HomeMy Public PortalAboutResolution No. 23-079 - To Update the Citywide Hurricane Readiness PlanSponsored by: Mayor Taylor
RESOLUTION NO. 23-079
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
OPA-LOCKA, FLORIDA, DIRECTING THE INTERIM CITY
MANAGER TO UPDATE THE CITYWIDE HURRICANE
READINESS PLAN; PROVIDING FOR INCORPORATION OF
RECITALS; PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, it is the mission of the City of Opa-Locka ("City") to provide viable
resources and ensure the welfare of its residents and staff during periods of inclement
weather; and
WHEREAS, as the hurricane season approaches, the City Commission of the City
of Opa-Locka desires that the Hurricane Readiness Plan be updated by the Interim City
Manager by ensuring that each department and of the City is fully engaged in executing
a plan for designated areas by preparing and safeguarding materials or equipment and
focusing on evacuation safety, if necessary; and
WHEREAS, the City Commission desires that a Plan be presented to the City
Commission at the next Regular Commission Meeting on June 28, 2023, and such plan
shall include a schedule to be implemented annually; and
WHEREAS, the City Commission finds it is the best interest of the City to direct
the Interim City Manager to update the Citywide Hurricane Readiness Plan.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF
THE CITY OF OPA LOCKA, FLORIDA:
SECTION 1. RECITALS ADOPTED.
The recitals to the preamble herein are incorporated by reference.
SECTION 2. AUTHORIZATION
The City Commission of the City of Opa-Locka hereby directs the Interim City
Manager to update the Citywide Hurricane Readiness Plan consistent with this
Resolution.
SECTION 3. SCRIVENER'S ERRORS.
Sections of this Resolution may be renumbered or re -lettered and corrections of
typographical errors, which do not affect the intent of this Resolution may be
authorized by the Interim City Manager, following review by the City Attorney,
without need of public hearing, by filing a corrected copy of same with the City
Clerk.
Resolution No. 23-079
SECTION 4. EFFECTIVE DATE
This Resolution shall take effect upon the adoption and is subject to the approval
of the Governor or Governor's Designee.
PASSED and ADOPTED this 14th day of June, 2023.
ATTEST:
Joai to Flores, City Clerk
APPROVED AS TO FORM AND
LEGAL SUFFIC NCY:
Burna . e - orris -W - eks, P.A.
City Attorney
Moved by: Commissioner Bass
Seconded by: Vice Mayor Ervin
VOTE: 5-0
Commissioner Bass YES
Commissioner Kelley YES
Commissioner Williams YES
Vice Mayor Ervin YES
Mayor Taylor YES
John H. Tay r., Mayor
2
City of Opa-locka
Agenda Cover Memo
City
Manager:
Darvin Williams
CM Signature:
'(JitL<,` ,
Commission
Meeting
Date:
06.14.2023
Item Type:
(EnterXin box)
Resolution
Ordinance
Other
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Fiscal
Impact:
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No
Ordinance Reading.
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lst Reading
2nd Reading
Public Hearing:
(Enter X in box)
Yes
No
Yes
No
X
Funding
Source:
Account#:
(Enter Fund & Dept)
Ex:
NA
Advertising Requirement:
(EnterXin box)
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No
X
Contract/P.O.
Required:
(EnterXin box)
Yes
No
RFP/RFQ/Bid#:
X
Strategic
Plan Related
(EnterXin box)
Yes
No
Strategic Plan Priority
Enhance Organizational
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Area:
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Strategic Plan Obj./Strategy:
(list the specific objective/strategy this
item will address)
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Sponsor
Name
Mayor Taylor
Department:
City Commission
Short Title:
A resolution of the City Commission of the City of Opa-locka directing the Interim City Manager to update the
Citywide Hurricane Readiness Plan.
Staff Summary:
It is the City's mission to provide viable resources and ensure the welfare of its residents and staff during
periods of inclement weather. As the Hurricane season approaches, the City's Hurricane Readiness Plan shall
be updated by the Interim City Manager to assist the City's staff in fully executing their designated areas of
concerns by preparing and safeguarding materials or equipment and evacuating safely, when necessary. The
plan must be presented to the City Commission at the next Regular Commission Meeting on June 28th, 2023,
and shall include a schedule to be implemented annually.
Financial Impact — The City has a Comprehensive Emergency Management Plan developed in 2021, and there
is no incremental expense in preparing an update for the 2023 hurricane season.
Proposed Action:
It is recommended the City Commission approve the legislation directing the Interim City Manager to update
the citywide Hurricane Readiness Plan.
Attachment:
City of Opa-Iocka,
Florida
City of Opa-Iocka Hurricane Plan
Table of Contents
PART I
Chapter 1
Overview
Statutory Authority
Purpose
Goals
Chapter 2 Climate and Storm Terms
Topographical Climate
Cit of Opa-Iocka Demographics
Terms
Chapter 3 Regional Response Levels
Miami -Dade County Responses
State of Florida
Federal Government Responses
Municipal Response
Divisional Emergency Operations Center Response
City of Opa-locka Response
Chapter 4 Notification, Activation and Communication Procedures
Notification Procedures
Activation Procedures
Communication Procedures
City of Opa-Iocka Communication Procedures
City of Opa-Iocka Communication Procedures
City of Opa-Iocka Essential Employees Information
City of Opa-Iocka Emergency Management Communications Flow Chart
Chapter 5 Office of the City Manager
Pre- Hurricane Procedure
Post- Hurricane Procedure
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Chapter 6 Office of the City Clerk
Pre- Hurricane Procedure
Post- Hurricane Procedure
Chapter 7 Finance Department and IT Department
Pre — Emergency Preparations
Post — Hurricane Procedure
Chapter is Human Resources Department
Pre — Emergency Preparations
Post — Hurricane Procedure
Chapter Q Code Enforcement, Building Officials and Public Work
Pre- Hurricane Procedure
Post- Hurricane Procedure
Chapter 10 Police Department
Pre- Hurricane Procedure
Post- Hurricane Procedure
Opa-Iocka Emergency Operations Center (OLEOC) Activation
Damage Assessment Terms
Chapter 11 Parks Department
Pre- Hurricane Procedure
Post- Hurricane Procedure
Chapter 12 Planning and Community Development
Pre- Hurricane Procedure
Post- Hurricane Procedure
Concepts of Operation
Command Staff
General Staff
Appendix A
Appendix B
Appendix C
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Chapter 1
1.1 Overview
HURRICANE PLAN
The City of Opa-Iocka Hurricane Procedures is intended to be a living document that will
continue to evolve over the years as new and more effective procedures for dealing with this
type of disaster is developed.
It is recognized that the public welfare and general safety of the citizens of the City of Opa-
locka is the responsibility of the City. The City is responsible for taking those actions
necessary for the effective preparedness for, response to and recovery from any disaster
event to which the citizens of the City of Opa-Iocka may be vulnerable.
1.2 Statutory Authority
It should also be noted that in the event of a county -wide emergency declaration, the corporate
resources of the County and the City work together for the mutual good of all the people of
Miami -Dade County. The statutory authority for this arrangement may be found in Chapter 8
of the Miami -Dade County Code. It is further supported by City Ordinance, Chapter 8, Section
8-1 through 8-5, which provides the framework for the declaration of emergencies and an
emergency management structure within the City.
The State is responsible for supporting local government in these endeavors under Florida
Statute 252.
In turn, the Federal Government is responsible for support to both the state and local
government in accordance with the Robert T. Stafford Act.
The procedures in this plan incorporate procedures found in the emergency plans of the above
levels of government in order to provide an integrated and comprehensive emergency
management plan. The plan is divided by individual City departments and includes policies
and procedures for all employees to follow before, during and after a disaster.
1.3 Purpose
The City of Opa-Iocka Hurricane Plan is intended to provide an organized system of mitigation,
preparedness, response and recovery that City employees can follow in order to provide
direction and control during such an event.
All Departments are expected to develop and disseminate such plans to each employee.
Furthermore, it is expected that every Department Director ensure department specific
hurricane training every year prior to the start of hurricane season.
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1.4 Goals
The plan is designed to achieve a number of goals:
• To provide an organized system of disaster vulnerability reduction to the citizens of and
visitors to the City of Opa-Iocka and to promote their general safety and welfare.
• To develop an enhanced level of awareness relative to emergency preparedness
throughout the City of Opa-Iocka.
• To provide the most efficient response and recovery system possible through effective
coordination and maximum utilization of all available resources.
• To coordinate the return of essential services to normal as quickly and effectively as
possible after a disaster.
• To maintain a high level of readiness through quality community outreach and training.
• To reduce the public's vulnerability to recurrent disasters by the promotion of hazard
mitigation strategies.
• Provide a framework for all City Departments to structure their individual hurricane
plans; and provide direct instructions for persons manning the city's EOC during a
hurricane event.
Chapter 2
Climate and Storm Terms
2.1 Topographical Climate
Southeast Florida has experienced 32 hurricanes in the period from 1890 to 2009. Fifteen of
these storms have been "major hurricanes" (Category 3 or above). The highest incidence of
hurricane strikes occurs during the months of September and October.
The hurricane threat to Miami -Dade County is exacerbated by the large number of residents
who live in coastal areas, along with the fact that the county has a relatively low and flat
topography. Of the county's 2.2 million residents, 865,000 would be required to evacuate in
the event of a Category 4 or 5 hurricane. In a hurricane of Category 3 or less, few if any
residents of Opa-Iocka would be required to evacuate.
The threat from flooding is — for the Opa-Iocka area — more serious than wind damage. The
mean elevation for the City is 9 feet above sea level. The area south of State Road 9
(Magnolia Park) and then south of the Atlantic Canal (Nile Gardens) are prone to flooding. As
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such, evacuation of residents from those areas — especially near the NW 127 Street Canal —
would be likely in any storm that has a great deal of rain. This phenomenon is very difficult for
residents to comprehend; consequently, complacent residents or visitors could ignore a
serious threat to health and safety.
2.2 City of Opa-Iocka Demographics
The 2000 Census indicates the population of the City of Opa-Iocka is 14,951 and, according to
the Miami -Dade Planning Department, has a population of 15,592 as of April, 2003. As
mentioned previously, severe flooding is possible in major population areas of the City,
requiring evacuation from 3-5 feet of standing water after a hurricane or "wet" tropical storm.
The City of Opa-Iocka recognizes that a number of residents will require special assistance
during the evacuation and recovery phases of a disaster. Through Opa-Iocka Cable Channel 9
and other public relations campaigns, this population will be encouraged to notify appropriate
shelters, family, city agencies and transportation representatives of their needs before the
hurricane season begins.
ADVISORY: A National Weather Service message providing storm location, intensity,
movement and precautions to be taken.
TROPICAL STORM: An area of low pressure with a definite eye and counter clockwise winds
of 39-74 MPH. A tropical storm may strengthen to hurricane force in a short period of time.
TROPICAL STORM WARNINGS: Issued by the National Hurricane Center when winds of 55-
73 MPH are expected. If a hurricane is expected to strike a coastal area, separate tropical
storm warnings will not usually precede hurricane warnings.
TROPICAL DISTURBANCE: A moving area of thunderstorms in the Tropics that maintains its
identity for 24 hours or more -- a common phenomenon in the Tropics.
TROPICAL DEPRESSION: Rotary circulation at surface, highest constant wind speed 38
MPH.
HURRICANE: A tropical weather system characterized by pronounced rotary circulation with a
constant minimum wind speed of 74 MPH which is usually accompanied by rain, thunder and
lightening. Hurricanes often spawn tornadoes.
HURRICANE SEASON: The six-month period from June 1st through November 30th is
considered to be the hurricane season.
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HURRICANE ALERT: A hurricane alert will be issued by the County Manager if readiness
actions are required before a hurricane watch is issued. Actions normally taken during a
hurricane watch should be initiated when a hurricane alert is declared.
HURRICANE WATCH: An announcement for specific areas that a hurricane or an initial
hurricane condition poses a possible threat to coastal areas generally within 36 hours.
HURRICANE ADVISORIES: A "hurricane advisory" is a formal message from the national
Hurricane Center giving information on the location and characteristics of a tropical cyclone or
disturbance.
HURRICANE WARNING: A warning that sustained winds of 74 MPH or higher, associated
with a hurricane, are expected in a specified coastal area within 24 hours or less. A hurricane
warning can remain in effect when dangerously high water or a combination of dangerously
high water and exceptionally high waves continue even though winds may be less than
hurricane force.
HURRICANE CATEGORY BY WIND VELOCITY:
Winds
Storm Tide
Category I (74-95 MPH)
5 Feet
Category II (96-110 MPH)
7 Feet
Category I I I (111-130 MPH)
10 Feet
Category IV (131-155 MPH)
13 Feet
Category V (Above 155 MPH)
15 Feet
(The above storm tides do not take into account high tide levels or wave action)
Phases:
Monitoring: the phase when an actual storm exists or weather conditions are such that a
storm is imminent or favorable for a storm to develop but does not yet pose a threat to the
South Florida area.
Pre -Storm: when a storm actually exists or conditions are favorable for a weather system to
develop and there is a significant possibility that it may present a threat to South Florida. The
time period for this phase may only be several hours or it may be for several days.
Storm Phase: the period when Tropical Storm Force Winds actually reach South Florida, until
such time as conditions improve sufficiently that it is reasonably safe to begin the Re-
entry/Recovery phase.
Re-entry/Response: occurs immediately after a storm has passed and it is reasonably safe to
begin operations that include rescue, damage assessment, debris management and roadway
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24-72 hours following the storm and
management and roadway clearing
Recovery: occurs 48 hours following the
involves rebuilding the community.
Chapter 3
Regional Response Levels
3.1 Miami -Dade County Response
involves immediate damage
storm and could last for years.
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assessment, debris
The recovery phase
The Miami -Dade County Emergency Management System (CEMS) is a network of all county
government agencies, municipalities, state and federal agencies located in Miami -Dade
County, private not -for-profit agencies that are members of the Miami -Dade County Volunteer
Organizations Active in Disasters (VOAD) and business organizations which provide essential
services in response/recovery operations. This system is designed to ensure that adequate
resources are provided to jurisdictions whenever their own resources are inadequate to cope
with a given situation. When a "Local State of Emergency" is declared by Miami -Dade County,
a network of the Miami -Dade County Emergency Operations Center (EOC) and seven
Divisional EOCs is activated to ensure that all municipalities are represented in the network. If
a small area of the county or its municipalities is affected, the Miami -Dade County EOC would
be activated to provide required assistance to the community. This system will be applied in
day-to-day activities, such as training and exercises, as well as emergency operations and
planning. Other responsibilities of the county include:
• Coordinating intra-county mutual aid
• Maintaining a liaison with local jurisdictions within the county and with
neighboring counties
• Identifying multi -purpose staging areas throughout the county to provide rally
points for incoming mutual aid and humanitarian depots for support of recovery
operations
• Forwarding local mutual aid requests that cannot be satisfied from within the
county to the State EOC
• Dispatching reports to the State EOC as the emergency situation develops and
as changes in the emergency dictate
• Receive and employ resources provided by other counties, state, federal and
private agencies
• Carry out emergency regulations issued by proper authorities
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3.2 State of Florida Response
The State of Florida provides assistance to impacted counties when the resources of the
affected county and its municipalities have been exhausted. Requests for and deployment of
resources are approved and coordinated by the State Emergency Response Team (SERT),
normally located in the State Emergency Operations Center (SEOC). Through the State -Wide
Mutual Aid Agreement, the SERT can coordinate mutual aid requests from the affected
counties.
Assistance may also be provided in the form of Rapid Response Teams (RRT) or Rapid
Impact Assessment Teams (RIAT). RRT's are composed of non -affected county/state
emergency management staff and other emergency workers. These teams are used to
supplement the EOC staff in the affected communities.
RIAT's are deployed to assist in the "needs assessment" of the affected communities. After
coordinating with local officials, an assessment of transportation, communications, and utility
systems will be completed to determine resources required. An assessment of food, water,
health, medical and housing needs will also be accomplished to confirm actions necessary to
preserve the health and welfare of the affected citizenry. Other responsibilities of the State
include:
• Receive, evaluate and issue information on emergency operations
• Coordinate the activities of all state agencies
• Coordinate the receipt, allocation and delivery of resources supplied by the State
or Federal Government or other states
• Coordinate emergency operations mutual aid with other states
3.3 Federal Government Response
The Federal Government provides assistance to affected communities when the capabilities of
the local and state governments are exceeded. The State SERT will advise FEMA Region IV
that a formal request for federal assistance is to be submitted. FEMA may deploy a FEMA
liaison to the SEOC, and if a Presidential Declaration of State of Emergency is made, will
deploy an Emergency Response Team (ERT).
3.4 Municipalities Response
Municipalities are represented in the Miami -Dade EOC through the Divisional EOC concept.
The divisional EOCs representatives are included in the Command Section of the Miami -Dade
EOC and the remaining municipalities' representatives are included in the Command Section
of the appropriate Divisional EOC.
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3.5 Divisional Emergency Operations Center Response
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The Miami -Dade Office of Emergency Management, located at 9300 NW 41st Street, in an
effort to maintain a manageable span of control in the county emergency operations center,
has decentralized direct communication with all municipalities in Miami -Dade County.
There are seven (7) "Divisional EOCs" hosted by the cities of:
• Coral Gables
• Hialeah
• Homestead
• Miami
• Miami Beach
• North Miami
• North Miami Beach
The City of Opa-Iocka communicates with the Divisional Emergency Operations Center at the
Hialeah Fire Department located at 83 East 5th Street. The City Manager and the Opa-Iocka
Police Department will assign appropriate level personnel to represent the City at the Divisional
EOC. Based within the Divisional EOCs will be representatives from the other municipalities of
Miami -Dade County. The Divisional EOCs serve as a communication conduit to and from the
Miami -Dade County EOC for all the municipalities based within the Divisional EOC. Each
Divisional EOC sends at least (1) representative to the Miami -Dade County EOC to facilitate
communication. The Divisional EOC representative sent to the Miami -Dade County EOC has
a clear understanding of the Emergency Response Plans of the municipalities they represent
and Miami -Dade County. The Divisional EOC representative is an official capable of making
key decisions.
Some responsibilities of the Divisional EOC include:
• Monitoring and coordinating the response and recovery activities of the various
assigned municipalities through the Divisional EOC chain -of -command.
• Providing or coordinating requested support for Divisional EOC staff and municipalities.
• Working closely with other members of Command Section to share information,
professional and technical skills, personnel and equipment.
• Anticipating upcoming needs and potential problems.
• Informing Divisional EOCs of executive decisions, actions and instructions.
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• The Divisional EOC Representatives will be assigned a coordinator from the Office of
Emergency Management staff that will be responsible for assistance in coordinating the
actions/requests of all Divisional EOC representatives.
3.6 City of Opa-Iocka Response
3.6.1 The City of Opa-Iocka, in order to maintain control over the emergency situation within
the boundaries of the City, will maintain emergency operations for a Category 1-3
hurricane in its Public Works Department, 12950 LeJeune Road, or the Hialeah
Emergency Operations Center at 83 East 5th Street. The location of the Opa-Iocka
Emergency Operations Center will be determined by the City Manager, based on
various factors relative to any given emergency. The Opa-Iocka Police
Department EOC shall be in operation for all essential employees during a
hurricane category less than 3. For hurricane category 4/5 the EOC will be
determined by the City Manager.
3.6.2 The City of Opa-Iocka response will be implemented and managed by the City
Manager, who will act as the Incident Commander for the City. Under City Ordinance
Chapter 8, Section 8-5, the Mayor has the sole authority to declare a State of
Emergency for the City, causing the City Manager to place the City's Emergency Plan
into action.
3.6.3 The Responsibilities of the City of Opa-Iocka during an emergency include:
• Implement, monitor and coordinate the mitigation, preparation, response and recovery
activities within City boundaries consistent with state and county activities.
• Issue emergency regulations to protect life, property, public order and welfare.
• Recommend funding for emergency operations to the City Commission.
• Equip and operate Emergency Operations Center to control emergency conditions.
• Inform City officials, residents, business owners and employees of executive decisions,
actions, instructions and progress.
• To coordinate the return of essential services to normal as quickly and effectively as
possible after a disaster.
• Apply for public assistance and disaster relief funding.
Chapter 4
Notification, Activation and Communication Procedures
4.1 Notification Procedures°
• Notifications from the Miami -Dade County EOC to the Divisional EOCs will have a
priority status and should be made prior to notifications to other entities.
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• Each Divisional EOC will be responsible for maintaining a facsimile line that can be
reached and will be staffed 24 hours a day and seven days a week.
• Miami -Dade County EOC will develop a FAX cover sheet that stipulates that the
information being distributed must be relayed to the stated recipient as soon as
possible.
• Miami -Dade County will distribute information obtained from the National Weather
Service and/or the National Hurricane Center to the Divisional EOCs' as soon as
possible. This will be used to supplement any other source that the Divisional EOCs
may have for weather -related information.
• Each Divisional EOC will establish a facsimile distribution network to municipalities.
The Divisional EOCs will distribute disaster threat or disaster -related information to the
municipalities.
• The Emergency Management Coordinator (EMC) or designee will act as the City liaison
to the Divisional EOC. The Emergency Management Coordinator will relay all weather
and emergency management information to the City Manager, who will act as Director
of Emergency Management for the City. The City Manager will distribute all information
regarding the City's Hurricane Procedure and status to the City Commission,
Department directors and residents. Department directors will relay information to
department employees.
4.2 Activation Procedures
Level I: Typically a "monitoring" phase. Notification will be made to the Divisional EOCs about
the position of any approaching tropical weather system. Each Divisional EOC should take
prudent care to monitor the progress of any system.
Level II: A limited Divisional EOC activation. The Divisional EOCs should be staffed by
Emergency Management personnel. Contact made with Miami -Dade County EOC. Level 11
activation should be initiated when a Hurricane/Tropical Storm Watch is issued For Miami -
Dade County.
Level III: A full-scale activation of the Divisional EOC with 24 -hours -a -day staffing, by primary
emergency response departments. Representatives from the Satellite EOCs should be sent to
the Divisional EOCs. Divisional EOC representatives sent to Miami -Dade County EOC. This
must be accomplished within 4 hours of activation. Level 1 11 activation should be initiated when
a Hurricane/Tropical Storm Warning is issued for Miami -Dade County and should be
maintained during landfall of severe weather storm (hurricane) or catastrophic event.
Level IV: (Recovery Phase) Full Activation of all Divisional EOCs with 24 -hours -a -day staffing
of the EOC, along with Satellite EOC representatives in place at Divisional EOC and Divisional
representatives at Miami -Dade County EOC. Level IV is initiated after the impact of a
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catastrophic event (or hurricane). This level is maintained throughout the recovery phase until
the disaster is downgraded back to a Level 1 or 11.
4.3 Communications Procedures
• Redundancy in communications systems should prevail.
• Landline telephones and landline facsimile machines shall be the primary source for
communication from the Miami -Dade County EOC to the Divisional EOCs and from the
Divisional EOCs to the municipalities' Emergency Management Officer.
• Miami -Dade County will utilize the 24 -hour FAX and telephone numbers provided to
them from the Divisional EOCs. Divisional EOCs must establish internal controls to
ensure that the intended recipient of the FAX from the Miami -Dade County EOC is
immediately contacted and advised of the contents of the FAX message.
• RACES (Ham) Radio stations will be established at the Divisional EOCs to serve as the
primary backup means of communicating with the Miami -Dade County EOC.
• Each Divisional EOC shall establish, at their discretion, other alternative communication
systems (i.e.: satellite telephones, etc.) to maintain contact with the Miami -Dade County
EOC.
4.4 City of Opa-Iocka Communications Procedures
When a hurricane or tropical storm presents a significant threat to the South Florida area, the
Emergency Management Coordinator shall open communications with the Divisional EOC.
The Emergency Management Coordinator shall report all communications and weather
updates to the City Manager and/or Mayor. The City Manager shall act as the Incident
Commander, and shall have the authority to implement, report on and manage all actions
undertaken by the City in the event of an emergency. The City Mayor shall have the sole
authority to declare a State of Emergency and place the Hurricane Procedure Plan into action,
as per City Ordinance Chapter 8, Sections 8-1 through 8-5.
The City Manager at his/her discretion shall call a meeting with all command post employees
when notification is received that the Divisional EOC is becoming operational. The City
Manager shall also call any meetings with Department Directors to review Hurricane
Procedure and discuss responsibilities and strategies. All communications regarding the
Hurricane Procedure and weather updates shall come from the Emergency Management
Coordinator through the City Manager, or his/her designee. The Manager will designate one of
his Assistants to respond to a post at the Divisional EOC when called upon.
The City Manager, at his/her discretion, shall authorize that the City Emergency Plan be
placed into action. Once the City Manager authorizes that the City Emergency Plan be placed
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in action, all Department Directors shall begin preparing the departments according to
Hurricane Procedure.
4.5 City of Opa-Iocka Essential Employees Information
Once the necessary departmental preparations have been taken, all essential employees may
leave to secure their personal property. All essential employees shall report to the designated
area, at the time specified by the City Manager, for further instruction on where to remain
during the storm. The designated area may be the Opa-Iocka Police Station, the Public Works
Building, or another location as determined by the City Manager, based on various factors
relating to any given storm.
All essential employees will be given 24 hours to address personal needs and concerns
prior to the hurricane approach and time to report to the designated City EOC.
Essential employees are:
City Manager
Finance Director
Code Enforcement Director
Community Development
Public Works Director
Building Official
Parks and Recreation
Information Technology
The Chief of Police (and all Police Department employees are designated as essential
employees)
Essential employees should come to the designated area prepared for an extended stay of at
least 24 hours, perhaps lasting as long as several weeks. Essential employees should come
equipped to the designated area with the necessary supplies, as noted under item 10.1.22 of
this Manual.
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Florida
City of Opa-locka
Emergency Management
Communications Flow Chart
Miami -Dade
Divisional EOC
City
EOC Designee
Mayor -
City Manager
City
Commission
v
City
Attorney
City
Clerk
•
Chief of
Police
1
Police
Department
Employees
Director of
Finance
Finance
Department
Employees
Director of
Public Works
Public Works
Employees
Human
Resources
Director
Human
Resources
Employee
Code
Enforcement
Director
Code
Enforcement
Employees
Building
Official
Community
Development
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Chapter 5
Office of the City Manager
5.1 Pre -Hurricane Procedure
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5.1.1 Once per year prior to hurricane season, the City's Hurricane Procedures will be
reviewed by the EMC and the City Manager's Office and updated as needed and, if
any changes are implemented, distributed to Department employees. Any
recommendations for changes by the various City Departments shall be submitted to
the EMC by no later than April 30th for review, discussion and possible inclusion in a
revised Emergency Plan.
5.1.2 The Office of the City Manager will cause hurricane preparedness tips placed on Opa-
locka Cable Channel 9 to educate residents on the City's hurricane procedures.
5.1.3 The Office of the City Manager, in conjunction with the EMC and the Police
Department, may hold public meetings prior to hurricane season to inform residents of
hurricane preparedness tips. The EMC and the Police Department will have hurricane
preparedness materials available to distribute upon request and will also respond to
requests to speak to groups regarding hurricane preparedness.
5.1.4 The City Manager will be notified by the EMC of any threat of hazardous weather or
imminent executive orders from Miami -Dade County. Once deemed appropriate, the
City Manager will hold a meeting with the Mayor and make a recommendation that the
Emergency Management Plan be placed in action.
5.1.5 After the plan is in action, the Office of the City Manager will utilize Opa-Iocka Cable
Channel 9 to make an "Early Warning" to all residents, informing them of the storm
system and encouraging them to stay tuned to the local weather forecast.
5.1.6 Should the County issue an Evacuation Order for the City; the Office of the City
Manager will utilize Opa-Iocka Cable Channel 9 to issue an Evacuation Notice to all
persons. The Police Department and Code Enforcement will endeavor (conditions
permitting) to supplement The Evacuation Notice to as many residents and businesses
as possible. The Manager's Evacuation Notice will include information about
Emergency Shuttle Bus Service (if any). The Office of the City Manager will send a
copy of all released information to the Miami -Dade Office of Emergency Management
to apprise them of our status and ensure the consistency of information provided to the
public.
5.1.7 The City Manager will relay all emergency information to the Mayor and City
Commission.
5.1.8 The City Manager will provide a list of "essential" employees to the Finance & Public
Works Directors prior to hurricane season. The essential employees of the Office of
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the City Manager are the City Manager and any designated Assistant to the City
Manager.
5.1.9 All staff within the Office of the City Manager will prepare their departments by:
• backing up all computer files that are on the main data storage drive
• unplugging all electrical equipment
• removing loose items from high areas
• securing files away from windows
• moving all computer and telephone equipment away from windows
• closing all doors prior to leaving the department
5.1.10 The Finance, Public Works, Code Enforcement and Human Resources Department
Directors will supply a list of all City employees, their phone numbers and status
(essential or non -essential) to the City Manager. Note that all Police Department
employees are considered essential employees.
5.1.11 Once an Evacuation Order has been given by Miami -Dade County, the Office of the
City Manager will fax an emergency announcement to designated media hurricane fax
numbers to alert residents of Evacuation Order. A copy of the announcement will also
be sent to the Miami -Dade Office of Emergency Management EOC.
5.1.12 The Office of the City Manager's PIO will cause a recorded message to be placed
on (305) 688-4611 and (305) 953-2810, informing callers of the Evacuation Order,
leaving the City HELP line phone number [305-688-4357] for both residents and
employees to call for more information. This recording will direct persons to
remain tuned to their radios and /or televisions or provide an active telephone
number for personal contact for the latest city information.
5.1.13 All "essential" employees of the Office of the City Manager shall report to the
designated area, and wait until the storm passes and it is safe to re-enter the City.
The designated area may be the Opa-locka Police Station, the Hialeah EOC, or
another location as determined by the City Manager, based on various factors relating
to any given storm.
5.2 Post -Hurricane Procedure
5.2.1 The Divisional EOC will announce when it is safe to re-enter the City. Upon
notification of safe re-entry, all "essential" employees of the Office of the City Manager
will report to the temporary command post, to be determined by the City Manager,
within the City.
5.2.2 The Office of the City Manager will continue to fax reports to designated media
regarding re-entry for residents.
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5.2.3 The City Manager will contact all Department Directors to request assistance.
5.2.4 The Department Directors shall contact all Department employees to request
assistance. All non -essential employees shall monitor news stations and/or call the
Police dispatch for information on when to return to work.
5.2.5 The City Manager will announce the decision to return to work for all non -essential
employees. The various Department Directors shall contact all non -essential
employees to inform them of the decision.
5.2.6 The City Manager shall organize special Commission meetings and maintain any
special ordinances/resolutions the City Commission may enact during an emergency.
5.2.7 The Office of the City Manager will assist in obtaining relief from federal, state and
local agencies.
5.2.8 The Office of the City Manager will coordinate the completion and submission of
damage assessment forms to the Finance Director for FEMA reimbursement.
Chapter Six
Office of the City Clerk
6.1 Pre -Hurricane Procedure
6.1.1 Once per year prior to hurricane season, the City's Hurricane Procedures will be
reviewed by the EMC and the City Manager's Office and updated as needed and, if
any changes are implemented, distributed to Department employees. Any
recommendations for changes by the various City Departments shall be submitted to
the Emergency Management Coordinator by no later than April 30th for review,
discussion and possible inclusion in a revised Emergency Plan.
6.1.2 The Clerk will provide a list of "essential" employees to the City Manager's Office prior
to hurricane season. There are no essential employees in the Clerk's Department.
6.1.3 The City Manager will be notified by either the EMC, Chief of Police, Assistant Chief or
Commander of Special Services of any threat of hazardous weather or imminent
executive orders from Miami -Dade County. Once notified, the City Manager will hold a
meeting with Department Directors and authorize that the plan be placed in action.
6.1.4 The Clerk will maintain a list of current telephone numbers of each person in the City
Clerk's Office and a number where they can be reached after the emergency.
6.1.5 All staff within the City Clerk's Office will prepare the department by:
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• backing up all computer files that are on the main data storage drive
• unplugging all electrical equipment
• removing loose items from high areas
• securing files away from windows
• moving all computer and telephone equipment away from windows
• closing all doors prior to leaving the department
• forwarding all phones to 305-688-4357 (City HELP line)
6.2 Post -Hurricane Procedure'
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6.2.1 The Divisional EOC will announce when it is safe to re-enter the City. Upon
notification of safe re-entry, all "essential" employees of the City will report to the
temporary command post within the City.
6.2.2 The City Manager will contact all Department Directors to request assistance.
6.2.3 The City Clerk shall contact all department employees to request assistance. All non-
essential employees shall monitor news stations and/or call the Police dispatch for
information on when to return to work.
6.2.4 The City Manager will announce the decision to return to work for all non -essential
employees. Each Department shall contact their respective non -essential employees
to inform them of the decision.
6.2.5 Each staff person is to keep an accurate record of the hours worked each day. These
records are to be turned in daily to the City Clerk. The City Clerk will deliver all
timesheets to the City Manager's Office.
6.2.6 The City Clerk shall provide public notices for special Commission meetings and
maintain any special ordinances/resolutions the City Commission may enact during an
emergency.
6.2.7 The Office of the City Clerk shall assist the City Manager's Office in completing and
maintaining damage assessment forms.
Chapter Seven
Finance Department and IT Department
7.1 Pre -Emergency Preparations:
7.1.1 Once per year prior to hurricane season, the City's Hurricane Procedures will be
reviewed by the EMC and the City Manager's Office and updated as needed and, if
any changes are implemented, distributed to Department employees. Any
recommendations for changes by the various City Departments shall be submitted to
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the EMC by no later than April 30th for review, discussion and possible inclusion in a
revised Emergency Plan.
7.1.2 Once per year prior to hurricane season, policies regarding pay during emergencies
and shelter for "essential" employees will be stated in a memorandum and distributed
with pay stubs.
7.1.3 Prior to hurricane season, the Finance Department shall cause pictures and
videos of all City facilities and equipment to be taken.
7.1.4 Prior to hurricane season, the Department shall store insurance policies and facility
pictures/video in a safe place.
7.1.5 Prior to the Hurricane season the IT director shall ensure that the city has an
appropriate number of operating two-way radios, cell telephone, and any other
viable communication tool that can be used during and after a hurricane.
7.1.6 The City Manager will be notified by the EMC, Chief of Police, Assistant Chief or the
Commander of Special Services of any threat of hazardous weather or imminent
executive orders from Miami -Dade County. Once deemed appropriate, the City
Manager will hold a meeting with the Mayor and make a recommendation that the
Emergency Management Plan be placed in action.
7.1.7 All staff within these Departments will prepare their departments by:
• backing up all computer files that are on the main data storage drive
• unplugging all electrical equipment
• removing loose items from high areas
• securing files away from windows
• moving all computer and telephone equipment away from windows
• closing all doors prior to leaving the department
• forwarding all phones to 305-688-4357.
7.1.8 The Finance and IT Departments are responsible for backing up all central
computer systems. The IT Department will identify a central backup location or
contractor to protect the city's computerized data and information.
7.1.9 The IT and Finance Director will maintain a list of current telephone numbers of
each person in their Departments and a number where they can be reached after
the emergency. They will also ensure that this information is uploaded into the
CODE RED Emergency Network.
7.1.10 The Finance Department will make arrangements with the following vendors to
establish emergency credit, allowing for emergency purchases:
• Publix
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• Winn Dixie
• Other area supermarkets
• Walgreens/ CVS
• Gas Stations
• Automotive Repair Shop
• Office Depot
• Home Depot
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7 1.13 All "essential" employees shall report to the designated area and wait until the storm
passes and it is safe to re-enter the City. There are no essential employees in the
Finance and IT Departments, except for the Directors.
7 1.14 Specific procedures relating to Information Systems in the Finance Department shall
be prepared by the Director of IT and distributed to the various effected Departments.
7.1.15 The Finance Director will ensure that there are sufficient weather appropriate vehicles
purchased or leased for designated members of the Emergency Management Team.
7.2 Post -Hurricane Procedure:
7.2.1 The Divisional EOC will announce when it is safe to re-enter the City. Upon
notification of safe re-entry, all "essential" employees will report to the temporary
command post (to be determined by the City Manager) within the City.
7.2.2 The City Manager will contact all Department Directors to request assistance.
7.2.3 The Finance Director shall contact all department employees to request assistance. All
non -essential employees shall monitor news stations and/or call the Police dispatch for
information on when to return to work.
7.2.4 The City Manager will announce the decision to return to work for all non -essential
employees. The Finance Department shall contact all their respective non -essential
employees to inform them of the decision.
7.2.5 Upon instruction, non -essential employees of these Departments will return to their
respective areas to conduct damage assessments throughout their building(s).
7.2.6 The Directors shall keep a log of all emergency -related expenses and maintain all
damage assessment reports to send to FEMA.
7.2.7 The Directors shall document damage to government facilities and equipment with
photographs, complete appropriate forms and send them to the City Manager.
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7.2.8 Each staff person is to keep an accurate record of the hours worked each day. These
records are to be turned in to the Department Director and Human Resources Director,
respectively.
Chapter Eight
Human Resources Department
8.1 Pre -Emergency Preparations:
8.1.1 Once per year prior to hurricane season, the City's Hurricane Procedure Manual will
be reviewed by the EMC and the City Manager's Office and updated as needed and, if
any changes are implemented, distributed to Department employees. Any
recommendations for changes by the various City Departments shall be submitted to
the Emergency Management Coordinator by no later than April 30th for review,
discussion and possible inclusion in a revised Emergency Plan.
8.1.2 Once per year prior to hurricane season, policies regarding pay during emergencies
and shelter for "essential" employees will be stated in a memorandum and distributed
with pay stubs.
8.1.3 The City Manager will be notified by the EMC, Chief of Police, Assistant Chief or the
Commander of Special Services of any threat of hazardous weather or imminent
executive orders from Miami -Dade County. Once deemed appropriate, the City
Manager will hold a meeting with the Mayor and make a recommendation that the
Emergency Management Plan be placed in action.
8.1.4 Once informed of a pending emergency, the Human Resources Department will obtain
printouts including all City employees' names, social security numbers, addresses,
phone numbers, job titles and Departments.
8.1.5 Department Directors shall supply a list to the Human Resources Department, prior to
hurricane season, of "essential" employees.
8.1.6 The Human Resources Director shall supply a list of all City employees, their
phone numbers and status (essential or non -essential) to the City Manager. This
information will be uploaded into the CODE RED Emergency Communication
System. This process will be coordinated by the IT Director.
8.1.7 All staff within the Human Resources Departments will prepare the department by:
• backing up all computer files that are on the main data storage drive
• unplugging all electrical equipment
• removing loose items from high areas
• securing files away from windows
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• moving all computer and telephone equipment away from windows
• closing all doors prior to leaving the department
• forwarding all phones to 305-688-4357 (City HELP Line).
8.1.8 The Finance and IT Departments are responsible for backing up all central computer
systems.
8.1.9 The Human Services Department is responsible for ensuring that there is no
interruption in employee paycheck processing, through a direct bank deposit
process or other means.
8.1.10 The Human Resources Director will maintain a hard copy or computerized list of
current telephone numbers of each person in their Departments and a number
where they can be reached after the emergency. This information will be
uploaded into the CODE RED Emergency Communication System. This
process will be coordinated by the IT Director
8.1.11 The Human Resources Director shall have a list of worker's comp treatment centers
available for injured employees. All injuries shall be reported to the Human
Resources Department.
8.1.12 All "essential" employees shall report to the designated area, and wait until the storm
passes and it is safe to re-enter the City. There are no essential employees in the
Human Resources Departments.
8.1.13 Specific procedures relating to Information Systems will be handled by the
Director of Information Systems (IT).
8.2 Post -Hurricane Procedure:
8.2.1 The Divisional EOC will announce when it is safe to re-enter the City. Upon
notification of safe re-entry, all "essential" employees will report to the temporary
command post (to be determined by the City Manager) within the City.
8.2.2 The City Manager will contact all Department Directors to request assistance.
8.2.3 The Human Resources Department Director shall contact all department employees
to request assistance. All non -essential employees shall monitor news stations
and/or call the Police dispatch for information on when to return to work.
8.2.4 The City Manager will announce the decision to return to work for all non -essential
employees. The Human Resources Department shall contact all their respective
non -essential employees to inform them of the decision.
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8.2.5 Upon instruction, employees of the Human Resources Department personnel will
return to their respective areas to conduct damage assessments throughout their
building(s).
8.2.6 The Director shall keep a log of all emergency -related expenses and maintain all
damage assessment reports to send to FEMA.
8.2.7 The Director shall document damage to government facilities and equipment with
photographs, complete appropriate forms and send to insurance carrier.
8.2.8 Each staff person is to keep an accurate record of the hours worked each day.
These records are to be turned in to the Human Resources Director.
8.2.9 The Human Resources Department Director shall maintain all city employees'
timesheets.
Chapter Nine
Code Enforcement, Building Officials and Public Works
9.1 Pre -Hurricane Procedure:
9.1.1 Once per year prior to hurricane season, the City's Hurricane Procedure Manual will
be reviewed by the EMC and the City Manager's Office and updated as needed and,
if any changes are implemented, distributed to Department employees. Any
recommendations for changes by the various City Departments shall be submitted to
the EMC no later than April 30th for review, discussion and possible inclusion in a
revised Emergency Plan.
9.1.2 The Code Enforcement Director, Building Official and Public Works Director will
provide a list of "essential" employees to the Human Resources Director prior to
hurricane season. "Essential" employees are: the Code Enforcement Director,
Public Works Director and the Building Official.
9.1.3 The Building Official will establish an agreement with an outside engineering
firm for additional inspectors to be assigned to the City after an emergency.
9.1.4 The Public Works Director will ensure that all city vehicles are accounted for
and parked in a safe location. He and the Finance Director will ensure that
appropriate vehicles are available for the Emergency management Team
members; this includes water vehicles in case of extreme flooding.
9.1.5 The City Manager will be notified by the EMC, Chief of Police, Assistant Chief or the
Commander of Special Services of any threat of hazardous weather or imminent
executive orders from Miami -Dade County. Once notified, the City Manager will hold
a meeting with Department Directors and authorize that the plan be placed in action.
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9.1.6 The named Department Directors will maintain a list of current telephone numbers of
each person in the Departments and a number where they can be reached after the
emergency.
9.1.7 All staff within these Departments will prepare the department by:
• backing up all computer files on main data storage drive
• unplugging all electrical equipment
• removing loose items from high areas
• securing files away from windows
• moving all computer and telephone equipment away from windows
• dosing all doors prior to leaving the department
• forwarding all phones to 305-688-4357 (City HELP Line)
• secure unattended city vehicles and park them in an elevated and
location.
• Public Works will assist the Finance Department with its video and photo
taking responsibilities of all city facilities.
safe
9.1.8 Code Enforcement Officers will patrol the City and inform residents and
business owners that all loose items must be tied down or put in storage.
Additionally, Code Enforcement and Public Works will coordinate and ensure
transportation to evacuation pick-up sites for needy citizens.
9.1.9 The Building Official and Code Enforcement Officers will patrol the City and inform
contractors/job sites that all loose materials must be tied down or put in storage and
all storage trailers shall be hauled off -site in accordance with the City's Code of
Ordinances.
9.1.10 All "essential" employees shall report to the designated area, and wait until the storm
passes and it is safe to re-enter the City.
9.2 Post -Hurricane Procedure:
9.2.1 The Divisional EOC will announce when it is safe to re-enter the City. Upon
notification of safe re-entry, all "essential" employees of the Code Enforcement and
Building Department and Public Works report to the temporary command post (to be
determined by the City Manager) within the City.
9.2.2 The City Manager will contact all Department Directors to request assistance.
It should be noted that these Department Directors are part of the Emergency
Management Committee and should be at the City's EOC during the Hurricane
event.
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9.2.3 Each Director shall contact their department employees to request assistance. All
non -essential employees shall monitor news stations and/or call the Police Dispatch
for information on when to return to work. Please note that the CODE RED
Emergency Network will be providing information, also.
9.2.4 The City Manager will announce the decision to return to work for all non -essential
employees. All non -essential employees shall monitor news stations and/or be
contacted by the CODE RED Emergency Network. Employees may contact the
Police dispatch for information on when to return to work, also.
9.2.5 Each staff person is to keep an accurate record of the hours worked each day.
These records are to be turned in daily to their Director. The Department Director
will deliver all timesheets to the Human Resources Director.
9.2.6 In order for an area to be declared a "Disaster Area" and qualify for a Federal
response, it is important for initial damage assessments to be performed.
Immediately after a storm passes, City Building & Code Inspectors will enter the City
to perform an initial damage assessment, so that estimates may be forwarded to the
Miami -Dade Office of Emergency Management. The Miami -Dade County OEM will
compile the countywide information for the State and Federal Governments in order
to assist with determining the appropriate response. Inspectors may be escorted by
members of the Police Department if necessary, to perform their initial assessments.
9.2.7 Only City Building Inspectors shall inspect buildings for structural defects, storm
damage and life safety issues. Before entering a building or removing any debris,
always check for the following:
• structural defects
• downed electrical wires (do not touch)
• hazardous materials
• water buildup or puddles
• other possible safety concerns
9.2.8 Prior to hurricane season, the Code Enforcement Director and Building Official shall
review the priority list for inspections. The priority list for inspections is as follows:
Opa-locka City Hall, Opa-locka Finance Department, Opa-locka Cultural Arts Center
(Young, Bowers, Brown Building), Opa-locka Police Department, Opa-locka Public
Works Building, Opa-locka Human Resources Department, Sherbondy Park
structures, Segal Park Structures, Ingram Park Structures, area public and private
schools, businesses and private residences (condominiums, homes, apartments).
9.2.9 The Building Official, or designee, is responsible for completing damage assessment
reports for FEMA for all City buildings, including all parks & recreation facilities, and
shall provide the Finance Director with these reports daily.
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9.2.10 Code Enforcement officers will assist the Building Official or Public Works
Superintendent as required.
9.2.11 Code Enforcement will coordinate the placement of needy residents in
available emergency housing locations. The City has an agreement with the
Niles Garden Apartments to provide emergency housing, during such
emergency situations.
9.2.12 Outside engineering inspectors will remain on standby during the storm and be
advised by the Building Official and the City Manager if their services are needed
following the storm.
Chapter Ten
Police Department
10,1 Pre -Hurricane Procedure
10.1.1 Throughout the hurricane season, Police Department personnel are expected to be in
touch with news broadcasts and weather reports and should have made their own
preliminary personal preparations and be ready to respond to work when directed.
Once per year prior to hurricane season, if changed, the revised City Emergency Plan
will be distributed to Department employees.
10.1.2 The Opa-locka Police Department City EOC liaison shall be the Commander of the
Special Services Unit under the direction of the Assistant Chief. In his absence, a
Command Staff member designated by the Chief of Police shall assume the role.
10.1.3 During a stage one mobilization, or a Tropical Storm/Category 1 Hurricane that has
a substantial likelihood of hitting, or being in close proximity to the City, personnel on
leave or days off may not be canceled unless they are assigned to a specialized unit
that is deemed to be essential to hurricane preparation. It shall consist of utilizing on -
duty personnel, and calling out the next shift, and any specialty units as needed. The
Opa-locka Emergency Operations Center (OLEOC) may be prepared and activated.
See section 10.3 of this chapter regarding OLEOC activations.
10.1.4 During a stage two mobilization, days off for all personnel will be cancelled. Leaves
may be cancelled as well, at the discretion of the Chief of Police or his designee.
Personnel will be divided into ALPHA/BRAVO Shifts. Shifts will be for 12 hours. As a
rule, ALPHA shift will work 7 a.m. until 7 p.m. and BRAVO will work from 7 p.m. until 7
a.m. for the duration of the emergency. However, based upon the conditions and
circumstances of a particular incident, ALPHA -BRAVO shift hours may be altered. For
a Stage Two Mobilization for a hurricane, all personnel are subject to being called out.
Those who are not initially called in will be placed on alert status and are subject to
being called in. A stage two mobilization will go into effect whenever an evacuation
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order is issued or anticipated for our area, or a hurricane warning is issued. The
OLEOC will be activated and will serve as the City's Command Post (CP).
10.1.5 When a hurricane or tropical storm presents a significant threat to the South Florida
area, the Emergency Management Coordinator shall open communications with the
Divisional EOC. The Emergency Management Coordinator shall report all
communications and weather updates to the City Manager. The City Manager at
his/her discretion shall call a meeting with all Department Heads when notification is
received that the Divisional EOC is becoming operational.
10.1.6 When notification is received that the Divisional EOC is becoming operational, the
Police Department may designate an employee to respond to a post at that location, if
deem necessary by the EMC. The Special Services Unit Commander will
immediately notify the Chief of Police, the Assistant Chief, and the Commanders of
the Criminal Investigations and Administrative Services Divisions of the EOC
activation.
10.1.7 The City Manager shall call any meetings with Department Directors to review
Hurricane Procedure and discuss responsibilities and strategies. All
communications to City employees regarding the Hurricane Procedure and weather
updates shall come from the Emergency Management Coordinator and the City
Manager, or a designee.
10.1.8 Once the Mayor has authorized/instructed the City Manager that the emergency plan
be placed in action, all Department Directors shall begin preparing the departments
according to Hurricane Procedure. Only the City Manager is authorized to
commence the implementation of the emergency plan.
10.1.9 The Opa-Iocka Police Department may assign a person from the command staff,
or a sergeant, to the Miami -Dade County E.O.C, if needed, with the approval of
the City Manager.
10.1.10 At the discretion of the Chief of Police, Assistant Chief or the Special Services
Commander, Communications or other civilian personnel may be directed to contact
all off -duty personnel to advise them that the threat of a storm exists. These
employees shall keep in touch with news/weather reports and may consider making
any personal storm preparations that they might need to perform in case they are
called in to duty.
10.1.11 When a hurricane watch is issued for our area, all members of the Department will be
placed on emergency stand-by status. When this occurs, off -duty personnel should
have their personal preparations completed and they shall be prepared to report to
duty at any time.
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•
10.1.12 Personnel, who are going to be away from their residences, will leave a number where
they can be contacted. Personnel, who are not at their residences when a hurricane
watch is issued, shall contact the Department for instructions. Off -duty personnel may
be called in to relieve on -duty personnel so that the on -duty personnel can make their
final preparations if necessary.
10.1.13 When a hurricane watch has been issued or an evacuation order is imminent, the
Commander in charge of the on -duty Patrol Shift shall make an assessment of the
general traffic situation at all major intersections and roadways in the City, with
particular attention to N.W. 27th Avenue and N.W. 135th Street/ Opa-Iocka Boulevard.
If traffic direction and control is needed, the Shift Commander shall make the
necessary arrangements to address the situation including seeking assistance of
personnel from other Divisions. The Shift Commander shall notify the Special Services
Unit Commander and the Assistant Chief of the situation.
10.1.14 The Special Services Unit Commander will be responsible for contacting the Miami -
Dade Police Department and requesting that they provide traffic assistance at
appropriate evacuation route intersections along N.W. 27th Avenue, N.W. 22nd
Avenue, N.W. 135 Street and N.W. 151 Street in order to insure that traffic does not
unnecessarily back up on these major arteries.
10.1.15 Once traffic posts are assigned, the Shift Commander will monitor the traffic flow and
volume and will make adjustments as necessary. The Shift Commander will notify
Communications of any changes in posts or personnel.
10.1.16 When sustained winds reach 40 MPH, the Shift Commander will direct all personnel
assigned to outside areas and traffic posts to clear. Communications will conduct a roll
call of all field personnel to ensure that they have received and acknowledged the
directive to clear. At this point, the Chief of Police or his designee will direct all
personnel to report to their assigned shelters.
10.1.17 Officers assigned to Motors will be responsible for securing their assigned
motorcycles. They may be brought to the station and stored in the enclosed garage
area at the north of the station building. The Shift Commander will verify with each
Motor Officer that their motorcycle has been secured. The Shift Commander will also
ensure that any spare motorcycles are secured as well.
10.1.18 As the demands of storm preparations and storm related calls for service increase, the
Chief of Police, or his designee, may suspend police response to calls of a non -
emergency, and non -storm related nature. The Chief of Police, or his designee, may
suspend all response when the prevailing conditions become too hazardous, or an
order has been given for all personnel to return to the designated Opa-Iocka Police
Command Post (usually the Police Department building).
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10.1.19 Patrol Officers who are on duty and working their normal assignments shall continue
to actively patrol their zones as long as possible. While on patrol, they should be on
the lookout for persons in need of assistance, stalled vehicles, flooded areas, roads
blocked by trees or other debris, and other storm -related concerns. Officers should
relay information regarding the above matters to Communications in a timely manner.
Officers should try to avoid driving in flooded areas. Officers will also monitor
evacuation bus pick-up points on N.W. 27th Avenue, 22nd Avenue and N.W. 135th
Street to verify that pick-ups are being made to take people to shelters. Officers will
be notified of the exact locations during briefing sessions.
10.1.20 Communications should initiate a special "Tow Request" log to provide documentation
to the Federal Emergency Management Agency (FEMA) for reimbursement following
the storm for all storm related tows of City owned vehicles.
10.1.21 All Officers should use special care while operating or sitting in a patrol vehicle,
before, during or after the storm. If parked in a stationary location for a long period,
the engine should be turned off and windows opened, if practical, to avoid carbon
monoxide poisoning. Officers should also be alert as to downed wires, parking or
driving under trees, and other hazards which may exist.
10.1.22 All personnel who are notified that they are "essential employees" should be prepared
for an extended stay. Personnel should be expected to be on duty for a minimum of
24 hours. Recommended supplies to be brought in by personnel should include, but
not be limited to, the following:
• An additional uniform.
• Extra pair of work shoes, or sneakers.
• Rain Gear, Department issued jacket.
• Portable AM/FM radio or TV with fresh batteries.
• Pillow, blanket or sleeping bag
• Drinking water (1 gal. per day — plan on at least 2 days)
• Towels
• Heavy duty work gloves (if available)
• Assigned police radio with and extra battery and a charger.
• Any personal medical supplies/prescriptions you might need.
The above are minimums that will be necessary to sustain each person until relief supplies and
assistance can be coordinated. The Department will have supplies as well. However, personnel
should also bring their own.
10.1.23 Officers may be assigned to a specific shelter(s) within the City of Opa-Iocka. The
number of Officers per shelter will be determined by circumstances such as the
number of persons in the shelter, the age and physical ability/disability of the
occupants, available supplies of water, medical care, etc. Officers not assigned to
traffic posts will be two -officer units. Supervisors will notify the Divisional EOC of any
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Officer who fails to report to an assigned shelter by the prescribed time. Should
conditions make it necessary for an Officer to divert to another shelter; the officer
assigned to that location will notify the Divisional EOC immediately of the Officer's
presence. The Opa-Iocka Divisional EOC representative will notify the Assistant Chief
or Special Services Commander of the Officer's location at an unassigned shelter.
10.1.24 Should Officers lose radio communications, they shall attempt to contact the police
department or the Divisional EOC by phone. If an Officer cannot make phone contact,
then they should proceed to their assigned shelter (if any), or other location that is
manned by City of Opa-Iocka personnel.
10.1.25 Once a hurricane watch has been posted, Officers shall immediately refuel their
vehicles and thereafter upon reaching the three-quarters full level. If time and
conditions permit, prior to responding to their assigned shelter(s) or the police station,
Officers will top off the fuel tanks in their vehicles. They will advise Communications or
the Command Post as they do so.
10.1.26 The Commander of the Administrative Division will coordinate the securing of
Department records and files. The Commander shall decide how much will be
secured, depending on the severity of the storm and other relevant data.
10.1.27 Personnel who have an assigned workspace within the Police building will be
responsible for boxing and securing their records, files, etc. At the very minimum, all
computers, files and other items will be removed from the floor/ground level and
placed upon the top of desks, file cabinets, or other high points that are available.
10.1.28 The Patrol Division Commander, along with the Communications Supervisor, will
prepare and implement a staffing plan and schedule. The Communications
Supervisor, or designee, will evaluate each call for service and prioritize them as to
whether or not they need an immediate, or a post -storm response. If a concern as to
the complaint exists, a Supervisor shall be informed and make the decision as to the
complaint's priority. Calls that required immediate attention that are of a nature that is
an immediate threat to the safety of a person (such as live wires down, a building
collapse with occupant inside, gas leaks, etc.) should be handled as quickly as
possible. Many of the complaints that involve trees and street signs down can be
saved for post -storm attention.
10.1.29 In the unlikely event that it is necessary for Opa-Iocka Police personnel to evacuate
the Police Facility, the Communications Supervisor will ensure that the appropriate
Department phone lines are placed on call forwarding to the Miami -Dade Police
Department. The Communications Supervisor will also contact the Communications
Supervisor at the Miami -Dade Police Department, and advise them that Opa-Iocka
calls are going to be forwarded to that agency. At least one Communications Officer
from Opa-Iocka may also be assigned to the Miami -Dade Communications Section of
the Miami -Dade Police Department to assist with calls forwarded from Opa-Iocka.
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More will be assigned as the transition continues. Once the final evacuation is
ordered, all Communications personnel will be assigned to Miami -Dade Police
Communications Bureau.
10.1.30 The Patrol Division Commander will oversee operations at the Police Facility, and will
check with the Administrative Division Commander to ensure that the Facility is secure
once the building is evacuated. He will maintain communications with the Special
Services Unit Commander at the City EOC and deploy manpower as needed.
10.1.31 Investigative Personnel will secure their workstations and then will be available to
assist with matters at the Police Facility. They will also check fuel and fluid levels on
all spare vehicles not being used and make sure the fuel tanks are full. They may
respond to special situations as directed by the Criminal Investigations Commander.
Investigators shall be in uniform when responding for duty unless otherwise instructed
by the Chief of Police or designee.
10.1.32 Officers assigned to undercover assignments or assigned to detached duty will
contact their respective Unit/Division Commanders when a Hurricane Warning is
issued and advise their status as it relates to their assignment. If the need is sufficient
for them to maintain a low profile, but they are available for storm duty, they will be
assigned to the Divisional EOC or an in-house task. They will not wear a uniform, but
shall have their badge, Police ID and firearm with them.
10.1.33 By April 1st of each year, the Administrative Division Commander will conduct an
inventory of hurricane/emergency supplies. This includes ordering depleted supplies,
verifying the working condition of equipment and checking expiration dates as
appropriate. When a hurricane watch is issued for the area, the Administrative
Division Commander will report to the station and, with the assistance of
departmental personnel, ensure the following:
• Check with Public Works and request installation of protective covering for the
front doors.
• Secure loose objects in the parking lot in the immediate vicinity of the Police
Building.
• Distribute batteries, flares, rain gear and other equipment to personnel as needed.
• The Administrative Division Commander or designee shall maintain a
chronological log of his/her activities, and he should also maintain an equipment
distribution log to document what equipment has been distributed.
• The Administrative Division Commander or designee will maintain records of any
expenditure so that appropriate reimbursement requests are made following the
storm.
• The Fleet Maintenance Commander or designee will have any downed vehicles, or
vehicles needing functional repairs to be taken to the motor pool or repair location
ASAP. This will be coordinated with the assorted personnel from all
Units/Divisions of the Department.
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• The Administrative Division Commander or designee shall also check with the
motor pool regarding their inventory of tires that are needed for police and city
vehicles as post storm debris can lead to extensive damage to tires.
10.1.34 Depending upon the strength, size and location of the storm, Patrol Personnel may be
directed to park their patrol cars at pre -designated locations, and Officers will be
transported by a specialty vehicle to their assigned location for the duration of the
storm. When the storm has passed, and it is safe, they will be returned to where their
patrol vehicles have been secured.
10.2 Post —Hurricane Procedure:
10.2.1 "Re-entry" procedures will commence after the storm has passed and persons who
have evacuated begin to return to the City. This time period generally begins within a
few hours after the storm has passed, and may continue even longer.
10.2.2 Recovery procedures begin after initial order has been restored, and preliminary
damage assessment has begun. Depending upon the severity of the storm, and the
extent of damage, this may take a considerable amount of time.
10.2.3 "Re-entry" by Opa-Iocka Police Personnel will commence as soon as it is safe to do so
after the storm. If radio communications are working, the decision will be announced
by the Chief of Police or designee. If radio communications are not working, then the
Supervisor in charge of the locations where Officers have been assigned during the
storm will make a determination as to when Officers should commence to patrol the
City. As a rule, this is when sustained winds have decreased to less than 40 MPH.
Unless directed to do so, Officers shall not attempt to commence any type of vehicular
activity until sustained winds have decreased to 50 mph. and then only under
extremely exigent circumstances. This is when officers should be returned to the
location where they parked their patrol cars.
10.2.4 The re-entry process is subject to a great deal of flexibility, depending upon the extent
of damage sustained by the City, as well as the amount of debris and obstacles on the
roadways. Opa-Iocka Police may also assume responsibility for limiting traffic into the
City or areas thereof due to hazardous conditions.
10.2.5 The Assistant Chief (or his designee), along with appropriate support personnel, will
patrol the City and make a preliminary storm damage assessment as soon as it is safe
to do so following the storm.
10.2.6 The first responsibility of the Assistant Chief will be to determine if any person is in
need of medical or other assistance. Thereafter, a preliminary assessment of
accessibility and damage to City property and the community in general shall be
conducted. If access is limited due to flooding or debris, the Assistant Chief will
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select a site for a temporary Command Post (CP). The primary site for the CP will be
determined depending upon the amount of damage and debris that exists.
10.2.7 After Police Personnel have regained their police units, the Supervisor in charge of
each group will respond to the Police Department or CP location to meet with the
Assistant Chief, to set a course of action for limiting access to the City if applicable,
and for conducting damage assessment.
10.2.8 Traffic Posts may be established with emphasis on key intersections. If damage is
severe, or if there is extensive debris, it may be necessary to prohibit vehicles from
entering the City on the main roads or parts thereof.
10.2.9 It may also be necessary to initially limit or prohibit re-entry to the City by residents or
non -essential personnel until such time as it is safe for them to return. Personnel from
certain businesses or who provide services of an essential nature may be allowed to
enter the City upon providing proof of their need to gain access.
10.2.10 The City's Public Works Department employees and other emergency personnel
(Florida Power and Light, Southern Bell, etc.) will begin clearing roadways as soon as
their personnel are able to report to work. Equipment should be delivered to the
Public Works Department prior to the arrival of the storm. The priority for road
clearing shall be set in advance by mutual agreement of the Police Department, Office
of the Mayor, City Manager, Public Works Department, and the various public utility
suppliers. This may be modified if emergency access is needed at a location where
lives may be in jeopardy.
10.2.11 Officers shall initially limit their driving until such time as conditions improve.
Supervisors should position personnel not assigned to traffic duties at strategic
locations. Officers should keep in mind that there will most likely be a substantial
amount of debris in the roadways which could cause tire damage.
10.2.12 Initial priority will be given to locating sick or injured persons, and identifying structures
that have sustained substantial damage.
10.2.13 Officers will also assist in patrolling business areas to prevent looting.
10.2.14 Officers shall also perform a cursory check of their assigned areas, advising the
designated individual(s) at the CP of existing conditions with regards to flooding,
debris, missing signage, and damage, and make a written record of their findings
which shall be turned in to the designated person at the CP. The CP will in turn notify
the Divisional E.O.C. (see PD — 50, Preliminary Area Damage Assessment, Form —
Attachment A)
10.2.15 If the Opa-Iocka area has sustained substantial damage, resources from other
available agencies will be requested. A staging area for responding assistance will be
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established at a predetermined location. The primary site for a staging area will be
determined by the City Manager.
10.2.16 Requests for barricades, portable stop signs, and other equipment shall be made
through the CP and may be forwarded to the Divisional E.O.C.
10.2.17 As areas become accessible, officers will continue to note areas of significant damage
(see 10.2.14) and notify the CP. If there is a strong likelihood that people may be
trapped or injured, Miami -Dade Fire Rescue will be notified immediately. The area
should be treated as a crime scene and roped off accordingly, with officer safety
considered as a factor (downed power lines, gas leaks, etc.). If a building has
collapsed, Police personnel will not make an attempt to enter the building, but will
request assistance via the CP and inform their supervisor, who will respond.
10.2.18 Support personnel should be prepared to respond to either the Station or the
designated CP to assist in the recovery efforts. Their duties will be assigned based
upon need.
10.2.19 If the Police Facility appears to be free of damage, basic operations will be conducted
from the station. However if there is a need, a CP may be maintained at the staging
area to coordinate recovery activities from that location.
10.2.20 After Officers have performed a cursory check of their assigned areas, they may be
assigned to perform a building by building check to determine if there have been any
injuries, damage, or other hazards which might not have been immediately
recognizable upon the initial area check. Officer safety shall be considered while
conducting such checks. Only City Building Inspectors shall inspect buildings for
structural damage.
10.2.21
Individuals assigned to compile the damage assessment reports shall return reports to
the Special Services Unit which shall forward them to the Finance Director daily for
FEMA reimbursement. The originals shall be maintained by the Special Services Unit,
along with copies of personnel hours and expenditures.
10.2.22 Efforts should be made to conserve fuel as much as possible so vehicles should not
be left idling for long periods of time unless it is necessary to do so.
10.2.23 All personnel will be responsible for maintaining traffic control, maintaining order,
prevent looting, and assisting in the re-entry and recovery process.
10.2.24 Should any fatalities or deaths be reported or located, patrol officers and a
supervisor will respond and secure the scene. The Criminal Investigations
Division Commander will be notified. The initial responding supervisor shall
notify the Miami -Dade Police Department Homicide Division. This should be
treated as a Major Incident and proper notifications attempted.
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10.2.25 If multiple fatalities or deaths occur, each scene will be secured and maintained until
such time as Miami -Dade Police Homicide investigators can respond to conduct their
investigation.
10.2.26 Supervisors shall keep records of time worked by Officers assigned to their command.
Records shall be turned in on a daily basis to the Assistant Chief or the Special
Services Unit Commander.
10.2.27 Accurate record keeping of all overtime and expenses shall be maintained. All
expense records should be turned in on daily basis to the Assistant Chief or the
Special Services Unit Commander. Accurate record keeping is imperative in order to
be reimbursed by FEMA for storm related expenses that are incurred.
10.2.28 Once the situation following a storm has stabilized, and relief from other agencies
begins to arrive, efforts will be made, as much as reasonably possible, for personnel
to have time to return to their respective homes to check on their families and
property. It should be noted, however, that this might not occur for sometime after the
passing of a storm.
10.2.29 The actual recovery process may take days, weeks, months, or even years. The Opa-
locka Police Department will attempt to return operations to normal as soon as
practical following a storm. The Chief of Police, or his designee, will make the
determination as to when the Department will begin responding to routine calls for
service, as well as when the return to normal schedules will occur.
10.2.30 The Opa-Iocka Police Department is committed to providing the necessary services to
the City, displaying a high degree of visibility, restoring order, and preventing loss of life
or property during a post storm period.
Chapter 11.0
Parks Department
11.1 Pre -Hurricane Procedure:
11.1.2 Once per year prior to hurricane season, the City's Hurricane Procedure Manual will
be reviewed by the EMC and the City Manager's Office and updated as needed and,
if any changes are implemented, distributed to Department employees. Any
recommendations for changes by the various City Departments shall be submitted to
the EMC no later than April 30th for review, discussion and possible inclusion in a
revised Emergency Plan.
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11.1.3 The Parks Director will provide a list of "essential" employees to the Human
Resources Director prior to hurricane season. "Essential" employees are: the
Director.
11.1.4 The Parks Director will ensure that all city equipment is accounted for and in a safe
location. He ensures that the building is secure and available for use as Points of
Distribution if needed.
11.1.5 The City Manager will be notified by the EMC, Chief of Police, Assistant Chief or the
Commander of Special Services of any threat of hazardous weather or imminent
executive orders from Miami -Dade County. Once notified, the City Manager will hold
a meeting with Department Directors and authorize that the plan be placed in action.
11.1.6 The Parks Director will maintain a list of current telephone numbers of each person
in the Departments and a number where they can be reached after the emergency.
11.1.7 All staff within these Departments will prepare the department by:
• backing up all computer files on main data storage drive
• unplugging all electrical equipment
• removing loose items from high areas
• securing files away from windows
• moving all computer and telephone equipment away from windows
• closing all doors prior to leaving the department
• forwarding all phones to 305-688-4357 (City HELP Line)
• secure unattended city vehicles and park them in an elevated and safe
location.
• Parks Department employees will be fully informed of their role as host of a
POD during the Post Hurricane period.
11.1.8 All "essential" employees shall report to the designated area, and wait until the storm
passes and it is safe to re-enter the City.
11.2 Post -Hurricane Procedure:
11.2.2 The Divisional EOC will announce when it is safe to re-enter the City. Upon
notification of safe re-entry, all "essential" employees include Parks staff to report to
the temporary command post (to be determined by the City Manager) within the City.
11.2.3 The City Manager will contact all Department Directors to request assistance.
It should be noted that the Parks Director is part of the Emergency
Management Committee and should be at the City's EOC during the Hurricane
event.
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11.2.4 The Director shall contact their department employees to request assistance. All
non -essential employees shall monitor news stations and/or call the Police Dispatch
for information on when to return to work. Please note that the CODE RED
Emergency Network will be providing information, also.
11.2.5 The City Manager will announce the decision to return to work for all non -essential
employees. All non -essential employees shall monitor news stations and/or be
contacted by the CODE RED Emergency Network. Employees may contact the
Police dispatch for information on when to return to work, also.
11.2.6 Each staff person is to keep an accurate record of the hours worked each day.
These records are to be turned in daily to their Director. The Department Director
will deliver all timesheets to the Human Resources Director.
Chapter 12.0
Planning and Community Development
12.1 Pre -Hurricane Procedure:
12.1.1 Once per year prior to hurricane season, the City's Hurricane Procedure Manual will
be reviewed by the EMC and the City Manager's Office and updated as needed and,
if any changes are implemented, distributed to Department employees. Any
recommendations for changes by the various City Departments shall be submitted to
the EMC no later than April 30th for review, discussion and possible inclusion in a
revised Emergency Plan.
12.1.2 The Planning and Community Development Director will provide a list of "essential"
employees to the Human Resources Director prior to hurricane season. "Essential"
employees are: the Director and Planner.
12.1.3 The City Manager will be notified by the EMC, Chief of Police, Assistant Chief or the
Commander of Special Services of any threat of hazardous weather or imminent
executive orders from Miami -Dade County. Once notified, the City Manager will hold
a meeting with Department Directors and authorize that the plan be placed in action.
12.1.4 The Planning and Community Development Director will maintain a list of current
telephone numbers of each person in the Departments and a number where they
can be reached after the emergency.
12.1.5 All staff within these Departments will prepare the department by:
• backing up all computer files on main data storage drive
• unplugging all electrical equipment
• removing loose items from high areas
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• securing files away from windows
• moving all computer and telephone equipment away from windows
• closing all doors prior to leaving the department
• forwarding all phones to 305-688-4357 (City HELP Line)
• secure unattended city vehicles and park them in an elevated and safe location.
12.1.6 All "essential" employees shall report to the designated area, and wait until the storm
passes and it is safe to re-enter the City.
12.2 Post -Hurricane Procedure:
12.2.1 The Divisional EOC will announce when it is safe to re-enter the City. Upon
notification of safe re-entry, all "essential" employees include Parks staff to report to
the temporary command post (to be determined by the City Manager) within the City.
12.2.2 The City Manager will contact all Department Directors to request assistance.
It should be noted that the Community Development Director is part of the
Emergency Management Committee and should be at the City's EOC during
the Hurricane event.
12.2.3 The Director shall contact their department employees to request assistance. All
non -essential employees shall monitor news stations and/or call the Police Dispatch
for information on when to return to work. Please note that the CODE RED
Emergency Network will be providing information, also.
12.2.4 The City Manager will announce the decision to return to work for all non -essential
employees. All non -essential employees shall monitor news stations and/or be
contacted by the CODE RED Emergency Network. Employees may contact the
Police dispatch for information on when to return to work, also.
12.2.5 Each staff person is to keep an accurate record of the hours worked each day.
These records are to be turned in daily to their Director. The Department Director
will deliver all timesheets to the Human Resources Director.
13.3 Opa-Iocka Emergency Operations Center (OLEOC) Activation
13.3.1 When a Hurricane or Tropical Storm poses a significant threat to South Florida, the
Special Services Commander will begin preparations to activate the OLEOC. The
OLEOC will become operational at the direction of the City Manager. The activation
may be partial or full depending upon a review of variable factors associated with each
individual incident.
10.3.2 The OLEOC will act as the Command Post for City and Police operations prior to a
storm's arrival. The OLEOC may remain activated for the duration of an event in
less powerful storms, or it may be closed if a storm of significant intensity is
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threatening the area. Should a decision be made to evacuate the OLEOC, efforts
will be made to reactivate it as soon as possible following a storm, providing it is
feasible to do so.
10.3.3 Should the OLEOC be reactivated after a storm passes, it will serve as the primary
Command Post to coordinate the initial response and re-entry activities. The
OLEOC will continue to be operational for as long as is deemed necessary by the
City Manager.
10.3.4 During the time of the OLEOC activation, the City Manager will serve as the
Incident Commander. He will be assisted by the Emergency Management
Response Team consisting of: EMC, Public Works Director, Assistant Public
Works Director, Community Development Director, Finance Director, IT
Director, Code Enforcement, Building Official and designated members of the
City Manager's staff. Each identified Director has a role assigned per the City's
CEMP and should familiarize themselves with their assignments prior to entry
into the EOC. Verifications of role assignment and shift can be obtained from
the Emergency Management Coordinator at the EOC location.
13.4 Damage Assessment Teams
13.4.1 After a storm has passed, and traffic posts have been established, it will be
necessary to conduct a preliminary assessment of accessibility and damage within
the City.
13.4.2 Teams consisting of representatives from the Police, Public Works Department, and
Code Enforcement will utilize any available specialized vehicles (large trucks, 4
wheel drive vehicles, etc.) to enter into areas of significant flooding or damage.
Patrol vehicles will not be utilized to enter these areas.
13.4.3 The composition of a Team shall be determined by the City Manager, but will usually
consist of at least one (1) Police Officer, one (1) Code Enforcement inspector and
one (1) Public Works Supervisor.
13.4.4 One team will respond to Public Works and City Hall to perform an initial
assessment of the facility to determine if damage has occurred and if it is safe to
resume basic operations from the building.
13.4.5 Remaining teams will be assigned to each of the four (4) police patrol zones. They
will provide status reports via radio or cell phones (if operational) as to the condition
of roads (flooded, debris, damage, safe for vehicle traffic, etc.) and structures within
each zone.
13.4.6 During the assessment, if a team observes a building that has collapsed or
sustained significant damage, and there is reason to believe the building is occupied
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or otherwise presents an immediate threat to public safety, they will request
additional assistance.
A log of all reports will be made at the CP or in the OLEOC in order to establish priorities as to
where to direct responding resources.
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EMERGENCY MANAGEMENT STRUCTURE
Emergency Management _
CoordinatorlLiaison
Officer
EOC Support
(Operations)
Chief of Police
Fire Operations
- ESF 4 Fire Rescue
- ESF 6 Mass Care
- ESF 8 Health & Medical
- ESF 9 Search & Rescue
ESF 10 Hazardous Materials
- ESF 18 People with Special Needs
- ESF 20 Initial Disaster & Life Safety
• ESF 22 Public Protection
Police Operations
- ESF 13 Military Support
ESF 16 Law Enforcement
- ESF 25 Evacuation Traffic Management
Public Works
- ESF 3 Public Works & Engineering
- ESF 12 Energy
- ESF 26 Debris Management
Damage Assessment
- ESF 21 Damage Assessment
Elected Officials
City Manager
(Incident Commander)
Planning
(Community Development)
- ESF 5 Information & Planning
ESF 19 Business & Industry
- ESF 24 Fatality Management
1 Safety
-ESF 28 Safety
Public Information
- ESF 14 Public Information
MDEMA Liaison
Logistics
(I. T. Department)
- — - ESF 1 Transportation
- ESF 2 Communications
- ESF 7 Resource Support
- ESF 11 Food & Water
- ESF 15 Volunteers & Donations
- ESF 17 Animal Issues
- ESF 27 Information Technology
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Finance
- ESF 23 Administrative & Finance
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CONCEPTS OF OPERATION
National Incident Management System (NIMS)/Incident Command System (ICS)
General
NIMS is a system mandated by Homeland Security Presidential Directive — 5 (HSPD-5) that
provides a consistent nationwide approach for Federal, State, local and tribal governments; the
private sector and non governmental organizations (NGOs) to work effectively and efficiently
together to prepare for, respond to and recover from domestic incidents, regardless of cause,
size or complexity. The NIMS indicates the core set of concepts, principles and terminology for
interoperability and compatibility between multiple jurisdictions as outlined in ICS.
The management model followed by the Opa-Iocka Emergency Operations Center (EOC) is
based on the principles of the Incident Command System (ICS). The ICS model has been
recognized as the model for the command, control and coordination of resources and
personnel in response to an emergency. The ICS is designed to enable effective and efficient
incident management by integrating the use of facilities, equipment, personnel, procedures
and communications operating within a common organizational structure.
ICS principles and procedures require the use of common terminology, modular organization,
integrated communications, unified command structure, incident action planning, and
manageable span of control, as well as pre -designated facilities and comprehensive resource
management. The ICS management is structured to facilitate activities in five major functional
areas: command, operations, planning, logistics and finance and administration.
The management model is used in the CEMP to organize both short term and long term
operations for a broad spectrum of emergencies, from small to complex incidents, natural and
manmade. It is used by all levels of government federal, state, local and tribal, as well as many
private and non governmental organizations.
Using ICS, multiple agencies and jurisdictions work together to accomplish the required
response and recovery activities dictated by a disaster. These tasks are performed under the
overall direction of the Incident Commander (i.e., the County Manager or designee). All
participating agencies and jurisdictions contribute to the determination of the incident
objectives and strategy via the incident action plan, and the optimal utilization of all available
resources in an integrated manner. This flexible management method allows expansion or
contraction of response and recovery forces as dictated by the magnitude of the event.
To summarize, the major tenets of the ICS are:
1. ICS utilizes a centralized, unified command system that fosters multiple agencies to
participate in the decision making process;
2. ICS can be adapted to a variety of organizational structures, and as such, adapts easily to
multi-jurisdictional/multi-agency involvement;
3. ICS may be used in any type of hazard threat or disaster situation; and
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4. ICS utilizes common terminology widely used and recognized by many responder
organizations.
Levels of Disasters
The Emergency Management Coordinator has developed a classification of events that are
described below. Disaster events are classified into four category types:
1. Incident
2. Minor Disaster
3. Major Disaster
4. Catastrophic Disaster
EOC Structure
The Opa-locka EOC utilizes a bottom -up approach in all phases of emergency management,
with emergency activities resolved at the lowest appropriate level of government. The
resources of departmental, agency, municipal, county, state, and the federal governments are
utilized in sequential order to insure a rapid and efficient response.
The OLEOC's response to, and recovery from, a disaster is carried out through the
organizational structure depicted above. The Incident Commander who appoints command
staff leads this organization: Section Chiefs, Branch Directors and a Public Information Officer
(PIO). The Section Chiefs, typically DEM & HS staff or department heads, appoint subordinate
staff. Branch Directors are also DEM & HS staff, whereas, ESF lead agencies are pre-
determined pursuant to this plan. There are five major components of our EOC Incident
Command System. These five components carry out the management responsibilities of the
EOC:
1) Incident Command:
a) The City Manager or designee, holds the position of Incident Commander. The Incident
Commander has overall responsibility for managing the entire incident.
b) In addition, the Incident Commander is responsible for activities such as developing and
implementing strategies, the ordering and release of resources, the provision if information to
internal and external stakeholders and establishing and maintaining liaisons with other
agencies participating in the incident.
COMMAND STAFF
Safety Officer - The Safety Officer monitors safety conditions and develops measures for
assuring the safety of all assigned personnel.
Public Information Officer - The Public Information Officer serves as the conduit for
information to internal and external stakeholders, including the media or other organizations
seeking information directly from the incident or event.
Liaison - A Liaison serves as the primary contact for supporting agencies assisting at an
incident.
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GENERAL STAFF
2) Operations Section:
a) The operations section is responsible for the management of all operations directly
applicable to the primary mission.
b) The Operations Section Chief activates and supervises organizational elements in
accordance with the IAP and directs its execution.
3) Planning and Information Section:
a) The Planning and Information section is responsible for the collection, evaluation, and
dissemination of information about the incident and the status of resources.
4) Logistics Section:
a) The Logistics Section is responsible for providing facilities, services, and material in support
of the response and recovery operations.
b) The Logistics Section Chief participates in the development of the incident action plan and
activates and supervises the units within the logistics section.
5) Administrative/Finance Section:
a) The Administrative/Finance Section is responsible for the organization, management, and
operation of activities related to the administrative and fiscal aspects of the event. These
activities are administered within the guidelines, policies, and constraints, established by the
Incident Commander and other agencies such as the county finance department, and state
and federal agencies (e.g., FEMA).
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City of Opa-locka
Hurricane Plan
PART II
June 2009
a At
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TABLE OF CONTENTS
OPERATIONS PLAN 1
I. PURPOSE ............................................................................................................... ................................................................................................................................................................................................................................... 1
II. POLICIES _........ . ...... ... ... . ._ . ... .. _ 1
III. SITUATION ...... . 2
IV. RESPONSIBILITIES ........_....................................................................................................................................................................................................................................................... ............................... 2
A. General Emergency Management Responsibilities ............................._........_._.._...............................___._.._.__......_...___._............................ 2
B. Specific Hurricane Responsibilities ....._....__.._...._.__...._....................................._..._..._...._..._........_.............._.._......--.-.-.--......._..----...._......_.._............... 2
V. CITY OF OPERATIONS ............................................................._..........................................................................................._.............................._................................................................_._. ._._. 2
A. Preparedness (Pre -Season Activities 2
B. Hurricane Season Activities: Watch and Warning _..._......._...._.___...._._..__._..._.._.._..__..._..._......__......_............_._._... _ _ _ 3
C. EOC Activation ....................._...__......_.__. ..........._....._..___..._...._.__.._...---......__..._......_.__..__.___..._.....__...._...___._._....__......_..._........__.._._...-......__-_........._ _ _ 3
D. Hurricane Crisis Action Team .._..._...._........._._.__._.._._.____..__.--..-.---------.._._-.__.._......_.___._...._...___._..__._...._._.__._...._.._.__._._............... . .... 4
E. Landfall and Rapid Damage Assessment ..._.-__..._......__.._._____..__.._.____.._____.___.. _____. __ __. :...._..,..._.... 4
F. Recovery _............_......__................._.......____.----_.__.____.____.______._____._...._......_...__._..________._...........____._.__.-_______.__.._____.__.._..____.___.__.__._ 4
G. Labor Supplies and Equipment Cost Activity Summary Reports -...----- —..—..-- -- - 5
H. Preparedness, Response and Recovery Purchase Requests __________...._...___.._...._......._ _ 6
VI. ATTACHMENTS __ ._.__ _.___._..______: 6
A. Hurricane Crisis Action Team Meeting Agendas ....._............................__..._.___._...._._...._._.___.......................___.._.._.._.__._.._..._........ 7
B. Generic Hurricane Procedures Time Line: Actions and Items to Consider...__._..__..._.......__._......_..._. 17
C. Computer / Telephone Protection Checklist ...__.._....__...._...._....._._........._.........................................._................................................_...._....__..._.._...._._.. 31
D. Recovery Action Team SOP .._...._..._..................................................._..............._......._........._................................................................................................................................._........ 33
E. Department/Division Property and Equipment Mitigation and Recovery Plan ........................... 41
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PART III — DEPARTMENT/DIVISION TASKS 59
Mayor/City Commission
City Manager
Community Development
Emergency Management
Finance
Human Resources
Information Technology
Office of the City Attorney
Police
Parks and Recreation
Public Works
Juvenile Justice
Code Enforcement
Building Department
General (For Use with Department/Divisions Not Referenced Individually)
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HURRICANE OPERATIONS PLAN
I. PURPOSE.
A. This plan is intended to establish procedural guidelines for the City of Opa-locka personnel regarding
Hurricane preparations and operational activities.
B. The operational activities include both, "during storm status" and "after storm status."
C. The procedures in place must be properly documented for accountability and reimbursement purposes.
D. These procedures are established to protect lives, minimize storm -related damage, and to facilitate recovery
operations and restoration.
E. These procedures are established with the understanding that the totality of circumstances allow for this plan
to be flexible, in order to protect lives and property.
F. To identify City of Opa-locka officials who are responsible for the implementation of this hurricane plan.
G. The plan gives primary consideration to those actions necessary to protect all operational personnel and
departmental property.
II. POLICIES.
A. All City of Opa-locka departments and divisions will complete their pre -hurricane preparedness tasks by
June 1st of each year.
B. During emergencies, departments will receive direction from the City of Opa-Iocka Emergency Operations
Center.
C. The decision of any resident of the City of Opa-locka to remain at home or go to a shelter is his/her
responsibility. The City and its departments will not decide for the individual. Residents should adhere to the
Emergency Broadcast recommendations affecting their immediate area or residency.
D. Residents coming to City facilities seeking shelter from the storm will be directed to the nearest designated
Red Cross shelter. City of Opa-locka facilities are not designated shelters.
E. The City of Opa-locka departments and divisions will not assist residents/homeowners in boarding up their
homes, moving outside items, etc.
F. During a hurricane watch, city personnel are advised to protect their family and personal property as soon as
possible.
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G. City of Opa-Iocka personnel will be subject to immediate recall during an emergency if necessary.
II. City of Opa-locka personnel will obtain and wear proper safety clothing and equipment.
I. Each employee is personally responsible for returning all equipment issued to them prior/during/after the
storm to the issuing authority.
J. The City's Public Information Officer (PIO) will coordinate press statements/releases with the City Manager
and the Emergency Operation Center (EOC), and will be responsible for disseminating information to the
public and media.
K. Federal disaster relief funding depends solely on record keeping.
1. All departments and divisions of the City will comply with all purchasing procedures as delineated in
the City of Opa-Iocka Purchasing Manual.
2. All departments and divisions shall maintain records of hurricane related expenses for labor and
equipment using the templates and spreadsheets as directed by the Finance Department.
III. SITUATION.
A. Hurricane season extends from JUNE 1 through NOVEMBER 30th. While the City of Opa-locka is not
subject to storm surge as are coastal communities, high winds, torrential rains, and storm spawned tornadoes
pose a very real threat to the area. The greatest risk is toward mobile home communities in the city; however,
winds of a major hurricane and/or tornado may affect more substantial structures.
B. The potential for storm related injuries, structural damage, loss of power and water, and debris -laden streets,
will burden the resources of the City. These factors dictate the importance of effective Pre -Storm planning
and efficient Post -Storm Response.
IV. RESPONSIBILITIES.
A. GENERAL EMERGENCY MANAGEMENT RESPONSIBILITIES.
1. All City departments/divisions will:
• Participate in the City's emergency management program.
• Maintain the Comprehensive Emergency Management Plan (CEMP).
• Assign designated personnel with decision -making authority for the department/division to staff EOC
positions during an emergency.
B. SPECIFIC PRE -POST RESPONSIBILITIES.
1. All City departments/divisions will:
• Develop, maintain a department/division hurricane plan, as approved.
• Maintain and perform their hurricane task sheet.
• Complete pre -season preparedness tasks by June 1 of each year.
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• Complete their "watch tasks" when a watch is declared.
• Complete their "warning tasks" when a warning is declared.
• Complete their "landfall tasks" and "recovery tasks" should a storm impact the City.
• Forward completed task sheets to the Emergency Management Coordinator (EMC) no later than:
Preparedness June 1.
Watch prior to Warning.
Warning prior to Landfall.
Landfall and Recovery ASAP.
V. CITY OPERATIONS.
A. PREPAREDNESS (PRE -SEASON ACTIVITIES).
1. Planning and preparation are essential parts in the formulation of operating procedures designed to respond
to a hurricane emergency. City of Opa-locka Departments/Divisions must continually update their hurricane
plan, accounting for changes in organization, budget, and personnel assignments. Preparedness activities
must be completed in a timely and efficient manner in order to maximize the state of readiness.
2. As of June 1st, the beginning of the hurricane season approaches, departments, and division should have
completed all pre -season activities.
B. HURRICANE SEASON ACTIVITIES: WATCH AND WARNING.
1. Hurricane Watch.
a. A "hurricane watch" means a hurricane may threaten the area within 36 hours.
b. When a "watch" has been issued, all City departments/divisions will initiate and complete their watch
tasks by the end of the business day. Preparation should be taken in advance if the watch is expected
towards the end of the day or evening hours.
c. Each Department/Division will provide the City Emergency Management/EOC with a status report
indicating the completion or status of their watch tasks by the end of the business day.
2. Hurricane Warning.
a. A "hurricane warning" means a hurricane is expected to strike the area within 24 hours. Hurricane
conditions include winds of 74 miles per hour (64 knots) or greater.
b. When a "warning" has been issued, all City departments/divisions will initiate and complete their
warning tasks by the end of the business day.
c. Each Department/Division will provide the City Emergency Management/EOC with a status report
indicating the completion or status of their warning tasks by the end of the business day.
d. When this condition is declared for the Opa-locka area, the City Manager or his designee shall make a
declaration regarding City wide closure. With closure, all persons within the respective
Departments/Divisions will be instructed to leave their workstations except those assigned duties in this
plan. Following completion of those protective duties, all persons, except pre -identified essential
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personnel, should leave.
C. EOC ACTIVATION.
1. The Emergency Management Coordinator (EMC) will advise the City Manager who will make a
determination as to whether the EOC should be activated.
2. When the EOC is activated, designated Department/Division personnel will be notified upon the request
from the EM. All Departments/Divisions will staff their designated positions.
3. Recovery operations personnel will also be notified that the EOC has been activated and told that they are
expected to report to EOC during recovery operations after the storm. These individuals could stay at the
EOC during the storm if in their opinion it would be impossible to return after the storm to the EOC.
4. The EM will initiate and follow the City's EOC activation checklist.
D. HURRICANE CRISIS ACTION TEAM.
1. The City Manager may establish a "Hurricane Crisis Action Team (HCAT)" to oversee the City's
preparedness, watch, warning, and response tasks. The HCAT is chaired by the City EM and serves as
an advisory committee to the City Manager.
2. The EM will establish a meeting schedule.
3. See Attachment A for a checklist of HCAT tasks.
4. The HCAT is comprised of ALL City Department/Division Managers/Directors.
E. LANDFALL AND RAPID DAMAGE ASSESSMENT.
1. During the storm only essential personnel with specific duties under this plan may be on City property.
2. The performance of a citywide damage assessment within the first few hours after a significant event is
critical to the recovery efforts of the City.
The City EM must be able to identify life -threatening situations and imminent hazards in order to
prioritize responses, allocate resources, and request assistance from mutual aid partners as well as seek
aid from state and federal sources.
3. The Public Works Department is the lead agency in the performance of the initial citywide damage
assessment. Public Works headquarters will serve as a Rapid Damages Assessment Taskforce (RDAT)
base of operations for the City of Opa-Iocka.
• The Police, Code Enforcement and Building departments will assist as needed in the initial citywide
damage assessment and will provide staff to each RDAT as requested.
4. The City EM will collect and summarize damage assessment reports.
5. Each of the City's seven fire stations will house a RDAT. They will be made up of a minimum of: 1- Fire
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Suppression Unit; 1- Ambulance; 1- Police Squad; 1- Front end loader.
6. RDAT will follow the procedures maintained by the Public Works Department and will report damages and
situations on a periodic basis to the EM.
F. RESPONSE AND RECOVERY.
1. As soon as practical after the storm has passed and travel on the public roadways is safe, the City will begin
its recovery operations. This will include building and grounds damage assessments, clean-up and repair and
where necessary, and activation of Departmental Continuity of Operations Plans (COOP) if required.
2. Response and Recovery Responsibilities for all City Departments/Divisions are as follows:
• Compile and consolidate damage reports and other data following the event.
• Initiate recommendations for enactment or repeal of procedures, or extension of emergency resolutions,
ordinances, and orders.
• Recommend and implement an economic recovery program focusing on local community needs.
• Recommend zoning changes in damaged areas.
• Recommend land areas and land -use types that will receive priority in the recovery and reconstruction
process.
• Recommend procedural changes for non -vital regulations and development standards to reduce
reconstruction time.
• Initiate recommendations for relocation and acquisition of property in damage areas.
• Initiate a property owner notification program to inform nonresident property owners of damages
incurred to their property and any post disaster requirements or restrictions imposed by local
authorities.
• Evaluate damaged public and private facilities and take appropriate and necessary action to mitigation,
secure or demolish.
• Participate in the preparation of a community redevelopment plan.
• Make recommendations for new ordinances, plans, codes, and/or standards to assist in recovery from
future disasters.
3. City Departments/Divisions, Agencies and Organizations will be assigned to lead specific recovery functions
as per the Recovery Incident Action Plan. Each "primary" agency will be responsible for coordinating the
implementation of their recovery function (RF) and will be responsible for identifying the resources (support
departments and organizations) within the RF that will accomplish the post disaster activities.
4. A Recovery Planning Unit is established in the City EOC to begin the drafting of a "Recovery Incident
Action Plan (RIAP)" for use by a City Recovery Task Force. The RIAP is based on situation, damage and
impacts assessments developed by the EOC Planning Section.
5. As the emergency response phase stabilizes, the EM will recommend to the City Manager the activation of
the Recovery Task Force as necessary.
6. The City Recovery Task Force (CRTF) as established by the City Manager is comprised of those
departments critical to the recovery and dictated by the circumstances of a particular emergency.
7. The responsibilities of the CRTF are:
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• Oversee the recovery and reconstruction process, and to serve as an advisory body to the City Manager.
• Identify mitigation opportunities and identify recovery resources.
• Ensure coordination of the recovery process.
G. LABOR, SUPPLIES AND EQUIPMENT COST ACTIVITY SUMMARY REPORTS.
1. All departments and divisions must provide a labor supplies and equipment summary report for each day
containing: date, employee name, classification and title by the Department/Division to Finance with copies
forwarded to the Human Resources Department.
2. All departments and divisions must provide an equipment and supplies summary report for each day
containing:
• Date of the equipment use.
• Equipment type and inventory number.
• Name of the employee working the equipment, classification, and title.
• Time the equipment went out.
• Time the equipment came in.
• Total hours used.
• Miles the equipment went out, miles in, and total miles used.
• Description of supplies used.
3. All departments and divisions are directed to use the instructions, templates and spreadsheets provided by
Finance Department to compute their daily reports.
H. PREPAREDNESS, RESPONSE AND RECOVERY PURCHASE REQUESTS.
1. In preparation for an event, Departments/Divisions will use account # ####### for all necessary
purchases directly related to the storm. In order to readily identify these purchases all requisitions
must state "EMERGENCY PREPAREDNESS".
2. All recovery purchases are to be charged to the FEMA Fund ### and its appropriate account. All
purchase requisitions must state "EMERGENCY RECOVERY".
VI. ATTACHMENTS.
A. HURRICANE CRISIS ACTION TEAM MEETING AGENDAS.
1. Preparedness.
2. Watch.
3. Warning.
4. Landfall.
5. Recovery.
B. GENERIC HURRICANE PROCEDURES TIME LINE: ACTIONS AND ITEMS TO CONSIDER.
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C. COMPUTER/TELEPHONE PROTECTION CHECKLIST.
D. RECOVERY ACTION TEAM SOP.
E. DEPARTMENT/DIVISION PROPERTY AND EQUIPMENT MITIGATION AND RECOVERY
PLAN.
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Attachment
PREPAREDNESS
HURRICANE CRISIS ACTION TEAM
Date:
A-1
AGENDA
(CAT) MEETING AGENDA
Members
❑ Office of City Mayor & Manager
❑ Public Works
❑ City Clerk
❑
❑ City Commission
❑
❑ Community Development
❑
❑ IT
❑
Cl Emergency Management
❑
❑ Finance
❑
❑ Building
❑
❑ Police
❑
❑ City Attorney's Office
❑
❑ Juvenile Justice
❑
❑ Grants
❑
❑ Human Resources
❑
Level Status of Storm
Emergency
U Preparedness
_1 1 :_i I
"_.,f \ i i l l . -, _
Item/Issue
Responsibility
Notes
1. Opening Comments
City Manager
2. Meteorological Forecast
EMC
3. Review, status of City CEMP
• All Departments/Divisions have reviewed?
EMC
4. Status of Departments/Divisions Hurricane Plans
• All Departments/Divisions plans updated?
• All Departments/Divisions staff trained on
plans?
EMC
5. Status of Departments/Divisions Preparedness
tasks (reference Departments/Divisions Hurricane
Task Sheets)
• Reports by Departments/Divisions
EMC
All
Departments/Div
isions
hurricane Plan
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Item/Issue
Responsibility
Notes
6. Status of M -D County preparedness
EMC
7. Status of School Board preparedness
EMC
8. Status of Continuity of Government Plans (COOP)
• Emergency Chain of Authority
• City Government Leaders Succession
• Line of Succession Departments/Divisions
Heads
City Manager
9. Financial Issues
Finance
10. Procurement Issues
Purchasing
11. FINANCE Record Keeping Rules
FINANCE
12. City Employee Preparedness Issues
Human
Resources
13. City Facility Preparedness Equipment Issues
All
Departments/Div
isions
14. City Equipment Readiness
All
Departments/Div
isions
15. EOC Readiness
EMC
16. Public Preparedness Outreach
PIO
ihi! I i( il. Phil
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Attachment A-2
WATCH AGENDA
HURRICANE CRISIS ACTION TEAM (CAT) MEETING AGENDA
Date:
Members
❑ Office of City Mayor & Manager
❑ Public Works
U City Clerk
❑
❑ City Commission
❑
❑ Community Development
❑
❑ IT
❑
❑ Emergency Management
❑
❑ Finance
❑
❑ Building
❑
❑ Police
❑
❑ City Attorney's Office
❑
❑ Juvenile Justice
❑
❑ Grants
❑
❑ Human Resources
❑
Level Status of Storm Emergency
..I . . . ._
J11 I.t . . .. f l
❑ Watch
J R. i
Item/Issue
Responsibility
Notes
I. Opening Comments
City Manager
2. Meteorological Situation
• All City Employees to Monitor Weather
Reports
EMC
3. Review CEMP Emergency Roles
EMC
4. Departments/Divisions Hurricane Plans Activated
• All Departments/Divisions Conduct General
Staff Readiness Meetings
EMC
5. Departments/Divisions Complete "Watch" Tasks
(Reference Departments/Divisions Hurricane Task
Sheets)
• Reports By Departments/Divisions
EMC
All
Departments/Div
isions
6. Unmet City Facility Issues
All
Departments/Div
isions
Hurricane Plan 10
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Item/Issue
Responsibility
Notes
7. City Equipment Issues
All
Departments/Div
isions
8. M -D County Known and Expected Actions
EMC
9. School Board Known and Expected Actions
EMC
10. Governor's Executive Order
EMC
11. Review Legal Issues
• Declaration of State of Local Emergency
• Evacuation Order
• Curfew Order
• Prohibition On Price -Gouging
• Unfair/Deceptive Trade Acts/Practices
City Atty.
12. Review Continuity of Government
• Emergency Chain of Authority
• City Managerial Succession
• Line of Succession Departments/Divisions
Heads
City Manager
13. Financial Issues
Finance
14. Procurement Issues
Purchasing
15. Review FINANCE Record Keeping Rules
FINANCE
16. City Employee Issues
• All Leave Canceled?
• Allow Employees to Prepare Home/Family
Human
Resources
City Manager
All
Departments/Div
isions
17. Activation of EOC
• Activation Level; EOC Staffing
City
Manager/EMC
EMC
18. Watch Alerts to Citizens
• Watch Alerts to Special Needs Citizens
City
Manager/EMC/P
IO
19. Media/PIO Issues/Decisions
• Issue Public Information Watch Statements
City
Manager/PIO
20. Review of Generic Hurricane Procedures Time
Line: Actions and Items to Consider
• Any Unmet Needs?
EMC
All
Departments/Div
isions
Hurricane Plan
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Attachment A-3
WARNING AGENDA
HURRICANE CRISIS ACTION TEAM (CAT) MEETING AGENDA
Date:
Members
❑ Office of City Mayor & Manager
❑ Public Works
U City Clerk
❑
U City Commission
❑
❑ Community Development
❑
❑ IT
❑
❑ Emergency Management
❑
❑ Finance
❑
LI Building
❑
U Police
❑
U City Attorney's Office
❑
❑ Juvenile Justice
❑
❑ Grants
❑
U Human Resources
❑
Level Status of Storm Emergency
i
J LuiJtLill
4 \y;iiih
J RA:L.0v.ery
❑ Warning
Item/Issue
Responsibility
Notes
1. Opening Comments
City Manager
2. Meteorological Situation
• All City Employees to Monitor Weather
Reports
EMC
3. Review CEMP Emergency Roles
EMC
4. Departments/Divisions Hurricane Plans Activated
EMC
5. Departments/Divisions Complete "Warning"
Tasks (Reference Departments/Divisions
Hurricane Task Sheets)
• Reports By Departments/Divisions
EMC
All
Departments/Div
isions
6. Unmet City Facility Issues
All
Departments/Div
isions
7. City Equipment Issues
All
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Item/Issue
Responsibility
Notes
Departments/Div
isions
8. M -D County Known and Expected Actions
EMC
9. School Board Known and Expected Actions
EMC
10. Governor's Executive Order
EMC
11. Review Legal Issues
• Declaration of State of Local Emergency
• Evacuation Order
Curfew Order
•• Prohibition On Price -Gouging
• Unfair/Deceptive Trade Acts/Practices
City Attorney
12. Review Continuity of Government
• Emergency Chain of Authority
• City Managerial Succession
• Line of Succession, Departments/Divisions
Heads
City Manager
13. Financial Issues
Finance
14. Procurement Issues
Purchasing
15. Review FINANCE Record Keeping Rules
FINANCE
16. City Employee Issues
• Dismiss Employees?
Human
Resources
City Manager
17. EOC Activated
• Activation Level; EOC Staffing
• EOC Linked to, Monitoring
Departments/Divisions Field Activities
• Warning Alerts to Citizens
• Warning Alerts to Special Needs Citizens
City
Manager/EMC
EMC
All
Departments/Div
isions
City
Manager/EMC/P
I0
18. Media/PIO Issues/Decisions
• Issue Public Information Warning Statements
City
Manager/PIO
19. Review of Generic Hurricane Procedures Time
Line: Actions and Items to Consider
• Any Unmet Needs?
EMC
All
Departments/Div
finrricane Plan 13
.June 21)09
City of Opa-Iocka,
Florida
HURRICANE
PLAN
Item/Issue
Responsibility
Notes
isions
Hurricane Plan
June 20119
14
City of Opa-locka,
Florida
HURRICANE PLAN
Attachment
LANDFALL
HURRICANE CRISIS ACTION TEAM
Date:
A-4
AGENDA
(CAT) MEETING AGENDA
Members
❑ Office of City Mayor & Manager
❑ Public Works
❑ City Clerk
❑
❑ City Commission
❑
❑ Community Development
❑
❑ IT
❑
❑ Emergency Management
❑
❑ Finance
❑
U Building
❑
❑ Police
0
❑ City Attorney's Office
0
❑ Juvenile Justice
❑
❑ Grants
❑
❑ Human Resources
❑
Level Status of Storm
Emergency
J l'rcpp,1k.JnL.,
❑ Landfall
❑ 11 atch
J 1:;:,. v Li'p
\\ arnim.
Item/Issue
Responsibility
Notes
1. Opening Comments
City Manager
2. Initial Damage Reports
EMC
3. CEMP
• Review Schedule of Emergency Functions,
Which Ones Needed?
• Emergency Response Objectives
EMC
City
Manager/All
Departments/Div
isions
City
Manager/EMC
4. Status of Departments/Divisions Tasks (Reference
Departments/Divisions Hurricane Task Sheets)
• Status of Departments/Divisions Response
Activities
EMC
5. M -D County Known and Expected Actions
EMC
Hurricane Plan
.tune 2009 15
City of Opa-Iocka,
Florida
HURRICANE PLAN
Item/Issue
Responsibility
Notes
6. School Board Known and Expected Actions
EMC
7. State and Federal Known and Expected Actions
EMC
8. Governor's Executive Order
EMC
9. Legal Issues
• Declaration of State of Local Emergency
• Evacuation Order
• Curfew Order
• Prohibition On Price -Gouging
• Unfair/Deceptive Trade Acts/Practices
City Attorney
10. Continuity of Government
• Emergency Chain of Authority
• City Managerial Succession
• Line of Succession, Departments/Divisions
Heads
City Manager
11. Financial Issues
Finance
12. Procurement Issues
Purchasing
13. Review FINANCE Record Keeping Rules
FINANCE
14. City Employee Issues
• Employees Home Or Secure
• Recall of Essential Employees, When?
Human
Resources
All
Departments/Div
isions
City Manager
15. City Equipment Issues
All
Departments/Div
isions
16. EOC Activated
• EOC Staffing
• EOC Linked to, Monitoring
Departments/Divisions Field Activities
City
Manager/EMC
EMC
All
Departments/Div
isions
17. Media/PIO Issues/Decisions
• Issue Emergency Information, Instruction
Statements
City
Manager/PIO
18. Review of Generic Hurricane Procedures Time
Line: Actions and Items to Consider
• Any Unmet Needs?
EMC
All
Departments/Div
isions
Hurricane Plan 16
.June 2009
City of Opa-Iocka,
Florida
HURRICANE PLAN
Item/Issue
Responsibility
Notes
Hurricane Plan
.June 2009
17
City of Opa-Iocka,
Florida
HURRICANE PLAN
Attachment A-5
RECOVERY AGENDA
HURRICANE CRISIS ACTION TEAM (CAT) MEETING AGENDA
Date:
❑ Office of City Mayor & Manager
Public Works
❑ City Clerk
❑ City Commission
❑ Community Development
❑ IT
❑ Emergency Management
❑ Finance
❑ Building
❑ Police
❑ City Attorney's Office
❑ Juvenile Justice
❑ Grants
❑ Human Resources
Level Status of Storm Emergency
1 >; ._ ,
-1 1 anJL
\A a t c I]
❑ Recovery
Vy .t I1 w _
Item/Issue
Responsibility
Notes
1. Opening Comments
City Manager
2. Damage and Disaster Impact Reports
EMC
3. Status of Departments/Divisions Tasks (Reference
Departments/Divisions Hurricane Task Sheets)
• Status of Departments/Divisions Recovery
Activities
EMC
4. M -D County Known and Expected Actions
EMC
5. School Board Known and Expected Actions
EMC
6. State and Federal Known and Expected Actions
• Federal/State Damage Assessment Schedule
EMC
7. Governor's Executive Order Status EMC
8. Legal Issues
City Attorney
1urricane Plan 18
.June 2009
City of Opa-Iocka,
Florida
HURRICANE PLAN
Item/Issue
Responsibili.t
Notes
• Curfew Order
• Prohibition On Price -Gouging
• Unfair/Deceptive Trade Acts/Practices
9. Financial Issues
Finance
10. Procurement Issues
Purchasing
11. Review FINANCE Record Keeping Rules
FINANCE
12. City Employee Issues
• Recall of Essential Employees, When?
• Other Employees Report to Work, When?
Human
Resources
City Manager
13. City Facility Status
All
Departments/Div
isions
14. Equipment Issues
All
Departments/Div
isions
15. EOC De -Activated, When?
City
Manager/EMC
16. Establishment of City Recovery Action Team
• Review Schedule of Recovery Functions,
Which Ones Needed?
• Recovery Objectives
• Membership, Meeting Schedule
City Manager
City
Manager/All
Departments/Div
isions
City
Manager/EMC
City Manager
17. Media/PIO Issues/Decisions
• Issue Recovery Information, Instruction
Statements
City
Manager/PIO
18. Review of Generic Hurricane Procedures Time
Line: Actions and Items to Consider
• Any Unmet Needs?
EMC
All
Departments/Div
isions
Hurricane Plan
19
.1 ti 2009 u
City of Opa-Iocka,
Florida
HURRICANE PLAN
Attachment B
BASIC HURRICANE
PROCEDURES
TIME LINE
BASIC HURRICANE PROCEDURES TIME LINE:
ACTIONS AND ITEMS TO CONSIDER
Note: The following tasks have been compiled and distilled from dozens of county and city hurricane time
delineation schedules and tasks. This list serves as a compendium of "likely tasks" based on previous
real world experiences by local governments. Any disaster will always be "situational". This list is not
intended to be the complete list or the final authority of tasks and actions. This list is intended to be
used as a "memory jogger" guide. It is anticipated that additional issues and tasks will emerge and will
be added to this list. This is to assist the city's administration in a time of crisis management to facilitate
services and decisions in a timely and orderly manner.
A. HURRICANE FACTS AND RULE OF THUMB.
❑ 1. Evacuation and sheltering should be complete before the arrival of the leading edge of sustained 39
mph winds (ck 39 mph radius on advisory)
❑ 2. Average Evacuation time for Dade Co. In CAT 1 = 12 hours
❑ 3. August error for NHC is 50 miles/12 hour (use this during analysis projection)
❑ 4. Mandatory evacuations will not be effected around peak traffic hours or night hours
❑ 5. At level 2 OEM, EOC Activation -send City Rep (Lt or Capt., OK)
• At level 3 and above send a decision maker (CFO or above)
❑ 6. Bridges: FDOT or Dade Co. Go to lockdown 8 hours prior to arrival of 39 mph winds.
❑ 7. Intercoastal Bridges will only open on the hour, prior to lockdown.
❑ 8. Blockage of water flow in Miami River due to debris or sunken boats will lead to serious flooding at
MIA, Opa-locka, etc.
❑ 9. Declaration of emergency by Opa-locka is key to state mutual aid, $, and support. County declaration
will include Opa-locka's.
❑ 10. Average rainfall estimate = speed of storm divided by 100.
B. PRE -STORM ACTIVITIES: 5 DAYS TO 72 HOURS.
❑ I. Activate storm tracking and assessment system.
❑ 2. Monitor weather.
❑ 3. Perform a hurricane vulnerability analysis of the threatening storm emergency and revise as situation
warrants.
Hurricane Plan
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City of Opa-locka,
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HURRICANE PLAN
❑ 4. Establish schedule, disseminate situation reports.
❑ 5. Begin and maintain a log of events and actions.
❑ 6. Briefs for City Manager and dept/div heads.
❑ 7. Establish liaison with appropriate governmental and nongovernmental emergency related officials,
agencies, organizations.
❑ 8. Disseminate hurricane preparedness information via broadcast and print media.
❑ 9. City Manager: issue public information statements as applicable.
❑ 10. Activate public information phone center/system, including TDD.
❑ 1 1. Preposition heavy equipment and operators with radios.
❑ 12. Establish and stage "rapid impact assessment teams" (initial damage assessment).
❑ 13. Solid Waste: street clean-up.
❑ 14. City property cleanup.
❑ 15. Pre -impact aerial photography (decision = $$).
❑ 16. Photo + video City properties; aerial contractor.
❑ 17. Notify vendors: food, water, ice, equipment, supplies.
❑ 18. Notify debris management contractor.
❑ 19. Locate area proximate to EOC Command Room for procurement operations.
❑ 20. Discuss, determine "emergency powers" succession.
❑ 21. Setup radio pools or lease.
❑ 22. Notify cell phone providers for possible need of additional cellular phones.
❑ 23. Pre position RACES operators.
❑ 24. Secure City vehicles (parking garages at warning).
❑ 25. Prepare, secure City offices and facilities.
❑ 26. Backup City computers (statement from computers).
❑ 27. Check contact numbers to county and State Warning Point.
1lurt-R-1
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21
City of Opa-locka,
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❑ 28.
❑ 29.
❑ 30.
❑ 31.
❑ 32.
❑ 33.
❑ 34.
❑ 35.
Employee Assistance and Deployment.
Top off fuel city-wide.
City vehicles and equipment are serviced and ready.
Secure City Parks; ID parks for FEMA ops, PODs, or LZs.
Setup PIO core group -Fire + PD -message out info for employees.
Set up Fire report codes (ex 98 +980) storm related.
All Departments/Divisions: review CEMP.
All Departments/Divisions review COOP.
HURRICANE PLAN
❑ 36. All Departments/Divisions to review Hurricane Plan + procedures 72 hours prior to landfall
(minimum).
• Review essential and non essential personnel assignments.
• Notify Employees.
• Ensure readiness of department resources, equipment, supplies, and personnel as per CEMP
responsibilities.
• Plan for pre -positioning of department resources to safe staging areas.
• Secure equipment and facilities.
• Procure and safely store post -storm supplies.
• Obtain maps, drawings and other emergency work job aids.
• Test backup generators and fuel.
• Check communications equipment. Radios, cell phones, chargers, batteries, etc.
• Schedule home time for employees to prepare for hurricane.
❑ 37. Essential employees: pack a "Hurricane Kit": sleeping Bag, shaving kit, food/snacks, drinks,
medications, change of clothes, etc.
❑ 38. Cancel leave?
❑ 39. Consider canceling upcoming meetings; clear your schedule.
❑ 40. Prepare for utilization of primary evacuation routes. Make temporary repairs to existing road
construction. Prepare to delay start of any new projects.
❑ 41. Consideration of ongoing special events in City (cancel?).
❑ 42. Ensure EOC readiness:
• Mobilize EOC computers.
• Assign EOC duties.
• Supplies to EOC.
EOC food orders + fire station food.
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HURRICANE PLAN
❑ 43. Update Hurrevac / Hurretrak / Hurricane Risk Decision Making Chart/Weather Advisory.
❑ 44. Begin event log.
❑ 45. Develop Action Plan and Timing Schedule.
❑ 46. Brief Crisis Action Team and Emergency Management Board.
• Issues: Potential Threat; Evacuation Potential; Evacuation Decision Timing; Special events in
area.
❑ 47. Schedule daily briefing by Emergency Management: time and place.
❑ 48. Review EOC staffing and procedures.
❑ 49. Conduct EOC Staff refresher training for E Team input.
❑ 50. Prepare EOC Facility:
• Run generator and check fuel; Supplies in EOC; Equipment set-up; Food coordination; Verify
operational readiness; Staff review SOPs.
❑ 51. Cancel any scheduled uses of EOC and Conference Rooms.
❑ 52. Notify EOC Building Security.
❑ 53. Begin Resource Tracking.
❑ 54. Regional Evacuation Coordination Conference Calls.
❑ 55. Conduct local conference call with all evacuation support agencies.
❑ 56. Preliminary draft of Emergency Declaration, Evacuation Order, Price Gouging Order.
❑ 57. Press Release and Media Briefings.
• Issues: Preparedness, safe harbor, family emergency plan.
❑ 58. Compile / Distribute Situation Report (how often? Insert times) and Incident Action Plan (how often?
Insert times).
• Issues: notify all essential personnel, inventory resources, fuel vehicles, protect facilities and
equipment, emergency purchases, recall off duty personnel.
❑ 59. Test communications equipment. (Which ones? List:)
❑ 60. Update Internet Website: Activation Page.
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City of Opa-locka,
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HURRICANE PLAN
❑ 61. Activate E Team.
❑ 62. Allow Staff time -off to Prepare Home and Family.
❑ 63. Notifications to Regional EOC
❑ 64. Re-evaluate threat and situation.
C. WATCH: 36 TO 72 HOURS.
❑ 1. Continue or complete any of the above tasks, activities as needed.
❑ 2. All Departments/Divisions:
• Activate Department Storm plans, SOPs.
• Initiate and maintain storm emergency logs.
• Document storm related costs: overtime, purchases, supplies expended.
• Ensure computer data is backed -up and safely stored.
• Provide for the security and protection of records and equipment.
• Unplug all electric equipment not being used for storm response.
• Secure facilities and non -emergency equipment.
• Activate roll -down shutters; install shutters.
• Inspect roof drains to ensure they are clear of debris.
• Clean up outside areas. Secure or store outside furniture, objects.
• Move equipment, files, and valuable materials from ground floor/flood prone areas; cover/secure
with visquine, plastic bags.
• If possible, rotate staffing to permit employees time to secure their homes and make arrangements
for the safety of their families.
• Complete required routine assignments as quickly as possible; prepare for post storm assignments
as per CEMP and COOP.
• Recall off -duty personnel.
• Place personnel on stand-by.
• As appropriate, cancel all days off and pending leaves; prepare duty rosters.
• Consider canceling upcoming meetings.
• Conduct employee identification card check; renew as needed.
• As appropriate, top off fuel tanks and service all vehicles, portable and emergency generators,
pumps, compressors and ventilators. Store extra fuel. Test backup generators.
• Insure vehicles and equipments are serviced and ready.
• Check all communication systems; bring to maximum effectiveness; ensure employee
familiarization.
• Issue protective gear to emergency personnel.
• Essential employees pack a "Hurricane Kit": sleeping bag, change of clothes, nonperishable
foods/snacks, drinks/bottled water, toiletries, prescription medicines, extra eyeglasses, flashlight,
portable radio/batteries, etc.
• Complete other "watch" tasks as per your Department Storm Plan.
• Respond to requests from Emergency Management Coordinator (EMC)/EOC.
❑ 3. Correct any deficiencies found in City facilities, vehicles, equipment utilized for emergency activities.
Hurricane Plan
June 2009
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City of Opa-locka,
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HURRICANE PLAN
❑ 4. Fuel essential vehicles.
❑ 5. Additional phones? Acquire.
❑ 6. Begin recording personnel time and equipment costs (all Departments/Divisions).
❑ 7. Designate areas for essential personnel, equipment, response units.
❑ 8. Arrange for parking, feeding, sleeping, and transportation for EOC workers.
❑ 9. Inventory resources.
❑ 10. Restrict entrance to EOC to essential personnel only.
❑ 11. Rumor Control Hot Line activated.
❑ 12. Issue public information "watch" statements.
• Advise citizens to secure their property for severe weather.
• Encourage citizens to acquire: food, water, ice.
• Advise businesses to secure their property for severe weather.
• Advise local grocers of potential threat.
• Advise construction companies to secure all construction sites of materials or equipment against
displacement by wind forces and to remove or secure portable toilets at job sites.
• Advise motel/hotel business of potential threat (encourage them to notify their residents).
• Advise nursing homes and ALFs to initiate emergency plans.
❑ 13. Monitor traffic conditions.
❑ 14. Implement emergency traffic control plan.
❑ 15. Portable toilets to shelter locations.
❑ 16. Sheltering ready? Coordinate with county.
❑ 17. Animal services are ready? Coordinate with county.
❑ 18. Emergency worker shelters at ready? Coordinate with county.
❑ 19. Briefings for Dept/Div heads (who brief their employees).
❑ 20. Advise critical facility operators to initiate preparedness activities according to their respective
response plans.
❑ 21. Generators, fuel, spare parts at critical facilities.
I1 rricrine Plan
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City of Opa-Iocka,
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HURRICANE PLAN
D. WARNING: 48 TO 36 HOURS.
❑ 1. Continue or complete any of the above tasks, activities as needed.
❑ 2. Close or limit general government services.
❑ 3. Close or limit businesses.
❑ 4. Determine time to announce closure of:
• public schools
• private schools
• county offices
• city offices
• state/federal offices
• private businesses
❑ 5. Advise cancellation of public social events.
❑ 6. Issue public information statements, as necessary.
❑ 7. Relocate essential emergency equipment and vehicles to predetermined locations.
❑ 8. Release city employees to complete personal preparations.
❑ 9. Evaluate traffic situations; correct deficiencies.
❑ 10. Activate traffic control plan (coordinate with county).
• Staff traffic control points.
• Notify tow truck businesses of potential emergency and pre -determined wrecker locations.
❑ 11. Advise recommended evacuation of the following residents:
• people with special needs
• people without transportation
• barrier islands
• low lying areas
• tourists
• mobile homes
• manufactured housing
• recreational vehicles
• campers
• live aboard boaters.
❑ 12. Coordinate emergency transportation requirements (vehicles, drivers, verification of people with
special needs).
❑ 13. Activate emergency transportation plan (coordinate with county).
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City of Opa-Iocka,
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HURRICANE PLAN
❑ 14. Advise utilities, critical facilities to initiate response plans for protecting equipment and facilities.
❑ 15. Coordinate state of local emergency with county.
❑ 16. Activate emergency worker family shelter(s)
❑ 17. Activate the following, if not already operational:
• phone bank
• emergency alert system
• weather channel
❑ 18. Confirm the following response activities are ready:
• general shelters
• special needs shelters
• emergency transportation resources
• traffic control
• emergency worker family shelters
E. WARNING: 36 TO 24 HOURS.
❑ 1. Continue or complete any of the above tasks, activities as needed.
❑ 2. Issue public information statements, as necessary.
❑ 3. Monitor media statements; correct incorrect or misleading information.
❑ 4. Issue evacuation, sheltering orders.
❑ 5. Alert employees assigned to emergency duties.
❑ 6. Verify operational readiness.
❑ 7. Conference calls with county and satellite cities/ EOCs.
❑ 8. Make all liaison phone calls.
❑ 9. Consider cancellation of vacations, etc. as required.
❑ 10. Track resources.
❑ 11. Prepare City facilities.
❑ 12. Fuel vehicles.
❑ 13. Equipment set up.
Hurricane Plan
June 21)09
27
City of Opa-locka,
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HURRICANE PLAN
❑ 14. Food coordination.
❑ 15. Test all communications equipment.
❑ 16. Resource needs.
❑ 17. Status of critical facilities.
❑ 18. Prepare preliminary draft of "State of Local Emergency" Declaration.
❑ 19. Activate EOC (Partial Activation as required).
❑ 20. Plan for EOC, departmental 24 -hour staffing.
❑ 21. Issue evacuation order for areas vulnerable to life threatening conditions.
❑ 22. Activate special needs shelters: coordinate with county.
• Transport to shelters.
❑ 23. Monitor public shelter conditions: coordinate with county.
❑ 24. Advise and coordinate shut down of public and private utility systems.
❑ 25. Observe traffic situations; correct deficiencies.
F. WARNING: 24 TO 12 HOURS.
❑ 1. Continue or complete any of the above tasks, activities as needed.
❑ 2. Monitor storm; Coordinate with county to assess threat
❑ 3. Full activation of EOC; begin 12 hour shifts.
❑ 4. Ensure Food arrival at EOC
❑ 5. Implement Refuge of Last Resort Plan upon Governor Direction (county)
❑ 6. Cease response activities (judgment call)
❑ 7. Brief Executive Policy Group: Issues: Shelters status; Refuge of Last Resort Implementation;
Evacuation Status; Time to cancel evacuation; Resource needed; Municipal status; Healthcare facility
status; Potential Curfews
❑ 8. EOC Briefing - full activation: Issues: Mutual Aid needs, preparation for arrival; Resource Tracking;
Evacuation Status; Shelter status; Refuge of last resort status; 24 hour staffing; Cease response
activities
❑ 9. Prepare EOC for Storm; Exterior doors, vehicles, generator
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City of Opa-Iocka,
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HURRICANE PLAN
❑ 10. Conference Call with County and Municipalities: Issues: Status of Evacuation; Resource Needs; Shelter
status; Traffic status.
U 11. Develop Incident Action Plan and Timing Schedule
❑ 12. Media Press Release / Media Briefing
❑ 13. Notify Homeless Population Service Providers of evacuation order
❑ 14. Release EAS Message
❑ 15. Close City Buildings
Cl 16. Stage City vehicles
❑ 17. Lock Down Draw Bridges
❑ 18. Regional Evacuation Coordination
❑ 19. Request staffing for building maintenance, phone support, and janitorial
U 20. Re-evaluate Threat
❑ 21. Update webpage
❑ 22. Continue Displays, SitReps, Press Releases, Website
❑ 23. Be aware always of what the County is doing and be prepared to support like activities ...i.e.
Evacuations, bridge lock downs, airports, public safety facilities.
❑ 24. Begin planning for post -storm planning activities; conduct initial planning meeting; develop incident
action plan:
• search and rescue
• emergency medical care
• care of dead
• security check points
• return of evacuees
• emergency ordinances
• preliminary damage assessment
• recovery center(s)
• points of distribution; locations?
• staging areas; locations?
• procurement of supplies
• public health monitoring
• crisis counseling
• assessment of community needs
• emergency relief assistance
Hurricane Ilan
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City of Opa-Iocka,
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HURRICANE PLAN
restoration of critical lifelines
volunteers
• donated goods
• removal of debris
• emergency worker stations
• building moratoria
• recovery task force
• Joint Field Office (fed/state/county)
• federal public assistance
• federal individual assistance; disaster assistance centers
❑ 25. At the onset of sustained winds of 40 mph or greater:
❑ 26. Issue public information statements announcing cessation of evacuation.
❑ 27. Open "refuges of last resort"; issue public information statements.
❑ 28. Cease: traffic control; emergency transportation; other?
❑ 29. Relocate all emergency personnel to shelter.
G. LANDFALL: 0 TO 24 HOURS.
❑ 1. Continue or complete any of the above tasks, activities as needed.
❑ 2. Establish, maintain communications with:
• emergency public shelters
• special needs shelters
• emergency worker family shelters
• emergency transportation providers
• hospitals
• nursing homes, ALFs
• utilities
• fire
• police
• public works
• EMS
• animal emergency care
❑ 3. Enact emergency resolutions, ordinances, suspensions of admin rules/procedures.
❑ 4. Brief Executive Policy Group: Damage assessment; Re-entry; Re -building Permits; Post Disaster
Redevelopment, Curfews.
❑ 5. Assess public information and media capabilities.
❑ 6. Provide press releases and interviews.
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City of Opa-Iocka,
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HURRICANE PLAN
❑ 7. Determine and prioritize emergency requirements; Establish Action Plan for next 24 hour period
❑ 8. Request relief assistance; determine: food, water, ice
❑ 9. Provide SitReps
❑ 10. Activate emergency purchase order system
❑ 11. Brief EOC on Response and Recovery Action Planning
❑ 12. Plan Post -storm Response Issues:
• Mutual Aid Request for Search and Rescue
• DMAT, DMORT
• Reentry
• Refuel vehicles
• Vehicle maintenance
• Generators, fuel, spare parts
• Security Issues
• Communications
❑ 13. Plan Post -storm Recovery Issues:
• Damage Assessment Team
• RIAT procedures
• Infrastructure assessment
• Distribution Sites
• Comfort Stations
• Debris Removal
• Mutual aid workers/housing
• Mass Care: medical, food, water, ice, shelter, hygiene products, crisis counseling.
• Pets, animals
• Temporary Housing
• Donations - designated only
• Building Moratoriums
• Building permits
• Extended morgue services
❑ 14. Identify and access locally available vendors and services
❑ 15. Review Resource and Financial Tracking requirements
❑ 16. Pre -identify potential staging areas for incoming mutual aid resources and position signs to direct
delivery vehicles
❑ 17. Maintain Status Updates
❑ 18. Update Status Boards
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HURRICANE PLAN
❑ 19. Brief Executive Policy Group,
Response Issues: Mutual Aid Assistance; Emergency Service capabilities; Search and Rescue;
Emergency Debris Removal
Recovery Issues: Impact Assessment of Infrastructure, Critical Facilities; Damage Assessment;
RIAT; Distribution Sites; Comfort Stations; Health Issues
❑ 20. Establish Incident Action Plan for next 24 hour period
❑ 21. Conduct municipal conference call on response and recovery status, resource needs, etc.
❑ 22. Assess mass care needs for: medical, food (fixed and mobile), water, ice, shelter, hygiene products,
crises counseling, etc.
❑ 23. RIAT staff assignments and impact assessment by EOC
❑ 24. Hosting RIAT: appoint city personnel as guides; arrange for transportation; provide maps of areas to be
surveyed, provide lat/long locations of landing zones
❑ 25. Assess status of infrastructure and need for assistance: Communications; Transportation; Healthcare;
Power; Water/Sewer
❑ 26. Assess status of critical facilities and need for assistance
❑ 27. Assess public information and media capabilities. Consider request for mobile radio transmitter, flyer
distribution through mobile feeding stations, information bulletins and staging area, distribution sites,
recovery center, comfort stations, community relations teams.
❑ 28. Provide Press release and interviews, Issues: Shelters open, comfort stations locations, medical
assistance available, call 911 for emergencies only
❑ 29. Emergency debris removal - mutual aid assistance needs, emergency contracts
❑ 30. Determine needs for mutual aid: search/rescue; City Attorney enforcement; fire/rescue; public works,
public health; EMS; emergency management; volunteers; donations (requests to county/state)
❑ 31. Limit air space to all but emergency traffic
❑ 32. Traffic control and security checkpoints - mutual aid assistance needs
❑ 33. Emergency curfew declaration
❑ 34. Ensure resource tracking
❑ 35. Assess need for staging area, distribution sites, recovery centers, comfort stations and coordinate:
location, staffing, resources, security, public information, volunteers, etc.
❑ 36. Evaluate 24 hour staffing of EOC and RRT assistance needs
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HURRICANE PLAN
❑ 37. Coordinate Re-entry: issuance of passes to residences; access to business owners; ongoing security;
barrier islands; press release; transportation options
❑ 38. Identify housing and feeding for incoming emergency workers
❑ 39. Relief of workers
❑ 40. Shelter status update, long term housing needs
❑ 41. Evaluate time to restore essential services: power, water, and sewer
U 42. Health Issues: Vaccinations; Disposal of Large Animals; Test restaurant food; Disposal of spoiled food;
Potable water testing
H. POST LANDFALL: 24 TO 96 HOURS.
❑ 1. Continue or complete any of the above tasks, activities as needed.
LI 2. Brief Executive Policy Group
• Response Issues: Mutual Aid Assistance; Emergency Service capabilities Search and Rescue;
Emergency Debris Removal; Mass Care Needs
• Recovery Issues: Impact Assessment of Infrastructure; Assessment of Critical Facilities; Damage
Assessment; Distribution Sites; Comfort Stations; Emergency building permits;
❑ 3. Appointment of local official to serve as applicant's agent
LI 4. Establish Incident Action Plan for next 24 hour period
❑ 5. Issue public information announcements
❑ 6. Activate, maintain recovery information hotline
❑ 7. Identify location and resource needs for Recovery Center, comfort stations, distribution sites, and
staging areas.
❑ 8. Identify location, resource and staffing needs for volunteer and donation collection site
❑ 9. Coordinate with State location of Disaster Recovery Center, and DFO
❑ 10. Distribute FEMA assistance information to employees and citizens
U 1 1. Coordinate debris removal requirements and contracts, collection sites, transfer stations, method of
disposal, hazmat, waterways, etc.
❑ 12. Evaluate time to restore essential services: power, water, and sewer
❑ 13. Building Inspections: mutual aid need
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❑ 14. Infrastructure Inspections: Roads, bridges, posts
❑ 15. Relief of field and EOC workers
❑ 16. Recovery resource needs: refrigeration trucks, vehicle maintenance (tires, etc.), generators, etc.
❑ 17. Continue damage assessment
❑ 18. Assess mass care needs and ensure needs are met: medical, food, water, ice, shelter, hygiene products,
crises counseling, etc.
❑ 19. Assess status of state and federal disaster assistance: individual assistance, SBA assistance, public
assistance, emergency payments, etc.
❑ 20. Activate Recovery Task Force:
• appoint city disaster recovery coordinator
• appoint city economic recovery coordinator
• appoint hazard mitigation coordinator
• review damage reports; identify mitigation opportunities
• determine recovery functions needed
• recommend emergency resolutions, ordinances
• recommend changes to land development regulations
• determine policies to guide community recovery
• determine unmet needs
• formulate committees to complete specific tasks
❑ 21. Begin FEMA public assistance program
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Attachment C
COMPUTER TELEPHONE PROTECTION CHECKLIST
COMPUTER / TELEPHONE PROTECTION CHECKLIST
A. STORM PREPARATION NECESSARY SUPPLIES:
❑ Garbage bags and Plastic Sheeting.
❑ Tape.
❑ Scissors.
❑ Labels.
❑ Sharpie Marker or Equivalent.
B. SHUT DOWN OF PC'S AND RELATED EQUIPMENT.
1. If an office has windows:
❑ Remove batteries from portable equipment such as laptops.
❑ Label PC, telephone and/or related equipment with your full name. Do not use initials.
U Wrap PC, telephone, and related peripherals with plastic bags. Place PC, telephone and/or related
equipment in a secure area away from windows.
2. If an office does not have windows:
❑ DO NOT relocate your PCs or related equipments including telephones.
❑ Unplug Dower source (power strip) from wall outlet.
U Remove batteries from laptops.
❑ Do not leave UPS/Power strips directly on the floor, place on top of hard drive/tower and wrap in
plastic bags.
U Leave hard drives/towers on floor but if possible elevate.
❑ Do not disconnect any cabling from the back of the computer. Leave keyboard, mouse, monitor, etc.
plugged into PC. Wrap PC, telephones, and related equipment in plastic bags.
C. STORM AFTERMATH
1. In the aftermath, if you suspect a PC or related equipment has sustained any type of damage, do not take part
in cleaning or setting it up. Let MIS perform this function. They will address the following questions:
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❑ Is the warranty in effect for this equipment?
❑ Will the warranty be voided by attempting to reactivate the damaged device?
2. The MIS department appreciates your efforts and assistance in protecting all computers, telephones, and
related equipment.
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Attachment D
RECOVERY ACTION TEAM SOP
RECOVERY ACTION TEAM SOP
A. PURPOSE.
1. To provide a coordination mechanism to oversee the recovery and reconstruction process and to serve as an
advisory committee to City officials responsible for recovery activities.
2. To establish uniform policies for effective coordination to accomplish City recovery tasks resulting from a
natural or technological emergency or disaster.
3. To recommend and coordinate efforts to restore normalcy to areas adversely impacted by the disaster.
4. To help identify mitigation opportunities and resources.
B. SCOPE.
Recovery actions following any emergency or disaster will be determined by the specific event. Federal,
state, and county agencies may be involved depending on the hazard and scope of the situation. The City of
Opa-locka will lead recovery activities within its jurisdiction.
C. POLICIES.
1. City Departments will support and act upon the recommendations of the RAT.
2. All individuals, department and agency representatives involved in recovery activities will be alert for
opportunities to lessen the effects of future emergencies or disasters. Any suggestions would be forwarded to
the Recovery Action Team.
3. City recovery activities will be coordinated with Miami -Dade County and the state/federal Disaster Field
Office (DFO), if activated, as appropriate.
D. ORGANIZATION.
1. The Recovery Action Team should be established by City ordinance, with the goals and scope of authority
clearly stated.
2. The composition of the Recovery Action Team will vary depending upon the nature of the disaster, size of
the staff and available resources. The RAT will be comprised of three (3) or more of the following officials
(as per draft Post Disaster Ordinance):
• City Manager.
• Emergency Management Coordinator (EMC).
• IT Director
• Police Chief
• Director of Planning.
• Director of Finance.
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• Public Works Director
• Building Official
3. Quorum. For all meetings of the Recovery Action Team those members present will constitute a quorum.
4. Emergency Review Board.
a. An Emergency Review Board is established in major or catastrophic disasters to review disputes arising
from the implementation of the City's recovery policies. The Emergency Review Board will consist of
two (2) representatives of City Commission, two (2) department heads, two (2) citizens at large, and
chaired by the City Manager. Decisions rendered by the Emergency Review Board are final.
b. The Emergency Review Board may refer and make recommendations to the appropriate City
department for any requests for modifications that are beyond those authorized in the Post Disaster
Ordinance.
c. For all meetings of the Emergency Review Board a quorum shall constitute five (5) members.
E. RESPONSIBILITIES.
1. Provide a vision of recovery for the City, and provide staff encouragement and support to ensure that the
community recovers as quickly and completely as possible.
2. Receive input from citizens and client groups on their recovery needs and issues.
3. Identify recovery priorities and goals.
4. Advise the City Commission on a wide range of post -disaster recovery, reconstruction, and mitigation issues.
5. Provide a framework of legal, financial, and human resources for disaster recovery.
F. CONCEPT OF OPERATIONS.
1. Recovery activities are operational in nature and begin while response operation activities are still underway.
For most events, these activities will begin in the City Emergency Operations Center (EOC) as staff work to
assemble data on the extent of damages.
2. A Recovery Planning Unit is established in the City EOC to begin the first draft of a "Recovery Incident
Action Plan (RIAP)" for use by the Recovery Action Team. The RIAP is based on situation, damage and
impacts assessments developed by the EOC Planning Section.
3. As the emergency response phase stabilizes, Emergency Management /EOC begin the coordination of
disaster recovery activities and recommend the activation of the Recovery Action Team as appropriate.
4. Activation of Recovery Action Team.
a. For post -disaster responsibilities, the Recovery Action Team will be activated and mobilized by a
disaster declaration made by the City Manager under the procedures set forth in the Opa-locka Post
Disaster Ordinance.
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f
b. Duration of Recovery Action Team. In the event of a disaster declaration, the Recovery Action Team
will activate and mobilize for a minimum period of sixty (60) days. Unless the City Commission
extends its tenure, the Post -Disaster Recovery Action Team's post -disaster function will deactivate after
60 days.
c. Repealing or Extending of the Recovery Action Team. The City Commission may, by resolution,
extend or repeal the activation of the Recovery Action Team.
5. Recovery and restoration activities for state, federal, and volunteer agencies will be coordinated by a joint
state/federal Disaster Field Office (DFO), if and when it is established.
• The activities of the RAT shall be coordinated with the DFO.
G. RECOVERY ACTION TEAM INITIAL ACTIVATION TASKS.
1. Receive and review damage reports and other analyses of post -disaster circumstances and to compare these
circumstances with mitigation opportunities identified prior to the disaster in order to identify areas for post -
disaster change and innovation. Where needed, the Recovery Action Team may review alternative
mechanisms for achieving these changes and recommend the coordination of internal and external resources
for achieving these ends.
2. Initiate recommendations for the enactment, repeal or extension of emergency ordinances and resolutions.
3. Review damage reports and other analyses of post disaster circumstances, compare these circumstances with
mitigation opportunities and identify areas for post disaster development changes.
4. Review the nature of damages, identify and evaluate alternate program objectives for repairs and
reconstruction, and formulate recommendations to guide community recovery.
5. Describe the organizational structure for recovery operations.
6. Formulate special committees and subcommittees as conditions may warrant.
7. Develop an organizational chart designating who is in charge of what and who reports to whom; designate
the internal control structure.
8. Display the organizational chart in an obvious place for the team's reference as well as other people coming
into the recovery office.
9. Use a white board for the organizational chart for easy revision; remember the recovery may take years.
10. List recovery activities assigned to each unit or section of the organizational structure.
11. Liaison with county, state and federal governments.
• Individual Assistance.
• Public Assistance.
• Hazard Mitigation.
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12. Liaison with voluntary agencies (VOLAGs).
13. Liaison with private sector (business and industry).
14. Meet with other recovery agencies to determine strategies.
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15. As conditions may warrant, appoint an Historic Rehabilitation Coordinator responsible for: evaluating the
extent and type of historic rehabilitation activities needed based upon assessments of damage; assisting the
Chief Building Official and staff in related historic resource rehabilitation activities; providing information
on historic resource rehabilitation and redevelopment in historic districts to interested parties to coordinate
and maximize such efforts; and fulfill other duties assigned by the City Commission.
16. Review relevant recovery plans and documents:
• Review the City Comprehensive Plan; associated maps or reports; zoning; subdivision building codes;
and other land development regulations or ordinances.
• Review the City Recovery Plan and schedule of RFs.
• Review the City's Post Disaster Recovery Ordinance.
17. Consider establishing a relationship with a "mentoring community" that has experienced a similar hazard
and completed a successful recovery effort.
• Obtain copies of their recovery plans, after -action reports, etc.
• Consider engaging a representative from that community in an advisory capacity.
H. DEVELOP A RECOVERY "INCIDENT ACTION PLAN."
1. Recovery Incident Action Plan (RIAP) Overview.
Developed by the Recovery Action Team.
Essential tool for the City in managing recovery operations.
If the City is to have a well planned and executed approach to resolving the recovery problems posed by
the disaster, the City must remain focused and unified in its efforts.
• The Recovery Incident Action Planning process is a key element to ensure that the entire City will be
focused and acting as a unified, coordinated community.
• If the City is going to move forward in a unified manner, there must be a clear understanding of what
goals are being pursued, what time frame is being used (the Operational Period) and how individual
City departments, business and industry, community organizations and individual efforts are a part of
the overall recovery effort.
2. The Recovery Incident Action Plan should:
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• Outline the City recovery management structure and management process.
• Describe the organizational networks and structures appropriate to recovery.
• Formalize arrangements for the effective management of the recovery process.
• Facilitate the recovery of affected individuals, businesses, infrastructure and City government as
quickly and practicably as possible.
• Involve all agencies with a role to play in the recovery process.
• Ensure community participation in the recovery process.
• Identify responsibilities and tasks of key agencies.
• Describe appropriate resource arrangements.
• Be as simple as possible.
3. Elements of the plan include:
a. Recovery Action Team Composition.
b. Priority of efforts.
(1) Activities that reestablish services that meet the physical and safety needs of the community: to
include water, food, ice, medical care, emergency access, continuity of governmental operations,
emergency communications, security of residents from harm, protection of possessions, health,
and temporary housing.
(2) Reestablishing infrastructure necessary for community reconstruction: i.e., electrical distribution
systems, potable water and sanitary sewer service, restoring medical and health care, rebuilding
damaged transportation facilities, and housing facilities.
(3) Restoring the City's economic base.
(4) Improving the City's ability to withstand the effects of future major or catastrophic hurricane
disasters.
- Phasing/milestones for recovery tasks.
Support requirements.
Coordination requirements.
Methodologies.
Reporting requirements.
I. CONTINUING ACTIONS, LONG TERM.
1. Liaison with relevant county, state, federal and private recovery agencies.
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2. Identify funding sources for mitigation and recovery projects, including state and federal assistance
programs, private -sector funding, and public donations.
3. Keep media informed on recovery program and status.
4. Monitor staffing arrangements.
5. Review resources and services on an ongoing basis.
6. Determine longer -term recovery measures.
7. Continue to monitor agency activities and reduce/withdraw services when appropriate.
8. Develop a community recovery planning process.
• Ensure active participation of members of the affected community.
• Assess reports gathered through outreach program to assess community needs.
9. Recommend and implement an economic recovery program, focusing on local community needs.
10. Recommend zoning changes in damaged areas.
1 1. Recommend land areas and land -use types that will receive priority in the recovery and reconstruction
process.
12. Recommend procedural changes for non -vital regulations and development standards to reduce
reconstruction time.
13. Recommend strategies to keep unlicensed and unethical contractors out of the area.
14. Initiate a property owner notification program to inform nonresident property owners of damages incurred to
their property and any post disaster requirements or restrictions imposed by local authorities.
15. Participate in the preparation of a community redevelopment plan.
16. Help develop replacement -housing strategies.
17. Recommend restoration priorities.
18. Review emergency actions and recommend amendments to the City's:
a. Post -Disaster Ordinance;
b. Comprehensive Plan;
c. Comprehensive Emergency Management Plan;
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d. Emergency Operations Center's Standard Operating Procedures; and 5) relevant Administrative
Policies.
19. Make recommendations for new ordinances, plans, codes, and /or standards to assist in recovery from future
disasters.
20. Recommend any changes in the Comprehensive Plan, Land Use and Development Regulations, or any other
ordinances, which it deems necessary or advisable to prevent recurring damage or mitigate hazards.
J.
SCHEDULE OF RECOVERY FUNCTIONS (RFs) AND PURPOSE STATEMENTS.
RF # 1
To articulate the vision of redevelopment in both the anticipation and in the
Recovery & Redevelopment
wake of a catastrophic natural disaster, and to use opportunities presented by
(The Vision)
disaster and lessons learned to improve the community.
RF # 2
Economic Restoration &
To establish a partnership between the City and the City's business
Development (Restoration of
community to restore the City's economy following disaster.
Business Community)
RF # 3
To ensure the continuing critical functions and services of the City
Continuation of Government
(COOP)
government while responding to and recovering from disaster.
RF # 4
To promote and facilitate the timely reentry of essential response and
Reentry, Security
recovery, government officials, property owners, business owners, media, etc.
RF # 5
The Public Information function will provide recovery information to citizens,
Public Information;
City employees, businesses and organizations concerning disaster recovery
Community Relations
operations and progress in reaching recovery milestones.
RF # 6
To continue to coordinate during recovery offers of assistance by volunteer
Volunteers & Donations
organizations, and work with federal and state organized efforts to collect and
distribute donated goods and volunteer services.
To provide a Finance ombudsman and to assist with disputes by directing
#
RFUnmet
citizens to the appropriate agency (ies) for resolution and to provide a means
Needs
of identifying and resolving disaster recovery needs.
RF # 8
Debris Management
To effectively manage debris generated by natural and man -caused disasters.
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RF # 9
To determine the disaster's impact on the City, determine recovery priorities,
Damage Assessment / Impact
Analysis
and identify resource needs for City disaster recovery.
RF # 10
Health (Long Term)
To identify threats to public health during the recovery period and to provide
remedies.
RF # 11
To ensure that a safe and healthful working and living environment is
Safety
maintained for City recovery personnel and others.
RF # 12
Repair & Restoration of Public
Infrastructure, Services &
To return the public infrastructure and the City's services to pre -event levels
or better.
Buildings
RF # 13
To provide an emergency permitting plan to streamline the permitting process
Emergency Permits &
Inspections
in the event of a disaster.
RF # 14
To provide for the physical rebuilding of the community, this necessarily
Rebuilding, Reconstruction,
Repairs, Restoration
includes the viability of commercial operations to support the residents.
To assist displaced people, emergency workers, businesses and the temporary
RF #15
workforce in locating temporary housing, and to allow and/or coordinate the
Temporary Housing
placement of temporary housing (housing that people occupy between the
time they leave the emergency shelter and the time they are able to move back
into their homes).
RF # 16
To identify individuals who are in need of various human services following a
Human Services
disaster and to meet those needs through coordination with public and private
organizations.
RF # 17
To inform disaster victims about the federal individual assistance programs
Individual Assistance
that are available and how to make application.
RF # 18
To identify and implement projects or programs that restore, enhance, or
Environmental Concerns
protect natural resources and open space (flood plains, wetlands, and wildlife)
from degradation to reduce impacts from natural disasters.
RF # 19
To prepare a post -disaster hazard mitigation plan that will define actions
Mitigation
during the recovery period that help prevent repeated future losses and reduce
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the City's vulnerability to natural hazards.
RF # 20
Recovery Administration &
Finance
To provide a framework for implementing administrative and financial
services necessary for disaster recovery.
RF # 21
Mutual Aid
To establish a Recovery Function (RF) to manage requests for mutual aid
assistance for the City, or to assist another local government.
RF # 22
Community Association
Coordination
To provide a means to coordinate Disaster Recovery Programs between the
City, Planned Unit Developments and Community Associations.
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Attachment E
DEPARTMENT/DIVISION PROPERTY & EQUIPMENT
MITIGATION & RECOVERY PLAN
Department/Division:
Building(s) Covered by this Plan:
Prepared By:
Revision Date:
Approved By:
Facility Emergency Management Coordinator (EMC)
Department/Division Head Date
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Table of Contents
A. Assignment of Responsibility.
B. Protection of Property and Equipment: Hurricane/High Wind Watch.
C. Protection of Property and Equipment: Hurricane Warning.
D. Post Hurricane.
Tab 1 Vehicle Assignments.
Tab 2 Administrative and Office Area Preparations.
Tab 3 Contact Information For Critical/Essential Operations.
Tab 4 Emergency Information Posting.
Tab 5 Building Damage Assessment Forms.
• Building Exterior Initial Damage Assessment
• Building Interior Initial Damage Assessment
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A. ASSIGNMENT OF RESPONSIBILITY.
1. A Facility Emergency Management Coordinator (EMC) (FEC) and Alternate shall be designated for each
departmental building/area.
Building;/Area(s)
FEC/Alternate Name
Phone Number/Cell
Email
2. The emergency plan instructions and responsibilities will be reviewed with staff each June.
3. A copy of the plan is provided in the following location(s):
• May be web location, physical location or both
4. If a hurricane watch is in effect on a Friday, Identify Person FEC or his/her designate may
activate portions or the entire plan in consideration of the weekend.
5. The form found in Appendix IV is posted in conspicuous locations to alert building occupants of the identity
of the FEC's and the location of the plan.
B. PROTECTION OF PROPERTY AND EQUIPMENT: HURRICANE/HIGH WIND WATCH.
1. Vehicles: Vehicles should be fully fueled following announcement of a hurricane watch/high wind watch for
the Opa-locka area or when ordered by the Director of Fleet Maintenance which ever is sooner. Each
primary user or user group is responsible for accomplishing this task. See Appendix I
2. Area Surrounding Buildings: A general survey should be conducted around each building and rooftop where
accessible following announcement of a hurricane watch for Opa-Iocka. Loose items should be brought
inside or secured to prevent loss or damage by wind.
Identify Person is responsible for securing the area around Building(s).
3. Computer and Data Systems: A full backup of the computer system should be conducted in the event a
Hurricane Watch is issued. Backed up information should be stored in two separate locations.
Identf Person and Identify Person
are responsible for coordinating
computer related defensive actions deemed appropriate.
4. General Office Areas: The guidance found in Tab 2 should be made available/distributed to affected parties
as appropriate.
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C. PROTECTION OF PROPERTY AND EQUIPMENT: HURRICANE WARNING.
1. Vehicles: In the event a hurricane warning is issued all vehicles covered by this plan shall be parked in a
secure location. The interior sections of parking garages or in lots away from trees are appropriate. Each
primary user or user group is responsible for accomplishing this task. See Appendix I.
• Our vehicles are parked Identify Area/Garage
• Vehicle keys should be labeled and kept Identify Area
2. General Office Preparation: When a hurricane warning is issued individual offices and work areas should
be checked and "storm readied" by the assigned employee in accordance with the guidance in Appendix II.
Close and lock all windows. Turn off and unplug all electrical equipment. Computers and other electrical
equipment should be moved away from windows. Disconnect computers from data lines. After completion if
there are known absences in a group, other group members should storm ready the work area for those
absent. Following completion of this duty those not assigned other tasks should leave City property in a
manner as directed by official directive from the City Manager or his designee.
Note: In general, staff will be expected to leave City property once operations
cease as a result of a City Manager directive. It is understood that specific
operations must be maintained throughout the event. Plans should be
developed to address the needs of these operations and support staff. Contact
should be established with the City Emergency Operations Center and
3. Critical/Essential Operations: If staff must remain on -site to maintain critical/essential operations
additional planning beyond the scope of this template is required for that portion of the activity.
D. POST HURRICANE.
1. As soon as it is safe to do so, Facility Emergency Management Coordinator (EMCs) or building assessment
staff should return.
2. A damage survey using the forms located in Appendix V should be conducted. Depending on guidance from
the City Manager or his designee at the time of the assessment, report the conditions of their buildings to the
Emergency Operations Center, or the appropriate Department coordinator if there are several facilities within
a particular department. It is important to document damage and include photographs to ensure ability to
recover FEMA reimbursement. A notation of the location (such as a hand-written sign on a pad of paper)
should be included in the photo to document location (building and room number).
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Tab I
VEHICLE ASSIGNMENTS
Vehicles Parked At:
Vehicle #
Responsible Person
Done
Key Location
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Tab 2
ADMINISTRATIVE AND OFFICE AREA PREPARATION
A. GENERAL PREPARATIONS FOR HURRICANES.
1. Hurricanes are dangerous storms and can threaten the safety and operation of work areas. Plans should be
developed well in advance to insure the protection of valuable equipment, and data. Once a hurricane watch
is issued, these plans should be implemented in your areas in preparation for the hurricane. Here are some
tips to help prepare for hurricanes.
When a hurricane watch is issued, make necessary preparations to secure equipment and materials.
When a hurricane warning is issued, suspend normal operations in the individual work areas. Plan to
shut operations down within three hours of an initial hurricane warning. Don't count on the
availability of power or water after onset of event and for several days following.
Remove any equipment or supplies stored or mounted in outdoor or rooftop locations once a watch or
warning is announced (based on ease of removal and set-up).
Check emergency phone numbers. Update emergency notification lists and post on office door or other
designated area. You may consider temporarily posting an expanded list with all personnel phone,
pager, and cellular phone numbers if the City is to be closed.
Let the Emergency Operation Center know if essential persons will need to remain in your building.
Remember, You must take responsibility to protect your own buildings or work areas. Plan
ahead and implement your plan as soon as a hurricane watch is issued. The following
checklist can help with assignment of responsibilities for preparation within work areas. Not
all checklist items are appropriate for all areas.
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B. ASSIGNMENTS FOR BUILDING AND/OR OFFICE AREAS.
Not all checklist items are appropriate for all areas. Modem as needed.
ASSIGNMENTS FOR BUILDING AND/OR OFFICE AREAS
Area, Equipment,
Tasks
Location(s)
STAFF RESPONSIBLE
Special Concerns/
Completed
Primary
Alternate
ACTION:
Fuel and move city
vehicles to a safe
location.
Unplug computers,
printers and all other
electrical equipment
(except freezers and
refrigerators).
Turn down refrigerators
and freezers to the
lowest practical settings
and plug into emergency
power where available.
Protect valuable files in
place or move to a safe
location.
Back-up computer files,
make more than one
copy and store in several
different locations.
Check emergency phone
numbers. Update
emergency notification
lists. Add temporary
contact information if
staying at a different
location.
Cover and secure or seal
vulnerable equipment
with plastic.
Remove all equipment
and supplies stored or
mounted in outdoor
locations.
Remove equipment and
supplies from the floor
in areas that may flood.
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C. ADMINISTRATIVE AREA PREPARATIONS FOR HURRICANES.
Hurricanes are dangerous storms and can threaten the safety and operation of administrative and support
areas and therefore the overall functioning of the City. Plans should be developed well in advance of a
hurricane to insure the protection of valuable equipment, records and data. Once a hurricane watch is issued,
these plans should be implemented in your areas in preparation for the hurricane. Here are some tips to help
prepare for hurricanes:
• Plan ahead. Plan what you will need to do at work and at home to prepare for the storm.
• Stay calm; listen to weather and emergency radios.
• Back up computer hard drives and software. Shut down computers and protect peripherals.
• Store software and data disks in a dry place at shoulder level like the top drawer of a filing cabinet.
• Valuable items in your office should be moved and secured away from windows.
• Lock windows and close blinds.
• Make sure vehicles have adequate fuel. Fill up those with 3/4 tank or less.
• Park vehicles in a safe location away from trees and in areas not prone to flooding.
• Unplug electrical equipment such as computers, printers, clocks, radios, etc...
• Cover large valuables with plastic for protection.
• If remaining in a building, stay inside, away from windows and near the center of the building.
• Leave for your home or designated safety area well before the hurricane hits.
• Use battery operated flashlights and lanterns. Don't use any open flames for li2htinR.
DON'T
• Don't panic!
• Don't call 911 or other emergency numbers for general or non -emergency information.
• Don't go outside during the storm.
• Don't work with electrical equipment during the storm.
• The following checklist can help with assignment of responsibilities for preparation within
administrative and office areas. Not all checklist items are appropriate for all areas.
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D. ASSIGNMENTS FOR SECURING ADMINISTRATIVE AND OFFICE AREAS.
ASSIGNMENTS FOR SECURING ADMINISTRATIVE AND OFFICE AREAS
Area, Equipment
Location(s)
STAFF RESPONSIBLE
Special Concerns Completed
Primary
Alternate
ACTION:
Fuel and move city
vehicles to a safe
location
Back-up computer files,
make more than one
copy and store in several
different locations.
Cover and secure or
encase and seal
vulnerable equipment
with plastic.
Valuable files and papers
should be moved or
cabinets covered in
plastic and secured.
Unplug computers,
printers and other
electrical equipment
(exception refrigerators
and freezers).
Move equipment and
other valuables away
from windows, off the
floor, and to interior
areas of the building.
(Tag moved equipment
for easy identification
and retrieval).
In areas subject to
flooding: If necessary,
relocate valuable
equipment and other
valuables to a higher
floor. (Tag moved
equipment for easy
identification and
retrieval).
Clear desktops, tables
and exposed horizontal
surfaces of materials
subject to damage.
Hurricane Plan
54
.June 2009
City of Opa-Iocka,
Florida
HURRICANE PLAN
•
Take personal
possessions home.
All
Close and lock office
door when complete.
Other
Other
Hurricane Plan
June 2009
55
City of Opa-Iocka,
Florida
Blank Intentionally
HURRICANE PLAN
Hurricane Plan
June 20119
56
City of Opa.•locka,
Florida
HURRICANE PLAN
Tab 3
CONTACT INFORMATION FOR CRITICAL/ESSENTIAL OPERATIONS
Building # / Name
Contact Name
Phone Number(s)
During Event
Required Activity
Fax to EOC only after hurricane/high wind warning is issued to ensure correct information is provided.
Hurricane Plan
June 2009
57
City of Opa-Iocka,
Florida
HURRICANE PLAN
Blank Intentionally
Hurricane Plan
June 2009
58
City of Opa-Iocka,
Florida
HURRICANE PLAN
Tab 4
EMERGENCY INFORMATION POSTING
2009 Natural Disaster/Hurricane Plan
Information
The Facility Emergency Management Coordinator
(FEC) For This Facility Is:
Office Location:
Phone:
Email:
The Alternate Emergency Coordinator (FEC) For This
Facility Is:
Office Location
Campus Phone
Email
The Building Emergency Plan Is Available For Review
In The Following Location:
Identify Room and/or Web Address:
Identifi, Person
Identify Person
Please complete and post this form (or an equivalent) in areas where notices are
generally posted within your area.
Hurricane I'lan
.lime 2009
59
City of Opa-Iocka,
Florida
Blank Intentionally
HURRICANE PLAN
Hurricane Plan
June 2009
60
City of Opa-locka,
Florida
HURRICANE PLAN
Tab 5
BUILDING DAMAGE ASSESSMENT FORMS
BUILDING EXTERIOR
INITIAL DAMAGE ASSESSMENT
BUILDING NAME: BUILDING #
STORM /EVENT: ASSESSMENT DATE:
ASSESSMENT BY:
BUILDING
AREA
CAUSE*
DAMAGE COMMENTS
PHOTO
IMMEDIATE
ACTION
Roof
Soffits
Gutters
Entry
Stairs
Landscaping
Walls
Fences
Gates
Power
Other
Other Action Required/Comments:
*Cause Code
1= Impact F = Flood W = Wind L = Lightning DR = Wind Driven Rain/Leaks
WD = Water through Storm Related Bldg Damage/Failure
11 ri, ,uir 1 'Lt
Jim, '1110) 61
City of Opa-locka,
Florida
HURRICANE PLAN
BUILDING INTERIOR INITIAL DAMAGE ASSESSMENT
BUILDING NAME: BUILDING #
STORM /EVENT: ASSESSMENT DATE:
ASSESSMENT BY:
ROOM # :
RITEM
CAUSE*
DAMAGE COMMENTS
PHOTO
IlVIl1D NTE
CTI
Carpet
Floor
Walls
Ceiling Tile
Ceiling, Other
Windows
Built "Ins"
Furnishings
Light Fixtures
HVAC
Other Action Required/Comments:
*Cause Code
1 = Impact F = Flood W = Wind L = Lightning DR = Wind Driven Rain/Leaks
WD = Water through Storm Related Bldg Damage/Failure
Hurricane Plan
62
June 2009
City of Opa-Iocka,
Florida
Section II
DEPARTMENT/DIVISION TASKS
DEPARTMENT/DIVISION TASKS
City Mayor/ City Commission
City Manager's Office
Emergency Management
Police
Finance and Administration
Human Resources
Community Development
Code Enforcement
Building Department
City Clerk Office
City Attorney
Information Technology
Juvenile Justice
Parks and Recreation
Public Works
General (For Use with Department/Divisions Not Referenced Individually)
HURRICANE PLAN
Hurricane Plan
June 2009
63
City of Opa-locka Hurricane Plan
Appendix A
Acronyms and Abbreviations
AAR After -Action Report
AFB Air Force Base
AM Area Manager
AMS Aerial Measuring System
ANSIR Awareness of National Security Issues and Response
Program
AOC Administrative Offices of the Courts
APHIS Animal and Plant Health Inspection Services
ARAC Atmospheric Release Advisory Capability
ARC American Red Cross
ARES Amateur Radio Emergency Service
ARG Accident Response Group
ARS Agriculture Research Service
ATC Air Traffic Control
ATSD(CS) Assistant to the Secretary of Defense for Civil Support
BDC Bomb Data Center
CAP Civil Air Patrol; also Corrective Action Program
CATS Consequence Assessment Tool Set
C/B Chemical/Biological
CBIAC Chemical and Biological Defense Information and Analysis
Center
CBRNE Chemical, Biological, Radiological, Nuclear, and Explosive
CDC Centers for Disease Control and Prevention
CDRG Catastrophic Disaster Response Group
CEPPO Chemical Emergency Preparedness and Prevention Office
CERCLA Comprehensive Environmental Response,
Compensation, and Liability Act
CFR Code of Federal Regulations
CHEMTREC Chemical Transportation Emergency Center
CHFS Cabinet for Health and Family Services
CHPPM Center for Health Promotion and Preventive Medicine
CIAO Critical Infrastructure Assurance Office
CIRG Critical Incident Response Group
CM Consequence Management
CMU Crisis Management Unit (CIRG)
COG Continuity of Government; also Council of Governments
COOP Continuity of Operations
CPG Civil Preparedness Guide
CRU Crisis Response Unit
Hurricane Preparedness and Response Procedures
1
City of Opa-locka Hurricane Plan
CSEPP Chemical Stockpile Emergency Preparedness Program
CST Civil Support Teams
CW/CBD Chemical Warfare/Contraband Detection
DECON Decontamination
DEP Department of Environmental Protection
DEST Domestic Emergency Support Team
DFO Disaster Field Office
DHHS Department of Health and Human Services
DHS Department of Homeland Security
DMA Department of Military Affairs
DMAT Disaster Medical Assistance Team
DMORT Disaster Mortuary Operational Response Team
DMCR Disaster Management Central Resource
DO Duty Officer
DoD Department of Defense
DOE Department of Energy
DOJ Department of Justice
DOT Department of Transportation
DPP Domestic Preparedness Program
DRC Disaster Recovery Center
DTCTPS Domestic Terrorism/Counter Terrorism Planning Section
(FBI HQ)
DWI Disaster Welfare Inquiry System
EAS Emergency Alert System
ECBC Edgewood Chemical Biological Center (formerly SBCCOM)
EHS Extremely Hazardous Substance
EMA Emergency Management Agency
EMAC Emergency Management Assistance Compact
EM Emergency Management
EMI Emergency Management Institute
EMS Emergency Medical Services
EO Executive Order
EOC Emergency Operations Center
EOD Explosive Ordinance Disposal
EOP Emergency Operations Plan
EPA U.S. Environmental Protection Agency
EPCRA Emergency Planning and Community Right -to -Know Act
EPI Emergency Public Information
EPPC Environmental and Public Protection Cabinet
ERG Emergency Response Guide
ERT Emergency Response Team/Environmental Response Team
ERT-A Emergency Response Team — Advance Element
ESF Emergency Support Function
EST Emergency Support Team
EU Explosives Unit
Hurricane Preparedness and Response Procedures
2
City of Opa-locka Hurricane Plan
FAD Foreign Animal Disease
FBI Federal Bureau of Investigation
FCC Federal Communications Commission
FCO Federal Coordinating Officer
FEMA Federal Emergency Management Agency
FNF Fixed Nuclear Facility
FNS Food and Nutrition Service
FOC Field Operations Center
FOG Field Operating Guide
FRERP Federal Radiological Emergency Response Plan
FRMAC Federal Radiological Monitoring and Assessment Center
FS Forest Service
GAR
GIS
Governors Authorized Representative
Geographical Information Systems
HA Hazard Analysis
HazMat Hazardous Material(s)
HEPA High -Efficiency Particulate Air
HMRU Hazardous Materials Response Unit
IAP Incident Action Plan
IC Incident Commander
ICC Incident Command Center
ICP Incident Command Post
ICS Incident Command System
IMS Incident Management System
IMT Incident Management Team
IND Improvised Nuclear Device
1ST Incident Support Team
IT Information Technology
JCAHO Joint Commission on Accreditation of Healthcare
Organizations
JFO Joint Field Office
JIC Joint Information Center
JIS Joint Information System
JOC Joint Operations Center
JTF-CS Joint Task Force for Civil Support
LNO
LO
Liaison Officer
Logistics Officer
MA Mutual Aid
MAA Mutual Aid Agreement
MHz Megahertz
MMRS Metropolitan Medical Response System
MOA Memorandum of Agreement
Hurricane Preparedness and Response Procedures
3
City of Opa-locka Hurricane Plan
MOU Memorandum of Understanding
MSCA Military Support to Civil Authorities
NAP Nuclear Assessment Program
NAWAS National Warning System
NBC Nuclear, Biological, and Chemical
NCP National Contingency Plan
NDMS National Disaster Medical System
NEST Nuclear Emergency Search Team
NETC National Emergency Training Center
NFA National Fire Academy
NFIP National Flood Insurance Program
NHC National Hurricane Center
NIMS National Incident Management System
NIPC National Infrastructure Protection Center
NMRT National Medical Response Team
NOAA National Oceanic and Atmospheric Administration
NRC National Response Center or Nuclear Regulatory
Commission
NRF National Response Framework
NRP National Response Plan
NRT National Response Team
NSC National Security Council
NTIS National Technical Information Service
NWS National Weather Service
ODP Office for Domestic Preparedness (DHS)
OIG Office of the Inspector General (USDA)
OSC On -Scene Commander
OSFM Office of State Fire Marshall
OSHA Occupational Safety & Health Administration
PA Public Assistance
PAZ Protective Action Zone
PDA Preliminary Damage Assessment
PDD Presidential Decision Directive
PHS Public Health Service
PIO Public Information Officer
PL Public Law
POC Point of Contact
POD Point of Distribution
PPE Personal Protective Equipment
PSA Public Service Announcement
PUC Public Utilities Commission
RACES Radio Amateur Civil Emergency Services
RAP Radiological Assistance Program
RCRA Research Conservation and Recovery Act
Hurricane Preparedness and Response Procedures
4
City of Opa-locka Hurricane Plan
RDD Radiological Dispersion Device
REACT Radio Emergency Assistance Communications Team
REAC/TS Radiation Emergency Assistance Center — Training Site
RERP Radiological Emergency Response Plan
RNAT Rapid Needs Assessment Team
ROC Regional Operations Center
RQ Reportable Quantity
RRIS Rapid Response Information System (FEMA)
RRT Regional Response Team (also Rapid Response Team)
RSA Revised Statutes Annotated
SA Staging Area
SAC Special Agent in Charge (FBI)
SAR Search and Rescue
SARA Superfund Amendments and Reauthorization Act of 1986
(also known as EPCRA)
SBCCOM Soldier and Biological Chemical Command (U.S.
Army) (now known as ECBC)
SCBA Self -Contained Breathing Apparatus
SCO State Coordinating Officer
SEB State Emergency Board
SEOC State Emergency Operations Center
SERC State Emergency Response Commission
SERT State Emergency Response Team
SIOC Strategic Information and Operations Center (FBI HQ)
SITREP Situation Report (Also SitRep)
SLG State and Local Guide
SO Safety Officer
SOG Standard Operating Guide
SOP Standard Operating Procedure
SP State Police
SWP State Warning Point
TPQ Threshold Planning Quantity
UC Unified command
UCS Unified Command System
UHF Ultra High Frequency
USDA United States Department of Agriculture
US&R Urban Search and Rescue
VA Department of Veterans Affairs
VHF Very High Frequency
VS Veterinary Services
WMD Weapons) of Mass Destruction
WMD-CST WMD Civil Support Team
WS Wildlife Services
Hurricane Preparedness and Response Procedures
5
City of Opa-locka Hurricane Plan
Appendix B
Terms and Definitions
Aerosol — Fine liquid or solid particles suspended in a gas, for example, fog or
smoke.
After Action Review — An After Action Review (AAR) is a learning tool intended
for the evaluation of an incident or project in order to improve performance by
sustaining strengths and correcting weaknesses. An AAR is performed as
immediately after the event as possible by the personnel involved. An AAR
should encourage input from participants that is focused on (1) what was
planned, (2) what actually happened, (3) why it happened, and (4) what can be
done in the future. It is a tool that leaders and units can use to get maximum
benefit from the experience gained on any incident or project.
Agency — A division of government with a specific function offering a particular
kind of assistance.
Agency Representative — A person assigned by a primary, assisting, or
cooperating government agency or private entity that has been delegated
authority to make decisions affecting that agency's or organization's participation
in incident management activities following appropriate consultation with the
leadership of that agency.
Amateur Radio — A service of radio communications, performed by persons
interested in the radio art solely for personal gain and without pecuniary interest.
Operates in the public interest, convenience or necessity, therefore is available
for use in emergency situations.
Area Command — An organization established (1) to oversee the management
of multiple incidents that are each being handled by an ICS organization or (2) to
oversee the management of large or multiple incidents to which several Incident
Management Teams have been assigned. Area Command has the responsibility
to set overall strategy and priorities, allocate critical resources according to
priorities, ensure that incidents are properly managed and ensure that objectives
are met and strategies followed. Area Command becomes Unified Area
Command when incidents are multijurisdictional. Area Command may be
established at an emergency operations center facility or at some location other
than an incident command post.
Biological Agents — Living organisms or the materials derived from them that
cause disease in or harm to humans, animals, or plants or cause deterioration of
material. Biological agents may be used as liquid droplets, aerosols, or dry
powders.
Hurricane Preparedness and Response Procedures
6
City of Opa-locka Hurricane Plan
Branch — The organizational level having functional or geographical
responsibility for major aspects of incident operations. A branch is
organizationally situated between the section and the division or group in the
Operations Section, and between the section and units in the Logistics Section.
Branches are identified by the use of Roman numerals or by functional area.
Catastrophic Disaster — For the purposes of this plan, a catastrophic disaster is
defined as an event that results in large numbers of deaths and injuries; causes
extensive damage or destruction to facilities that provide and sustain human
needs; produces an overwhelming demand on State and local response
resources and mechanisms; causes a severe long term effect on general
economic activity; and severely affects State, local, and private sector
capabilities to begin and sustain response activities.
CERCLA Hazardous Substance — A Superfund Hazardous Substance listed in
Table 302.4 of 40 CFR Part 302.4, which mandates facilities to comply with
specific release notification requirements under CERCLA and Title I I I .
(Reportable Quantity Chemicals).
Chain of Command — A series of command, control, executive, or management
positions in hierarchical order of authority.
Chemical Agent — A chemical substance that is intended to kill, seriously injure,
or incapacitate people through physiological effects. Generally separated by
severity of effect: lethal, blister, and incapacitating.
Chemical Transportation Emergency Center (CHEMTREC) — A chemical
information center provided by the Federal Government as a source of first
response advice in substance/chemical spills. CHEMTREC can usually put
those on scene at an emergency in touch with the product shippers.
Chief — The ICS title for individuals responsible for management of function
sections: Operations, Planning, Logistics, and Finance/Administration.
Civil Air Patrol (CAP) — A civilian auxiliary of the United States Air Force. The
CAP provides volunteer pilots, aircraft, communications and ground personnel for
emergency use in search and rescue, messenger service, light transport flights,
airborne communications, ground search and reconnaissance support.
Civil Disturbance — The degeneration of a law-abiding group into an unruly,
unmanageable and law challenging mob.
Civil Preparedness Guide (CPG) — A FEMA Publication which provides
guidance to State and Local Emergency Preparedness Directors and others with
emergency responsibilities.
Command Staff — In an incident management organization, the Command Staff
consists of the Incident Command and the special staff positions of Public
Hurricane Preparedness and Response Procedures
7
City of Opa-locka Hurricane Plan
Information Officer, Safety Officer Liaison Officer, and other positions as
required, who report directly to the Incident Commander. They may have an
assistant or assistants, as needed.
Comprehensive Environmental Response, Compensation, and Liability Act
of 1980 (CERCLA) — Legislation (PL 96-510) covering hazardous substance
releases into the environment and the cleanup of inactive hazardous waste
disposal sites. CERCLA established the "Superfund" to provide resources for
these cleanups. Amended and extended by SARA. (See CERCLA).
Consequence Management — Measures to protect public health and safety,
restore essential government services, and provide emergency relief to
governments, businesses, and individuals affected by the consequences of
terrorism. State and local governments exercise primary authority to respond to
the consequences of terrorism (Source: Federal Response Plan [FRP] Terrorism
Incident Annex, page TI -2, April 1999). The Federal Emergency Management
Agency (FEMA) has been designated the lead agency for consequence
management to ensure that the FRP is adequate to respond to terrorism.
Additionally, FEMA supports the Federal Bureau of Investigation (FBI) in crisis
management.
Continuity of Government (COG) — Efforts to maintain the governmental body
and identify emergency delegation of authority in accordance with applicable
laws, during emergencies or disasters. COG planning ensures continued line of
governmental authority and responsibility.
Continuity of Operations (COOP) — Efforts in which individual departments and
agencies ensure the continuance of essential functions/services during
emergencies or disasters. COOP also includes activities involved with relocation
to alternate facilities.
Continuity of Operations (COOP) Plan — A contingency plan that provides for
the deliberate and planned deployment of pre -identified and trained personnel,
equipment and supplies to a specific emergency relocation site and/or the
transfer of essential functions to another department, agency or organization.
Crisis Management — This is the law enforcement aspect of an incident that
involves measures to identify, acquire, and plan the resources needed to
anticipate, prevent, and/or resolve a threat of terrorism. The FBI is the lead
agency for crisis management for such an incident. (Source: FBI) During crisis
management, the FBI coordinates closely with local law enforcement authorities
to provide successful law enforcement resolution to the incident. The FBI also
coordinates with other Federal authorities, including FEMA (Source: Federal
Response Plan Terrorism Incident Annex, April 1999.)
Critical Incident Stress Debriefing Team (CISD) — CISD is a counseling and
educational group process designed specifically for emergency response
workers to mitigate the impact of a critical incident on personnel and to
Hurricane Preparedness and Response Procedures
8
City of Opa-locka Hurricane Plan
accelerate recovery in normal people experiencing normal reactions to totally
abnormal events.
Cyber-terrorism — Malicious conduct in cyberspace to commit or threaten to
commit acts dangerous to human life, or against a nation's critical infrastructures,
such as energy, transportation, or government operations in order to intimidate or
coerce a government or civilian population, or any sequence thereof, in
furtherance of political or social objectives.
Dam Failure — Full or partial collapse of a dam constructed to hold back large
volumes of water.
Damage Assessment (DA) -- The conduct of on the scene surveys following any
disaster to determine the amount of loss or damage caused by the incident.
Extent of damage is assessed in all types of disasters such as flash flood,
tornado, winter storm, hurricane, nuclear power incident and chemical explosion.
Decontamination — The process of making people, objects, or areas safe by
absorbing, destroying, neutralizing, making harmless, or removing the hazardous
material.
Deputy — A fully qualified 'individual who, in the absence of a superior, can be
delegated the authority to manage a functional operation or perform a specific
task.
Disaster — An event that creates an inability to provide critical functions/services
for a significant period of time. Normally this is a widespread event causing
destruction and distress; however, while this may include a large-scale event, as
in a "natural disaster", a localized event may present sufficient impact to a
jurisdiction to be classified as a disaster.
Disaster Field Office (DFO) — The office established in or near the designated
area to support Federal and State response operations.
Disaster Medical Assistance Team (DMAT) — Team from the Office of the
Assistant Secretary for U.S. Health/Office of Emergency Preparedness - National
Disaster Medical Assistance (OASH/OEP-NDMS), that assists in providing care
for the il l and injured victims at the site of a disaster or emergency.
Disaster Mortuary Operational Response Team (DMORT) — Is a federalized
team of private citizens associated with the National Foundation for Mortuary
Care, that respond under ESF-8, Health and Medical Services through FEMA.
The DMORT is responsible for maintaining temporary morgues, victim
identification and processing, preparing, and disposing of remains. DMORT also
provides technical assistance and personnel to recover, identify, and process
deceased victims.
Hurricane Preparedness and Response Procedures
9
City of Opa-locka Hurricane Plan
Disaster Recovery Center (DRC) - A center established in or near a disaster
area to provide information and/or deliver assistance to disaster victims. DRCs
are established when a Presidential Disaster Declaration is issued. Local, State,
and Federal agencies will staff the DRC (i.e., social services, State public health,
and the IRS).
Disaster Welfare Inquiry (DWI) System - System set up by the American Red
Cross to collect, receive, and report information about the status of victims and
assist the family with reunification within the disaster area.
Distribution Centers - Facilities operated by local governments, local churches,
community -based organizations, and voluntary agencies for providing donated
goods directly to disaster victims.
Division - The partition of an incident into geographical areas of operation. A
division is located within the ICS organization between the branch and resources
in the Operations Section.
Donations Coordination Center - An area designated for the coordination of
goods, services and volunteers. The Donations Manager/Coordinator, the
Volunteer Coordinator, State Donations/Volunteer Coordinator and
representatives of participating volunteer agencies will operate from this center.
In the event of a declared disaster, the FEMA Donations/Volunteer Coordinator
may also operate from this center.
Donations Coordinator/Manager - The person designated by the Director of
Emergency Management who will coordinate the donations effort. This person
will oversee the phone bank, Donations Coordination Center and coordinate
efforts of the reception and distribution center(s).
Duty Officer - Refers to the individual(s) who staff the 24 hour operations desk
at the State Emergency Operations Center located at Boone National Guard
Center in Frankfort, Kentucky. These individuals receive incident reports and
contact the appropriate personnel to respond if necessary. The Duty Officer
maintains a log of all calls received and assigns a specific number to each
incident.
Emergency - An unexpected situation or event, which places life and/or property
in danger and requires an immediate response to protect life and property. Any
occasion or instance in which the Governor determines that State assistance is
needed to supplement local response efforts and capabilities to save lives and
protect property and public health and safety, or to lessen or avert the threat or
impact of a catastrophe in any part of the State.
Emergency Alert System (EAS) - A voluntary network of broadcast stations
and Inter -connecting facilities, which have been authorized by the Federal
Communications Commission (FCC) to disseminate information during an
emergency, as provided by the Emergency Alert System plan. EAS is made
Hurricane Preparedness and Response Procedures
10
City of Opa-locka Hurricane Plan
up of AM, FM, and TV Broadcast Stations and non -governmental electronic
communications operating in a voluntary organized manner during natural/man-
made emergencies or disasters at National, State or local levels.
Emergency Management (EM) - A system of organized analysis, planning,
decision -making, assignment, and coordination of available resources for the
mitigation of preparedness for, response to or recovery from major community -
wide emergencies. Refer to local and State emergency legislation.
Emergency Management Director/Coordinator - The individual who is directly
responsible on a day-to-day basis for the jurisdictions effort to develop a
capability for coordinated response and recovery from the effects of disaster.
Emergency Medical Services (EMS) - Local medical response teams, usually
rescue squads or local ambulance services, which provide medical services
during a disaster.
Emergency Operations Center (EOC) - A protected site from which
government officials and emergency response personnel exercise direction and
control in an emergency. The Emergency Communications Center (ECC) is
normally an essential part of the EOC.
Emergency Operations Plan (EOP) - An all -hazards document, which briefly,
clearly, and concisely specifies actions to be taken or instructions to be given in
the event of natural disasters, technological accidents, or nuclear attack. The
plan identifies authorities, relationships, and the coordinated actions to be taken
based on predetermined assumptions, objectives, and existing capabilities.
Emergency Public Information (EPI) - Information disseminated to the public
primarily in anticipation of an emergency, or at the actual time of an emergency
as a means of warning the public of impending danger and/or to provide
instruction as to emergency preparedness action to be taken.
Emergency Response Team (ERT) -: FEMA group, composed of a
headquarters element and a regional element that is deployed by the Director,
FEMA, to the scene of an extraordinary situation to coordinate the overall
Federal response.
Emergency Support Function (ESF) - A functional area of response activity
established to facilitate the delivery of State or Federal assistance required
during the immediate response phase of a disaster to save lives, protect property
and public health, and to maintain public safety.
Environment - Water, air, and land, and the interrelationship, which exists
among and between them and all living things.
Evacuation - Relocation of civilian population to safe areas when disaster,
emergencies or threats thereof necessitate such action.
Hurricane Preparedness and Response Procedures
11
City of Opa-locka Hurricane Plan
Exercise — Maneuver or simulated emergency condition involving planning,
preparation, and execution; carried out for the purpose of testing, evaluating,
planning, developing, training, and/or demonstrating emergency management
systems and individual components and capabilities, to identify areas of strength
and weakness for improvement of emergency plan (EOP).
Extremely Hazardous Substance (EHS) - 366 "acutely toxic" chemicals on the
Environmental Protection Agency's (EPA) list of extremely hazardous substances
listed in the in 40 CFR 355 Appendix A. Since the requirement for this list is
contained in Section 302 of the Emergency Protection and Community Right to
Know Act (EPCRA), these chemicals are also known as 302 chemicals. The list
and additional information about each chemical can be obtained by contacting
the EPA. A copy of the list is provided in Appendix E-3 to this ESF.
Event — A planned, non -emergency activity. ICS can be used as the
management system for a wide range of events, e.g., parades, concerts, or
sporting events.
Facility — As defined by section 101 of CERCLA, means any building, structure,
installation, equipment pipe or pipeline (including any pipe into a sewer or
publicly -owned treatment works), well, pit, pond, lagoon, impoundment, ditch,
landfill, storage container, motor vehicle, rolling stock, or aircraft, or any site or
area where a hazardous substance has been deposited, stored, disposed of, or
placed, or otherwise come to be located; but does not include any consumer
product in consumer use or any vessel. For the purpose of the emergency
release notification, the term includes motor vehicles, rolling stock, and aircraft.
Federal Coordinating Officer (FCO) — The senior Federal official appointed in
accordance with P.L. 93-288, to coordinate the overall Federal response and
recovery activities.
Federal Response Plan (FRP) — The FRP establishes a process and structure
for the systematic, coordinated, and effective delivery of Federal assistance to
address the consequences of any major disaster or emergency declared under
the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as
amended (42 U.S. Code [USC] et seq.). The FRP Terrorism Incident Annex
defines the organizational structures used to coordinate crisis management with
consequence management (Source: FRP Terrorism Incident Annex, April 1999).
Fixed Nuclear Facility (FNF) — Nuclear power plants, reactor fuel fabrication or
processing plants, test and research reactors or any other facility using or
producing large quantities of radioactive material.
Function — Function refers to the five major activities in ICS: Command,
Operations, Planning, Logistics and Finance/Administration.
Hurricane Preparedness and Response Procedures
12
City of Opa-locka Hurricane Plan
Functional Areas of Responsibility — Numerous ESFs are tasked with the
responsibility of providing a variety of essential services/functions during
emergencies/ disasters in support of local response operations. Each of the
ESFs should identify those areas of responsibility within their portion of the
State/Local EOP. The ESFs should identify the services/functions provided (e.g.,
traffic control, disaster relief services), and the department/agency responsible
for providing those services/ functions, and the primary tasks/activities
associated with the particular service/function (e.g., coordinate the provision of
temporary housing assistance). If an ESF/Functional Area or Group has
developed a team structure to provide those services the team(s) should be
identified. However, the composition and specific of the team(s) should be
addressed in an SOP/SOG for each essential service/function identified. Any
specialized teams (i.e., Search and Rescue teams, EOD, etc.) are to be
addressed in the section of the ESF/Functional Area or Group component
labeled Specialized Units/Teams.
General Staff — A group of incident management personnel organized according
to function and reporting to the Incident Commander. The General Staff normally
consists of the Operations Section Chief, Planning Section Chief, Logistics
Section Chief, and Finance/Administration Section Chief.
Governors Authorized Representative (GAR) — The representative (usually
the Director of Emergency Management) of the Governor who coordinates the
State response and recovery activities with those of the Federal Government.
Governor's Designated Representative - In terms of the Kentucky Radiation
Health Branch, the individual(s) to whom conveyors of radioactive material
across the Commonwealth that is required to be tracked by satellite or both
tracked and escorted by the Radiation Health Team must report their presence in
the Commonwealth. A contact list for this individual(s) is provided to the Duty
Officer in the State Emergency Operations Center.
Group — Established to divide the incident management structure into functional
areas of operation.
Hazard — Any situation that has the potential for causing damage to life, property,
and the environment.
Hazard Analysis — A process used by emergency managers to identify and
analyze crisis potential and consequences.
Hazardous Material (HazMat) — A substance or material, which may pose an
unreasonable risk to safety, health or property. HazMat may be chemical,
biological, etiological (infectious materials), radiological or explosive in nature.
Hazardous Materials Incident - The unplanned release or potential release of a
hazardous material to the environment.
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Hazardous Waste - Materials declared by the U.S. Environmental Protection
Agency (EPA) to be toxic, corrosive, ignitable or chemically reactive.
Incident - An occurrence or event, natural or human -caused, which requires an
emergency response to protect life or property.
Incident Action Plan -. The plan that is usually prepared at the beginning of
each operational period that contains general control objectives reflecting the
overall operational strategy and specific action plans for the next operational
period.
Incident Command Post - The location where primary command functions are
made.
May be the Emergency Operations Center (EOC), Disaster Field Office (DFO), or
L.ogistical Staging area. As command function transfers, so does the Incident
Command Post (ICP).
Incident Command Staff - Members of the Incident Command System including
the Safety Officer, Liaison Officer, Operations Section Chief, and Public
Information Officer who report directly to the Incident Commander. Members of
the Command Staff may have assistants.
Incident Command System (ICS) - A combination of facilities, equipment,
personnel, procedures, and communications operating within a common
organizational structure with responsibility for management of assigned
resources to effectively direct and control the response to an incident. The
structure can be expanded, as situation requires larger resource, without
requiring new, reorganized command structure.
Incident Commander (IC) - The individual responsible for all incident activities,
including the development of strategies and tactics and the ordering and the
release of resources.
Incident Management Team (IMT) - The IC and appropriate Command and
General Staff personnel assigned to an incident.
Incident Objectives - Statements of guidance and direction necessary for
selecting appropriate strategy and the tactical direction of resources.
Infrastructure Protection - Proactive risk management actions intended to
prevent a threat from attempting to or succeeding at destroying or incapacitating
critical infrastructures. For instance, threat deterrence and vulnerability defense.
Intelligence Officer - The intelligence officer is responsible for managing
internal information, intelligence, and operational security requirements
supporting incident management activities.
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City of Opa--locka Hurricane Plan
In -kind Donations — Donations of goods or materials, such as food, clothing,
equipment, and building materials instead of money.
Job Aid (JA) — A document or checklist designed to provide the user with help in
completing a specific task.
Joint Information Center (JIC) — A combined public information office that
serves two or more levels of government or Federal, State, local agencies.
Joint Information System (JIS) — Integrates incident information and public
affairs into cohesive organization designed to provide consistent, coordinated,
timely information during crisis or incident operations.
Joint Operations Center (JOC) — A centralized operations center established by
the FBI Field Office during terrorism -related incidents to provide a single point of
direction, control, and coordination for emergency response operations. The
JOC resolves conflicts in prioritization of resource allocations involving Federal
assets.
Jurisdiction — A range or sphere of authority. Public agencies have jurisdiction
at an incident related to their legal responsibilities and authority. Jurisdictional
authority at an incident can be political or geographical, or functional (e.g., law
enforcement, public health).
Kentucky Emergency Operations Plan (State EOP) — The State plan designed
to cover all natural and man-made emergencies and disasters that threaten the
State.
Lead Agency — The Federal department or agency assigned lead responsibility
under U.S. law to manage and coordinate the Federal response in a specific
functional area. The FBI is the lead agency for crisis management, and FEMA is
the lead agency for consequence management. Lead agencies support the
overall Lead Federal Agency (LFA) during all phases of the response.
Lead Federal Agency (LFA) — The agency designated by the President to lead
and coordinate the overall Federal response is referred to as the LFA and is
determined by the type of emergency. In general, an LFA establishes
operational structures and procedures to assemble and work with agencies
providing direct support to the LFA in order to provide an initial assessment of the
situation, develop an action plan, monitor and update operational priorities, and
ensure each agency exercises its concurrent and distinct authorities under U.S.
law and supports the LFA in carrying out the President's relevant policy. Specific
responsibilities of an LFA vary according to the agency's unique statutory
authorities.
Liaison — A form of communication for establishing and maintaining mutual
understanding and cooperation.
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City of Opa-locka Hurricane Plan
Liaison Officer — A member of the Command Staff responsible for coordinating
with representatives from cooperating and assisting agencies.
Local Emergency Management Director/Coordinator — The local government
official responsible for the emergency management program at the local level,
county or municipal.
Local Emergency Planning Committee (LEPC) — A committee appointed by
the State Emergency Response Commission (SERC), as required by SARA Title
I I I , to formulate a comprehensive emergency plan to deal with hazardous
materials within its jurisdiction.
Local Government — A political subdivision of the State that is usually at the
County or municipal levels.
Logistics - Providing resources and other services to support incident
management.
Logistics Section — The section responsible for providing facilities, services,
and material support for the incident.
Major Disaster — As defined under P.L. 93-288, any natural catastrophe,
(including any hurricane, tornado, storm, flood, high water, wind -driven water
tidal wave, tsunami, earthquake, volcanic eruption, landslide, mud slide,
snowstorm, or drought), or, regardless of cause, any fire, flood, or explosion, in
any part of the United States, which in the determination of the President causes
damage of sufficient severity and magnitude to warrant major disaster assistance
under this Act to supplement the efforts and available resources of States, local
governments, and disaster relief organizations in alleviating the damage, loss,
hardship, or suffering caused thereby.
Management by Objectives — A management approach that involves a four -
step process for achieving the incident goal. The Management by Objectives
approach includes the following: establishing overarching objectives; developing
and issuing assignments, plans, procedures and protocols; establishing specific,
measurable objectives for various incident management functional activities and
directing efforts to fulfill them in support of defined strategic objectives; and
documenting results to measure performance and facilitate corrective action.
Mass Care — Efforts to provide shelter, feeding, water, first aid and distribution of
relief supplies following a catastrophic or significant natural disaster or other
event to disaster victims.
Memorandum of Agreement/Understanding (MOA/MOU) — A document
negotiated between organizations or legal jurisdictions for mutual aid and
assistance in times of need. A MOA/MOU must contain such information as who
pays for expense of operations (financial considerations), the party that will be
liable for personal or property injury or destruction during response
Hurricane Preparedness and Response Procedures
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City of Opa-iocka Hurricane Plan
operations (liability considerations), and appropriate statements of non -
competition of government resources with private enterprise (commercial
considerations).
Mitigation — Mitigation actions eliminate or reduce the probability of some
disaster occurrences and also include long-term activities that lessen the
undesirable effects of unavoidable hazards or reduce the degree of hazard risk.
Some mitigation examples include flood plain management and public education
programs. Mitigation seeks to prevent disasters and to reduce the vulnerability of
people to disasters that may strike. Hazard mitigation should follow all disasters.
Mobilization — The rapid assembly, procurement, production or deployment of
resources to meet the requirements of a disaster/emergency situation, including
war.
Multi -Hazard — A functional approach to planning, which treats the numerous
emergency management requirements that are present in any disaster situation
as common functions. This reveals a broad base foundation of recurring disaster
tasks that are common to most disasters. In this manner, planning which
concerns an application of the recurring tasks can be used in response to any
emergency.
Multiagency Coordination Systems — Systems provide the architecture to
support coordination for incident prioritization, critical resource allocation,
communications systems integration, and information coordination.
Multijurisdictional Incident — An incident requiring action from multiple
agencies in which each have jurisdiction to manage certain aspects of an
incident. In ICS, these incidents will be managed under Unified Command.
Mutual Aid Agreement — A formal or informal understanding between
jurisdictions pledging the exchange of emergency or disaster assistance.
National Contingency Plan (NCP) — Term referring to the National Oil and
Hazardous Substances Pollution Contingency Plan. Regulations prepared by the
Environmental Protection Agency implement the Comprehensive Environmental
Response, Compensation, and Liability Act (CERCLA) and the response
systems of the Clean Water Act (sec. 311); refer to 40 CFR Part 300,
National Disaster Medical System (NDMS) — A nation-wide medical mutual aid
network between the Federal and non -Federal sectors that include medical
response, patient evacuation, and definitive medical care and mental health
services.
National Emergency Operations Center (NEOC) — The EOC for DHS/FEMA,
which provides a centralized point of direction and control for Federal response
operations. (Formerly the National Interagency Emergency Operations Center
(NIEOC)).
Hurricane Preparedness and Response Procedures
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City of Opa-locka Hurricane Plan
National Flood Insurance Program (NFIP) — A Federal program to provide
flood insurance coverage in those communities, which enact and enforce
floodplain management regulations.
National Hurricane Center (NHC) — A Federal tracking center that forecasts and
plots the formation and movement of tropical storms. It also alerts appropriate
areas of the danger.
National Incident Management System (NIMS) — A system mandated by
HSPD-5 that provides a consistent nationwide approach for state, local and tribal
governments, the private -sector, and nongovernmental organizations to work
effectively and efficiently together to prepare for, respond to, and recover from
domestic incidents, regardless of cause, size, or complexity.
National Oceanic and Atmospheric Administration (NOAA) — A Federal
agency within the
U.S. Department of Commerce, which deals in ocean survey/exploration and
atmospheric studies in coastal storms and lower atmospheric disturbances.
Emergency Management relies heavily on the coastal hazards office of NOAA for
storm surge modeling.
National Response Center (NRC) — Established under the Clean Water Act and
CERCLA, and operated by the U.S. Coast Guard. The NRC receives and relays
notices of discharges or releases, disseminates reports when appropriate, and
provides facilities for use in coordinating a national response action when
required.
National Response Plan (NRP) — A plan mandated by HSPD-5 that integrates
Federal domestic prevention, preparedness, response, and recovery plans into
one all -discipline, all -hazards plan.
National Response Team (NRT) — Organization of representatives from 14
Federal agencies with responsibility for national planning and coordination
(interagency and inter -jurisdictional) of CERCLA objectives.
National Security — Measures taken to protect the Nation from the direct or
indirect acts of war, sabotage, or terrorism directed at the United States. These
acts include but are not limited to, conventional and unconventional war,
chemical, biological and nuclear war or terrorism.
National Warning System (NAWAS) — The Federal warning system, used to
disseminate warnings of imminent natural disaster or enemy attack to a regional
warning system, which passes to the State warning points for action.
National Weather Service (NWS) — A Federal agency tasked with forecasting
weather and providing appropriate warning of imminent natural disaster such as
hurricanes, tornadoes, tropical storms, etc.
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City of Opa-locka Hurricane Plan
Non -persistent Agent - An agent that, upon release, loses its ability to cause
casualties after 10 to 15 minutes. It has a high evaporation rate, is lighter than
air, and will disperse rapidly. It is considered to be a short-term hazard; however,
in small, unventilated areas, the agent will be more persistent.
Nuclear Regulatory Commission (NRC) - The Federal agency tasked with
oversight and regulation for all domestic nuclear devices, plant processes and
construction.
Operational Period - A period of time set for execution of operational actions
specified in the Incident Action Plan. Traditionally these periods are initially 12 to
24 hours in length. As the incident winds down, they may cover longer periods of
activity.
Operations Section - The section responsible for all tactical incident operations.
In ICS, it normally includes subordinate branches, divisions, and/or groups.
Operations Section Chief (OSC) - Senior official designated to oversee the
technical operational procedures relating to containment, control, removal of the
hazardous material(s) release(s). This position is always staffed during
hazardous material incident responses.
Persistent Agent - An agent that, upon release, retains its casualty -producing
effects for an extended period of time, usually anywhere from 30 minutes to
several days. A persistent agent usually has a low evaporation rate and its vapor
is heavier than air; therefore, its vapor cloud tends to hug the ground. It is
considered to be a long-term hazard. Although inhalation hazards are still a
concern, extreme caution should be taken to avoid skin contact as well.
Personal Protective Equipment (PPE) - Refers to the garments and devices
worn by emergency response personnel to protect them from chemical and
respiratory hazards presented by a hazardous materials release.
Planning Meeting - A meeting held as needed prior to and throughout the
duration of an incident to select specific strategies and tactics for incident control
operations and for service and support planning. For larger incidents, the
planning meeting is a major element in the development of the Incident Action
Plan (IAP).
Planning Section - Responsible for the collection, evaluation, and
dissemination of operational information related to the incident, and for the
preparation and documentation of the Incident Action Plan. This section also
maintains the information on the current and forecasted situation and on the
status of resources assigned to the incident.
Plume - Airborne material spreading from a particular source; the dispersal of
particles, gases, vapors, and aerosols into the atmosphere.
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City of Opa-locka Hurricane Plan
Preliminary Damage Assessment (PDA) — An assessment of damage taken
immediately following a disaster or potential disaster. Emphasis is on high-level
infrastructure such as roads and power production.
Preparedness — Preparedness activities develop emergency response
capabilities. Planning, exercising, training, mitigation, developing public
information programs and alerting and warning are among the activities
conducted under this phase of emergency management to ensure the most
effective and efficient response in a disaster. Preparedness seeks to establish
capabilities to protect people from the effects of disasters in order to save the
maximum number of lives, minimize injuries, reduce damage, and protect
property. Procedures and agreements to obtain emergency supplies, material,
equipment, and people are developed.
Prevention — Actions to avoid an incident or to intervene to stop an incident from
occurring. Prevention involves actions to protect lives and property. It involves
applying intelligence and other information to a range of activities that may
include such countermeasures as deterrence operations; heightened inspections;
improved surveillance and security operations; investigations to determine the full
nature and source of the threat; public health and agricultural surveillance and
testing processes; immunizations, isolation, or quarantine; and, as appropriate,
specific law enforcement operations aimed at deterring, preempting, interdicting,
or disrupting illegal activity and apprehending potential perpetrators and bringing
them to justice.
Primary Agency — An agency, organization or group designated as an
ESF/Functional Area or Group primary agency serves as the executive agent
under the State/Local EOP to accomplish the assigned ESF/Functional Area or
Group Mission. Such a designation is based on that agency having performed
that function on a day-to-day basis or by direction of a statutory mandate and/or
regulatory requirements. Certain ESFs may have more than one agency
designated in which cases they would be identified as "co -primary" agencies.
Private Sector — Organizations and entities that are not part of any
governmental structure. It includes for-profit and not -for-profit organizations,
formal and informal structures, commerce and industry and private voluntary
organizations,
Processes — Systems of operations that incorporate standardized procedures,
methodologies, and functions necessary to provide resources effectively and
efficiently. These include resource typing, resource ordering and tracking, and
coordination.
Promulgate — To promulgate, as it relates to the Local Emergency Operation
Plan (EOP), is the act of the jurisdiction officially proclaiming, declaring and/or
adopting, via local ordinance, Executive Order (EO), or etc., the State/Local
EOP as the emergency operations plan for the jurisdiction.
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City of Opa-locka Hurricane Plan
Protective Action Zones (PAZs) - Work zones around a hazardous incident site
determined by the Safety Officer and provided in the Site Safety Plan. The
zones are established to reduce or to prevent the migration of contaminants and
protect emergency responders from the hazards caused by the incident.
Public Health — A common function in multi -hazard planning, which focuses on
general health and medical concerns, under emergency conditions, including
provisions for accomplishing those necessary actions related to disease and
vector control activities. Concerns extend to sanitation and preventing
contamination of food and water.
Public Information Officer (P10) — A member of the Command Staff
responsible for interfacing with the public and media or with other agencies with
incident -related information requirements.
Radiation — High-energy particles or gamma rays that are emitted by an atom,
as the substance undergoes radioactive decay. Particles can be either charged
alpha or beta particles or neutral neutron or gamma rays.
Radioactive - A substance giving off, or capable of giving off, radiant energy in
the form of particles (alpha or beta radiation) or rays (gamma radiation) by the
spontaneous disintegration of the nuclei of atoms.
Radiological - Any radioactive material dispersed in the air in the form of dust,
fumes, mist, vapor or gas.
Radio system — A combination of electrical and electronic equipment, including
but not limited to radios, consoles, mobile units, towers, antennas, generators,
etc., which together enable communications between desired points.
Reception Area — This refers to a location separate from staging areas, where
resources report in for processing and out -processing. Reception Areas provide
accountability, security, situational awareness briefings, safety awareness,
distribution of IAPs, supplies and equipment, feeding, and bed down.
Reception Center — A donations management facility to receive specific,
undesignated or unsolicited goods such as food, water, clothes, and building
supplies.
Recovery — Recovery is both a short-term and a long-term process to restore the
jurisdiction to normal conditions in the aftermath of any emergency or disaster
involving extensive damage. Short-term operations assess damages, restore
vital services to the community, and provide for basic needs to the public. Long-
term recovery focuses on restoring the community to its normal or to an improved
state of affairs. Examples of recovery actions are provision of temporary
housing, restoration of government services, and reconstruction of damaged
areas.
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City of Opa-locka Hurricane Plan
Release — Any spilling, leaking, pumping, pouring, emitting, emptying,
discharging, injecting, escaping, leaching, dumping, or disposing into the
environment (including abandonment or discarding barrels, containers, and other
closed receptacles) of any Hazardous Chemical, Extremely Hazardous
Substance, or CERCLA Hazardous Substance.
Resources — Personnel and major items of equipment, supplies, and facilities
available or potentially available for assignment to incident operations and for
which status is maintained. Resources are described by kind and type and may
be used in operational support or supervisory capacities at an incident or at an
EOC.
Resource Agencies, Organizations or Groups — Other agencies,
organizations, groups, and individuals, not assigned as primary or support to an
ESF/Functional Area or Group may have authorities, expertise, capabilities, or
resources required for disaster operations. Those agencies, organizations,
groups or SMEs may be requested to participate in planning and operations
activities, designate staff to serve as representatives to the ESF/Functional Area
or Group, and/or provide services and resources. (Resources provide personnel
and/or stuff (equipment, resources or supplies)).
Response — Response is the actual provision of emergency services during a
disaster. These activities can reduce casualties, limit damage, and help to speed
recovery. Response activities include directing emergency operations,
evacuation, shelter, and other protective measures.
Revised Statutes Annotated (RSAs) — The specific form of State Law, codified
and recorded for reference.
Safety Officer — A member of the Command Staff responsible for monitoring and
assessing safety hazards or unsafe situations and for developing measures for
ensuring personnel safety.
Section — The organizational level having responsibility for a major functional
area of incident management, e.g., Operations, Planning, Logistics and
Finance/Administration.
Shelter — A facility to house, feed, and care for persons evacuated from a risk
area for periods of one or more days. For the risk areas the primary shelter and
the reception center are usually located in the same facility.
Site Safety Plan - Written plan formulated for each incident by the SO that
addresses the safety and health hazards of each phase of site operations and
includes the requirements and procedures for employee protection in accordance
with KY-OSH regulations 29 CFR 1910.120 (q) (2). The plan must be
conspicuously posted at the Incident Command Post and appropriate locations
within the response area.
Hurricane Preparedness and Response Procedures
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City of Opa-locka Hurricane Play H
Span of Control — The number of individuals a supervisor is responsible for,
usually expressed as the ratio of supervisors to individuals. (Under the NIMS, an
appropriate span of control is between 1:3 and 1:7.)
Specific Activity - A measure of the amount of radioactivity per unit amount of
substance. This is based on the number of disintegrations per minute (dpm) per
unit amount where the amount can be expressed as grams or moles.
Staging Area (SA) — A pre -selected location having large parking areas such as
a major shopping area, schools, etc. The SA is a base for the assembly of
personnel and equipment and resources during response operations. A SA can
also serve as an area for assembling people to be moved by public
transportation to host jurisdictions and a debarking area for returning evacuees.
Standard Operating Guide (SOG) — A SOG is a complete reference document
focused on the collection of actions and activities established to accomplish one
or more functions. The document user is afforded varying degrees of latitude in
accomplishing functional actions or activities. As necessary, SOGs can be
supported by one or more standard operation procedures (SOPs).
Standard Operating Procedures (SOP) — A SOP is an instructional document
constituting a directive that provides prescriptive steps towards accomplishing a
specified action or task. SOPs can supplement SOGs by detailing and specifying
how assigned tasks are to be carried out.
State Coordinating Officer (SCO) — The representative of the Governor (usually
the Director/Coordinator of Emergency Management) who coordinates the State
response and recovery activities with those of the Federal Government. See
GAR Governor's Authorized Representative.
State Emergency Response Commission (SERC) — Designated by the
Governor, the SERC is responsible for establishing HazMat planning districts and
appointing/overseeing Local Emergency Planning Committees (LEPC).
State Emergency Response Team (SERT) — A team of senior representatives
of State agencies, State level volunteer organizations, and State level corporate
associations who have knowledge of their organization resources and have the
authority to commit those resources to emergency response. SERT operates
from the State EOC and the Director/Coordinator of EM serves as the SERT
leader.
State Warning Point (SWP) — The State facility (NH State Police
Communications Center) that receives warnings and other emergency
information over NAWAS and relays this information in accordance with current
directives.
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City of Opa-locka Hurricane Plan
Subject Matter Experts (SMEs) — Other agencies, organizations, groups, and
individuals, have authorities, technical expertise, and/or capabilities required for
disaster operations. Those agencies, organizations, groups or SMEs may be
requested to participate in planning and operations activities, designate staff to
serve as representatives to the ESF/Functional Area or Group, and/or provide
services.
Superfund — Trust fund established under the Comprehensive Environmental
Response, Compensation, and Liability Act (CERCLA) and extended under the
1986 Superfund Amendments and Reauthorization Act (SARA) to provide money
for cleanups associated with inactive hazardous waste disposal sites. (See
CERCLA) Superfund Amendments and Reauthorization Act of 1986 (PL99-499)
SARA. Extends and revises Superfund authority (in Title I & II). Title I I I of SARA
includes detailed provisions for community planning and Right -To -Know systems.
Support Agency — An agency, organization or group that provides an essential
function or service critical to the ESF/Functional Area or Group and has a
requirement in the decision process for the conduct of the operation using its
authorities and determines priorities in providing cognizant expertise, capabilities,
and resources.
Task Force — A group of resources with shared communication and leader. It
may be pre -established and sent to an incident or it may be created at the
incident.
Terrorism — Under the Homeland Security Act of 2002, terrorism is defined as
activity that involves an act dangerous to human life or potentially destructive of
critical infrastructure or key resources and is a violation of the criminal laws of the
United States or any State or other subdivision of the United States in which it
occurs and is intended to intimidate or coerce the civilian population or influence
a government or affect the conduct of a government by mass destruction,
assassination, or kidnapping.
Threat — An indication of possible violence, harm or danger.
Title III (of SARA) — The "Emergency Planning and Community Right -to Know
Act of 1986." Specifies requirements for organizing the planning process at the
State and local levels for specified extremely hazardous substances; minimum
plan content; requirements for fixed facility owners and operators to inform
officials about extremely hazardous substances present at the facilities; and
mechanisms for making information about extremely hazardous substances
available to citizens. (42 USC annotated, sec. 1101, et. seq.-1986). Trans -
species Infection - An infection that can be passed between two or more animal
species. This may include human hosts.
Toxicity — A measure of the harmful effects produced by a given amount of a
toxin on a living organism.
Hurricane Preparedness and Response Procedures
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City of Opa-locka Hurricane Plan
Ultra high frequency (UHF) - Ranges from 300 MHz to 3000 MHz. For public
safety use, defines the frequency sub bands of 450-512 MHz and 800-900 MHz.
Also includes 960
MHz and 2 GHz microwave sub bands.
Undesignated/Unsolicited donation - Unsolicited/undesignated goods are
those donations that arrive in the State but have not been requested by an
agency.
Unified Command - A team that allows all agencies (with geographical or
functional responsibility for the incident) to co -manage an incident through a
common set of objectives and strategies. Agencies' accountability,
responsibilities, and authorities remain intact.
Unit - The organizational element having functional responsibility for a specific
incident planning, logistics, or finance/administration activity.
Unity of Command - The concept by which each person within an organization
reports to one and only one designated person. The purpose of unity of
command is to ensure unity of effort under one responsible commander for every
objective.
Very high frequency (VHF) - Ranges from 30 MHz to 300 MHz. For public
safety use, defines the frequency sub bands of 30-50 MHz and 150-174 MHz.
Vital Records - Records or documents, for legal, regulatory, or operational
reasons, cannot be irretrievably lost or damaged without materially impairing the
organization's ability to conduct business or provide essential services.
Volunteer - For purposes of the NIMS, a volunteer is any individual accepted to
perform services by the lead agency, which has authority to accept volunteer
services, when the individual performs services without promise, expectation, or
receipt of compensation for services performed. See, e.g. 16 U.S.C. 742f(c) and
29 CFR 553.101.
Vulnerability -. Susceptibility to a physical injury or attack. Vulnerability refers to
the susceptibility to hazards.
Vulnerability Analysis - A determination of possible hazards that may cause
harm. Should be a systemic approach used to analyze the effectiveness of the
overall (current or proposed) emergency management, emergency services,
security, and safety systems at a particular facility or within a jurisdiction.
Warning Point - A facility that receives warning and other information and
disseminates or relays this information in accordance with a prearranged plan.
Weapons -Grade Material - Nuclear material considered most suitable for a
Hurricane Preparedness and Response Procedures
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City of Opa-locka Hurricane Plan
nuclear weapon. It usually connotes uranium enriched to above 90 percent
uranium -235 or plutonium with greater than about 90 percent plutonium -239.
Weapon of Mass Destruction — Any destructive device as defined in 18 USC
921; any weapon that is designed or intended to cause death or serious bodily
injury through the release, dissemination, or impact of toxic or poisonous
chemicals, or their precursors; any weapon involving a disease organism; or any
weapon that is designed to release radiation or radioactivity at a level dangerous
to human life. (Source: 18 USC 2332a). In 18 USC 921, a destructive device is
defined, with certain exceptions, to mean any explosive, incendiary, or poison
gas, bomb, grenade, or rocket having a propellant charge of more than 4 ounces,
or a missile having an explosive incendiary charge of more than 0.25 ounce, or a
mine, or a device similar to the above; any type of weapon by whatever name
known that will, or that may be readily converted to, expel a projectile by the
action of an explosive or other propellant, and that has any barrel with a bore of
rnore 0.5 inch in diameter; any combination of parts either designed or intended
for use in converting any device into any destructive device described above and
from which a destructive device may be readily assembled.
Appendix C
Hurricane Preparedness and Response Procedures
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City of Opa-locka Hurricane Plan
CITY MANAGER'S HURRICANE PREPAREDNESS and RESPONSE
REMINDER LIST
SIX MONTHS PRIOR TO START OF HURRICANE SEASON
• DIRECTORS CHECK/VERIFY EMERGENCY TELEPHONE
NUMBERS
• DETERMINE NUMBER OF GENERATORS NEEDED AND/OR
OPERATIONAL
• VERIFY EMERGENCY CONTRACTS, SUPPLIES, DEBRIS
REMOVAL VENDORS, GAS AND NEEDED VEHICLES
• STATUS OF OLEOC( STRUCTURAL AND EQUIPMENT NEEDED)
• UP DATE OF HURRICANE PLAN, DOCUMENTED STAFF
TRAINING ON CURRENT PLAN
• ACCESS TO WATER VEHICLES, VIABLE ELEVATED REMOTE
LOCATION FOR CITY VEHICLES
• CITIZEN'S HURRICANE INFORMATION FOR MAILOUTS
• DOCUMENTED INVENTORY OF CITY ASSETS, VIDEO AND
PICTURED INVENTORY OF CITY BUILDINGS
• PROCURE EMERGENCY KITS AND SMALL EQUIPMENT FOR
STAFF
• HOLD EMERGENCY PREPAREDNESS DRILL(TABLETOP W/
EXECUTIVE STAFF)
• ASSIGN DIRECTORS TO AN OLEOC POSITIONS ACCORDING TO
NIMS/ICS TITLES
• ENSURE THAT PROPER COMMUNICATION EQUIPMENT IS
AVAILABLE AND OPERATIONAL
• ARRANGE FOR RED CROSS AND FIRE / RESCUE TO HAVE REPS
AT THE OLEOC
72 HOURS BEFORE LANDFALL
• INITIATE SETUP OF OLEOC
• HOLD MEETING WITH KEY STAFF
• CANCEL ALL LEAVES
• BRIEF POLICYMAKERS
• INSTRUCT ALL ESSENTIAL EMPLOYEES TO REPORT TO WORK
• VERIFY CODE RED SYSTEM
• MOBILIZE NEEDED FLEET, BEGIN TO SECURING ALL OTHERS
• CHECK EMERGENCY EQUIPMENT FOR PROPER OPERATION
• CHECK EMERGENCY SUPPLIES
• MAINTAIN FUEL FOR ALL NEEDED VEHECLES
Hurricane Preparedness and Response Procedures
27
City of Opa-locka Hurricane Plan
• INVENTORY AND CHECK ALL COMMUNICATION EQUIPMENT
• ENSURE THAT DIRECTORS REVIEW HURRICANE PROCEDURES
WITH STAFF
• REMIND ALL CITY EOC STAFF TO BRING LAPTOPS TO THE OLEOC
• CHECK GENERATORS
• VERIFY EMERGENCY CONTRACTS, ENSURE PROPER STORAGE
OF CITY SENSITIVE DOCUMENTS AND DATA
• ASSIGN SUVs TO APPROPIATE LEVEL STAFF
• ENSURE THAT POST HURRICANE ASSESSMENT and RECOVERY
TEAMS ARE IDENTIFIED AND AWARE OF THEIR DUTIES
• IDENTIFY ALL VOLUNTEERS FROM CITY
• TEST CODE RED
• ORDER FOOD AND WATER FOR OLEOC
• CHECK ALL GENERATORS
• REVIEW OLEOC DUTIES WITH KEY STAFF
• MAKE SURE DEBRIS CONTRACTS ARE IN PLACE
• SECURE SIGNED EXECUTIVE ORDERS, COMMUNICATE WITH
ADJACENT MUNICIPALITIES
• SECURE DAMAGE REPAIR SUPPLIES FOR POST HURRICANE
EFFORTS
• VERIFY STATUS OF PAYROLL CHECKS
• BEGIN CITY FACILITY HURRICANE PROTECTION PROCESS
• MAKE SURE THAT PUBLIC WORKS HAVE ENOUGH SANDBAGS
• ARRANGE FOR WATER AND ICE TO BE DELIVERED TO THE CITY
FROM OUTSIDE OF CITY
48 HOURS BEFORE LANDFALL
• ALL LEAVES CANCELLED
• ALL ESSENTIAL PERSONNEL ON STANDBY
• PURCHASE ANY SUPPLIES NEEDED
• ENSURE THAT FUEL TANKS ARE FILLED AT PUBLIC WORK
• IDENTIFY AREA PODs
• VERIFY EMERGENCY VOLUNTEER LIST
24 HOURS BEFORE LANDFALL (AT OLEOC)
• FINALIZE OFFICE HURRICANE PREP PLANS
• COMMUNICATION WITH OTHER MUNICIPALITIES
• REVIEW POST HURRICANE PLAN
• ALL ESSENTIAL EMPLOYEES ARE TO REPORT TO THE
DESIGNATED OLEOC
• CLOSE ALL CITY BUILDINGS
• SEND EMPLOYEES HOME
• GET BRIEFING FROM DEPARTMENT DIRECTORS ON THE STATUS
OF THEIR DEPARTMENT PLANS
Hurricane Preparedness and Response Procedures
28
City of Opa-locka Hurricane Plan
• MAINTAIN COMMUNICATION WITH COUNTY'S REGIONAL EOC
• GET A SECURITY CHECK OF THE CITY FROM PD
DURING THE LANFALL (AT OLEOC)
• CONTINUE TO MONITOR HURRICANE STRENGTH AND
DIRECTION
• ALL PERSONNEL SHOULD REMAIN INSIDE
POST HURRICANE DUTIES
• ESTABLISH COMMUNICATIONS WITH OTHER STAFF MEMBERS
• CALL HOME
• ORGANIZE DAMAGE ASSESSMENT CREWS
• COMMUNICATE WITH MAYOR AND COMMISSIONERS
• GET DAMAGE BRIEFINGS, DETERMINE WHAT LEVEL OF
ASSISTANCE IS NEEDED, IF ANY
• GET REPORTS FROM CLEAN UP AND TRAFFIC CREWS
• ESTABLISH COMMUNICATIONS WITH NGO LEADERS
• DETERMINE UTILITIES NEEDS, MAKE APROPIATE CONTACTS
TO FACILITATE RESOLUTION
• GET REPORT FROM FIRE RESCUE CONCERNING
INJURIES/FATALITIES
• GET BARRICADES AND TEMPORARY LIGHTS UP ASAP
• ENSURE ESCORTS FOR UTILITY CREWS TO PRE -DESIGNATED
STAGING AREA
• GET STATUS OF ALL CITY EMPLOYEES AND FAMILIES
• MAKE ASSESSMENT IF OUTSIDE RESOURCES ARE NEEDED;
OR IF YOU CAN RELEASE ANY RESOURCES TO OTHER
LOCATIONS
• COMMUNICATE WITH MEDIA THROUGH PIO
• DETERMINE IF A CURFEW SHOULD BE RECOMMENDED OR NOT
Hurricane Preparedness and Response Procedures
29
Comprehensive
Emergency Management
Plan
Revised January 2021
FOR OFFICAL USE ONLY
City of Opa-locka Comprehensive Emergency
Management Plan
Table of Contents
Record of Changes v
Distribution List vi
Overview and Executive Summary vii
1 Introduction 1
1.1 Purpose 1
1.2 Scope 2
1.3 Methodology 2
1.4 Objectives 2
1.5 Assumptions 3
1.6 Policies and Protocols 4
2 Situation 7
2.1 Geographic Information 7
2.2 Climate 7
2.3 Transportation 7
2.4 Socioeconomic Profile 7
2.5 Governance 8
2.6 Critical Facilities 8
2.7 Hazard Identification 8
3 Emergency Management Actions and Concepts 11
3.1 Phases of Emergency Management 11
3.2 National Incident Management System (NIMS) 17
3.3 Mutual -Aid 25
4 Concept of Operations 26
4.1 General Organization and Direction 26
4.2 Standard Emergency Services 28
4.3 Classification of Events 29
4.4 Emergency Proclamations 32
4.5 Event Recognition and CEMP Activation 33
4.6 Emergency Facilities 34
Table of Contents -
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City of Opa-locka Comprehensive Emergency
Management Plan
4.7 CEMP Roles and Responsibilities by Position or Department 35
5 Emergency Operations Center (EOC) 48
5.1 Communications 49
5.2 Activation Process and Levels of Activation 50
5.3 Organization and Staffing 52
5.4 EOC Operational Procedures 60
5.5 Coordination with Other Jurisdictions and Higher Levels of Government 70
5.6 Public Information 71
5.7 Miami -Dade County Satellite Municipalities 72
6 Administration and Logistics 73
6.1 Plan Updating and Maintenance 73
6.2 Plan Distribution and Approval 73
6.3 Training 74
6.4 Personnel Classification and Certification 75
6.5 Documentation of Opa-locka Emergency Preparedness Capabilities 76
6.6 Exercises and Exercise Evaluation 76
6.7 Development of After -Action Reports 77
6.8 Development and Implementation of a Preparedness Improvement Plan 77
7 Authorities and References 78
7.1 Authorities 78
7.2 References 78
8 Acronyms 79
9 Emergency Support Functions 83
9.1 ESF #1 - Transportation (Liaison Officer to the Miami -Dade County EOC) 83
9.2 ESF #2 — Information Technology 83
9.3 ESF #3 - Public Works and Engineering 83
9.4 ESF #4 - Firefighting, ESF #8 - Health and Medical Services, ESF # 9 - Search and Rescue,
ESF #10 - Hazardous Materials (Liaison Officer to the Miami -Dade County EOC) 84
9.5 ESF #5 - Planning 84
9.6 ESF #6 - Mass Care (Liaison Officer to the Miami -Dade County EOC) 85
9.7 ESF #7 - Resources and Logistics 85
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Management Plan
9.8 ESF #11 - Food and Water 85
9.9 ESF #12 - Utilities 85
9.10 ESF #13 — Military (Liaison Officer to the Miami -Dade County EOC) 86
9.11 ESF #14 - Community Information 86
9.12 ESF #15 - Volunteers and Donations 86
9.13 ESF #16 - Law Enforcement 86
9.14 ESF #17 - Animal Protection (Liaison Officer to the Miami -Dade County EOC) 87
9.15 ESF #18 - Business and Industry 87
Table of Contents - iii
FOR OFFICAL USE ONLY
City of Opa-locka Comprehensive Emergency
Management Plan
List of Figures and Tables
Table 1: Hazards Identified by the Miami -Dade County 2020 Local Mitigation Strategy 9
Table 2: Technological Hazards Identified by the Miami -Dade County 2015 THIRA 9
Table 3: Human -Caused Hazards Identified by the Miami -Dade County 2015 THIRA 9
Figure 1: 5 Phases of Emergency Mgmt. 11
Figure 2: NIMS Resource Mgmt 18
Figure 3: City of Opa-locka Organizational Chart 27
Table 4: Classification of Events 30
Figure 4: Example EOC Activation Process 50
Figure 5: Levels of Activation 51
Figure 6: Emergency Operation Organizational Chart 53
Table 5: EOC Roles and Responsibilities Matrix 59
Figures and Tables - iv
FOR OFFICAL USE ONLY
City of Opa-locka
Comprehensive Emergency
Management Plan
Record of Changes
Version # Date Approved Summary of Amendments: Revision(s) Made By:
Record of Changes - v
FOR OFFICAL USE ONLY
City of Opa-locka
Comprehensive Emergency
Management Plan
Distribution List
Agency/Department Means of Dissemination Date
J
C
C
7
L
Distribution List - vi
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City of Opa-locka Comprehensive Emergency
Management Plan
Overview and Executive Summary
The City of Opa-locka is located in Miami -Dade County, Florida and is part of the greater Miami
metropolitan area. As of 2019, the City has an estimated resident population of 15,887 people.
The City is comprised of a mixture of residential, commercial, and industrial zones, and is home
to a large general aviation airport, three parks, two lakes, a railroad station that is part of the Tri-
Rail system.
Overall, the City is at risk from a variety of natural, technological, and societal or manmade
hazards. The City of Opa-locka has experienced the effects of numerous tropical storms and
hurricanes causing extensive damage throughout the community. This area of Florida is also
vulnerable to tornados and other severe weather, such as: flooding, drought, and other natural
hazards. Major transportation corridors through and near the jurisdiction also pose a risk of
hazardous materials or mass casualty accidents.
The City of Opa-locka has the capability to respond to most emergencies and disasters through
services provided by its Police and various City departments. Fire/Rescue services are provided
by Miami -Dade County as part of an Interlocal Agreement. The City has established a Citywide
emergency preparedness program to effectively prepare for, respond to, and recover from
emergencies and disasters. This program includes established policies and protocols guiding
preparedness, response, and recovery operations, as well as assigning responsibility for
implementation of the program. Included in the City's preparedness program is the development
and maintenance of a Comprehensive Emergency Management Plan (CEMP) to guide the City's
operations at the time of a disaster. In addition, the City's program incorporates prescribed
training, exercises, and educational efforts to ensure readiness to implement the emergency
plan.
This document, the Comprehensive Emergency Management Plan (CEMP) identifies the City's
emergency preparedness program and defines the City's operations at the time of a disaster,
regardless of the cause of the event. The Plan also demonstrates the City's compliance with State
and Federal requirements applicable to municipal emergency preparedness programming and
planning in Florida.
At the time of a major emergency or disaster, the City will activate this plan and utilize the policies
and operational concepts defined in this document to guide the emergency response functions
by City employees, as well as City interaction with adjacent jurisdictions and higher levels of
government. When indicated, the City Manager or designee will activate the CEMP and notify
City personnel accordingly. The City will activate an emergency organizational structure, as
defined herein, to function in the City's Emergency Operations Center (EOC). Once activated, the
City EOC will manage and provide support to all emergency field operations being staffed by City
personnel.
Overview & Executive Summary- vii
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Management Plan
During events or incidents that affect the jurisdiction of Opa-locka but are considered Miami -
Dade County managed, the City will establish communications and coordination with the Miami -
Dade County Emergency Management Division and/or the Miami -Dade County Emergency
Operations Center if activated. To facilitate coordination and cooperation with Miami -Dade
County, the City's EOC structure is based on a similar Emergency Support Function (ESF) concept
utilized by the County.
Upon conclusion of the City's emergency operations to an event or incident, the City Manager or
designee will instruct City personnel to deactivate the emergency plan and to transition, if
indicated, into disaster recovery operations.
Overview & Executive Summary - viii
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City of Opa-Iocka Comprehensive Emergency
Management Plan
1 Introduction
The City of Opa-Iocka Comprehensive Emergency Management Plan (CEMP) is developed in
accordance with Chapter 252, Florida Statutes, as amended (State Emergency Management Act)
F.S. Chapter 252.38(2) and with the Federal requirements embodied in the National Incident
Management System (NIMS). The CEMP is integrated into and coordinated with comprehensive
emergency management plans and programs of the county, state and federal governments, as
well as the Miami -Dade County Local Mitigation Strategy. The CEMP emphasizes action within
the five phases of the Emergency Management Cycle: Prevention/Protection, Preparedness,
Response, Recovery and Mitigation to address a wide variety of disasters and emergency events
that could adversely affect the health, safety and/or general welfare of the citizens and
communities.
1.1 Purpose
Opa-locka's CEMP defines and documents the City's operations that will be implemented to
prepare for, respond to, and recover from major emergencies and disasters. The CEMP will be
activated upon a decision by the City Manager or designee that an emergency or disaster is of
such magnitude or concern that a coordinated and managed response by several City agencies
will be necessary.
The CEMP also defines the following:
• The characteristics of the City and its population that may be relevant to emergency
operations
• The scope of and responsibility for the City's emergency preparedness program which is
developed and maintained during times of normalcy to ensure the jurisdiction remains
prepared to respond to disasters
• The emergency response and disaster recovery operations to be implemented at the
time of a disaster, as well as the City's facilities that will be used for this purpose
• The City's policies and protocols that will be applied to emergency response and disaster
recovery operations within the jurisdiction
• The requirement that the City's agencies and personnel prepare more detailed
implementing procedures, operational guides, action checklists and similar documents
that will be needed to implement the CEMP, and will be consistent with the established
policies and operational concepts.
• The frequency of and responsibility for training City personnel in the implementation of
the plan and for planning and conducting exercises of plan implementation
• Actions to be implemented by the City to ensure continuing compliance with F.S.
Chapter 252.38(2), Emergency Management Powers of Political Subdivisions and with
the Federal requirements embodied in the National Incident Management System
(NIMS)
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1.2 Scope
The CEMP will be used by Opa-locka to prepare for, respond to, and recover from all types of
major emergencies and disasters, regardless of their cause or location in or near the jurisdiction.
When activated by the City Manager or designee, the CEMP is to be the primary guideline and
controlling document to be used by City agencies and personnel for management of operations
related to the event and its impacts. The CEMP may be activated upon warning that a disaster
may occur and impact the City, or may be activated during or immediately after the occurrence
of a disaster that has affected the City. In addition, the CEMP may be activated for purposes of
coordinating the City's support operations provided to other nearby jurisdictions that have been
severely impacted by a disaster and have requested the City's assistance.
Implementation of the CEMP will rely on all existing mutual aid agreements, contracts, and
understandings entered into by the City or its agencies. The CEMP does not replace or alter these
agreements, and such agreements and the CEMP are to be maintained by the City as mutually
consistent and supportive.
The CEMP is intended to be consistent with the Comprehensive Emergency Management Plan of
Miami -Dade County, including its annexes for Emergency Support Functions (ESFs), mitigation
and disaster recovery, terrorism incident response, and multiple casualty incident response. The
CEMP is also intended to be consistent with and supportive of the Comprehensive Emergency
Management Plan of the State of Florida, as well as with the Federal government's National
Response Plan. This consistency is necessary to facilitate coordination of response and recovery
operations between the City of Opa-locka, adjacent municipalities, and higher levels of
government.
1.3 Methodology
The CEMP was prepared through a cooperative, multi -organizational process directly involving
the City's departments with responsibilities for implementation of the plan. Plan development
and revision is an interactive process involving an orientation of all agencies, evaluation of the
"lessons learned" following emergency situations, discussions regarding the capabilities of the
City's agencies, and analysis of the City's preferred operational concepts. The development
process also included reviewing and commenting by all stakeholders on the draft plan prior to its
finalization.
1.4 Objectives
• Provide effective public safety measures to be utilized by personnel to assess
emergencies and take appropriate actions to save lives, reduce injuries, prevent or
minimize damage to public and private property, and protect the environment
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• Provide a process by which emergency response personnel and local government staff
can efficiently and effectively prevent, protect, mitigate, prepare for, respond to, and
recover from emergencies and disasters
• Provide for a safe and coordinated response to disaster/emergency situations
• Identify lines of authority and coordination for the management of an emergency or
disaster
• Assign responsibilities to agencies, organizations and individuals for carrying out specific
actions during an emergency
• Identify the responsibilities of local, state, non -governmental, volunteer, private sector
and federal agencies during emergencies or disasters
• Coordinate mutual aid resources
• Provide for interface and coordination between incident sites and the City's Emergency
Operations Center (EOC), as well as other cities and the county EOCs
1.5 Assumptions
This section identifies those assumptions that have been found to be necessary to define the
emergency operations to be conducted, the resources that will be available, and the expected
outcome of actions to implement the plan. Should these assumptions not be valid at the point of
initial CEMP implementation, then adjustments to the operational concepts would be necessary.
The City of Opa-locka is primarily responsible for emergency actions and will commit all available
resources to protect lives, minimize injury to persons, and minimize damage to property and the
environment. This will be accomplished in coordination with Miami -Dade County and identified
mutual -aid agencies.
The City may have to implement emergency operations without assistance from other
jurisdictions or levels of government for at least 72 hours (In some circumstances, this time frame
could be greatly extended as in a pandemic event.)
• The facilities designated by the City for use during the activation of the CEMP will
remain operational, or, if not, alternate facilities could be activated rapidly and
emergency operations resumed
The City agencies and personnel assigned responsibility for emergency operations will be
available on a timely basis; If indicated, City agencies will implement their continuity of
operations plans to ensure staffing of the emergency responsibilities assigned under this plan.
• When available, assistance and support from adjacent jurisdictions and higher levels of
government will be provided in a timely basis when requested by the City; If such
assistance and resources are not available or will not be delivered, the City will be aware
of this situation
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• The City's personnel assigned responsibility for implementation of the emergency plan
will be knowledgeable in their roles, and will have the proper training, credentials and
past experience to safely and effectively complete their responsibilities
• Assigned emergency workers will mobilize upon notification to do so, and will initiate
and complete necessary emergency operations to the best of their abilities, given the
equipment and resources available at the time
• The CEMP and all supporting documents, e.g., standard operating guides, action
checklists, personnel rosters, equipment inventories, etc., will be up to date and
available to the personnel and emergency facilities where they are needed
• The public will cooperate in a timely and orderly manner with emergency instructions,
public information, emergency ordinances and similar actions taken by the City and/or
by higher levels of government in coordination with the City; Non-compliance with
emergency instructions by the threatened public will not become a significant
impediment to emergency operations
• Miami -Dade County, the State of Florida and the Federal government will implement
their comprehensive emergency management plans effectively and on a timely basis,
when necessary, to manage the consequences of disasters affecting the City
• Hospitals and licensed residential health care facilities located within the City's
boundaries will prepare and maintain effective emergency plans, as required by state
regulations, and these plans will be implemented on a timely basis during disasters with
only minimum assistance and resources from the City
1.6 Policies and Protocols
This section of the City's CEMP defines the policies and protocols that will control implementation
of the emergency response and disaster recovery operations.
1.6.1 Policies
The standing policies of the City of Opa-locka governing operations at the time of a disaster are
the following:
• The City will maintain preparedness for response to emergencies and disasters
• The CEMP will be the controlling document for management of disaster situations,
regardless of their cause.
• The City will endeavor to maintain continuity of government throughout any disaster
situation and, if unable to do so, will, under a local state of emergency, request the next
higher level of government to assume this role until continuity of government can be
effectively resumed by the City
• Implementation of the CEMP will be conducted in accord with the operational concepts
embodied by NIMS
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• All emergency response operations in the field conducted by City response teams will be
managed through ICS (Incident Command System), as defined in NIMS
• Assigned responsibilities for implementation of the CEMP and/or other supporting
standard operating guides are an inherent component of the job description and duties
of City employees; At the time of a disaster, all employees are required to call in to
receive emergency assignments and/or to standby to be available to staff the City's
Emergency Organization
• All City agencies will establish a line of succession for supervisory personnel and for all
individuals assigned key roles for implementation of the CEMP
• The safety and health of emergency workers will be the highest priority and the City will
adhere to all applicable local, state and federal regulations and requirements regarding
worker safety
• The highest priority for emergency response operations will be to minimize the public
health and safety threats and to minimize injury and loss of life of the endangered
public. Prevention or mitigation of property damages will be secondary to this priority
• Emergency services and disaster relief programs will be provided without differentiation
to the status or demographic characteristics of the individuals or neighborhoods
affected
• The City will fully utilize its available resources prior to requesting additional resources
and assistance from higher levels of government and/or adjacent jurisdictions
• The City is committed to cooperative and coordinated multi -jurisdictional emergency
response and disaster recovery operations, and will endeavor to work with Miami -Dade
County and adjacent jurisdictions for the duration of response and recovery operations
• The City will cooperate with and participate in functions and facilities established by
Miami -Dade County, the State of Florida and/or the Federal government to coordinate
emergency response and disaster recovery operations on a statewide or regional basis,
when such functions and facilities are intended to include Opa-locka and the City has
the personnel available to do so
• The policies temporarily established by the City during activation of the CEMP at the
time of a disaster will be consistent with this policy framework
1.6.2 Protocols
The following protocols will be relied upon for coordination of the City's response and recovery
operations, consistent with conditions at the time of the event:
• The Deputy Police Chief or designee,will serve as the EOC Commander of the City's
Emergency Organization. The City's EOC Commander will be positioned in the City EOC
and will approve the Incident Action Plans (IAPs) formulated to guide the City's response
operations
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• The EOC will provide coordination, oversight, and support to field operations conducted
by the City; when resources become limited, the EOC will prioritize their allocation
through the IAP
• The EOC will serve as the Multi -Agency Coordination Entity within the Multi -agency
Coordination System for the City in accord with the principals of the NIMS
• Field operations will be under the supervision of the incident commander of the City
agency with the primary responsibility for managing the field response; Field response
teams will maintain ongoing communications with the City EOC and will implement
operations in accord with the City's IAP
• Field operations by City agencies will be conducted in accord with established
operational guides, including the use of contractors and mutual aid; Upon activation of
the CEMP and the City EOC, all requests from field operations for additional resources
and support will be made to and through the City EOC
• The City EOC will maintain communications with the Miami -Dade County EOC by all
available means; The City will designate liaisons to the County EOC and the City's liaison
will be continually updated regarding conditions in the City, the emergency operations
being conducted, and the City's resource needs
• The City EOC will inform the Miami -Dade County EOC of all requests for additional
resources from adjacent jurisdictions, and will route requests for resources from higher
levels of government through the County EOC
In addition to these standing protocols, the City may formulate temporary protocols for
coordination and management of operations whenever made necessary by the circumstances of
the event and with the concurrence of the Incident Commander.
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2 Situation
For the purposes of the CEMP, the "situation" involves two factors. The first is the characteristics
of the community that could be influential to the needs of the population for services and support
at the time of a disaster. The second is the identification of hazards that threaten the community.
2.1 Geographic Information
Opa-locka encompasses 4.3 square miles, located in northeast Miami -Dade County, and is
situated approximately 8 miles from the Atlantic Coastline. The City is located near other cities
of Hialeah, Miami Gardens, and North Miami in Miami -Dade County. The mean elevation for the
City is 9 feet above sea level. The area south of State Road 9 (Magnolia Park) and then south of
the Atlantic Canal (Nile Gardens) are prone to flooding. As such, evacuation of residents from
those areas — especially near the NW 127 Street Canal — would be likely in any storm that has a
great deal of rain.
2.2 Climate
The average daily high temperatures for the area vary from about 90 degrees in summer to
approximately 78 degrees in winter. The average daily low temperatures range from about 75
degrees in the summer to 60 degrees in the winter. The City receives the most rain in summer,
with annual average rainfall of about 63 inches. Natural hazards known to threaten the area
include hurricanes, tornados, lightning, severe storms, flooding, and drought.
2.3 Transportation
The City is traversed by NW 27th Avenue, NW 135th Street, and Florida State Road 924. These
roadways represent a potential source for hazard that could necessitate implementation of this
CEMP for a transportation -based hazardous materials incident or a multiple casualty incident.
The City's northeastern edge borders the Miami-Opa Locka Executive Airport. The Tri-Rail
commuter rail service by the South Florida Regional Transportation Authority runs through the
City with one connecting station. As of December 31, 2020, Tri-Rail assists with the transportation
needs of approximately 15,000 passengers on a daily basis.
2.4 Socioeconomic Profile
The City's estimated 2019 population is 15,887; with approximately 5,916 households. From April
2010 to July 2019, the population grew approximately 4.6%.
During a five-year estimate spanning from 2015 to 2019, median family income was estimated at
$21,523, and the essential employers were the health care & social assistance, retail, and
administrative/support/waste management services.
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1 Commented [TK4]: Map of boundaries. )
Commented [TK5]: City map with major corridors.
{ Commented [TK6R5]: Combine with boundaries map.
Commented [TK7R5]: Any other roadways of significance
that we should note?
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2.5 Governance
The City of Opa-locka was incorporated in 1926 and operates under a commission/city manager
form of government. The city commission consists of the Mayor and four commissioners, who
are responsible for enacting ordinances, resolutions and regulations governing the city; as well
as appointing members of various advisory boards, the City Manager, City Attorney, and City
Clerk.
As Chief Administrative Officer, the City Manager is responsible for the enforcement of laws and
ordinances, and the appointment and supervision of the City's department heads.
2.6 Critical Facilities
Within the jurisdiction, there is two elementary schools, Dr. Robert B. Ingram/Opa-locka
Elementary and Nathan B. Young Elementary. Additionally, one middle school and one high
school serve the City outside of its jurisdiction, North Dade Middle School and Hialeah/Miami
Lakes Senior High. The City is also the site of an Amazon Mega Warehouse and Fulfillment center.
In addition, there are special facilities within the jurisdiction that could require additional
attention during disaster situations, and these include the following:
• Sewage lift stations
• Wastewater treatment plant utilizing gaseous chlorine and other chemicals
• Parks that attracts large numbers of people at special events
• Public Safety facilities
• Evacuation Centers as designated by Miami -Dade County
2.7 Hazard Identification
Identifying hazards is the first step in any effort to reduce community risk. All parts of the City of
Opa-locka are vulnerable to these hazards, and often will have little or no warning before being
impacted. The City is an active participant in Miami -Dade County's Local Mitigation Strategy,
which is a Countywide, multi -jurisdictional effort to reduce the vulnerabilities of the communities
of the County to future hazards of all types. The LMS is active before and after disaster events.
Before disasters, Opa-locka participates in technical analyses identifying potential hazards
threatening the jurisdiction, defining vulnerabilities to those hazards, and formulating mitigation
initiatives to eliminate or reduce those vulnerabilities. The mitigation initiatives are included in
the City's portion of the countywide mitigation plan, and are scheduled for implementation when
the resources to do so become available.
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The following chart depicts the probability risk by location of all of the natural hazards. The
estimate of risk is based on the judgment of local planners and the LMS Working Group regarding
the likely frequency of occurrence of the hazard event based on the location of the jurisdiction
to the hazard potentially occurring. Sea Level Rise probabilities were determined by potential
future risk as identified in the map in the Sea Level Rise section. The rankings are Low (L), Medium
(M) and High (H).
Table 1: Hazards Identified by the Miami -Dade County 2020 Local Mitigation Strategy
Hazard Risk Rating
Drought
Erosion
Flooding
Hurricane/Tropical Storm
Saltwater Intrusion
Sea Level Rise
Severe Storm
Tornado
Wildfire
Winter Storm
------------
Medium
Low
High
High
Low
Medium
High
High
Low
Medium
The following non -natural hazards are included in the 2015 Miami -Dade County THIRA. These are
county -wide vulnerability ratings that are not specific to the jurisdiction.
Table 2: Technological Hazards Identified by the Miami -Dade County 2015 THIRA
Hazard Vulnerability
Coastal Oil Spill
Electric Utility Failure
Hazardous Materials Release
Nuclear Power Plant Release
Structural Fire
Transportation Incident (i.e. Highway and/or
Rail Incident)
Water/Wastewater Incident
Medium
1
High
Medium
Low
Medium
Medium
Medium
Table 3: Human -Caused Hazards Identified by the Miami -Dade County 2015 THIRA
Hazard Vulnerability
Active Shooter
Civil Disturbance/Civil Unrest
Electromagnetic Pulse
Food Borne Illness Incident
Medium
Medium
Low
Medium
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Hazard Vulnerability
Mass Migration Medium
Terrorism — Biological (Cat. A, B, C) Low
Terrorism — Chemical Low
Terrorism — Cyber Medium
Terrorism — Explosive Medium
Terrorism — Radiological Low
Terrorism — Small Arms Medium
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3 Emergency Management Actions and Concepts
The City is responsible for ensuring that necessary and appropriate actions are taken to protect
people and property from the consequences of emergencies and disasters. This concept of
operations is based on adherence to the operational concepts, principals, and terminology of
NIMS and ICS, as well as conformance with the requirements of F.S. Chapter 252.38 for
coordination of the City's emergency operations with Miami -Dade County and the State of
Florida. As applicable, the concept of operations is intended to be consistent with that utilized by
the State of Florida CEMP and the National Response Plan (NRP).
3.1 Phases of Emergency Management
The City of Opa-locka Comprehensive Emergency
Management Plan is one of the key documents that
describe the programs, policies and responsibilities for
activities conducted under the different "phases" of
emergency management. Each phase of emergency
management is closely interrelated to the other and spans
5 separate but contiguous phases: Prevention/Protection,
Mitigation, Preparedness, Response, and Recovery.
3.1.1 Prevention/Protection
Figure 1: 5 Phases of Emergency Mgmt.
The Prevention and Protection missions are closely aligned and integrated. Prevention consists
of actions that reduce risk from human -caused incidents, primarily terrorism. Prevention
planning can also help mitigate secondary or opportunistic incidents that may occur after the
primary incident. Incorporating prevention methods into the comprehensive planning process
also helps identify information or intelligence requirements that support the overall planning
process.
Protection activities, on the other hand, reduces or eliminates a threat to people, property, and
the environment. Primarily focused on adversarial incidents, the protection of critical
infrastructure and key resources (CIKR) is vital to local jurisdictions, national security, public
health and safety, and economic vitality. Protection planning safeguards citizens and their
freedoms, critical infrastructure, property, and the economy from acts of terrorism, natural
disasters, or other emergencies. It includes actions or measures taken to cover or shield assets
from exposure, injury, or destruction. Protective actions may occur before, during, or after an
incident and prevent, minimize, or contain the impact of an incident.
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The following activities span the Prevention and Protection phase:
• Intelligence and Information Sharing: Providing timely, accurate, and actionable
information concerning threats; Information sharing is the ability to exchange
intelligence, information, data, or knowledge among government or private sector
entities, as appropriate
• Interdiction and Disruption: Delay, divert, intercept, halt, apprehend, or secure threats
and/or hazards; These threats and hazards include people, materials, or activities that
pose a threat to the City
• Screening, Search, and Detection: Identify, discover, or locate threats and/or hazards
through active and passive surveillance and search procedures
• Access Control and Identity: Apply and support necessary physical, technological, and
cyber measures to control admittance to critical locations and systems
• Physical Protective Measures: Implement and maintain risk -informed countermeasures,
and policies protecting people, borders, structures, materials, products, and systems
associated with key operational activities and critical infrastructure sectors
• Cybersecurity: Protect (and if needed, restore) electronic communications systems,
information, and services from damage, unauthorized use, and exploitation
• Risk Management for Protection Programs and Activities: Identify, assess, and
prioritize risks to inform Protection activities, countermeasures, and investments
3.1.2 Preparedness
This is the phase when the City and its agencies and organizations develop and maintain their
readiness or preparedness to manage the potential impacts of emergencies and disasters. This
phase is actually continuous in time, and is interrupted occasionally for emergency response and
disaster recovery activities. The emergency preparedness phase merges with the emergency
response phase as preparations are made for known or anticipated emergency events.
3.1.2.1 The City's Emergency Preparedness Program
Pursuant to NIMS, the City of Opa-locka's Emergency Preparedness Team has been established
to ensure the jurisdiction maintains its preparedness to implement the CEMP and to work
towards enhancing and improving the capabilities to respond to disaster situations. The
Emergency Preparedness Team consists of the City leadership and the City's Department
Directors as follows:
• City Manager
• City Clerk
• Assistant City Manager
• City Attorney
• Police Chief or Designee
• Information Technology Director
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• Parks and Recreation Director
• Public Works Director
• Building Director
• Capital Projects Director
• Community Development Director
• Finance Department Director
• Human Resources Director{
Opa-locka maintains an ongoing emergency preparedness program that consists of the following
elements:
• This organization meets on a routine basis and is responsible for the necessary intra-
jurisdictional coordination of government actions to ensure the following:
o The CEMP and all supporting documentation are maintained as current, and
other actions needed to ensure readiness of the City for CEMP implementation
are taken
o City personnel are trained in their roles for implementation of the CEMP and all
assigned personnel have the appropriate credentials and/or experience to
effectively and safely implement those assignments
o Implementation of the CEMP is exercised on the schedule and in the manner
specified herein; All exercises are evaluated to identify improvements needed
o Ongoing evaluation of the adequacy of the City's personnel, equipment, facility
and supplies to implement the CEMP and to assure a level of capabilities
commensurate with the risk exposure of the jurisdiction
o Development and implementation of a "preparedness improvement plan"
designed to address shortfalls in the City's emergency preparedness resources
and capabilities
• The City is represented in inter -jurisdictional emergency preparedness planning and
programming activities conducted by Miami -Dade County. These activities are designed
to enhance coordination and cooperation among local jurisdictions and higher levels of
government during response and recovery operations for major disasters. This
representation includes City participation in Miami -Dade County's local hazard
mitigation planning process and completion of efforts by the City to minimize the
vulnerability to future disasters. The City is also represented at the Miami -Dade County
EOC when Miami -Dade EOC is operating at Level 1.
• Designation of the Special Services Commander as the City's Emergency Management
Coordinator to manage the day-to-day implementation of the City's emergency
preparedness program and to support the City's Emergency Preparedness Team in
fulfilling its responsibilities.
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• Participation in the Florida statewide mutual aid agreement and other specific mutual
aid agreements with other jurisdictions and/or organizations so that supplemental
personnel and resources can be available to the City more rapidly when needed;
Development of pre -event contracts with local businesses to provide needed
supplemental services
• Efforts to classify City personnel and equipment resources, and to certify their suitability
for their intended emergency use, in accord with Federal guidance issued pursuant to
the NIMS (National Incident Management System)
• Ensuring that all aspects of the City's emergency preparedness program remains
consistent with applicable local, state and Federal requirements
• Implementing a public information and preparedness awareness program through the
City's website, community -based education efforts, coordination with the private
sector, and similar actions
• The City also works with Miami -Dade County in informing the public about the Special
Needs Program aimed to provide individuals requiring medically enhanced sheltering or
need transportation assistance during an evacuation.
• The Opa-locka Emergency Preparedness Team meets periodically during times of
normalcy to address these responsibilities
3.1.3 Mitigation
Mitigation comprises of actions to avoid or minimize the community's vulnerability to the
adverse physical, economic and operational impacts of disasters. Mitigation is prevalent in each
of the other four phases of emergency management, and can create opportunities and needs for
actions that can achieve hazard mitigation objectives. By adopting the LMS, the City addresses
mitigation measures in relation to the hazard risk and vulnerability assessments. Mitigation
activities can include:
• Local ordinances and statutes (zoning ordinance, building codes and enforcement, etc.)
• Structural measures to harden existing buildings
• Public information and community relations
• Comprehensive land -use planning
• Risk and Disaster Resilience Assessment so that decision makers, responders, and
community members can take informed action to reduce their entity's risk and increase
their resilience
• Community Resilience to enable the recognition, understanding, communication of, and
planning for risk and empower individuals and communities to make informed risk
management decisions necessary to adapt to, withstand, and quickly recover from
future incidents
• Long-term Vulnerability Reduction; Build and sustain resilient systems, communities,
and critical infrastructure and key resources lifeline
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• Threats and Hazards Identification; Identify the threats and hazards that occur in the
geographic area; determine the frequency and magnitude; and incorporate this into
analysis and planning processes
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3.1.4 Response
Response embodies the actions taken in the immediate aftermath of an incident to save and
sustain lives, meet basic human needs, and reduce the loss of property and the effect on critical
infrastructure and the environment. Following an incident, response operations reduce the
physical, psychological, social, and economic effects of an incident. Response planning provides
rapid and disciplined incident assessment to ensure a quickly scalable, adaptable, and flexible
response. It incorporates national response doctrine as presented in the NRF, which defines basic
roles and responsibilities for incident response across all levels of government and the private
sector. During response the City will follow basic NIMS/ICS concepts, procedures and structures
to guide operations. Response activities can include:
• Establishment of Incident/Unified Command and associated staff, sections and branches
(Command staff, operations, planning, logistics, finance/admin)
• Protective actions — Evacuation, sheltering, shelter in place, lockdown, etc.
• Incident assessment and objectives
• Development and implementation of strategies and tactics to achieve incident
objectives
• Incident stabilization
• Warnings, notifications and communications
• Development of an Incident Action Plan (IAP)
• Resource management
3.1.5 Recovery
Recovery encompasses both short-term and long-term efforts for the rebuilding and
revitalization of affected communities within the City. Recovery planning builds stakeholder
partnerships that lead to community restoration and future sustainability and resiliency. As the
emergency response operations are completed, activities needed to repair the damages that
occurred from the event are initiated. The disaster recovery phase can be very brief, when the
event has had little physical or economic impact on the community, to as long as months and
years, when the damage has been extensive. The disaster recovery phase merges with the
emergency preparedness phase as the community returns to normalcy and can focus on
preparing for the next emergency or disaster. Disaster recovery activities include such actions as:
• Collecting and disposing of debris resulting from the event
• Restoration of interrupted utility services
• Repairing damages to the infrastructure
• Reestablishment of transportation routes
• Provision of food and shelter to displaced persons
• Implementing assistance programs to help the victims of the event return to normalcy
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3.2 National Incident Management System (NIMS)
NIMS guides all levels of government, nongovernmental organizations (NGO), and the private
sector to work together to prevent, protect against, mitigate, respond to, and recover from
incidents. NIMS provides stakeholders across the whole community with the shared vocabulary,
systems, and processes to successfully deliver the capabilities described in the National
Preparedness System. NIMS defines operational systems, including the Incident Command
System (ICS), Emergency Operations Center (EOC) structures, and Multiagency Coordination
Groups (MAC Groups) that guide how personnel work together during incidents. NIMS applies to
all incidents, from traffic accidents to major disasters.
3.2.1 NIMS Guiding Principals
Incident management priorities include saving lives, stabilizing the incident, and protecting
property and the environment. To achieve these priorities, incident personnel apply and
implement NIMS components in accordance with the principles of flexibility, standardization, and
unity of effort.
• Flexibility: NIMS components are adaptable to any situation, from planned special
events to routine local incidents to incidents involving interstate mutual aid or Federal
assistance. Some incidents need multiagency, multijurisdictional, and/or
multidisciplinary coordination. Flexibility allows NIMS to be scalable and, therefore,
applicable for incidents that vary widely in terms of hazard, geography, demographics,
climate, cultural, and organizational authorities.
• Standardization: Standardization is essential to interoperability among multiple
organizations in incident response. NIMS defines standard organizational structures that
improve integration and connectivity among jurisdictions and organizations. NIMS
defines standard practices that allow incident personnel to work together effectively
and foster cohesion among the various organizations involved. NIMS also includes
common terminology, which enables effective communication.
• Unity of Effort: Unity of effort means coordinating activities among various
organizations to achieve common objectives. Unity of effort enables organizations with
specific jurisdictional responsibilities to support each other while maintaining their own
authorities.
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3.2.2 Resource Management
NIMS resource management guidance enables
many organizational elements to collaborate and
coordinate to systematically manage resources —
personnel, teams, facilities, equipment, and
supplies. Most jurisdictions or organizations do
not own and maintain all the resources necessary
to address all potential threats and hazards.
Therefore, effective resource management
includes leveraging each jurisdiction's resources,
engaging private sector resources, involving
volunteer organizations, and encouraging further
development of mutual aid agreements.
The resource management process during an
incident includes standard methods to identify,
order, mobilize, and track resources. In some
cases, the identification and ordering process is
compressed, such as when an Incident
Commander identifies the specific resources necessary
resources directly. However, in larger, more complex incidents, the Incident Commander relies
on the resource management process and personnel in the ICS and EOC organizations to identify
and meet resource needs.
Incident Objectives
Strategies
Tactics
1
Figure 2: NIMS Resource Mgmt.
for a given task and orders
those
3.2.3 Command and Coordination
The Command and Coordination component of NIMS describes the systems, principles, and
structures that provide a standard, national framework for incident management. Regardless of
the size, complexity, or scope of the incident, effective command and coordination —using
flexible and standard processes and systems —helps save lives and stabilize the situation. Incident
command and coordination consist of four areas of responsibility:
1. Tactical activities to apply resources on scene
2. Incident support, typically conducted at EOCs, through operational and strategic
coordination, resource acquisition and information gathering, analysis, and sharing
3. Policy guidance and senior -level decision making
4. Outreach and communication with the media and public to keep them informed about
the incident
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3.2.4 NIMS Management Characteristics
The following characteristics are the foundation of incident command and coordination under
NIMS and contribute to the strength and efficiency of the overall system:
• Common Terminology • Modular Organization
• Management by Objectives • Incident Action Planning
• Manageable Span of Control • Incident Facilities and Locations
• Comprehensive Resource Management • Integrated Communications
• Establishment and Transfer of Command • Unified Command
• Chain of Command and Unity of Command • Accountability
• Dispatch/Deployment • Information and Intelligence Mgmt.
For additional details regarding NIMS guidance, please refer the National Incident Management
System 3`d Edition.
3.2.5 Incident Command Structure (ICS)
ICS is a standardized approach to the command, control, and coordination of on -scene incident
management that provides a common hierarchy within which personnel from multiple
organizations can be effective. ICS specifies an organizational structure for incident management
that integrates and coordinates a combination of procedures, personnel, equipment, facilities,
and communications. Using ICS for every incident helps hone and maintain skills needed to
coordinate efforts effectively. ICS is used by all levels of government as well as by many NGOs
and private sector organizations. ICS applies across disciplines and enables incident managers
from different organizations to work together seamlessly. This system includes five major
functional areas, staffed as needed, for a given incident: Command, Operations, Planning,
Logistics, and Finance/Administration.
Command Staff
The Incident Commander or Unified Command assigns Command Staff as needed to support the
command function. The Command Staff typically includes a Public Information Officer (P10), a
Safety Officer, and a Liaison Officer who report directly to the Incident Commander or Unified
Command and have assistants as necessary. The Incident Commander or Unified Command may
appoint additional advisors as needed. The positions are discussed fully within 5.3 Organization
and Staffing section.
General Staff
The General Staff consists of the Operations, Planning, Logistics, and Finance/Administration
Section Chiefs. These individuals are responsible for the functional aspects of the incident
command structure. The Incident Commander or Unified Command activates these section chiefs
as needed. These functions default to the Incident Commander or Unified Command until a
section chief is assigned. The section chiefs may have one or more deputies as necessary. The
positions are discussed fully within 5.3 Organization and Staffing section.
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3.2.5.1 Incident Commander/Unified Command
A single Incident Commander or Unified Command conducts the command function on an
incident. Command and General Staff support the incident command to meet the incident's
needs. When an incident occurs within a single jurisdiction and without jurisdictional or
functional agency overlap, the appropriate authority designates a single Incident Commander
who has overall incident management responsibility. The use of Unified Command enables
jurisdictions and those with authority or functional responsibility for the incident to jointly
manage and direct incident activities
3.2.6 Communication and Information Management
Incident personnel rely on flexible communications and information systems to obtain and
provide accurate, timely, and relevant information. Establishing and maintaining situational
awareness and ensuring accessibility and voice and data interoperability are the principal goals
of the Communications and Information Management component. Properly planned,
established, and applied communications facilitate information dissemination among command
and support elements and cooperating jurisdictions and organizations.
The following principles of communications and information management support incident
managers in maintaining a constant flow of information during an incident. The key principles are
• Interoperability: Interoperable communications systems enable personnel and
organizations to communicate within and across jurisdictions and organizations via
voice, data, and video systems in real time
• Reliability, Scalability, and Portability: Communications and information systems
should be reliable and scalable to function in any type of incident. This means they
should be suitable for use within a single jurisdiction or agency, a single jurisdiction with
multiagency involvement, or multiple jurisdictions with multiagency involvement
• Resilience and Redundancy: Resilience and redundancy in communications help to
ensure the uninterrupted flow of information. Resilience is the ability of systems to
withstand and continue to perform after damage or loss of infrastructure. Redundancy
is achieved through the duplication of services. It enables the continuity of
communication when primary communications capabilities suffer damage through
diverse alternative methods
• Security: Some information communicated from, among, and to incident personnel is
sensitive. Additionally, EOC and incident personnel may have access to critical assets,
such as industrial control systems, that could cause widespread impacts if compromised.
Incident personnel should work with IT and security experts to incorporate data,
network, and systems protection best practices into incident communications and data
sharing
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3.2.7 Standard On -Scene Operations
As described previously, on -scene response to emergencies follows the concepts of NIMS and
ICS. The person in charge at the incident is the on —scene Incident Commander (IC) who is
responsible for ensuring each agency on scene can carry out its responsibilities.
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.
When more than one agency is involved at an incident scene, the agency having jurisdiction
(where the incident is located) and other responding agencies shall work together to coordinate
each agency's objectives via the establishment of Unified Command.
Whether using a single Incident Commander or a Unified Command, the command function:
• Establish an incident command post and direct the on— scene response
• Isolate the scene
• Assess the situation and identify hazards
• Make initial notifications of larger emergency events (non -routine) via the Emergency
Dispatch Communications, or chain -of -command
• Warn the population in the area of the incident; provide emergency instructions
• Determine and implement protective measures (evacuation or in— place sheltering) for
the population in the immediate area of the incident
• Implementing traffic control arrangements in and around the incident scene
• Develop objectives (tasks to be done)
• Ensure appropriate safety and personnel protective measures
• Develop an action plan and priorities
• Determine the need to activate the County emergency operations center (EOC) to
support field operations
• In coordination with the EOC contact appropriate agencies or personnel with expertise
and capability to carry out the incident action plan
• Coordinate, as appropriate, with other first responder agencies
• Request additional resources from the EOC
3.2.8 Emergency Operations Center
Jurisdictions and organizations across the Nation use EOCs as important elements in their
emergency management programs. EOCs are locations where staff from multiple agencies
typically come together to address imminent threats and hazards and to provide coordinated
support to incident command, on -scene personnel, and/or other EOCs. EOCs may be fixed
locations, temporary facilities, or virtual structures with staff participating remotely.
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A jurisdiction or organization may also activate EOC staff to support prevention and protection
activities and to find resources to backfill those that the jurisdiction or organization has already
deployed.
Primary functions of staff in EOCs, whether virtual or physical, include:
• Collecting, analyzing, and sharing information
• Supporting resource needs and requests, including allocation and tracking
• Coordinating plans and determining current and future needs
• In some cases, providing coordination and policy direction
3.2.8.1 City of Opa-Iocka EOC
The City EOC will be activated at the Sherbondy Village Community Center located at 215 Perviz
Ave, Opa locka, FL 33054. The City EOC will be responsible for coordination of emergency
operations within the jurisdiction, communications and communications support, resource
dispatch and tracking, as well as information collection, analysis, and dissemination. The City EOC
will be the point of contact and coordination with Miami -Dade County and adjacent jurisdictions.
The City of Opa-Iocka also serves under the Miami -Dade County EOC Municipal Branch as a
Satellite EOC to the Hialeah Divisional EOC. The goal is to coordinate information and collaborate
with each other to ensure all response and recovery matters are addressed and resolved during
an incident or disaster. For further information regarding the City of Opa-locka's Satellite EOC
responsibilities, reference section 5.7 Miami -Dade County Satellite Municipalities or the Miami -
Dade County Municipal Branch Operations Guide.
3.2.8.2 Miami -Dade County EOC
Miami -Dade County's EOC serves as the central point of coordination and communication, by
State Law and County ordinance, for all disasters that affect Miami -Dade County. The EOC will
provide resource coordination and support to the on -scene Incident Command and jurisdictions
as requested or necessary based on needs of community members. The Miami -Dade County EOC
structure is based on Emergency Support Functions (ESFs) of the National Response Framework.
The EOC management team is responsible for ensuring ESFs and Municipalities have the
necessary equipment, communication and information to provide appropriate services.
The Miami -Dade EOC's response and recovery operations are carried out through a specific
organizational structure that includes Logistics, Admin/Finance, Operations and Planning. The
EOC Municipal Branch falls under the command and control of the EOC Operations Section Chief
(OSC). As such, the EOC Municipal Branch Director is responsible for ensuring that the OSC is kept
apprised of all matters related to the EOC Municipal Branch by coordinating with municipalities
and universities/colleges within the branch.
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Miami -Dade County is composed of 34 municipalities and an unincorporated portion. In an effort
to maintain a manageable span of control in the Miami -Dade EOC Municipal Branch during an
incident or disaster, Miami -Dade OEM developed the Divisional EOC system. This system includes
seven divisions to group municipalities within the county. The seven Divisional municipalities
have been identified as follows:
• City of Coral Gables
• City of Hialeah
• City of Homestead
• City of Miami
• City of Miami Beach
• City of North Miami
• City of North Miami Beach
The remaining of the municipalities, universities/colleges, the Miccosukee Tribe of Indians and
HARB, known as Satellites, are assigned to one of the seven Divisionals, primarily based upon
their geographic location.
3.2.8.3 State of Florida EOC
In cooperation with the National Response Framework and Florida Statute 252, if local resources
are exceeded, the Florida Division of Emergency Management will activate the State Emergency
Operations Center (SEOC) and will provide additional expertise, resources, and support. When
Florida's resources are exceeded, the State EOC may request additional resource support and
coordination assistance from other States through the Emergency Management Assistance
Compact (EMAC) or from the Federal Government.
The State sends a SERT liaison, usually the FDEM Area Coordinator, to Miami -Dade County in
order to provide a personal communication link with the SEOC. The SERT liaison offers his/her
technical assistance and is responsible for relaying resource requests from Miami -Dade County
to the SEOC.
Responsibilities of the State of Florida include:
• Receive, evaluate, and issue information on emergency operations
• Coordinate the activities of all state agencies
• Coordinate the receipt, allocation, and delivery of resources supplied by the state or
federal government or other states
• Coordinate emergency operations mutual aid with other states
• Receive, process and transmit requests for mutual aid or state/federal assistance
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3.2.9 Emergency Support Functions (ESFs)'
Once the City EOC is activated, the proper response structure is implemented based off of the
ICS structure (reference Section 5 - EOC). Emergency Support Functions (ESFs) are then
established within the associated branch. ESFs represent groupings of types of assistance
activities that the City is likely to need in times of emergency or disaster. During emergencies,
the City Manager or designee, determines which ESFs are activated to meet the disaster response
needs.
• This plan is based upon the concept that the ESFs for the various City departments and
organizations involved in emergency operations will generally parallel their normal day-
to-day functions.
• A City department is designated as the "primary" or "support" for an ESF.
• Upon activation of the County EOC, the activated ESF primary agencies will designate
representatives in the EOC to coordinate their ESF(s).
• The primary department for the ESF will be responsible for obtaining all information
relating to ESF activities and requirements needed by the emergency and disaster
response.
• Support agencies are assigned based on resources or capabilities in a given functional
area.
ESF #1 (Transportation), #4 (Firefighting), #6 (Mass Care), #8 (Health and Medical), #9 (Search
and Rescue), #10 (Hazardous Materials), #13 (Military Support), and #17 (Animal Protection and
Agriculture) are performed by Miami -Dade County. The City Manager will designate a Liaison
Officer too coordinate these functions with the Miami -Dade County EOC. Emergency Support
Functions under the City EOC structure are shown below.
• ESF #2 Communications
• ESF #3 Public Works and Engineering
• ESF #5 Planning
• ESF #7 Resource Support
• ESF #11 Food and Water
• ESF #12 Utilities
• ESF #14 Public Information
• ESF #15 Volunteers and Donations
• ESF #16 Law Enforcement
• ESF #18 Business and Industry
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3.3 Mutual -Aid
Mutual -aid agreements are both verbal and written, and can involve all types of local government
agencies and organizations, such as emergency services, public works and human resources. Such
agreements can also be with private sector organizations or individuals that have special skills or
resources that may be needed at the time of a disaster, such as with communications companies,
heavy construction firms, physicians, engineers, etc. In the City of Opa-locka, there are several
mutual aid agreements in place that would be available for activation at the time of a disaster.
The Florida Emergency Management Act (F. 5. 252.40), provides each local government of the
state the authority to develop and enter into mutual aid agreements within the state for
reciprocal emergency aid and assistance in case of emergencies too extensive to be dealt with
unassisted, and through such agreements to ensure the timely reimbursement of costs incurred
by the local governments which render such assistance. A statewide mutual aid system, operating
within the framework of the Florida Mutual Aid Act, allows for the progressive mobilization of
resources to and from emergency response agencies, local governments, counties, regions and
state with the intent to provide requesting agencies with adequate resources. Emergency mutual
aid response and recovery activities are generally conducted at the request and under the
direction of the affected local government. The Florida Mutual Aid Plan is the official procedure
in response to emergencies, disasters, civil disturbances, and unusual occurrences.
The statewide mutual aid system includes several discipline -specific mutual aid systems, such as
fire and rescue, law enforcement, medical and public works. The adoption of NIMS does not alter
existing mutual aid systems. These systems work through local government, county, regional and
state levels consistent with NIMS.
Mutual aid may also be obtained from other states through direct state -to -state contacts,
pursuant to interstate agreements and compacts, or may be coordinated through federal
agencies.
Statewide Mutual -Aid Agreements
• Florida State Emergency Management Act
• Florida Statewide Mutual Aid Agreement
• Florida Mutual Aid Plan
• Florida Fire -Chief's Statewide Emergency Response Plan (SERP)
• Florida Department of Law Enforcement (FDLE) Mutual Aid Agreement
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as
amended) provides federal support to state and local disaster activities
City of Opa-Iocka Mutual -Aid Agreements
Commented [TK18]: List any agreements here
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4 Concept of Operations
This section defines the concept of operations that will guide actions by the City of Opa-locka
prior to, during, and after significant disaster events. The Concept of Operations incorporates the
following:
• General Organization and Direction
• Standard Emergency Services
• Classification of Disasters and Levels of Activation
• Emergency Proclamations
• Emergency Recognition and CEMP Activation
• Emergency Facilities
• Roles and Responsibilities
4.1 General Organization and Direction
The City of Opa-locka operates under a Commission/City Manager form of government. The city
commission consists of the Mayor and four commissioners, who are responsible for enacting
ordinances, resolutions and regulations governing the city; as well as appointing members of
various advisory boards, the City Manager, City Attorney, and City Clerk.
The City Manager serves as the chief administrative officer of the City. The City Manager is
responsible to the Commission for the administration of all City affairs and for carrying out the
enforcement of laws and ordinances, and the appointment and supervision of the City's
department heads. The City Manager is supported by an Assistant City Manager, City Attorney
and a City Clerk. This leadership oversees the entire City of Opa-locka Organizational Structure.
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Figure 3: City of Opa-locka Organizati onal Chart
Citizens
Mayor &
City
Commissio n
City
Attomey
City
Manager
Assistant
City Manager
City
Clerk
Infor mation
Technolo gy
1
Annex ation
Parks &
Recreation
1
City
Boards
Public
Works
Building
Capital
Projects
Community
Development
Fin an ce
Departmen t
Human
Resources
Police
Department
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4.2 Standard Emergency Services
This section summarizes the scope of the emergency service activities the City normally provides.
When these capabilities could be exceeded, it will be necessary to request assistance and support
from adjacent jurisdictions under mutual aid agreements and/or from Miami -Dade County, state,
and/or Federal agencies.
4.2.1 Emergency Services Provided
Opa-locka has a police department that is available to respond to emergencies during times of
normalcy. Miami -Dade County Fire/Rescue provides fire protection and emergency medical
service to the City under Interlocal Agreement. Both Departments are dispatched by Miami -Dade
County Communications Center. 'Both the Opa-locka Police and Miami -Dade County Fire
Departments utilize the Incident Command System (ICS) in all emergency response operations.
The two Departments have the necessary personnel and equipment to address the general range
of emergency situations encountered in the jurisdiction. The Police Department relies on the
Miami -Dade County Sheriff's Office to provide mutual aid, including specialty law enforcement
teams. The Fire Department has first response and mutual aid support available from adjacent
jurisdictions.
Both the Opa-locka Police and Miami -Dade County Fire Departments have the resources and
skills to effectively initiate a response to the disasters most likely to occur in Opa-locka. Each
Department is properly staffed and equipped to independently sustain search, rescue, and
lifesaving, as well as law enforcement, traffic management and preservation of civil order if
mutual aid organizations were not available for the initial 72 -hour period. Emergency response
and disaster recovery operations beyond these noted would likely require additional, outside
support. The City's Public Works Department has resources and equipment available to the Police
and Fire Departments, if needed.
The City's Public Works Department has responsibility for the jurisdiction's roadways, building
maintenance, fleet maintenance, water, sewer, and storm water. The department also manages
debris removal. Public Works personnel and equipment resources are adequate to effectively
maintain normal operations of these systems and to conduct normally expected repairs.
The City's Parks and Recreation Department develops and maintains Opa-locka's many
recreational facilities and property. Park facilities are also available to use as staging areas and
point of distribution of supplies.
The City's Building Department has responsibilities for issuing building permits and inspections,
code enforcement, land development regulations, and long-range planning. These capabilities
would be needed following a disaster that caused structural damage in the community.
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4.2.2 Coordination of Emergency Operations
The City of Opa-locka coordinates emergency operations within the jurisdiction, with neighboring
jurisdictions, and with Miami -Dade County through the City's primary Emergency Operations
Center (EOC), located at the Sherbondy Village Community Center, 215 Perviz Ave, Opa locka, FL
33054. This facility is a secure building and is available 24 hours per day, seven days per week. If
the primary EOC were not available, The Alternate City EOC will be determined by the City
Manager.
In addition to the City's EOC, the Police Department staff operates Field Operations Centers
(FOCs), from which field operations can be directed. These FOCs maintain continuous
communication and coordination with the departments' representatives in the City's EOC!
4.2.3 Coordination of Emergency Operations with the Private Sector
The City of Opa-locka coordinates emergency operations with key elements of the private sector
through the jurisdiction's staff positioned at the City's EOC. Principally, emergency coordination
with the private sector is with Florida Power and Light (FP&L), the company responsible for
electric power service to the community.
Opa-locka has many commercial, retail, business, and industrial establishments and, following
disaster events, many private sector enterprises contact the City for up-to-date information and
to request assistance when needed. During emergencies, coordination of the assistance provided
to the private sector within Opa-locka is through the jurisdiction's EOC.
4.3 Classification of Events
The City will utilize the same method as Miami -Dade County to classify disasters and levels of
emergency response team, as follows:
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Table 4: Classificati on of Events
Incident
Minor Inciden
Maj or Incident
An exceptional threat to persons
or property that typically
c omprises of the f ollowing
attributes:
catastrophic Disaster d� �.�1
An extraordinary threat to
persons or property that typically
comprises of the following
attributes:
A condition of significant peril to
the safe-ty of persons or property
that typically comprises the
following attributes:
A condition of extreme peril to
the safety of persons or property
that typically comprises the
foll owing attributes:
•
Usually an isolated event with
•
Usually an isolated event with a
• Single or multiple event (can
• Single or multiple event (can
an ordinary threat to life and
significant threat to life and
have other separate incidents
have many other separate
property;
property;
associated with it);
incidents ass ociated with it);
•
Usually inv olving a limited or
•
Usually involving a limited
• Exceptional threat to life and
• Because of the severity of the
small population;
population;
property;
event, some or all, local
•
Usually unpredictable
•
Usu ally unpredictable;
• Generally wide -spread
resources are unavailable or
Ev ent
•
Usually demands immediate
•
Usually demands immediate
population and geographic area
overwhelmed;
action to protect life, preserve
public health or essential
services or protect property;
action to protect life, preserve
public health or essential
serv ices or pro tect property;
is affected .
• The fulfillment of the
community's essential functions
is prevented;
•
Has a defined geographical
area.
•
Has a defined geographical
area.
• Extraordinary threat to life and
property;
• Widespread population and
g eographic area are affected.
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Incident
Minor Incident
Major Incident
Catastrophic Disaster
• Usually only one to a few local
• Usually only a few local
• Resource demand may be
• Resource demand greatly
agencies involved;
agencies involved;
beyond local capabilities of the
exceeds the local capabilities of
• Typically, does not exceed the
• Typically, does not exceed the
responding organizations or
the responding organizations or
capabilities of the agency(ies)
capabilities of the agencies
jurisdiction —significant mutual
jurisdiction — extensive mutual
involved;
involved;
aid and support may be
aid and sup -port are needed;
• Mutual aid is typically not ap-
• Mutual aid may or may not be
needed;
• Many agencies and jurisdictions
plied;
ap-plied;
• Many agencies and jurisdictions
are involved — multiple layers of
• A local emergency is not
• A local emergency is not
are inv olved — multiple layers of
government;
declared;
declared;
government;
• The EOC is activated to a Level I
Response
• The EOC may be activated to a
• The EOC may be activated to a
• The EOC is activated to at least
to provide centralized overall
Level II;
Level II;
a Level I to provide centralized
command and coordination of
• Primary com-mand decisions
are made at the scene incident
• Primary co mmand decisions are
made at the scene incident
overall command and
coordination of jurisdictional
jurisdictional assets,
department, and incident
command post(s);
com-mand post(s) or EOC;
assets, department, and
supp ort functions, and initial
• Strategy, tactics, and resource
• Strate gy, tactics, and resource
incident support functions , and
reco very coordination;
assignments are determined on
assignments are determined on
initial recovery c oordination;
• Will last a substantial period of
the scene;
the scene;
• Will last a substantial period of
time (weeks to m onths) and
• Usually a fairly short duration
• Usually a fairly sho rt duration
time (days to weeks) and local
governmental agencies will
measured in hours.
measured in ho urs to days.
government will proclaim a
make disaster declarations.
"local disaster."
• Limited to short-term recovery
• Limited to sho rt-term reco very
• Involves both short-term and
• Involves both short-term and
efforts (i.e. , restoration of vital
efforts (i.e ., restoratio n of vital
long-term recovery efforts;
long-term recovery efforts;
services and facilities);
ser-v ices and facilities);
• Generally, all local agencies
• All local agencies involved;
• Usually one to a few local
• Usually only a few lo cal
invo lved;
• Requires assistance from state
Recovery
agencies involved.
agencies involved.
• M ay require assistance from
state agencies;
• M ay require assistance from
federal agencies.
agencies;
• Requires assistance from
federal agencies, including
immediate military
invol vement.
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4.4 Emergency Proclamations
4.4.1 Local State of Emergency Declaration Process
Local and State governments share the responsibility for protecting their citizens from disasters,
and for helping them to recover when a disaster strikes. In some cases, a disaster is beyond the
capacity of the local government to respond. In these instances, they may request additional
resources through the county and state to help them respond to an emergency event.
Pursuant with the City of Opa-locka Code of Ordinances, Chapter 8 — Civil Defense, Article I — In
General, Sec 8.5 — Declaration of disaster or state of emergency, the following pertains to a Local
State of Emergency:
• The mayor may declare a disaster or state of emergency pursuant to Florida Statute
Section 870.42 as a result of any man-made or natural disaster within the city
4.4.2 County Emergency Declaration Process
The Mayor or the Chairperson of the Board of County Commissioners in the absence of the Mayor
may declare a Local State of Emergency for a period of up to thirty (30) days for any or all areas
of Miami -Dade County in response to the imminent threat of, or an occurring emergency or
disaster. The Mayor or the Chairperson of the Board of County Commissioners in the absence of
the Mayor must present to the Board an affidavit stating the reasons for the Declaration.
In the event of an emergency or disaster, the impacted counties will coordinate the emergency
response effort within their political jurisdictions (County and municipalities). If necessary, a
county will activate the Statewide Mutual Aid Agreement (SMAA) for the exchange of emergency
mutual aid assistance with neighboring counties and among municipalities within the county.
When the event is beyond the capacity of the local government, the county emergency
management agency will request state assistance through the SERT, to be coordinated by the
SERT Chief.
4.4.3 State Emergency Declaration Process
If the emergency or disaster has the potential to exceed the capabilities of counties or state
agencies, the Governor, by executive order or proclamation, will declare a state of emergency
for those impacted areas or areas in which the emergency or disaster is anticipated as defined in
Section 252.36, Florida Statutes. Depending upon the type of emergency or disaster, a state of
emergency will direct the execution of certain components of the CEMP and is a condition for
requesting interstate mutual aid through the Emergency Management Assistance Compact
(EMAC). These executive orders, proclamations, and rules have the force and effect of law in
congruence with Section 252.36, Florida Statutes.
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4.4.4 Presidential Emergency or Major Declaration
Pursuant to Title 44, Code of Federal Regulations, the Governor may request that the President
of the United States issue an emergency or a major disaster declaration.
The basis for the Governor's request for an emergency declaration must be based upon a finding
that the situation:
• Is of such severity and magnitude that effective response is beyond the capability of the
state and the affected local government(s); and
• Requires supplementary federal emergency assistance to save lives and to protect
property, public health and safety, or to lessen or avert the threat of a disaster
The basis for the Governor's request for a major disaster declaration must be based upon a
finding that:
• The situation is of such severity and magnitude that effective response is beyond the
capability of the state and affected local government(s); and
• Federal assistance under the Stafford Act is necessary to supplement the efforts and
available resources of the state, local governments, disaster relief organizations, and
compensation by insurance for disaster -related losses
4.5 Event Recognition and CEMP Activation
The City would be informed of an emergency event that may require activation of the CEMP in a
variety of ways. The City's emergency services agencies could be the first to recognize a
significant event, and notify the Police Cheif, as well as the Miami -Dade County warning point.
The City, through the City Manager and/or Police Chief could also receive notification of an
emergency event through the County warning point or the Miami -Dade County Emergency
Management Division. In all cases, when the Police Chief, or senior officer on duty, receives
notification of an emergency situation of a larger scope or greater complexity than those
normally occurring within the jurisdiction, the City Manager or designee will be notified. The City
Manager or designee, upon notification, will determine if the CEMP and City EOC should be
activated, and if so, will notify Department Directors of the decision.
In the absence or incapacity of the City Manager, the Police Chief ;will be the first alternate, and
the Deputy Police Chief the second alternate, to direct activation of the CEMP and the activation
of the City's EOC.
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4.6 Emergency Facilities
The City has identified the specific emergency facilities that will be activated at the time of a
disaster. These are described in this section.
4.6.1 City Emergency Operations Center
The City EOC will be activated at the Sherbondy Village Community Center located at 215 Perviz
Ave, Opa locka, FL 33054. The facility has adequate space, furnishings, restrooms, and kitchen to
support the City's Emergency Organization for an extended period. The facility also has a standby
electric generator that fully supports facility operations. The facility has multiple landline
telephones, radio communication capabilities and the City personnel will bring addition
communications equipment to the facility to support operations.
In summary, the City EOC will be responsible for coordination of emergency operations within
the jurisdiction, communications and communications support, resource dispatch and tracking,
as well as information collection, analysis, and dissemination. The City EOC will be the point of
contact and coordination with Miami -Dade County and adjacent jurisdictions. The staff of the
EOC will prepare and approve IAPs (Incident Action Plans) in accord with ICS principles on an
appropriate periodic basis, e.g., every 12 hours depending on emergency conditions, for the
duration of the event. Each IAP will be approved for implementation by the City's EOC
Commander and will be utilized to guide City and associated emergency operations for the
applicable work period. Resource prioritization and allocation will be made by the City's
Emergency Organization in a manner consistent with the IAP whenever applicable.
The EOC will process incoming information regarding disaster conditions and the impact of the
event and the status of emergency operations. The EOC will utilize such information to prepare
and transmit "situation reports" (SITREPS) to the Miami -Dade County EOC in the format and
timeframe requested. This information will serve as the basis for development and approval of
the City's IAPs.
The Alternate City EOC location will be determined by the City Manager.
4.6.2 Evacuation Centers
Commented [TK29]: Is this accurate?
Evacuation Centers provide a refuge of last resort for those individuals who need to evacuate
and are unable to make their own evacuation and sheltering arrangements outside of evacuation
zones. Miami -Dade County opens and operates a variety of Evacuation Centers at pre -identified
locations for a variety of evacuation circumstances. It is important to note that the City of Opa-
locka may be asked to provide Evacuation Center support to those ECs opened within the
jurisdiction.
Types of Evacuation Centers includes:
• General Population Evacuation Shelters
• Pet -Friendly Evacuation Centers
• Medical Evacuation Centers
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• Medical Management Facilities
• Post -Disaster Shelters
4.6.3 Employee Family Sheltering
Departments within Opa-locka may need to provide sheltering for emergency workers and their
families. They would be responsible for the identification, inspection, and provision of shelter
space for its employees. Each identified shelter location shall meet ARC 4496 criterion and be
ADA accessible. However, the registration process remains the same. Those wishing to use a City
employee facility will be required to register and sign a basic hold harmless agreement
Employee family sheltering is available at I when that facility is opened as directed by
the Miami -Dade County EOC.
4.6.4 Logistical Staging Areas
Miami -Dade County may open, staff, and operate County Staging Areas (CSAs) and/or Logistical
Staging Areas (LSAs) near impacted areas to supplement resource deficiencies from counties,
municipalities and response agencies, in responding to, and recovering from an emergency
event. The County may ask the City of Opa-locka to assist with CSA/LSA operations within the
jurisdiction.
4.6.5 Point of Distribution
Miami -Dade County may open, staff, and operate a POD (Point of Distribution) which serves as a
point for distribution of relief supplies, e.g., food, water, ice, and tarps, to disaster victims. The
POD will serve the needs of Opa-locka and immediately surrounding jurisdictions and
neighborhoods. The County may ask the City of Opa-locka to assist with POD operations within
the jurisdiction.
4.7 CEMP Roles and Responsibilities by Position or Department
4.7.1 Normal Staffing
To the maximum extent possible, the personnel assigned to the City's Emergency Organizational
structure have been given positions and/or have responsibilities that parallel those they hold
under the jurisdiction's normal organizational structure. This has been done to make the
transition to the Emergency Organization more rapid and effective. The organizational structure
used by City during times of normalcy is the following:
• Individuals whose position in the Emergency Organization does not closely parallel their
normal assignments have been provided appropriate training and have necessary
procedures to facilitate the activation of the Emergency Organization.
• Under normal conditions, the City's Special Services Commander serves as the
Emergency Management Coordinator to manage implementation of the City's overall
emergency preparedness planning and programming.
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4.7.2
City Commission & Mayor
The City Commission is responsible for the following actions under the CEMP:
• Provide direction and leadership to City government, as well as the public, businesses
and institutions of the City, to ensure the jurisdiction reduces its vulnerabilities to
disasters and maintains readiness to respond effectively to disasters when they occur
• Review and approve the City's CEMP upon request from the City Manager
• Participate as member of the City's Policy Group during an EOC activation
• Provide support to ESF #14 "Community Information" when requested
• Support implementation of the CEMP when needed through actions including but not
limited to:
o Providing assistance and support to the City Manager during implementation of
the CEMP
o Maintain knowledge of current conditions regarding the event and the elements
of the approved IAP
o Serve as Community Liaisons to promote an effective exchange of information
with members of the community, the City's State legislators, and the City's
Congressional delegation; These operations would be coordinated through the
City's Public Information Officer
o Promulgate a local state of emergency, upon the request of the City Manager
o Promulgate temporary emergency ordinances, upon the request of the City
Manager
4.7.3 City Manager
The City Manager has the following responsibilities under the CEMP:
• Serve as the chairperson of the City's Emergency Preparedness Team, ensuring the
group develops and implements the programs described herein to maintain readiness
for disaster and to evaluate and enhance the jurisdiction's capabilities to respond
• Ensure the City participates in the inter -jurisdictional emergency preparedness planning
and programming efforts of Miami -Dade County and the State of Florida
• Ensure that all City employees with responsibilities for CEMP implementation complete
any training necessary pursuant to the NIMS
• Ensure that the City conducts training for and exercises of the implementation of the
CEMP on the frequency stipulated herein
• Direct the activation of the CEMP and the City's EOC whenever indicated
• Direct the transition to short and long-term recovery operations when indicated
• Develop, implement and monitor the City's planning and programming to ensure
continued compliance with applicable state and Federal regulations and standards
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• Ensure that any detailed standard operating guides, action checklists, inventories and
other documents necessary to fulfill the City Manager's Office responsibilities in the
implementation of the CEMP are prepared and maintained as current
• Maintain the preparedness of the City Manager's staff to provide staff and effective
support to the activation of the CEMP and the operations of the City EOC
• Provide a list of "essential" employees to the Finance & Public Works Directors prior to
hurricane season. The essential employees of the Office of the City Manager are the City
Manager and any designated Assistant to the City Manager
• Ensure that after each exercise and implementation of the CEMP and activation of the
City EOC, a detailed evaluation is prepared to identify problem areas and the necessary
corrective actions; Prepare and implement a preparedness improvement plan to
complete corrective actions
• Organize special Commission meetings and maintain any special ordinances/resolutions
the City Commission may enact during an emergency
• Serve as the EOC Commander or assign a designee during activations
• Provide policy guidance as EOC Commander to the Emergency Management Team
• Establish a shift rotation for these positions if 24 -hour per day EOC operations are
anticipated; Provide additional department staff to assist with EOC operations, if
requested
• Ensure the readiness of the City EOC for activation
• Provide policy guidance to EOC Commander and Emergency Management Team
• As indicated, designate and staff a Branch Chief for ESF #15 "Volunteers and Donations"
• As indicated, designate and staff the Planning Section Chief position
• As indicated, designate and staff a Branch Chief for ESF #5 "Planning"
• As indicated, designate and staff a Branch Chief for ESF #11 "Food and Water"
• As indicated, designate and staff the purchasing position under the finance section
4.7.4 Assistant City Manager
The Assistant to the City Manager has the following responsibilities under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Provide support staff, to ensure communications, coordination and cooperation with
businesses located in the city are maintained
• Provide support staff, to ensure city communications and computer functions are
maintained
• Participate as member of the City's Policy Group during an EOC activation
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4.7.5 City Clerk
The City Clerk has the following responsibilities under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• Provide timely support for the development and processing of a local state of
emergency and temporary emergency ordinances when necessary
• Notifies businesses that work with the city of emergency city closure
• Provide support to the staffing of ESF #11 "Food and Water" when requested,
• Provides for the securing of City records
• Provide public notices for special Commission meetings and maintain any special
ordinances/resolutions the City Commission may enact during an emergency.
• Ensures emergency management topics are placed on the City Commission agenda
• Participate as member of the City's Policy Group during an EOC activation
4.7.6 City Attorney
The City Attorney has the following responsibilities under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Advise the City's Emergency Preparedness Team regarding applicable state and Federal
rules and regulations
• Prepares Emergency Proclamations, emergency ordinances, resolutions, and executive
orders
• Prepares city ordinances pertaining to emergency management
• Reviews emergency proclamations, agreements, contracts, and disaster -related
documents
• Advises Emergency Management and EOC Management during EOC operations
• Provides legal advice, assistance as required to City Departments
• Reviews and advises City officials on possible legal issues arising from emergency
operations
• Advises City officials and department heads on record -keeping requirements and other
documentation necessary for the exercising of emergency powers
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• Remain available to advise the City's Emergency Organization, if needed, during
implementation of the CEMP regarding imposition of a local state of emergency and
temporary emergency ordinances
• When necessary, assist the City with advice and consultation regarding disaster recovery
issues and requirements
• Participate as member of the City's Policy Group during an EOC activation
4.7.7 All City Department Directors
The director of each City Department has the following responsibilities under the CEMP:
• Ensure the following actions are completed during times of normalcy to maintain
readiness of each department to respond
o All department staff have the necessary and required training pursuant to NIMS
and that the department participates in training and exercises of the CEMP
o Records of department personnel capabilities, certifications, training and similar,
are maintained as current, and that such records are accessible to EOC personnel
to assist in the assignment of personnel to emergency operations
o A line of succession is defined for all key positions within the City's Emergency
Organization to be staffed by the department
o A contact list of all department personnel, by position, is maintained as current,
with home/cellular telephone number and home street addresses to facilitate
personnel recall for emergency duty
o Necessary mutual aid agreements with other jurisdictions and Miami -Dade
County for emergency assistance are developed and maintained as current
o The department participates in the efforts of the Emergency Preparedness Team
to maintain and improve the City's capabilities to respond to disasters, as well as
to reduce the City's vulnerability to disasters' impacts
o Detailed standard operating guides, action checklists, inventories, and other
documents, as well as pre -event contracts and agreements with the private
sector, that are necessary to fulfill the departments' responsibilities in the
implementation of the CEMP are prepared and maintained as current
o Work with the Human Resources Division to establish and implement a
departmental "family preparedness program" to encourage employees assigned
responsibility to implement the CEMP will have pre -event arrangements for the
care of their property and families
o Pursuant to the National Mutual Aid and Resource Management Initiative of
NIMS, departmental personnel are classified in accord with the national
requirements and are certified as capable to implement their intended roles;
Equipment to be used during disasters is classified similarly and certified as
adequate for its intended uses.
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o Define the emergency response and disaster recovery capabilities of the agency
in accord with the Core Capabilities List, issued by the US Department of
Homeland Security, to enable other jurisdictions and levels of government to
more quickly and accurately recognize the City's capabilities to manage specific
response and recovery operations
• During implementation of the CEMP and activation of the City EOC, each Department
Director will ensure that:
o All positions in the City's Emergency Organization, including primary and support
responsibilities for the City's ESFs that are assigned to the department are
staffed with qualified individuals
o Department staff cooperate in the coordination of emergency operations and
the timely provision of information regarding those operations
o Departmental emergency operations are in accord with the approved IAP
o Comprehensive and accurate documentation of the department's operations are
prepared
o Field personnel implement ICS for all operations
o Pre -event contracts and mutual aid agreements for supplemental services are
implemented; new contracts or agreements are developed if needed.
• Following a disaster necessitating implementation of the CEMP, each department
director will
o Verify, distribute and archive documentation regarding the Department's
emergency operations, as instructed by the City Manager
o Take actions to repair, replace or restore equipment and supplies used during
emergency operations to maintain readiness for another event
o Participate in a post -disaster evaluation of the City's response and assist with the
preparation and implementation of the preparedness improvement plan to
address problem areas
o Ensure that critical incident stress debriefing services are available for all
departmental personnel involved in emergency operations
4.7.8 Police Chief
The Police Chief has the following additional, specific responsibilities under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• As indicated, designate and staff the Public Information Officer (PIO) position within the
EOC
• As indicated, designate and staff the Safety Officer position within the EOC
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• As indicated, designate and staff a Branch Chief for ESF #16 "Law Enforcement"
• As indicated, designate and staff Damage Assessment under ESF #5 "Planning" in
coordination with Public Works and Building Departments
• As indicated, designate and staff a Branch Chief for ESF #7 "Resource and Logistics"
• As indicated, designate and staff a Branch Chief for ESF #14 "Community Information"
• Provide security services at the City EOC and any other emergency facility activated
within the City, including Evacuation Centers activated by Miami -Dade County
• Designate and staff the City's Point of Distribution (POD), if activated in partnership with
the County; Maintain a list of civic groups, with 24 -hour contact information, to provide
volunteer personnel for operation of the POD
• Ensure oversight and coordination of field operations in traffic management, security,
and law enforcement and that they are conducted in accord with the approved IAP
• Ensuring the readiness of the City EOC for activation
• Direct field personnel in the completion of a rapid assessment of the impact of the
event
• Ensure coordination of the Police Department's operations during the event, when
indicated, with similar operations of adjacent jurisdictions, Miami -Dade County, the
State of Florida and Federal law enforcement agencies
• Participate as member of the City's Policy Group during an EOC activation
4.7.9 Director of Public Works
Commented [TK42]: Review and update as needed.
The Director of Public Works has the following additional, specific responsibilities under the
CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• Maintain and/or restore utility services to the City EOC and any other emergency facility
activated within the City, as indicated
• Prioritize and direct restoration of water and wastewater services to critical community
facilities
• Coordinate with the Police Department and the Operations Section regarding
restoration of traffic signals and signage; Provide for temporary traffic signals or signage
as indicated
• Designate and staff the Operations Section Chief Position and Logistics Section Chief in
the City EOC, as indicated
• As indicated, designate and staff a Branch Chief for ESF #3 "Public Works"
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• As indicated, designate and staff Damage Assessment under ESF #5 "Planning" in
coordination with Police and Building Departments
• As indicated, provide support to the Branch Chief for ESF #7 "Resource and Logistics"
• As indicated, designate and staff the FEMA Liaison position under the finance section
• Ensure oversight and coordination of field operations in utility protection and
restoration, debris removal, and heavy equipment support to fire and police operations,
and that public works operations are conducted in accord with the approved IAP
• Direct field personnel in the completion of a rapid assessment of the impact of the
event
• Maintain and implement, as needed, contracts with private hauling companies for
emergency debris removal and disposal
• Ensure coordination of the Public Works Department's operations during the event,
when indicated, with similar operations of adjacent jurisdictions and Miami -Dade
County
• Serve as Opa-locka's point of contact regarding municipal NIPP participation
• Provides personnel and equipment as requested by the EOC
• Participate as member of the City's Policy Group during an EOC activation
4.7.10
Director of Human Resources
Commented [TK43]: Review and update as needed.
The Director of Human Resources has the following additional, specific responsibilities under the
CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• Provide support staff for the functioning of the City EOC and the City's Emergency
Organization, as requested by the EOC Commander
• Assist with documentation of the event and the City's response
• Establishes and staff's personnel recruiting center for temporary labor after the
emergency
o Assists City departments by soliciting the appropriate human resources
(temporary city hires or volunteers) to meet the needs identified by those
departments.
o Assists City departments to accomplish their mission during an emergency by
maintaining a roster of available city employees in non -essential positions who
can be assigned to perform tasks required in other departments
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• Maintains a list of employees and volunteers (in conjunction with Education &
Community Services) to assist in disaster recovery efforts
• Provides coordination for employees working the disaster, and for those who return
following the event
• Provides information and assistance to city managers and supervisors regarding the
City's personnel policies during emergencies
• Provides for employee psychological and other support through the development and
maintenance of a City' s Employee Assistance Program, or other programs that may be
required
• Coordinates efforts with Communications & Special Events and the EOC to provide
shelter and mass care for City employees and their families
• Distributes information to employees regarding federal, local, private, and non-profit
assistance programs
• Provides personnel and equipment as requested by the EOC
• Participate as member of the City's Policy Group during an EOC activation
4.7.11 Director of Finance
Commented ]TK44]: Review and update as needed.
The Director of Finance has the following additional, specific responsibilities under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• Staff the Section Chief position for the Finance/Administration Section of the City's
Emergency Organization, upon request of the EOC Commander
• Designate and Staff Payroll and Accounting positions, as indicated
• As indicated, provide support to the Branch Chief for ESF #7 "Resource and Logistics"
• As indicated, provide support to the FEMA Liaison
• Ensure accurate and complete documentation of expenditures and personnel time for
the City's disaster -related operations
• Establishes emergency purchasing procedures and coordinate emergency procurements
• Establishes and maintains a single cost center system whereby emergency/disaster costs
are identified and accumulated for state and federal reimbursements. Works with
Emergency Management to ensure the County, State, and Federal departments receive
proper documentation.
• Assists City Departments with impending emergency purchasing procedures and
maintaining records
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• Make arrangements with vendors to establish emergency credit, allowing for emergency
purchases
• Provides personnel and equipment as requested by the EOC
• Participate as member of the City's Policy Group during an EOC activation
4.7.12 Director of the Information Technology Department
The Director of the Information Services has the following additional, specific responsibilities
under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• As indicated, designate and staff a Branch Chief for ESF #2 "Information Technology"
• As indicated, provide support to the Public Information Officer and ESF #14
"Community Information"
• Provide support staff, to ensure city communications and computer functions are
maintained
• Provides telecommunications and computer support during and after an
emergency/disaster
• Provides for security and protection of current and historical computer records and
equipment
o Confirms access to off -site computer and backup files to run critical applications,
if necessary
• Advises all City Departments of actions to be taken to secure computer equipment
• Assures priority restoration of communication functions and systems
• Identifies facilities and resources available for use (800 MHz, VHF Radios, Cell Phones,
etc.)
• Establishes and assists in technical issues with communications from EOC with
operational units and field incident commanders
• Provides personnel and equipment as requested by the EOC
• Participate as member of the City's Policy Group during an EOC activation
4.7.13 Director of Parks and Recreation
The Director of Parks & Recreation has the following additional, specific responsibilities under
the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
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Commented [TK461: Review and update as needed.
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• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• As indicated, provide support to the Branch Chief for ESF #7 "Resource and Logistics"
• Responsible for the security and protection of City parks and recreational facilities
o Coordinates with vendors to remove structures in parks that could go airborne
o Coordinates with Streets, Public Works, and Construction & Maintenance as
needed to secure facilities and parks
• Maintains facilities, vehicle, and equipment list
o Make vans and generators available as needed for emergencies
o Stores equipment and vehicles in a safe place
• Assists with the utilization of parks and recreational facilities as staging areas and supply
storage
o Assists with transportation, sorting, temporary storage, and distribution of
donations and resources during emergency situations under the direction of the
EOC
o Supports the distribution of food, water, and other disaster goods and service
• Supports damage assessment activities and building inspection support
• Provides temporary repair of damaged facilities and works with Construction and
Maintenance for larger repairs
• Provides personnel and equipment as requested by the EOC
• Participate as member of the City's Policy Group during an EOC activation
4.7.14
Director of Planning and Community Development
The Director of Planning and Community Development has the following additional, specific
responsibilities under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• As indicated, designate and staff a Branch Chief for ESF #18 "Business and Industry"
• Provide support staff, to ensure development of the IAP
• Participate as member of the City's Policy Group during an EOC activation
4.7.15 Director of Building
Commented [TK47]: Review and update as needed.
Commented [TK48]: Review and update as needed.
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The Director of Planning and Community Development has the following additional, specific
responsibilities under the CEMP:
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• As indicated, provide support to Damage Assessment under ESF #5 "Planning"
• As indicated, provide support ESF #18 "Building and Industry"
• Develops system and forms for tabulating damage assessment
• Conducts damage assessment of public and private property to determine the extent of
the damage. Activates and deploys damage assessment teams
o Utilize Initial Damage Assessment to prioritize Damage Assessment for the entire
City
o Provide preliminary status reports for Miami -Dade County EOC required by state
and federal governments to determine eligibility for a Presidential Disaster
Declaration
o Receives, records and consolidates all damage reports
o Determines the geographical and monetary extent of damage to public and
private property
o Makes available building plans and records for determination of public and
business damages
o Supports Search and Rescue activities when conducting damage assessments
• Monitors environmental impacts to City resulting from the disaster
• During the recovery phase, provides land use and policy planning services
• Survey construction sites for control of debris hazards
• Determines unsafe facilities
• Conducts inspections and enforces building safety regulations and laws
• Coordinates emergency repair process and related building codes and standard
procedures
• Develops and administer emergency code and licensing standard
• Maintains pre -disaster maps, photos, and other documents
• Provides guidance for post -disaster mitigation and re -development opportunities and
provides building plans and records for determination of public and business damages
• Provides personnel and equipment as requested by the EOC
• Participate as member of the City's Policy Group during an EOC activation
4.7.16 Code Enforcement
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• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• Uphold and enforce codes and standards established by the City of Opa-Locka elected
officials to protect the public health, safety, and welfare of all residents and visitors in
the City
• Participate as member of the City's Policy Group during an EOC activation
4.7.17 Water and Sewer Department
• Complete such training as required by NIMS and participate in the exercises of the
CEMP
• Serve on the Emergency Preparedness Team to ensure proper implementation of the
Emergency Preparedness Program
• Supply a list of employees, their phone numbers and status (essential or non -essential)
to the City Manager
• As indicated, designate and staff a Branch Chief for ESF #12 "Utilities"
• Responsible for the continued operations and restoration of operations of the water
and sewer facilities
o Assesses damage to, repairs, and restores public utilities
• Provides specialized equipment to support emergency operations
o Provides EOC with updated comprehensive lists of city equipment
o Stages and places vehicles and equipment resources in effective positions
throughout the community as determined by the EOC Manager
o Provides assistance to local providers in locating and acquiring equipment
necessary to restore water/wastewater systems
• Stays in contact with County, State, and privately -owned utilities to monitor recovery
activities
o Ensures necessary backup power generators are operational for water and sewer
facilities
o Stores equipment and vehicles in a safe place
o Secures essential water/sewer facilities
• Participate as member of the City's Policy Group during an EOC activation
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5 Emergency Operations Center (EOC)
The City EOC is responsible for coordination of emergency operations within the jurisdiction,
communications and communications support, resource dispatch and tracking, as well as
information collection, analysis, and dissemination. The City EOC is the point of contact and
coordination with Miami -Dade County and adjacent jurisdictions.
• The City's primary Emergency Operations Center (EOC) is at Sherbondy Village
Community Center located at 215 Perviz Ave, Opa locka, FL 33054.
• The Alternate City EOC will be determined by the City Manager!
The EOC is a secure building and is available 24 hours per day, seven days per week. The facility
has adequate space, furnishings, restrooms, and kitchen to support the City's Emergency
Organization for an extended period. The facility also has a standby electric generator that fully
supports facility operations. The facility has multiple landline telephones, radio communication
capabilities and the City personnel will bring additional communications equipment to the facility
to support operations.
The staff of the EOC will prepare and approve IAPs (Incident Action Plans) in accord with ICS
principles on an appropriate periodic basis, e.g., every 12 -hours depending on emergency
conditions, for the duration of the event. Each IAP will be approved for implementation by the
City's EOC Commander and will be utilized to guide City and associated emergency operations
for the applicable work period. Resource prioritization and allocation will be made by the City's
Emergency Organization in a manner consistent with the IAP whenever applicable.
The EOC will process incoming information regarding disaster conditions and the impact of the
event and the status of emergency operations. The EOC will utilize such information to prepare
and transmit "situation reports" (SITREPS) to the Miami -Dade County EOC in the format and
timeframe requested. This information will serve as the basis for development and approval of
the City's IAPs.
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5.1 Communications
Dispatch services for the Opa-locka Police and Fire Departments are provided by Miami -Dade
County.
Once activated, the City's EOC will be the single location for direction and coordination of all
plans and protocols for maintenance and restoration of communications with emergency
response and disaster recovery agencies and facilities, as well as with the public. Dispatch of
emergency responders will rely on normally utilized means, with direct communications between
field operations and the City EOC established as soon as practicable.
Notification is provided through mass notification systems, radios, email, or phone lists;
Telephone lists are available if the radios are not functioning. Upon notification of any significant
incident, the City Managers Office !personnel will make the appropriate notifications using all
methods identified as necessary.
Coordination with commercial communications providers will also be the responsibility of the
Logistics Section, through City ESF #2. This group will consult with communications providers,
when needed and with Miami -Dade County ESF #2, to direct priority restoration of normal
capability to critical facilities with communication outages. Requests for priorities for restoration
of normal communications capabilities will be consistent with the IAP approved by the EOC
Commander.
The CEMP recognizes that communications systems and facilities normally utilized to transmit
information to the public could be significantly damaged or disrupted due to the impacts of a
disaster. The City's Public Information Officer and the City ESF #14 will be responsible for working
with the print and broadcast media representatives, as well as Miami -Dade County ESF #14, to
retain or restore the capability to provide public information and emergency instruction the City
residents, businesses, and institutions after a major disaster.
5.1.1 Available Communications Systems
To support emergency response, Opa-locka has a full complement of available communications
systems available, including:
• Landline telephone (Voice over IP)
• Facsimile
• Internet access and email
• Police mobile data terminal
• Cellular telephones
• Digital 800 MHz multi -channel radios
• VHF radios
• Amateur radio (ARES/RACES radio operators)
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While these provide redundancy for use during emergencies, experience has indicated that
communications systems serving the City can be disrupted for significant periods. Of the available
communications systems, the countywide digital 800 MHz radio and amateur radio have been
shown as the most reliable. The digital 800 MHz system interconnects all municipalities, Miami -
Dade County agencies, and a number of state and Federal agencies. Therefore, within Miami -
Dade County, there is a high level of communications systems interoperability, provided the
communications networks themselves remain functional.
5.2 Activation Process and Levels of Activation
Timing of the City EOC activation depends on the nature of the incident. The level of activation is
based on established triggers linked to the hazard and communication with the EOC Commander.
The purpose of activating the EOC as a result of an incident is to centralize response and recovery
communications, plans and operational activities in order to maximize the efficiency, quality and
quantity of resources.
5.2.1 EOC Activation Process:
The City Manager or designee will determine the need to activate the Emergency Operations
Center to a corresponding level (levels of activation are found in section 5.2.2) and notify the
owners/operators of the building accordingly. In the absence of the City Manager, the Assistant
City Manager would direct activation of the EOC, if indicated. In the absence of both the City
Manager and Assistant City Manager, the City's Police Chief would direct activation of the City
EOC, if indicated.
Example EOC Activation Process
Once an incident has occurred, the communications center will contact the necessary response
personnel/agencies. The field Incident Command Post will be established and connect with the
communications center and the City Manager or designee. The Incident Commander, City
Manager or designee, would determine when to activate the City EOC, to what level and contact
the Emergency Management Coordinator for implementation.
EOC Activated
Figure 4: Example EOC Activation Process
Communications
Center
Emergency
Management
Coordinator
Incident
Command Post
1
City Manager or
Designee
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5.2.2 Levels of Activation
The City EOC operates with the same
activation levels of the Miami -Dade
EOC, which includes one of three
levels of readiness in order to carry
out its mission. The expected or actual
severity of the incident is paramount
in determining the level of activation.
As a guide, the City's EOC levels of
activation are specified as follows:
5.2.2.1 Level 3: Monitoring and Assessment
Figure 5: Levels of Activation
Day-to-day monitoring of the community and hazard events that typically occur; this monitoring
is done to ensure readiness on the part of the City's Emergency Organization to activate the City
EOC and/or specific components of the City's Emergency Organization, if indicated.
• Monitoring and assessment phase where a specific threat, unusual incident, or situation
is actively monitored by Emergency Management
• Internal process and involves very little, if any, inter -agency coordination
• Threat or occurrence warrants observation, verification of appropriate action and
follow-up
• These incidents can be resolved in a brief period of time with very limited resources
• Does not require significant alterations of day-to-day operations/management
5.2.2.2 Level 2: Partial Activation
Represents a partial activation of the City' EOC with concurrent activation of selected
components of the City's Emergency Organization to provide assistance and resources.
• Limited Agency Activation
• Appropriate Emergency Management Staff, EOC Command and General Staff are
activated to the EOC
• Leads of agencies involved in the incident response are activated and report to the EOC
• Staff initiate preparation due to a significant threat of an incident (impact to
operations/life safety) or to coordinate response due to the occurrence of a minor
incident that may potentially significantly impact operations
• Other EOC Response Staff will be alerted of the incident and are on standby via text
message and/or phone call
• EOC disseminate information and coordinates preparation and response actions with
internal and external agencies
5.2.2.3 Level 1: Full Activation
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Represents the full activation of the City's EOC and, in most cases, the activation of all
components of the City's Emergency Organization.
• EOC is activated on a potential 12/24 -hour shift cycle
• All EOC Response Staff are required to report to the EOC and check -in
• Full ICS structure (Command, Command Staff, Planning, Logistics, Operations, and
Finance) implemented
• Response, relief, and recovery operations are expected to last for an extended period
5.2.2.4 Deactivation/Demobilization
The deactivation/demobilization process includes all necessary efforts to restore the EOC
facilities and equipment back to pre-existing normal conditions, collect all documentation and
restock any necessary supplies
5.2.3 Personnel Notification and Mobilization
Upon a decision to activate the CEMP and the City EOC, the City Manager or designee will direct
the notification and mobilization of the EOC staff. The City Manager, or designee, acting as the
EOC Commander, would notify assigned personnel regarding either Level 2 or Level 1 activation
of the EOC staff, and request mobilization to the EOC. Once the EOC is declared activated, the
EOC staff will ensure that all departments are notified, and that all emergency operations are
subsequently coordinated and managed through the EOC. As soon as possible following
activation of the City EOC, the Miami -Dade County EOC, if activated, will be notified accordingly.
If the City EOC is activated for an event that did not require activation of the County EOC, the City
will notify the County Warning Point and/or the Miami -Dade Emergency Management Division
of the situation.
5.3 Organization and Staffing
The City's EOC organizational structure is configured to sustain operations and support the
response and recovery efforts of the incident. This organization is called to duty during times of
emergency when normal operations are not sufficient to meet the immediate or overwhelming
needs that occur. The essential functions this structure supports during immediate emergency
response include life safety and protection of property and assets, resumption and continuation
of City business, restoration of all operations to normal, and recovery of expenses and losses.
At the time of a disaster, staffing of the organizational components will be at the direction of the
EOC Commander, in a manner consistent with ICS concepts. The EOC Commander may adjust the
organizational structure and staffing of each organizational component to enhance the City's
ability to effectively address the unique requirements of a disaster situation. The City Manager
or designee may choose to activate only selected components of the organization (Level 2
Activation), or the entire organization (Level 1 Activation).
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5.3.1 Emergency Operation Center Organizational Chart
ESF 43 —Transportation
ESF 44— Firefighting
ESF 46 — Mass Care
ESF 48 —Heath and Medical
ESF 49 — Search and Rescue
ESF 810— Hazardous
Materials
ESF 413 — Military Support
ESF eitii —Animal Protection
Liaison Officer
(PD)
Operations
Section
(Public Works
Department)
ESF43
Public Works
and Engineering
(Public Works
Department)
ESF 412
Utilities
(Water and
• Sewer)
ESF #15
Volunteers and
Donations
(City Manager's
Office)
ESF 1116
Law
Enforcement
(PD)
Planning
Section
(City Manager's
Office)
ESF 45
Information &
Planning
(City Manger's
Office)
1
Damage
Assessment
(PD &
Public Works
Department)
PIO
(PD)
Safety Officer
(PD)
Logistics Section
(Public Wei
Department)
ESF 42
Information
Technology
(IT Dept.)
1_
ESF 47
Resources and
Logistics
(PD)
1
ESF 418
Business and
Industry
(Community
Development
Department)
Commented [TK55]: Placeholder inserted for discussion
• City Council
• City Manager
• Assistant City Manager
• City Attorney
• City Clerk
• Police Chief
• Human Resources Director
• Finance Director
• Information Technology Director
• Community Development Director
• Public Works Director
• Parks & Recreation Director
• Risk Management Director
• Code Enforcement Director
• Building Director
• Water and Server Director
ESF R11
Food and Water
(City Manager's
Office)
ESF 414
Community
Information
(PD)
Figure 6: Emergency Operation Organizational Chart
18.
Finance Section
(Finance
Department)
FEMA Liaison
(Public Works
Department)
Payroll
(Finance
Department)
Accounting
(Finance
Department)
Purchasing
(City Manager's
Office)
5.3.2 Policy Group
The City's Policy Group will consist of the City Commission, City Manager, Deputy City Manager,
Assistant City Manager, City Clerk, City Attorney, Police Department, Human Resources, Finance,
Information Technology, Community Development, Public Works, Parks and Recreation, Code
Enforcement, Building, and Water and Sewed The Policy Group will meet as -needed during an
EOC activation to discuss policy, situation updates, staffing needs and other matters as necessary
to facilitate the City's response during an emergency.
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5.3.3 Command Staff
The command staff is composed of the EOC Commander, supported by the Public Information,
Safety, and Liaison Officers. The staffing assignments and general roles of command staff position
are the following:
5.3.3.1 EOC Commander
This position is staffed by the City Manager or designee and the position will be activated upon a
decision to activate the City's CEMP and EOC, regardless of the level of activation. In the absence
of the City Manager or designee, the Assistant City Manager or Police Chief iwould serve as the
EOC Commander. In the absence of both the City Manager and the Police Chief, the Deputy Police
Chief will serve as the EOC Commander. The EOC Commander is responsible for the functioning
of Opa-locka's Emergency Organization. The position provides leadership, coordination, and
management of all emergency operations being implemented by the City, in both the field and
in the City's EOC. The position also serves as the City's authorized policy maker. This position is
also responsible for ensuring coordination of all City emergency operations with those of
adjacent jurisdictions and higher levels of government. The EOC Commander provides direct
oversight and coordination of all City operations conducted at the City EOC, including final
approval of each IAP and instructing the City's Emergency Organization on the IAP
implementation.
5.3.3.2 Public Information Officer
This position supports the EOC Commander through management and coordination of all City
activities related to public information, emergency instruction, and media management. This
position is staffed by the Police Department. Information Technology will serve as a support to
this position. The position will be activated by the EOC Commander when warranted by the need
for emergency instruction and public information within the City, and/or on request or by
requirement for participation in a joint information system (JIS) established by Miami -Dade
County, the State of Florida and/or the responding Federal agencies. At Level 1 activation, staffing
the position is expected, while at Level 2 activation, activation of the position will be based on
the situation and need for public information activities. Once the position is activated, all public
information and media management activities by the City will be managed and coordinated by
the position. Other components of the City's Emergency Organization will conduct any public
information activities through this position. If indicated, the position may function from a Joint
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Information Center (JIC), if established by Miami -Dade County to ensure inter -jurisdictional
coordination and consistency of public information.
5.3.3.3 Safety Officer
This position supports the EOC Commander by monitoring environmental conditions, response
operations, and all other available information to ensure protection of the health and safety of
the City's emergency management personnel, City residents, and other individuals with
emergency management functions within the City. The position will be staffed by the City's Police
Department 'or designee, and will be staffed at both Level 2 and Level 1 activation. The position
will gather information from field operations by the City, from Miami -Dade County, or any other
available source regarding known or potential health and safety threats, and will advise the EOC
Commander on the appropriate actions by the City. When indicated, the Safety Officer will
recommend the withdrawal or sheltering of the City's emergency personnel for their protection,
and will advise the EOC Commander on health and public safety concerns.
5.3.3.4 Liaison Officer
This position supports the EOC Commander by ensuring effective communication and
information exchange with facilities, organizations, and key individuals outside of the City's
Emergency Organization and EOC. This position will be staffed by the Special Services
Commander, of the City's Police Department. Staffing of this position would be expected at Level
1 activation, as well as anytime when both the City's and Miami -Dade County EOC's were
activated. This position would ensure that the City deploys and supports one or more individuals
as liaisons to the Divisional EOC and that these individual have adequate communications with
the City EOC, and that information exchange between the City EOC and the liaisons is timely and
accurate. If other emergency facilities are activated by higher levels of government, and close
coordination between such facilities and the City EOC is necessary, this position will ensure that
the City also deploys and supports liaisons to these facilities. This position will also be the City's
liaison to the County's ESF 4, 6, 8, 9, 10, and 17 functions that are performed in the City by Miami -
Dade County.
If indicated by the scope of response operations and contingent on the availability of personnel,
the EOC Commander may direct any of the command positions to include additional personnel
to assist and support operations.
5.3.4 General Staff
The General Staff of the City's Emergency Organization is made up of four sections, in accord with
NIMS concepts: Operations, Planning, Logistics, and Finance/Administration. Each of these will
have branches established upon a determination by the Section Chief that the situation warrants
additional staffing. The staffing of the Emergency Organization includes provisions for
establishing ESF branches within the Sections.
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The ESF correspond to those used by Miami -Dade County, and may be activated when needed.
Each ESF branch shall be staffed in the City EOC for direction of field operations. The City would
not anticipate staffing of ESF #4 "Firefighting," ESF #6 "Mass Care," ESF #8 "Health and Medical,"
ESF #9 "Search and Rescue," ESF #10 "Hazardous Materials" and ESF #17, "Animal Care", as these
will be provided by the Miami -Dade County Department of Public Safety and are contacted via
the City's Liaison Officers stationed at the Miami -Dade County EOC.
To guide operations of each of the ESF branches, if activated, annexes for the City ESFs are
attached to this basic plan.
5.3.4.1 Operations Section
Pursuant to NIMS, the Operations Section is responsible to the EOC Commander for the direct
management of all incident -related operational activities. The Operations Section would be
staffed at both Level 2 and Level 1 activation, and the Operations Section Chief position will be
staffed by the City's Public Works Department. The Operations Section Chief will establish tactical
objectives for each operational period, with other members of the Emergency Organization, and
provide the necessary guidance and coordination to field units to ensure that the strategic
objectives of the approved IAP for the operational period are addressed. The Operations Section
will coordinate and support all City field operations. For the large or complex events at Level 1
activation requiring extensive field operations, and with the concurrence of the EOC Commander,
the Operations Section Chief shall establish ESF branches, corresponding to those used by Miami -
Dade County, as follows:
• ESF #3, "Public Works and Engineering." This branch would be staffed by the Public
Works Department.
• ESF #12, "Utilities." This branch would be staffed by the Water and Sewer Department.
• ESF #15, Volunteers and Donations." This branch would be staffed by the City Manager's
Office.
• ESF #16, "Law Enforcement." This branch would be staffed by the Police Department.
5.3.4.2 Planning Section
Pursuant to NIMS, the Planning Section is responsible to the EOC Commander and collects,
evaluates, and disseminates incident situation information to the Emergency Organization,
prepares status reports, displays situation information, maintains status of resources assigned to
the incident, and develops and documents the IAP. The Planning Section Chief will be staffed at
both Level 2 and Level 1 activations of the EOC by the City Manager's Office. The Planning Section
will gather and process information relevant to the disaster, its impact, and the status of
emergency response and disaster recovery operations.
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The Planning Section is also responsible for preparing "situation reports" (SITREPs) for transmittal
to the City's Emergency Organization and to the Miami -Dade County EOC in the format and on
the frequency requested. In addition, the Planning Section utilizes available information to
prepare an IAP, in consultation and cooperation with the Operations Section Chief, on a schedule
established by the EOC Commander. This schedule will be commensurate with the intensity of
emergency response operations.
The plan is then reviewed, modified and approved by the EOC Commander. The Planning Section
ensures distribution to all county and municipal response organizations. Further, the Planning
Section will be responsible for overall documentation of the City's operational response to the
incident. Within the Planning Section, two ESF branches shall be established and staffed, as
indicated by the situation, as follows:
• ESF #5, "Information and Planning", this branch would be activated and staffed by the
City Manager's Office when the level of planning and documentation of the event
becomes significant.
o ESF #5 will also be established when a Damage Assessment function is required
by the Police and Public Works Department. Additionally, the Building
Department will serve in a support role.
5.3.4.3 Logistics Section
Pursuant to NIMS, the Logistics Section is responsible for all support requirements needed to
facilitate effective and efficient incident management, including ordering resources from off -
incident locations. It also provides facilities, transportation, supplies, equipment maintenance
and fuel, food services, communications, and information technology support, and emergency
responder medical services, including inoculations, as required. The Logistics Section will be
staffed by the City' Public Works Department, and will be responsible for supporting other City
agencies with the operational support services and resource procurement and management. The
Logistics Section would, if indicated, direct the activation, and staffing of the following ESFs:
• ESF #2, "Information Technology." This branch would be responsible for providing and
maintaining all communications equipment necessary for emergency operations. The
ESF would be staffed by the Information Technology Department.
• ESF #7, "Resources and Logistics." This branch would be staffed by the Police
Department with the support of the Public Works, Park and Recreation and Finance
Departments.
• ESF #11, "Food and Water." This branch would be responsible for coordinating food and
beverages for the City's workers. It would be staffed by the City Manager's Office with
support from the City Clerk.
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• ESF #14, "Community Information." This ESF would be responsible for staffing the City's
citizen information phone line, public relations and distributing information to the
community via the City website, social media, and public relations. It would be staffed
by the Police Department with assistance from the Information Technology Department
and the City Commission, as needed.
• ESF #18, "Business and Industry." This branch would be staffed by Community
Development
5.3.4.4 Finance/Administration Section
Pursuant to NIMS, the Finance/Administration Section is established when the agency(s) involved
in incident management activities require(s) finance and other administrative support services.
The section will be established when directed by the EOC Commander for major or complex
events at Level 1 activation if additional finance and administrative support and coordination are
necessary.
When established, the Finance/Administration Section Chief will be staffed by the City's Finance
Department. The Finance/Administration Section will provide resource procurement for other
City operations, as well as ensure the effective tracking of expenditures and personnel time spent
in response activities, in accord with accepted state and Federal guidelines for reimbursement.
The Finance/Administration Section will also provide administrative and other support services
to the City EOC to maintain its operations.
The Section will incorporate four branches, when indicated and staffed with the following:
• FEMA Liaison will be staffed by the Public Works Department.
• Payroll, with responsibility for ensuring continuity of payroll operations by the City and
for tracking of personnel time. This position will be staffed by the Finance Section.
• Accounting, with responsibility for tracking of the City's expenditures. This position will
be staffed by the Finance Department.
• Purchasing, with the responsibility for assisting other groups in the City's Emergency
Organization with purchase of goods and materials. This position will be staffed by the
City Manager's Office.
• ESF #7, "Resource Support", This ESF branch would be activated when indicated by the
size or complexity of the need for procuring and/or contracting for goods and services
necessary to sustain the City's emergency operations. This ESF would be supported by
the City's Finance Department.
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5.3.5 EOC Roles and Responsibilities Matrix
Table 5: EOC Roles and Responsibilities Matrix
Function - ESF
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EOC Commander
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Liaison Officer to Hialeah &
MD EOC
P
Safety Officer
P
Operations
Section
Operations Section Chief
P
3 - Public Works
P
12 - Utilities
15 - Volunteers and
Donations
P
16 - Law Enforcement
P
Planning
Section
Logistics
Section
Planning Section Chief
5 - Planning
Damage Assessment
P
P
5
Logistics Section Chief
P
2— Information Technology
7 - Resource and Logistics
P
I -1-------------..---
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11- Food and Water
P
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14 - Community Information
5
P
5
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18 - Business and Industry
P
Finance
Section
Finance Section Chief
FEMA Liaison
P
S
P
Payroll
P
Accounting
Purchasing
P
P
Liaison
ESF's
1 -Transportation
4 - Firefighting
P
6 - Mass Care
P
8 - Health and Medical
P
9 - Search and Rescue
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13 - Military Support
I
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17 - Animal Protection
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P = Primary Responsibilities
5 = Support Responsibilities
within this Department Reference
* = Designation
Section 5.3)
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5.4 EOC Operational Procedures
The City EOC operates to support and coordinate the needs of any incident that arises within the
community. The EOC operates under NIMS to direct and manage all EOC requirements over the
entire scope and phase of any incident. As an incident expands in size or increases in complexity,
centralized operational coordination is needed and provided by the EOC. To ensure effective EOC
operations, personnel should focus on several key factors such as facility, equipment, personnel
and procedures. Clearly defined decision making and lines of authority are essential to ensure
careful and cohesive response actions are initiated and managed effectively.
The City EOC operates and is staffed continuously during all critical phases of any major incident
requiring it to activate. The EOC Commander directs overall EOC functions, while the Section
Chiefs manage each EOC section with a general knowledge of the varied functions within their
section.
During the operational phase, all sections of the EOC (EOC Management/Command, Operations,
Planning, Logistics, and Finance) have active roles in the overall functions and procedures in the
EOC and completion of EOC objectives. The EOC should operate using a "management by
objective" approach, which establishes objectives to be achieved during a given time frame or
"operational period." Objectives may have one or more strategies for achieving desired
outcomes, and more than one EOC role may contribute to the completion of said objective. The
EOC concentrates on establishing priorities upon which objectives may be based.
5.4.1 Initial Actions
Upon EOC activation, the EOC Commander will generally direct the following initial actions,
consistent with known conditions:
• Complete activation of the City EOC as well as notification and mobilization of the
Emergency Organization
• Determine the need to activate ESF and other Branches; Make notifications and
mobilizations as indicated
• Declare the EOC activated and notify field personnel, the City Commission, and Miami -
Dade County accordingly
• Ensure the adequacy of documentation available in the EOC for subsequent use, e.g.,
personnel rosters, procedures and checklists, equipment inventories, etc.
• Test the functionality of the EOC's communications equipment; Take corrective action
as indicated
• Determine the need for activation of the Logistical Staging Area(s)
• Ensure adequate security is established for the City's EOC, as well as the and Logistical
Staging Area, if activated
• Begin documentation and display in the City EOC of operational actions, impact
assessment information, and similar current information
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• Establish communications with field units, Miami -Dade County and adjacent
jurisdictions, as indicated
• Make a determination regarding the immediate potential health and safety impacts to
emergency workers and the public from the event; Advise field personnel and initiate
other actions accordingly (See also section below on public health and safety)
• Instruct the Operations and Planning Sections to gather and process initially available
information from field personnel
• Complete an initial, rapid assessment of the impacts of the event; Utilize information for
the preparation of the initial IAP
• Prepare and approve the initial IAP; Define a schedule for the next IAP
• Notify ESF branches and field personnel of the initial IAP and allocate resources to field
operations accordingly
• Activated ESF branches would implement initial actions as defined in the corresponding
ESF annex and the initial IAP
• Determine if a City state of emergency should be declared; Take actions accordingly
• Implement and/or develop procedures for tracking the availability and use of the City's
resources for emergency response
• Establish and implement, as indicated, plans for closure of City offices, recall of City
personnel; Notify City personnel and announce to the media; Advise the Miami -Dade
County EOC, if activated, or the Miami -Dade County Emergency Management Division
• Receive information on personnel and equipment resource needs from field operations;
Activate pre -event contracts and mutual aid agreements as indicated; Activate and staff
the City's Logistical Staging Area(s), as indicated
• Prepare a SITREP and transmit to Miami -Dade County EOC or Emergency Management
Division
• If indicated by the type of event, establish contact with other facilities, e.g., Florida
Hospital Opa-locka, or organizations, e.g., Duke Energy, anticipated to be important to
supporting the City's response operations; Establish methods for continuing
communication and coordination
• Deploy City liaison personnel to the Miami -Dade County EOC, if activated
• Initiate public information activities appropriate to the magnitude and characteristics of
the event, e.g., a media release regarding Opa-locka's initial response actions; If
indicated, determine methods of coordination of public information with Miami -Dade
County and/or adjacent jurisdictions
• If indicated by the characteristics of the event, designate a second shift for the City's
Emergency Organization and define a shift schedule
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5.4.2 Public Health and Safety Actions
As a part of the initial emergency response actions, it may be necessary to instruct the threatened
public to take suitable actions to protect their health or safety. Such actions would be highly
dependent on the hazard agent and the method of its effect on humans. Some of the protective
actions that may be necessary could include, but not be limited to:
• Evacuation of all or selected portions of the public from areas at risk
• Sheltering -in -place of the public within areas at risk
• Implementing evacuation or sheltering -in -place for facilities and institutions within the
endangered area
• Requesting facilities or institutions within the area at risk to implement their emergency
plans for evacuation
• Taking expedient actions to protect exposed skin or breathing
• Placing prohibitions on the use of drinking water from the public utility systems at risk
• Rescuing and extricating individuals from within risk areas
• Avoiding or limiting time spent in known or suspected contaminated areas
• Avoiding consumption of fruits or vegetables exposed to contaminants
• Emergency destruction or condemnation of crops and livestock exposed to
contaminants
• Seeking immediate medical treatment or inoculation for exposure to hazard agents
• Warning of any other imminent threats to health and safety
The City EOC Safety Officer will advise the EOC Commander of the need for actions by the City to
protect public health and safety within the jurisdiction. The following will be considered:
• Imminent and severe danger to public health and safety
o The EOC Commander will instruct the Operations Section to initiate immediate
and appropriate actions to protect public health and safety, such as directing
field units to broadcast via siren and load speaker specific instructions for the
public to evacuate or shelter -in -place, or to take a similar immediate protective
action
o The EOC staff would directly notify by telephone, institutions and major facilities
within the threatened area
o Immediately notify Miami -Dade County EOC or the Emergency Management
Division and request assistance for activation of the Emergency Alerting System
and/or public telephone warning of the affected area
• Potentially significant danger to the threatened public
o Consult the Miami -Dade County EOC and/or the Miami -Dade County Emergency
Management Division regarding the situation and the anticipated need for public
protective action; Coordinate decision -making and public notification operations
accordingly
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o Implement local public warning and instructions as indicated
o Directly notify major facilities and institutions within the affected area of the
potential dangers
If evacuating significant numbers of the public were the indicated protective action, the City
would request assistance from Miami -Dade County for implementation, including evacuation
transportation of individuals without vehicles and sheltering of evacuees.
If evacuation of other jurisdictions has been directed by Miami -Dade County, the Operations
Section would, in consultation with Miami -Dade County EOC, determine the use of Interstate -4
and State Road 436 for evacuation traffic and would implement, as indicated, traffic management
actions to expedite the flow of evacuation traffic through the City.
5.4.3 Continuing Response Actions
The EOC staff will continue to provide direction and support to field operations as needed for the
duration of the response and near -term recovery phase. Flexibility is intended in the continuing
response operations, with adjustments being made on a continuous basis to respond to the
resource needs, the intensity of operations, the availability of state and Federal resources, and
similar factors. Continuing operations remain under the leadership and oversight of the EOC
Commander, with actions implemented by the appropriate component of the Emergency
Organization.
Continuing response actions by the City EOC are likely to include the following:
• The EOC Commander would direct implementation of the EOC shift schedule
established, if necessary
• The EOC Commander would continue to direct operations of the City's Emergency
Organization through approval of IAPs, policy making and coordination of the actions of
the EOC staff
• The EOC Commander would, if indicated, direct expansion or modification of the City's
EOC Emergency Organization through new or continued activation of ESF and other
branches
• The EOC Commander, with the support of the Liaison Officer, would maintain
communication and coordination with the leadership of the Miami -Dade County EOC
and, as indicated, the leadership of EOCs of surrounding jurisdictions
• Based on incoming information and/or upon request of the Miami -Dade County EOC,
the EOC Commander would evaluate and implement, if indicated, actions to promulgate
temporary emergency ordinances, e.g., curfews, prohibition on liquor sales, etc.; The
Operations Section would implement necessary enforcement actions, while the Public
Information Officer would ensure public awareness of such temporary ordinances
• The Planning and Operations Sections would continue to gather and process
information regarding disaster conditions and the needs of disaster victims
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• The Logistics Section would continue to support operations of the City's Emergency
Organization through procurement, delivery, monitoring and retrieval of additional
personnel and resources
• Activated City ESFs would continue operations in accord with the corresponding ESF
annex and the approved IAP, and consistent with the requirements of the situation
• On the schedule directed by the EOC Commander, the Planning Section and/or ESF #5
would prepare an updated IAP for approval and would distribute the approved plan
• The Planning Section and/or ESF #5 would continue to prepare SITREPS for the City and
provide them to the City EOC staff and to the Miami -Dade County EOC if activated, or to
the Miami -Dade County Emergency Management Division
• The Operations Section would continue to direct and coordinate field operations, in a
manner consistent with the approved IAP
• If an evacuation of some or the entire City occurred, the Operations Section through ESF
#16 would take action to maintain security for and within the evacuated area.
• If a shelter -in -place instruction was given for public protection, the Operations Section
through ESF #16 will secure the perimeter of the affected area to prevent unauthorized
or inadvertent public entry. If necessary, additional law enforcement personnel for this
operation would be requested from mutual aid sources or from Miami -Dade County.
• If indicated, the Operations Section would coordinate with the City's ESF #3 and #12 to
ensure that:
o Priority roadways were opened for movement of emergency vehicles,
evacuation traffic and similar vital transportation needs
o Water pressure was available or restored for fire suppression
o Generators were secured and installed for critical facilities and other vital
functions
o As requested by field staff, additional resources and materials will be obtained
by the Operations Section and/or Logistics Section, through the County EOC, if
activated, mutual aid agreements with other jurisdictions, pre -event contracts
with private sector, or similar actions; If resources become limited, the
Operations Section Chief would prioritize the allocation of resources in a mariner
consistent with the approved IAP
o The Logistics Section and the Operations Section would track and document the
availability of City's personnel, equipment, and supplies for deployment through
continuing coordination with the City's Logistical Staging Area(s) staff
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o The Safety Officer would continue to assess and advise on conditions that may
pose a threat to the health and safety of the City's emergency responders and/or
the general public; The Safety Officer would also obtain additional information
from Miami -Dade County Emergency Management Division and/or the County
Health Department, through County ESF #8, if activated, regarding hazardous
conditions and the appropriate actions
o The Liaison Officer would continue to maintain information exchange and
coordinate operations with Miami -Dade County EOC, if activated, as well as,
adjacent jurisdictions and/or other organizations or important City facilities
o The Public Information Officer would continue to issue media releases regarding
the City's situation and operations, including emergency instructions for the
public, e.g., boil water advisories; As necessary, the Public Information Officer
would coordinate public information and emergency instructions with the JIS
operated by Miami -Dade County, the State of Florida and/or Federal agencies.
o The Public Information Officer and ESF #14 would establish and staff the Opa-
locka Citizens Information Center
o The Finance/Administration Section would document the City's personnel time
and the expenses incurred for response operations, as well as establish
accountability measures for reimbursement from the Federal Emergency
Management Agency, whenever applicable.
5.4.4 Short-term Recovery Operations
As the immediate emergency response operations near completion, the EOC Commander would
initiate the transition of the City's Emergency Organization to short-term recovery operations.
These actions will vary depending on disaster conditions, but are likely to include all or some of
the following:
• The EOC Commander, through the Liaison Officer, would establish from the Miami -Dade
County EOC, the anticipated plans for County, State or Federal short-term recovery
operations and define the City's role in such operations; The City's EOC staff would be
advised accordingly
• The Planning Section would, through ESF #5, develop for approval and distribution, an
IAP for the short-term recovery operations to be conducted by the City, including
operations for coordination of recovery operations with Miami -Dade County, the State
of Florida and Federal agencies, if indicated
• The Operations Section, through ESF #16 advised by the Safety Officer if indicated,
would direct and coordinate operations for public security, health and safety, as well as
the restoration and maintenance of civil order; If the Florida National Guard has been
activated to Opa-locka, City ESF #13 would assume responsibility for coordination of City
and Guard operations.
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• As indicated, the Operations Section, through ESF #8, would coordinate with Miami -
Dade County, the State of Florida and/or Federal agencies for any post -impact public
health and safety operations to be conducted by them within the City
• If evacuation or sheltering -in -place a portions of the City, the Safety Officer would
advise the EOC Commander, if and when, such directives could be lifted. When directed
by the EOC Commander, the Public Information Officer would issue public
announcements accordingly, while the Operations Section would direct actions to open
the affected area(s), to manage evacuation re-entry traffic and/or to instruct individual's
sheltered -in -place to exit and ventilate structures.
• If a major evacuation of other jurisdictions within Miami -Dade County occurred, the
Operations Section, through the Liaison Officer, would obtain information regarding the
plans and timing for evacuation reentry; as indicated, action would be taken to provide
traffic management support for evacuation reentry traffic on Interstate -4 and State
Road 436. The Liaison Officer would also determine if other aspects of a countywide
evacuation reentry plan required actions by Opa-locka, and if so, would advise the EOC
Commander accordingly.
• If the event resulted in property damage, the Planning Section, through ESF #19, would
initiate the detailed damage assessment process and provide coordination and resource
support until finalized; Final damage assessment information would be forwarded to the
City's Planning Section, as well as the Miami -Dade County EOC and/or the Emergency
Management Division; If indicated, the Operations Section, through ESF #16, would
direct actions to provide security to damaged or affected areas and to coordinate with
the City's Growth Management Department to condemn and secure unsafe structures
• The Operations Section, through the City's ESF #3, would coordinate the completion of
the debris removal process from public roadways and property; ESF #3 would also
schedule and coordinate debris removal and disposal by private companies and ensure
required documentation is maintained
• The Operations Section would coordinate any County or State operations for debris
removal within the City and/or with implementation of a countywide debris
management plan, if available
• The Operations Section, through City ESF #12, would coordinate the City's role in and
support to the restoration of water and sewer services, traffic management functions,
and restoration of electric power and telephone service
• The Operations Section, through ESF #16, would monitor the functioning of volunteers
in the jurisdiction to ensure the services provided are safe and effective, and for the
overall benefit of the City's disaster victims; If necessary, the Operations Section would
direct corrective actions, in cooperation with Miami -Dade County ESF #15
• On request of the Miami -Dade County EOC, the Operations Section, through ESF #6,
would activate and staff the Point of Distribution in the City
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• The Public Information Officer, through ESF #14 and the Opa-locka Citizens Information
Center, would obtain and distribute information regarding assistance available to the
City's disaster victims, including
o The location, driving directions, materials available and hours of operation for
the Point of Distribution for food, water, ice, tarps, and similar urgently needed
materials
o Contact information and telephone numbers for City, County, State or Volunteer
agencies providing other types of assistance to disaster victims
o The locations and driving directions for the nearest Disaster Recovery Center, if
established by the State of Florida or the Federal government
o State or Federal disaster assistance programs anticipated to be implemented and
for which City agencies, City businesses, and/or its citizenry would be eligible
o The Planning Section would finalize documentation regarding the response and
recovery operations, including the City's assessed damages, operations
conducted, communications logs, resource utilization information, personnel
time, City expenditures, and similar documents. (If a Finance/Administration
Section were established by the EOC Commander, the personnel time and City
expenditures during response would be finalized by this group.)
5.4.5 Deactivation of Emergency Facilities
As short-term recovery actions are completed, the EOC Commander would direct the City's EOC
staff to initiate deactivation of the EOC, as well as other City emergency facilities, if activated.
The deactivation process would be adjusted to address the circumstances of the event and
previous EOC staffing and operations. Deactivation could be staged as necessary, including de-
escalation from Level 1 to Level 2 activation. This would be followed by complete deactivation of
all ESFs, when appropriate, and return to Level 3 operations. Prior to completion of the
deactivation process, the EOC Commander, with the cooperation of each Section Chief, will
ensure the following actions occur:
• Defining the procedure and schedule for gathering, processing and archiving all
documentation regarding the City's response and short-term recovery operations,
including damage assessment information, operational logs, personnel time, and City
expenditures
• Identifying the need for replacement, return, or repair of equipment and supplies
utilized during the activation period, with assignment of responsibility to ensure that
such actions take place
• Providing and encouraging access to critical incident stress debriefing services for all
Emergency Organization staff members
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• Ensuring notification of the Miami -Dade County EOC and/or Emergency Management
Division, as well as, key facilities or organizations of the schedule for deactivation of the
City EOC
• Returning the emergency facilities to their original, pre -activation condition
• The City Manager or designee, if indicated by the extent of the impacts within the City,
will direct City personnel to implement long-term recovery and redevelopment actions
Within two weeks of the date of deactivation of the Emergency Organization, each Section Chief,
the Safety Officer, the Liaison Officer and the Public Information Officer will complete and submit
to the City's Emergency Management Coordinator, an "after action" report. Individual reports
should summarize which emergency and recovery operations were successful and which were
not, defining "lessons learned" from the event, and detailing recommendations for
improvement.
Within four weeks of receipt of the Section Chief's reports, the Emergency Management
Coordinator will prepare a consolidated after -action report and submit a draft to the EOC
Commander and the Section Chiefs. This will be followed by a meeting to review and finalize the
after -action report.
After finalization, the Emergency Management Coordinator, with the assistance of the City's
Emergency Preparedness Team, will incorporate, as appropriate, action items from the final
after -action report into the City's Emergency Preparedness Improvement Plan.
5.4.6 Long-term Recovery and Redevelopment
Long-term recovery operations for the City will vary with the characteristics of the event, the
extent of the damage and the sectors of the community damaged, and the availability of state
and/or Federal disaster relief programs. For the City, these operations would be managed and
coordinated from the normally utilized offices of City personnel, or, if required by the scope of
the needed operations, from a facility specifically designated for the City's long-term recovery
and redevelopment efforts.
Long-term recovery operations for events which did not receive a gubernatorial or presidential
disaster declaration would be supported only by funding and resources made available locally,
e.g., from Miami -Dade County, the City, or volunteered donations. Under this circumstance, long-
term recovery operations would be anticipated to be limited, and coordination by City personnel
could include actions such as the following:
• Identification of the individuals, facilities, or sectors of the community impacted by the
event and definition of their unmet needs
• Continuing solicitation and management of donated goods, services and funds to
address the defined unmet needs
• Assisting disaster victims to access normally available social services programs to
address unmet needs
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• As feasible, facilitating interaction between owners and operators of damaged property,
including local government entities, and insurance adjustors
• Ensuring that appropriate mitigation opportunities are identified and acted upon during
the recovery process
If the event warranted a gubernatorial or presidential declaration of disaster, it can be
anticipated that a range of disaster relief programs to support long-term recovery would be
available. These programs could include but not be limited to:
• Programs available pursuant to the Stafford Act, including Public and Individual
Assistance, as well as the Hazard Mitigation Grant Program
• Programs available through other Federal sources, such as Small Business Loans,
programs of the Department of Housing and Urban Development, the Department of
Agriculture and similar
• Special state or congressional appropriations specifically for recovery from the disaster
In the event long-term recovery operations are to be implemented by Opa-locka, the City
Manager or designee will designate a staff member to serve as the City's long-term recovery
coordinator. In the role, the coordinator would be responsible for actions including, but not
necessarily limited to, the following:
• Serving as the City's liaison to the above -noted State and Federal programs
• Coordinating City agency participation in the Federal Public Assistance and Hazard
Mitigation Program, and providing technical assistance in completing the necessary
applications and certification forms
• Implementing or supporting efforts in public information and community relations to
advertise the availability of and requirements for participation in state and Federal relief
programs
• Identifying unmet needs to County, State and Federal agencies and actively pursuing
funding to address these needs
• Facilitating interaction between County, state and Federal officials and the City's
disaster victims
• Serving as the City's representative for implementation of Miami -Dade County's long-
term recovery and redevelopment program
• Coordinating the development and approval of the City's own long-term recovery and
redevelopment plan
• Advising the City Manager on the need for City approvals for actions such as:
o Imposing a temporary building moratorium to allow for planning of the long-
term recovery process
o Seeking financial support for development and implementation of the long-term
recovery plan
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o Securing additional local agency staff for increased functions such as issuance,
inspection, and enforcement of building permits
o Establishing mechanisms to seek and utilize community input to the
development and implementation of the long-term recovery plan
o Cooperating with inter -jurisdictional coordination of long-term recovery and
redevelopment efforts to avoid conflicting or inconsistent efforts
o Promoting redevelopment of less vulnerable structures by requiring
incorporation of mitigation techniques into the land planning and reconstruction
components of the long-term recovery plan
o Addressing the economic and social implications of the recovery and
redevelopment process, striving to create redevelopment patterns that will have
increased value for the economic vitality of the community and the quality of life
of its citizens.
5.5 Coordination with Other Jurisdictions and Higher Levels of Government
This section defines the methods that Opa-locka will use to coordination with other jurisdictions
and higher levels of government during major disasters when the City EOC has been activated
and staffed. Following City EOC activation, all inter -jurisdictional coordination efforts would be
through the City EOC.
If a disaster were limited in its impacts to the City and adjacent jurisdictions, coordination with
other jurisdictions would be anticipated to involve primarily activation of mutual aid agreements
and sharing of resources, along with exchange of situation reports. Coordination would be
through the other jurisdictions' EOCs, if activated, or directly with the corresponding local
agencies if not. Coordination under these conditions would be a shared responsibility between
the City's Liaison Officer for general coordination, or the Operations Section Chief for activation
of specific mutual aid agreements and/or mobilization of resources.
If a disaster affects a large area, affecting several or all of the jurisdictions in Miami -Dade County,
it is expected that the County would activate its EOC. Upon activation of the County EOC, inter -
jurisdictional coordination would be maintained in two general ways:
1. Directly with nearby jurisdictions' EOCs and emergency services agencies for the
activation of existing mutual aid agreements and sharing of resources
2. Through the Miami -Dade County EOC for accessing additional resources not available
through mutual aid agreements and for requesting assistance from higher levels of
government, pursuant to F.S. Chapter 252.38
As noted above, responsibility for the direct coordination with other municipal EOCs for
activation of mutual aid agreements and sharing of resources will be through the City's Liaison
Officer and/or the Operations Section Chief.
For major disasters, coordination with the County EOC will normally occur in two ways.
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1. Through the City's Liaison Officer, the City will staff a liaison position in the County EOC
and will route requests for assistance and resource support from other jurisdictions and
the County, as well as from state and Federal agencies, through this position
2. The EOC Commander or designee will participate directly in the County EOC's inter -
jurisdictional coordination actions, such as conference telephone calls, policy meetings,
and similar
For the largest and most complex disasters, it is anticipated that the County ESFs will be fully
activated and may be coordinating specific operations directly with the impacted municipalities.
Under such conditions, most or all of the City's ESF Branches would be activated and may become
the point of contact for the County ESFs, if desired by the County.
5.6 Public Information
The City recognizes the importance of accurate and consistent public information at the time of
a disaster. Therefore, the City's emergency operations include specific actions before, during, and
after disasters to provide public information and emergency instructions to the public,
businesses, and institutions within the jurisdiction.
Prior to disasters, during times of normalcy, the City will operate an ongoing public information
program, in cooperation with the Miami -Dade County Emergency Management Division and the
State of Florida. The City will post or link to emergency preparedness information on its website
and will provide brochures and similar materials in public buildings. The Public Information
Officer will be responsible for answering individual inquiries from the community regarding
emergency preparedness.
Immediately prior to a disaster for which there is advance notice, e.g., a hurricane, a more pro-
active public information operation will be implemented by the City. Consistent with the type of
event, the Assistant to the City Manager or designee will implement actions such as the following,
in coordination with Miami -Dade County if indicated, to ensure the awareness of the situation:
• Issuing media releases regarding the event and planned City operations
• Contacting major facilities within the City
• Updating the City's website with links to current information
During and immediately following a disaster, the Assistant to the City Manager or designee,
acting as the City's Public Information Officer, will provide continuing public information
regarding the City's situation and emergency operations, in coordination with and/or through
the Miami -Dade County's JIS and/or through a JIC, if activated. Actions during this period will
prioritize operations considered the development and/or distribution of emergency information
related to public health and safety. The City's Public Information Officer will also be responsible
for management of public inquiries originating from within the City, and, as indicated,
transferring such inquiries to the appropriate member of the City's Emergency Organization.
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Following disaster events, the City's Public Information Officer will continue to ensure that
needed public information is provided, in coordination with Miami -Dade County as indicated,
regarding the event and the impact on the City, as well as descriptions of available programs for
disaster victims and contact information. The Public Information Officer will also support and
coordinate community outreach programs implemented in the City by county, state, and/or
Federal personnel in the aftermath of federally declared disasters.
5.7 Miami -Dade County Satellite Municipalities
The main function of the EOC Municipal Branch is to coordinate information and collaborate with
each other to ensure all response and recovery matters are addressed and resolved during an
incident or disaster. The Municipal Branch consists of all municipalities classified either as a
Divisional or Satellite EOC.
Once an EOC activation (Level II or Level I) has been ordered, representatives from the Divisional's
must report to the Miami -Dade EOC. Each Divisional municipality is allowed one representative
at the Miami -Dade EOC, per shift. This representative represents the interests of his/her
Divisional and Satellite municipalities during any activation. Divisional municipalities may activate
their EOCs before or in conjunction with Miami -Dade County, depending on how the event
affects their municipalities. If the Divisional EOC is activated, Divisional's must advise Satellites
about activation and offer them a seat at the Divisional EOC, if requested. As the incident
develops, municipalities coordinate activities to meet the objectives specified in the IAP and relay
all updates/important information from the Miami -Dade EOC and vice versa.
The City of Opa-locka serves as a Satellite EOC to the Hialeah Divisional EOC. Below is a list of
roles and responsibilities for Satellite Municipalities during an EOC activation.
• Provide liaison for the municipality seat at the Divisional EOC, if required
• Serve as support agency for ESF 2, ESF 3, ESF 4, ESF 6, ESF 8, ESF 9, ESF 12 (Energy), ESF
14 and ESF 16, as applicable and depending on incident location (Table 1)
• Provide timely situation reports, via WebEOC, to the Divisional EOC regarding the
Satellite EOC's response activities and essential elements of information
• Provide the Divisional EOC with appropriate updates
• Prioritize and find solutions to the problems by identifying and locating resources
• Network and collaborate with other agencies via chain of command
• Be familiar with WebEOC and the operations procedures of the EOC Municipal Branch
• Update the EOC Municipal Branch Board, via WebEOC, as deemed necessary
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6 Administration and Logistics
This section defines the administrative and logistical actions that will be taken by the City to
maintain the emergency preparedness program and the CEMP.
6.1 Plan Updating and Maintenance
The City's Emergency Preparedness Team, under the direction of the City Manager and working
through the City Commission, will be responsible for ensuring that the plan is reviewed and
updated at least once annually, or after each major exercise or actual implementation of the plan,
whichever is more frequent. All City departments will be responsible for participating in the plan
review and updating. Every 4 years the CEMP shall undergo a major update and review followed
by City Commission approval and adoption.
The annual review shall be conducted between March 1st and May 1st to ensure the plan is
adjusted to changes that occur over time within the jurisdiction, such as the following:
• Changes in the risk profile of the jurisdiction
• Modification/growth of City's governmental organization, administration and
capabilities for emergency response and disaster recovery
• Changes to facilities and locations that are designated as City emergency facilities
• Changes in state or Federal rules, regulations and standards applicable to municipal
emergency preparedness
The City Manager or designee has the authority to modify the document as needed, as long as it
does not change the scope of the document. Minor changes to the plan may be made via the
"Record of Changes" page and distributed to plan holders.
Major changes that significantly alter operational concepts, assignment of responsibilities, or the
location/type of designated emergency facilities will result in distribution of an entire copy, as
modified.
6.2 Plan Distribution and Approval
At a minimum, the City's Emergency Management Coordinator will ensure that a copy of the
initial and subsequent updates of the City's CEMP will be provided to the following:
• Members of the City Commission
• The City Manager
• The Assistant City Manager
• The City Clerk
• All City Department Heads
• City EOC
The CEMP shall be made available to the following upon request:
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• The Miami -Dade County Office of Emergency Management
• The Miami -Dade County Sheriff's Office
• The Florida Division of Emergency Management
• Any law enforcement agency in the State
Each City department head is responsible for further distribution of copies of the CEMP to specific
departmental personnel, as indicated.
6.2.1 Plan Approval,
The Emergency Preparedness Team shall review any minor or major changes submitted and
approve either during a scheduled meeting, or through e-mail (if the situation warrants). Once
approved, the updated plan will be distributed to the identified plan holders.
The CEMP will be formally adopted by the City Commission following each major change of the
plan or at least every four years, whichever is more frequent.
6.3 Training
The training programs given in Opa-locka that are related to the CEMP and its implementation
will address the following general program categories:
1. Training in the specific operating guides and protocols utilized by City agencies regarding
their routine emergency services functions, e.g., law enforcement and public works
2. Implementation of any or all of these guides and protocols will also be necessary during
activation of the City's CEMP
3. Training required by Local, State, or Federal rules and regulations. This category includes
required profession -specific training, such as firefighter or law enforcement officer
training, as well as training applicable to all categories of emergency personnel, e.g.,
training in NIMS and ICS; Response and/or EOC minimum training requirements are as
follows:
o IS -100 — Intro. to Incident Command Systems
o IS -700 — NIMS, an Introduction
o 15-200 Basic Incident Command System for Initial Response
Recommended Response and/or EOC training is as follows:
o IS -800 National Response Framework, an Introduction
o G-300 Intermediate Incident Command System for Expanding Incidents
o G-400 Advanced Incident Command System Command & General Staff: Complex
Incidents
4. Specific training in the implementation of the Opa-locka CEMP, including its associated
operating guides, checklists, and similar supporting documentation
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For the first category of training, individual department directors are responsible for ensuring the
adequacy and completeness of the training. The Opa-locka Emergency Preparedness Team,
under the direction of the City Manager, is responsible for ensuring that the training in the second
and third category are provided to any City employees, volunteers for the City, and elected City
officials that have assigned responsibilities for implementation of the CEMP. The City's
Emergency Management Coordinator will provide assistance and guidance regarding the training
necessary for implementation of the CEMP.
The director of each City department is responsible for ensuring that departmental employees
have received the required training, and that newly hired employees receive training within 120
days from the date of hire. In addition, each City department entering into contracts with the
private sector for on -scene emergency services will ensure that contract personnel have training
required by state and Federal regulations.
Records of each individual's training will be maintained by the Human Resources Division and
each City department director, and will be available during emergency operations, if needed, to
ensure that individuals have been appropriately trained for their emergency assignments. For
individuals not within a City department, their training records will be maintained by the City
Manager's Office.
6.4 Personnel Classification and Certification
Under NIMS, preparedness is based on national standards for the classification, qualification, and
certification of emergency response personnel. Uniform classification of emergency personnel
enables outside organizations and agencies to recognize the skills and capabilities of individuals
that are to be assigned emergency duties. Standards will help ensure that agencies' field
personnel possess the minimum knowledge, skills, and experience necessary to execute incident
management and emergency response activities safely and effectively. Standards typically
include training, experience, credentialing, currency, and physical fitness. Therefore, it is
necessary for Opa-locka to have credentialed its emergency response personnel in accordance
with a standard measure of qualification and certification.
The City will utilize currently available and/or required state or Federal classification and
certification programs to achieve this requirement. When additional Federal guidance becomes
available regarding emergency response personnel classification and certification in accord with
NIMS, the City will endeavor to respond appropriately.
Each department director is responsible for ensuring that each department employee assigned
emergency duties is, if indicated, appropriately classified for those assignments and has any
required certifications or licenses necessary. The department directors are also responsible for
ensuring that documentation of employees' classification and certification are available to the
City EOC to facilitate proper assignment of personnel.
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Personnel classification information pursuant to NIMS is available in the Resource Definitions of
the National Mutual Aid and Resource Management Initiative, issued by the Federal Emergency
Management Agency. The State of Florida, through various agencies, also promulgates
classification and certification requirements for personnel to be assigned emergency response
duties.
In addition, following the final assessment of the jurisdiction's response and recovery capabilities,
the City will utilize the National Incident Management Capability Assessment Tool (NIMCAST) to
complete the documentation process. This tool is operated by the Federal government as a way
to document that each jurisdiction in the nation is in conformance with the requirements of
NIMS. The tool requests jurisdictions to affirmatively record that they have addressed each
requirement and standard.
6.5 Documentation of Opa-locka Emergency Preparedness Capabilities
Similar to the classification and certification of personnel, NIMS is based on the concept that each
level of government will accurately understand its capabilities to response to and recover from
disasters. In this way, each higher level of government will more readily recognize a jurisdiction's
capabilities and limitations and therefore the type and amount of assistance required during and
after a disaster.
Pursuant to NIMS, the US Department of Homeland Security has issued the Target Capabilities
List, which defines planning and performance standards for a wide variety of emergency
preparedness and response functions.
Opa-locka will, upon issuance of applicable Federal requirements and guidance, appropriately
utilize the planning and performance standards in the Target Capabilities List to define those
capabilities the jurisdiction can adequately fulfill. Upon completion of this analysis, the City will
advise the Miami -Dade County Emergency Management Division of the determination for
subsequent use by County, state and Federal emergency response agencies.
6.6 Exercises and Exercise Evaluation
Opa-locka will, in accord with NIMS, develop and implement a program to routinely exercise the
CEMP in order to maintain readiness for its implementation. The exercise program will be
planned, coordinated, and implemented by the City's Emergency Preparedness Team, through
the support and assistance of the City's Emergency Management Coordinator.
Exercises developed and conducted by the City will conform to applicable state and Federal
requirements, including those promulgated by the US Department of Homeland Security in
"Homeland Security Exercise and Evaluation Program". Adherence to this guidance is required
for exercises utilizing Federal funding, and is recommended for the planning, implementation
and evaluation of all types of exercises, regardless of funding.
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Exercises of CEMP implementation will be conducted by the City at least annually, and will be
designed to address a range of hazards known to threaten the jurisdiction. Actual
implementation of the CEMP may be substituted for an exercise. Exercises may be of any type,
including:
• Table -top or discussion -based exercises
• Functional exercises that examine one or more specific emergency operations
• Full field exercises involving activation of emergency facilities and deployment of
personnel in simulated field operations
On a periodic basis, the annual City exercise of the CEMP will be implemented in association with
countywide or regional exercises conducted by the Miami -Dade County Emergency Management
Division and/or the State of Florida.
In all cases, every exercise will be followed by preparation of a written evaluation of the event.
This evaluation will specifically identify any operational problem areas, training inadequacies,
facility shortcomings, and resource limitations. The results of each exercise will be incorporated
into the City's Preparedness Improvement Plan (See below).
6.7 Development of After -Action Reports
Following each actual implementation of the CEMP, through the City Manager and the City's
Emergency Preparedness Team, an "after action" analysis will be conducted and a written after -
action report prepared. This analysis and report will assess the effectiveness of the City's
response to and recovery from the event, and will identify any operational problem areas,
training inadequacies, facility shortcomings, and resource limitations made apparent by the
event. These will be incorporated into the City's Preparedness Improvement Plan.
When indicated, the City will also cooperate with and participate in after action reports
conducted by Miami -Dade County.
6.8 Development and Implementation of a Preparedness Improvement Plan
Through the coordination of the Opa-locka Emergency Preparedness Team, the City will develop,
maintain, and implement a Preparedness Improvement Plan. This plan will identify all operational
problem areas, training inadequacies, facility shortcomings, and resource limitations made
apparent by previous exercises and after -action reports, and will define corrective actions
needed. For each corrective action needed, it will also assign responsibility to a City department
or official and establish a schedule for completion.
The City's Preparedness Improvement Plan will be adjusted annually to remove assigned
corrective actions that have been completed, and to add newly recognized corrective actions
based on recent experience. The City Manager or designee will have overall responsibility to
ensure implementation of the Preparedness Improvement Plan, and will be assisted by the City's
Emergency Management Coordinator.
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7 Authorities and References
This section describes the authorities related to the development of the CEMP and that authorize
its implementation when needed. The section also describes the references that were utilized to
guide the content and format of the plan.
7.1 Authorities
Two categories of authorities are described in this section: those requiring preparation of the
CEMP and those authorizing its implementation when needed. First, those promulgated by the
State of Florida and the Federal government.
The principal requirements related to the preparation of the City's CEMP are F.S. Chapter 252 at
the state level. Under Chapter 252.38(2), the City is authorized to prepare a CEMP that is
consistent with that of Miami -Dade County and the State of Florida CEMP's. These, in turn are to
be consistent with the NRP.
At the Federal level, NIMS requires each jurisdiction to have an emergency operations plan if they
are to be eligible for Federal preparedness grants. Emergency preparedness programming and
planning requirements for local governments are also expressed in NIMCAST. These were
developed from the mandate contained in Homeland Security Presidential Directive No. 5 and
Homeland Security Presidential Directive No. 8. In addition, the US Department of Homeland
Security's "Homeland Security Exercise and Evaluation Program", represents a Federal
requirement applicable to local emergency plan exercises receiving Federal funding.
The second authority is to implement the CEMP during time of need, and this stems directly from
the approval of the plan by the City Commission, which authorizes its activation when needed,
and delegates the authority for implementation of its provisions when necessary.
7.2 References
Several references were utilized in the preparation of the CEMP. These include, at the Federal
level the following:
• The National Response Plan
• The National Preparedness Goal
• The National Preparedness Guidance
• The Interim National Infrastructure Protection Program
• The Core Capabilities List
• The National Incident Management Capability Assessment Tool
• The National Mutual Aid and Resource Management Initiative
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8 Acronyms
The following acronyms have been utilized in this document:
AC Area Command
ACP Area Command Post
AOBD Air Operations Branch Director
AOR Area of Responsibility
ARC American Red Cross
AREP Agency Representative
ASG Air Support Group
ATC Air Traffic Control
ATF Bureau of Alcohol, Tobacco, Firearms and Explosives
CBIRF Chemical/Biological Incident Response Force
CBRNE Chemical, Biological, Radiological, Nuclear
CDC Centers for Disease Control and Prevention
CEMP Comprehensive Emergency Management Plan
CERT Community Emergency Response Team
CFR Code of Federal Regulations
CISM Critical Incident Stress Management
CPOD County Point of Distribution
OHS Department of Homeland Security
DMAT Disaster Medical Assistance Team
DMORT Disaster Mortuary Operational Response Team
DoD Department of Defense
DOE Department of Energy
EMAC Emergency Management Assistance Compact
EMS Emergency Medical Services
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
Commented [TK77]: Update at the end
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ERFOG Emergency Responder Field Operating Guide
ESF Emergency Support Function
ETA Estimated Time of Arrival
FAA Federal Aviation Administration
FBI Federal Bureau of Investigation
FEMA Federal Emergency Management Agency
FOC Field Operations Center
FOG Field Operating Guide
FSC Finance/Administration Section Chief
GIS Geographic Information System
GSUL Ground Support Unit Leader
HAZMAT Hazardous Material
HEART Home -based Emergency Assistance Relief Team
HHS Department of Health & Human Services
HLSA Homeland Security Act
HMRU HAZMAT Response Unit
HSPD Homeland Security Presidential Directive
IAP Incident Action Plan
IAW In Accordance With
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
ICS Incident Command System
IMT Incident Management Team
ITS Information Technology Specialist
JIC Joint Information Center
JIS Joint Information System
LAN Local Area Network
LMS Local Mitigation Strategy
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LNO Liaison Officer
LSC Logistics Section Chief
MAC Multi -agency Coordination
MACS Multi -agency Coordination System
MOU Memorandum of Understanding
NAWAS National Warning System
NEST Nuclear Emergency Support Team
NG National Guard
NGO Non -Governmental Organizations
NIMCAST National Incident Management Capability Assessment Tool
NIMS National Incident Management System
NIPP National Infrastructure Protection Plan
NRF National Response Framework
NRP National Response Plan
OPSEC Operations Security
OPSUM Operational Summary
OSC Operations Section Chief
OSD Office of the Secretary of Defense
OSHA Occupational Safety and Health Administration
PIO Public Information Officer
PPE Personal Protective Equipment
PSAP Public Safety Answering Point
PSC Planning Section Chief
RFI Request for Information
SAR Search and Rescue
SBCCOM Soldier and Biological Chemical Command
SCOEM Miami -Dade County Office of Emergency Management
SITREP Situation Report
SITREPs Situation Reports
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SM Security Manager
SNS Strategic National Stockpile
SO Safety Officer
TEU U.S. Army Tech Escort Unit
TFL Task Force Leader
TFR Temporary Flight Restriction
UC Unified Command
USC United States Code
VIP Very Important Person
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9 Emergency Support Functions
9.1 ESF #1 - Transportation (Liaison Officer to the Miami -Dade County EOC)
ESF #1 activities are managed via the Miami -Dade County EOC and coordinated with the City
through the City Liaison Officer
• Providing transportation support services for personnel during response and recovery
operations.
• Transporting equipment and supplies needed by emergency personnel at the incident
and/or to activated emergency facilities.
• Repairing and servicing vehicles used for emergency operations
• Providing evacuation assistance for residents that do not have other means of
transportation.
• Coordinating emergency transportation services with local jurisdictions and the State of
Florida during major disasters.
• Completing other transportation -related operations necessary to support the
emergency organization and its functioning.
9.2 ESF #2 — Information Technology
• Providing voice, video, fax, and data transfer communications support services for the
City's emergency organization and Emergency Operations Center (EOC) during response
and recovery operations.
• Maintaining and/or repairing communications systems and equipment needed by
emergency personnel at the scene of incidents and/or at activated emergency facilities.
• Ensuring or facilitating the interoperability of communications systems within the City,
with adjacent jurisdictions and with Miami -Dade County.
• Coordinating support services from communications vendors needed by the City's
Emergency Organization.
• Coordinating with commercial communications providers for restoration of public
communications systems in the community.
• Coordinating emergency communications services and operations with Miami -Dade
County and the State of Florida during major disasters.
• Completing any other communications -related operations necessary to support the
City's emergency organization and its functioning.
• Providing GIS services.
9.3 ESF #3 - Public Works and Engineering
• Providing heavy equipment, specialized vehicles and skilled public works personnel to
support the City's emergency response and disaster recovery operations.
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• Opening priority roadways through debris removal efforts to ensure access to
emergency facilities.
• Providing operations for critical infrastructure protection and restoration.
• Providing heavy equipment and operators to support other response and recovery
operations such as search and rescue, stabilization of damaged buildings, etc.
• Managing and coordinating public works -related operations conducted for the City by
contracted private sector providers.
• Manage the City's debris management program.
• Coordinating inter -jurisdictional public works response and recovery operations with
Miami -Dade County and the State of Florida during major disasters.
• Complete damage assessment of public infrastructure and report to ESF #19.
• Completing other public works -related operations necessary to support the City's
emergency organization and its functioning.
9.4 ESF #4 - Firefighting, ESF #8 - Health and Medical Services, ESF # 9 - Search
and Rescue, ESF #10 - Hazardous Materials (Liaison Officer to the Miami -
Dade County EOC)
ESF #4, #8, #9, and #10 activities are managed via the Miami -Dade County EOC and coordinated
with the City through the City Liaison Officer.
• Fire prevention and suppression in the community and at activated emergency facilities.
• Management of casualties and preparation for transport to medical facilities.
• Search and rescue operations.
• Coordination of emergency response to hazardous materials incidents within the
jurisdiction.
9.5 ESF #5 - Planning
• Gathering information from all City field operations for use in documenting the event
and its impacts, and for planning City emergency response and disaster recovery
operations.
• Using gathered information to routinely prepare two basic documents:
o A proposed Incident Action Plan (IAP) for approval by the City's EOC Manager.
o A situation report (SITREP) regarding the impact of the event on the City and the
current status of City emergency response and disaster recovery operations.
• Assisting the City's Emergency Organization with coordination of mission assignments to
the appropriate City ESF, as well as tracking operational status and/or completion of
those assignments.
• Displaying and/or distributing current information in the City's Emergency Operations
Center (EOC) regarding the disaster event and its impacts on the City, as well as the
status of City response operations.
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• Documenting the City's overall response and recovery operations.
• Exchanging information with the Miami -Dade County EOC and Miami -Dade County ESF
#5, if activated, and/or the Miami -Dade County Emergency Management Division
regarding the event and the City's situation.
• Coordinating all information gathering operations with Miami -Dade County and the
State of Florida during major disasters.
• Completing other operations for information gathering and processing as necessary to
support the City's Emergency Organization and its functioning.
9.6 ESF #6 - Mass Care (Liaison Officer to the Miami -Dade County EOC)
ESF #6 activities are managed via the Miami -Dade County EOC and coordinated with the City
through the City Liaison Officer
• Activate, staff and operate a local "Point of Distribution" (POD) to provide food, water,
ice and other supplies to disaster victims in Miami -Dade County.
• Provide for continuing coordination of Cooperation's for care of disaster victims with
Miami -Dade County.
9.7 ESF #7 - Resources and Logistics
• Providing services to secure supplemental resources and services needed for the City's
Emergency Organization at the time of a disaster.
• Procuring resources through the Miami -Dade County EOC, the State of Florida and
Federal agencies.
• Providing assistance, when indicated, to adjacent municipalities in the provision and
delivery of resources from the City pursuant to mutual aid arrangements.
9.8 ESF #11 - Food and Water
• Providing food and beverage support services for the City's emergency personnel during
response and recovery operations.
9.9 ESF #12 - Utilities
• Providing services and operations to maintain the functioning of the City's stormwater,
water and wastewater systems and facilities during disasters and/or to restore services
as quickly and safety as feasible.
• Leading field operations for storm water and flood control.
• Assisting identified critical facilities within the City restore necessary utility services.
• Coordinating City emergency operations with those private sector utility services, e.g.,
electric utilities, being conducted within the jurisdiction.
• Coordinating City emergency operations with Miami -Dade County ESF #12 and the State
of Florida during major disasters.
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• Completing other utility -related operations necessary to support the City's emergency
organization and its functioning.
9.10 ESF #13 — Military (Liaison Officer to the Miami -Dade County EOC)
ESF #13 activities are managed via the Miami -Dade County EOC and coordinated with the City
through the City Liaison Officer.
9.11 ESF #14 - Community Information
• Providing community information support services for the City's designated Public
Information Officer during response and recovery operations.
• Assisting with the preparation and delivery of emergency instructions to the City's
residents and businesses necessary to protect public health and safety.
• Participating in the Joint Information System (JIS), if established by Miami -Dade County,
for inter -jurisdictional coordination of the release of public information and emergency
instructions; Ensuring City representation at a multi -jurisdictional Joint Information
Center (JIC), if activated as a part the JIS.
• Establishing, staffing and operating a Altamonte Springs Community Information Center,
as a telephone inquiry service for the residents and property owners of Altamonte
Springs.
• Monitoring the response to the event by Altamonte Springs residents and taking actions
to issue valid information to correct rumors and misinformation.
• Monitor, respond and push out social media messaging to the Altamonte Springs
Community.
9.12 ESF #15 - Volunteers and Donations
• Coordinated by the COPS section within the Police Department in conjunction with the
Miami -Dade County HEART.
9.13 ESF #16 - Law Enforcement
• Maintaining civil order, law enforcement and security within the City before, during and
after a disaster.
• Providing security and law enforcement for the City's activated emergency facilities, as
well as assisting with security services for at facilities activated within the City by Miami -
Dade County and/or the State of Florida.
• Providing traffic management before, during and after disasters, especially to facilitate
evacuation from areas of risk within the City and through the City from other jurisdictions.
• Serving as the City's local liaison to the leadership of the Florida National Guard if
activated to the City; Coordinating the City's emergency operations with the Guard, as
needed.
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• Completing other law enforcement and security -related operations necessary to support
the City's emergency organization and its functioning.
9.14 ESF #17 - Animal Protection (Liaison Officer to the Miami -Dade County EOC)
ESF #17 activities are managed via the Miami -Dade County EOC and coordinated with the City
through the City Liaison Officer.
• Coordination of local resources in response to domestic pets, exotics, farm livestock,
and wild animal care needs before, during and after a significant emergency.
9.15 ESF #18 - Business and Industry
• Assist in providing critical information to neighborhood businesses and various
industries throughout the community during emergency events.
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