOLICITING AND CONSIDERING PUBLIC COMMENTS FOR FARE INCREASES AND MAJOR SERVICE REDUCTIONS SECTION 1- REASONS FOR PUBLIC HEARING The Port Arthur Transit ( "PAT ") System may be required to hold a public hearing for grant applications or in the event of a permanent increase in fares or substantial and permanent reduction in service. It is the responsibility of the Transit Director or Transportation Planner to be familiar with the various public hearing requirements. A substantial reduction in service is any decrease of: 1) 25 percent (25 %) or more of the number of round trip route miles of a regularly scheduled primary route; or (that is 340,000 round trip route miles) 2) 25 percent (25 %) or more of the daily revenue vehicle miles of a regularly scheduled primary route; or (1500 mileages) 3) 25 percent (25 %) or more of the scheduled service hours operated within "PAT" service area. (Schedule 22,000 service hours) 4) A permanent change in Fares or Service or any change in effect for more than 180 days. All changes in fares or services shall be discussed with City Administration and the Port Arthur City Council (PACC). The general public shall have opportunity to comment on a fare increase and /or substantial service reduction at a public hearing called for that purpose. Comments received from the PACC and public meetings shall be transmitted by the City Secretary Office to the Director of Transit and "PAT" Administration Staff. When a public hearing is needed, the Transit Director or Transit Planner is responsible for publishing a Notice of Public Hearing in the Port Arthur News and in the leading minority newspaper. Notice shall also be provided to Newspapers for the Blind, and shall be posted at the "PAT" Administration Facility, Transit Operator's Room and Transit Terminal and on the "PAT" website. The notice shall be published at least thirty (30) days in advance of the Public Hearing, and shall state at a minimum the Date, Place, Time and Purpose of the Public Hearing. All public hearings will be held in the Port Arthur City Council Chamber, which is accessible to the disabled. An interpreter for the hearing impaired shall be provided. The Transit Director or Transportation Planner is responsible for creating a record of those who attend the hearing and for having an official transcript made. At the hearing, a sign -in sheet will be used to document the names and addresses of persons in attendance. A transcript shall be made of the hearing. The City July 2013CR 2 of 6 Secretary Office and Transit Director or Transportation Planner shall maintain a file on each hearing, containing the published notice of the hearing, the official transcript and the attendance sheet. Under the Federal Law hearings allow for public comment and different means are listed on the next page as to how to call for one. While this sector discusses fares for public comment, it also covers court orders, executive orders and changes to the grant or new grants under Formula 5307. Reference given to Chapter 53 of the USC Chapter 49 and 49 CFR Part 18 " Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments" as well as with urbanized formula 9030 .1D. Once the comments are obtained interactively by the web, in letter form or in person, the comments are analyzed for realism and questioned by the Board (City Council) as presented for fact and possible action. These are then incorporated into the motion for Council approval or denial or it may be that the hearing continues for more information until a decision is actually made by the City Council. This resolution is then sent with all the justifications to FTA as to a fare increase or change in service. SECTION 2- MEANS OF PUBLIC ANNOUNCEMENT 1. Website 2. Fax: to various parties 3. Mail: Mail your comments to: Port Arthur Transit P.O. Box 1089 Port Arthur, TX 77641 4. Hand Delivery: Bring your comments to the: Transit Department Main Office in Room 201 444 4th Street, Port Arthur, TX 77641 between 9 a.m. and 5 p.m., Monday through Friday, except for posted holidays. PLEASE NOTE: The City publishes public hearings up to 10 days prior to, budgetary or other hearings. The resolution is posted online and all the data and facts are complied for additional explanation and reasoning to support the hearing. These are also in the City Secretary's office and the local library. The item is given an agenda number and this tracks the period and approval /denial discussions and decisions. July 2013CR 3 of 6 The City will post on its website as well as on brochures the decision made by the City Council once the public hearing closes. After the posting, the resolution becomes binding for action and will be distributed to the public. SECTION 3- PUBLIC HEARING: PAT SERVICE PAT added an extra time slot for commuters at the Mall in March 2012 with the backing of the City Manager as a PILOT PROGRAM to reduce standing room and increase the effectiveness of the service for others desiring an earlier bus. The program ran for the first three (3) months and was interrupted during another three (3) month run due to disruption of the fleet. Surveys gathered will be reviewed as part of public outreach and those not returned will also be reviewed as to 30 % of response to non - response as per the expected statistics (usually up to 40% will not respond based on the number of hand out). The data will be presented to City Council for approval of new service with no new plans or maps required. The data will show the number of riders quadrupled from March 4, 2012 from four (4) persons to eighteen (18) people on buses 9 and 10 along the Fixed Route sector were timed. A consultant HDR, from Houston, Texas was hired to review our Fixed Route Service. As sub - recipient of funds, the public hearing took place with the grantor SETRPC (South East Texas Regional Planning Commission). The study was interrupted by several hurricane warnings and hurricane IKE, as well as HDR transportation and consulting staff resignations and absences. The end report however, revealed the need for: 1. Less branching 2. A need to delete the Port Acre route 3. An added route or existing bus at overcrowded stops in some areas The information although presented to the City Manager never got accepted per the governing body as the data was outdated after five (5) years. Census 2010 was now en vogue and the data still gave reference to 2000 and 2008 projections and the consultant presenting the study was not including 2010 data. PAT in the future will modify and update routes accordingly and note changes every three (3) years rather than (15) fifteen years in the future. There will be a report to City Council on changes and modification, as well as a better database on staff, overcrowding and bus availability, bus replacement and bus repair to allow for better annual and monthly reports. July 2013CR 4 of 6 Accessible lifts now 85:15 payment with MAP 21 plans will make the purchases for paratransit and bus stops easier and bicycle racks on Fixed Route Buses will allow for purchases at 100 %, as well as seven (7) year life allow for more reliable fixed route buses and replaceable parts. Prior to last June 2012, the period( life) to replace these buses were 10 years span or 600,000 miles for fixed route and 200,000 for para- transit buses or five (5) year usage, Public Hearings will also be done in conjunction with Open Houses and video distributions to the public. In line with 9030 Program Guidance and 49 CFR 53, all means of public outreach will be utilized for public comment and hearings. SECTION 4- PUBLIC HEARING: PAT FARE INCREASE Port Arthur Transit had no fare increase in over nineteen years. The average fare is $1.50 since many transfer to other connecting buses to reach their desired destination. In previous years saw about two public hearings were held on the debate as to raise the fare or not. These were published in the newspaper two (2) weeks prior and posted with the council agenda -72 hours prior to the meeting. Due to no increase and higher cost the previous ten years, the new fares were doubled as it was 60 cents and half price was 30. No surveys were handed out, however, similar transit systems were surveyed and their prices were in with PAT's. It was also noted that by including paratransit as part of the analysis the fixed route fares allowed for most of the revenue, and paratransit service needed to generate more revenue as that fare was less than 50 cents. Today, such analysis will consider not just both routes, but mileage, fuel and increase vehicle miles as the routes have grown to the edge of the City rather than the inner City as in past years. In the last two years with the economy and gas prices, ridership has increased and so have staff to meet both paratransit and fixed route service of 6:30 a.m. to 6:30 p.m. Internal and external posters were posted last year as a reminder of these fares, but the matter of eligibility was emphasized. This is based on a doctor's recommendation and sufficing documentation for the service. The plan on hand will illustrate any change in service or fare increase accordingly. The public comment access will be similar to that on page 3. In order to satisfy FTA's overall process, discussions with the governing body, mechanisms of correspondence, records kept and policy on process and reasoning to the point of fare approval or denial records will be maintained so as to justify results obtained from the process. This policy will be upgraded and maintained to be accurate with 49 USC Chapter 53, Section 5307 (d) (1) (1), 49CFR Part 18.37 and FTA C 9030.1D Ch IV Section 8.k July 2013CR 5 of 6 Half price fares will still be by eligibility. The elderly, disabled and individuals presenting a Medicare card during off peak will not be more than half price. Medicare link will be placed online. Section 609 of 49 CFR will be linked to our website, as well for future reference. July 2013CR 6 of 6 P.R. NO. 17480 07/22/2013 cwr Page 7 of 7 EXHIBIT "D" (Safety and Evacuation Procedures) PAT Port Arthur Transit Handbook for Port Arthur Transit Employees Safety and Security Prepared by: Debra Ambroise Transit Planner /Title VI Coordinator /Safety & Security City of Port Arthur Transit Department Port Arthur, Texas 77640 Prepared for: Port Arthur Texas Transit Employees Office of Safety and Security Transit Service Center Port Arthur, Texas 77640 POF7 TPAtIql rpm BIT NIN aml Port Arthur Transit "Keep the Fleet Moving" CITY OF PORT ARTHUR TRANSIT Safety/Security Policy Table of Contents INTRODUCTION The Basics of Transit Safety & Security • Safety Policy & Personal Security Tips • Port Arthur Transit Commitment • Transit Role in Emergency Evacuation • Port Arthur Transit Safety /Security Policy • Employee Training • Prohibited Activities on PAT • Emergency Basics ACKNOWLEDGEMENTS Port Arthur Transit SAFETY & SECURITY Introduction The City of Port Arthur Transit Department or PAT as it is more commonly known, began operating in April 1978 and has since provided service to the citizens of Port Arthur located in Jefferson County. PAT was revived from a period when it was private and ineffective. Ultimately, city administrators applied for grant funding from the United Metropolitan Transit Authority (UMTA), now known as the Federal Transit Administration (FTA) to form the current transit commuter system. PAT was designed to provide quality transportation in a responsible manner consistent with its financial resources and the diverse needs of the people. PAT acts responsibly to reduce pollutants that contribute to the deterioration of the ozone layer. It is the policy of the Port Arthur Transit (PAT) to provide and maintain a safe and healthy working environment for its employees and to insure safe and dependable transportation for our citizens. PAT has voluntarily adopted the Occupational Safety and Health Act (OSHA) as its minimum safety standard. Provisions of this act have been incorporated into every aspect of PAT's operations. For a complete summary of the Occupational Safety and Health Act refer to USC Title 29 Chapter 15. A Safety Program will not succeed unless management supports it fully, the lack of management support will cause the program to fail if not monitored and updated as rules and regulations change. The success or failure of Safety and Security of Transit is dependent upon the level of commitment by management to reduce city losses financially or physically. Port Arthur Transit SAFETY & SECURITY Part 1: The Basics of Safety Safety Policy Safety is a shared responsibility by both drivers and passengers, subsequently, drivers should be aware of the following safety tips: • No cell phone or texting while driving. • Be aware of suspicious - looking people. • Packages left behind or unattended. • Unruly passengers or fights should be reported to law enforcement. • Take care of yourself. • Always maintain your vehicle. • Be aware of your "No Zone ". • Slow down in work zones. • Fasten your seatbelt. • Drive defensively. Safety is equally important for passengers, and they too should be aware of the following safety tips: • Never run after or next to a moving bus. • Don't play near buses; pushing and shoving can cause accidents. • Wait on the sidewalk away from the curb, not in or near the street. • When standing, stay behind the yellow line, not on the steps. • Hold on to your child when a bus approaches. • Wait for the vehicle to make a complete stop before approaching. • Wait for passengers to leave or board he bus. • Watch your step, especially in cold and wet weather. • When using bike racks, always stay in view of the bus operator. • Take a seat if possible; use handrails/handholds. • Keep all parts of your body inside the bus. • Be ready to exit when you arrive at your stop. • Exit through rear doors whenever possible. • Step away after exiting. • If you drop something when exiting, leave it on the ground until the bus drives away. AT PAT SAFETY IS TOP PRIORITY! Part 1: The Basics of Safety Port Arthur Transit Commitment The City of Port Arthur Transit in conjunction with the Federal Transit Administration (FTA), the Department of Transportation (DOT), the Federal Motor Carrier Safety Administration (FMCSA), and the Texas Department of Transportation (TxDOT) is committed to providing access to all programs, services, and benefits without regard to race, color, national origin, sex, age, disability or socioeconomic status. The FMCSA has developed and implemented the "Share the Road Safely" program, which is currently part of PAT's daily incentive to perform safely. The program provides an opportunity for Commercial Motor Vehicle (CMV) drivers to set the example for other drivers on how to share the road safely. At the same time, PAT offers bus drivers the opportunity to improve their professional image each day they are behind the wheel. As part of the "Share the Road Safely" program, the No -Zone Campaign is a local, state, national safety initiative that educates people about the blind spots around large trucks and buses. Summarily, PAT conducts quarterly training sessions to encourage our drivers to be professional on the road at all times, get plenty of rest before getting behind the wheel, eat well and stay fit. Part 1: The Basics of Safety Transit Role in Emergency Evacuation Emergency response and evacuation planning took on new urgency following the terrorist attacks of September 11, 2001, and, more recently Hurricanes Katrina and Rita. Port Arthur Transit or PAT, in conjunction with the Port Arthur Police Department and the Port Arthur Fire Department played a significant role in the evacuation of citizens during both storms; which also included residents of New Orleans that evacuated to Port Arthur during Hurricane Katrina. PAT began shuttling residents out of the area once the mandatory call to evacuate was made. Transit agencies have the potential to play a role in each phase of emergency planning - mitigation, preparedness, response, and recovery. The extent, to which this role can be fulfilled, particularly in an evacuation, depends on many factors; including the characteristics of an emergency incident, the predisposition of the public, available resources, and the characteristics of the transit system. PAT has a unique role to play in the evacuation of transit — dependent and vulnerable citizens; frequently termed special -needs populations who may lack access to a private vehicle and could also need assistance in evacuating. Summarily, political and institutional factors influence the potential role of transit in an emergency evacuation. Port Arthur Transit also works with the South East Texas Regional Planning Commission (SETRPC) in the event of a mandatory evacuation. Port Arthur Transit Safety /Security Policy EMPLOYEE TRAINING Employee training is crucial to transit's daily operations. The Federal Transit Administration (FTA) funds and supports a wide variety of safety and security training for transit agencies. PAT's training is developed in collaboration with transit industry professionals, industry experts, and professional training institutes; most of the training is available at little or no cost. PAT provides training on the latest industry technology, information and trends. Moreover, PAT invests in employee training in order to assist employees in developing the skills necessary for them to successfully perform their duties and to advance their careers. Caring for our riders is a key element that makes the difference between a mediocre riding experience and a wonderful one. PAT employees receive state -of -the -art training in many different areas including; distracted driving, sexual harassment, no talking and texting, lifting techniques, and motor vehicle awareness. Quarterly training is provided to our employees to keep up with the latest in industry mandates. PAT is committed to maintaining a safe and secure environment for our drivers and riders. Paratransit operators and supervisors also receive training on how to interact with persons with disabilities. Training for operators focuses on; proper lifting and securing of wheel chair riders to prevent back injuries, use of body mechanics; the proper way of bending and twisting. Summarily, PAT offers ongoing informal and functional training. Continuous training allows us the opportunity to provide up -to -date information to employees. The City of Port Arthur Transit Department Training Program is conducted in conjunction with literature provided from the National Training Institute (NTI), Federal Transit Administration (FTA), US Department of Transportation (DOT), Texas Department of Transportation (TxDOT), DuPont Sustainable Solutions/Training, Coastal Training Technologies and the City of Port Arthur Texas. Port Arthur Transit SAFETY & SECURITY F srt i x i r Transit Sa fety/Secri ty °hey ANNEXS TRANSPORTATION City of Port Arthur Jurisdiction S -i Ver 2.0 03/06 APPROVAL & IMPLEMENTATION Annex S Transportation a-1 iI —�� Signature Date 9 S ature D NOTE: The signature(s) will be based upon local administrative practices. Typically, the individual having primary responsibility for this emergency function signs the annex in the first block and the second signature block is used by the Emergency Management Coordinator, Mayor, or County Judge. Alternatively, each department head assigned tasks within the annex may sign the annex. S -i Ver 2.0 03/06 Planning Standards Checklist for Annex S, Transportation Jurisdiction(s): City of Port Arthur Annex Date: 01 - 21 - 2011 Date of most recent change, if any: N/A (The date which appears on the signature page) Note: The annex will be considered DEFICIENT if the italicized standards are not met. This Annex shall: Section /paragraph I. Authority S -1. Identify local, state, and federal legal authorities pertinent to the subject of the annex, in addition to those cited in the basic plan. I. II. Purpose S -2. Include a purpose statement that describes the reason for development of the annex. II. ID. Explanation of Terms S - 3. Explain and /or define terms and acronyms used in the annex. 111. IV. Situation & Assumptions S -4. Include a situation statement related to the subject of the annex. IV.A S -5. include a list of assumptions used in planning for transportation services during emergency situations. IV.B V. Concept of Operations S -6. Describe the Local concept of operations for transportation V.A management during emergency situations. S -7. Include a list of actions by phases of emergency management to be V. B taken to ensure adequate transportation services during emergency situations. VI. Organization & Assignment of Responsibilities S -8. Describe the organization that will be used to provide transportation VI.A services during emergency situations. S -9. Include a listing by organization and /or position of the transportation VI . B tasks to be performed during emergency situations. VII. Direction & Control S -10. Identify by position/title the individuals who will provide policy VILA guidance for and oversee the provision of transportation services during emergency situations. VIII. Readiness Levels S - 11. Describe actions to be taken at various readiness levels. VIII.A IX. Administration & Support S -12. Include policies on resources, maintenance and preservation of IX.A -E _ records, training & exercise, and external support. X. Annex Development & Maintenance S -13. Specify the individuals) by position responsible for developing and X.A maintaining the annex. S -14. Make reference to the schedule for review and update of annexes X.B contained in section X of the Basic Plan. PS -S -1 Ver 2.0 03/06 XL References S -15. Identify references pertinent to the content of the annex not listed XI. in the Basic Plan. Other S -16, Include a sample cargo transportation request. Appendix 1 S -17. Include a sample passenger transportation request. Appendix 2 S -18. Include a sample form to record source and use of transportation Appendix 3 resources during emergency operations. FOR LOCAL GOVERNMENT USE Aigniture _ Date This Checklist Completed By ' 7 ejne, 01 -21 -2011 71 , FOR GDEM USE initials ...., bate GDEM Regional Liaison Officer Review GDEM Preparedness Section Processing PS -S -2 Ver 2.0 03/06 RECORD OF CHANGES Annex S Transportation Date of Change # Change Entered By Date Entered S -iii Ver 2.0 03/06 ANNEX S TRANSPORTATION I. AUTHORITY See Basic Plan, Section I. II. PURPOSE This annex outlines our concept of operations and organizational arrangements for transportation of people, supplies, and materials during emergency situations, assigns responsibilities for various transportation tasks, and outlines related administrative requirements. 111. EXPLANATION OF TERMS EOC Emergency Operations Center DDC Disaster District Committee ICP Incident Command Post MHE Materials Handling Equipment PAT Port Arthur Transit PAISD Port Arthur Independent School District SOP Standard Operating Procedures SPISD Sabine Pass Independent School District IV. SITUATION & ASSUMPTIONS A. Situation 1. In an emergency situation, the transportation of people, equipment, and supplies may have to be facilitated or restricted from areas at risk and in support of response and recovery activities. We have the ultimate responsibility for arranging for or providing the transportation needed to support emergency operations. 2. During emergency situations, rapid evacuation from areas at risk may be necessary for school children, hospital patients, nursing home residents, the elderly, those with disabilities, and prisoners. 3. Specialized transportation may be needed to transport some special needs groups, such as medical patients and prisoners. 4. Our transportation equipment and that of private transportation companies may sustain damage during emergency situations and trained equipment operators may become disaster victims, limiting the means available to transport people and relief equipment and supplies. Ver 2.0 S -1 03/06 5. Transportation infrastructure, such as roads, bridges, and railroads, may sustain damage during emergency situations, making it difficult to use some of the transportation assets that are available. 6. Major emergency situations may disrupt normal transportation systems, leaving many people, such as school children, the elderly, infirm, and those with disabilities, without transportation. 7. Some cargo may require materials handling equipment (MHE) at the on -load point and the delivery point. The availability of such equipment must be considered in transportation planning. 8. In coordinating the use of transportation resources, qualified drivers must be included in the arrangements. 9. Special facilities, such as schools, hospitals, nursing homes, day care facilities, and correctional facilities, are responsible for the welfare and safety of all persons. Virtually all such facilities are required to have an emergency plan that includes provision for emergency evacuation. The facility operator is responsible for making arrangements for suitable transportation. B. Assumptions 1. If people must be evacuated or relocated, the primary mode of transportation for most residents will be personal vehicles. However, transportation must be provided for people who do not have vehicles. 2. During emergency situations, we will use our own transportation resources and those available pursuant to inter -local (mutual aid) agreements to the extent that they are available. 3. If commercial transportation providers that we normally deal with are able to support our emergency needs, we will continue to contract with those companies during emergency situations. 4. As school buses are the primary local passenger transportation resource, we assume that local school districts will respond to requests for transportation assistance from local government during emergency situations. 5. If we are unable to obtain transportation services from commercial providers, we may rent or lease transportation equipment to provide the required transportation. 6. Businesses or individuals may be willing to donate transportation services or loan transportation equipment during emergency situations. 7. Port Arthur Transit (PAT) municipal system buses and Paratransit vans will be diverted from their normal routes and schedules as needed to support emergency operations. 8. Transportation may be requested from the Disaster District Committee DDC in Beaumont when the assets within the jurisdiction are not sufficient. Ver 2.0 S - 03/06 V. CONCEPT OF OPERATIONS A. General 1. Transportation Requirement. When carrying out emergency transportation activities, immediate needs must be considered first, followed by continuing requirements. Immediate transportation needs normally involve the evacuation of people, including residents of special facilities, from risk areas. Continuing transportation needs typically involve the movement of relief supplies, equipment, and emergency workers during response and recovery operations. 2. Passenger Transportation. Where possible, emergency passenger transportation requirements will be satisfied with the following resources: a. Voluntary use of personal vehicles b. City of Port Arthur -owned vehicles c. School buses d. Leased or rented buses e. Passenger vehicles provided by other jurisdictions pursuant to inter -local agreements f. Donated transportation equipment or services g. City of Port Arthur Transit (PAT) or Paratransit system buses h. State -owned or contracted vehicles 3. Cargo Transportation. Where possible, emergency cargo transportation requirements will be satisfied with the following resources: a. City of Port Arthur -owned vehicles b. Commercial freight carriers c. Leased or contract equipment d. Cargo vehicles provided by other jurisdictions pursuant to inter -local agreements e. Donated transportation equipment or services 4. Special Facilities. a. Schools & Day Care Centers If evacuation of public schools is required, students will normally be transported on school buses. Private schools and day care centers, including adult day care facilities, typically do not have significant transportation resources and may require other local or state government transportation assistance during emergencies. b. Hospitals, Nursing Homes, & Correctional Facilities Ver 2.0 S -3 03/06 Transportation of many medical patients and prisoners requires specialized transportation and appropriate medical or security support. The facility operator is responsible for making arrangements for suitable transportation and coordinating use of appropriate host facilities. In the case of short- notice or no- notice emergency situations, facilities may be unable to make the required arrangements for transportation and local or state government may need to assist. Some nursing home patients may be able to use normal transportation vehicles. 5. Individuals with Special Needs. Individuals who are aged, ill, or have disabilities may need special transportation assistance, including boarding assistance and help with their belongings. They may be unable to walk to transportation pickup points for the general public. 6. Requesting Transportation Support. a. Requests for transportation support may be generated by an Incident Commander or by departments and agencies that require additional transportation support to carry out the emergency responsibilities assigned in this plan. Requests for transportation support should be made to the Transportation Officer using the Cargo Transportation Request in Appendix 1 or the Passenger Transportation Request in Appendix 2. Requesters must assign a priority to their requests. b. The Transportation Officer shall identify appropriate transportation resources to fill such requests, coordinating as necessary with the requester and transportation providers. 7. External Support. In accordance with this plan, emergency support and assistance will be provided as quickly as is feasible. Consistent with priority of need, attempts to provide assistance is outlined in Section IX, paragraph E. B. Activities by Phases of Emergency Management 1. Prevention a. Identify and maintain a current list of local public and private transportation resources. See Annex M, Resource Management, for a list of transportation resources. b. Identify possible transportation needs that could result from various disasters. c. Develop procedures for preserving transportation resources from known hazards by relocating them or protecting them in place. 2. Preparedness a. Determine possible emergency transportation needs and related requirements for moving people, supplies, and equipment. Assess capabilities in relation to requirements to identify resource shortfalls; identify additional resources required. Ver 2.0 S - 03/06 b. Negotiate agreements with other jurisdictions, public agencies and private industry for use of their transportation assets, and, where appropriate, drivers during emergency situations. c. Participate with other departments and agencies in the determination of evacuation routes for known hazards and, where appropriate, pickup points or routes for those who may require public transportation. d. Review special facility evacuation plans to ensure they include realistic transportation arrangements. e. Plan and execute exercises involving the public and private sector. These exercises should include the utilization of various types of transportation and heavy duty equipment. 3. Response a. Activate emergency transportation function to receive and process requests for cargo and passenger transportation. b. Respond to transportation requests within limits of available resources. c. Monitor transportation resource status and identify requirements for additional resources to the EMC and Transportation Director (Officer). d. Maintain records on use of transportation resources (See Appendix 3). 4. Recovery a. Continue to coordinate transportation of equipment, supplies and passengers as needed. b. Assess further transportation needs of citizens and provide transportation as needed. c. Return borrowed resources and those obtained through agreement, lease, or rental when those resources are no longer required. VI. ORGANIZATION & ASSIGNMENT OF RESPONSBILITIES A. General 1. Our normal emergency organization, described in Section VI.A of the Basic Plan and depicted in Attachment 3 to the Basic Plan, shall carry out the function of providing transportation services in emergency situations. 2. The Mayor shall provide policy guidance with respect to emergency transportation operations. 3. The Transportation Director shall serve as Transportation Officer and coordinate emergency transportation operations. Ver 2.0 S - 03/06 B. Task Assignments 1. Transportation Officer will: a. Identify available transportation resources (see Annex M, Resource Management) and maintain a transportation resource contact list. b. Coordinate with schools, other public agencies, and businesses regarding emergency use of their transportation assets and develop appropriate agreements and procedures for notifying appropriate officials of emergency situations. c. Coordinate the Port Arthur Transit (PAT) and commercial transportation providers to establish procedures for providing transportation resources during emergency situations. d. Coordinate with other emergency services to identify and prioritize requirements for transportation of supplies, equipment, materials, and passengers necessary for response and recovery operations. e. Coordinate with special facilities to determine their requirements for specialized transportation support during emergencies and the arrangements the facilities have made to provide such support. f. Coordinate public transportation support for mass evacuations. g. Coordinate with the Police Chief on evacuation routes and the location of transportation pickup points and staging areas. h. Coordinate with local public transportation authorities, pickup points and times for citizens requiring public transportation. i. Provide the Public Information Officer timely information on emergency transportation arrangements that can be disseminated to the public. j. Coordinate with the Shelter Officer for passenger and cargo transportation to support for shelter and mass care operations. 2. All Departments and Agencies having transportation assets will: a. Provide current information on available transportation equipment to the Transportation Officer for use in updating the transportation resource list. b. Provide equipment and personnel to fulfill requirements for emergency transportation of cargo and passengers, upon request of the Transportation Officer and to the extent possible. 3. All Departments and Agencies will: Forward prioritized emergency transportation requests to the Transportation Officer for action. The request forms in Appendices 1 and 2 will be used. Ver 2.0 S - 03/06 4. Law Enforcement will: a. Determine evacuation routes and provide traffic control for large -scale evacuations. b. Determine transportation pickup points and staging areas, in conjunction with the Transportation Officer. 5. The Shelter Officer will: Identify transportation requirements to support for shelter and mass care operations to the Transportation Officer. 6. The Port Arthur Independent School District (PAISD) and the Sabine Pass Independent School District (SPISD) will: Upon request by the Mayor, provide buses and drivers to assist in emergency operations. 7. The Port Arthur Transit System will: Upon request by the Mayor, provide buses and drivers to assist in emergency operations. VII. DIRECTION & CONTROL A. General 1. The Mayor will establish priorities for and provide policy guidance for transportation activities. 2. The Mayor, City Manager or EMC will provide general direction to the Transportation Officer regarding transportation operations. 3. The Transportation Officer and staff will plan, coordinate, and carry out transportation activities. B. Line of Succession The line of succession for the Transportation Officer is: 1. Director of Planning and Transportation 2. Transit Manager 3. Assistant Transit Manager VIII. READINESS LEVELS A. Readiness Level IV — Normal Conditions See mitigation and preparedness activities in paragraphs V.B.1 and V.B.2 above. Ver 2.0 S -7 03/06 B. Readiness Level 111 — Increased Readiness 1. Monitor situation. 2. Alert key personnel and transportation provider points of contact. 3. Check readiness of all equipment and facilities and correct any deficiencies. 4. Update transportation resource status information. 5. Review agreements for use of transportation resources owned by others. 6. Review plans and procedures and update them, if needed. C. Readiness Level 11 — High Readiness 1. Monitor situation. 2. Update transportation personnel and equipment status. 3. Alert and brief transportation providers for possible emergency operations. 4. Review status of preplanned evacuation routes, pickup points, and staging areas locations. 5. Update transportation resource status information. D. Readiness Level 1— Maximum Readiness 1. Monitor situation and update transportation resource status information. 2. Staff EOC positions if EOC is activated. 3. Consider protective actions for transportation resources. 4. Make tentative transportation resource allocations to probable emergency tasks 5. Pre -stage transportation assets, where appropriate. IX. ADMINISTRATION & SUPPORT A. Resources Local transportation resources are described in Annex M, Resource Management. B. Maintenance of Records Records will be maintained on the use of all transportation equipment, whether owned, leased, rented, or borrowed; see Appendix 3. These records will be used as basis for possible recovery of emergency operations expenses from a responsible party or Ver 2.0 S - 8 03/06 reimbursement of certain expenses by the state or federal government. The Transportation Officer will retain records of equipment usage until a final decision is made by the Mayor concerning claims for cost recovery or reimbursement. C. Preservation of Records Vital records should be protected from the effects of disasters to the maximum extent feasible. Should records be damaged during an emergency situation, professional assistance in preserving and restoring those records should be obtained as soon as possible. D. Training & Exercises 1. Transportation personnel who will staff the ICP or EOC shall receive appropriate training on the operation of those facilities, which should be arranged by the Transportation Officer. 2. Emergency exercises should periodically include a scenario that provides for the demonstration of emergency transportation. E. External Support 1. Summaries of inter -local agreements and agreements with other governmental entities, volunteer groups, and businesses for resource support, as well as contingency contracts with commercial transportation providers are listed in Attachment 6 to the Basic Plan. Activation of such agreements and contracts will normally be coordinated through the EOC. 2. If transportation requirements cannot be satisfied with the resources available locally or through agreements and contracts, assistance may be requested from the State. Request for state assistance will be made to the DDC Chairman in Beaumont by the Mayor or a person authorized to act for him /her. X. ANNEX DEVELOPMENT & MAINTENANCE A. The Transportation Officer and the EMC is responsible for developing and maintaining this annex. Recommended changes to the annex should be forwarded as soon as needs become apparent. B. This annex will be reviewed annually and updated in accordance with the schedule outlined in Section X of the Basic Plan. C. Departments and agencies assigned responsibilities in this annex are responsible for ensuring that their SOPs cover those responsibilities. XI. REFERENCES Annex S (Transportation) to the State of Texas Emergency Management Plan Ver 2.0 S - 9 03/06 APPENDICES Appendix 1 Cargo Transportation Request Appendix 2 Passenger Transportation Request Appendix 3 Vehicle /Equipment Record & Use Log Ver 2.0 S -10 03/06 Appendix 1 to Annex S Cargo Transportation Request Date: Time: Priority: 1 2 3 Requested by: Organization: Request transport of (describe the cargo): ❑ Loose ❑ Boxed # ❑ Pallets # Total weight: lbs. Receive from: Date/Time Place /Address: People available to load the truck? ❑ Yes ❑ No If no, how many people are needed? Equipment available to load the truck? ❑ Yes ❑ No Type: Contact at pick -up Name: Phone #: Deliver to: Date/Time: Place /Address: People available to unload truck? ❑ Yes ❑ No Equipment available to unload the truck? ❑ Yes ❑ No Type: Contact at delivery Name: Phone #: Resources committed: S -1 -1 Ver 2.0 03/06 Appendix 2 to Annex S Passenger Transportation Request Date: Time: Priority: 1 2 3 Requested by: Organization: Number of people needing transportation: # of Adults # of Children Ambulatory: 0 Yes 0 No If No, list any special vehicles or equipment needed: Pick up from: Date/Time Place /Address: People available to assist non - ambulatory passengers? O Yes 0 No If no, how many people are needed to assist? Contact at pick -up: Name: Phone #: Drop off: Date/Time: Place /Address: Contact at drop off: Name: Phone #: Resources committed: S -2 -1 Ver 2.0 03/06 Appendix 3 to Annex S VEHICLE /EQUIPMENT RECORD & USE LOG Vehicle /Equipment Type: Identification or License #: Odometer /hour meter reading: Date Received: Time Received: ❑ City /County Asset ❑ School District Asset ❑ Leased /Rented ❑ Borrowed /Loaned ❑ Other: Owner: Address: Operational Status: ❑ Good ❑ Fair ❑ Poor Operator Provided: ❑ Yes ❑ No Maintenance performed (if any): Vehicle /Equipment Returned: Date: Time: Odometer /hour meter reading: Remarks: USE LOG ON REVERSE S -3 -1 Ver 2.0 03/06 Appendix 3 to Annex S USE LOG Mileage Mileage Date Start End Operator Mission Description S -3 -2 Ver 2.0 03/06 SECTION II • • • (1 ' 17 1 1 1 1 1 m_, —I go � to co rn a) o es 3 a) C ° , _ o �' D = 5 - c t 1 ) %) ,-1- 3 Rs 5 CD o 0 o 5 0 2t, _ _ - m a) = to — 1 o co c o Eco a ,� O D 1 (D = L 73 = " - ED -r1 Cn - • CD • - 1 -' g Q - 1 CD . 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'..--.—. m r "Q Z `/ v o D j W n rn Z G) �p00_ S m D m°w rn rn Z E 2 Z O m 1 \ J T IN 1 y o c V m D � rO � _j to n zm - F- O m r O1- 1 - m r CO o 1 Fri 1 N� �n _<c_ 0 .1 Z -I -1 Dz� Z r Z m={ Z 0M . ■. //^� ^ . z . \ / 0Zm VI t X T > N .1 -1 -� W CO Ci ° m v co W g 0 11 0 I (AC < - 2 3 -. m m c m °3' r Nr � D r m 3 Z z W m I �� I z7 I mDTI O-� 0 i w , o C [ 0 J � 6' [ o j Ul z c z o N , SECTION III BASIC PLAN 1 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. Homeland Security Act of 2002 6. Homeland Security Presidential Directive. HSPD -5, Management of Domestic Incidents 7. Homeland Security Presidential Directive, HSPD -3, Homeland Security Advisory System 8. National Incident Management System 9. National Response Plan 10. National Strategy for Homeland Security, July 2002 11. Nuclear /Radiological Incident Annex of the National Response Plan B. State 1. Government Code, Chapter 418 (Emergency Management) 2. Government Code, Chapter 421 (Homeland Security) 3. Government Code, Chapter 433 (State of Emergency) 4. Government Code, Chapter 791 (Inter -local Cooperation Contracts) 5. Health & Safety Code, Chapter 778 (Emergency Management Assistance Compact) 6. Executive Order of the Governor Relating to Emergency Management 7. Executive Order of the Governor Relating to the National Incident Management System 8. Administrative Code, Title 37, Part 1, Chapter 7 (Division of Emergency Management) 9. The Texas Homeland Security Strategic Plan, Parts I and II, December 15, 2003 10. The Texas Homeland Security Strategic Plan, Partin, February 2004 C. Local 1. CODE OF ORDINANCES, CITY OF PORT ARTHUR, PART II, CHAPTER 26 CIVIL EMERGENCIES, ARTICLE! & II DATED 7/2/85. 2 Inter -local Agreements & Contracts. See the summary in Attachment 6. ti. PURPOSE This Basic Plan outlines our approach to emergency operations, and is applicable to The City of Port Arthur. 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 Ver 2.0 BP -1 05/05 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. 111. EXPLANATION OF TERMS A. Acronyms AAR After Action Report ARC American Red Cross CFR Code of Federal Regulations DDC Disaster District Committee DHS Department of Homeland Security EOC Emergency Operations or Operating Center FBI Federal Bureau of Investigation FEMA Federal Emergency Management Agency, an element of the U.S. Department of Homeland Security Hazmat Hazardous Material HSPD -5 Homeland Security Presidential Directive 5 ICP incident Command Post ICS Incident Command System IP Improvement Plan JFO Joint Field Office JIC Joint Information Center NIMS National Incident Management System NRP National Response Plan OSHA Occupational Safety & Health Administration PIO Public Information Officer SOPs Standard Operating Procedures SOC State Operations Center TRRN Texas Regional Response Network TSA The Salvation Army B. Definitions 1. Area Command (Unified Area Command). An organization established (1) to oversee the management of multiple incidents that are each being managed by an ICS organization or (2) to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Sets overall strategy and priorities, allocates critical resources according to priorities, ensures that incidents are properly managed, and ensures that objectives are met and strategies followed. Area Command becomes Unified Area Command when incidents are multijurisdictional. 2. Disaster District. Disaster Districts are regional state emergency management organizations mandated by the Executive Order of the Governor relating to Emergency Management whose boundaries parallel those of Highway Patrol Districts and Sub - Districts of the Texas Department of Public Safety. Ver 2.0 BP -2 05/05 3. Disaster District Committee. The DDC consists of a Chairperson (the local Highway Patrol captain or command lieutenant), and agency representatives that mirror the membership of the State Emergency Management Council. The DDC Chairperson, supported by committee members, is responsible for identifying, coordinating the use of, committing, and directing state resources within the district to respond to emergencies. 4. Emergency Operations Center. Specially equipped facilities from which government officials exercise direction and control and coordinate necessary resources in an emergency situation. 5. Public Information. Information that is disseminated to the public via the news media before, during, and /or after an emergency or disaster. 6. Emergency Situations. As used in this plan, this term is intended to describe a range of occurrences, from a minor incident to a catastrophic 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 agencies 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. 6) For the purposes of the NRP, incidents include the full range of occurrences that require an emergency response to protect life or property. b. Emergency. An emergency is a situation that 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. 3) May require community -wide warning and public instructions. 4) Requires a sizable mufti-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. 7) For the purposes of the NRP, an emergency (as defined by the Stafford Act) is "any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement State and local efforts and Ver 2.0 BP -3 05/05 capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of catastrophe in any part of the United States." 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. 7) For the purposes of the NRP, a major disaster (as defined by the Stafford Act) is any catastrophe, regardless of the cause, which in the determination of the President causes damage of sufficient seventy and magnitude to warrant major disaster federal assistance. d. Catastrophic Incident. For the purposes of the NRP, this term is used to describe any natural or manmade occurrence that results in extraordinary levels of mass casualties, property damage, or disruptions that severely affect the population, infrastructure, environment, economy, national morale, and /or government functions. An occurrence of this magnitude would result in sustained national impacts over prolonged periods of time, and would immediately overwhelm local and state capabilities. All catastrophic incidents are Incidents of National Significance. 7. Hazard Analysis. A document, published separately from this plan, that 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. 8 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 products, and industrial solid waste substances. 9. Incident of National Significance. An actual or potential high - impact event that requires a coordinated and effective response by and appropriate combination of federal, state, local, tribal, nongovernmental, and /or private sector entities in order to save lives and minimize damage, and provide the basis for long -term communication recovery and mitigation activities. Ver 2.0 BP-4 05/05 10. Inter -local agreements. 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 mutual aid agreements. 11. Stafford Act. The Robert T. Stafford Disaster Relief and Emergency Assistance authorizes federal agencies to undertake special measures designed to assist the efforts of states in expediting the rendering of aid, assistance, emergency service and reconstruction and rehabilitation of areas devastated by disaster. 12. Standard Operating Procedures. Approved methods for accomplishing a task or set of tasks- SOPs are typically prepared at the department or agency level. May also be referred to as Standard Operating Guidelines (SOGs). - i . IV. SITUATION AND ASSUMPTIONS A. Situation Our City 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 & Safety on Property Hazard t yi L See below) Limited Moderate Major Limited Moderate Major i I Natural I Drought I OCCASIONAL 4 i t 3 J Earthquake UNLIKELY I Flash Flooding 1 HIGHLY LIKELY - I ;;-"1 1 Ffoodino (river or tidal) I HIGHLY LIKELY „ > I ,- ) I Hurricane I OCCASIONAL I < i < k 1 Subsidence I UNLIKELY Tornado ! OCCASIONAL I < } i -c > Wildfire OCCASIONAL < ' f Winter Storm O C C A S I O N A L * z › 1 < ? T chnolo rcal ____t _ . ne qy /Fuel Shortagf OCCASIONAL I . .. 4 A L Hazmat/Oil Spill (fixed site) i HIGHLY LIKELY I - `t � ,azmat/Oil Spill (transport) HIGHLY LIKELY i ! A Major Structural Fire OCCASIONAL < > t a 1 Water System Failure I UNLIKELY ! -- --- f _ Ver 2.0 BP -5 05/05 Security Civic Disorder I UNLIKELY Enemy Military Attack 1 UNLIKELY Terrorism UNLIKELY *Likelihood of Occurrence: Unlikely, Occasional, Likely, or Highly Likely B. Assumptions 1. Our City 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 waming. 3. Outside assistance will be available in most emergency situations, affecting our City. 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. 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 Ver 2.0 BP-6 05/05 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 management 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 to be 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 ensuring the training and equipment necessary for an appropriate response are in place. 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. 8. We have adopted the National Incident Management System (NIMS) in accordance with the President's Homeland Security Directive (HSPD) -5. Our adoption of NIMS will provide a consistent approach to the effective management of situations involving natural or man -made disasters, or terrorism. NIMS allows us to integrate our response activities using a set of standardized organizational structures designed to improve interoperability between all levels of government, private sector, and nongovernmental organizations. 9. This plan, in accordance with the National Response Plan (NRP), is an integral part of the national effort to prevent, and reduce America's vulnerability to terrorism, major disasters, and other emergencies, minimize the damage and recover from attacks, major disasters, and other emergencies that occur, In the event of an Incident of National Significance, as defined in HSPD -5, we will integrate all operations with all levels of government, private sector, and nongovernmental organizations through the use of NRP coordinating structures, processes, and protocols. Ver 2.0 BP -7 05/05 C. Operational Guidance We will employ the six components of the NIMS in all operations, which will provide a standardized framework that facilitates our operations in all phases of emergency management. Attachment 7 provides further details on the NIMS. 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 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. a. We will use our own resources, all of which meet the requirements for resource management in accordance with the NIMS, 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 provides that the county should be the first channel through which a municipality requests assistance when its resources are exceeded. If additional resources are required, we will: 1) 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. 2) Summon emergency service resources that we have contracted for. See Attachment 6. 3) Request assistance from volunteer groups active in disasters. 4) Request assistance from industry or individuals who have resources needed to deal with the emergency situation. Ver 2.0 BP-8 05/05 b. When extemal agencies respond to an emergency situation within our jurisdiction, we expect them to conform to the guidance and direction provided by our incident commander, which will be in accordance with the NIMS. D. Incident Command System (ICS) 1. We intend to employ ICS, an integral part of the NIMS, 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. 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. 4. In emergency situations where other jurisdictions or the state or federal government are providing significant response resources or technical assistance, it is generally desirable to transition from the normal ICS structure to a Unified or Area 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 and Area Commands. E. 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 generally responsible for field operations, including: a. Isolating the scene. b. Directing and controlling the on -scene response to the emergency situation and managing the emergency resources committed there. c. Warning the population in the area of the incident and providing emergency instructions to them. d. Determining and implementing protective measures (evacuation or in -place sheltering) for the population in the immediate area of the incident and for emergency responders at the scene. Ver 2.0 BP -9 05/05 e. Implementing traffic control arrangements in and around the incident scene. f. Requesting additional resources from the EOC. 3. The EOC is generally responsible for: a. Providing resource support for the incident command operations. b. Issuing community -wide warning. c. Issuing instructions and providing information to the general public. d. Organizing and implementing large -scale evacuation. e. Organizing and implementing shelter and mass arrangements for evacuees. f. Coordinating traffic control for large -scale evacuations. g. Requesting assistance from the State and other external sources. 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 may be established. If this situation occurs, a transition to an Area Command or a Unified Area Command is desirable, and the allocation of resources to specific field operations will be coordinated through the EOC. F. 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 the State. 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 Beaumont. See Appendix 3 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) 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 Operations Center (SOC) in Austin for action. 2. 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 Ver 2.0 BP -10 05/05 of interstate compacts or from the federal government through the Federal Emergency Management Agency (FEMA). 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 National Response Plan (NRP) describes the policies, planning assumptions, concept of operations, and responsibilities of designated federal agencies for various response and recovery functions. The Nuclear/Radiological Incident Annex of the NRP addresses the federal response to major incidents involving radioactive materials. c. FEMA has the primary responsibility for coordinating federal disaster assistance. No direct federal disaster 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. d. The NRP applies to Stafford and non - Stafford Act incidents and is designed to accommodate not only actual incidents, but also the threat of incidents. Therefore, NRP implementation is possible under a greater range of incidents. G. Emergency Authorities 1. Key federal, state, and local legal authorities pertaining to emergency management are listed in Section 1 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 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 may by executive order or proclamation 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: 1) Suspending procedural laws and rules to facilitate a timely response. 2) Using all available resources of government and commandeering private property, subject to compensation, to cope with the disaster. 3) Restricting the movement of people and occupancy of premises. Ver 2.0 BP -11 05/05 • 4) Prohibiting the sale or transportation of certain substances. 5) Implementing price controls. 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 provides a county judge or mayor with the authority to order the evacuation of ail or part of the population from a stricken or threatened area within their respective jurisdictions. H. Actions 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 response capabilities needed in the event an emergency. Among the preparedness activities included in our emergency management program are: 1) Providing emergency equipment and facilities. 2) Emergency planning, including maintaining this plan, its annexes, and appropriate SOPs. 3) Conducting or arranging appropriate training for emergency responders, emergency management personnel, other local officials, and volunteer groups who assist us during emergencies. 4) Conducting periodic drills and exercises to test our plans and training. 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. Ver 2.0 BP -12 05/05 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 govemment and other public institutions. Examples of recovery programs include temporary housing, restoration of govemment 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. 1_ vI. ORGANIZATION AND ASSIGNMENT OF RESPONSIBIUTIES 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 an 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 Mayor, City Manager, Emergency Management Coordinator, and Deputy Emergency Management Coordinator. 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 an 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 Ver 2.0 BP -13 05105 This group includes organized volunteer groups and businesses that have agreed to provide certain support for emergency operations. 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 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 normally 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 general responsibilities assigned to the Executive Group, Emergency Services, Support Services, and other Support Agencies. Additional specific responsibilities can be found the functional annexes to this Basic Plan. 3. Executive Group Responsibilities a. The Mayor 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 provides direction 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, request the Governor 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 6) Direct activation of the EOC. b. The City Manager will: 1) Implement the policies and decisions of the governing body relating to emergency management. 2) Organize the emergency management program and identifies personnel, equipment, and facility needs. 3) Assign emergency management program tasks to departments and agencies. 4) Ensure that departments and agencies participate in emergency planning, training, and exercise activities. Ver 2.0 BP -14 05/05 5) Coordinate the operational response of local emergency services. 6) Coordinate activation of the EOC and supervise its operation, c. The Emergency Management Coordinator and Assistant Emergency Management Coordinator will: 1) Serve as the staff advisors to our Mayor and City Manager on emergency management matters. 2) Keep the Mayor and City Manager 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 EOC, 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. 10) 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 SOPs for emergency tasks. c. Provide trained personnel to staff the incident command post and EOC 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. 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. Ver 2.0 BP -15 05/05 2) Determine and implement required protective actions for response personnel and the public at an incident site. b. Warning. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex A (Warning) to this plan and supporting SOPs. 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. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex B (Communications) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Identify the communications systems available with the local area and determine the connectivity of those systems, and ensure their interoperability. 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. d. Radiological Protection. 1) Primary responsibility for this function is assigned to the Fire Chief, who will prepare and maintain Annex D (Radiological Protection) to this plan and supporting SOPs. 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. Ver 2.0 BP -16 05/05 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex E (Evacuation) to this plan and supporting SOPs. 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. 1) Primary responsibility for this function is assigned to the Fire Chief, who will prepare and maintain Annex F (Firefighting) to this plan and supporting SOPs. 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. 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. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex G (Law Enforcement) to this plan and supporting SOPs. 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. Ver 2.0 BP -17 05/05 SECTION IV Attachment 3 Organization for Emergencies 1 0 I N r 1 � . . r... z m O �V • aW o» 2 ii m a m 0= at O _t 2.2.41 Q H _ flil $ 6 y ' A. C 0 i C F W 22 {u 6 A G i Q A W e a 2 . n / N. r c .. O. Q (1) IL x in U " U m Fa Ca o o l i .1. „_1_, „ I N r f--- Y J Li. {n z r 0 W 1 g O q Y o O k F O C1 3 5 2 G m 3. V J Q _ m . a a c yr < N y � O Z Z F— 2 4 O LL 1,.- I a 2- ~ O w 6 r w . g / , I s, � 0 a = JJ Uz 5z r t ' 0. z 23 f U � d i r 3 n 0 O O O m O °O�� 0 w < o �, U jssn�i gi O W ZZ wM ZZ ii i% O Ti O� i s I 10 4 J-J- ' s) c3Sc,S- a - / • i • - 1 BP -3 -1 _ ATTACHMENT 4 EMERGENCY MANAGEMENT FUNCTIONAL RESPONSIBILITIES c 0 y N is c o' w E c o c m d m N fl h 3 m m ! $ i = y m N N co`i9 0) c co 0 U u (2 UJ 2 w sr Q. 5 re 0 Z S rn i t p d H Ma or S S S S S S S S S S S S P S S S S S S S City EMC Manager S C LI s P ©� ����� S � Q C Law Enforcement P P E� P 111111MIL11111 S P Fire SvciSearch &Rescue S S El P S iti. �� Public Works S® S S � � S P S S Qi� © � Utilities S 1111111111111111111111 S P S Q�0 .1. Health & Medical Services Q S S ,■ P ____IUIEIIEIIEIIEIIEILIUIIMI Human Services Q S S 11111111111===m11111131311111111111111 P S Human Resources IIIIIIIIIIIIIIIIIM P 11111111111111�� Finance Director IIIIIIIIIII S P S ®013 ©��� Transportation S City Attorney's Office 111111111111111�13� ®��� ��� ....�. aIIII ..■ ®.,. ......1 .......... P — INDICATES PRIMARY RESPONSIBILITY S — INDICATES SUPPORT RESPONSIBILITY C — INDICATES COORDINATION RESPONSIBILITY Ver 2.0 BP -4 -1 05/05 ATTACHMENT 5 ANNEX ASSIGNMENTS ANNEX 1 ASSIGNED TO: Annex A: Warning I Police Chief Annex B: Communications i Police Chief Annex C: Shelter & Mass Care Human Resources Director Annex D: Radiological Protection f Fire Chief Annex E: Evacuation Poli Chief Annex F: Firefighting Fire Chief Annex G: Law Enforcement Police Chief Annex H: Health and Medical Services City Health Director Annex I: Emergency Public Information Police Chief Annex J: Recovery Finance Director Annex K: Public Works & Engineering Public Works Director Annex L: Utilities Public Utilities Director Annex M: Resource Management Human Resources Director Annex N: Direction & Control City Manager Annex 0: Human Services Human Services Director Annex P: Hazard Mitigation Director of Planning Annex Q: Hazardous Materials & Oil Spill Fire Chief Response _ Annex R: Search & Rescue Fire Chief Annex S: Transportation Director of Transit Annex T: Donations Management Director of Human Resources Annex U: Legal City Attorney Annex V: Terrorist Incident Response Police Chief Ver 2.0 BP -5 -1 05/05 ATTACHMENT 6 SUMMARY OF AGREEMENTS & CONTRACTS Mutual Aid Agreements Description: Mutual Aid Agreements between the City of Port Arthur and the following cities: Nederland, Port Neches, Beaumont, Groves, Bevil Oaks and Jefferson County. Summary of Provisions: To provide mutual aid among the cities and counties in meeting any emergency or disaster from enemy attack or other cause, natural or otherwise, pursuant to the Interlocal Cooperation Act, Vernon's Texas Civil Statutes, Chapter 791 Government Code; and Vernon's Texas Codes Act of 1975. This agreement recognizes that the prompt, full and effective utilization of the resources of the respective cities and counties is essential to the safety, care and welfare of the people thereof in the event of a major emergency or disaster. The Directors or Coordinators of Emergency Management of all party cities and counties shall constitute a committee to formulate plans to take all necessary steps for the implementation of this agreement. Such planning shall incorporate the use of resources, including personnel, equipment, and supplies necessary to provide mutual aid. Officials Authorized to Implement: Mayor Costs: No operating cost reimbursement. The requester is responsible for reimbursing the sender for loss of or damage to its equipment. Copies Held Bv: City Attorney, City Secretary, Mayor, Police Chief, Fire Chief Description: Interlocal Agreement between the Lumberton Independent School District and the City of Port Arthur. Summary of Provisions: In the event of a disaster whereby Port Arthur is forced to evacuate to outside Jefferson County, Port Arthur will need temporary shelter for Port Arthur's Emergency Operating Center, emergency workers and related equipment. Lumberton agrees to permit Port Arthur to use the buildings and grounds of Lumberton High School and adjacent land as temporary shelter for Port Arthur's Emergency Operations in the event of a disaster. Officials Authorized to Implement: City Manager for the City of Port Arthur and President of the Board of Trustees of Lumberton Independent School District. Costs: No operating cost reimbursement. The requester is responsible for reimbursing the sender for loss of or damage to its equipment. Copies Held Bv: City Attorney, City Secretary, Mayor, Police Chief, Fire Chief, Lumberton Independent School District, Lumberton Police Chief. Description: Master Mutual Aid Agreement for Texas Fire and Emergency Mutual Aid Summary of Provisions: The Texas Fire and Rescue Emergency Mutual Aid Plan is comprised of a Basic Plan along with appendices designated to address emergency mutual aid response outside existing agreements. Ver 2.0 BP -6-1 05/05 Official Authorized to Implement: Mayor Costs: No operating cost reimbursement. The requester is responsible for reimbursing the sender for loss of or damage to its equipment. Copies Held By: City Attorney, City Secretary, Mayor, Police Chief, Fire Chief Contract Agreements Description: Master Service Agreement with Garner Environmental Services, Inc. Summary of Provisions: Provide emergency environmental, disaster and logistical services Official Authorized to Implement: Mayor, City Manager Costs: Contractors current Domestic Response Rate Schedule at the time of the Disaster /Event Copies Held by: City Secretary, City Attorney, Public Works Director, Police and Fire Chief /EMC Description: Holiday Inn -Park Central Hotel Summary of Provisions: Provide services, supplies, accommodations or conference rooms in case of emergency or disaster. Official Authorized to Implement: Mayor, City Manager Costs: Contractors current Domestic rate schedule at the time of the disaster or emergency Copies Held bv: City Secretary, City Attorney, Police and Fire Chief /EMC Description: Market Basket Food Store Summary of Provisions: Provide groceries and ancillary goods in case of disaster or emergency Official Authorized to Implement: Mayor, City Manager Costs: Contractors current Domestic rate schedule at the time of the disaster or emergency Copies Held by: City Secretary, City Attorney, Fire Chief, EMC Description: Derrick Oil Company Summary of Provisions: Provide services, fuel, lubricants, tanks, goods and equipment in case of disaster or emergency. Official Authorized to Implement: Mayor, City Manager Costs: _Contractors current Domestic rate schedule at the time of the disaster or emergency. Copies Held bv: City Secretary, City Attorney, Police and Fire Chief, EMC Ver 2.0 BP -6 -2 05/05 Description: American Legion Post 7 Summary of Provisions: Provide the use of its facility at 3750 Memorial Blvd. in case of disaster or emergency. Official Authorized to implement: Mayor, City Manager Costs: Contractors current Domestic rate schedule at the time of the disaster or emergency. Copies Held by: City Secretary, City Attorney, Police and Fire Chief, EMC Description: JBS Packing Inc. Summary of Provisions: Provide services, supplies, or trucks in case of disaster or emergency Official Authorized to Implement: Mayor, City Manager Costs: Contractors current Domestic rate schedule at the time of the disaster or emergency Copies Held by: City Secretary, City Attorney, Police and Fire Chief, EMC Description: Triangle Waste Solutions Summary of Provisions: Provide roll -off boxes for garbage, drinking water and portable toilets in case of disaster or emergency. Official Authorized to Implement: Mayor, City Manager Costs: Contractors current Domestic rate schedule at the time of the disaster or emergency Copies Held by: City Secretary, City Attorney, Police and Fire Chief, EMC Ver 2.0 BP -6-3 05/05 ATTACHMENT 7 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) SUMMARY A. BACKGROUND 1. NIMS is a comprehensive, national approach to incident management that is applicable to all jurisdictional levels and across functional disciplines. This system is suitable across a wide range of incidents and hazard scenarios, regardless of size or complexity. It provides a flexible framework for all phases of incident management, as well as requirements for processes, procedures, and systems designed to improve interoperability. 2. NIMS is a multifaceted system that provides a national framework for preparing for, preventing, responding to, and recovering from domestic incidents. B. COMPONENTS 1. Command and Management. The incident management structures employed by NIMS 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. a. Incident Management System. A system that can be used to manage emergency incidents or non - emergency events such as celebrations. 1) FEATURES OF ICS ICS has a number of features that work together to make it a real management system. Among the primary attributes of ICS are: a) Common Terminology. ICS requires the use of common terminology, such as the use of standard titles for facilities and positions within an organization, to ensure efficient and clear communications. b) Organizational Resources. All resources including personnel, facilities, major equipment, and supply items used to support incident management activities must be "typed" with respect to capability. This typing will minimize confusion and enhance interoperability. c) Manageable Span of Control. Span of control should ideally vary from three to seven. Anything less or more requires expansion or consolidation of the organization. d) Organizational Facilities. Common terminology is used to define incident facilities, the activities conducted at these facilities, and the organizational positions that can be found working there. Ver 2.0 BP -7 -1 05/05 e) Use of Position Titles. All ICS positions have distinct titles. f) Reliance on an 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. 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. g) Integrated 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. h) Accountability. ICS is based on an orderly chain of command, check -in for all responders, and only one supervisor for each responder. 2) UNIFIED COMMAND a) 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. b) ICS Unified Command is intended to integrate the efforts of multiple agencies and jurisdictions_ The major change from a normal ICS structure is at the top. In a Unified command, senior representatives of each agency or jurisdiction 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. 3) AREA COMMAND a) An Area Command is intended for situations where there are multiple incidents that are each being managed by an ICS organization or to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Area Command becomes Unified Area Command when incidents are multijurisdictional. Ver 2.0 BP -7 -2 05/05 b) The organization of an Area Command is different from a Unified Command in that there is no operations section, since all operations are conducted on- scene, at the separate 1CPs. b. Multiagency Coordination Systems. Multiagency coordination systems may be required for incidents that require higher level resource management or information management. The components of multiagency coordination systems include facilities, equipment, EOCs, specific multiagency coordination entities, personnel, procedures, and communications; all of which are integrated into a common framework for coordinating and supporting incident management. c. Public Information. The NIMS system fully integrates the ICS Joint Information System (JIS) and the Joint Information Center (JIC). The JIC is a physical location where public information staff involved in incident management activities can collocate to perform . critical emergency information, crisis communications, and public affairs functions. More information on JICs can be obtained in the OHS National Incident Management System Plan, dated March 2004. 2. Preparedness. Preparedness activities include planning, training, and exercises as well as certification of response personnel, and equipment acquisition and certification. Activities would also include the creation of mutual aid agreements and Emergency Management Assistance Compacts. Any public information activities such as publication management would also be preparedness activities. 3. Resource Management. All resources, such as equipment and personnel, must be identified and typed. Systems for describing, inventorying, requesting, and tracking resources must also be established. 4. Communications and Information Management. Adherence to NIMS specified standards by all agencies ensures interoperabllity and compatibility in communications and information management. 5. Supporting Technologies. This would include any technologies that enhance the capabilities essential to implementing the NIMS. For instance, voice and data communication systems, resource tracking systems, or data display systems. 6. Ongoing Management and Maintenance. The NIMS Integration Center provides strategic direction and oversight in support of routine review and continual refinement of both the system and its components over the long term. Ver 2.0 BP -7 -3 05/05 SECTION V h. Health and Medical Services. 1) Primary responsibility for this function is assigned to the City Health Director, who will prepare and maintain Annex H (Health & Medical Services) to this plan and supporting SOPs. 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. I. Direction and Control. 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 SOPs. 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 Beaumont. 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. 1) The primary responsibility for this function is assigned to the Fire Chief, who will prepare and maintain Annex Q (Hazardous Material & Oil Spill Response) to this plan and supporting SOPs. 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. Ver 2.0 BP -18 05/05 d) Initiate appropriate actions to control and eliminate the hazard in accordance with established hazmat response guidance and SOPs. • 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. k. Search & Rescue. 1) The primary responsibility for this function is assigned to the Fire Chief, who will prepare and maintain Annex R (Search and Rescue) to this plan and supporting SOPs. 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. L Terrorist Incident Response. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex V (Terrorist Incident Response) to this plan and supporting SOPs. 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. 1) Primary responsibility for this function is assigned to the Human Resources Director, who will prepare and maintain Annex C (Shelter and Mass Care) to this plan and supporting SOPs 2) Emergency tasks to be performed include: a) Perform emergency shelter and mass care planning. Ver 2.0 BP -19 05/05 b) Coordinate and conduct shelter and mass care operations with our other departments, relief agencies, and volunteer groups. b. Public Information. 1) Primary responsibility for this function is assigned to the Police Chief, who will prepare and maintain Annex 1 (Public Information) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Establish a Joint Information Center (JIG) b) Conduct on -going hazard awareness and public education programs. c) Pursuant to the Joint Information System (JIS), compile and release information and instructions for the public during emergency situations and respond to questions relating to emergency operations. d) Provide information to the media and the public during emergency situations. e) Arrange for media briefings. .f) Compiles print and photo documentation of emergency situations. c. Recovery 1) Primary responsibility for this function is assigned to the Finance Director, who will prepare and maintain Annex J (Recovery) to this plan and supporting SOPs. 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. b) Assess and compile information on damage 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. d. Public Works & Engineering. 1) Primary responsibility for this function is assigned to the City Public Works Director, who will prepare and maintain Annex K (Public Works & Engineering) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Protect government facilities and vital equipment where possible. b) Assess damage to streets, bridges, traffic control devices, and other public facilities. Ver 2.0 BP-20 05!05 c) Direct temporary repair of vital facilities. d) Restore damaged roads and bridges. e) Restore waste treatment and disposal systems. f) Arrange for debris removal. g) General damage assessment support. h) Building inspection support. i) Provide specialized equipment to support emergency operations. j) Support traffic control and search and rescue operations. e. Utilities. 1) Primary responsibility for this function is assigned to the Public Utilities director, who will prepare and maintain Annex L (Energy and Utilities) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Prioritize restoration of utility service to vital facilities and other facilities. b) Arrange for the provision of emergency power sources where required. c) Identify requirements for emergency drinking water and portable toilets to the department or agency responsible for mass care. d) Assess damage to, repair, and restore public utilities. e) Monitor recovery activities of privately owned utilities. f. Resource Management. 1) Primary responsibility for this function is assigned to the Human Resources Director, who will prepare and maintain Annex M (Resource Management) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Maintain an inventory of emergency resources. b) During emergency operations, locates supplies, equipment, and personnel to meet specific needs. c) Maintain a list of suppliers for supplies and equipment needed immediately in the aftermath of an emergency. d) Establish emergency purchasing procedures and coordinate emergency procurements. e) Establish and maintain a manpower reserve and coordinate assignment of reserve personnel to departments and agencies that require augmentation. f) Coordinate transportation, sorting, temporary storage, and distribution of resources during emergency situations. g) Establish staging areas for resources, if required. h) During emergency operations, identify to the Donations Management Coordinator those goods, services, and personnel that are needed. i) Maintain records of emergency - related expenditures for purchases and personnel. Ver 2.0 BP -21 05/05 g. Human Services. 1) Primary responsibility for this function is assigned to the Human Services Director. Prepare and maintain Annex 0 (Human Services) to this plan and supporting SOPs 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 f) Coordinate the provision of disaster mental health services to disaster victims, emergency workers, and /or others suffering trauma due to the emergency incident/disaster. h. Hazard Mitigation. 1) The primary responsibility for this function is assigned to the Director of Planning, who will prepare and maintain Annex P (Hazard Mitigation) to this plan and supporting SOPs. 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. 1. Transportation. 1) The primary responsibility for this function is assigned to the Transit Director, who will prepare and maintain Annex S (Transportation) to this plan and supporting SOPs. 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. Ver 2.0 BP -22 05/05 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. 1) The primary responsibility for this function is assigned to the Director of Human Resources, who will prepare and maintain Annex T (Donations Management) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Compile resource requirements identified by the Resource Management staff. b) Solicit donations to meet known needs. 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. 1) The primary responsibility for this function is assigned to the City Attorney, who will prepare and maintain Annex U (Legal) to this plan and supporting SOPs. 2) Emergency tasks to be performed include: a) Advise local officials on emergency powers of local govemment 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: Ver 2.0 BP -23 05/05 1) BEAUMONT Chapter, American Red Cross. Provides shelter management, feeding 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. The Red Cross also provides feeding for emergency workers. 2) The Salvation Army. Provides emergency assistance to include mass and mobile feeding, temporary shelter, counseling, missing person services, medical assistance, and the warehousing and distribution of donated good including food clothing, and household items. It also provides referrals to government and private agencies for special services. 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. Can also assist with clean -up activities, temporary repairs, reconstruction, counseling, and bilingual services. 4) RACES. The Radio Amateur Civil Emergency Service provides amateur radio support for emergency operations, including communications support in the EOC. b. Business Support. The following businesses have agreed to provide support for emergency operations as indicated: 1) Garner Environmental Services, Inc. to provide emergency, disaster and logistical response services in the case of an emergency or disaster. 2) Holiday Inn -Park Central Hotel to provide services, supplies, accommodations or conference rooms in case of emergency or disaster. 3) Market Basket Food Store for the provision of groceries and ancillary goods in case of emergency or disaster. 4) Derrick Oil Company to provide services, fuel, lubricants, tanks, goods and equipment in case of emergency or disaster. 5) American Legion Post 7 for the provision and use of its facility at 3750 Memorial Blvd. in case of emergency or disaster. 6) JBS Packing Inc. to provide services, supplies, or trucks in case of an emergency, or disaster. 7) Triangle Waste Solutions to provide roll -off boxes for garbage, drinking water and portable toilets in case of an emergency or disaster. Ver 2.0 BP -24 05/05 VII. DIRECTION AND CONTROL A. General 1. The Mayor is responsible for establishing objectives and policies for emergency management and providing general guidance for disaster response and recovery operations, all in compliance with the NIMS. During disasters, [he /she] may carry out those responsibilities from the EOC. 2. The City Manager will provide overall direction of the response activities of all our departments. During major emergencies and disaster, he /she will normally carry out those responsibilities from the EOC. 3. The Emergency Management Coordinator 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, organized volunteer groups, or the State. The process for requesting State or federal assistance is covered in section V.F of this plan; see also the Request for Assistance form in Annex M, Appendix 3. External agencies are expected to conform to the general guidance and directed 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. 2. Emergency Operating Center. When major emergencies and disasters have occurred or appear imminent, we will activate our EOC, which is located at the Central Fire Station, Port Arthur Fire Department. 3. The following individuals are authorized to activate the EOC: a. Emergency Management Director /Mayor b. City Manager Ver 2.0 BP -25 05/05 c. Emergency Management Coordinator /Assistant Emergency Management Coordinator. 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 govemment 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. Our Alternate EOC is located at Lumberton High /Middle School Campus. This facility will be used if our primary EOC becomes unusable. 7. We have a mobile command and control vehicle, operated by the Port Arthur Fire and Police Department, which may be used as an incident command post. C. Line of Succession 1. The line of succession for the Mayor is: a. Mayor b. Mayor Pro Tem c. Senior Council Member 2. The line of succession for the City Manager is: a. City Manager b. Assistant City Manager, Administration c. Assistant City Manager, Operations 3. The line of succession for the Emergency Management Coordinator is: a. Emergency Management Coordinator b. Assistant Emergency Management Coordinator c. Deputy Chief of Police Ver 2.0 BP-26 05/05 4. The lines of succession for each of our department and agency heads shall be in . accordance with the SOPs 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. 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 SOPs. 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 govemment are not affected. 2. Level 3: Increased Readiness 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. Increased readiness actions may be appropriate when the situations similar to the following occur: 1) Tropical Weather Threat. A tropical weather system has developed that has the potential to impact the local area. 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 tomado development. Readiness actions may include increased situation monitoring 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. 4) 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. Ver 2.0 BP -27 05/05 5) 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. 6) Winter Storm Watch. Indicates there is a threat of severe winter weather in particular. 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 a. High Readiness refers to a situation with a significant potential and probability of causing foss of life and /or property. This condition will normally require some degree of warning to the public. Actions could be triggered by severe weather waming information issued by the National Weather Service such as: 1) Tropical Weather Threat. A tropical weather system may impact the local 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. 2) Tornado Warning. Issued when a tornado has actually been sighted in the vicinity or indicted by radio, and may strike in the focal area. Readiness actions may include activating the EOC, continuous situation monitoring, and notifying the public about the warning. 3) Flash Flood Warning. Issued to alert persons that flash flooding is imminent or occurring on certain steams or designated areas, 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 Warning. 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. 5) Mass Gathering. 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 Ver 2.0 BP -28 05/05 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) Tropical Weather Threat. The evacuation decision period is nearing for an approaching tropical weather system that may impact the local area. Readiness actions may include continuous situation monitoring, cull 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. 2) Tornado Warning. 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. 3) Flash Flood Warning. 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. 4) Mass Gathering. 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. IX. ADMINISTRATION AND SUPPORT J 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. In an effort to facilitate assistance pursuant to mutual aid agreements, our available resources will be identified and are a part of the Texas Regional Response Network (TRRN). 3. The agreements and contracts pertinent to emergency management that we are a party to are summarized in Attachment 6. Ver 2.0 BP -29 05/05 B. Reports 1. Hazardous Materials Spill Reporting. 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 Emergency Report. 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 Our city is responsible for establishing the administrative 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 extemal 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 an estimate of annual emergency response costs that can be used as in preparing future department or agency budgets. Ver 2.0 BP -30 05105 c. Emergency or Disaster Costs. For major emergencies or disasters, all departments and agencies participating in the emergency response shall maintain detailed 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 protected accordingly. Each agency responsible for preparation of annexes to this plan will include protection of vital records in its SOPs. b. If records are damaged during an emergency situation, we will seek professional assistance to preserve and restore them. D. Training It will be the responsibility of each agency director to ensure that agency personnel, in accordance with the N1MS, possess the level of training, experience, credentialing, currency, physical and medical fitness, or capability for any positions they are tasked to fill. E. 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. F. Post- Incident and Exercise Review The EMC is responsible for organizing and conducting a critique following the conclusion of a significant emergency event/incident or exercise. The After Action Report (AAR) will entail both written and verbal input from all appropriate participants. An Improvement Plan will be developed based on the deficiencies identified, and an individual, department, or agency will be assigned responsibility for correcting the deficiency and a due date shall be established for that action. • Ver 2.0 BP -31 05/05 X. PLAN DEVELOPMENT AND MAINTENANCE A. Plan Development The Mayor is responsible for approving and promulgating this plan. B. Distribution of Planning Documents 1. The Mayor 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 EOC 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 plan 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 The Basic Plan and its annexes shall be reviewed annually by local officials. The EMC 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 Emergency Management Coordinator. 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. §413.043(4) of the Government Code provides 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. Ver 2.0 BP -32 05/05 ATTACHMENTS. 1. Distribution List 2. References 3. Organization for Emergencies 4. Functional Responsibility Matrix 5. Annex Assignments 6. Summary of Agreements & Contracts 7. National Incident Management System Ver 2.0 BP -33 05/05 ATTACHMENT 1 DISTRIBUTION LIST Jurisdiction /Agency Plan Basic Plan Annexes Jefferson Co. Emergency Management Coordinator 1 Emergency Management Coordinator 1 All Emergency Management Director (Mayor) 1 All Deputy Emergency Management Coordinator 1 All City Manager 1 All City Attorney 1 All City Secretary 1 All Chief of Police 1 All Fire Chief 1 All Director of Health 1 C,D,H Christus St. Mary Hospital 1 C, E, S Medical Center of Southeast Texas 1 C,E,S Director of Human Resources 1 M,C,O,T Director of Finance 1 J,M Director of Public Works 1 K,E,J,G,L Director of Utilities Operations 1 L,J,K Director of Planning 1 P Human Services Officer 1 O,C,E Transportation Director 1 S Regional Liaison Officer (Texas DPS) 1 All American Red Cross /Beaumont Chapter 1 C,E,J,O,T Salvation Army 1 C,E,J,O,T Port Arthur Independent School District 1 C, E, 0, S Sabine Pass Independent School District 1 C,E, 0, S Ver 2.0 BP -1 -1 05/05 ATTACHMENT 2 REFERENCES 1. Texas Department of Public Safety, Governor's Division of Emergency Management, Local Emergency Management Planning Guide, DEM - 10 2. Texas Department of Public Safety, Governor's Division of Emergency Management, Disaster Recovery Manual 3. Texas Department of Public Safety, Governor's Division of Emergency Management, Mitigation Handbook 4. FEMA, Independent Study Course, IS - 288: The Role of Voluntary Organizations in Emergency Management 5. FEMA, State and Local Guide (SLG) 101: Guide for All- Hazard Emergency Operations Planning 6. U. S. Department of Homeland Security, National Response Plan 7. 79 Texas Legislature, House Bill 3111 8. Code of Ordinances -City of Port Arthur, Part 11, Chapter 26 Civil Emergencies, Article 11 Emergency Management Ver 2.0 BP -2 -1 05/05 SECTION VI Appendix 1 to Annex P HAZARD MITIGATION TEAM The implementation of effective hazard mitigation measures requires utilization of all resources available to this jurisdiction. Multi- disciplined, long -range mitigation planning requires a coordinated team of personnel with administrative, financial, and technical knowledge and expertise in a variety of functional areas that may be needed to achieve mitigation objectives. HMT supporting member agencies and organizations along with their functional areas of responsibility are listed in this appendix. Team members will provide assistance for hazard mitigation activities as required by the HMC. Team members have been selected for all functional areas that are applicable to this jurisdiction and which may require local expertise. Primary responsibility for Team members is to provide mitigation program services for all jurisdictions covered in our emergency management plan, but Team members are also responsible for coordinating and providing assistance to our partners for development, adoption, implementation, and maintenance of our mitigation action plan. Title /Agency Hazard Mitigation Coordinator Dir. Of Planning /City of Port Arthur (CPA) Functional Responsibility Public Awareness /Education EMC /CPA Emergency Preparedness and Response EMC /CPA Disaster Recovery EMC /CPA. Floodplain Management Dir. Of Planning /CPA Engineering Services Dir. Of Public Works /CPA Damage Assessment Building Official /CPA Volunteer Services Asst. to the City Manager /CPA Water Treatment Dir. Of Utility Operations /CPA Wastewater Treatment Dir. Of Utility Operations /CPA Drainage /Flood Control Dir. Of Public Works /CPA Public Health Health Director /CPA Legislative Representation /Liaison City Manager /CPA Building Codes and Permits Building Official /CPA Zoning Regulations Dir. Of Planning /CPA Legal Services City Attorney /CPA Development Planning Dir. Of Planning /CPA Subdivision Regulations Dir. Of Planning /CPA Fiscal /Funding Resources Dir. Of Finance /CPA Tax Assessment Dir. Of Finance /CPA Septic Tank/Sanitation Standards Chief Sanitarian /CPA Environmental Protection Chief Sanitarian /CPA Land Use Planning Dir. Of Planning /CPA Property Condemnation City Attorney /CPA Land Acquisition City Attorney /CPA Historical Preservation Dir. Of Planning /CPA Parks and Wildlife Texas Parks & Wildlife Representative & Dir. Of Parks & Recreation /CPA River Authority Mgr. /Lower Neches Valley Authority Ver 3.0 P -1 -1 03/13 Appendix 1 to Annex P Levee /Seawall Management Mgr. Drainage District No. 7 Dam Safety /Reservoir Management Mgr. /Lower Neches Valley Authority Coastal Zone Management Texas General Land Office Agricultural Recovery Programs Extension Agent/Jefferson County Fire and Casualty Insurance Risk Management/CPA Flood Insurance Risk Management/CPA Wind Insurance Risk Management/CPA Drainage District Manager Drainage District No. 7 Citizen Group(s) President/Pt Arthur Neighborhood Action Council Business /Industry President/Southeast Texas Plant Mgrs. Forum Council of Government Exec. Dir. /Southeast Texas Regional Planning Commission Data Processing Services Dir. Of Finance /CPA Mapping Services City Engineer /CPA GIS Services Dir. of Planning /CPA Grant Writing /Management Grants Program Administrator /CPA Urban /Regional Planning Dir. /Southeast Texas Regional Planning Commission Neighborhood Association(s) President -Port Arthur Neighborhood Action Council Chamber of Commerce Exec. Director -Pt. Arthur Chamber of Commerce Ver 3.0 P -1 -2 03/13 Appendix 2 to Annex P MITIGATION REFERENCE RECORDS Title /Subject Date Prepared By File Location City of Pt. Arthur Zoning Planning Dept. City of 1. Ordinance (as amended) 08/01/89 City of Port Arthur Port Arthur Planning Dept. City of Port 2. Repetitive Flood Loss Plan 1990 Planning Dept. Arthur Comprehensive Plan City of Planning Dept. City of Port 3. Port Arthur 05/89 Planning Dept. Arthur Vansickle, 4. Alligator Bayou Ponding 04/90 Mickelson & Planning Dept. City of Port Study Klein, Inc. Arthur City of Port Arthur Flood City Secretary City of Port 5. Hazard Prevention 1976 Planning Dept. Arthur Ordinance Flood Insurance Rate Maps Planning Dept. City of Port 6. City of Port Arthur 04/17/84 FEMA Arthur Jefferson Co. Hazard Planning Dept. City of Port 7. Mitigation Action Plan 11/05 J.F. Thompson Arthur Regional Hazard Mitigation Planning Dept. City of Port 8. Action Plan 11/05 J.F. Thompson Arthur Jefferson County Hazard Planning Dept. City of Port 9. Mitigation Action Plan 01/2011 Jefferson County Arthur 10. 11. 12. 13. 14. 15. 16. 17. 18. P -2 -1 Ver 3.0 03/13 City of Port Arthur 2012 Regional Hurrex Functional Exercise Purpose: This exercise is designed to demonstrate the interoperable communications and regional coordination, to improve Hurricane operations readiness, to test continuity of operation procedures, as well as to provide a structured forum to test capabilities of the City of Port Arthur and the South East Texas Region. The goal is to identify, correct, or mitigate any program, equipment or training shortfalls. Concept: The 2012 Hurricane Exercise is conducted in order to improve the City of Port Arthurs' ability to respond to a hurricane or other major hazard. There is a two -part focus. One is regional collaboration, while the other is refinement and verification of the City of Port Arthur specific Emergency Management plans. A series of regional and jurisdictionally specific training courses and coordination meetings culminate . in the functional exercise being conducted on 7 June 2012. Five emergency operation centers (EOCs) will be activated within the South East Texas Regional Planning Commission (SETRPC) Council of Government (COG). Many jurisdictions not using their own EOC, will attend an EOC pertinent to their interjurisdictional plan or mutual aid role. Each EOC (AKA Node) will be moderated by facilitators so as to provide third party observations, feedback and support. The exercise is focused on the Evacuation and Assessment Operational Periods, and will incorporate an exercise of Continuity of Operation (COOP) plans throughout. Scenario: First Operational Period: (Pre- landfall) Hurricane Colin is a dangerous category 1 hurricane threatening catastrophic damage in Louisiana and Texas. The storm crossed the tip of Florida already causing extensive damage there. The storm track has taken a northerly curve to threaten the upper Texas coastal region. The center of the storm is located about 350 miles Southeast of Port Arthur. Colin is currently stalled; however, it is expected to start moving toward the north-northwest with some additional strengthening expected before landfall. Hurricane force winds extend up to 15 miles outward from the storm's center. Tropical storm force winds extend outward up to 200 miles and should begin to reach the coast within 48 hrs. Second Operational Period: (Landfall) Hurricane Colin made landfall as a category 2 hurricane about 2 a.m Saturday, June 8, 2012, over Sabine Pass. The eye of the storm continued northwest over Jefferson and Hardin Counties and part of Orange County. Locally, heavy rainfall and tornadoes remain a threat; however, sustained winds have dropped below 50mph. The center of Colin is forecast to remain over eastern Texas for the next 24 hours. Rainfall totals have exceeded 10 inches with some locations reporting over 15 inches. This rainfall will produce significant rises on area rivers and waterways. Additionally, the 6 -8 foot storm surge compounded negative effects of flooding rainfall along most of the Texas Gulf and inland in the Lake Sabine area. We are still under a tornado watch until noon. 1 Timeline: • Pre - Exercise 1) Liaison Officer Training- Oct 26 -27 2) Planning Section Chief Course- Feb 13 -15 3) State EM Conference — Apr 1 -5 4) Hurrevac Training- Apr 18 5) Hurricane/Disaster Operations Meeting— Apr 20 6) AHIMT Steering Committee and Qualifications Subcommittee meetings- Apr 19 -20 7) Final Planning Meeting date is April 25 8) ARES/RACES Interoperability Exercise and Data transmitting drill- May 5 9) Basic PIO course- May 8 -10 10) EMTF Full Scale Exercise (Ford Park) — May 14 -16 11) National Hurricane Awareness Week- May 28 -1 June 12) SNCA and. Regional EMC meeting on Wednesday, June 6 13) Regional PIO meeting Wednesday, June 6 at 1500 • Exercise Hurrex 2012 - June 7 June 4, 2012 DDC, EMC, and LOFR Meeting at the DPS office in Beaumont. June 5 201 Jurisdictional coordination activities. Communications plan submitted to DDC. June 6, 2012 1000 -1230 SNCA monthly meeting • Receive NWS hurricane forecast and weather update 1230 -1400 Regional (SETRPC) Emergency Management Coordination Meeting and Exercise pre coordination • Discuss Evac coordination decision process • Discuss pre - identified shortfall requests per jurisdiction (validate with DC) 1500 PIO meeting 1600 Facilitator and Exercise Planning Team briefing/discussion at Beaumont EOC 1500 -1700 Planning team and UNIT setup and briefings Daily Disaster OPS/ (Standard State `Battle Rhythm ") • 0700: Receive DDC Logistics/Resource Staging Area o Situation Reports and IMT Status Check Reports • 1000 -1200: Regional Calls (as needed) • 1030: State Coordinator Call • 1200: Statewide Conference Call • 1400: DDC Situation Reports & Regional Input for State o Situation Report Received • 1500: Receive State Agency Situation Report • 1700: State Situation Report Due for Distribution 3 Accident Reporting All injuries, incidents, and accidents, regardless of severity, will be reported immediately to the nearest controller. Anyone observing a participant who is seriously ill or injured will first advise the nearest controller and then render first aid, if possible, provided the aid given does not exceed his or her training. For an emergency that requires assistance, the phrase will be "Real -World Emergency." If the nature of the emergency requires a suspension of the exercise at the venue, all exercise activities at that facility will immediately cease. Exercise play may resume at that location once the "Real -World Emergency" situation has been addressed. If a real emergency occurs that affects the entire exercise, the exercise may be suspended or terminated at the discretion of Incident Commander. An emergency medical team should also be available for injuries that may occur during the exercise. Observers should be escorted by safety or other staff members and be restricted to pre - designated areas. Operations All generating devices will be located in areas in which exhaust gases will not pose any potential for exposure to exercise participants (i.e., located far enough away from shelters/buildings to avoid buildup of carbon monoxide inside). In addition, hearing conservation measures will be followed. Weather Considerations The exercise will be conducted even during adverse weather conditions. The exercise will be conducted even if there is a substantial chance that the following weather may occur: • High wind (20+ MPH) • Rain • Lightening Heat Stress Heat stress is defined by the following conditions presented in order of increasing severity: heat rash, heat cramps, heat exhaustion, and heat stroke (hot, dry skin). Ambient temperature, ambient humidity, work activity, type/level of PPE, and physical fitness/acclimatization of exercise participants mainly influence heat stress. Generally, exercise participants who will be at the highest risk are personnel required to wear PPE and perform heavy work activity during the warmest times of day. Heat stress can be controlled by drinking plenty of water (available at the site), avoiding alcohol (before and during exercise), complying with proper work / rest regimens, and maintaining the core body temperature below 100.4 °F. The Safety Officer is responsible for assessing exercise participants for heat stress potential and taking prompt corrective action to mitigate dangerous heat stress conditions. Heat stress is generally monitored and controlled according to American Conference of Government industrial Hygienists (ACGIH) criteria. Exercise participants who experience a significant heat stress condition (e.g., heat exhaustion and heat stroke) should immediately stop working, inform the Safety Officer, and report to the on -site medical responders. Basic response actions for a victim of severe heat stress include moving to a shaded location (preferably air- conditioned), removing PPE / clothing, and administering water. 5 ADMINISTRATIVE NOTES 1. The name of this Functional Exercise is the South East Texas Region 2012 Hurricane Exercise. 2. WebEOC title for the exercise: "Exercise 06/07/12 SETRPC Hurricane Exercise" 3. This document is developed to assist in regional collaboration, and due to some material and the exercise purpose, will address sensitive aspects for Critical Infrastructure and Key Resources. As a result, the overall document is marked "For Official Use Only." 4. Supplemental documents of importance: • DDC and Jurisdictional Communications Plans • 2012 Hurrex Master Scenario of Events List (MSEL) • Exercise ICS Organizational Chart 7 Lt. -' ' L V; 2 I C Z Of. 2 Z I v - D 141 = CI t 0 W jR $C t j. O') L O h ( RI— 51 —, a- i ce' W e 0x F i 1 o i r. w C r U 4 z qj � K O W W O. LU a. a z"� rn LL co y t W LU O- J W 0 C, :. in 2 > >- /���/� = T CM V r-: ? S r u n Q, (3 s r V / \ R. (L� >• y . e . I u 9 w '- - - --' .^—\ ! \ P-----", y- V I- N O _ > j p ' c V) J Q q � fl i oo _ x o Q a g z zz = a t N W Qo z Z Z � � IX N4 Wow.. 5 V [Lt O ,, 1 _ in W Q W LT, O u � W �� 2 < a w - 0 W - � a 3 -, �, �, �Q °= - >w We Z 1.- 0 NE LL Et V z r . / - ■ r \ ,—__ 0 Q w j t to L, z z m war IX at 21" t F 7 = Jr 0 W UHF Wz z O p Ws i W '�2 I ..s K< 9- m Fm ....i r�y +o z !J C _ j - , D u Q ," 21- 6.F J [ 0 W J Qm ,2o cc i to m a a w F . i . ) - r \ i t- V __ W v d x I z Z : ;-i Z 0 Uv0 W 0 , ti,,,, .1 m W u W O Q V v Q .. B UD W m0 j ..aU.; N Q mQ C. 0. 0. ICS 214 Activity Log Purpose. The Activity Log (ICS 214) records details of notable activities at any ICS level, including single resources, equipment, Task Forces, etc. These logs provide basic incident activity documentation, and a reference for any after- action report. Preparation. An ICS 214 can be initiated and maintained by personnel in various ICS positions as it is needed or appropriate. Personnel should document how relevant incident activities are occurring and progressing, or any notable events or communications. Distribution. Completed ICS 214s are submitted to supervisors, who forward them to the Documentation Unit. All completed original forms must be given to the Documentation Unit, which maintains a file of all ICS 214s. It is recommended that individuals retain a copy for their own records. Notes: • The ICS 214 can be printed as a two -sided form. • Use additional copies as continuation sheets as needed, and indicate pagination as used. r„ ock Trtie, I nstru y ttons 5 1 Incident Name Enter the name assigned to the incident. 2 Operational Period Enter the start date (month /day /year) and time (using the 24 -hour clock) • Date and Time From and end date and time for the operational period to which the form • Date and Time To applies. 3 Name Enter the title of the organizational unit or resource designator (e.g., Facilities Unit, Safety Officer, Strike Team). 4 ICS Position Enter the name and ICS position of the individual in charge of the Unit. 5 Home Agency (and Unit) Enter the home agency of the individual completing the ICS 214. Enter a unit designator if utilized by the jurisdiction or discipline. 6 Resources Assigned Enter the following information for resources assigned: • Name Use this section to enter the resource's name. For all individuals, use at least the first initial and last name. Cell phone number for the individual can be added as an option. • ICS Position Use this section to enter the resource's ICS position (e.g., Finance Section Chief). • Home Agency (and Unit) Use this section to enter the resource's home agency and/or unit (e.g., Des Moines Public Works Department, Water Management Unit). 7 Activity Log • Enter the time (24 -hour clock) and briefly describe individual notable • Date/Time activities. Note the date as well if the operational period covers • Notable Activities Prepared by more than one day. • Activities described may include notable occurrences or events such as task assignments, task completions, injuries, difficulties encountered, etc. • This block can also be used to track personal work habits by adding columns such as "Action Required," "Delegated To "Status," etc. 8 Enter the name, ICS position /title, and signature of the person preparing • Name the form. 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HI! fi ., n U d M , O c u d d0 Y `I ;. ..2 = O « G 0 > u _ r Y ° O u o o ae a E , a - E 'm p v E r `a d E tarIa. 3 m oc e N L's-26 ..° 5- E $ 3 • '" o n '? r d c r° u `o « u o c d r °_' m K ... -..s m N . a d.. 5. ; C 5 0 N G C , t a Q t V s t o m p .. u = c • - c i! c 1 n v 0 c v " ° a , c . °' ° °: w v. i° ,a uZ a C G S Q w u v • "' `'^' y ° c E' 4 ,m-r • b _ u 0 a 5 , . r 7 a I N _ C A c+ d p Q o t d 5 w' c « '8' 4 M N .L° N ° u E d d y �` v , -�, _ E 5 :° w o « R a 5 o a. 3 4 Zale c o d 0`. y O$ E ° d c d it u 0 ' °i 2 0 LL a .:.s. v o w .c `e t O .- s o ✓ L .= o w 0 a o`. u E n .n .n w 8 ...-w -a .n a v a o u 2 L 0 0 O O O M1 _O O O O C �`' O O 5 A N ^ « yd U A r x v E E i E y A y r'- _ _ A . ? _ _ C - w N V p C w O O O ,OO Y G C O 3 O O V = V "6 0 z z 7 2 2 3 V 2 z 2 Z Q u 2 z 4 O <4 4 ' _ 4 4 4 Q < co ° z z z ■ j z ■ `z ■ z i i v i 1 Appendix 1 to Annex P HAZARD MITIGATION TEAM The implementation of effective hazard mitigation measures requires utilization of all resources available to this jurisdiction. Multi- disciplined, long -range mitigation planning requires a coordinated team of personnel with administrative, financial, and technical knowledge and expertise in a variety of functional areas that may be needed to achieve mitigation objectives. HMT supporting member agencies and organizations along with their functional areas of responsibility are listed in this appendix. Team members will provide assistance for hazard mitigation activities as required by the HMC. Team members have been selected for all functional areas that are applicable to this jurisdiction and which may require local expertise. Primary responsibility for Team members is to provide mitigation program services for all jurisdictions covered in our emergency management plan, but Team members are also responsible for coordinating and providing assistance to our partners for development, adoption, implementation, and maintenance of our mitigation action plan. Title /Agency Hazard Mitigation Coordinator Dir. Of Planning /City of Port Arthur (CPA) Functional Responsibility Public Awareness /Education EMC /CPA Emergency Preparedness and Response EMC /CPA Disaster Recovery EMC /CPA Floodplain Management Dir. Of Planning /CPA Engineering Services I Dir. Of Public Works /CPA Damage Assessment Building Official /CPA Volunteer Services Asst. to the City Manager /CPA Water Treatment Dir. Of Utility Operations /CPA Wastewater Treatment Dir. Of Utility Operations /CPA Drainage /Flood Control Dir. Of Public Works /CPA Public Health Health Director /CPA Legislative Representation /Liaison City Manager /CPA Building Codes and Permits Building Official /CPA Zoning Regulations Dir. Of Planning /CPA Legal Services City Attorney /CPA Development Planning Dir. Of Planning /CPA Subdivision Regulations Dir. Of Planning /CPA Fiscal /Funding Resources Dir. Of Finance /CPA Tax Assessment Dir. Of Finance /CPA Septic Tank /Sanitation Standards Chief Sanitarian /CPA Environmental Protection Chief Sanitarian /CPA Land Use Planning Dir. Of Planning /CPA Property Condemnation City Attorney /CPA Land Acquisition City Attorney /CPA Historical Preservation Dir. Of Planning /CPA Parks and Wildlife Texas Parks & Wildlife Representative & Dir. Of Parks & Recreation /CPA _ River Authority Mgr. /Lower Neches Valley Authority Ver 3.0 P -1 -1 03/13 Appendix 1 to Annex P Levee /Seawall Management Mgr. Drainage District No. 7 Dam Safety /Reservoir Management Mgr. /Lower Neches Valley Authority Coastal Zone Management j Texas General Land Office Agricultural Recovery Programs Extension Agent/Jefferson County Fire and Casualty Insurance Risk Management/CPA Flood Insurance Risk Management/CPA Wind Insurance Risk Management/CPA Drainage District Manager Drainage District No. 7 Citizen Group(s) President /Pt Arthur Neighborhood Action Council Business /Industry President /Southeast Texas Plant Mgrs. Forum Council of Government Exec. Dir. /Southeast Texas Regional Planning Commission Data Processing Services Dir. Of Finance /CPA • Mapping Services City Engineer /CPA GIS Services Dir. of Planning /CPA Grant Writing /Management Grants Program Administrator /CPA Urban /Regional Planning Dir. /Southeast Texas Regional Planning Commission Neighborhood Association(s) President -Port Arthur Neighborhood Action Council Chamber of Commerce Exec. Director -Pt. Arthur Chamber of Commerce Ver 3.0 P-1-2 03/13 Appendix 2 to Annex P MITIGATION REFERENCE RECORDS 1 Title /Subject Date Prepared By File Location City of Pt. Arthur Zoning Planning Dept. City of 1. Ordinance (as amended) 08/01/89 City of Port Arthur Port Arthur Planning Dept. City of Port 2. Repetitive Flood Loss Plan 1990 Planning Dept. Arthur Comprehensive Plan City of Planning Dept. City of Port 3. Port Arthur 05/89 Planning Dept. Arthur Vansickle, 4. Alligator Bayou Ponding 04/90 Mickelson & Planning Dept. City of Port Study Klein, Inc. Arthur City of Port Arthur Flood j City Secretary City of Port 5. Hazard Prevention 1976 Planning Dept. Arthur Ordinance Flood Insurance Rate Maps Planning Dept. City of Port 6. City of Port Arthur 04/17/84 FEMA Arthur Jefferson Co. Hazard Planning Dept. City of Port 7. Mitigation Action Plan 11/05 J.F. Thompson Arthur Regional Hazard Mitigation Planning Dept. City of Port 8. Action Plan 11/05 J.F. Thompson Arthur Jefferson County Hazard Planning Dept. City of Port 9. Mitigation Action Plan 01/2011 Jefferson County Arthur 10. 11. 12. 13. 14. 15. 16. 17. 18. P -2 -1 Ver 3.0 03/13 SECTION VII R Ts 40 ,0pimisft isie ; 1111 Some Candi THE CITY WILL ADOPT THE ACTIVE SHOOTER PLAN AS WRITTEN BY HOMELAND SECURITY! I,' O /" -41•4,ritte?'' '---- - l ND S „' u • k • U. Department of Homeland S ecurity Washington, DC 2 i . _ � - ti t. - f , � cfsteam c he dhs. Gov P y °s �� s ' 4-7';"--r1-''''-:1,,': ' :; '' '' '' i r �g� 1 ' " ,' a ; .,... a�i • y yr �' '.. 2 X z ... : rJ Ta Y , '` F _''y's .?' `?'.. flr ,s. x s ' ¢:''2, } , t .r • ^'�"��� :. � .t' w r. it 2` r ,, y ,, k Z ,, ry . -,. .•.40.4. - r.414,1 1 .**,.., , . ,,,,. . v,' , It' • , WI+ A0 kJ. ' - • - --.:-,,.' a ' ` „^ 4 I tt ee . _ � ,g` . °.41 ., �� .ba .. S LY 4 HOW TO RESPOND WHEN AN ACTIVE SHOOTER IS IN YOUR VICINITY Quickly determine the most reasonable way to protect your own life. Remeinber that customers and clients are likely to follow the lead of employees and managers during an active shooter situation. I. Evacuate If there is an accessible escape path. attempt to evacuate the premises. Be sure to: • Have an escape route and plan in mind • Evacuate regardless of whether others agree to follow • Leave your belongings behind • Help others escape, if possible • Prevent individuals from entering an area where the active shooter may be • Keep your hands visible • Follow the instructions of any police officers • Do not attempt to move wounded people • Call 911 when you are safe 2. Hide out If evacuation is not possible, find a place to hide where the active shooter is less likely t€ Y to find you. Your hiding place should: • Be out of the active shooter's view" • Provide protection if shots are fired in your direction (i.e., an office with a closed and locked door) • Not trap you or restrict your options for movement 1: To prevent an active shooter from entering your hiding place: • Lock the door • Blockade the door with heavy furnitures'. K If tie active shooter is nearby: r �.. ck the door S ilenc e your cell phone pager ; ; ... p one an p `- rn ,+ off any source of not (i.e., radios; televisions) fit.,' .fide behind large items (i.e., cabinets, desks) • Remain quiet If evacuation and hiding out are not possible: • Remain Cahn • Dial 911. if possible. to alert police to the active shooter's location iii • If you cannot speak, leave the line open and allow the dispatcher to listen 3. Take action aga t act s As a last resort. and only when your l i f e i s i n i mm i nent d anger, attempt to disrupt andlor incapacitate the active shooter by: Acting as augressively as possible against himlher • Throwing items and improvising weapons • Ycllin2 • Cominittittg to ■our actions S a" xr `'E v . o y-. .� . av ,r,1 ,'- a. t v x� `fi r ,0,4.: . , ' f» z � € = 2 -,fi. s , y .. :. '; ' s e e -. ' ° a .� tea g , ¢ L S ij -:dam x f `: 4 - a e _ �� r 'k ey" a .'r d _ CY • 5 . 41 ,f .,„. . -' .' '-''''' " :;;;,..;. 1- ' ;',:i ,,. Q z , 7 - 41 .4: ?- 41 ZI441- ' 4 ' ,, T1' , -Nklifik'Sgritta:Viit,y , :-' , '-' r ' ', -- : - .4 ,7 4, ,'''"4- -Were . ' -,--. .,„4 , --- , 2*.%r",,,,, ' ' . '.I' ,,,,ottl k,,,: ,-,,°,,:„..,,,.;. ".1 „',,,, ,. , ..„ , i ,. 1 ,.0 -. ., r u r, .v �N19 ✓4 „Y s . + .. . . � x . r : C ...... �YE4 �-. xamr,..,..,_-_.:.<£...,,.s.�d d HOW TO RESPOND WHEN LAW ENFORCEMENT ARRIVES r� Law enforcement's purpose is to stop the active shooter as soon as possible. Officers will proceed directly to the area in which the last shots were heard. • Officers usually arrive in teams of four (4) • Officers may wear regular patrol uniforms or external bulletproof vests, Kevlar helmets,° and other tactical equipment • Officers may be armed with rifles, shotguns, handguns • Officers may use pepper spray or tear gas to control the situation ' • Officers may shout commands. and may push individuals to the ground for their safety How to react when law enforcement arrives: • Remain calm, and follow officers' instructions • Put down any items in your hands (i.e., bags, jackets) • Immediately raise hands and spread fingers • Keep hands visible at all times • Avoid making quick movements toward officers such as holding on to them for safety • Avoid pointing, screaming and/or yelling • Do not stop to ask officers for help or direction when evacuating, just proceed in the direction from which officers are entering the prernises • Information to provide to law enforcement or 911 operator: . • Location of the active shooter • Number of shooters. if more than one • Physical description of shooters" • Number and type of weapons held by the shooter /s . • Number of potential victims at the location The first officers to arrive to the scene will not stop to help injured persons. Expect rescue teams comprised of additional officers and emergency medical personnel to follow the initial officers. These rescue teams will treat and remove any injured persons. They may also call upon able - bodied individuals to assist in removing the wounded from the premises. Once you have reached a safe location or an assembly point, you will likely be held in that area z ,4 by law enforcement until the situation is under control, and all witnesses have been identified and questioned. Do not leave until law enforcement authorities have instructed you to do so._' 5 { • TRAINING YOUR STAFF FOR AN ACTIVE SHOOTER SITUATION' _ To best prepare your staff for an active shooter situation, create an Emergency Action Plan (EAP), and conduct training exercises. Together, the EAP and training exercises will prepare your staff to effectively respond and help minimize loss of life. Components of an Emergency Action Plan (EAP) Create the EAP with input from several stakeholders including your human resources department. your training department (if one exists), facility owners / operators, your property manager. and local law enforcement and /or emergency responders. An effective EAP includes: • A preferred method for reporting fires and other emergencies • An evacuation policy and procedure • Emergency escape procedures and route assignments (i.e., floor plans, safe areas) • Contact information for, and responsibilities of individuals to be contacted under the EAP • Information concerning local area hospitals (i.e., name, telephone number, and distance from your location) a, : • An emergency notification system to alert various parties of an emergency including: t, Individuals at remote locations within premises - Local law enforcement tlYArfrz - Local area hospitals Components of Training Exercises T most effective way to tra your sta to respon to an act s situat i s to conduct mock active shooter training exercises. Local law enforcement is an excellent resource in designing training exercises. • Recognizing the sound of gunshots • Reacting quickly when gunshots are heard and /or when a shooting is witnessed. i Evacuating the area �� Hiding ottt Acting against the shooter as a last resort Calling911 • Reacting when law enforcement arrives :k ;. . • Adopting the survival mind set during times of crisis Additional Ways to Prepare For and Prevent an Active Shooter Situation • }'reparedness - Ensure that your facility has at least two evacuation routes - Post evacuation routes in conspicuous Iocations throughout your facility Include local law enforcement and first responders during training exercises - Encourage law enforcement, emergency responders. S\V.AT teams, K -9 teams, and bomb squads to train fbr an active shooter scenario at your location • Prevention - Foster a respectful workplace - Be aware of indications of workplace violence and take remedial actions accordingly For more information on creating an FAP contact the C.S. Department of Labor. t)ccupational Health and Safety Administration. ww‘v.osha.gov. -'' -q '.., S ul• c ' uq' � s w �- 1 ,.a te °m x. ' = r� _ M v' - � y 4 Y ''''''-'7.-',."..5' y k 4100. .d - � . t 0 PREPARING FOR AND MANAGING AN ACTIVE SHOOTER SITUATION Your human resources department and facility managers should engage in planning for emergency situations, including an active shooter scenario. Planning for emergency ,situations will help to mitigate the likelihood of an incident by establishing the mechanisms described �= below. Human Resources' Responsibilities • Conduct effective employee screening and background checks • Create a system for reporting signs of potentially violent behavior • Make counseling services available to employees • Develop an EAP which includes policies and procedures for dealing with an active shooter situation, as well as after action planning Facility Manager Responsibilities • Institute access controls (i.e.. keys security system pass codes) r.k 6 • Distribute critical items to appropriate managers / employees; including: *Nell �;- - Floor p lans - Keys `= - Facility personnel lists and telephone numbers • Coordinate with the facility's security department to ensure the, physical security of the l • Assemble crisis kits containing: - radios - floor plans - staff roster, and staff emergenc contact numbers - first aid kits ", - flashlights • Place removable floor plans near entrances and exits for emergency responders ti • Activate the emergency notification system when an emergency situation occurs Reactions of Managers During an Active Shooter Situation Frnployees and customers are likely to it)11ow the Iead of managers during an emergenc situation. During an emergency, managers should be familiar wash their EAP. and be pr epared to: • lake immediate action • kemain calm • Lock and barricade doors • I .vacuate still and customers via a pi epianned evacuation mute to a safe area \''iStin ( Individuals t \ pith Special Needs ati(1ior I)isabilities • i: nstae that EAPs, evacuation instructions and any oilier fom er relevant inration address to inili■iduals vtith spec needs and or disabilities • Your building should be handicap - accessible_ in compliance with ADA 1'equtrententS il =fi {' M1 id 7 � � . ,1! v kd 'k'.y- }'h '''''1•'"'.= fi "- 'r • 9 �. t'i `fit I % L' ^9. 5 -rZ` a f -' `' i .d j :. �r Y. y:-.a i` f 4 F `s ,, a -,- t T � G. �. .ors .. 0 , aA. .. T i n 1 ...yyY . ., ,....,:v!..,..10„;47..4'.:::. 1,,,,::::,,z.-,..,-*t',,-.....,:,,,... '. - '' . . ' ,,,i.,:wcpi.i..,i, ',,......7k4.,..,a,?,,,I.1,....',.., .. . . ., . MANAGING THE CONSEQUENCES OF AN ACTIVE SHOOTER SITUATION a After the active shooter has been incapacitated and is no longer a threat, human resources: 41 rtn ..„_ . .. . and/or management should engage in post -event assessments and activities, including: . -..- ';';i.,5.',.3104$5.7.i...., f , • An accounting of all individuals at a designated assembly point to determine who. if -,, anyone, is missing and potentially injured `' • Determining a method for not families of individuals affected by the active shooter, including notification of any casualties P` • Assessing the psychological state of individuals at the scene, and referring them to health care specialists accordingly v, • • identifying and filling any critical personnel or operational gaps left in the .. • organization as a result of the active shooter LESSONS LEARNED 1 To facilitate effective planning for future emergencies; it is important to analyze the recent active shooter situation and create an after action report. The analysis and reporting contained in this report is useful for: &, 3 Serving as'doc for " response activities �`` F.Y ",, .J . Identifying successes and failures that occurred during the event r: � ; 3 Providing an analysis of the effectiveness of the existing EAP ° " -: U • Describing and defining a plan for making improvements to the EAP , "` ' . . . . i kAY:, - i - tel ; '. References s ,. , x Safety Guidelines for Arrned Subjects, Active Shooter Situations, Indiana University Police , Department, April 2007. • - poikapiy.t-i,,,,,,I, 1 Safety Tips & Guidelines Regarding Potential "Active Shooter" Incidents Occurring on f Campus, University of California Police. .. 3 , - Shots Fired, When Lightning Strikes (DVD). Center for Personal Protection and Safety, 2007. �. ' Workplace Violence Desk Reference. Security Management Group International, f ww\v.SMGICorp.com " - I i.W to Plan for Workplace Emergencies and Evacuations, U.S. Department of Labor, • Occupational Health and Safety Administration, OSHA 3088, 2001. r :' . ' '- - : ' ' . : . ' . , - . , .'..;" '-' --::: -- ha ( ;