BE PREPARED: EMERGENCY PLANNING Presenters: Laura Swanson, City Councilor, City of Newport Spencer Nebel, City Manager, City of Newport Rob Murphy, Fire Chief, City of Newport This is an opportunity to talk about yourselves, and your experience with emergency preparedness.

BE PREPARED (WHAT?) Regardless of geographic location, and potential disasters, every city needs to be prepared for emergencies and emergency response. Emergency preparation and readiness is incumbent upon cities and city officials. People tend to think in terms of natural disasters, but environmental disasters can be equally as devastating – think 911. Communities need to be prepared for both natural and environmental disasters.

WHY? Disaster may not look like our stereotypical natural disaster. It could be a hazardous waste spill due to an overturned truck. It could be a train derailment. It could be an airplane crash. There are many disasters that can be handled if your city is prepared. Disaster preparation and planning can be the same regardless of whether the disaster is natural or environmental.

WHEN? There is no better time than now to begin preparing for handling disasters. You do not want to be making up your emergency response “on the fly.”

HOW? Today, you will learn: What is emergency planning; where to start, how it can work in small and large communities, and a step-by-step what can you do to make your community ready to deal with any emergency. Today, you will learn the major components of an Emergency Operations Plan; where to get EOP templates; about Emergency Management Committees, and their composition; setting-up and outfitting an emergency operations center; and more.

KNOW YOUR RISKS Plan for the worst – hope for the best! Plan for all types of risks, but be aware of hazards that are more likely to occur in your community. For example, some communities are more prone to environmental risks as opposed to natural hazards. Inland cities are probably not subject to a tsunami – a natural disaster. However, an inland community is certainly subject a hazardous waste spill – an environmental disaster. Planning for any type of risk will prepare you for both natural and environmental disasters. Assess your risks to aid in your planning exercises. But, know that when disaster strikes, it may not be a disaster you have prepared for. Tabletop exercises, and other training activities, will prepare you for all types of emergencies and disasters.

DEVELOP AN EMERGENCY OPERATIONS PLAN How to Develop Emergency Operations Plan (EOP) Can This be Accomplished by Staff Appoint an Emergency Management Coordinator. This will generally be an existing public safety employee, i.e., Fire Chief or Police Chief If your city is able to fund a position of Emergency Preparedness Coordinator, this responsibility may fall on that person The backbone of emergency planning is the Emergency Operations Plan.

WHY AN EOP? An Emergency Operations Plan: Assigns responsibility for accomplishing actions that exceed routine responsibilities Establishes lines of authority and organizational relationships Describes how people and property are protected Identifies personnel, equipment, facilities, supplies and other resources available in the jurisdiction or by agreement with other jurisdictions Reconciles requirements with other jurisdictions An Emergency Operations Plan assigns responsibility; establishes lines of authority; describes the protection of people and property; identifies personnel, equipment, facilities, supplies, and other resources; and reconciles requirements with other jurisdictions. This document can be considered the guide to emergency planning and response.

EOP CONTENTS INTRODUCTORY MATERIAL Basic Plan Cover Page Promulgation Document Approval and Implementation Page Record of Changes Record of Distribution Table of Contents A basic Emergency Operations Plan consists of various components. The first is the introductory material which covers the basic plan; cover page; promulgation document;

EOP CONTENTS - PURPOSE, SCOPE, SITUATION OVERVIEW, AND PLANNING ASSUMPTIONS What is the EOP meant to do? Scope The EOP should state the scope of response and the entities and areas to which the plan applies Situation Overview The situation section characterizes the “planning environment” making it clear why an EOP is necessary Planning Assumptions These identify what the planning team assumes to be facts for planning purposes to execute the EOP

EOP CONTENTS CONCEPT OF OPERATIONS Your staff must be able to visualize the sequence and scope of the planned emergency response This section should describe how your organization accomplishes a mission or set of objects to reach a desired conclusion

EOP CONTENTS - ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES Establish operational organization that will respond to emergencies Include a list of the kinds of tasks to be performed by position Determine the management structure to be used during emergencies These could include Incident Command System (ICS)/National Incident Management System (NIMS) or a hybrid

EOP CONTENTS – DIRECTION, CONTROL, AND COORDINATION This section describes the framework for all direction, control, and coordination activities It also identifies who has tactical and operational control of response assets

EOP CONTENTS – INFORMATION COLLECTION, Analysis, AND DISSEMINATION This section describes the critical information common to all operations identified during the planning process It identifies the type of information needed, the source of information, who uses the information, how it is shared, the format for providing the information, and any specific times the information is needed.

EOP CONTENTS - COMMUNICATIONS Describes protocols and coordination procedures used between response organizations during emergencies Discusses the framework for delivering communications support, and how the city’s communications integrate into the regional or national disaster communications network

EOP CONTENTS – ADMINISTRATION, FINANCE, AND LOGISTICS This section covers general support requirements and the availability of services and support for all types of emergencies This section also covers the general policies for managing resources, including: Authorities for and policies on augmenting staff by reassigning public employees and soliciting volunteers General policies on keeping financial records, reporting, tracking resource needs, tracking the source and use of resources, and compensating private property owners for property used by the city during an emergency

EOP Contents – plan development and maintenance This section designs the overall approach to planning and the assignment of plan development and maintenance responsibilities and should include: Description of the planning process; participants in the planning process; and how the development and revision of different levels of the plan are coordinated Assignment of responsibility for the overall planning and coordination to a specific position Provide for a regular cycle of training, evaluating, reviewing, and updating of the EOP

EOP CONTENTS AUTHORITIES AND REFERENCES This section provides the legal basis for emergency operations and activities, and includes: List of laws, statutes, ordinances, order, regulations, and formal agreements related to emergencies; Specification of the extent and limits of the emergency authorities granted to the senior official; Pre-delegation of emergency authorities; Provisions to ensure that critical emergency functions can be performed

EOP PLAN DEVELOPMENT RESOURCES Developing and Maintaining Emergency Operations Plan – FEMA Publication – https://www.fema.gov/media-library-data/20130726-1828-25045- 0014/cpg_101_comprehensive_preparedness_guide_developing_and_maintaining_e mergency_operations_plans_2010.pdf http://www.oregon.gov/OEM/Pages/default.aspx Oregon Emergency Management and FEMA have lots of resources for the development of the Emergency Operations Plan. However, there are potential grants that cities could obtain to fund some or all of a consultant’s services to develop this document.

PREPARE EMPLOYEES Develop an Emergency Management Committee comprised of city employees – one from each department Hold regular meetings Plan and hold exercises Meet with the County’s Emergency Planner occasionally to coordinate workflow and training exercises Practice, practice, practice! Explain that the Emergency Management Committee in Newport consists of the City Manager; department heads; and a liaison from Council. Newport’s committee holds regularly scheduled monthly meetings. The city’s committee works with the County to hold occasional joint exercises, and the city holds its own exercises.

PREPARE AND SUPPLY THE EMERGENCY OPERATIONS CENTER What will you need for your emergency operations center? Computers Telephones Office Supplies Food for Staff and Volunteers Describe what Newport does; how it stores the computers, telephones, etc.; and the documentation that is locked in the cabinets in Conference Room A.

CREATE A BACK-UP EMERGENCY OPERATIONS CENTER Have a back-up Emergency Operations Center at another location in the event the primary EOC is inhabitable due to an emergency Equip it as closely as possible to the primary EOC The City of Newport houses its EOC at City Hall utilizing the City Council Chambers and an adjacent conference room. Its back-up EOC is housed at the City Shop facility. It

WHAT? Prepare your city for any eventuality – natural or environmental disasters can occur anywhere!

WHY? Your community is relying upon its officials to prepare for disasters; to educate themselves; train; and to be professional in the face of adversity.

WHEN?

HOW? Utilize information contained in this presentation to develop an Emergency Operations Plan; form an Emergency Management Committee; train staff through tabletop exercises; and be ready when disaster strikes!

RESOURCES FEMA Oregon Office of Emergency Management American Red Cross OAMR Listserv When all else fails – Google!

QUESTIONS