Attachment A Phoenix EOP 2025(Strikethrough Draft 27Aug25)V2.pdf
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2025
FOR OFFICIAL USE ONLY – NOT FOR PUBLIC RELEASE
Emergency Operations Plan
Attachment A
City of Phoenix EOP
Executive Summary
2025
ii
Executive Summary
As the City of Phoenix continues to grow at a nation-leading rate, the Office of Emergency
Management (OEM) recognizes the increasing urgency to strengthen the resilience of the
City’s vibrant and diverse communities. Cultivating sustainable resilience is undoubtedly
a complex and challenging endeavor, but it begins relatively simply with the ability to
provide a coordinated response and recovery effort in the event of a major disaster or
incident. To this end, OEM has developed a comprehensive City of Phoenix Emergency
Operations Plan (EOP) that addresses the City’s hazard and threat environment,
including natural, technological, and human-caused emergencies or disasters. This EOP
not only supports OEM’s commitment to a secure and resilient city that empowers the
Whole Community, but it also complies with Phoenix City Code Chapter 11 – Office of
Emergency Management, which serves as a guiding document for nearly all the City’s
emergency management activities.
The creation of this EOP was based on a Whole Community planning approach in support
of the belief that it takes all aspects of the City to effectively prepare for, protect against,
respond to, recover from, and mitigate against disasters. The inclusion of a wide range of
community partners and stakeholders was critical to ensure the diverse needs of the City
were accurately reflected within the plan. Key community partners, including those with
disabilities, and others with access and functional needs, shared critical insight for the
development of the plan and will continue to be involved in the plan’s maintenance
process.
The inclusive approach applied during the planning of the EOP also carried over into the
writing of the plan. The EOP was built upon a collection of fundamental emergency
management concepts outlined in the National Incident Management System (NIMS), the
Incident Command System (ICS), and the National Response Framework (NRF) to
provide dependable guidance needed during an incident. Yet, the plan was written in a
clear and concise manner to ensure all intended users, regardless of their level of
emergency management training, would be able to easily navigate its contents and not
be intimidated or confused by its concepts.
In terms of its structure and format, the EOP is consistent with the best practices and
industry standards identified in FEMA’s Comprehensive Preparedness Guide (CPG) 101.
The EOP also aligns with the emergency response frameworks utilized by the Maricopa
County Department of Emergency Management (MCDEM) and the Arizona Department
of Emergency and Military Affairs (DEMA). The EOP consists of a Basic Plan and three
groups of annexes in the following order:
1. The Basic Plan
2. Emergency Support Function (ESF) Annexes
3. Support Annexes
4. Incident Annexes
City of Phoenix EOP
Executive Summary
2025
iii
The Basic Plan is the first section and cornerstone of the EOP. As such, it contains all the
foundational components of the plan, including the plan’s purpose, scope, planning
assumptions, and a brief situational overview of the city. In addition to these introductory
components, the Basic Plan describes a handful of fundamental emergency management
principles and practices that provide the basis for the actions outlined throughout the
EOP. The Basic Plan is followed by 15 ESF Annexes that divide emergency response
and recovery activities by specific tasks, capabilities, and resources. The use of ESFs
allows the city to be more efficient with its resources by providing it the ability to scale
emergency activities to only meet the specific needs of each incident. Although the focus
areas for each of the 15 ESF Annexes are unique, the annexes share a common format
which includes a description of the ESF’s purpose, its core capabilities, an assignment of
responsibilities, and a maintenance plan for revising and updating the annex. Table 1
below shows the number and title of the 15 ESF Annexes.
ESF 1: Transportation
ESF 2: Communications
ESF 3: Public Works &
Engineering
ESF 4: Firefighting
ESF 5: Information and
Planning
ESF 6: Mass Care
ESF 7: Logistics
ESF 8: Public Health &
Medical Services
ESF 9: Search & Rescue
ESF 10: Oil & Hazardous
Materials Response
ESF 11: Agriculture &
Natural Resources
ESF 12: Energy
ESF 13: Public Safety &
Security
ESF 14: Long-term
Community Recovery
ESF 15: External Affairs
Table 1: ESF Number and Title
Nearly identical in format to the ESF Annexes, the Support Annexes compose the third
section of the EOP. The Support Annexes were developed to address a handful of vital
functions that do not readily fit within the scope of the ESF Annexes. Unlike the Incident
Annexes, the actions outlined in the Support Annexes are not reserved for specific
incidents and can be utilized more broadly. The following is a list of the five Support
Annexes:
• Damage Assessment Support Annex
• Emergency Public Warning Support Annex
• Population Protection Support Annex
• Sheltering Support Annex
• Volunteer Management Support Annex
The fourth and final section of the EOP consist of the incident specific annexes. As an all-
hazards plan, the EOP was designed to provide a framework necessary to respond to
any major disaster or incident the City of Phoenix may encounter. However, due to the
City of Phoenix EOP
Executive Summary
2025
iv
unique considerations that some hazards present, the planning team developed a
collection of 13 incident-specific annexes. These annexes were identified based on
comprehensive risk evaluations, including the information and data collected as part of
the Threat and Hazard Identification and Risk Assessment (THIRA) and the Maricopa
County Multi-Jurisdictional Hazard Mitigation Plan (MCMJHMP). The team also
incorporated insights from actual emergencies that have affected the community,
ensuring the annexes reflect both theoretical risk assessments and practical experience.
As with the other annexes, the Incident Annexes follow the same format in terms of its
structure to maintain consistency throughout the EOP. The following is a list of the 13
Incident Annexes:
• Air Quality Incident
• Civil Disturbances Incident
• Common Carrier Incident
• Cyber Incident
• Electrical Power Outages Incident
• Excessive Heat Emergencies Incident
• Fire and Explosions Incident
• Mass Fatality Incident
• Palo Verde Generating Station (PVGS) Incident
• Pandemic and High Consequence Infectious Disease (HCID) Incident
• Severe Weather and Floods Incident Annex
• Sky Harbor Incident
• Terrorism and Chemical, Biological, Radiological, Nuclear, and Explosives
(CBRNE) Incident
As with any plan, the City of Phoenix EOP will only live up to its potential when it is treated
as a living document that is constantly reviewed, revised, and updated. Frequent
discussion of the plan and application of its contents during training exercises and actual
incidents will not only help improve user’s familiarity of the plan but also fluency of
emergency management principles and practices. All this in turn will strengthen the
resilience of our growing city and prepare us to face any emergency that may come our
way!
City of Phoenix EOP
Executive Summary
2025
v
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City of Phoenix EOP
Letter of Promulgation
2025
vi
Letter of Promulgation
In the event of a natural or man-made disaster within the City of Phoenix, municipal
government must be prepared to implement plans and procedures to protect lives and
property. This plan shall be known as City of Phoenix Emergency Operations Plan.
This plan serves also to support the State of Arizona Emergency Response and Recovery
Plan (SERRP) and the Maricopa County Emergency Operations Plan (EOP). It was
developed in accordance with Arizona Revised Statutes, Title 26, Chapter 2. This plan
replaces and supersedes all previously published copies of the Emergency Operations
Plan and Major Emergency Response and Recovery Plan.
The purpose of this plan is to provide direction and guidance to City of Phoenix
departments and outside supporting agencies. It serves as a directive to City of
Phoenix departments to prepare for and execute assigned emergency tasks to ensure
maximum survivability of the population and to minimize property damage in the event of
a disaster. It is applicable to all elements of the City of Phoenix government and the
private sector engaged in or acting in support of emergency operations.
___________________________ __________________________________
Date
Mayor
__________________________________
City Clerk
City of Phoenix EOP
Letter of Promulgation
2025
vii
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City of Phoenix EOP
Approval and Implementation
2025
viii
Approval and Implementation
This is the City of Phoenix Emergency Operations Plan. This plan is the framework for
emergency responders, City departments, and supporting agencies to effectively
coordinate and collaborate, before, during, and after a disaster, to provide a
comprehensive response to all emergencies.
The Mayor and City Council authorize the Emergency Management Director, as directed
by the City Manager, to make changes and updates to this plan that do not materially
affect the overall planning approach and do not radically change responsibilities of senior
city officials or city departments. Changes will be recorded in the record of changes.
This plan is published in support of the National Response Framework, Arizona State
Emergency Response and Recovery Plan (SERRP), Maricopa County Emergency
Operations Plan, and is in accordance with Arizona Revised Statutes, Title 26, Chapter
2, and Phoenix City Code Chapter 11. This plan supersedes all previously published
copies of the City of Phoenix Emergency Operations Plan.
A copy of this plan has been filed in the Office of the City Clerk of City of Phoenix, under
the provisions of Arizona Revised Statutes, section 26-307(B).
___________________________ __________________________________
Date
Mayor
__________________________________
City Clerk
City of Phoenix EOP
Approval and Implementation
2025
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City of Phoenix EOP
Record of Changes
2025
x
Record of Changes
All updates and revisions to the City of Emergency Operations Plan (EOP) must be
documented. Any updates or revisions to the Basic Plan will be recorded below.
Table 1: Record of Changes to the EOP
Date
Section/Page
Description of Change
Changed By
August,
2025
Whole Plan
Complete review of the entire plan
to
include
adding
new
City
Departments and their functions.
Updates are consistent with latest
Federal and State guidance.
Rudy Perez
City of Phoenix EOP
Plan Distribution
2025
xi
Plan Distribution
The City of Phoenix Office of Emergency Management (OEM) will maintain the Master
Emergency Operations Plan (EOP) in an electronic format as well as a hardcopy at
Phoenix City Hall and in the Emergency Operations Center (EOC).
All city departments, city leadership, and council offices, as well as EOP-identified
external strategic partners, will receive a copy of the approved EOP. The primary method
of EOP distribution is electronic. The secondary method of distribution is by controlled
printed copy. Copies of the Basic Plan can be made available to the public upon request;
these copies will not include call-down lists, standard operating procedures (SOPs), or
any other sensitive information that may compromise the security of the City.
City of Phoenix EOP
Acronym List
2025
xii
Acronym List
Acronym
Definition
AAA
Area Agencies on Aging
AAR/IP
After Action Report / Improvement Plan
ADA
American Disabilities Act
ADEQ
Arizona Department of Environmental Quality
ADHS
Arizona Department of Health Services
ADOT
Arizona Department of Transportation
AEP
Airport Emergency Plan
AEOC
Airport Emergency Operations Center
AHCCCS
Arizona Health Care Cost Containment System
AHS
Arizona Humane Society
ANG
Arizona National Guard
APS
Arizona Public Service
AR
Administrative Regulation
ARC
American Red Cross
A.R.S.
Arizona Revised Statutes
ASL
American Sign Language
ACTIC
Arizona Counter Terrorism Information Center
AVN
Aviation Department
AVCOM
Aviation Command
AZEIN
Arizona Emergency Information Network
AZHAN
Arizona Health Alert Network
AZMAC
Arizona Mutual Aid Compact
B&R
Budget and Research Department
BOCC
Bus Operations Control Center
CAC
Community Assistance Center
CAP
Community Assistance Program
CART
Communications Access Real-Time Translation
CBP
Customs and Border Protection (
CBRNE
Chemical, Biological, Radiological, Nuclear, and Explosives
CDC
Centers for Disease Control
CDBG
Community Development Block Grants
CEDD
Community and Economic Development Department
CERT
Community Emergency Response Team
CFR
Code of Federal Regulations
CIKR
Critical Infrastructure and Key Resources
CMS
Consumable Medical Supplies
CMO
City Mangers Office
COG
Continuity of Government
CO
Carbon Monoxide
COM
Communications Office
COOP
Continuity of Operations Plan
COPS
Citizens Offering Police Support
City of Phoenix EOP
Acronym List
2025
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CPG
Comprehensive Planning Guide
CSBG
Community Services Block Grant dollars
DAFN
Disabilities and Access Functional Needs
DEMA
Department of Emergency and Military Affairs
DHS
Department of Homeland Security
DME
Durable Medical Equipment
DOJ
Department of Justice
DPS
Department of Public Safety
DRC
Disaster Recovery Centers
D-SNAP
Disaster Supplemental Nutrition Assistance Program
EAP
Emergency Action Plan
EAS
Emergency Alert System
EEI
Essential Elements of Information
EFAP
Emergency Fuel Allocation Plan
EHS
Extremely Hazardous Substances
EMS
Emergency Medical Services
ENS
Emergency Notification System
EOC
Emergency Operations Center
EOD
Equal Opportunity Department
EOP
Emergency Operation Plan
EPA
Environmental Protection Agency
EPI
Emergency Public Information
EPCRA
Emergency Planning and Community Right-to-Know Act
EPZ
Emergency Planning Zone
ESF
Emergency Support Function
FAC
Family Assistance Center
FBI
Federal Bureau of Investigation
FCDMC
Flood Control District of Maricopa County
FEMA
Federal Emergency Management Agency
FIN
Finance Department
FMO
Fire Management Office
FNSS
Functional Needs Support Services
FRC
Family Reunification Center
GIS
Geographic Information System
HAZMAT
Hazardous Materials
HCID
High-Consequence Infectious Diseases
HHS
Health and Human Services
HOU
Housing Department
HPA
High Pollution Advisories
HRD
Human Resource Department
HSD
Human Services Department
HSPD
Homeland Security Presidential Directives
HUD
Housing and Urban Development
IAP
Incident Action Plan
IC
Incident Command
City of Phoenix EOP
Acronym List
2025
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ICP
Incident Command Post
ICS
Incident Command System
IDA
Initial Damage Assessment
IDLH
Immediately Dangerous to Life and Health
IMT
Incident Management Team
IPZ
Ingestion Exposure Pathway Emergency Planning Zone
ITS
Information Technology Services Department
JIC
Joint Information Center
JIS
Joint Information System
LAW
Law Department
LIB
Library Department
LDRM
Local Disaster Recovery Manager
LEPC
Local Emergency Planning Committee
LTRG
Long-Term Recovery Group
LWP
Local Warning Point
MAG
Maricopa Association of Governments
MCACC
Maricopa County Animal Care and Control
MCAQD
Maricopa County Air Quality Department
MCCOAD
Maricopa County Community Organizations Active in Disaster
MCDEM
Maricopa County Department of Emergency Management
MCDOT
Maricopa County Department of Transportation
MCDPH
Maricopa County Department of Public Health
MCESD
Maricopa County Environmental Services Department
MCMJHMP Maricopa County Multi-Jurisdictional Hazard Mitigation Plan
MCSO
Maricopa County Sheriff’s Office
MOU
Memorandum of Understanding
MRC
Medical Reserve Corps
NDMS
National Disaster Medical System
NIMS
National Incident Management System
NOAA
National Oceanographic and Atmospheric Administration
NO₂
Nitrogen Dioxide
NPI
Nonpharmaceutical Interventions
NRC
Nuclear Regulatory Commission
NRF
National Response Framework
NSD
Neighborhood Services Department
NTSB
National Transportation Safety Board
NWR
National Weather Service All Hazards Radio
NWS
National Weather Service
OAC
Office of Arts and Culture
OCC
Operation Control Center
OEP
Office of Environmental Programs
OEM
Office of Emergency Management
OHRM
Office of Heat Response and Mitigation
OHS
Office of Homeless Solutions
OME
Office of the Medical Examiner
City of Phoenix EOP
Acronym List
2025
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OPH
Office of Public Health
PCC
Phoenix Convention Center
PDA
Preliminary Damage Assessment
PDD
Planning and Development Department
PETS
Pets Evacuation and Transportation Standards Act
PFD
Phoenix Fire Department
PIO
Public Information Officer
PM
Particulate Matter
POD
Points of Distribution
PPD
Phoenix Police Department
PRD
Parks and Recreation Department
PSAP
Public Safety Answering Point
PTD
Public Transit Department
PVGS
Palo Verde Generating Station
PWD
Public Works Department
RBHA
Regional Behavioral Health Agency
ROC
Recovery Operation Center
RSF
Recovery Support Function
SAR
Search and Rescue
SARA
Superfund Amendments and Reauthorization Act
SERRP
State Emergency Response and Recovery Plan
SITREP
Situation Report
SME
Subject Matter Expert
SNS
Strategic National Stockpile
SO₂
Sulfur Dioxide
SOP
Standard Operating Procedures
SOSC
State On-Scene Coordinators
SRP
Salt River Project
STD
Street Transportation Department
SWG
Southwest Gas
THIRA
Threat Hazard Identification Risk Analysis
TLO
Terrorism Liasson Officer
TSA
The Salvation Army
TSA
Transportation Security Administration
UC
Unified Command
USAR
Urban Search and Rescue
VAL
Volunteer Agency Liaisons
VOAD
Volunteer Organizations Active in Disaster
VRC
Volunteer Reception Centers
WCAG
Web Content Accessibility Guidelines
WEA
Wireless Emergency Alerts
WECC
Western Electricity Coordinating Council
WHO
World Health Organization
WMD
Weapon of Mass Destruction
WSD
Water Services Department
City of Phoenix EOP
Table of Contents
2025
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TABLE OF CONTENTS
Executive Summary ...................................................................................................... ii
Letter of Promulgation ................................................................................................. vi
Approval and Implementation ................................................................................... viii
Record of Changes ....................................................................................................... x
Plan Distribution........................................................................................................... xi
Introduction to the EOP ................................................................................................ 1
Basic Plan .................................................................................................................... 11
ESF Annexes: An Overview ....................................................................................... 39
ESF #1: Transportation Annex ................................................................................... 47
ESF #2: Communications Annex ............................................................................... 59
ESF #3: Public Works and Engineering .................................................................... 69
ESF #4: Firefighting Annex ........................................................................................ 85
ESF #5: Information and Planning Annex ................................................................. 99
ESF #6: Mass Care Annex ........................................................................................ 111
ESF #7: Resource Support Annex ........................................................................... 139
ESF #8: Public Health and Medical Services Annex .............................................. 155
ESF #9: Urban Search and Rescue Annex .............................................................. 173
ESF #10: Oil and Hazardous Materials Response Annex ...................................... 183
ESF #11: Agriculture and Natural Resources Annex ............................................. 195
ESF #12: Energy Annex ............................................................................................ 203
ESF #13: Public Safety and Security Annex ........................................................... 211
ESF #14: Long-Term Community Recovery Annex ................................................ 217
ESF #15: External Affairs Annex .............................................................................. 271
Support Annexes: An Overview ............................................................................... 291
Damage Assessment Support Annex ...................................................................... 293
Emergency Public Warning Support Annex ........................................................... 305
Population Protection Support Annex .................................................................... 323
Sheltering Support Annex ........................................................................................ 353
Volunteer Management Support Annex .................................................................. 375
Incident Annexes: An Overview ............................................................................... 383
City of Phoenix EOP
Table of Contents
2025
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Air Quality Incident Annex ....................................................................................... 385
Civil Disturbances Incident Annex .......................................................................... 392
Common Carrier Incident Annex ............................................................................. 403
Cyber Incident Annex ............................................................................................... 411
Electrical Power Outages Incident Annex ............................................................... 417
Excessive Heat Incident Annex ............................................................................... 427
Fire and Explosions Incident Annex ........................................................................ 439
Mass Fatality Incident Annex ................................................................................... 445
Palo Verde Generating Station Incident Annex ...................................................... 459
Pandemic and HCID Incident Annex ........................................................................ 469
Severe Weather and Floods Incident Annex ........................................................... 487
Sky Harbor Incident Annex ...................................................................................... 501
Terrorism and CBRNE Incident Annex .................................................................... 513
City of Phoenix EOP
Introduction
2025
1
Introduction to the EOP
General
The City of Phoenix Emergency Operations Plan (EOP) is an all-hazards plan addressing
the City’s hazard and threat environment, including natural, technological, and human-
caused emergencies or disasters. The EOP is written to support the Office of Emergency
Management (OEM) mission and commitment to a secure and resilient city that
empowers the Whole Community.
The Whole Community planning approach is based on the recognition that it takes all
aspects of a community to effectively prepare for, protect against, respond to, recover
from, and mitigate against disasters. The inclusion of community partners and
stakeholders in the development of plans is critical to ensure the needs of the Phoenix
community are reflected within the contents of the emergency plans. Whole Community
partners have been engaged in the development of this EOP and will be engaged in future
updates and/or revisions to this plan.
The City of Phoenix EOP is consistent with the best practices and industry standards
identified in the Federal Emergency Management Agency (FEMA) published
Comprehensive Preparedness Guide (CPG) 101. The plan aligns with the emergency
response frameworks utilized by the Maricopa County Department of Emergency
Management (MCDEM) and the Arizona Department of Emergency and Military Affairs
(DEMA). The National Incident Management System (NIMS), the Incident Command
System (ICS), and the National Response Framework (NRF) provide the basis for the
EOP structure and contents. The EOP does not include procedures; operational-level
details are left to individual City departments to maintain.
Purpose
The purpose of the EOP is to outline the City’s all-hazards approach to emergency
operations in all emergency management mission areas. Through this EOP, the City of
Phoenix designates NIMS and ICS as the frameworks within which all emergency
management activities will be conducted.
Scope
This EOP is implemented whenever the city must respond to a major emergency, disaster
incident, or planned event in which the size or complexity is beyond that normally handled
by routine operations. Such occurrences may include natural, technological, or human-
caused disasters and may impact the City of Phoenix. This plan guides the City’s
emergency operations while complementing and supporting the emergency response
plans and procedures of responding agencies, other local governments, and other public,
non-profit/volunteer, and private sector entities.
The EOP establishes roles, responsibilities, and relationships among City departments
and key response partners involved in emergency operations, thereby facilitating multi-
agency and multi-jurisdiction coordination. Using this framework, City departments and
response partners that operate under this plan are expected to develop and keep current
City of Phoenix EOP
Introduction
2025
2
lines of succession and standard operating procedures (SOPs) that describe how tasks
will be performed. Training and equipment necessary for response operations should be
maintained by City departments and key response partners.
The primary users of this plan are elected officials, department heads and their senior
staff members, disaster management staff, coordinating response agencies, and other
stakeholders that support emergency or disaster operations. The public is also welcomed
to review non-sensitive parts of this plan to better understand how the city manages
emergency operations.
Situation
The City of Phoenix is vulnerable to the adverse effects of natural, technological, or other
manmade disasters, which could result in loss of life, property damage, and social and
economic disruption. The most frequent, severe natural hazards in the City of Phoenix
are flooding during the monsoon season (June 15 through September 30). The National
Weather Service (NWS) records indicate major storms and floods have occurred almost
annually in Maricopa County for the past one hundred years and that severe weather
conditions can occur at any time of the year. During the summer months, it is common to
experience extreme high temperatures, severe wind, and thunderstorms. City of Phoenix
is exposed to many hazards and threats have the potential to disrupt the community,
cause damage, and create casualties. Natural hazards to which the city may be exposed
include droughts, excessive heat, floods, winter storms, severe thunderstorms and wind
events, earthquakes.
Community Profile
Situated in the northeast portion of Maricopa County, the City of Phoenix is one of the
largest and most rapidly growing communities in the southwestern United States. It is the
nation’s fifth most populous city and the nation’s tenth largest city by land area. Phoenix
is Arizona’s capital; it is the most populous city in Maricopa County and in the state.
July 1st Population Estimates by Year
Year
Population
2010
1,445,632
2014
1,506,439
2016
1,615,017
2020 (2020 census)
1,608,139
2023
1,650,070
Source: City of Phoenix Planning & Development Research Team, Maricopa
Association of Governments (MAG), & U.S. Census Bureau
City of Phoenix EOP
Introduction
2025
3
Population - Age
Age
Number
Percentage of
Population
18 Years & Older (Adult)
1,245,803
75.5%
-
Persons 65 years and over
170,463
10.6%
Less than 18 Years (Child & Teen)
419,724
26.1%
-
Persons under 5 years
115,786
7.2%
Source: City of Phoenix Planning & Development Department, U.S. Census Bureau
Population – Race & Ethnicity
Race
Number
Percentage of
Population
White
1,172,333
72.9%
Hispanic or Latino (of any race)
685,067
42.6%
Black or African American
114,178
7.1%
American Indian & Alaska Native
33,771
2.1%
Asian
61,109
3.8%
Native Hawaiian & Other Pacific Islander
3,216
0.2%
Persons of Two or More Races
62,717
3.9%
Source: U.S. Census Bureau
Languages Spoken at Home by Populations 5 Years and Over
Population
Number
Percentage of
Population
Population 5 Years and Over
1,557,518
12.3%
English Only
1,006,697
64.6%
Language Other Than English
550,821
34.9%
Spanish
439,127
28.2%
Other Indo-European Languages
35,228
2.3%
Asian & Pacific Islander Languages
40,496
2.6%
Other Languages
35,970
2.3%
Source: City of Phoenix Planning & Development Research Team, Maricopa
Association of Governments (MAG), & U.S. Census Bureau “Selected Social
Characteristics in the United States: 2023 American Community Survey 1-Year
Estimates.
City of Phoenix EOP
Introduction
2025
4
Today, the City of Phoenix includes over 500 square miles. To the south, Phoenix is
bordered by the Gila River Indian Community, and on the north by unincorporated
Maricopa County. The eastern border is defined by many smaller communities, including
Tempe, Paradise Valley, and Scottsdale; Peoria and Glendale are situated along the
western border. The natural environment of Phoenix is typical of the Sonoran Desert
climate. Rugged urban mountain parks, including South Mountain – the nation’s largest
urban park – and the Phoenix Mountain preserve create a memorable skyline. The
region’s catalyst, the Salt River, runs dry through the center of the city most of the year,
and is complemented by various smaller water sheds.
A massive arterial roadway network and more recently, the development of a large
freeway system, now serve Phoenix. The primary roadway network includes Interstates
17 and 10, with State Highway 51, US Route 60, and the Loop 101, 202 and 303
Freeways also providing transportation service throughout the region. Phoenix and the
region are served by Phoenix Sky Harbor International Airport, located only two miles
east of the city’s central business district.
The City of Phoenix has an elected City Mayor and eight City Council Members that
represent various districts within the city. The City operates under a charter form of
government, with the Mayor and City Council setting policy. The Mayor and eight City
Council Members serve terms of four years. The Mayor is elected at-large every four
years. The City Council appoints the City Manager.
The Phoenix Police Communications Bureau serves as the primary Public Safety
Answering Point (PSAP) for the city. The Phoenix Fire Department Regional Dispatch
Center serves as the secondary PSAP and currently provides fire and emergency medical
dispatching services for approximately twenty-nine (29) agencies directly and three (3)
entities indirectly.
Community Events
Special and recurrent events, such as large community or athletic events, marathons, and
political gatherings, may warrant the implementation of the EOP and subsequently the
activation in response to an incident other City planning documents to include but not
limited to the Family Reunification Center and Community Assistance Center Plan. These
events, which bring large gatherings of people together have the potential to be impacted
by natural or human-caused hazards.
Hazard Analysis Summary
In 2015, Maricopa County and 27 other jurisdictions, including the City of Phoenix,
prepared the Maricopa County Multi-Jurisdictional Hazard Mitigation Plan (MCMJHMP)
to guide hazard mitigation planning for the county. The MCMJHMP identifies relevant
hazards, originating in and from neighboring jurisdictions, and vulnerabilities including
unique time variables and strategies. Specific roles and responsibilities are integrated into
this EOP to decrease vulnerability and increase resiliency and sustainability to protect
Critical Infrastructure and Key Resources (CIKR). In 2021, the City of Phoenix, in
City of Phoenix EOP
Introduction
2025
5
partnership with Maricopa County, completed a review and update of the MCMJHMP,
with the plan receiving formal adoption by the City Council in March 2022. Below is the
list of the natural hazards included in the 2021 Plan update:
• Dam Inundation
• Drought
• Extreme Heat
• Fissure
• Flood
• Levee Failure
• Severe Wind
• Subsidence
• Wildfire
The MCMJHMP was used to inform the development of the EOP and its contents.
Thirteen (13) incident or hazard categories present the greatest potential to affect the City
of Phoenix. The hazards addressed in the EOP include Air Quality Emergencies, Civil
Disturbances, Common Carrier Incidents, Cyber Attacks, Electrical Power Outages,
Excessive Heat, Fire and Explosions, Mass Fatality Incidents, Nuclear/Radiological
Incidents, Pandemics or High Consequence Infectious Diseases (HCID), Severe Weather
and Floods, Sky Harbor Incidents, and Terrorism/ Chemical, Biological, Radiological,
Nuclear, and Explosives (CBRNE) Incidents.
Critical Infrastructure and Key Resources (CIKR)
Critical Infrastructure and Key Resources (CIKR) support the delivery of critical and
essential services that help to ensure the security, health, and economic vitality of the
City. CIKR includes the assets, systems, networks, and functions that provide vital
services to the City, the State, the Region, and even the Nation. Disruption to these could
cause significant negative impact to vital services, produce cascading effects, and result
in large-scale human suffering, property destruction, economic loss, and damage to
public confidence and moral. Presidential Policy Directive 21 – Critical Infrastructure
Security and Resilience identifies the following 16 sectors as being critical infrastructure:
• Chemical
• Commercial Facilities
• Communications
• Critical Manufacturing
• Dams
• Defense Industrial Base
• Emergency Services
• Energy
• Financial Services
• Food and Agriculture
• Government Services and Facilities
• Healthcare and Public Health
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• Information Technology
• Nuclear Reactors, Materials and Waste
• Transportation Systems
• Water and Wastewater
Key facilities that are considered in infrastructure protection planning include:
Structures or facilities that produce, use, or store highly volatile, flammable,
explosive, toxic, and/or water-reactive materials
Government facilities, such as departments, agencies, and administrative offices
Hospitals, nursing homes, urgent care and dialysis centers.
Police stations, fire stations, and EOCs that are needed for disaster response
before, during, and after hazard events
Public and private utilities and infrastructure that are vital to maintaining or
restoring normal services to areas damaged by hazard events
Communications and cyber systems, assets, and networks such as secure City
servers and fiber optic communications lines
Critical Infrastructure and Key Resources protection, and restoration are managed within
the jurisdiction and are outlined further in Emergency Support Function (ESF) #14: Long-
Term Community Recovery Annex.
Planning Assumptions
The City of Phoenix cannot plan for all contingencies, but the City bases its operational
vision within an established framework. This framework includes assumptions used in the
development of plans that are assumed as true and will have an impact on the execution
of the plan. The following assumptions were used in the development of this plan:
Events may occur at any time with little warning, or in some instances, allow for
increased readiness measures and warning actions to be taken in advance.
The city may experience emergencies and disasters that may cause death, injury, and
damage, or may necessitate evacuation and sheltering of the whole community at risk.
A catastrophic incident may overwhelm the resources of the City. With a catastrophic
incident, assistance will be requested from the county, state, and federal government,
as needed.
Centralized direction and control, achieved by utilizing the National Incident
Management System (NIMS) and Incident Command System (ICS), is the most
effective approach to the management of emergency operations.
Due to the nature of some disasters or due to emergency response prioritization, the
City of Phoenix may not be able to process all requests for assistance immediately.
Therefore, residents of the city need to be self-sufficient for at least the first 72 hours of
any disaster or local emergency.
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The city will develop emergency plans that incorporate the needs of the whole
community, including children, people with disabilities, others with access, and/or
functional needs, and pets and/or service animals.
The city departments and agencies tasked with emergency service provisions have
identified personnel and resources to complete assigned responsibilities. These
departments and agencies have developed internal procedures to ensure the support
of and compliance with this plan.
Should a situation occur that requires a warning or an evacuation, the needs of persons
with disabilities, access or functional needs, and unique populations, such as schools,
hospitals, and managed care facilities, will require specific attention.
A catastrophic incident may overwhelm the ability of all agencies that normally provide
mass care services, such as food and shelter.
Normal communications systems may be destroyed, degraded, or rendered inoperable
in a disaster. Local media, particularly broadcast, will perform an essential role in
providing emergency instructions and up-to-date information to the whole community.
The ability of the city to recover and resume normal operations following a disaster is
directly influenced by the effectiveness of continuity of government, continuity of
operations, and recovery planning.
Because terrorist attacks usually occur without warning, planning for such an uncertain
event, and because the method of attack (i.e., Chemical, Biological, Radiological,
Nuclear, and Explosive) might not be known until well after the attack, implementation
of some aspects of the plan will be delayed until the effects of the disaster emerge.
Plan Structure
The City of Phoenix EOP is comprised of a Basic Plan, fifteen (15) Emergency Support
Function (ESF) Annexes, five (5) Support Annexes, and thirteen (13) Incident Annexes.
Each element of the plan will be described in the following sections.
Basic Plan
The purpose of the Basic Plan is to provide a framework for emergency operations and
an overview of the City’s emergency management structure. It serves as the primary
document outlining roles and responsibilities of elected officials, City departments, and
key response partners during an incident.
Emergency Support Function (ESF) Annexes
The Emergency Support Functions (ESFs) focus on critical tasks, capabilities, and
resources provided by emergency response agencies for the City through all phases of
an emergency or disaster. These ESFs may be selectively activated to support
emergency response operations based upon the needs of each incident.
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An ESF Annex details high-level missions, policies, structure, responsibilities, and
specific actions required of all Key Response Agencies: the ESF Coordinator, Primary
City Departments, Supporting City Departments, and Strategic Partners.
Each of the fifteen (15) Emergency Support Function Annexes are coordinated and
implemented by an ESF Coordinator, a City department that has been selected based
on authorities, resources, and capabilities necessary to support the respective functional
areas. This coordination is carried out through a unified command approach.
An ESF Primary City Department is a City entity with significant authorities, roles,
resources, or capabilities for a given function within an ESF. ESFs may have multiple
primary agencies, and the specific responsibilities of those agencies are articulated within
the relevant ESF Annex.
Supporting City Departments are those City entities with specific capabilities or
resources that support the primary agency in executing the mission of the ESF. Some
City departments will be identified with very specific roles and responsibilities based on
their mission area and function.
Strategic Partners are agencies outside of the City of Phoenix; these partners may
include, but are not limited to, other government partners, non-profit organizations,
Voluntary Organizations Active in Disaster (VOADs), community groups, and
public/private-sector entities with specific capabilities or resources that support the
primary agency in executing the mission of the ESF.
ESF Annexes and Coordinators
ESF
#
ESF Annex Name
1
Transportation
2
Communications
3
Public Works & Engineering
4
Firefighting
5
Information and Planning
6
Mass Care
7
Logistics
8
Public Health and Medical Services
9
Search and Rescue
10
Oil and Hazardous Materials Response
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ESF
#
ESF Annex Name
11
Agriculture and Natural Resources
12
Energy
13
Public Safety and Security
14
Long-Term Community Recovery
15
External Affairs
These annexes should be augmented by supporting plans and procedures developed
and maintained by all key response agencies to accomplish their respective operational
missions.
Support Annexes
The Support Annexes describe functions that do not fit within the scope of the 15 ESF
Annexes described above and identify how the City’s departments, the private sector,
nongovernmental organizations, and other key response partners coordinate to execute
common support functions required during an incident. The actions described in the
Support Annexes are not limited to types of incidents but rather are overarching in nature
and applicable to nearly every type of incident.
Support Annex Name
Damage Assessment Support Annex
Emergency Public Warning Support Annex
Population Protection Support Annex
Sheltering Support Annex
Volunteer Management Support Annex
Incident Annexes
While this EOP has been developed as an all-hazards planning document some hazards
may require unique considerations. To that end, the Incident Annexes supplement the
basic plan to identify critical tasks particular to specific natural, technological, and human
caused hazards. The Incident Annexes identify more detailed actions for each hazard
through the pre-incident, response, and recovery phases of an incident.
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Incident Annex Name
Air Quality Incident Annex
Civil Disturbances Incident Annex
Common Carrier Incident Annex
Cyber Incident Annex
Electrical Power Outages Incident Annex
Excessive Heat Emergencies Incident Annex
Fire and Explosions Incident Annex
Mass Fatality Incident Annex
Palo Verde Generating Station (PVGS) Incident Annex
Pandemic and High Consequence Infectious Disease (HCID) Incident Annex
Severe Weather and Floods Incident Annex
Sky Harbor Incident Annex
Terrorism and Chemical, Biological, Radiological, Nuclear, and Explosives (CBRNE)
Incident Annex
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Basic Plan
General
This EOP will be used when the City or individual emergency response agencies are
reaching or have exceeded their capabilities to respond to an emergency. It may also be
used during non-routine incidents or pre-planned events where City resources are limited
and/or have been expended.
Initial response to emergencies is the responsibility of the appropriate local public safety
organization. When the size and complexity of an emergency overextends the local
capabilities, mutual aid agreements may be activated. A local emergency or disaster
declaration can be declared by the Mayor for the purposes of expediting emergency
response within the City and requesting supplemental assistance from county, state, and
federal governments. In all emergencies, saving and protecting human lives is the top
priority of the City and emergency response personnel.
In accordance with Phoenix City Code Chapter 11, the Office of Emergency Management
(OEM), subject to the direction and control of the City Manager, shall be responsible for
the direction and control of Phoenix emergency management activities, including those
activities during non-emergency periods; these activities include:
Activation of this plan
Coordination of the emergency activities of all City departments
Coordination of the City emergency activities with Maricopa County
This will be done in a manner that achieves the most effective use of personnel,
equipment services, facilities, and other existing available resources, and when
necessary, utilizing the services, resources, and facilities of existing City government.
Private sector and non-governmental organizations may be utilized to supplement
existing resources to accomplish emergency mission objectives and functions.
Emergency Management Mission Areas
This plan adheres to the emergency management principle of all-hazards planning, an
approach which acknowledges most responsibilities and functions performed during an
emergency are not hazard specific. While the focus of this Emergency Operations Plan
(EOP) is response and short-term recovery actions, this plan impacts and is informed by
activities conducted before and after emergency operations take place and is designed
to assist the City in the following five mission areas:
Prevention
Protection
Mitigation
Response
Recovery
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Figure: Emergency Management Mission Areas
Response and Recovery Priorities
Response
Response activities within the City begin immediately following an incident. The City’s
response priorities are defined below in order of importance:
1. Save Lives.
2. Protect Property, including Critical Infrastructure and Key Resources and
Cultural Resources.
3. Restore Community.
Recovery
Recovery activities will begin as soon as conditions permit following an incident. It is the
responsibility of all levels of government to assist the public and private sectors with
recovery from disaster. A widespread disaster will impact the ability of businesses to
function, disrupt employment, interrupt government services, and impact tax revenues
within the City. This EOP is not a recovery plan; however, the City recognizes that
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response and recovery activities often take place concurrently until life safety and
emergency protective actions are completed.
Recovery operations are the actions taken to restore vital services, help community
members resume self-sufficiency, and help communities return to pre-event or “new
normal” conditions. Short-term recovery involves the restoration of critical services such
as communications, water supply, sewage service, emergency medical capabilities, and
electricity, as well as garbage and debris removal. These functions must occur early in
the emergency response to support the life, health, and safety of the population and to
support other emergency operations. The City’s recovery priorities for CIKR are defined
below:
1. Initial Damage Assessment: Determine structural impacts to the City.
2. Debris Removal: Coordinate debris clearance, collection, and removal.
3. Infrastructure Restoration: Facilitate restoration of CIKR.
Incident Management
General
In accordance with Phoenix City Code Chapter 11, Office of Emergency Management,
subject to the direction and control of the City Manager, shall be responsible for the
direction and control of Phoenix Emergency Management activities, including those
activities during non-emergency periods. Activities include:
Activation of this plan
Coordination of the emergency activities of all City departments
Coordination of the City emergency activities with Maricopa County
This will be done in a manner that achieves the most effective use of personnel,
equipment, services, facilities, and other existing available resources, and when
necessary, utilizing the services, resources, and facilities of existing city government.
Calls to the private sector to perform emergency tasks and functions may be necessary
when those tasks and functions are not available from City departments and agencies.
By adoption of the City of Phoenix Emergency Operations Plan (EOP), the City of Phoenix
City Council formally adopts the principles and practices of the National Incident
Management System (NIMS), including the use of the Incident Command System (ICS).
The Phoenix Emergency Operations Center (EOC) will be activated when an emergency
reaches such proportions that it requires a closely coordinated effort on the part of leading
City officials. Personnel having duty assignments in the EOC (if activated) will report to
their assigned locations upon notification of EOC activation.
The EOC General Staff is responsible for supporting field operations. In coordination with
City staff, both will ensure the activities necessary to maintain and restore City operations
both during and after an emergency.
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City emergency forces will take the necessary actions to control a limited emergency
occurring within the City. When conditions of a local emergency or disaster are present
or are imminent, and a need for assistance can be reasonably estimated, requests for
assistance will be made directly to the Maricopa County Department of Emergency
Management (MCDEM). When the emergency exceeds the county government's
capability to respond, assistance will be requested by Maricopa County from the state
government. When the emergency exceeds the state government's capability to respond,
assistance will be requested by the State from the federal government.
This plan recognizes:
Emergency functions for persons involved in emergency management/public
safety generally parallel their normal day-to-day functions.
The scope of operations encompasses awareness, prevention, preparedness,
response, and recovery actions as they relate to potential emergency situations
within the jurisdiction of the City of Phoenix.
All legal questions or issues because of preparedness, response, or recovery
actions will be resolved by the City Attorney.
Liability protection is available to responders per A.R.S. §26-314.
The Office of Emergency Management (OEM) will coordinate with all appropriate
departments, boards, or divisions within the jurisdiction through the jurisdiction’s
Emergency Management program.
The Pets Evacuation and Transportation Standards (PETS) Act of 2006 requires
that local and state government emergency preparedness operational plans
address the needs of individuals with household pets and service animals following
a major disaster or emergency. More information can be found in ESF#6: Mass
Care Annex.
EOC Activation
This plan may be partially or fully implemented in relation to a potential threat or actual
emergency. Activation of the City Emergency Operations Center (EOC) will occur when
centralized direction and control is necessary to coordinate the response to a threat or
actual emergency.
The following individuals are authorized to activate the City of Phoenix EOC:
Mayor or designee
Vice Mayor
City Manager
Assistant City Manager
Fire Chief and/or Director of Emergency Management
EOC Activation Levels
Level 3 Activation (Standby/Monitoring)
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A Level 3 Activation involves routine assistance from internal and/or external
departments/agencies, including mutual aid assistance. Command and control are still
the responsibility of the primary response department. The Office of Emergency
Management (OEM) at the direction of the Emergency Management Director will notify
and inform the Mayor, City Manager, or designee of the incident. City staff and the City
EOC will be placed on standby until the incident escalates or de-escalates.
Level 2 Activation (Partial or Virtual Activation)
A Level 2 Activation occurs when an incident begins or escalates to a situation where
capabilities exceed initial response and/or may go beyond the first operational period in
the control phase. A Level 2 Activation may entail a major single incident or a citywide
incident involving natural, man-made, or technological disasters that do not exceed City
resources. The City EOC will be partially activated with minimum staffing consisting of
representatives from the respective City departments and agencies involved with the
incident. Even though the incident may not be a City-declared emergency, the EOC
Manager will activate the appropriate ESFs and annexes of the EOP and notify the Mayor
and the Maricopa County Department of Emergency Management (MCDEM) Duty Officer
of the incident.
Level 1 Activation (Full Activation)
A Level 1 Activation occurs when an incident exceeds local capabilities (including mutual
aid) and is expected to go into multiple operational periods. The incident necessitating
activation may require the response of resources from other agencies, including MCDEM.
The City EOC is fully activated, and the City may declare a state of emergency. County,
state, and federal assistance are required. Communication and coordination will be
maintained with the County and State EOCs. The City’s EOC Manager will activate the
appropriate ESFs and annexes of the City EOP and will notify MCDEM of the incident.
The Maricopa County EOC may be activated, and the MCDEM Director may request that
the Board of Supervisors declare a state of emergency. Communication and coordination
will be maintained between the City EOC and the County EOC, if activated.
Communication
Plain Language
The ability of responders from different agencies and disciplines to work together depends
greatly on their ability to communicate with each other. Plain language is essential to first
responder and public safety and will be used by all City personnel during emergencies.
The use of common terminology enables emergency responders, EOC personnel, and
City staff, as well as key response partners, to communicate clearly with each other and
effectively coordinate response activities, regardless of an incident’s size, scope, or
complexity.
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Interoperability
Interoperability is the ability of public and private agencies, departments, and other
organizations to operate and communicate effectively together through systems,
personnel, and equipment. Successful emergency management and incident response
operations require the continuous flow of critical information among jurisdictions,
disciplines, organizations, and agencies, interoperability plans or procedures should be
developed that include training and exercises, SOPs, new technology, and considerations
of individual agency governance, as well as consideration of use within the stressful and
often chaotic context of a major response. Interoperable voice, data, or video-on-demand
communications systems allow emergency management/response personnel to
communicate within and across agencies and jurisdictions in real time, when needed, and
when authorized.
Joint Information System
The City has established plans and procedures to provide emergency information and
instructions to the Whole Community during a pending or actual emergency incident or
disaster. A City Public Information Officer (PIO) will assume all public relations
responsibilities, coordinate all Joint Information System (JIS) activities, and act as the
lead PIO regarding pre-incident and post-incident public awareness and education
programs and campaigns. The PIO will develop and maintain communications plans and
protocols and ensure they are utilized, maintained, and updated in coordination with this
EOP. See ESF #15: External Affairs for more details.
Alert and Warning
The Office of Emergency Management (OEM) will monitor developing or occurring
hazardous events, evaluate the need for activation of the EOC, confer with department
representatives, and issue notifications for EOC activation. OEM will alert the City
Manager or designee of the need for activation and contact EOC personnel as
appropriate utilizing the Emergency Notification System (ENS). See ESF #2:
Communications Annex & ESF #15 External Affairs Annex for more details.
Situational Awareness and Intelligence Gathering
Situational awareness is the ongoing process of collecting, analyzing, and sharing
information across agencies and intergovernmental levels, and the private sector.
Intelligence gathering is the collecting of security and operational information, such as
collection of severe weather forecasts from the National Weather Service. Intelligence
gathering may also be used to detect, prevent, apprehend, and prosecute criminals
planning terrorist incidents.
On a day-to-day basis, when the EOC is not fully activated, the City, primary agencies,
and supporting response agencies will:
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Be aware of their surroundings and identify and report potential threats and
dangerous situations.
Share and evaluate information from multiple sources.
Integrate communications and reporting activities among responding agencies.
Monitor threats and hazards.
Share forecasting of incident severity and needs.
If activated, the EOC Planning Section Chief will lead situational awareness and
intelligence gathering activities and functions, unless otherwise designated. If a criminal
or terrorist incident is suspected, the Homeland Defense Bureau will notify the Arizona
Fusion Center, also known as Arizona Counter Terrorism Information Center (ACTIC).
Resource Management
When the EOC is activated, the Logistics, Operations, and Planning Sections have
primary responsibility for coordinating the resource management effort and have authority
under emergency conditions to establish priorities for the assignment and use of all City
resources.
City resources will be allocated according to the following guidelines:
1. Deploy resources according to the following priorities:
Protection of life
Protection of responding resources
Protection of public facilities
Protection of private property
2. Distribute resources so that the most benefit is provided for resources expended.
3. Activate mutual aid agreements as necessary to supplement local resources.
4. When all local resources are committed or expended, issue a request to the
County for county, state, and federal resources through an emergency declaration.
Demobilization
As an emergency progresses and the immediate response subsides, a transition period
will occur during which emergency responders will hand responsibility for emergency
coordination to agencies involved with short- and long-term recovery operations.
The following issues will be considered when transitioning to recovery:
Identification of surplus resources and probable resource release times
Demobilization priorities as established by the on-scene Incident Commander or
EOC Coordinator.
Released or demobilized response resources as approved by the on-scene
Incident Commander and/or EOC Coordinator.
Repair and maintenance of equipment, if necessary.
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Transition to Recovery
Response and recovery may overlap. Recovery should be considered and planned for
during the response phase of an incident. Once the immediate response phase has been
completed, the City will shift focus to recovery to restore government function and
community services. A transition from response to recovery may occur at different times
in different areas of the City.
Short-term operations seek to restore vital services to the community and provide for the
basic needs of the public, such as bringing necessary lifeline systems (e.g., power,
communication, water and sewage, disposal of solid and hazardous wastes, or removal
of debris) to an acceptable standard while providing for basic human needs (e.g., food,
clothing, and shelter). Once stability is achieved, the City can concentrate on long-term
recovery efforts, which focus on restoring the community to a “new normal” or improved
state.
During the recovery period, the City will review and implement mitigation measures,
collect lessons learned and share them within the emergency response community, and
reassess this EOP, including annexes, to identify deficiencies and take corrective actions.
Resources to restore or upgrade damaged areas may be available if the City
demonstrates that extra repairs will mitigate or lessen the chances of, or damages caused
by, another similar disaster in the future.
Public Assistance (PA) and Individual Assistance (IA) may become available if a
Presidential disaster declaration occurs. There are two types of Presidential declarations:
Emergency Declarations and Major Disaster Declarations. If available, PA and IA will be
coordinated by the Arizona Department of Emergency and Military Affairs (DEMA).
Mutual Aid Agreements
The City of Phoenix has established Mutual Aid agreements with outside agencies and
non-profit organizations to provide dedicated service support to the City. These
agreements include, but are not limited to, the following:
The Automatic Aid Agreement in place between the City of Phoenix Fire
Department (PFD) and other fire departments or districts is for the support of Fire
and Emergency Medical Services (EMS).
The Arizona Mutual Aid Compact (AZMAC) is in place to provide additional
resources and/or assistance between neighboring jurisdictions, including
emergency management.
The Arizona Coalition for Healthcare Emergency Response (AZCHER) Agreement
is in place between medical facilities.
The Arizona Water/Wastewater Department Response Network (AZWARN) is in
place for additional resources between water and wastewater facilities.
The City of Phoenix Public Works Department maintains a Mutual Aid Agreement
with other regional cities. This intergovernmental agreement defines the
procedures for participating jurisdictions to request emergency assistance and
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supply resources for waste collection and transportation or other assistance in
emergencies, identify available resources and inventory, and provide a
mechanism for maintenance and repair of these resources.
Public Information
Planning for Effective Messaging
Pre-planning, message maps, easily adapted messages to be recorded, and the creation
of partnerships can assist the Public Information Officer (PIO) in determining what
message formats and dissemination methods will be the most accessible to the
population of the City of Phoenix. Emergency public information involves developing,
coordinating, and disseminating information to the public, coordinating officials, and
incident management and responders under all hazard conditions.
Effective August 3, 2018, government entities at the municipal, county, and state level
are required, per A.R.S. § 9-500.44, A.R.S. § 11-269.25, and A.R.S. § 41-5202 to ensure
that communications with persons with disabilities, including online communications and
emergency communications, are equally effective as communications with persons
without disabilities pursuant to the Americans with Disabilities Act (ADA).
To ensure that appropriate information is distributed to all populations within the City, the
City of Phoenix will seek to develop public and private partnerships from a variety of
organizations such as fixed and mobile service providers, local officials and state
agencies, representatives from the Whole Community to include people with disabilities
and others with access and functional needs, non-English-speakers, staff from nonprofit
emergency support organizations, representatives from fixed facilities, third-party
emergency alert and telephone notification vendors, and broadcasters. These
partnerships help inform overall guidance and input into emergency public warning and
public information, including emergency public information message development,
standards of practice, and evaluation tools. All personnel will follow established
communication protocols in accordance with organizational procedures and guidelines to
ensure effective communication. See ESF #15: External Affairs for more details.
Providing the public with effective and timely warnings about an emergency is essential
to public safety. More details about the Emergency Public Warning system can be found
in Emergency Public Warning Support Annex.
Public Information Officer (PIO)
The PIO is a member of the Command Staff who is responsible for interfacing with the
public, media, and other agencies during all emergency mission phases. During an
emergency, the PIO gathers, verifies, coordinates, and disseminates accurate,
accessible, and timely information and is an important link between the emergency
management organization and the community. The information the PIO provides to a
community can call people to action, educate, and inform, change behavior and attitudes,
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create a positive impression of the City’s emergency management organization, and
prepare the community for an emergency.
Joint Information System (JIS)
Once the EOC is activated, a Joint Information System (JIS) may be utilized by the City
to manage public information and provide critical information sharing and coordination
across jurisdictions, organizations, and agencies during an incident. The JIS will be used
to determine information to be communicated to the public, create clear and easily
understood messages, ensure that information is accurate, and identify how messages
should be conveyed and distributed to ensure consistency. The JIS is scalable to the
needs of the incident.
Joint Information Center (JIC)
A Joint Information Center (JIC) is a central location that facilitates the operation of the
JIS. It is a physical or web-based virtual location where PIOs can gather, increased
information needs can be handled, and the media can gather information on all aspects
of an emergency. Upon activation of the JIC, responding department PIOs and support
staff will assemble at the JIC. Representatives from applicable agencies and
organizations will also assemble at the JIC at the request of the lead PIO.
Methods of Public Information Dissemination
Clear, accurate, and consistent information must be disseminated to the public during an
emergency for the public to take appropriate protective actions. The information must be
distributed in a variety of methods to ensure accessibility and comprehensive reception
of the message.
Methods of public information dissemination include:
Social Media – Web-based platforms may be used for alerting the public in sudden
onset and rapidly developing disasters. Social media can be utilized to provide
direct communication with large groups of constituents, build situational
awareness, foster transparency, and accountability, obtain feedback, and respond
quickly to rumors and misinformation.
Press Releases – A press release is a prepared written news release that uses
current data and information.
Media Briefing or Conference – A briefing is an exchange of information on a
single topic and typically includes a question-and-answer period. A conference is
a gathering of media where reporters expect to be able to ask questions on a
variety of topics.
Print Media – Print media, including newspapers, flyers, and magazines, allow
PIOs to disseminate public information such as detailed information, background,
and input from subject matter experts.
Radio – In addition to warnings, radio allows PIOs to release audio clips and sound
bites to the public.
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Television – PIOs may utilize television to disseminate visual images, sound bites,
and graphics to the public.
Internet – The internet is a dynamic communication conduit that includes
webpages, rich site summary (RSS) feeds, and email and can be used as a
strategic path for sharing information during an emergency.
Newsletters/Mailers – Information sent directly to the public can provide details
on events and activities, as well as background information on the City’s disaster
management programs.
Emergency Call Center – May be used to divert unnecessary calls away from the
9-1-1 system, gather information to increase situational awareness of the incident,
and disseminate emergency public information. Public Inquiry Center staff report
to the PIO and issue readily deployable content to monitor and respond to social
media, assisting the PIO with this critical function.
Each distribution method has strengths and weaknesses. The PIO must determine the
best methods of media distribution to reach all populations within the City and must
ensure that the weakness of each system is covered by the strength of another.
Additionally, the PIO must ensure that all communications are accurate, consistent, and
coordinated to avoid public confusion.
Community Lifelines
Community Lifelines Introduction
FEMA's adoption of the community lifelines framework represents a shift in emergency
management from the traditional Emergency Support Function (ESF) structure to a more
focused, outcome-driven approach. While ESFs remain a critical part of emergency
planning and coordination, the community lifelines approach simplifies and prioritizes key
services that need to be stabilized during a disaster. This shift enables quicker
identification of critical service disruptions and more efficient allocation of resources to
restore essential functions, such as safety, water, energy, and medical services.
Community lifelines were tested and validated by federal, state, local, tribal and territorial
partners in the aftermath of hurricanes Michael (Oct. 2018), Florence (Sept. 2018) and
Dorian (Aug. 2019), Super Typhoon Yutu (Oct. 2018), the Alaska earthquake (Dec. 2018)
and the coronavirus (COVID-19) pandemic (2020). They were formalized in the National
Response Framework, 4th Edition.
By incorporating community lifelines into a future Emergency Operations Plan update, the
City will align with FEMA's evolving guidance, allowing for more streamlined response
efforts that directly address the immediate needs of the community while still utilizing the
support and coordination structure provided by the ESF framework.
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Community lifelines are critical services and systems that enable continuous operations
of government, businesses, and society. During an emergency, these lifelines are
prioritized to stabilize incidents and restore essential services quickly.
There are seven designated lifelines: Safety and Security, Food, Water, Shelter, Health
and Medical, Energy (Power and Fuel), Communications, Transportation, and Hazardous
Material. By ensuring the stability and functionality of these key sectors, emergency
response efforts can prevent further disruption and speed the recovery process, reducing
the overall impact on affected populations.
City of Phoenix emergency operations will focus on maintaining or quickly restoring these
lifelines to support community resilience and recovery during all phases of a disaster.
Safety and Security
• Law enforcement, fire services, search and rescue, security, government services.
Food, Hydration, Shelter
• Food, water, sheltering, agriculture, sanitation.
Health and Medical
• Medical care, public health, patient movement, medical supply chain, fatality
management.
Energy (Power & Fuel)
• Electricity grid, fuel, transmission infrastructure.
Communications
• 911 services, dispatch, public messaging, emergency communications, internet.
Transportation
• Highways, roads, mass transit, aviation, maritime services, supply chain delivery.
Hazardous Materials
• Containment, removal, and management of hazardous substances (chemical,
biological, radiological, nuclear).
Water Systems
• Potable Water Infrastructure, Wastewater Management
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Each lifeline is represented by a recognizable universal icon:
FEMA Community Lifelines, NRF 4th Edition
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Organization and Assignment of Responsibilities
Emergency Management Organization
Policy Group
According to Phoenix City Code, Chapter 11, the Policy/Advisory Group consists of the
City Council, Fire Chief, Police Chief, Communications Director, City Attorney,
Emergency Management Director, and City Manager.
City Council
The City Council is granted the following authorities under Phoenix City Code, Chapter
11:
1. Shall have the power to make, amend, and rescind regulations necessary for
emergency management, but such regulations shall not be inconsistent with
regulations promulgated by the Governor. Any regulation issued by the Council is
effective when a copy is filed in the Office of the City Clerk.
2. Is empowered to declare a local emergency. The Mayor, or if unable, the Vice-
Mayor, shall have the authority to request the declaration of a local emergency by
the City Council.
3. Is empowered to terminate a declared local emergency.
4. In the absence of specific authority in the State emergency plans and programs,
the City Council shall take emergency measures, as deemed necessary to carry
out the provisions of State and Federal law.
City Mayor
According to Phoenix City Code, Chapter 11:
In the event it is deemed necessary to declare the existence of a local emergency without
delay, the Mayor, or if unable, the Vice-Mayor may, by proclamation, declare a local
emergency to exist. Such action, however, shall be subject to confirmation by the City
Council at its next meeting. When a local emergency is declared, the emergency plans
adopted by the City Council shall be placed in operation
1. During a local emergency, the Mayor shall govern the City of Phoenix by
proclamation and shall have the authority to impose all necessary regulations to
preserve the peace and order of the City.
2. During periods of a declared local emergency, the Mayor may provide mutual aid
to the other political subdivisions when required; and may request the State or a
political subdivision to provide mutual aid to the City.
City Manager
City Manager is granted the following authorities under Phoenix City Code, Chapter 11:
1. Shall supervise and control the Office of Emergency Management.
2. Is responsible in nonemergency periods to act on behalf of the Mayor and Council
to ensure the development of an effective Emergency Management Program.
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3. During a declared local emergency, may accept for purposes of emergency
management an offer by any government agency, or officer thereof, or an offer by
any person, firm, or corporation for services, equipment, supplies, materials, or
funds, whether by gift, grant, or loan subject to the terms, if any, of the offeror.
4. During local emergencies, the City Manager shall act as the principal advisor or
aide to the Mayor and City Council on emergency operations. The City Manager’s
major responsibility is to ensure coordination among City Departments and with
higher and adjacent governments, primarily seeing that the OEM functions
effectively. The City Manager shall assist the Mayor in the execution of operations,
plans, and procedures required by the local emergency.
5. If the Mayor and the Vice-Mayor, are unable, the City Manager shall have the
authority to request a declaration of a local emergency by the City Council.
Office of Emergency Management Director
Director means the individual designated by the City Manager to manage the coordination
among emergency resources and with other governments. The Director has the day-to-
day responsibility for the city’s Office of Emergency Management and its activities. The
Director is the liaison between the Emergency Operations Center and the Policy/Advisory
Group.
All City Departments
The need for available personnel capable of coordinating and directing emergency and
disaster response functions is essential, as is the need for the availability of records and
facilities with which to carry out necessary governmental functions. An emergency may
occur when critical personnel are absent. To ensure provisions for the continued
functioning of City government, a pre-determined line of succession must be established
for all key positions. Persons who are assigned succession responsibility must be
proficient in their potential responsibilities.
Each City department needs to identify and establish its internal priorities necessary to
re-establish basic services. This includes the cross-training of personnel for relief of duties
or absenteeism. Directors of all City departments must ensure the development and
maintenance of effective Continuity of Operations (COOP) plans for continuing mission-
essential functions. COOP plans outline the requirements for the City to respond to an
emergency effectively and efficiently, as well as to maintain day-to-day operations of the
City.
Emergency Operations Center General Staff
Operations Section
□ Ensure that Operational Objectives identified in the EOC Action Plan (EAP) are
carried out effectively.
□ Assist in the development of the operations portion of the Incident Action Plan.
□ Request additional resources to support tactical operations.
□ Expedite appropriate changes in the operations portion of the Incident Action Plan.
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Planning Section
□ Conduct and facilitate planning meetings.
□ Supervise preparation of the EAP.
□ Determine need for technical experts from within the City or strategic partners as
well as specialized resources to support the incident.
□ Assess current and potential impacts on people, property, environment.
□ Compile and display incident status information.
Logistics Section
□ Provide resources to stabilize the incident and support personnel, systems, and
equipment.
□ Assess communications needs and facilitates communications between
teams/personnel/agencies.
□ Attend planning meetings; provides input to EAP.
□ Provide updates on resources (availability, response time, deployment).
□ Estimate and procure resources for the next operational period.
Finance and Administration Section
□ Manage all financial aspects of the incident.
□ Provide financial and cost analysis information as requested.
□ Create accounts for claims and costs, coordinates with Logistics.
□ Track time and costs for materials and supplies.
□ Document claims for damage, liability, and injuries.
□ Notify risk management/insurance to initiate claims reporting.
□ Provide incurred and forecasted costs at planning meetings.
□ Provide oversight of financial expenditures, new leases, contracts, and assistance
agreements to comply with corporate governance.
Direction, Control, and Coordination
Most small-scale emergencies and some large emergencies can be handled at the field
level. When the emergency requires that centralized direction and control or coordination
of the response is required, the Phoenix EOC will be activated. The EOC will operate
under the Emergency Support Function (ESF) structure utilizing the National Incident
Management System (NIMS) and the Incident Command System (ICS).
The level of activation of the EOC is scalable to meet the demands of the response
operation. The EOC will coordinate the response by managing the operations based on
objectives set forth in the EOC Action Plan (EAP). This EOP is the basis for responding
to emergencies and follows the guidance and best practices as set forth by Maricopa
County Department of Emergency Management (MCDEM), the Arizona Department of
Emergency and Military Affairs (DEMA), the Arizona Department of Homeland Security,
the Federal Emergency Management Agency (FEMA) and the U.S. Department of
Homeland Security (DHS).
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Emergency Declaration Process
An emergency may be declared due to fire, conflagration, flood, earthquake, explosion,
war, bombing, acts of the enemy, or any other natural or man-made calamity or disaster,
or by reason of threats or occurrences of riots and other acts of civil disobedience that
endanger life or property within the City of Phoenix.
If such an emergency exists, the City of Phoenix Office of Emergency Management, at
the direction of the Emergency Management Director or their designee shall recommend
to the Mayor that a local emergency be declared or to the City Council that a local
emergency be declared. The City Charter, City Code, and this plan empower the Mayor
to declare a local emergency in accordance with A.R.S. § 26-311(a), if certain conditions
exist. A declared a Local Emergency permits the Mayor to govern by proclamation and
impose all necessary regulations to preserve the peace and order of the City, including
but not limited to:
Imposition of curfews
Ordering the closing of any business
Closing to public access any public building, street, or other public place
Calling upon regular or auxiliary law enforcement departments and organizations
within or without the City of Phoenix for assistance
Notifying the constitutional officers that the City office for which they are
responsible may remain open or may close for the emergency
Alternatively, or after the Mayor has previously declared a local emergency, the City
Council may make, amend, and rescind regulations necessary for emergency
management, but such regulations shall not be inconsistent with regulations promulgated
by the Governor. Upon termination of the emergency, the City Council shall prepare a
proclamation stating that the emergency no longer exists.
Emergency declarations will be forwarded by the Emergency Management Director to the
Director of the Maricopa County Department of Emergency Management (MCDEM) (or
designated representative), or to the Maricopa County EOC if activated. If the emergency
is of sufficient magnitude and all County resources are expended, MCDEM will
recommend to the Chairman of the Board of Supervisors that the County declare an
emergency. The County’s emergency declaration will then be forwarded to the Arizona
Department of Emergency and Military Affairs (DEMA) with a request that the Governor
declare a state of emergency. Financial assistance may be made available to the City
when the Governor declares a state of emergency.
The Governor may request a presidential declaration of a major disaster in Maricopa
County if conditions so warrant. Such a request will be based on a damage assessment
and will indicate the degree of commitment of local and state resources in attempting to
cope with the situation.
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When a major disaster has been declared by the president, the Federal Emergency
Management Agency (FEMA) will administer the federal level disaster relief programs in
the affected area. Two major categories of benefits may be made available – individual
assistance and public assistance.
Information Collection, Analysis, and Dissemination
Essential Elements of Information (EEI)
At the onset of a serious emergency or disaster there will be a flood of information coming
into the EOC. EOC staff must determine what information is essential to understanding
the extent of the emergency or disaster and to inform strategies for dealing with it
effectively. Once these Essential Elements of Information (EEI) are established, this
becomes the basis for the initial information collection plan and assists in sorting the
information.
EEI includes information about:
Lifesaving needs, such as evacuation and search and rescue
Status of critical infrastructure, such as transportation, utilities, communication
systems, fuel, and/or water supplies
Status of critical facilities, such as police and fire stations, medical providers, water
and sewage treatment facilities, and media outlets
Risk of damage to the community from imminent hazards
Number of residents who have been displaced because of the event and the
estimated extent of damage to their dwellings
Communications and information will flow into the EOC through a variety of methods. It
may come through City radios, phone calls, written messages, media broadcasts, social
media, or another medium. The challenge is to analyze and sort information from all
sources to identify essential elements of information.
WebEOC
WebEOC is a tool used to help foster a common operating picture and to capture essential
elements of information. All information received and all EOC staff communications will
be captured in the WebEOC information management system. This system uses the
internet to integrate information from the City of Phoenix EOC with County, Regional, and
State EOCs. The program creates message boards of information that can be displayed
in a variety of ways, establishes a timeline of actions taken, and facilitates tracking of
resources.
All personnel in the EOC will maintain a log of their activity. The primary means for
accomplishing this is to maintain an “Activity Log (ICS 214)” within WebEOC.
Collaboration with the ACTIC
The City of Phoenix Police Department (PPD) or Phoenix Fire Department (PFD) may
provide a Terrorism Liaison Officer (TLO) to the Phoenix EOC when appropriate to
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provide intelligence from the Arizona Counter Terrorism Information Center (ACTIC).
Coordination between the EOC Planning Section and the ACTIC, including critical
information needs, collection priorities, long-term information collection, analysis, and
dissemination is critical. The ACTIC also collaborates with the public through the
community liaison program to include sector-specific watch programs.
Communications
Effective establishment and use of a comprehensive disaster communication, alert, and
warning system can drastically reduce the impacts from natural and human-caused
disasters in the community. Effective communication systems should include redundancy
to provide alternate means of communication in case of primary system failure.
Communications systems are those systems that enable response and recovery forces
to transmit and receive voice, data, and video signals. These include, but are not limited
to standard telephone, cellular telephone, satellite telephone, radio, computer network,
email, data transmission, data storage, video surveillance, or other systems in which
information-bearing signals originating at one place are reproduced at a distant point. The
objective of communication systems is to establish, use, maintain, augment, and provide
redundancy for communication devices used in response and recovery operations.
Alert Systems: Alert Systems are those systems used to alert key decision makers,
emergency response and recovery personnel, and specialized teams that an emergency
is imminent or in progress. These include, but are not limited to standard telephone,
mobile telephone, pager, city emergency notification systems, emergency management
collaborative software, or other system through which emergency information is
transmitted to identify city employees.
Notification Systems: Notification Systems are those systems used to make
notifications to contiguous/neighboring jurisdictions, as well as higher, lateral, and
subordinate entities. These notifications are made to provide information related to
incidents that may impact their jurisdiction. In addition, these agencies may have
information or equipment available to aid personnel responding to the incident.
Warning Systems: Warning Systems are those systems used to inform the public of
impending emergencies that may require them to take protective actions. These include
but are not limited to the Emergency Alert System (EAS), National Oceanographic
Atmospheric Administration (NOAA) Weather Radio, , Reverse 911, Wireless Emergency
Alerts, or other systems by which community members are provided emergency public
information.
When communications systems are disrupted, local, county, tribal, and private sector
entities respond using available resources and capabilities. When additional support is
required, county and tribal authorities may seek assistance from the state. When incidents
expand beyond local communications networks, it is often necessary to manage and
coordinate communications resources at the state level until the incident is resolved.
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The framework for communications support in the City of Phoenix is explained in the ESF
#2: Communications Annex. The framework for activating warning systems is explained
in the ESF #15: External Affairs Annex and the Emergency Public Warning Support
Annex.
Administration, Finance, and Logistics
Administration
Policies for Reassigning Public Employees and Soliciting / Using Volunteers
All departments and functions not designated are considered available for emergency
services and will respond when directed by the Mayor, City Manager, or a designated
representative.
All City employees are considered available for emergency operations and will respond
at the direction of their supervisors.
Community Emergency Response Teams (CERT), Citizens Offering Police Support
(COPS), and other NIMS-credentialed volunteer organizations are authorized to augment
the City's emergency response organization.
The City of Phoenix and its officers, agents, employees, and volunteers duly enrolled or
registered with the City of Phoenix and unregistered persons placed into services during
a declared emergency are immune from liability as provided in A.R.S. §26-314.
Finance
General
During and after a disaster, it is imperative that staff and department employees pay close
attention to expenses pre- and post-disaster declaration. For the public, it is important
they are aware of programs for flood insurance, individual assistance, and what their
homeowners’ insurance policies will and will not cover. This information should be shared
by the City before and after a disaster through public information.
Before and after a declared emergency and a state and/or presidential declaration, EOC
staff and field personnel should be cognizant of the disaster’s emergency response costs,
including care and sheltering of household pets and service animals; preparedness and
emergency response programs; capturing eligible costs for reimbursement by the public
assistance program; eligible donations for volunteer labor and resources; and eligible
donations for mutual aid resources.
See ESF#14: Long-Term Community Recovery for more information about various
programs that allow local political jurisdictions, local officials, and their response/support
departments to recover their costs.
Financial Record Keeping
All expenses associated with this incident will be charged to a General Ledger Account
that will be provided by the EOC Finance Section Chief. Each City department will
maintain documentation to substantiate reimbursement for emergency expenditure,
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including both time and materials, to validate their activities should reimbursement
become available. Where it is possible, normal administration procedures will be followed.
Emergency expenditures will be incurred in accordance with City of Phoenix
Administrative Regulation Section 3.10.
The City of Phoenix prescribed administrative and fiscal procedure shall be followed
during an activation of the City EOC. In case of an emergency where health, safety, or
welfare of the public is endangered, where immediate emergency purchases of supplies
or services is required, and when time is of the essence, the Finance Director or designee
shall be empowered by the Mayor to purchase goods or services while complying with
the emergency requirements and procedures of the City of Phoenix Administrative
Regulation Section 3.10.
City departments affected by a disaster shall keep detailed records of all damages and
expenses sustained during the disaster, to include the estimated cost of repairing the
damage. The damage must be visually verified by a qualified inspector following the
disaster.
All City departments shall prepare a report stating the disaster’s impact on the
department’s budget and its ability to provide essential services to the public. A clear
statement of the disaster’s impact is essential to support any request for a disaster
declaration.
If a Presidential declaration is made, the appointed Applicant Agent for the City of Phoenix
is authorized to make financial commitments on behalf of the City and shall handle all
documentation and correspondence for the City in applying for disaster assistance. In the
City of Phoenix, the Emergency Management Director is designated as the Applicant
Agent per City Resolution No. 20794. The Applicant Agent will attend a joint federal/state
briefing at which his/her duties and the forms necessary to apply for assistance will be
explained.
Lists of all actions taken during the disaster response and all repair work accomplished
during and after the disaster (located on the ICS-214 form) shall be kept for each work
site and for each employee:
Location of work site
Date that work was done
Equipment and hours used
Materials and quantities used
Source of materials (vendor or stock)
Copies of delivery invoices
Risk Management
The Finance Department, Risk Management Division coordinates property claims
adjustments for damage to City-owned property. In the event of an emergency leading to
the activations of the Phoenix EOP, and after initial property damage assessments have
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been completed and documented, the assessments will be forwarded to the appropriate
designee, who will deliver them to Risk Management. Coordination with insurance
companies will then begin according to Risk Management’s standard operating
procedures.
Logistics
Resource Management
OEM, at the direction of the Emergency Management Director (or designee), is the
primary department for coordinating the effective use of available resources and the
coordination of appropriate emergency functions in response to situations beyond the
capability of a single department. OEM is the focal point for ordering resources in the
event of an emergency if resources are not available locally. The EOC Logistics Section
Chief will forward those requests to MCDEM.
When a local emergency is proclaimed, the Mayor shall govern by proclamation and shall
impose all necessary regulations to preserve peace and order within the City limits,
including but not limited to the commitment of local resources in accordance with local
emergency plans.
Priority for the use of resources will be given to activities essential for survival and well-
being of the population, protection of property, and for the conduct of necessary military,
governmental, and private sector operations.
If a conflict of priorities develops because of more than one department needing the same
resource, the affected department will work directly with the Deputy Finance Director,
Procurement Division and responsible department director or delegates toward achieving
resolution. If the conflict cannot be resolved, the matter will be referred to the Finance
Director, or designee, and then to the Deputy City Manager, the EOC Manager, or
Policy/Advisory Group for a final resolution.
Specified recovery forces will be given specific authority to procure goods and services
they need to conduct essential activities and operations. Sale or resale of goods and
provision of services to other users will be prohibited or restricted.
Emergency Procurement
Emergency procurement shall be made upon declaration of emergency or if an
emergency condition exists that makes compliance with the City of Phoenix
Administrative Regulations 3.10, General Procurement Procedures (Emergency
Purchases) impracticable, unnecessary, or contrary to the public interest. It will be limited
to materials, services, or construction necessary to satisfy the emergency need.
A department seeking emergency procurement shall prepare a Determination Memo
documenting the existence of an emergency condition and explaining the procurement
need. The Determination Memo will submitted using the City’s opengov system.
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A written determination stating the basis of the emergency and the reason for the
selection of the contractor shall be included in any awarded contract file.
A list of Maricopa County and local municipal resources for which resource typing has
been completed can be found in the County’s web-based crisis information management
system. Standard resource typing definitions help responders request and deploy the
resources they need using common terminology. They allow emergency management
personnel to identify, locate, request, order, and track outside resources quickly and
effectively and facilitate the movement of these resources to the jurisdiction that needs
them.
More information regarding the management and tracking of resources can be found in
ESF#7: Resource Support Annex.
Communication and warning equipment and circuits installed in the EOC that are not
owned or leased by the City will be maintained in accordance with procedures established
between the City of Phoenix and the owner/lessee of the equipment/circuits.
Plan Development and Maintenance
Plan Review and Maintenance
The Office of Emergency Management (OEM) will coordinate a review of the Emergency
Operations Plan (EOP) Basic Plan annually and a major revision once every five years.
Major revisions are considered revisions which significantly alter or establish new policy.
All major revisions to the plan will be approved by the City Manager. Minor revisions may
be approved by the OEM Director.
New versions of the plan will be disseminated to all stakeholders. The plan has been
determined to be a secure document and is only released to the public upon request and
approval of OEM, or authorized agent.
The plan, after being revised, will be made available to all Primary and Support City
departments for review and comment. It is the responsibility of OEM to provide any
necessary updates and to ensure the plan is published and disseminated appropriately.
Training and Exercise Program
OEM will conduct emergency response training for City Staff and EOC Emergency Staff.
During those training sessions, staff will be briefed on expense reporting and tracking,
record keeping, web-based crisis information management system use, position specific
training, and requirements.
All drill and exercise participants represent the whole community, including the
participation of persons with disabilities and access and functional needs. Exercises to
test all or portions of this plan will be conducted at least once a year. Actual emergencies
may substitute for an exercise.
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Training will include all requirements of the National Incident Management System
(NIMS), Emergency Management Program grant (EMPG), and the Homeland Security
Exercise and Evaluation Program (HSEEP), as well as access and functional needs
training provided by FEMA or other well recognized sources.
Event Critique and After-Action Reporting
This plan will be reviewed at least annually by OEM. Necessary updates will be published
and disseminated immediately. After an exercise, drill, actual emergency, technological
changes, or changes in departments, revisions affecting emergency response may be
made to this plan.
An After-Action Report/Improvement Plan (AAR/IP) must be completed after a formally
declared emergency. An AAR/IP may be completed following any activation of the
Emergency Operations Center (EOC) at the discretion of the Emergency Management
Director. The City’s OEM will coordinate the inclusion of any corrective action items into
the plan.
Community Outreach and Preparedness Education
The City will educate the public about threats, disasters, and what to do when an
emergency occurs. The City maintains an active community preparedness program and
recognizes that citizen preparedness and education are vital components of the City’s
overall readiness.
The City leads community-scale workshops to enhance community preparedness and
social cohesion. Community Leader Resilience Reference books are strategically
distributed to provide the community with information on local resources. Partnerships
with local agencies increase the capacity to educate residents on preparedness, extreme
weather, and public safety.
Authorities and References
Federal
Age Discrimination in Employment Act.
Americans with Disabilities Act (ADA) of 1990.
Centers for Disease Control (CDC) Public Health Emergency Response Guide For
State, Local, and Tribal Public Health Directors Version 2.0 April 2011.
Civil Rights Act of 1964.
FEMA Comprehensive Preparedness Guide (CPG) 101: latest version
Executive Order 13407 of June 26, 2006, Public Alert and Warning System.
FEMA Guide for All-Hazard Emergency Operations Planning (State and Local
Guide)
Homeland Security Act Of 2002: Public Law 107‐296, 116 Stat. 2135.
Homeland Security Presidential Directive 3, Homeland Security Advisory System,
March 11, 2002.
Homeland Security Presidential Directive 5, Management of Domestic Incidents.
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Homeland Security Presidential Directive 8, Annex I, Planning, January 2008.
Homeland Security Presidential Directive 8, National Preparedness.
National Continuity of Operations Plans and References.
National Incident Management System.
National Infrastructure and Protection Plan.
National Response Framework
National Security Decision Directive Number 259, February 4, 1987.
National Security Presidential Directive 51/ Homeland Security Presidential
Directive 20, National Continuity Policy, May 4, 2007.
Pets Evacuation and Transportation Standards (PETS) Act of 2006.
Post-Katrina Emergency Management Reform Act of 2006, Public Law 109‐295.
Pregnancy Discrimination Act of 1978.
Presidential Preparedness Directive 8, “National Preparedness.”
Public Law 104-201, Defense against Weapons of Mass Destruction Act of 1996,
September 23, 1996 (Also known as Nunn-Luger-Domenici Act).
Public Law 81-920 The Federal Civil Defense Act of 1950.
The Rehabilitation Act of 1973 (29 U.S.C. Sec.701).
Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, Public
Law 93-288, as amended.
Superfund Amendments and Reauthorization Act of 1986 (SARA), Title III,
Emergency Planning and Community Right-To-Know Act (promulgated as Public
Law 99-288).
Title 28 Code of Federal Regulations (CFR) Section 35.136 Service Animal.
Title 28 CFR Section 35.104 Definition of a Service Animal.
Title 40 CFR Parts 300-355. Final Rule: Extremely Hazardous Substances List and
Threshold Planning Notification Requirements (52 Federal Register 13378, April
22, 1987).
Title 44 CFR Part 206, Federal Disaster Assistance.
U.S. DOT Emergency Response Guidebook.
Volunteer Protection Act of 1997 Public Law 105–19—June 18, 1997.
State
A.R.S. § 9-500.44. Communications: accessibility; emergency response
interpreters.
A.R.S. § 11-269.25. Communications; accessibility; emergency response
interpreters.
A.R.S. § 11-441. Performance of duties at place other than county seat; record
filing.
A.R.S. § 26-307. Power of counties, cities, City and State departments designated
by the governor, to make orders, rules and regulations, procedure.
A.R.S. § 26-308. Powers of Local Government
A.R.S. § 26-309. Mutual aid; responsibilities of departments and officials;
agreements; definition.
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A.R.S. § 26-311. Local Emergency; Power of political subdivisions
A.R.S. § 26-312. Authority of executive officers and governing bodies to accept
materials or funds.
A.R.S. § 26-314. Immunity of state, political subdivisions and officers, agents,
employees, and emergency workers.
A.R.S. § 26-316. Enforcement of orders, rules, and regulations
A.R.S. § 26-317. Violation; classification
A.R.S. § 26-402. Emergency Management Assistance Compact (EMAC)
A.R.S. § 28-622. Failure to comply with police officer, classification.
A.R.S. § 28-644. Obedience to and required traffic control devices.
A.R.S. § 28-651. Use of private property to avoid traffic control device prohibited.
A.R.S. § 28-910. Liability for emergency responses in flood areas: definitions.
A.R.S. § 36-624. Quarantine and sanitary measures to prevent contagion.
A.R.S. § 36-627. Temporary hospitals for persons with contagious disease.
A.R.S. § 36-628. Provision for care of persons afflicted with contagious disease:
expenses.
A.R.S. Title 34 - Public Buildings and Improvements, Chapter 2, Article 2.
A.R.S. Title 35 - Public Finances, Chapter 1.
A.R.S. Title 36 - Public Health and Safety, Chapter 6, Article 9.
A.R.S. Title 41 - State Government, Chapter 12 Public Safety, Article 7.1 Critical
Infrastructure Information System.
A.R.S. § 41-5202. Communications; accessibility; emergency response
interpreters.
A.R.S. Title 49 - The Environment, Chapter 3 Air Quality.
Arizonans with Disabilities Act (Article 4 of 1996).
Arizona Administrative Code, Title 10 Chapter 3 Article 4.
Arizona Pandemic Influenza Response Plan, latest version
Arizona State Emergency Response and Recovery Plan (SERRP), latest version
Arizona State Homeland Security Strategic Plan.
Memorandum of Understanding with Arizona Chiefs Fire Association.
Offsite Emergency Response Plan for the Palo Verde Generating Station.
County
Arizona Central Region Tactical Interoperation Communications Plan.
Intergovernmental Agreements for Disaster and Emergency Management
Services between Maricopa County and Participating Cities, latest version
Maricopa County Community Wildfire Protection Plan, latest version
Maricopa County Emergency Management Resolution, latest version
Maricopa County Emergency Operations Plan, latest version
Maricopa County Multi-Jurisdictional Hazard Mitigation Plan, latest version
City of Phoenix
City of Phoenix City Code Human Relations Chapter 18, as amended.
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City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
City of Phoenix Administrative Regulation 3.10: General Procurement Procedures
City of Phoenix Contract #: 147846-0: Cooperative Purchasing Agreement
Between the City of Phoenix and Arizona Interpreting Service, Inc.
Street Transportation Department; Street Maintenance Bridges and Dam Safety
Plans.
Maricopa County Multi-Jurisdictional Hazard Mitigation Plans, latest version
Jurisdictional Summary for the City of Phoenix.
Resolution No. 20794 (FEMA Designated Applicant Agent).
Resolution No. 2013 (Strategic National Stockpile Assets).
Other
All other Public Laws or Executive Orders enacted or to be enacted which pertain to
emergencies and/or disasters.
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ESF Annexes: An Overview
Introduction
Purpose
The ESF Annexes: An Overview introduces the Emergency Support Function (ESF)
structure, common elements of each of the ESFs, and the basic content contained in each
of the ESF Annexes. The following section includes a series of annexes describing the
roles and responsibilities ESF Coordinators, Primary City Departments, Supporting City
Departments, and Strategic Partners as delineated in each ESF annex.
Background
The ESFs provide the structure for coordinating City support for a local response to an
incident. The Incident Command System (ICS) provides for the flexibility to assign ESF
and other stakeholder resources per their capabilities, taskings, and requirements to
augment and support the City response to incidents in a more collaborative and cross-
cutting manner. While ESFs are typically assigned from a specific City Department,
resources may be assigned anywhere from the leading City Department. Regardless of
the section in which an ESF may reside, that entity works in conjunction with other City
Departments to ensure that appropriate planning and execution of missions occur.
ESF Annex List
ESF #
ESF Annex Name
1
Transportation
2
Communications
3
Public Works & Engineering
4
Firefighting
5
Information and Planning
6
Mass Care
7
Logistics
8
Public Health and Medical Services
9
Search and Rescue
10
Oil and Hazardous Materials Response
11
Agriculture and Natural Resources
12
Energy
13
Public Safety and Security
14
Long-Term Community Recovery
15
External Affairs
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Core Capabilities
General
Once an incident occurs, efforts focus on saving lives, protecting property and the
environment, and preserving the social, economic, cultural, and political structure of the
City. Depending on the size, scope, and magnitude of an incident, local, state, and, in
some cases, the Federal Government, may be called to action. The response core
capabilities are the activities that generally must be accomplished in incident response
regardless of which levels of government are involved.
These core capabilities were developed by the Federal Emergency Management Agency
(FEMA) to address a variety of threats and hazards that pose a significant risk to the
Nation. Each mission area—Prevention, Protection, Mitigation, Response, and
Recovery—have identified functions that would be required to address these threats and
hazards; these are the core capabilities. The core capabilities are distinct critical elements
necessary to achieve the National Preparedness Goal. They provide a common
vocabulary describing the significant functions that must be developed and executed
across the whole community to ensure national preparedness.
Interdependencies
No core capability is the responsibility of any one department or single level of
government. Each capability requires an approach that integrates the abilities of elements
in the whole community from the individual up to the Federal Government, including
strategic partners. Most of the resources and functions required at the local level to deliver
a given core capability are provided by local government agencies with additional
members of the community assisting as needed. Catastrophic incidents require many
more response assets and engagement with a broader set of partners.
Interdependencies exist among many of the core capabilities. For example, organizations
involved in providing Mass Care Services often rely on resources and functions from
organizations that provide Critical Transportation or Logistics and Supply Chain
Management for commodities distribution; Public Information and Warning for
messaging, translators, and interpreters; and Operational Communications for reporting
and communication that allows shelters to stay in touch with operations centers.
Common Core Capabilities
Planning, Operational Coordination, and Public Information and Warning are the common
capabilities for every ESF. Individual ESFs may also support additional core capabilities
related to the subject area; ESF-specific core capabilities are described in the individual
ESF annexes.
Planning
The following will describe the objective of this response core capability and the critical
tasks necessary to achieve the objective.
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Objective: Conduct a systematic process engaging the whole community as appropriate
in the development of executable strategic, operational, and/or tactical-level approaches
to meet defined objectives.
Critical Tasks:
Develop operational plans that adequately identify critical objectives based on the
planning requirements, provide a complete and integrated picture of the sequence
and scope of the tasks to achieve the objectives, and are implementable within the
time frame contemplated in the plan using available resources.
Operational Coordination
The following will describe the objective of this response core capability and the critical
tasks necessary to achieve the objective.
Objective: Establish and maintain a unified and coordinated operational structure and
process that appropriately integrates all critical stakeholders and supports the execution
of core capabilities.
Critical Tasks:
Mobilize all critical resources and establish command, control, and coordination
structures within the affected community and other coordinating bodies in
surrounding communities and across the Nation and maintain as needed
throughout the duration of an incident.
Enhance and maintain command, control, and coordination structures, consistent
with the National Incident Management System (NIMS), to meet basic human
needs, stabilize the incident, and facilitate the integration of restoration and
recovery activities.
Public Information and Warning
The following will describe the objective of this response core capability and the critical
tasks necessary to achieve the objective.
Objective: Deliver coordinated, prompt, reliable, and actionable information to the whole
community using clear, consistent, accessible, and culturally and linguistically appropriate
methods to effectively relay information regarding any threat or hazard and, as
appropriate, the actions being taken, and the assistance being made available.
Critical Tasks:
Inform all affected segments of society necessary, including accessible tools in
multiple formats of critical lifesaving and life-sustaining information to expedite the
delivery of emergency services and aid the public in taking protective actions.
Deliver credible and actionable messages to inform ongoing emergency services
and the public about protective measures and other life-sustaining actions and
facilitate the integration of recovery activities.
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Organization and Assignment of Responsibilities
ESF Notification and Activation
ESF Coordinators and Primary City Departments notify and activate Supporting City
Departments and Strategic Partners as required for the threat or incident, to include
support to specialized teams. Each ESF is required to develop standard operating
procedures (SOPs) and notification protocols and to maintain current rosters and contact
information.
ESF Member Roles and Responsibilities
Each ESF Annex identifies the ESF Coordinator, Primary City Departments, Supporting
City Departments, and Strategic Partners pertinent to the ESF. Several ESFs incorporate
multiple components, with primary agencies designated for each component to ensure
seamless integration of and transition between preparedness, response, and recovery
activities. ESFs with multiple primary agencies designate an ESF coordinator for the
purposes of pre-incident planning and coordination of primary and supporting agency
efforts throughout the incident. The following section describes the roles and
responsibilities of the ESF Coordinator, the Primary and Support City Departments, and
Strategic Partners.
ESF Coordinator
The ESF coordinator is the entity with management oversight for that ESF. The
coordinator has ongoing responsibilities throughout the preparedness, response, and
recovery phases of incident management. The role of the ESF coordinator is carried out
through a “unified command” approach as agreed upon collectively by the designated
primary agencies and, as appropriate, support agencies.
When an ESF is activated, Coordinating City Departments are responsible for:
□ Provide coordination before, during, and after an incident. This includes pre-
incident planning and coordination.
□ Maintain ongoing contact with ESF primary and support agencies.
□ Conduct periodic ESF meetings and conference calls.
□ Coordinate efforts with corresponding private-sector organizations.
□ Coordinate ESF activities relating to catastrophic incident planning and critical
infrastructure preparedness, as appropriate.
Primary City Departments
An ESF Primary City Department is a City entity with significant authorities, roles,
resources, or capabilities for a particular function within an ESF. ESFs may have multiple
primary agencies, and the specific responsibilities of those agencies are articulated within
the relevant ESF Annex.
When an ESF is activated, Primary City Departments are responsible for:
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□ Support the ESF Coordinator and coordinate closely with the other primary and
support agencies.
□ Provide adequate staff for the operations functions at fixed and field facilities.
□ Notify and request assistance from support agencies, as appropriate.
□ Manage mission assignments and coordinate with support agencies, as well as
appropriate State officials, operations centers, and agencies.
□ Work with appropriate private-sector organizations to maximize use of all available
resources.
□ Support and keep other ESFs and organizational elements informed of ESF
operational priorities and activities.
□ Conduct situational and periodic readiness assessments.
□ Execute contracts and procure goods and services as needed.
□ Ensure financial and property accountability for ESF activities.
□ Plan for short- and long-term incident management and recovery operations.
□ Maintain trained personnel to support interagency emergency response and
support teams.
□ Identify new equipment or capabilities required to prevent or respond to new or
emerging threats and hazards, or to improve the ability to address existing threats.
Supporting City Departments
Supporting City Departments are those City entities with specific capabilities or resources
that support the primary agency in executing the mission of the ESF.
When an ESF is activated, Supporting City Departments are responsible for:
□ Conducting operations, when requested by the Office of Emergency Management
(OEM) or the designated ESF Primary City Department, consistent with their own
authority and resources.
□ Participating in planning for short- and long-term incident management and
recovery operations and the development of supporting operational plans, SOPs,
checklists, or other job aids, in concert with existing first-responder standards.
□ Assisting in the conduct of situational assessments.
□ Furnishing available personnel, equipment, or other resource support as
requested by OEM or the ESF Primary City Department.
□ Providing input to periodic readiness assessments.
□ Maintaining trained personnel to support interagency emergency response and
support teams.
□ Identifying new equipment or capabilities required to prevent or respond to new or
emerging threats and hazards, or to improve the ability to address existing threats.
Strategic Partners
Strategic Partners are agencies outside of the City of Phoenix; these partners may
include, but are not limited to, other government partners, non-profit organizations,
Voluntary Organizations Active in Disaster (VOADs), community groups, and
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public/private-sector entities with specific capabilities or resources that support the
primary agency in executing the mission of the ESF.
When an ESF is activated, Strategic Partners are responsible for:
□ Conducting operations, when requested by the Office of Emergency Management
(OEM) or the designated ESF Primary City Department, consistent with their own
authority and resources.
□ Participating in planning for short- and long-term incident management and
recovery operations and the development of supporting operational plans, SOPs,
checklists, or other job aids, in concert with existing first-responder standards.
□ Assisting in the conduct of situational assessments.
□ Providing input to periodic readiness assessments.
□ Maintaining trained personnel to support interagency emergency response and
support teams.
Keys to Success
Information Management
Information management is getting the right information to the right people, in the right
form, at the right time. It includes receiving, sorting, prioritizing, and delivering information.
The EOC information management role for ESF Leads and agency representatives
includes the following:
□ Filter information for what is accurate, distill that information to what is useful, and
transfer it to the appropriate people within the EOC or agency, contributing to a
common operating picture.
□ Serve as a conduit of information to and from agencies.
□ Supply accurate, appropriate, and up-to-date information to the Situation Report.
Resource Management
Resource management is getting the right resources to the right place, at the right time.
The resource request process is at its core and supports coordinated management of
resource requests by local, state, and federal partners. Resources include equipment,
supplies, and personnel.
The EOC Resource Management support role for ESF Leads and agency representatives
includes the following:
□ Coordinate the contribution of resources from an agency to the response and
recovery.
□ Request resources from other sources and agencies.
□ Keep the lines of communication open and provide specific information about what
an agency can and cannot provide. More specific and timely information best
supports the request.
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ESF Representative Checklist
ACTIVATION AND INITIAL ACTIONS
□ Report to the EOC Director or Manager, Section Chief, Branch Coordinator, or
another assigned supervisor.
□ Become familiar with available job resources (e.g., plans, equipment, and staff) and
EOC plans and forms.
□ Review the EOC organization and staffing chart and understand your role in working
with the various branches and sections.
□ Equip your workstation with necessary equipment and supplies and test the
functionality of all equipment.
□ Obtain situation report(s), Incident Action Plan, and/or briefings from EOC and/or
field personnel.
INITIAL OPERATIONAL PERIODS
□ Obtain a briefing from the person you are replacing.
□ Attend meetings and briefings, as appropriate.
□ Establish and maintain your position log with chronological documentation.
□ Follow procedures for transferring responsibilities to replacements.
□ Follow staff accountability and check-in/check-out procedures when temporarily
leaving your assigned workstation.
FINAL OPERATIONAL PERIODS
□ Complete and submit all required documentation.
□ Ensure all materials are returned to their proper storage location and file requests
for replacement of resources that are expended or inoperative.
□ Follow check-out procedures.
□ Share lessons learned at After-Action Meetings to contribute to the After-Action
Report and inform future activations.
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ESF #1: Transportation Annex
Key Response Agencies
ESF
Coordinator
Street Transportation Department (STD)
Primary City
Departments
Street Transportation Department (STD)
Public Transit Department (PTD)
Supporting City
Departments
Aviation Department (AVN)
Communications Office (COM)
Equal Opportunity Department (EOD)
Information Technology Services (ITS)
Office of Environmental Programs (OEP)
Parks and Recreation Department (PRD)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Public Works Department (PWD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Transportation (MCDOT)
Maricopa County Sheriff’s Office (MCSO)
Maricopa County Waste Resources and Recycling Management
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Public Safety (DPS)
Arizona Department of Transportation (ADOT)
Introduction
Purpose
The Emergency Support Function (ESF) #1: Transportation Annex involves the direction,
coordination, and operation of transportation services during an emergency or disaster.
Departments identified with primary or supporting roles for ESF #1: Transportation are
responsible for providing transportation infrastructure assessment, repair, and restoration
following an emergency or disaster event within the City of Phoenix.
Scope
Activities encompassed within the scope of ESF 1 include:
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Transportation modes management and control
Transportation safety
Stabilization and reestablishment of transportation infrastructure
Movement restrictions
Damage and impact assessment
This annex is applicable to City of Phoenix departments with responsibilities to coordinate
or support transportation operations. Of particular importance are the following:
City departments with emergency public safety functions
City departments with routine interaction with the public
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
An emergency or disaster event will require transportation support to assist with incident
management. Reporting damage to transportation infrastructure because of the incident
and coordinating the restoration and recovery of the transportation infrastructure will be
required to support the response and recovery missions of the event.
Planning Assumptions
Disaster responses may be difficult due to blocked traffic, debris, and damage.
Priority will fall on repairs to transportation systems to render aid to disaster
survivors most affected. Access to the incident area will be permitted for
transportation personnel after emergency responders have declared the scene
safe for operations. If the requirement for transportation capacity during the
immediate life-saving response phase exceeds City of Phoenix assets, the Mayor
will determine when Maricopa County assistance is needed, and request aid as
specified.
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Concept of Operations
General
In accordance with the Basic Plan and this ESF Annex, the Street Transportation
Department, and identified supporting departments are responsible for coordinating
transportation-related activities. Plans and procedures developed by the primary
department(s), supporting department(s), and external partners provide the framework
for carrying out those activities.
Actions
Mitigation
& Preparedness
Plan
and
coordinate
with
supporting
agencies
and
organizations.
Maintain a current inventory of transportation resources.
Establish policies, procedures, plans, and programs to
effectively address transportation needs.
Recruit, designate, and maintain a list of emergency personnel.
Participate in drills and exercises to evaluate transportation
capabilities.
Establish and maintain a working relationship with support
agencies, transportation industries, and private transportation
providers.
Establish Memorandum of Understanding (MOU’s) with support
agencies, transportation industries, and private transportation
providers, as needed.
Response
& Recovery
Establish response operations and support personnel working
in the EOC.
Activate existing MOU’s for support, as needed.
Provide transportation resources, equipment, and vehicles upon
request.
Channel transportation information for public release through
the EOC and continue providing information and support upon
re-entry.
Maintain records of expenditures and document resources
utilized during recovery.
Damage assessment of transportation infrastructure.
Transportation route repair activities.
Coordinate clearance and removal of debris and materials.
Ensure accessible sidewalks, rights-of-way, and street
crossings are clear of debris. Provide accommodations in public
rights-of-way to enhance the connectivity of pedestrians,
bicyclists, and transit (i.e., accessible pedestrian signals,
pedestrian circulation paths, and signage).
Coordinate accessible transportation support with other ESFs
as required.
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Core Capabilities
All ESFs, including ESF # 1, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
Critical Transportation
Critical Transportation is response core capability that ESF #1 most directly supports. The
following will describe the objective of this response core capability and the critical tasks
necessary to achieve the objective.
Objective: Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the evacuation of
people and animals, and the delivery of vital response personnel, equipment, and
services to the affected areas.
Critical Tasks:
Establish physical access through appropriate transportation corridors and deliver
required resources to save lives and to meet the needs of disaster survivors.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Street Transportation Department
The Street Transportation Department serves as the ESF #1 Coordinator and Primary
City Department, providing overall coordination for ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop appropriate departmental standard operating procedures (SOPs) to
address ESF #1 operations.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Monitor status of transportation infrastructure and maintain an overview of ESF #1
activities for briefing purposes.
□ Coordinate debris clearance and removal on City roads, sidewalks, curb ramps,
landings, crosswalks, access ramps, street crossings, and other pedestrian access
routes (PAR) to ensure accessible public rights-of-way.
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□ Provide accommodations for transportation, current roadway, bridge, culvert,
traffic signals, and sign information.
□ Identify areas of damage to the surface transportation routes in the City of Phoenix.
□ Identify needed repairs and resources, complete needed repairs in priority order.
□ Identify and deploy appropriate traffic control measures.
□ Procure equipment and services from private contractors as needed.
□ Brief county and state departments on the status of transportation routes.
□ Notify local transportation systems of surge potential.
□ Maintain records of expenditures and document resources utilized during
response and recovery operations.
□ In coordination with Incident Command or the EOC, identify evacuation
transportation routes and the resources necessary to accommodate evacuation
management strategies. For example, ensure that there are services available at
evacuation destinations and along evacuation routes such as hotel rooms, gas
stations, bathrooms, restaurants, and open shelters.
□ When pedestrians are diverted off the existing pedestrian circulation path network
due to temporary closures, ensure alternative pedestrian circulation path
requirements apply.
Public Transit Department (PTD)
PTD serves as a Primary City Department for transportation-related activities,
supporting coordination for ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Monitor real-time status of transportation infrastructure.
□ Assist in traffic management measures.
□ Coordinate with regional transit partners to include Valley Metro.
□ Procure equipment and services from private contractors as needed.
Supporting City Departments
Aviation Department (AVN)
AVN serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
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During an emergency:
□ Activate the Aviation Department Emergency Operations Center (AEOC) and
coordinate with the City EOC.
□ If any airline incident and/or major incident occurs on or near the airport campuses,
establish a Unified Command Post with Police and Fire Departments and assume
Aviation Command (AVCOM).
□ The AEOC and AVCOM will support the on-scene command with all available
Aviation Department resources.
□ Offer/provide Aviation Department personnel to support on-scene command.
The Aviation Department includes the following: Phoenix Sky Harbor International Airport,
Phoenix Deer Valley Airport, and Phoenix Goodyear Airport.
Communications Office (COM)
COM serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Obtain transportation-related information for public release.
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Ensure people with DAFN are properly considered in preparedness activities and
public messaging.
During an emergency:
□ Provide a Disability Access and Functional Needs (DAFN) Technical Specialist to
the City EOC to provide information and subject matter expertise to all EOC
Sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
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□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
□ Coordinate with Maricopa County to support accessibility needs for individuals with
disabilities and others with access and functional needs.
Information Technology Services (ITS)
ITS serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Establish and maintain the automated computer system needed for City EOC
operations.
During an emergency:
□ Provide personnel and equipment as required to support EOC operations.
□ Establish data communication links for City department computers as needed in
the EOC during emergencies.
□ Provide computer technical support to the EOC.
□ Provide telecommunications technical support to the EOC.
Office of Environmental Programs (OEP)
OEP serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Coordinate with the Public Works Department to assess and resolve potential
environmentally regulated materials related to debris removal process.
□ Coordinate with citywide hazardous and non-hazardous waste removal vendors.
The Office of Environmental Programs field operations will not provide cleanup,
containment, transportation, and/or disposal of any hazardous materials or contaminated
debris. If the need arises, contact a licensed HAZMAT disposal company to provide
cleanup, containment, transportation, and disposal of hazardous materials and
contaminated debris.
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Parks & Recreation Department (PRD)
PRD serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide equipment and resources if requested.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide vegetation debris clearance and removal on City roads.
Phoenix Fire Department (PFD)
PFD serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Establish on-site liaison at the Unified Command Post.
□ Receive clearance from the EOC for PFD personnel to enter the affected areas.
□ Conduct on-site operations relating to safety and security under the direction of the
Unified Command Post.
□ Provide all firefighting support and resources; provide emergency medical and
disaster management.
□ Establish and provide a transportation sector to supervise regular and improvised
ambulances until a medical coordinator is available.
□ Recall off-duty personnel, as appropriate.
□ Assist Phoenix Police Department (PPD) to warn/notify the public of any potentially
dangerous situations immediately using multiple notification and warning systems
to reach as many people as possible. See Emergency Public Warning Support
Annex for more information and listing of communication tools.
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Phoenix Police Department (PPD)
PPD serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Begin traffic control procedures as appropriate.
□ Control access to and prevent looting in damaged or evacuated areas.
□ Direct and control all law enforcement personnel deployed to the site of the
emergency; secure critical facilities as the situation warrants.
□ Prevent and investigate incidents of vandalism, sabotage, sniping, and bombing.
□ Collect and disseminate information and intelligence.
□ Furnish a Public Information Officer (PIO) to supplement and coordinate official
news releases from the EOC PIO, utilizing the Press Conference Procedure
Checklist as guidance to ensure individuals with disabilities are not denied physical
or communication accommodations.
□ Furnish liaison personnel to other departments as required.
□ Provide law enforcement and security protection for personnel and equipment of
supporting units.
□ Warn/notify the public of any potentially dangerous situations immediately using
multiple notification and warning systems to reach as many people as possible.
See the Emergency Public Warning Support Annex for more information and listing
of communication tools.
Public Works Department (PWD)
PWD serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Maintain vehicles and equipment and provide priority repairs to mission-critical
debris removal hand-off equipment.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
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□ Coordinate fuel delivery for City of Phoenix fuel sites and emergency generators.
□ Provide public works and engineering resources, equipment, and vehicles upon
request.
□ Provide resource management.
□ Coordinate with Office of Environmental Programs (OEP) to assess and resolve
potential environmentally regulated materials related to debris removal process.
All City Departments
All City Departments may support ESF#1: Transportation by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ Provide personnel to temporarily support recovery activities as requested by the
City EOC.
□ Serve on damage assessment and/or mitigation teams as requested by the City
EOC.
□ Provide, when appropriate, the use of fleet vehicles to assist with transportation-
related needs.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa Department of Emergency Management (MCDEM)
Maricopa County Department of Emergency Management (MCDEM) supports ESF #1 for
the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
□ Coordinate activities for County departments.
□ Serve as the main conduit for communications between the State and the City of
Phoenix.
Maricopa County Sheriff’s Office (MCSO)
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Maricopa County Sheriff’s Office (MCSO) supports ESF #1 for the City of Phoenix by
doing the following:
□ Coordinate support and support security.
Maricopa County Department of Transportation (MCDOT)
Maricopa County Department of Transportation (MCDOT) supports ESF #1 for the City
of Phoenix by doing the following:
□ Coordinate resources needed to restore and maintain transportation and
infrastructure.
Maricopa County Waste Resources and Recycling Management
Maricopa County Waste Resources and Recycling Management supports ESF #1 for the
City of Phoenix by doing the following:
□ Support
waste
management
activities
through
existing
jurisdictional
responsibilities.
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Emergency and Military Affairs (DEMA) supports ESF #1 for the
City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
Arizona Department of Public Safety (DPS)
Arizona Department of Public Safety (DPS) supports ESF #1 for the City of Phoenix by
doing the following:
□ Provide traffic and law enforcement support.
□ Provide support for safety and security resources.
Arizona Department of Transportation (ADOT)
Arizona Department of Transportation (ADOT) supports ESF #1 for the City of Phoenix
by doing the following:
□ Coordinate transportation support.
□ Coordinate restoration/recovery of transportation infrastructure.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
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Federal
Homeland Security Presidential Directives
o HSPD-7: Critical Infrastructure Identification, Prioritization, and Protection
National Disaster Recovery Framework
National Response Framework
o ESF #1 – Transportation
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #1 – Transportation
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix Complete Streets Policy
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ESF #2: Communications Annex
Key Response Agencies
ESF Coordinator
Information Technology Services (ITS)
Primary City
Departments
Information Technology Services (ITS)
Supporting City
Departments
Community Emergency Response Team (CERT)
Communications Office (COM)
Equal Opportunity Department (EOD)
Office of Management (OEM)
Phoenix Fire Department (PFD) Alarm Room
Phoenix Police Department (PPD), Communications Bureau
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Introduction
Purpose
The Emergency Support Function (ESF) #2: Communications Annex describes how the
City of Phoenix will provide for, support, and enhance the requisite technology (hardware
and software) for emergency communications systems; alert, warning, and notification
systems; and redundant communications systems during all phases of the emergency
management cycle. This annex describes how ESF #2 will provide communications and
information technology support to other ESFs when City systems have been impacted.
Scope
This annex describes how the City will coordinate establishing emergency
communications during a disaster or incident. Communications priority will be given to
Primary and Supporting City Departments who are responsible for emergency response
activities. The types of support will include City department communications systems,
commercially leased communications, and communication services provided by local
amateur radio groups. The ESF #2: Communications Annex supports the provisions of
the National Emergency Communications Plan.
Activities encompassed within the scope of ESF #2 include:
Alert and Warning
o Maintain a reliable alert, warning, and notification system.
Communications Systems
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o Establish and maintain an effective communications system, including City-
owned and commercially leased systems, for use in a disaster.
o Coordinate the provision of redundant and temporary communications as
required. Impacts to cellular services, external internet connectivity, local
phone services, etc. are dependent upon vendor services the City utilizes.
o Monitor and report on the overall status of the City’s communications
infrastructure during a disaster.
o Maintain the City’s critical information technology infrastructure, including,
but not limited to, the provision of cybersecurity measures.
This annex is applicable to City of Phoenix departments with responsibilities to coordinate
or support communications. Of particular importance are the following:
City departments, offices, or divisions that support communications and
information technology.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The ESF #2: Communications Annex is the conduit for the City of Phoenix to ensure an
emergency communications system is developed, maintained, and in operating condition
to collect and disseminate information, receive requests for assistance, and coordinate
disaster response and recovery activities.
The Communications Annex can provide technical and program development guidance
to assist City departments in developing, maintaining, and operating their emergency
communications systems. This collaboration will assure a coordinated and integrated
citywide emergency communications system.
Planning Assumptions
The City of Phoenix may sustain damage, which may influence the means and
accessibility for relief services and supplies.
Disaster responses, which require communications capacity, may be difficult to
coordinate effectively during the immediate post-disaster phase.
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The requirement for communications capacity during the immediate lifesaving
response phase may exceed the availability of City-controlled or readily obtained
assets.
Failure of redundant communications systems will require response and
emergency support departments to establish temporary communications systems
immediately following a disaster or emergency event.
Interoperable and available communications will be needed to protect life and
property and restore the affected area to pre-disaster conditions.
Concept of Operations
General
The City of Phoenix Information Technology Services, and identified supporting
departments are responsible for coordinating City resources needed to restore and
maintain communications necessary to protect lives and property during an emergency.
A variety of communications tools can be used to maintain situation awareness between
the Incident Commander and the City Emergency Operations Center (EOC).
Electronic communications methods include but are not limited to the following:
Telephone
Voice Over Internet Protocol phones
Cell phones
Instant messaging
Text messaging
Internet
Webcam
Video conferencing
Commercial television and radio
Web-based crisis information management systems
Regional radio systems
Satellite phones
Cache radios.
Manual communications methods include but are not limited to:
Direct voice conversation
Print
Billboards
Message boards
Hard-copy written communications.
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Actions
Mitigation
&
Preparedness
Establish methods of communications for probable emergency
situations including type of emergency, projected time, area to be
affected, anticipated severity, forthcoming warnings, and actions
necessary. A method of warning must be available for the public,
including people with visual and hearing impairments and/or non-
English speaking.
Ensure that primary and alternate communication systems are
operations.
Facilitate communication systems for the affected emergency or
disaster area.
Develop maintenance and protection arrangements for disabled
communications equipment.
Participate in drills and exercises to evaluate local communications
and warning response capability.
Response &
Recovery
Verify information with proper officials.
Establish communication capability between the City of Phoenix
EOC, City departments, agencies, and organizations with ESF
responsibilities and other jurisdictions as necessary.
Coordinate communications with response operations, shelters,
lodging, and food facilities.
Provide system for designated officials to communicate with the
public, including people with special needs such as hearing
impairments and non-English speaking.
Continue coordinated communications to achieve rapid recovery
and contact with the County EOC and other regional EOCs.
Maintain records of expenditures and document resources utilized
during the incident.
Core Capabilities
All ESFs, including ESF # 2, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
In addition, ESF #2 directly supports the following core capabilities:
Operational Communications
Infrastructure Systems
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
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Operational Communications
Objective: Ensure the capacity for timely communications in support of security,
situational awareness, and operations available, among and between affected
communities in the impact area and all response forces.
Critical Tasks:
Ensure the capacity to communicate with both the emergency response
community and the affected populations and establish interoperable voice and
data communications between local, state, tribal, territorial, and Federal first
responders.
Re-establish sufficient communications infrastructure within the affected areas to
support ongoing life-sustaining activities, provide basic human needs, and
facilitate the integration of recovery activities.
Re-establish critical information networks, including cybersecurity information-
sharing networks, to inform situational awareness, enable incident response, and
support the resiliency of key systems.
Infrastructure Systems
Objective: Stabilize critical infrastructure functions, minimize health and safety threats,
and efficiently restore and revitalize systems and services to support a viable, resilient
community.
Critical Tasks:
Decrease and stabilize immediate infrastructure threats to the affected population,
to include survivors in the heavily- damaged zone, nearby communities that may
be affected by cascading effects, and mass care support facilities and evacuation
processing centers with a focus on life-sustainment and congregate care services.
Re-establish critical infrastructure within the affected areas to support ongoing
emergency response operations, life sustainment, community functionality, and
facilitate the integration of recovery activities.
Provide for the clearance, removal, and disposal of debris.
Formalize partnerships with governmental and private sector cyber incident or
emergency response teams to accept, triage, and collaboratively respond to
cascading impacts in an efficient manner.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Information Technology Services (ITS)
ITS serves as the ESF #2 Coordinator and a Primary City Department, providing
overall coordination for ESF #2 by doing the following:
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Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
□ Develop and maintain a multi-channel employee notification system in
coordination with the City of Phoenix Human Resources Department.
□ Establish and maintain the automated computer system needed for Emergency
Operations Center (EOC) operations.
During an emergency:
□ Provide personnel and equipment as required to support EOC operations.
□ Establish data communication links for City department computers as needed in
the EOC during emergencies.
□ Provide computer technical support to the EOC.
□ Provide telecommunications technical support to the EOC.
□ Provide for ongoing maintenance and restoration of City-owned systems.
□ Establish and support video conferencing links as needed.
□ Provide technical assistance for the restoration of communications support
systems.
□ Obtain contract communications resources as needed.
□ Act as a liaison with telephone, wireless communications, internet, and radio
providers.
□ Support activated External Affairs Annex (ESF #15) functions
Supporting City Departments
Community Emergency Response Team (CERT)
CERT serves as a Supporting City Department for ESF #2 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
□ Maintain and control communication equipment.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Ensure that all CERT activities are supported with an appropriate communications
plan, preparing ICS Form 205.
□ Provide Amateur Radio licensed operators through and dedicated to Phoenix
CERT managing the following:
o Handheld VHF/UHF amateur band radios
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o Fixed location and portable HF/VHF/UHF base stations
o Fixed location and portable VHF/UHF amateur band repeater stations
o 800 MHz trunked digital radios, handheld and mobile
Communications Office (COM)
COM serves as a Supporting City Department, supporting ESF #2 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide messaging as appropriate for emergency notification messages to City
personnel through the Emergency Notification System (ENS).
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department, supporting ESF #2 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Ensure people with DAFN are properly considered in all preparedness activities.
During an emergency:
□ Provide a Disability Access and Functional Needs (DAFN) Technical Specialist to
the City EOC to provide information and subject matter expertise to all EOC
Sections on DAFN-related issues and available resources.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery.
□ Coordinate with Maricopa County to support accessibility needs for individuals with
disabilities and others with access and functional needs.
Office of Emergency Management (OEM)
OEM serves as a Supporting City Department, supporting ESF #2 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
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□ Provide and manage Duty Officer Program in coordination with ITS to deliver
emergency notification messages to City personnel through the Emergency
Notification System (ENS).
During an emergency:
□ Coordinate ENS messaging to City personnel with the Communications Office.
Phoenix Fire Department (PFD) Alarm Room
PFD Alarm Room serve as a Supporting City Department for ESF #2 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs to address emergency
response needs, including loss of 9-1-1 and/or radio communications and backup
communications facilities.
□ Develop and maintain alert and warning systems for major emergencies/disasters.
□ Participate in communications drills/exercises or other appropriate training.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Serve as the Secondary Public Safety Answering Point (PSAP).
Phoenix Police Department (PPD), Communications Bureau
PPD Communications Bureau serves as a Supporting City Department for ESF #2 by
doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs to address emergency
response needs, including loss of 9-1-1 and/or radio communications and backup
communications facilities.
□ Maintain inventory control of PPD’s portable and mobile radio equipment.
□ Participate in communications drills/exercises or other appropriate training.
During an emergency:
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Serve as the Primary Public Safety Answering Point (PSAP).
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Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management
(MCDEM)
MCDEM supports ESF #2 for the City of Phoenix by doing the following:
□ Provide assistance when existing City resources are overwhelmed.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Response Framework
▫ ESF #2 – Communications
National Emergency Communications Plan
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #2 – Communications
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix City Code Chapter 11: Office of Emergency Management, as
amended.
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P. 205
Communication Deployment and Response
Phoenix Police Department (PPD) Operations Order 2.1: Organizational Structure
PPD Operations Order 8.3: Communications Procedures
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ESF #3: Public Works and Engineering Annex
Key Response Agencies
ESF Coordinator Public Works Department (PWD)
Primary City
Departments
Public Works Department (PWD)
Supporting City
Departments
Equal Opportunity Department (EOD)
Parks and Recreation Department (PRD)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Planning and Development Department (PDD)
Public Transit Department (PTD)
Street Transportation Department (STD)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Transportation (MCDOT)
Maricopa County Sheriff’s Office (MCSO)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Public Safety (DPS)
Arizona Department of Transportation (ADOT)
Introduction
Purpose
The Public Works and Engineering Annex (ESF #3) departments provide for the
coordination and organization of Public Works and Engineering capabilities and
resources to support the City’s response to emergencies and include technical
assistance, inspection, evaluation, repair, and maintenance of utility services and
infrastructure, debris removal, solid waste disposal, and restoration of roads.
Scope
The Public Works and Engineering Annex is designed to provide Public Works and
Engineering coordination as part of the overall management effort that may be required
following a disaster. Activities within the scope of this annex include:
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Conducting pre- and post-incident assessments of public works and infrastructure.
Executing emergency contract support for lifesaving and life-sustaining services.
Executing emergency flood-fighting operations.
Clearing debris from public rights-of-way for access by emergency personnel and
evacuation of affected populations.
Identification of emergency landfill areas for debris disposal.
Making temporary repairs to emergency access routes including damaged streets,
roads, signalization, bridges, and culverts.
Restoring critical public services and facilities including public water and
wastewater systems; and water for firefighting.
Razing or stabilizing damaged structures and facilities designated by local
government as immediate hazards to public safety and health.
Taking temporary measures to abate immediate hazards to the public for health
and safety reasons.
Providing technical assistance and damage assessment including structural
inspection.
Providing technical advice and evaluations, engineering services, construction
management, and inspection.
Making emergency repairs to water, wastewater, and solid waste disposal facilities
and critical infrastructure.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
An emergency event or disaster will require the coordination of all Public Works and
Engineering activities including emergency relief to individuals, restoration of public
infrastructure and utilities, provision of potable water to City residents, and coordination
of support for all responding agencies.
Planning Assumptions
In a disaster, buildings, roadways, public works, communications, and utilities will sustain
damage. This damage will compromise the delivery of relief services and supplies.
Disaster relief will be difficult to coordinate effectively during the immediate post-disaster
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phase. Gradual clearing of access routes will permit delivery of emergency relief. The
need for Public Works and Engineering services and resources during the immediate
lifesaving response phase will probably exceed the availability of readily obtained assets.
Initial Response Phase Priorities
Immediate clearance of debris blocking access to affected areas by emergency
personnel and equipment.
Identification and reporting of imperiled victims to rescue personnel.
Identification and reporting of fires; structure collapse; flooding; electrical hazards
including downed power lines; ruptured natural gas, water, wastewater, sewage,
and petroleum pipelines; hazardous materials leaks or spills; or other situations
needing urgent attention.
Taking emergency flood containment measures.
Establishing road closures, detours, and perimeter cordon of affected areas.
Notify all appropriate local, county, state and federal partners.
Recovery Phase Priorities
Inspection and condition assessment of public infrastructure; temporary repairs to
infrastructure; interim or full restoration of critical utilities and services; implement
longer-term road closures and detours.
Identify and establish continued debris clearance and systematic removal. Debris
clearance may require the immediate removal of materials of all types blocking
streets and roads; debris is stockpiled outside the roadway for later removal.
Debris removal may be complicated by the gathering and transportation of mostly
unsorted debris to a collection area. This usually occurs after the situation is
stabilized and the debris is estimated then a process of removal is determined.
Debris disposal may be complicated by the types of debris brought to designated
sites; typically, debris is separated into the following categories
o Vegetative (trees)
o Mineral (mud, dirt, gravel, rock)
o “White goods” or appliances such as refrigerators, freezers, stoves,
washers, dryers, and metals (pipe, wire, vehicles)
o Chemicals such as paints, solvents cleaners, household, and industrial
products, etc.
o Biological wastes such as animal carcasses
o And other hazardous waste
Disaster responses which require Public Works and Engineering capability may be
difficult to coordinate effectively during the immediate post-disaster phase.
Additional resources, including federal resources, may not be available for up to
72 hours.
Gradual clearing of access routes and resumption of services will permit a
sustained flow of emergency relief, although localized distribution patterns may be
disrupted for a significant period.
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Public works and engineering capacity during the immediate lifesaving response
phase will exceed the availability of City-controlled or readily obtained assets.
Prioritization of the restoration of all services will include consideration of the
weather and the impact that the loss of service is having on the public, including
families, children, and those individuals with access and functional needs, as well
as unique populations such as schools, hospitals, managed care facilities, group
homes, etc.
Concept of Operations
General
In day-to-day operation, the Public Works Department and identified supporting
departments are responsible for protecting the health, safety, and wellbeing of the public
by assuring that City facilities, property, and infrastructure are properly designed and
constructed; by operating and maintaining public grounds; and by maintaining City
facilities.
Personnel from Public Works and Engineering Annex (ESF #3) primary and support
departments will provide personnel and equipment as applicable for emergency response
and recovery activities. Additional Public Works and Engineering services and equipment
may be contracted on an emergency basis when required for response and recovery
operations. Cooperative actions to be taken include the following:
Prioritize response and recovery missions.
Share and update information.
Avoid redundant activities.
Ensure a unified effort when working with local, city, state, federal, and private
organizations.
Each ESF #3 organization is responsible for providing logistical support to their
personnel and for tracking and maintaining equipment and supplies.
The pre-positioning of ESF #3 resources may take place depending upon the
nature of the hazard.
ESF #3 will coordinate with ESF #7 (Resource Support), and ESF #5 (Information
and Planning) and City Finance when establishing staging areas for Public Works
and Engineering personnel, equipment, and supplies.
ESF #3 will maintain ongoing coordination with the Finance Department regarding
procurement activities, including activation of mutual aid agreements and vendor
contracts.
Deactivation will be coordinated between City officials and ESF #3 organizations
from the state, county, and private support agencies.
ESF #3 organizations will be alerted and activated by the Emergency Management
Coordinator or designee. Primary and support departments for ESF #3 will coordinate
with each other to ensure the most effective use of personnel and equipment. They are
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responsible for developing internal standard operating procedures (SOPs) that support
Emergency Operations Center (EOC) operations and staffing of their respective divisions.
All City ESF #3 support resources will be controlled and assigned from the City of Phoenix
EOC. All asset deployments and recalls by the City EOC will be tracked on the appropriate
Incident Command System (ICS) form or web-based crisis information management
system. Information will be collected through Operations and Logistics Sections and
forwarded to the EOC Finance/Administration Section.
The primary department will report to the EOC Operations Section Chief and may be
assigned as the Branch Coordinator or Unit Leader. ESF #3 support departments will
report to the ESF #3 primary agencies. All City Public Works and Engineering resources
will be used on a priority basis to save lives and property. The assets available to this
ESF will be used to assist emergency operations for the incident.
During periods of extreme temperature and/or power outages the City may open
cooling/heating centers or shelters; conduct wellness checks; and/or establish a hotline
which residents can call for non-emergency assistance or information about available
services. All City services will be accessible to people with disabilities and people with
access and functional needs. For more information about cooling/heating centers and/or
shelters see the ESF#6: Mass Care Annex or the Sheltering Support Annex. For more
information about the City’s plans to conduct wellness checks or establish a hotline, see
the Population Protection Annex.
All public information will be released according to established plans and procedures.
Public information will be accessible, inclusive, and available via multiple methods. For
more information see the ESF #15: External Affairs Annex.
Actions
Mitigation &
Preparedness
Establish liaison with support agencies, organizations, and the
private sector to ensure responsiveness.
Develop and maintain an inventory of equipment, supplies, and
suppliers to sustain emergency operations.
Recruit, train, and designate public works and engineering
personnel to serve in the EOC.
Participate in drills and exercises to evaluate public works and
engineering response capability.
Establish Memorandum of Understanding (MOU’s) with support
agencies, transportation industries, and private transportation
providers, as needed.
Response &
Recovery
Alert emergency personnel of the situation and obtain necessary
resources to support activities such as debris clearing and road
closure operations.
Notify Public Transit Department of disruptions to traffic.
Modify bus routes around traffic disruptions.
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Establish response operations.
Activate existing MOU’s for support, as needed.
Provide personnel to work in the EOC to support field
Operations.
Maintain coordination and support among applicable agencies,
organizations, and the private sector.
Coordinate with appropriate utility companies.
Coordinate with vendors and contractors as needed to support
response and recovery operations.
Prioritize service restoration for emergencies.
Channel all pertinent emergency information through the EOC.
Assist in evaluating losses, assess damage to buildings and
infrastructure,
recommend
measures
for
conservation
of
resources, and respond to needs on a priority basis.
Conduct restoration and maintenance operations until completion
of repair services.
Maintain records of expenditures and document resources utilized
during recovery.
Core Capabilities
All ESFs, including ESF # 3, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
In addition, ESF #3 directly supports the following core capabilities:
Infrastructure Systems
Critical Transportation
Logistics and Supply Chain Management
Environmental Response/Health and Safety
Mass Care Services
Mass Search and Rescue Operations
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
Infrastructure Systems
Objective: Stabilize critical infrastructure functions, minimize health and safety threats,
and efficiently restore and revitalize systems and services to support a viable, resilient
community.
Critical Tasks:
Decrease and stabilize immediate infrastructure threats to the affected population,
to include survivors in the heavily- damaged zone, nearby communities that may
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be affected by cascading effects, and mass care support facilities and evacuation
processing centers with a focus on life-sustainment and congregate care services.
Re-establish critical infrastructure within the affected areas to support ongoing
emergency response operations, life sustainment, community functionality, and
facilitate the integration of recovery activities.
Provide for the clearance, removal, and disposal of debris.
Formalize partnerships with governmental and private sector cyber incident or
emergency response teams to accept, triage, and collaboratively respond to
cascading impacts in an efficient manner.
Critical Transportation
Objective: Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the evacuation of
people and animals, and the delivery of vital response personnel, equipment, and
services to the affected areas.
Critical Tasks:
Establish physical access through appropriate transportation corridors and deliver
required resources to save lives and to meet the needs of disaster survivors.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Logistics and Supply Chain Management
Objective: Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and fuel support, as
well as the coordination of access to community staples. Synchronize logistics capabilities
and enable the restoration of impacted supply chains.
Critical Tasks:
Mobilize and deliver governmental, nongovernmental, and private sector
resources within and outside of the affected area to save lives, sustain lives, meet
basic human needs, stabilize the incident, and facilitate the integration of recovery
efforts, to include moving and delivering resources and services to meet the needs
of disaster survivors.
Enhance public and private resource and services support for an affected area.
Environmental Response/Health and Safety
Objective: Conduct appropriate measures to ensure the protection of the health and
safety of the public and workers, as well as the environment, from all-hazards in support
of responder operations and the affected communities.
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Critical Tasks:
Identify, assess, and mitigate worker health and safety hazards and disseminate
health and safety guidance and resources to response and recovery workers.
Minimize public exposure to environmental hazards through assessment of the
hazards and implementation of public protective actions.
Detect, assess, stabilize, and clean up releases of oil and hazardous materials into
the environment, including buildings/structures, and properly manage waste.
Identify, evaluate, and implement measures to prevent and minimize impacts to
the environment, natural and cultural resources, and historic properties from all-
hazard emergencies and response operations.
Fatality Management
Objective: Provide fatality management services, including decedent remains recovery
and victim identification, working with local, state, tribal, territorial, insular area, and
Federal authorities to provide mortuary processes, temporary storage, or permanent
internment solutions, sharing information with mass care services for the purpose of
reunifying family members and caregivers with missing persons/remains, and providing
counseling to the bereaved.
Critical Tasks:
Establish and maintain operations to recover a significant number of fatalities over
a geographically dispersed area.
Mitigate hazards from remains, facilitate care to survivors, and return remains for
final disposition.
Mass Care Services
Objective: Provide life-sustaining and human services to the affected population, to
include hydration, feeding, sheltering, temporary housing, evacuee support, reunification,
and distribution of emergency supplies.
Critical Tasks:
Move and deliver resources and capabilities to meet the needs of disaster
survivors, including children and adults with disabilities and/or access and
functional needs.
Establish, staff, and equip emergency shelters and other temporary housing
options ensuring that shelters and temporary housing units are physically
accessible for children and adults with disabilities and/or with access and
functional needs.
Move from congregate care to non-congregate care alternatives and provide
relocation assistance or interim housing solutions for families unable to return to
their pre-disaster homes.
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Mass Search and Rescue Operations
Objective: Deliver traditional and atypical search and rescue capabilities, including
personnel, services, animals, and assets to survivors in need, with the goal of saving the
greatest number of endangered lives in the shortest time possible.
Critical Tasks:
Conduct search and rescue operations to locate and rescue persons in distress.
Initiate community-based search and rescue support operations across a wide
geographically dispersed area.
Ensure the synchronized deployment of local, regional, national, and international
teams to reinforce ongoing search and rescue efforts and facilitate the integration
of recovery activities.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Public Works Department (PWD)
PWD serves as the ESF #3 Coordinator and a Primary City Department, providing
overall coordination for ESF #3 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
□ Maintain the Emergency Fuel Allocation Plan (EFAP).
□ Maintain list of all Public Works equipment to be used during emergency response.
□ Maintain a current inventory of transportation resources.
□ Recruit, designate, and maintain a list of both internal and external support
personnel.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Plan and coordinate with support departments and organizations.
□ Evaluate status of current resources to support public works operations.
□ Allocate existing and available resources.
□ Request additional resources as needed.
□ Begin damage assessment for its own area assets.
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□ Provide oversight and subject matter expertise during cleanup operations,
following local, state, and federal regulations.
□ Establish policies, procedures, plans, and programs to address the recovery
process.
Supporting City Departments
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department for transportation-related activities,
supporting ESF #3 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ Provide a Disability Access and Functional Needs (DAFN) Technical Specialist to
the City EOC to provide information and subject matter expertise to all EOC
Sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
□ Coordinate with Maricopa County to support accessibility needs for individuals with
disabilities and others with access and functional needs.
Parks and Recreation Department (PRD)
PRD serves as a Supporting City Department, supporting ESF #3 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Alert Parks and Recreation Department personnel and the public of the hazardous
conditions and maintain communication with them throughout the event.
□ Direct the termination of non-essential Parks and Recreation Department functions
if the situation warrants and as the City Manager directs.
□ In coordination with the EOC, ensure the availability of manpower, equipment, and
material.
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□ Provide specialized and technical maintenance assistance for Parks and
Recreation and other City department facilities as needed.
Phoenix Fire Department (PFD)
PFD serves as a Supporting City Department, supporting ESF #3 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Establish on-site liaison at the Unified Command Post.
□ Provide all firefighting support and resources.
□ Provide emergency medical and disaster management.
□ Coordinate tactical operations.
□ Establish and provide a transportation sector to supervise regular and improvised
ambulances until a medical coordinator is available.
□ Recall off-duty personnel, as appropriate.
Phoenix Police Department (PPD)
PPD serves as a Supporting City Department, supporting ESF #3 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Begin traffic control procedures as appropriate.
□ Warn the public of any potentially dangerous situation.
□ Control access to and prevent looting in damaged or evacuated areas.
□ Direct and control the effects of all law enforcement personnel deployed to the site
of the emergency.
□ Secure critical facilities as the situation warrants.
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Planning and Development Department (PDD)
PDD serves as a Supporting City Department, supporting ESF #3 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Coordinate a comprehensive analysis of damage to buildings, roads, and other
facilities in the affected area assisted by the Public Works, Fire, Police, and Street
Transportation Departments, and report same to the EOC.
□ Provide personnel for building inspections as needed at the site of the emergency.
□ Begin damage assessment for recovery.
□ Assist in review of post-disaster construction activities to ensure compliance with
City-adopted codes.
□ Determine need for demolition and/or emergency repairs or stabilization of unsafe
public structures.
Public Transit Department (PTD)
PTD serves as a Supporting City Department, supporting ESF #3 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Coordinate with regional transit partners to include Valley Metro.
□ Procure equipment and services from private contractors as needed.
□ Provide community-based transit services and Dial-a-Ride Services.
□ Establish and maintain a working relationship with support departments.
□ Monitor real-time status of transportation infrastructure.
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Street Transportation Department (STD)
STD serves as a Supporting City Department, supporting ESF #3 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide the EOC with an assessment of damage and required repairs, including
cost estimates, and the status of emergency repairs.
□ Assist in traffic management repairs.
□ Provide debris clearance and removal on City roads.
□ Provide and coordinate the use of heavy equipment need in the emergency area.
□ Provide transportation, current roadway, bridge, culvert, traffic signals, and sign
information.
□ Coordinate assignments of private contractors in road and bridge reconstruction
operations at disaster scenes.
□ Evaluate street and bridge conditions and make recommendations for their
opening or closure. Close streets and bridges if such action is needed to protect
life or property.
□ Keep EOC informed of such actions.
□ Make recommendations for emergency repairs to the transportation system
(including those to airport and storm drainage) and coordinate emergency
construction activities as necessary. Work with Associated General Contractors for
repairs as required.
Water Services Department (WSD)
WSD serves as a Supporting City Department, supporting ESF #3 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
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□ Alert department personnel of the hazardous situation.
□ Prioritize restoration of any service disruptions.
□ Assist in evaluating losses, assess damages to buildings and infrastructure,
recommend measures for conservation of resources, and respond to needs on a
priority basis.
□ Conduct restoration and maintenance operations until completion of repairs.
□ Upon request of the City Manager, send a representative to the EOC.
□ Ensure availability of personnel, equipment, and material.
All City Departments
All City Departments may support ESF#3: Public Works & Engineering before, during,
and after an emergency by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Assist the Assessment Coordinator in the Emergency Operations Center or the
Planning and Development Department.
□ Serve on damage assessment and/or mitigation teams as requested.
□ Provide personnel to temporarily support recovery activities as requested by the
City EOC.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Emergency Management (MCDEM) supports ESF #3 for
the City of Phoenix by doing the following:
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□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
Maricopa County Department of Transportation (MCDOT)
Maricopa County Department of Transportation (MCDOT) supports ESF #3 for the City
of Phoenix by doing the following:
□ Provide additional resources needed to restore and maintain transportation and
infrastructure.
Maricopa County Sheriff’s Office (MCSO)
Maricopa County Sheriff’s Office (MCSO) supports ESF #3 for the City of Phoenix by
doing the following:
□ Provide assistance to the Phoenix Police Department when existing law
enforcement resources are overwhelmed.
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Emergency and Military Affairs (DEMA) supports ESF #3 for the
City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations as appropriate.
Arizona Department of Public Safety (DPS)
Arizona Department of Public Safety (DPS) supports ESF #3 for the City of Phoenix by
doing the following:
□ Provide assistance to the Phoenix Police Department when existing law
enforcement resources are overwhelmed.
Arizona Department of Transportation (ADOT)
Arizona Department of Transportation (ADOT) supports ESF #3 for the City of Phoenix
by doing the following:
□ Provide additional resources needed to restore and maintain transportation and
infrastructure
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
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Federal
Homeland Security Presidential Directives
o HSPD-7: Critical Infrastructure Identification, Prioritization, and Protection
National Disaster Recovery Framework
National Infrastructure Protection Plan
National Response Framework
▫ ESF #3 – Public Works and Engineering
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #3 – Public Works and Engineering
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
Emergency Fuel Allocation Plan (EFAP)
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ESF #4: Firefighting Annex
Key Response Agencies
ESF Coordinator Phoenix Fire Department (PFD)
Primary City
Departments
Phoenix Fire Department (PFD)
Supporting City
Departments
Communications Office (COM)
Office of Emergency Management (OEM)
Phoenix Police Department (PPD)
Strategic
Partners
County
Maricopa County Sheriff’s Office (MCSO)
Private Sector and Community-Based Organizations
Public Utility Companies including:
Arizona Public Safety (APS)
Salt River Project (SRP)
Southwest Gas (SWG)
Introduction
Purpose
The Emergency Support Function (ESF) #4: Firefighting Annex provides an
organizational framework for responding to emergency events including fire, search and
rescue, hazardous materials, and other small- to large-scale disaster situations. The goal
of this annex is that rescue activities are conducted safely, and the incident is managed
in accordance with the principles of the National Incident Management System (NIMS)
and the Incident Command System (ICS).
Scope
This annex provides a coordinated response to mitigate incidents including suppression
of wildland, rural, and urban fires and other rescue situations resulting from manmade or
natural disasters.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
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All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
All operating personnel shall work within a Standard Risk Management Plan. The
application of the plan will continuously be reassessed at all levels of the incident
until all units leave the scene. If the incident size-up has determined that neither
savable lives nor savable property is present because of the conditions, no or very
limited risk shall be taken within a defensive strategy. See Phoenix Fire
Department (PFD) Standard Operating Procedure 201.01C: Risk Management
System and Safety for additional information.
Situation
The City of Phoenix Fire Department (PFD) has the responsibility for all fire suppression
and rescue activities within the City’s boundaries and is part of a regional automatic aid
consortium. Fires on State or County land may be suppressed by PFD when authorized
by the Fire Management Office of the State Land Department.
The City of Phoenix faces threats from fires including wildland, urban, and urban interface.
The city also faces threats from hazardous materials spills and/or releases, rescue
situations, evacuation due to rapidly moving fires, other emergency, or disaster events,
and small- to large-scale disasters.
PFD is the lead agency in responding to fires, hazardous materials releases, and other
rescue events. Most situations are routinely handled by PFD; however, during a large-
scale event, the Incident Commander may request activation of the Phoenix Emergency
Operations Center (EOC) to support the incident.
Planning Assumptions
Emergencies that affect the City of Phoenix are normally handled by the Phoenix
Fire Department and adjoining municipalities through automatic aid agreements
and regional dispatch capabilities.
An emergency/disaster may not deplete all resources; however, once the
resources are committed, there will be a need to support the efforts logistically
through advanced planning.
Urban, rural, and wildland fires will occur within the City of Phoenix and its
surrounding jurisdictions. During a significant event, large damaging fires could be
common.
In a disaster, some firefighting resources may become scarce or damaged.
County, State, and other resources may be needed. Secondary events or disasters
will threaten lives and property as well as firefighting personnel.
Wheeled-vehicle access may be hampered due to damage that makes
conventional travel to the fire locations extremely difficult or impossible except, in
some cases, by air.
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Concept of Operations
General
The Phoenix Fire Department (PFD) is responsible for developing the operational policy
that coordinates fire and rescue services during an emergency/disaster occurring within
the jurisdictional boundaries of the department. PFD is also responsible for training
related to this policy. ESF #4 may be activated independently or in conjunction with other
ESFs, depending on the needs of the situation.
In the event of a natural or manmade disaster that affects the City of Phoenix and requires
resources beyond normal capabilities, the Incident Commander (IC) may request
additional regional resources and request the activation of the Emergency Operations
Center (EOC).
Additional resources for firefighting or rescue operations may be obtained via any of the
following methods at the discretion of the Incident Commander:
Automatic aid from regional municipalities.
Resources requested through the Arizona State Fire Mutual Aid System.
Arizona Mutual Aid Compact (AZMAC) enables participating political subdivisions
and tribal nations to share resources, personnel, etc., during emergencies and
then to be reimbursed for the resources by the supporting party.
Actions
Mitigation &
Preparedness
Maintain awareness of fire and weather forecasting information
and maintain a state of readiness.
Implement efficient and effective agreements with other fire first
response agencies.
Maintain reliable communications and incident command systems
among support agencies.
Recruit, train, and designate fire services personnel to serve in the
EOC.
Participate in drills and exercises to evaluate fire services response
capability.
Response &
Recovery
Maintain a list of current fire services agencies and resource
capabilities.
Coordinate fire services support among the EOC, functional
support agencies, organizations, and other emergency operation
centers.
Obtain, maintain, and provide fire situation and damage
assessment information.
Channel fire services information for public release through the
EOC.
Conduct firefighting operations.
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Provide technical assistance and advice in the event of fires that
involve hazardous materials.
Continue fire services operations through re-entry.
Maintain vehicles and provide fuel.
Maintain records of expenditures and document resources utilized
during recovery.
Emergency Warning and Public Information
Emergency warning and public information procedures will be in accordance with the
Emergency Public Warning Annex. Use of the Reverse 911 system, and wireless
emergency alerts (WEA) will be utilized in addition to traditional and social media.
Message language will be inclusive and include information for people with disabilities
and others with access and functional needs. See Emergency Public Warning Support
Annex for additional information.
Urban Fires
Within the City of Phoenix, most fires in residential and commercial buildings are routinely
handled by PFD or with assistance through automatic aid agreements. Requests for such
assistance are handled through normal emergency management channels.
High-Rise Buildings
High-Rise Planning and Fire Code
The Phoenix Fire Department maintains a High-Rise Task Force, which is a group
composed of Fire Prevention and Operations personnel whose goal is to share
information between the two sections. This group coordinates evacuation plans,
evacuation drills, informational meetings, communication, and relationship-forming with
local building managers and representatives of high-rise buildings.
The High-Rise Task Force works with building owners and managers to develop
emergency action plans. These plans include listing locations of people with mobility
disabilities, use of buddy system, use of areas of safe refuge, and other emergency fire
action items. Firefighting units can access these plans and information on arrival at the
scene.
City of Phoenix Fire Code Section 408.12.4 establishes requirements for
evacuation plans to include a means for accounting for people who are mobility
impaired, responsibilities of the fire safety director, responsibilities of floor
wardens, stairwell monitors, elevator monitors, searchers, and other individuals
tasked in an evacuation.
City of Phoenix Fire Code Section 405 states the frequency of required evacuation
drills in various occupancies. High-rise buildings are required to conduct an
evacuation drill annually.
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High-Rise Response
The High-Rise Team is composed of specially trained firefighters who respond to
emergency incidents involving high-rise and mid-rise buildings. The team also serves as
the Access and Functional Needs Team that responds to incidents involving major
evacuations throughout the City of Phoenix. This team assists with the evacuation of
people with disabilities and others with access and functional needs. Training includes
how to communicate using pictograms, white boards or pen and paper, and people-first
language, as well as proper approach and use of evacuation chairs.
Throughout the city, PFD maintains evacuation chairs (stair chairs) on emergency
apparatus, ready for immediate deployment in any emergency situation. These
specialized chairs enable first responders to safely transport individuals with mobility
challenges downstairs when elevators cannot be used.
The initial response to a high-rise or large-area evacuation will consist of the High-
Rise/Access and Functional Needs Team in addition to the closest first alarm assignment.
The High-Rise/Access and Functional Needs Team will respond with the following
personnel and equipment:
30 firefighters
10 paramedics
4 engines
2 ladders
1 Command Officer
Additional units include the heavy rescue unit, high-rise support truck, and high-rise
ventilation unit. Additional units may be requested by the Incident Commander as
required.
During an emergency incident in a high-rise building, standard procedure will be to
conduct a primary search for all occupants. Primary search procedures in immediately
dangerous to life and health (IDLH) atmospheres will be conducted in full protective
equipment and as rapidly as possible. In areas in which IDLH atmospheres do not exist,
search procedures are as indicated below in Large Area Evacuations.
Emergency evacuations in an IDLH environment may require rescue and removal of
people from the building that do not have time or opportunity to bring durable medical
equipment or other life-sustaining supplies. When required, additional durable medical
equipment will be requested from the Office of Emergency Management.
In non-IDLH situations, people with disabilities will be evacuated with their life sustaining
medical supplies and service animals.
A hotline will be established during a major disaster in which people with disabilities will
be able to call to report their condition and to request assistance or other information
related to the disaster, including shelter locations and evacuation routes. Any information
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provided to the call-taker that indicates assistance is required will be forwarded to the
EOC or to the IC depending on the incident. PFD members will route translation needs
through the Phoenix Regional Dispatch Center for assistance.
Wildland and Wildland Interface Fires
Wildland and wildland interface fires (fires that border wildland and urban areas) are
routinely handled by PFD with assistance through automatic aid. A fast-moving wildland
fire may force immediate evacuation of neighborhoods or sections of the City. Although
time consuming with limited initial resources, these situations may require door-to-door
notifications.
Large Area Evacuations
Certain situations, including widespread power outage or rapidly progressing fires, may
require search and evacuation of entire neighborhoods or large sections of the City. As
described above in High-Rise and Evacuation, the High-Rise/Access and Functional
Needs Team will respond to assist the evacuation efforts.
Warning the public of an evacuation will require warning and notification
procedures as indicated in the annex and may require door-to-door notification.
Door-to-door notifications are described in the subsection below.
In a small-scale incident, search and notification may be handled by normal
responding fire and police resources. The High-Rise/Access and Functional Needs
Team may be requested by the Incident Commander as required.
Service animals will be evacuated with their owners and not separated from the
owner.
Medium-size incidents will require the first-alarm assignments, the High-
Rise/Access, and Functional Needs Team, and depending on the size of the area,
the Phoenix Urban Search and Rescue team.
Very large areas or incidents requiring resources in addition to those listed above
will require a disaster declaration and use of Community Emergency Response
Team (CERT) and Voluntary Organizations Active in Disasters (VOAD) resources
to support the event.
As outlined above, a hotline will be established in all major incidents in order not
to overwhelm the 9-1-1 system and to support the ability of people with disabilities
to contact the hotline for disaster information and to report their location and
immediate needs.
Additionally, in a long-term, large-scale disaster, it may be necessary to conduct
Community Wellness Checks on those impacted by the incident .
Door-to-Door Notification of Evacuation
Door-to-door emergency notification is time consuming and requires many first
responders. In many cases, adequate resources and time are not available to do this type
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of face-to-face notification. Use of sirens, air horns, and PA systems will speed the alert
process. The Incident Commander will ensure that traditional media, Reverse 911and
Wireless Emergency Alerts (WEAs), as appropriate, are also utilized for the warning. For
detailed information on door-to-door notification procedures, see Phoenix Fire
Department Regional SOP “Evacuation Sector” M.P. 201.05E.
When making door-to-door evacuations:
Be in uniform.
Wear your helmet.
Shine flashlights in windows and under doors to alert persons who are deaf or hard
of hearing.
Always use the doorbell, as people who are deaf may have a signal light attached
to the doorbell.
Strike the door with the broad side of an axe or other object to create vibrations
within the structure.
Pictograms, white boards, and/or pen and paper will be utilized to communicate
with people who are deaf or hard of hearing.
Language translation services are to be requested through Dispatch.
Face-to-face notification should include the following instructions:
There is an emergency.
You are in danger.
Leave immediately.
Go to shelter (location).
Take (
) route out of area to reach the designated shelter location.
Do you need transportation and/or accessible transportation?
Consider multi-lingual needs and request interpretive services as needed and use
pictograms or pen/paper to relay this information.
Evacuees should be advised to take the following items:
Wallet/purse
House and car keys
Money
Eyeglasses
Medications and necessary medical equipment
Proper/warm clothing
Service animals and pets
Hazardous Materials Incidents
The Phoenix Fire Department (PFD) is the lead agency for responding and mitigating
hazardous materials incidents within the City of Phoenix to limit the effects of a release
on life, property, and the environment.
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PFD Hazardous Materials Team(s) will be deployed to the site of the spill or release of
hazardous materials to conduct assessments, to initiate defensive or offensive response
operations to mitigate the incident, and to provide decontamination procedures.
Decontamination is the systematic process of removing or neutralizing harmful materials
and is necessary to protect the health and safety of first responders and community
members. Considerations during a decontamination response will include ensuring that
service animals are decontaminated with their owners and are not separated from the
owner. Certain durable medical equipment such as a motorized wheelchair (scooter) will
be tagged and decontaminated only by a qualified equipment technician. Alternate
wheelchairs will be required on scene and provided to those displaced from the motorized
wheelchairs (scooters). If additional wheelchairs are required, they will be requested
through the Office of Emergency Management. Signs/boards and pictograms will be
utilized to assist in communication with people who are deaf in the event an interpreter is
not available. People who are blind or who have low vision will require wayfinding
assistance.
For additional detailed procedures, see Phoenix Fire Department Regional Standard
Operating Procedure M.P. 204.01B.
Core Capabilities
All ESFs, including ESF # 4, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
In addition, ESF #4 directly supports the following core capabilities:
Operational Communications
Logistics and Supply Chain Management
Infrastructure Systems
On-Scene Security, Protection, and Law Enforcement
Public Health, Healthcare, and Emergency Medical Services
Fire Management and Suppression
Situational Assessment
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
Operational Communications
Objective: Ensure the capacity for timely communications in support of security,
situational awareness, and operations available, among and between affected
communities in the impact area and all response forces.
Critical Tasks:
Ensure the capacity to communicate with both the emergency response
community and the affected populations and establish interoperable voice and
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data communications between local, state, tribal, territorial, and Federal first
responders.
Re-establish sufficient communications infrastructure within the affected areas to
support ongoing life-sustaining activities, provide basic human needs, and
facilitate the integration of recovery activities.
Re-establish critical information networks, including cybersecurity information-
sharing networks, to inform situational awareness, enable incident response, and
support the resiliency of key systems.
Logistics and Supply Chain Management
Objective: Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and fuel support, as
well as the coordination of access to community staples. Synchronize logistics capabilities
and enable the restoration of impacted supply chains.
Critical Tasks:
Mobilize and deliver governmental, nongovernmental, and private sector
resources within and outside of the affected area to save lives, sustain lives, meet
basic human needs, stabilize the incident, and facilitate the integration of recovery
efforts, to include moving and delivering resources and services to meet the needs
of disaster survivors.
Enhance public and private resource and services support for an affected area.
Infrastructure Systems
Objective: Stabilize critical infrastructure functions, minimize health and safety threats,
and efficiently restore and revitalize systems and services to support a viable, resilient
community.
Critical Tasks:
Decrease and stabilize immediate infrastructure threats to the affected population,
to include survivors in the heavily- damaged zone, nearby communities that may
be affected by cascading effects, and mass care support facilities and evacuation
processing centers with a focus on life-sustainment and congregate care services.
Re-establish critical infrastructure within the affected areas to support ongoing
emergency response operations, life sustainment, community functionality, and
facilitate the integration of recovery activities.
Provide for the clearance, removal, and disposal of debris.
Formalize partnerships with governmental and private sector cyber incident or
emergency response teams to accept, triage, and collaboratively respond to
cascading impacts in an efficient manner.
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On-Scene Security, Protection, and Law Enforcement
Objective: Ensure a safe and secure environment through law enforcement and related
security and protection operations for people and communities located within affected
areas and for response personnel engaged in lifesaving and life-sustaining operations.
Critical Tasks:
Establish a safe and secure environment in an affected area.
Provide and maintain on-scene security and meet the protection needs of the
affected population over a geographically dispersed area while eliminating or
mitigating the risk of further damage to persons, property, and the environment.
Public Health, Healthcare, and Emergency Medical Services
Objective: Provide lifesaving medical treatment via Emergency Medical Services and
related operations and avoid additional disease and injury by providing targeted public
health, medical, and behavioral health support, and products to all affected populations.
Critical Tasks:
Deliver medical countermeasures to exposed populations.
Complete triage and initial stabilization of illness or casualties and begin definitive
care for those likely to benefit from care and survive.
Develop public health interventions to maintain and improve the health of
individuals placed at risk due to disruptions in healthcare and societal support
networks.
Return medical surge resources to pre-incident levels, complete health
assessments, and identify recovery processes.
Fire Management and Suppression
Objective: Provide structural, wildland, and specialized firefighting capabilities to
manage and suppress fires of all types, kinds, and complexities while protecting the lives,
property, and the environment in the affected area.
Critical Tasks:
Provide traditional first response or initial attack firefighting services.
Conduct expanded or extended attack firefighting and support operations through
coordinated response of fire management and specialized fire suppression
resources.
Ensure the coordinated deployment of appropriate local, regional, national, and
international fire management and fire suppression resources to reinforce
firefighting efforts and maintain an appropriate level of protection for subsequent
fires.
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Situational Assessment
Objective: Provide all decision makers with decision-relevant information regarding the
nature and extent of the hazard, any cascading effects, and the status of the response.
Critical Tasks:
Deliver information sufficient to inform decision making regarding immediate
lifesaving and life-sustaining activities, and engage governmental, private, and
civic sector resources within and outside of the affected area to meet basic
human needs and stabilize the incident.
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining
activities, and engage governmental, private, and civic sector resources within
and outside of the affected area to meet basic human needs, stabilize the
incident, and facilitate the integration of recovery activities
Organization and Assignment of Responsibilities
ESF Coordinator and Primary Department(s)
Phoenix Fire Department (PFD)
PFD serves as the ESF #4 Coordinator and a Primary City Department, providing
overall coordination for ESF #4 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
□ Develop and maintain plans and procedures to provide fire, rescue, and EMS
services in times of emergency.
□ Check and maintain firefighting communications equipment.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Manage and coordinate firefighting activities, including the detection and
suppression of fires.
□ Provide radiological monitoring and decontamination.
□ Provide personnel, equipment, and supplies to support firefighting operations.
□ Assist with warning and alerting evacuations communications.
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Supporting City Departments
Communications Office (COM)
COM serves as a Supporting City Department for ESF #4 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide initial warning and alerting to the public in the event of an evacuation.
□ Provide periodic briefings for City Manager’s Office as required.
Office of Emergency Management (OEM)
OEM serves as a Supporting City Department for ESF #4 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide support to on-scene emergency response personnel when the EOC is
activated.
□ Coordinate requests for non-mutual aid assistance.
□ Coordinate
emergency
management
activities
with
non-governmental
organizations (NGOs) and voluntary organizations active in disaster (VOADs).
Phoenix Police Department (PPD)
PPD serves as a Supporting City Department for ESF #4 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
□ Identify and maintain a list of essential services and facilities, which must continue
to operate and may need to be protected.
During an emergency:
□ If requested, send representatives to the EOC.
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□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide traffic control and identify evacuation routes.
□ Provide resources to conduct evacuations.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Sheriff’s Office (MCSO)
MCSO supports ESF #4 for the City of Phoenix by doing the following:
□ Aid Phoenix Police Department when existing law enforcement resources are
overwhelmed.
Private Sector and Community-Based Organizations
Public Utility Companies
Public utility companies (APS, SRP, and/or SWG) support ESF #4 for the City of Phoenix
by doing the following:
□ Provide a liaison to serve as a safety officer or subject matter expert when
appropriate.
□ De-energize lines and shut off gas lines to ensure safety of firefighter personnel
and the public.
Authorities and References
Federal
National Disaster Recovery Framework
National Response Framework
▫ ESF #4 – Firefighting
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #4 – Firefighting
County
Maricopa County Emergency Operations Plan
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City of Phoenix
Phoenix Fire Department Standard Operating Procedures (SOPs)
o M.P. 201.01C – Risk Management System and Safety
o M.P. 201.05E – Evacuation Sector
o M.P. 202.11 – High Rise Plans
o M.P. 202.15 – Brush and Wildland Fires
o M.P. 204.01A – Hazardous Materials Evacuation
o M.P. 204.01B - Hazardous Materials Decontamination
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ESF #5: Information and Planning Annex
Key Response Agencies
ESF
Coordinator
Office of Emergency Management (OEM)
Primary City
Departments
Office of Emergency Management (OEM)
Supporting City
Departments
Communications Office (COM)
Equal Opportunity Department (EOD)
Office of Public Health (OPH)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Public Transit Department (PTD)
Public Works Department (PWD)
Street Transportation Department (STD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
Maricopa County Department of Transportation (MCDOT)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Public Safety (DPS)
Arizona Department of Transportation (ADOT)
Introduction
Purpose
The purpose of the Emergency Support Function (ESF) #5: Information and Planning
Annex is to provide for the coordination of critical emergency management activities for
an incident response within the city, or in support of a regional event, as appropriate. This
coordination includes the core management and administrative functions of the City
Emergency Operations Center (EOC) to ensure effective and efficient response and
recovery.
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Scope
Utilizing the principles and objectives of the National Incident Management System
(NIMS) and the Incident Command System (ICS), ESF #5 provides core emergency
management and coordination activities of City resources during emergency operations
to ensure the efficient use of all resources to protect lives and property.
ESF #5 activities include those functions that are critical to support and facilitate planning
and coordination of operations involving multiple City departments for potential or actual
incidents of City-wide significance. This includes:
Alert and notification.
Strategic incident action planning.
Coordination of operations, logistics and material, and information management.
Resource acquisition and management, worker and public safety and health,
facilities management, financial management, and other support as required.
Collection and processing of disaster conditions and dissemination of emergency
public information about an actual or potential emergency.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
An emergency or disaster will require the coordination of all emergency management
activities including, but not limited to, preparedness, response, recovery, and mitigation.
Preparedness involves pre-incident planning and preparation of Emergency Operations
Plans (EOPs), memos of understanding (MOUs), training, and exercises. The response
phase includes coordination of incident response activities, provision of emergency relief
to individuals (including mass sheltering, distribution of emergency food/water, other
emergency supplies, etc.), and coordination of logistical support for all responding
agencies. Recovery coordination will include support and coordination during restoration
of public infrastructure and utilities (including continued mass sheltering and other
activities for displaced individuals) to a normal or near-normal condition and continuity of
government operations. Mitigation will include pre- and post-incident planning and
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activities focused on reducing the impact of disasters on both infrastructure and the
population.
Planning Assumptions
If the emergency increases in duration, scope, or complexity, the demands for
support will be immediate and continuous.
ESF #5 will provide direction for securing resources from county, state, and federal
entities.
Ensure the coordination and involvement of appropriate elected or appointed
officials when involving multiple levels of government.
Emergency and disaster response services and activities will be accessible to the
whole community regardless of disability, access, or functional need, as per the
Americans with Disability Act (ADA).
This plan is committed to the principle that it takes the full range of government,
private, non-government, faith-based, and volunteer groups to successfully meet
the needs of the whole community during times of disaster.
The City of Phoenix will ensure that individuals with disabilities and others with
access and functional needs will have equal access to all programs, services, and
activities offered to the general community of the city during an emergency.
Concept of Operations
General
The Office of Emergency Management (OEM) operates under the direction of the OEM
Director (or designee) and is responsible for the direction and control of the following
emergency management activities:
During non-emergency periods, develop a comprehensive disaster plan
emergency operations plan.
Coordinate all aspects of plan preparation, including staff training and exercises,
to maintain operational readiness for effective plan activation when required
During emergencies, activate the Emergency Operations Plan (EOP) in whole or
in part.
Coordinate the emergency activities of all City departments and agencies.
Coordinating the City emergency activities with Maricopa County.
Actions
Mitigation &
Preparedness
Conduct comprehensive hazard identification and risk assessment
to determine threats and vulnerabilities within the City.
Evaluate and document response capabilities and resource
capacities across City departments, partner agencies, and
supporting organizations.
Develop and maintain the Emergency Operations Plan (EOP).
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Coordinate and secure standard operating procedures (SOPs)
from agencies with primary responsibilities for ESFs.
Maintain the city's EOC and ensure it's in a constant state of
readiness.
Coordinate communication resources with other agencies to
maintain an emergency warning system.
Coordinate and maintain Geographic Information System (GIS)
data and applications to support mitigation and response efforts.
Identify resources and equipment available to support agencies
and organizations with ESF responsibilities (e.g., mobile command
posts, critical facilities).
Create and maintain a training program for EOC staff and
emergency support function (ESF) representatives to ensure
operational readiness.
Conduct drills and exercises to evaluate information and planning
capability.
Response &
Recovery
Activate and obtain resources for the EOC.
Notify appropriate agencies with ESF responsibilities about the
EOC activation.
Upon activation of the EOC, ensure a DAFN Technical Specialist
will be in the EOC.
Coordinate emergency warning communication with appropriate
local, state, and volunteer agencies and organizations.
Utilize GIS to display and analyze location-based incident
information and maintain a common operating picture.
Coordinate with public safety and other necessary city
departments to ensure evacuation plans are in place during
events/incidents that may require evacuations.
Coordinate needs and damage assessments of affected areas.
Prepare timely situation reports for information sharing among
EOCs, public information, and city leadership, as needed.
Ensure the preparation and publishing of an incident action plan
(IAP) for all operational periods.
Secure and disseminate information in support of other ESFs.
Coordinate with partners to collect information regarding
significant weather events affecting the current operational period
and provide weather forecasts for the next operational period.
Establish a closing (demobilization) date for the EOC.
Maintain records of expenditures and document resources utilized
during recovery.
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Core Capabilities
All ESFs, including ESF #5, support the following cross-cutting core capabilities as
delineated in the National Response Framework (NRF): Planning, Operational
Coordination, and Public Information and Warning.
In addition, ESF #5 directly supports the following core capabilities:
Situational Assessment
Planning
Public Information and Warning
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
Situational Assessment
Objective: Provide all decision makers with decision-relevant information regarding the
nature and extent of the hazard, any cascading effects, and the status of the response.
Critical Tasks:
Deliver information sufficient to inform decision making regarding immediate
lifesaving and life-sustaining activities, and engage governmental, private, and
civic sector resources within and outside of the affected area to meet basic human
needs and stabilize the incident.
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining
activities, and engage governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs, stabilize the incident, and
facilitate the integration of recovery activities
Planning
Objective: Conduct a systematic process engaging the whole community as appropriate
in the development of executable strategic, operational, and/or tactical-level approaches
to meet defined objectives.
Critical Tasks:
Develop operational plans that adequately identify critical objectives based on the
planning requirements, provide a complete and integrated picture of the sequence
and scope of the tasks to achieve the objectives, and are implementable within the
time frame contemplated in the plan using available resources.
Public Information and Warning
Objective: Deliver coordinated, prompt, reliable, and actionable information to the whole
community using clear, consistent, accessible, and culturally and linguistically appropriate
methods to effectively relay information regarding any threat or hazard and, as
appropriate, the actions being taken, and the assistance being made available.
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Critical Tasks:
Inform all affected segments of society necessary, including accessible tools in
multiple formats of critical lifesaving and life-sustaining information to expedite the
delivery of emergency services and aid the public in taking protective actions.
Deliver credible and actionable messages to inform ongoing emergency services
and the public about protective measures and other life-sustaining actions and
facilitate the integration of recovery activities.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Office of Emergency Management (OEM)
OEM serves as the ESF #5 Coordinator and a Primary City Department, providing
overall coordination for ESF #5 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If required, based on the incident, activate ESF #5. ESF #5 personnel may be
increased or decreased depending on the demands of the emergency.
□ When there is a credible threat, the Office of Emergency Management may
activate the EOC and/or deployment of an assessment team to the area.
□ ESF #5 staff develops the schedule for staffing and operating the Phoenix EOC
from activation to stand-down.
□ Ensure ESF #5 coordinates immediate, short-term, and long-term planning
functions in cooperation with other ESF engaged in operations.
□ Monitor weather systems for their impact.
□ Establish and maintain contact and coordination with the Maricopa County EOC.
□ Provide situational status and damage assessment information as needed; receive
county and state situation information and reports.
□ Develop a Situation Report (SITREP) for the City Manager’s office that provides
an overview of emergency activities.
□ Develop the After-Action Report (AAR); conduct post-incident reviews with
stakeholders.
□ Identify and implement AAR improvements as appropriate.
Additionally, OEM will plan and coordinate the following as needed:
Evacuation operations, including accessible transportation.
Provision of accessible shelters.
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Receipt and distribution of emergency food/water and supplies using points of
dispensing (POD).
Develop timely and inclusive public communications using a wide range of
platforms.
Monitoring for secondary hazards that could arise from the initiating incident.
Conduct damage assessments and disaster analysis operations, as needed.
Disaster assistance programs.
Essential debris clearance.
Decontamination operations.
Ensure that the documentation of all operations and financial expenses to be
forwarded to the Finance Section.
Resource management.
Recovery activities, including support for FEMA reimbursement and infrastructure
restoration.
Supporting City Departments
Communications Office (COM)
The Communications Office serves as a Supporting City Department for ESF #5 by
doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide messaging as appropriate for emergency notification messages to City
personnel through the Emergency Notification System (ENS).
□ Support critical tasks for Public Information and Warning core capability.
Equal Opportunity Department (EOD)
The Communications Office serves as a Supporting City Department for ESF #5 by
doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ Provide a Disability Access and Functional Needs (DAFN) Technical Specialist to
the City EOC to provide information and subject matter expertise to all EOC
Sections on DAFN-related issues and available resources.
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□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
Office of Public Health (OPH)
OPH serves as a Supporting City Department for ESF #5 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide technical expertise and recommendations to the EOC regarding protective
actions for the public, responders, and vulnerable populations.
Phoenix Fire Department (PFD)
PFD serves as a Supporting City Department for ESF #5 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
Phoenix Police Department (PPD)
PPD serves as a Supporting City Department for ESF #5 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
Public Transit Department (PTD)
PTD serves as a Supporting City Department for ESF #5 by doing the following:
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Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate filed personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide and coordinate the use of transit buses and personnel necessary to
support Emergency Management activities.
Public Works Department (PWD)
PWD serves as a Supporting City Department for ESF #5 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ In coordination with OEM and PFD, establish evacuation plans for City-owned
facilities in the downtown corridor, conduct drills, and manage the Floor Warden
program.
During an emergency:
□ If requested, send representatives to the EOC.
Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
Streets Transportation Department (STD)
STD serves as a Supporting City Department for ESF #5 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate filed personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide and coordinate the use of STD equipment and personnel necessary to
support Emergency Management activities.
□ Assist in traffic management discussions.
□ Provide transportation, current roadway, bridge, culvert, traffic signals, and sign
information.
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All City Departments
All City Departments may support ESF#5 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
□ Serve on damage assessment and/or mitigation teams as requested.
□ Provide personnel to temporarily support recovery activities as requested by the
City EOC.
□ Provide situational updates for inclusion in the Situation Report (SITREP).
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports ESF #5 for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
□ Help when existing City resources are overwhelmed.
Maricopa County Department of Public Health (MCDPH)
MCDPH supports ESF #5 for the City of Phoenix by doing the following:
□ Help when existing City resources are overwhelmed.
Maricopa County Department of Transportation (MCDOT)
MCDOT supports ESF #5 for the City of Phoenix by doing the following:
□ Help when existing City resources are overwhelmed.
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State
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports ESF #5 for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
□ Provide financial assistance through public and individual assistance programs
and/or loans.
Arizona Department of Public Safety (DPS)
DPS supports ESF #5 for the City of Phoenix by doing the following:
□ Help when existing resources are overwhelmed.
Arizona Department of Transportation (ADOT)
DPS supports ESF #5 for the City of Phoenix by doing the following:
□ Help when existing resources are overwhelmed.
Authorities and References
Federal
Homeland Security Presidential Directives
o HSPD-5: Management of Domestic Incidents
o HSPD-8: National Preparedness
National Disaster Recovery Framework
National Response Framework
▫ ESF #5 – Information and Planning
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #5 – Information and Planning
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
Phoenix City Code Chapter 11
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ESF #6: Mass Care Annex
Key Response Agencies
ESF
Coordinator
Human Services Department (HSD)
Primary City
Departments
Equal Opportunity Department (EOD)
Human Services Department (HSD)
Office of Emergency Management (OEM)
Office of Public Health (OPH)
Parks and Recreation Department (PRD)
Supporting City
Departments
City Manager’s Office (CMO)
Community Assistance Program (CAP)
Community Emergency Response Team (CERT)
Housing Department (HOU)
Law Department (LAW)
Neighborhood Services Department (NSD)
Office of Heat Response and Mitigation (OHRM)
Office of Homeless Solutions (OHS)
Phoenix Convention Center (PCC)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Public Transit Department (PTD)
All City Departments
Strategic
Partners
County
Maricopa County Animal Care and Control (MCACC)
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
Maricopa County Environmental Services Department (MCESD)
Maricopa County Sheriff’s Office (MCSO)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Health Services (ADHS)
Arizona Humane Society (AHS)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
Maricopa County Community Organizations Active in Disaster
(MCCOAD)
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The Salvation Army (TSA)
Introduction
Purpose
The Emergency Support Function (ESF) #6: Mass Care Annex describes how the City of
Phoenix coordinates and provides life sustaining resources, essential services, and
programs when activated by the City of Phoenix to address the mass care, emergency
assistance, temporary housing, and human services needs of people impacted by
disasters.
Scope
Activities encompassed within the scope of ESF #6 include:
Mass Care: congregate sheltering, feeding, distribution of emergency supplies,
and family reunification.
Emergency Assistance: coordination of voluntary organizations and unsolicited
donations and management of unaffiliated volunteers; essential community relief
services; non-congregate and transitional sheltering; support to individuals with
disabilities and others with access and functional needs in congregate facilities;
support to children in disasters; support of mass evacuations; and support for the
rescue, transportation, care, shelter, and essential needs of household pets and
service animals
Temporary Housing: rental, repair, and loan assistance; replacement; factory-
built housing; semi-permanent construction; referrals; identification and provision
of safe, climate controlled, secure, functional, and physically accessible housing;
and access to other sources of temporary housing assistance
Human Services: disaster assistance programs that help survivors address
unmet disaster-caused needs and/or non-housing losses through loans and
grants; also includes supplemental nutrition assistance, crisis counseling, recovery
case management, disaster unemployment, disaster legal services, and other
state human services programs and benefits to survivors.
This annex is applicable to City of Phoenix departments with responsibilities to coordinate
or support mass care operations. Of particular importance are the following:
City departments with emergency public safety functions
City departments with routine interaction with the public
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
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All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Mass care services include the sheltering of individuals and their families,
household pets, and service animals. Services also include support to evacuations
(including registration and tracking of evacuees and pets), reunification, mass
feeding operations, ensuring the provision of emergency first aid at designated
sites, collecting, and providing information on victims to family members,
coordination of donated goods and services, and coordinating distribution of
supplies.
Situation
Disasters can occur without warning; shelters, first aid, mass care, and feeding sites may
have to be set up with no advance notice. Slowly developing disasters may allow for some
advance notice but might cause the displacement of a large portion of the population.
Such a hazard may necessitate opening shelters and conducting mass care activities
throughout the City.
Planning Assumptions
Emergencies and disasters will occur without warning at any time and will cause
mass casualties.
Widespread damage will necessitate the relocation of victims and the need for
mass care operations.
Some victims will go to shelters; others will find shelter with friends and relatives.
Some will stay with or near their damaged homes.
Shelters will be opened with little notice. Until the American Red Cross (ARC)
personnel arrive and assume responsibility for managing such shelters, local
government personnel will manage and coordinate shelter and mass care
activities.
Essential public and private services will continue during mass care operations.
However, when mass care and shelter operations are initiated in the community at
a school, church, or community center, the facility’s normal activities are disrupted,
even if it is a minor disruption.
Volunteer organizations that normally respond to emergency situations may assist
in mass care operations.
Large numbers of spontaneous volunteers will emerge, which may require
planning and training before volunteers can be released to field operations.
Emergency operations for most human services organizations (mass care,
individual assistance, sheltering, etc.) will be an extension of normal programs and
services.
There may be a significant percentage of the impacted community with disabilities
and access and functional needs that will require additional functional needs
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support services (FNSS) to maintain their independence in the shelter setting
and/or benefit from mass care response operations.
Individuals may become separated from their support systems, family members,
and caregivers and will need assistance locating each other.
Long-term mass care may be required following some disasters.
Individuals with pets will be reluctant to leave without them. Plans for mass care
services, including evacuation, transportation, and sheltering, will need to have a
component for caring for pets in disasters.
Concept of Operations
General
As the identified coordinating department, The City of Phoenix Human Services
Department (HSD), and the listed support departments are responsible for coordinating
mass care, emergency assistance, housing, and human services during a disaster.
As defined by ESF #6, these services include the sheltering of individuals and their
families, household pets, and service animals. Services also include support to
evacuations (including registration and tracking of evacuees and pets), reunification,
mass feeding operations, ensuring the provision of emergency first aid at designated
sites, collecting, and providing information on victims to family members, coordination of
donated goods and services, and coordinating distribution of supplies.
The City of Phoenix is prepared to partner with both non-governmental organizations,
such as the American Red Cross (Red Cross), the Salvation Army and other private
entities, as well as city, county, and state resources to effectively deliver mass care,
emergency assistance, housing, and human services to those impacted by a disaster.
The provision of ESF #6 activities will support county, state, and federal agencies;
voluntary agencies and non-governmental organizations; and the Public Health and
Medical Services Annex (ESF #8) in addressing the functional and access needs among
those impacted by disaster. Functional needs may be present before, during, or after an
incident in one or more areas, including but not limited to maintaining independence,
communication, transportation, supervision, or medical care.
City disaster response services and activities will be accessible by all individuals
regardless of disability or access or functional need. This plan is committed to the principle
that it takes a full range of government, private, non-government, faith-based, and
volunteer groups to successfully meet the needs of the whole community during times of
disaster.
Actions
Mitigation &
Preparedness
Coordinate memoranda of understanding (MOUs) with appropriate
agencies and organizations for the provision of services to or on
behalf of affected individuals and families.
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Maintain City-owned shelter locations, through ARC, and maintain
all relevant facility information (e.g., location, capacity, health
inspection status, accessibility level, pet space, contact
information for facility managers). A shelter assessment will be
completed for each location.
Assist in securing shelter and feeding agreements for emergency
housing and food supplies.
Develop communication strategies to inform and direct people to
shelters including considerations of high risk populations,
language and other cultural components.
Prepare for evacuation and care of the whole community by
participating in drills and exercises to evaluate Mass Care
capabilities relative to meeting whole community needs.
Response &
Recovery
Support opening and operating of city-owned facilities used as
Shelters.
Assist with staffing support for city-owned facilities used as
shelters,
Community
Assistance
Centers
and/or
Family
Reunification Centers upon request.
Staff City-operated shelters with a Disability and Access and
Functional Needs (DAFN) Coordinator to shelters.
Staff the Emergency Operations Center (EOC) with a DAFN
Technical Specialist for mass care operations.
Provide feeding and hydration services for survivors and staff
located at shelters, reception centers, and other locations as
necessary.
Provide
accessible
transportation
for
those
who
need
transportation assistance.
Coordinate individual assistance for unmet needs at shelters and
reception centers.
Work with animal welfare organizations to provide temporary
shelter for animals.
Mass Care
Mass care includes sheltering, feeding, emergency first aid, distribution of emergency
supplies, and collecting and providing information on victims to family members. The
scope and duration of mass care activities provided to the impacted population is
dependent on the nature and complexity of the incident.
Mass Care Logistics Support
The provision of mass care services will require the acquisition and coordination of a
variety of resources. Request for mass care logistical support and services will follow
standard procedures for Emergency Operations Center (EOC) resource requests.
Requests for resources will be processed by the Logistics Section within the EOC and
filled using local resources first. Local resources may include supplies and/or equipment
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purchased from local vendors or obtained through agreements with partner organizations.
When local resources are exhausted, resource requests will be forwarded to the Maricopa
County EOC and then to the State EOC, as necessary.
Congregate Sheltering
HSD is the lead department for shelter operations in the City of Phoenix and is responsible
for staffing the Mass Care Branch Director position when the EOC is activated. While the
City of Phoenix has primary responsibility for their jurisdiction, the Red Cross will serve,
where possible, as the primary support agency responsible for operating traditional
emergency shelters. When necessary, HSD will coordinate City support to Red Cross
shelters. Support may include resources, services, or personnel. When the Red Cross
has exhausted its capacity to support shelter operations, HSD will coordinate the opening
of City-operated shelters. In the event Red Cross is not immediately available to open a
shelter, the City will initiate the set-up and activation of the shelter until Red Cross can
assume responsibility.
All shelters, whether operated by Red Cross or the City, will have a Disability Access and
Functional Needs (DAFN) Coordinator to coordinate the provision of resources and
services necessary to meet the needs of people with disabilities and others with access
and functional needs. For more information, refer to the Sheltering Support Annex.
Mass Feeding
Feeding services may be provided at shelters, reception centers, or evacuation centers,
or they may occur independently. Feeding operations will be based on sound nutritional
standards, ensuring the City meets the dietary requirements regardless of a dietary
restriction, disability, or medical need. Provisions during mass feeding may include but
are not limited to the use of adaptive/assistive equipment/utensils; assistance to
individuals during eating and drinking; support for pre-meal hygiene, food preparation,
and post-meal clean up; and dietary requirements such as low sugar, low protein, pureed
food, etc. Additionally, the city will strive to meet the dietary preferences of individuals
with cultural, religious, ethnic, or other requests for accommodation when possible.
Large-scale feeding operations may require the support of experienced non-
governmental organizations (NGOs), such as the ARC and TSA. ARC, TSA, and partner
organizations will coordinate with the Mass Care Branch within the EOC to determine the
most appropriate location to provide feeding services. The EOC will prioritize services
according to where the need is greatest. Feeding services may be provided in the
following ways:
Mobile kitchens that have the ability to mass produce meals, based on their
available staff, supplies, and the menu plan
Bulk distribution of individually packaged food to the public through designated
distribution points or to residents in shelters
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Service of prepared meals in shelters (prepared either on-site, through vendors, or
in a large central kitchen established to supply several feeding locations)
Distribution of food boxes to help individuals and families going through the
casework and recovery process
Red Cross is responsible for ensuring food service is provided in Red Cross shelters. The
City is responsible for ensuring food service is provided in City shelters, either through
Red Cross-provided resources, TSA resources, or City contracts. .
Full demobilization of feeding programs at shelters and through mobile programs will not
be undertaken until all casework and related individual community member needs are
addressed, including survivors; persons with disabilities, access, or functional needs; and
the public. Indicators that trigger the demobilization of feeding include restoration of
utilities, reopening of stores and restaurants, and availability of Disaster Supplemental
Nutrition Assistance Program (D-SNAP).
Health and Medical Services
Individuals in mass care settings may require support for health and medical needs. In
Red Cross or City-operated shelters, when necessary, staff will be responsible for
providing/coordinating medical services for individuals with medical needs or assistance
related to functional needs support services (FNSS). This may include such things as
ensuring prescriptions are filled, medication administration, minor wound care, glucose
monitoring, oxygen supply and oversight, etc.
When necessary, City Emergency Medical Services (EMS) may assign an EMS unit to
assist with evaluating and/or assessing individuals who experience acute onset of
signs/symptoms of illness. When available, Red Cross Disaster Health Services
volunteers will coordinate access to medical services and provide care, operating within
the scope of their license and comfort.
When necessary, durable medical equipment (DME) and/or consumable medical
supplies (CMS) will be provided to individuals impacted by the disaster. The provision of
DME and CMS will be coordinated through the City EOC in City-operated shelters. To
meet DME and CMS needs, the City will use cached resources or purchase equipment
or supplies from local vendors. When necessary, requests for county or state resources
will be routed through the standard EOC process.
In Red Cross-managed shelters, the acquisition of DME and/or CMS will follow standard
Red Cross processes, first using resources located in the local cache, then regional Red
Cross resources, and then partner organizations. Regardless of EOC activation, Red
Cross may request DME, CMS, or other supplies, services, and/or equipment to ensure
the inclusion, safety, and independence of people with disabilities and others with access
and functional needs.
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Public Health Services
The City of Phoenix Office of Public Health will be the lead facilitator for overseeing public
health services as part of the mass care responses. The Office of Public Health will work
directly with the Maricopa County Department of Public Health (MCDPH), which is the
primary support department for actual provision of public health services. During shelter
operations, MCDPH provides disease surveillance and directs the implementation of any
control or preventative measures. In addition, during any mass care operation that
involves feeding services, The Office of Public Health will coordinate with the Maricopa
County Environmental Services Department (MCESD) to ensure that the required
inspections are completed and submit the necessary report to the MCDPH and the City
of Phoenix Office of Public Health. All public health regulations will continue to apply
during disaster incidents. MCDPH and MCESD resources will be requested and
coordinated through the Maricopa County EOC.
Behavioral Health Services
Mercy Care is the Regional Behavioral Health Authority for Maricopa County and will
coordinate the mental and behavioral health services at all mass care locations within the
City. Mercy Care behavioral health resources include mobile psych care, crisis response
teams, and single-source resources. When able and necessary, the Red Cross will also
provide behavioral health resources at mass care locations. Red Cross and Mercy Care
behavioral health resources will be requested and coordinated through the City EOC
Mass Care Branch. The City EOC will request Mercy Care resources through the County
EOC. When local behavioral health resources are exhausted, the Office of Public Health
will coordinate with MCDPH and AHCCCS for additional resources and to activate
established contracts for behavioral health services.
The City of Phoenix Fire Department Community Assistance Program (CAP) can also be
available to provide crisis intervention, victim advocacy, accessible transportation
assistance and behavioral health services. The CAP program collaborates with external
partners to provide comprehensive care.
Warming and Cooling Centers
Many city facilities are always open to the public during regular business hours and can
serve as cooling centers, hydration stations or respite centers during periods of high heat.
During this time, people are encouraged to seek relief from high temperatures in one of
the designated City/County public cooling centers. The locations and hours of operation
of these cooling centers are posted on the Phoenix.gov website as well the AZ MAG Heat
Relief website. The City of Phoenix Communications Office and the Office of Emergency
Management (OEM) will follow the processes and procedures described in the External
Affairs Annex (ESF #15) to distribute cooling center information to the public in an
accessible manner.
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During disruptions of service or access to a City operated cooling or respite center, the
City of Phoenix will ensure adequate cooling options are available for those at the facility
that is inaccessible. Coordination efforts may include redirecting individuals to
neighboring cooling centers, transporting individuals to other facilities, or establishing
temporary cooling relief operations in other city facilities. When necessary, the City of
Phoenix will open additional cooling center(s) in a facility currently identified as a potential
shelter site. All potential shelter sites in the City of Phoenix have been assessed using
the ADA Department of Justice (DOJ) checklist.
In the unlikely event Phoenix experiences freezing temperatures that evolve into an
emergency response, the City will open a general population shelter for individuals
seeking shelter from the cold weather. The City will follow the sheltering processes and
procedures as outline in the Sheltering Annex.
Transportation
Reception centers, safe areas, and shelter sites will require regular access and
communication with transportation resources throughout an event. The range of
transportation needs include the movement of community members from safe
areas/reception centers to shelters; from shelters to various assistance resources and
housing; non-urgent medical transportation to treatment facilities; and transportation of
disaster survivors back to their residences. Transportation resources will be provided for
the whole community, including accessible resources for people with disabilities and
others with access and functional needs.
When conducting evacuations or transporting individuals during mass care operations,
the city will first use the existing public transit infrastructure and drivers. When necessary,
City of Phoenix Public Transit Department (PTD) will locate temporary bus stop(s) in
locations within proximity of the facility in which mass care services are provided. All
temporary solutions implemented by PTD will adhere to existing ADA standards and
guidelines. The PTD will dispatch para-transit assets for individuals who require
accessible transportation, regardless of current enrollment in the city para-transit
program. If City resources are depleted, PTD will use the transportation assets available
through the City’s agreement with Valley Metro, the regional transit system, school buses
accessible through Arizona Emergency Management Mutual Aid Compact (AZMAC), or
through agreements with community-based organizations. Also, the Phoenix Community
Assistance Program has vehicles that are ADA-accessible and may be called upon to
assist in the movement of individuals impacted by the incident.
On a day-to-day basis, PTD oversees and coordinates public transportation services
through the Operation Control Center (OCC). In smaller incidents, such as localized
flooding or an apartment fire, PTD will address transportation requests through standard
OCC protocols. In larger incidents, transportation services may be coordinated through
the City EOC and/or the PTD OCC.
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People with disabilities and others with access and functional needs may need additional
assistance to use the transportation services provided by the city during a disaster. All
PTD bus drivers, or bus drivers obtained through City contracts, will complete training on
how to aid people with disabilities. Additionally, volunteers or City personnel working in a
mass care location, such as a shelter, are required to complete training on interacting
with and aiding people with disabilities. When necessary, volunteers or City personnel will
be provided Just-In-Time training. (For more information about transportation services,
see the ESF#1: Transportation Annex and the Population Protection Support Annex). In
many cases, individuals displaced by a major emergency may bring their pets with them
to a shelter or reception center. Service animals and emotional support animals for people
with disabilities and others with access and functional needs will be transported with
individuals. PTD and other partner organizations are prepared to transport individuals
with their service animals and emotional support animals during the provision of mass
care services. If needed, the Arizona Humane Society and the Phoenix Community
Assistance Program may be able to assist with the transportation of household pets out
of the evacuation areas to the identified shelter locations. This will only occur if on-scene
Incident Command deems the area safe for responding support agency personnel to
access the area.
Public information regarding the availability of and access to transportation will be the
responsibility of the Joint Information Center (JIC) and will be released in accordance with
the Emergency Public Warning Support Annex and the ESF #15: External Affairs Annex.
Points of Distribution
Emergency supplies may be distributed through points of distribution (PODs), which are
pre-identified locations where the public can pick up emergency supplies following a
disaster. The need for a POD is based on lack of infrastructure to support normal
distribution of food, water, or other supplies. Emergency supplies typically distributed
through PODs include ice, water, food, or tarps. Depending on the needs of City residents,
other commodities may be distributed as well. Decisions regarding POD activation,
deactivation, number of locations, and the types and quantity of available commodities
will be made in the City EOC.
Distribution of emergency supplies in an affected community will continue until they are
deemed to be no longer needed. The triggers and criteria determining when bulk
distribution can be phased out will be an operational decision by the incident managers
and based on community needs. The City of Phoenix will use the Maricopa County
Department of Public Health’s POD Planning Standard Operation Guidelines to establish
and run PODs. Both vehicle and pedestrian traffic will be accommodated during POD
operations.
Voluntary Organization Coordination
Spontaneous volunteers will be directed to HandsOn Greater Phoenix and other
community-based organizations that have established processes to register, train, and
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use volunteers. Volunteers may be used in shelters managed by ARC once the required
vetting and training is complete. Likewise, TSA may use spontaneous volunteers during
feeding or donations management operations. All volunteers who assist with a disaster
response in Phoenix will be managed by the organization with which they are affiliated.
For more information, see the Volunteer Management Support Annex.
Donations Management
A significant disaster produces an overwhelming public response and generates
truckloads of unsolicited goods, which may overwhelm the capabilities and exhaust local
resources. TSA will serve as the lead agency for donations management by managing,
coordinating, and distributing donated goods to meet the needs of the impacted area. The
Red Cross will accept unsolicited donations at shelter and other locations. TSA will
coordinate with Red Cross to transport donated goods to TSA donations receiving sites.
Since monetary contributions are the most useful donations, the public will, in all cases,
be encouraged to make monetary contributions. Monetary donations will be directed to
the Arizona Volunteer Organizations Active in Disaster (AZVOAD), who is a 501(c)(3)
organization. AZVOAD will manage, coordinate and distribute donated monies to those
in need.
TSA will notify any appropriate participating voluntary organizations involved in receiving,
managing, and distributing donations. TSA will identify contacts and locations for
receiving donations and storage warehouses. Local distribution centers, including
churches, community-based organizations, and volunteer agencies, may be established
to provide donated goods to the public at the direction of TSA.
Reunification
Following mass casualty or fatality incidents, the City of Phoenix may establish Family
Reunification Centers (FRC) and/or Community Assistance Centers (CAC). These
facilities provide safe, supportive spaces where survivors and families can receive
information about missing, injured, or deceased loved ones. At these centers, families
can connect with counseling and support services, meet with investigators in a secure
environment, access reunification assistance, and find protection from media attention.
These centers serve as central locations where families can receive coordinated services
and support during extremely difficult circumstances. Both FRCs and CACs facilitate the
crucial process of reuniting family members in the aftermath of tragic events, while
ensuring privacy and dignity for all those affected.
During a mass causality/fatality event, information for victims transported to a medical
care facility or field hospital will be collected from field units by ESF #8 (Health and
Medical) and shared with appropriate support agencies. For more information, see the
City of Phoenix Family Reunification and Community Assistance Center Plan.
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If an unaccompanied minor is identified in a shelter, staff will assume temporary care and
immediately escort the minor to an access-controlled, highly visible shelter location for
ongoing monitoring and safeguarding until reunification with a legal parent and/or
caregiver. When necessary, the Shelter Manager will notify the Mass Care Branch to
coordinate with the Law Enforcement Branch to staff to take the minor(s) into protective
custody.
Household Pets and Service Animals
The City of Phoenix has an agreement with the Arizona Humane Society to support the
rescue, transportation, shelter, and care of household pets as outlined in the Pets
Evacuation and Transportation Standards Act of 2006. When necessary, the City may
request assistance from the Maricopa County Animal Care and Control office through the
MCDEM EOC.
The Red Cross supports the efforts of the Arizona Humane Society to implement plans
to shelter and care for household pets. All reasonable efforts will be made to establish
and co-locate a pet care facility for the sheltered public.
Service animals are required to always stay with their owners and will accompany them
in all mass care locations, including shelters, mass feeding sites, local assistance centers,
etc. Per the ADA, service animals are dogs or miniature horses that have been trained to
perform tasks for people with disabilities. People with service animals may arrive at the
mass care location without all necessary supplies (e.g., dog food, leashes, food bowls,
etc.) In these instances, staff will support the inclusion of service animals by providing
any necessary equipment or supplies and establishing an animal relief area in an
accessible location.
Large Animals and Livestock
The City of Phoenix coordinates with the Arizona Department of Agriculture, the Arizona
Humane Society and local non-profit volunteer organizations to support the evacuation,
transportation, and sheltering of large animals and livestock during emergencies. When
necessary, the City may request additional resources and support through the Maricopa
County Emergency Operations Center to assist with large animal operations.
The Office of Emergency Management will work with Arizona Department of Agriculture,
the Arizona Humane Society and local non-profit volunteer organizations to establish
temporary sheltering locations for displaced livestock and large animals. These facilities
maintain the necessary infrastructure and expertise to properly care for large animals
during emergency situations.
Arizona Department of Agriculture, the Arizona Humane Society and local non-profit
volunteer organizations and other local veterinary partners provide medical care and
oversight for sheltered livestock, ensuring proper health monitoring and treatment as
needed. Transportation assistance is coordinated through Arizona Department of
Agriculture, the Arizona Humane Society and local non-profit volunteer organizations.
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Owners are encouraged to evacuate their livestock early when threats are identified, as
moving large animals requires significant time and specialized resources. The
responsibility and management of the livestock and large animals at the large animal
shelter will be provided by the owners of the animals.
Community Assistance Center
The Community Assistance Center (CAC) is the city-operated site where individuals can
seek assistance from City departments, non-governmental organizations, community
based organizations, and other applicable agencies/organizations in the phase following
a disaster. The CAC will be established in a physically accessible facility and will provide
accommodations to support individuals throughout the process. For more information
about CAC operations, see ESF #6: Mass Care Annex and ESF #14: Long-Term
Community Recovery Annex.
Case Management
Personal and family disaster information will be collected at the shelter or at sites such as
RICs. Red Cross and HSD case managers will assist residents throughout the mass care
support process and during the transition to recovery. Disaster survivors may need
assistance working with online resources, telephone-accessed services, Federal Disaster
Recovery Centers (DRCs), and access to Long Term Recovery Group (LTRG)
services/programs. Case managers will submit a resource request to the EOC if people
with disabilities and access or functional needs require assistive technology to access the
recovery services or programs. When working with people with disabilities and others with
access and functional needs, case managers will pay close attention to the availability of
support services necessary for these individuals to return to the community and maintain
their usual level of independence. As transition to recovery occurs, shelters close, and
programs are reduced, dependence on accessing the federal programs may increase.
Directing disaster victims to federal programs through public education and other
voluntary organizations will be a key role in transition to recovery.
During a presidentially declared disaster, additional case management services are
provided through the Federal Emergency Management Agency (FEMA) Disaster Case
Management (DCM) program. Disaster case management services provided through
either the Immediate Disaster Case Management Program or Disaster Case
Management Grant are a time-limited process that involves a partnership between a case
manager and a disaster survivor to develop and carry out a Disaster Recovery Plan. The
Disaster Recovery Plan includes resources, services, decision-making priorities,
progress reports, and the goals needed to achieve case closure. This partnership
provides the survivor with a single point of contact to facilitate access to a broad range of
resources.
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Housing
A major disaster may significantly reduce the supply of available housing. Shelters may
need to maintain operations for a longer period until adequate interim, temporary, or long-
term housing is found for any remaining occupants. People with disabilities and access
or functional needs may require accessible housing options. Shelter case managers will
work in close partnership with community-based organizations, such as the Red Cross,
FEMA, and others, to meet the housing needs of those impacted by the disaster, including
individuals who require accessible housing options. For more information about post-
disaster temporary housing, see ESF #14: Long-Term Community Recovery Annex.
Public Information
The city will provide information about mass care and emergency assistance services
available to the public via established channels, including department websites, social
media, etc. Communications to the public regarding mass care services will be accessible
and inclusive of people with disabilities. Inclusive practices include coordination between
the DAFN Technical Specialist and the EOC Public Information Officer (PIO); establishing
a hotline that people can call to obtain information about assistance and accessible
services; using an American Sign Language (ASL) interpreter during live press
conferences; ensuring City websites meet WCAG guidelines, in compliance with Section
508 of the Rehabilitation Act. For more information, refer to the ESF #15: External Affairs
Annex.
Core Capabilities
All ESFs, including ESF # 6, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
In addition, ESF #6 directly supports the following core capabilities:
Mass Care Services
Logistics and Supply Chain Management
Public Health and Healthcare
Emergency Medical Services
Critical Transportation
Fatality Management Services
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
Mass Care Services
Objective: Provide life-sustaining and human services to the affected population, to
include hydration, feeding, sheltering, temporary housing, evacuee support, reunification,
and distribution of emergency supplies.
Critical Tasks:
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Move and deliver resources and capabilities to meet the needs of disaster
survivors, including children and adults with disabilities and/or access and
functional needs.
Establish, staff, and equip emergency shelters and other temporary housing
options ensuring that shelters and temporary housing units are physically
accessible for children and adults with disabilities and/or with access and
functional needs.
Move from congregate care to non-congregate care alternatives and provide
relocation assistance or interim housing solutions for families unable to return to
their pre-disaster homes.
Logistics and Supply Chain Management
Objective: Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and fuel support, as
well as the coordination of access to community staples. Synchronize logistics capabilities
and enable the restoration of impacted supply chains.
Critical Tasks:
Mobilize and deliver governmental, nongovernmental, and private sector
resources within and outside of the affected area to save lives, sustain lives, meet
basic human needs, stabilize the incident, and facilitate the integration of recovery
efforts, to include moving and delivering resources and services to meet the needs
of disaster survivors.
Enhance public and private resource and services support for an affected area.
Public Health, Healthcare, and Emergency Medical Services
Objective: Provide lifesaving medical treatment via Emergency Medical Services and
related operations and avoid additional disease and injury by providing targeted public
health, medical, and behavioral health support, and products to all affected populations.
Critical Tasks:
Deliver medical countermeasures to exposed populations.
Complete triage and initial stabilization of illness or casualties and begin definitive
care for those likely to benefit from care and survive.
Develop public health interventions to maintain and improve the health of
individuals placed at risk due to disruptions in healthcare and societal support
networks.
Return medical surge resources to pre-incident levels, complete health
assessments, and identify recovery processes.
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Critical Transportation
Objective: Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the evacuation of
people and animals, and the delivery of vital response personnel, equipment, and
services into the affected areas.
Critical Tasks:
Monitor and report the status of and damage to the transportation system and
infrastructure.
Identify temporary alternative transportation solutions to be implemented when
primary systems or routes are unavailable or overwhelmed.
Implement appropriate air traffic and airspace management measures.
Coordinate regulatory waivers and exemptions.
Provide longer-term coordination of the restoration and recovery of the affected
transportation systems and infrastructure if required.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Clear debris from any route type (i.e., road, rail, airfield, port facility, waterway) to
facilitate response operations.
Fatality Management Services
Objective: Provide fatality management services, including decedent remains recovery
and victim identification, working with local, state, tribal, territorial, insular area, and
Federal authorities to provide mortuary processes, temporary storage, or permanent
internment solutions, sharing information with mass care services for the purpose of
reunifying family members and caregivers with missing persons/remains, and providing
counseling to the bereaved.
Critical Tasks:
Establish and maintain operations to recover a significant number of fatalities over
a geographically dispersed area.
Mitigate hazards from remains, facilitate care to survivors, and return remains for
final disposition.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Human Services Department (HSD)
HSD serves as the ESF #6 Coordinator and a Primary City Department, providing
overall coordination for ESF #6 by doing the following:
Before an emergency:
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□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Staff temporary sheltering facilities when activated. Coordinate with lead and
support departments to provide mass care services, food, water, mobile kitchens,
and personnel to support mass care needs.
□ Upon opening, the Shelter Manager will designate a qualified individual as the
Access and Functional Needs Coordinator for the shelter.
□ Coordinate with the Lead Support Department to establish a disaster welfare
system for disaster victims registering at local authorized shelters.
□ Coordinate with the Office of Emergency Management, Finance Department, and,
if activated, the EOC to ensure feeding services have been provided to disaster
victims and emergency workers.
□ Coordinate with the Office of Emergency Management and the Arizona Humane
Society to implement plans to provide relief to domestic animals, assurance of their
care, search for their owners, and provisions for sheltering while their owners are
in congregate shelters or reception centers. The Maricopa County Animal Care
and Control may provide assistance with this operation.
□ ESF #6 personnel will contact other activated EOCs and other departments as
appropriate to collect and maintain information on evacuees if applicable.
Equal Opportunity Department (EOD)
EOD serves as a Primary City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide Disability and Access and Functional Needs (DAFN) Coordinator to
shelters and DAFN Technical Specialists to support the Emergency Operations
Center (EOC) when activated for mass care operations.
Office of Emergency Management (OEM)
OEM serves as a Primary City Department for ESF #6 by doing the following:
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Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ Determine the location and type of points of distribution (PODs) based on needs
analysis, population density, and current methods of commodity distribution.
□ Coordinate the activation of PODs based on public need, types of resources
needed, infrastructure capability, and availability of resources.
□ Coordinate with the Human Services Department, Finance Department and, if
activated, the EOC to ensure feeding services have been provided to disaster
victims and emergency workers.
□ Coordinate with the American Red Cross, the Human Services Department, the
Office of Public Health, the Office of Heat Response and Mitigation, the Office of
Homeless Solutions and the City of Phoenix Parks and Recreation Department, as
appropriate, to identify potential mass care locations, including cooling centers,
feeding locations, shelters, etc.
□ Coordinate with Arizona Humane Society and Maricopa County Animal Care and
Control to identify animal shelter locations.
□ Support mass care operations by filling resource requests for supplies and
equipment, including functional needs support services.
Office of Public Health
OPH serves as a Primary City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Support planning and operation functions and inform and direct public health
strategies.
□ Support the implementation of strategies related to disease surveillance,
monitoring and reporting.
□ Support public health communication and information strategies.
□ Coordinate with outside agencies including MCDPH, AHCCCS, and MCESD and
Mercy Care.
□ Assist in the assessment of potential mass care locations, including shelters, and
cooling centers.
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□ In the event of an outbreak, monitor and report directly to MCDPH.
Parks and Recreation Department (PRD)
PRD serves as a Primary City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Open and staff designated department facilities when directed.
□ Assist in the accessibility assessment of city facilities for potential mass care
operations, including shelters, Family Reunification Centers (FRC), Community
Assistance Center (CAC) locations, and hydration stations.
Supporting City Departments
City Manager’s Office (CMO)
CMO serves as Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ Request additional staff from City departments to fill vacant shelter staffing
positions.
Community Assistance Program (CAP)
CAP serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
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□ Ensure CAP representative (such Casework Services Coordinator) in the PFD
Command Vehicle to coordinate services with fire and police.
□ Provide mental health and behavioral health services to affected individuals and
communities.
□ Deploy crisis intervention teams to emergency shelters, hospitals, and other
designated areas, as needed
□ Coordinate with Regional Behavioral Health Authority to ensure continuity of care
for existing clients.
□ Provide psychological first aid and crisis stabilization services at mass care
facilities.
□ Assist with family reunification efforts by providing emotional support services.
□ Monitor and address the mental health needs of first responders and emergency
workers.
□ Provide consultation to other departments regarding mental health considerations
in emergency messaging and operations.
Community Emergency Response Team (CERT)
CERT serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Participate in regular training exercises with local fire, medical, and emergency
management personnel to strengthen disaster preparedness capabilities.
□ Conduct community outreach and education programs to help residents prepare
for various types of emergencies and disasters.
During an emergency:
□ If activated, report to designated staging areas or emergency operations centers
as directed by emergency management officials.
□ Establish communication channels with emergency management officials and, if
activated, the EOC, and maintain regular status updates.
□ Perform initial damage assessments in assigned neighborhoods and report
findings to emergency management authorities.
□ Support emergency shelter operations by helping with setup, registration, and
basic care needs of displaced residents.
Housing Department (HOU)
HOU serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
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□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide a liaison for the congregate care function, as necessary.
□ Coordinate with EOC about housing needs and issues.
Law Department, City Attorney’s Office
The City’s Attorney’s Office serves as a Supporting City Department for ESF #6 by
doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Advise the city and EOC on legal matters.
□ Have a representative present in the courts to authorize all City charges.
□ Prepare emergency declarations and proclamations.
Neighborhood Services Department (NSD)
NSD serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Assist the Communications Office with the distribution of public information related
to mass care activities.
Office of Heat Response and Mitigation (OHRM)
OHRM serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Coordinate the City of Phoenix’s participation in the regional Heat Relief Network
through the identification of cooling centers and hydration stations and ensure
associated roles and responsibilities are known throughout the organization.
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□ Maintain an inventory of heat response resources (e.g., water, ice, portable
coolers) available from City of Phoenix departments.
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ If requested, send representatives to assist with logistical management and
distribution of heat response resources.
Office of Homeless Solutions (OHS)
OHS serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Assist in the coordination of outreach teams to assist vulnerable populations in
accessing mass care services.
□ Support shelter operations by providing personnel to support those individuals
experiencing homelessness.
□ Assist in connecting shelter residents with housing navigation and support
services, specifically to those who may be experiencing homelessness.
□ Provide guidance on accommodating the special needs of homeless populations
in mass care settings.
□ Support transition planning for shelter residents needing longer-term housing
solutions.
□ Assist in identifying and addressing barriers, specifically for those experiencing
homelessness, to accessing mass care services.
Phoenix Convention Center (PCC)
PCC serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
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□ If requested, send representatives to the EOC.
□ Open and staff designated department facilities when directed.
□ Assist in the accessibility assessment of city facilities for potential mass care and
recovery operations, including shelters, Family Reunification Centers (FRC) and
Community Assistance Center (CAC) locations.
Phoenix Fire Department (PFD)
PFD serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Deploy food resources during the initial stages of establishing a mass care
location, as necessary.
□ Decontaminate evacuees prior to entering a mass care site, including shelters and
reception centers, as necessary.
□ Maintain emergency medical service (EMS) assets at large disaster shelters or
other mass care locations as necessary.
Phoenix Police Department (PPD)
PPD serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Support and coordinate care for unaccompanied children at our established
facilities, including shelters, Family Reunification Centers, and Community
Assistance Centers.
□ Provide security at mass care locations.
□ Direct traffic at mass care locations.
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Public Transit Department (PTD)
PTD serves as a Supporting City Department for ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide and coordinate the use of transit buses and personnel necessary to
support mass care operations.
□ Coordinate with Incident Command, the Office of Emergency Management and if
activated the EOC Mass Care Branch to establish additional bus stops near mass
care locations, including shelter facilities and Community Assistance Centers.
All City Departments
All City Departments may support ESF #6 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide personnel to temporarily support mass care activities as requested by the
City EOC.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Animal Care and Control (MCACC)
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Maricopa County Animal Care and Control supports ESF #6 for the City of Phoenix by
doing the following:
□ Implement plans to provide relief to domestic animals, search for their owners, and
make provisions for their care and sheltering while their owners are in congregate
shelters or reception centers.
□ Maintain procedures that detail plans for the collection, housing, and care of
unclaimed household pets and eventual reunification.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports ESF #6 for the City of Phoenix by doing the following:
□ Serve as primary agency for ESF #6 for Maricopa County.
□ Facilitate requests for durable medical equipment (DME), consumable medical
supplies (CMS), and other equipment and supplies to the State EOC.
Maricopa County Environmental Services Department (MCESD)
Maricopa County Environmental Services Department supports ESF #6 for the City of
Phoenix by doing the following:
□ Responsible for the Sanitarian inspection and report
□ Responsible for reviewing Public Health Needs inspection and report
Maricopa County Department of Public Health (MCDPH)
MCDPH supports ESF #6 for the City of Phoenix by doing the following:
□ Coordinate with the Office of Public Health to manage disease outbreaks and other
health-related problems associated with congregated care and/or sheltering in
place. Declare outbreaks and inform action steps were indicated.
□ Work with the healthcare community to access and prioritize reestablishing critical
healthcare services.
□ Conduct appropriate epidemiologic assessments, population monitoring, and
human health assessments.
□ Provide health-related risk communication/public information to the whole
community.
□ Facilitate and support shelter residents’ access to pharmaceuticals, when
necessary, in coordination with the Red Cross.
□ Field requests for volunteers and activate the Medical Reserve Corps (MRC), as
needed.
□ Activate pharmaceutical/medical device contracts when necessary.
□ When requested and, if able, provide computers and internet capability to facilitate
communication between residents, pharmacy, and insurance providers.
Maricopa County Sheriff’s Office (MCSO)
MCSO supports ESF #6 for the City of Phoenix by doing the following:
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□ Coordinate support and support security.
State
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports ESF #6 for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
□ Maintain a cache of shelter support equipment, including accessible DME and
supplies for use during shelter operations.
Arizona Department of Health Services (ADHS)
ADHS supports ESF #6 for the City of Phoenix by doing the following:
• Maintain a cache of shelter support equipment, including accessible DME and
supplies for use during shelter operations.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC supports ESF #6 for the City of Phoenix by doing the following:
□ Participate in drills and exercises to evaluate mass care and shelter response
capabilities, as well as the evacuation and care of the whole community.
Coordinate with HSD to provide mass care services, food, water, and personnel to
support mass care needs.
□ Designate pet sheltering areas at Red Cross shelters, as necessary.
□ With assistance from community partners, ensure the needs of service animals
and assistance animals are met in the shelter.
□ In coordination with PRD, HSD, and OEM, conduct shelter facility surveys and
enter results into the National Shelter System database every three years.
□ Update contact and facility information of potential shelter facilities once per year
in the National Shelter System (NSS) database.
□ Conduct shelter facility surveys of potential shelter facilities within one year of
significant structural modifications and update NSS database.
□ Maintain a cache of shelter support equipment, including accessible DME and
supplies for use during shelter operations.
□ Establish a disaster welfare tracking system for disaster victims registering at local
authorized shelters.
Arizona Humane Society (AHS)
AHS supports ESF #6 for the City of Phoenix by doing the following:
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□ Implement plans to provide relief to domestic animals, search for their owners, and
make provisions for their care and sheltering while their owners are in congregate
shelters or reception centers.
□ Maintain procedures that detail plans for the collection, housing, and care of
unclaimed household pets and eventual reunification.
The Salvation Army
The Salvation Army supports ESF #6 for the City of Phoenix by doing the following:
□ Participate in drills and exercises to evaluate mass care and shelter response
capability, as well as the evacuation and care of the whole community.
□ Coordinate the request, receipt, and distribution of in-kind donations with the EOC.
□ Decline acceptance of donated goods that are not needed or unacceptable.
□ Provide food, water, mobile kitchens, and personnel to support mass care needs.
□ Provide financial counseling, food boxes, bedding, lodging, clean-up kits, and other
assistance needs.
□ Prepare for potential evacuation and care of the whole community.
Maricopa County Community Organizations Active in Disaster (MCCOAD)
The COAD supports ESF #6 for the City of Phoenix by doing the following:
□ Maintain working relationships with City of Phoenix’s Emergency Management
Department with the support of Maricopa County Department of Emergency
Management.
□ Continue to recruit new COAD members targeting areas of need identified by
MCCOAD partners including the City of Phoenix.
□ If requested, send representatives to the EOC to staff during an activation.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining potential resource and coordination needs from
MCCOAD members.
□ Support planning and operation functions that would pertain to needs for support
from the local nonprofit and charitable sector.
□ Receive direct resource requests from City of Phoenix to support response needs
and communicate those needs to MCCOAD members that could support.
□ Provide up to date information to MCCOAD members that are supporting resource
requests and work as a liaison between the City of Phoenix and MCCOAD
members as needed.
Authorities and References
This section lists the authorities which allow this annex to be implemented and the
references which aided the development of or support the implementation of this annex.
Federal
Homeland Security Presidential Directives
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▫ HSPD-5: Management of Domestic Incidents
▫ HSPD-8: National Preparedness
National Disaster Recovery Framework.
National Infrastructure Protection Plan.
National Mass Care Strategy.
National Response Framework.
▫ ESF #6 – Mass Care, Emergency Assistance, Temporary Housing, and
Human Services.
Robert T. Stafford Disaster Relief and Emergency Assistance Act, (Public Law 93-
288).
The Americans with Disabilities Act (ADA)
United States Code
▫ U.S.C. 6 Section 772 – National Disaster Housing Strategy
▫ U.S.C. 6 Section 775 – Individuals with Disabilities Guidelines
State
Arizona Revised Statute (A.R.S.) §9-500.44. Communications: accessibility;
emergency response interpreters.
A.R.S.
§11-269.25.
Communications; accessibility; emergency
response
interpreters.
A.R.S.
§41-5202.
Communications;
accessibility;
emergency
response
interpreters.
State Emergency Response and Recovery Plan (SERRP).
▫ ESF #6 – Mass Care
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix Emergency Operations Plan (EOP)
o Emergency Public Warning Support Annex
o ESF #14: Long Term Recovery Annex
o ESF #15 External Affairs Annex
o Sheltering Annex
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ESF #7: Resource Support Annex
Key Response Agencies
ESF
Coordinator
Finance Department (FIN)
Primary City
Departments
Finance Department (FIN)
Supporting City
Departments
Communications Office (COM)
Equal Opportunity Department (EOD)
Public Works Department (PWD)
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Emergency & Military Affairs (DEMA)
Arizona Energy Office
Introduction
Purpose
The purpose of the Logistics Management and Resource Support Annex (ESF #7) is to
provide guidance on comprehensive disaster logistics planning, management, and
operations to City and voluntary organizations in response to a natural or man-made
emergency or disaster.
This ESF aligns with ESF #7 in the Maricopa County Emergency Operation Plan (EOP),
the State of Arizona Emergency Response and Recovery Plan (SERRP), and the
National Response Framework. This ESF will allow for cohesiveness when county, state,
and federal ESF #7 resources are activated.
This ESF involves preparedness, response, recovery, and mitigation of ESF #7 services
before, during, and after an emergency or disaster event. To support these activities, the
ESF structure requires the identification of primary and support agencies. These
departments are pre-identified to initiate, develop, and maintain preparedness and
training activities as well as response procedures. A significant responsibility of the
primary department is communication. Consistent communication between the primary
and support departments will build a working relationship prior to any event.
Scope
ESF #7 is designed to provide logistical resource support to City organizations throughout
emergency or disaster response operations and for requirements not specifically
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identified in other ESFs. This ESF will also support the effort and activity necessary to
evaluate, locate, obtain, and provide essential material resources.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
Disasters have an immediate impact on resources resulting in shortages of vital supplies.
In addition, specialized equipment and services may be required to save lives as well as
to protect and restore property during response and recovery operations. Quick
identification, procurement, and allocation of resources are vital to ensure effective
citywide emergency operations.
Planning Assumptions
City of Phoenix infrastructure will sustain damage that will limit the means and
accessibility for relief services and supplies.
Major disasters may require the activation of staging areas to expedite the delivery
to the site of the emergency.
Logistical resource support will be required for the immediate relief response.
When the incident requires additional resources or resources not available in the
City of Phoenix, requests will need to be made to the Maricopa County Department
of Emergency Management. ESF #7 is responsible for securing resources outside
the City of Phoenix.
Concept of Operations
General
In daily operations, the City of Phoenix Finance Department is responsible for City
functions including but not limited to finance and risk management. The City of Phoenix
Finance Department is the lead department for ESF #7. The Finance Director may act as
the team leader for ESF #7 in the City of Phoenix Emergency Operations Center (EOC).
All support departments for resource management will report to ESF #7 and function
under their direction.
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Upon activation of the City’s EOC, the Logistics Section Coordinator will staff the section
with personnel as necessary, dependent on needs, size, and scope of the situation.
Actions
Mitigation &
Preparedness
Coordinate with all applicable agencies and organizations to
prepare for an emergency or disaster.
Identify available and needed resources and/or personnel that
may be necessary.
Establish
uniform
procedures
and
train
personnel
on
procurement and documenting expenditures such as supplies
and equipment.
Develop memoranda of understanding (MOU) with other
jurisdictions and agencies for provision of necessary goods
and/or services, personnel, and staging areas required during a
disaster.
Participate in drills and exercises to evaluate resource support
response capability.
Response &
Recovery
Alert resource support agencies regarding a potential emergency
or disaster.
Implement resource inventory, record keeping, and control
system to include storage, maintenance, and replacement of
resources.
Maintain vehicles and provide fuel.
Request logistical assistance from supporting agencies and
mutual-aid partners.
Document and request additional resources, personnel, and
staging area support necessary to accomplish re-entry.
Maintain records of expenditures and document resources
utilized during the incident.
Facilities
Many factors impact the types and quantity of resources the public will need during
response and recovery operations. The Incident Commander (IC) or EOC establishes
incident facilities depending on the requirements and complexity of the incident or event.
The City owns, leases, and operates facilities that may be used during an emergency.
Base Camps
A base camp may be established when disasters are of a magnitude that emergency
personnel need to immediately deploy to the impacted area, and when that area cannot
support the influx of the number of resources needed to effectively respond to the
disaster. Base camps are temporary locations within the general incident area that are
equipped and staffed to provide certain essential auxiliary forms of support, such as food,
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sleeping areas, and sanitation. They may also provide minor maintenance and servicing
equipment. Base camp services, supplies, and equipment are sourced primarily through
agency vendor contracts.
When the need for base camps is evident, the City will establish a base camp near
emergency impact areas. The decision falls under the Incident Command Post (ICP) to
determine a need for the base camp and its location. Base camps are separate from the
City EOC and are in satellite fashion to better support incident operations. Base camps
can relocate to meet the changing operational requirements. Multiple base camps may
be used, but not all incidents will have base camps.
Staging Areas
In response and recovery operations, resource delivery may be complicated due to the
volume of requests, transportation, access, and security issues. Thus, established
staging areas will coordinate the arrival and deployment of resources to the incident.
There are three types of staging areas utilized during a response. The Incident Command
Post (ICP) and/or the City EOC will determine staging area locations, depending on
whether the staging area is an incident staging area or a department staging area (e.g.,
Operation Control Center).
An incident staging area is conveniently located adjacent to or within the confines
of the incident area(s) and contains resources available for immediate use by the
ICP.
A department staging area is located immediately outside of the incident area(s)
and contains resources for use by individual departments.
A support staging area is activated by the EOC Logistics Section to coordinate
personnel, equipment, and supplies for current requests or in anticipation of future
requests.
Distribution Management
The efficient and expeditious distribution of critical supplies and equipment is essential to
meet the needs of response and recovery operations. As an incident unfolds, and in the
immediate post-incident recovery phase, resources reach various points identified for use
in response efforts, then distributed to responders and the public.
In the event of a disaster, the critical needs of response workers and the public can be
met in a more timely and efficient manner through the provision of on-site material
resources. The logistical coordination of supply and equipment delivery includes
processes that outline how material resources are delivered to field sites and facilities for
distribution to emergency response operations. These processes include communication
coordination, the provision of transport resources, and tracking of supply and equipment
movement. Delivery relates to the allocation of resources before distribution to recipients.
These resources originate from numerous points, including City supply inventories,
vendor supply sources, and staging areas pre-positioned within the City, as well as
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resource response assets located outside the City, including those resources that are
available through private sector agreements (memos of agreement and memos of
understanding) and across other levels of government. Delivered supplies and equipment
may go to responder drop points and points of distribution sites (PODs).
Responder Drop Points
The delivery of supplies and equipment to responders may go through a staging area or
be shipped directly to the end-user recipient. When responders receive the delivery of
supply and equipment resources, the recipient assumes full responsibility for the forward
movement and management of these resources, which may require specific on-site
resources such as facilities for storage, material-handling equipment, and utilities. If
requested, the EOC Logistics Section will identify and coordinate additional support to
facilitate the off-loading and distribution of supply and equipment to responders.
Responder distribution points are coordinated with field incident management. They may
be co-located with base camps.
Emergency Contracting and Procurement
During an emergency, City departments may have to meet urgent needs by procuring
resources to supplement existing goods and services already under City contract. This
section introduces the emergency procurement process during undeclared/un-
proclaimed emergencies and declared/proclaimed emergencies and the options available
to departments involved in citywide logistics management to meet these urgent resource
needs.
Procurement Options
During an emergency, City departments have several internal procurement options
available in the event commodity resources are needed.
City departments should first look to procure resources utilizing existing contracts.
When choosing a procurement option, several derivations exist, including utilizing
existing contracts, amending existing contracts, one-time purchase order, blanket
authorities, utilizing another department’s contracts, and utilizing or amending a
state contract.
o If needed resources are not currently on a city contract, it is the
responsibility of the requesting department to, using their departments
established procurement process, explore available and allowable
procurement options.
o The City's Finance Department, when the EOC is not activated, is available
to assist the City departments.
o In an undeclared emergency, if it is determined a contract is not necessary,
the requesting department should, if possible, find and document three
available sources at the time of need to purchase the resource via a blanket
purchase order or a one-time purchase order, assuming funds are available.
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In accordance with the Phoenix City Code and Administrative Regulation 3.10, the
procurement of goods and services without competition due to emergency is
permitted when (a) the health, safety, or welfare of the public is endangered; (b)
the City is exposed to serious cost consequences if immediate corrective or
preventive action is not taken; or (c) a City department or function identifies an
immediate and critical operational need. A Determination Memo will also needed
to be submitted via the opengov system. The City’s Finance Department and Law
Department should be made aware of and consulted regarding any emergency
procurements so long as the emergency allows for such consultation
Emergency Procurement Process During Emergency Operations Center (EOC)
Activation
An emergency condition can create an immediate and serious need for goods, services,
or construction that cannot go through normal procurement channels due to departmental
resources being exhausted or limited in capacity.
In the event of such an emergency, City departments may request resource
assistance from the Logistics Section of the EOC. The Logistics Section of the
EOC organizes and supervises any necessary procurement activities under the
authority of the EOC Director.
Resource assistance from the EOC via the Logistics Section is limited to the
procurement of those items necessary to avoid or mitigate the above-described
emergency condition.
When procuring resources, the Logistics Section will require fund/department and
account number of the field resource requestor for any purchase it makes on behalf
of the requesting department. Sufficient funds must be in place supporting the
fund/department and account number of the resource requestor PRIOR to the
Logistics Section making a purchase.
The EOC Operations Section Unit will complete a Resource Request ICS Form
213 RR Form on behalf of the field/department requestor and forward to the EOC
Logistics Section. Generally, the resource request will include the following details:
o Requesting name/department
o A list of goods, services, and construction needed, including equipment
operator, if necessary
o How soon the resources are needed
o Point-of-contact of requesting department
o Delivery information such as location and delivery contact information
o Fund/department and account number of the resource requestor
The request will be forwarded, and the Logistics Section will determine whether
the resource requested is immediately available from one or more of the following:
o Within the City
o Purchase or rental from a vendor
o Mutual aid
o Assistance for hire
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FNSS Resource List (available in electronic and hard copy format)
Transportation
Efficient transportation of resources is critical to response and recovery operations in any
emergency incident. The City of Phoenix understands access and use of streets, bridges,
or rail lines may be affected, and key transportation routes may be interrupted.
Transportation logistics operations begin and maintain situational awareness and
transport system monitoring. When there is a recognized need for transportation of
resources, available fleets are assembled, drivers are mobilized, and fleet and supply
routes are identified.
The ESF #1: Transportation Annex provides logistical information on transportation
resources during response and recovery efforts. The appendix outlines the coordination
processes for the transportation of materials, supplies, and people, including the
identification of logistics supply routes, the mobilization and use of drivers, and the
process of compiling transportation systems status updates.
For a detailed concept of operations, see the ESF #1: Transportation Annex.
Fuel
Fuel is an important component in emergency response and power generation and in
aiding the movement of resources and goods. During an emergency, key fuel sources for
City departments may be interrupted or damaged. Fuel logistics coordination involves the
management of fuel contracts as well as City and department-specific fuel assets and
resources. The Public Works Department will coordinate City fuel resources during an
emergency.
The Emergency Fuel Allocation Plan (EFAP) is maintained by the Public Works
Department. The EFAP provides logistical information on fuel resources for transportation
of resources and power generation during response and recovery efforts. The appendix
includes processes for requesting, distributing, transporting, and staging emergency fuel.
For a detailed concept of operations, see the Emergency Fuel Allocation Plan (EFAP).
Food and Potable Water
Emergencies or disasters may create situations in which residents have limited access to
food and/or the ability to prepare food. In addition to a substantial disruption to the
commercial supply and distribution network, an event may partially or destroy food
products stored in the affected area. The City of Phoenix and its non-governmental
partner, the American Red Cross (ARC), provide standardized emergency mass care
assistance and services to those impacted by disasters, including mass feeding for
displaced and non-displaced populations, first responders, and command posts. The Red
Cross through the Mass Care Branch will coordinate feeding supplies for mass feeding
to the public during EOC activations. When the ARC exhausts their feeding resources,
the City EOC will utilize existing contracts for food service providers. Contractors will be
activated through the standard request process. The Mass Care Branch will make a
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request to the Logistics Section, activate contracts, and mobilize feeding resources.
During un-proclaimed emergencies, food-ordering procedures will follow the procurement
options listed.
Logistical coordination of food service contracts for the public and first responders during
proclaimed or un-proclaimed emergencies includes management of the procurement
process in accordance with city, state and federal processes and reimbursement policies.
Potable water is clean drinking water. Following a disaster, disruptions in the water supply
may occur, and clean drinking water may not be available. It is impossible to know how
long water service will be impacted. It is likely to take several days after a serious event
to restore a water distribution system to normal operating conditions and safety. In un-
proclaimed emergencies, potable water ordering procedures follow the procurement
options listed.
Emergencies or disasters may create situations in which residents may need to be
sheltered. The City of Phoenix and its non-governmental partner, the American Red
Cross, provide standardized emergency mass care assistance and services to survivors
of disaster. Some situations may also occur where individuals do not need to be sheltered
but are without potable water or utilities to adequately allow resident populations to store
or safely prepare meals. In these situations, the establishment of mass feeding operations
or commodity points of distribution (C-POD) may need to occur for populations that are
not displaced. The ARC, through the Mass Care Branch during EOC activations, will
coordinate shelter and water supply needs for ARC operated shelters. For more
information, see the ESF #6: Mass Care Annex.
Mutual Aid Assistance
When the incident extends beyond the capabilities of local control and is expected to go
into multiple operational periods, mutual aid assistance from the county, state and federal
government may be necessary. Mutual aid assistance provided to or by the City of
Phoenix will be made in accordance with the Arizona Mutual Aid Compact (AZMAC) and
comply with the provisions set forth in this document.
All mutual aid rendered under the AZMAC is based on an incremental and
progressive system of mobilization. Under normal conditions, activation of mutual
aid plans occur in ascending order, i.e., local, county, and state.
Local resources include those available through mutual aid agreements with
neighboring jurisdictions, including the resources of the private sector. Local
mutual aid resources are activated by requests to participating agencies.
Maricopa County resources are mobilized by the Maricopa County Department of
Emergency Management (MCDEM) Director when responding to requests for
assistance to the City of Phoenix.
Depending on the type of mutual aid, the Arizona Department of Emergency and
Military Affairs (DEMA) Director mobilizes state resources in response to requests
for assistance from the MCDEM Director. During major emergencies, state
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government resources are mobilized through the State Emergency Operations
Center (SEOC) in response to requests received through Maricopa County.
Financial reimbursement for mutual aid costs may become available because of
state proclamations and/or federal disaster declarations. Departments can contact
the Office of Emergency Management (OEM) to verify whether a formal
proclamation/declaration of emergency or disaster has been made.
Supporting agencies may receive/make requests directly to their County
counterpart if mutual aid agreements are in place. All City requests for mutual aid
or requests for the City to provide mutual aid must be coordinated with the Mayor’s
Office.
Donations Management
The City recognizes that in-kind and monetary donation offers from the public and private
sector are important resources in response and recovery efforts and must be effectively
coordinated. The City of Phoenix Human Services Department (HSD) will facilitate the
management of donations with assistance from supporting agencies. The Logistics
Section in the EOC will manage private sector resources requested during an emergency.
Volunteer Management
Depending on the needs, size, and scope of the response, the City may rely on volunteers
to provide services to aid in the preparation for and response to emergencies. The City
provides several avenues for organized service opportunities.
In close cooperation with the City EOC, the Citywide Volunteer Program Manager in the
City Manager’s Office is responsible for opening and operating a volunteer reception
center that will register and assign spontaneous volunteers and organizations. Support
departments include but are not limited to the following:
Member organizations of the Arizona Central Region Citizens Corps Council
(ACRCCC)
Member organizations of the Arizona Voluntary Organizations Active in Disaster
(AZVOAD)
Member organizations of the Maricopa County Community Organizations Active in
Disaster (MCCOAD)
Phoenix Fire Department Community Emergency Response Team (CERT)
volunteers
Phoenix Police Department Citizens Offering Police Support (COPS) volunteers
Hands-On Greater Phoenix (through MCDEM)
For additional information see the Volunteer Management Support Annex.
Security
Depending on the urgency and sensitivity of a resource request, force protection from law
enforcement officials may be necessary. The primary objective of force protection is to
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provide security and rapid transportation of deployed equipment, supplies, and personnel
to mitigate a situation that poses an immediate threat to safety.
Force protection will be coordinated through the EOC Operations Section, Law
Enforcement Branch, Force Protection Unit Leader.
When determining whether force protection is necessary the following will be
considered:
The cost and benefit of utilizing force protection. In some cases, force protection
may cause an undue delay, such that it negates the effectiveness of this service.
The urgency of the request.
The availability of force protection resources.
Sensitivity of resource.
The Logistics Section will work with the requesting agency, the party making the delivery,
and the Operations Section/Law Enforcement Branch to prioritize and coordinate security
escorts.
Demobilization
All incidents eventually end. How the incident downsizes and closes out is an important
part of incident management. Demobilization involves the release and return of resources
that are no longer required for the support of an incident/event. Demobilization planning
helps to eliminate waste; eliminate potential fiscal and legal impacts; and ensure a
controlled, safe, efficient, and cost-effective release process.
Demobilization planning is flexible, scalable, and follows typical agency protocols in the
field. Prior to releasing resources, department policies, procedures, and agreements are
considered. Demobilization planning rests with the Incident Commander (IC).
Field-support needs determine demobilization.
The release and return of resources may occur during an incident/event or after
the incident/event is over. On smaller incidents, released resources occur until
shifts finish or work periods end. On longer duration incidents, resources may have
worked more than agreed-upon work schedules or may have traveled well out of
their jurisdiction.
Demobilization of operations is the responsibility of each responding agency
through their activated operations centers and EOC Sections.
Documentation and Timekeeping
During an emergency or incident, it is important to keep specific records about staff
assignments and costs related to the response to and recovery from the
emergency/incident. Each department has their own internal processes for ensuring
proper documentation of actions: incident-specific cost tracking, personnel timekeeping,
and record retention of these documents.
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In accordance with standard cost accountability practices for unique events and man-
made and/or natural disasters, all City departments are required to document their
financial costs of labor, materials, and equipment in addressing the event.
Core Capabilities
All ESFs, including ESF # 7, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
In addition, ESF #7 directly supports the following core capabilities:
Logistics and Supply Chain Management
Mass Care Services
Critical Transportation
Infrastructure Systems
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
Logistics and Supply Chain Management
Objective: Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and fuel support, as
well as the coordination of access to community staples. Synchronize logistics capabilities
and enable the restoration of impacted supply chains.
Critical Tasks:
Mobilize and deliver governmental, nongovernmental, and private sector
resources within and outside of the affected area to save lives, sustain lives, meet
basic human needs, stabilize the incident, and facilitate the integration of recovery
efforts, to include moving and delivering resources and services to meet the needs
of disaster survivors.
Enhance public and private resource and services support for an affected area.
Mass Care Services
Objective: Provide life-sustaining and human services to the affected population, to
include hydration, feeding, sheltering, temporary housing, evacuee support, reunification,
and distribution of emergency supplies.
Critical Tasks:
Move and deliver resources and capabilities to meet the needs of disaster
survivors, including children and adults with disabilities and/or access and
functional needs.
Establish, staff, and equip emergency shelters and other temporary housing
options ensuring that shelters and temporary housing units are physically
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accessible for children and adults with disabilities and/or with access and
functional needs.
Move from congregate care to non-congregate care alternatives and provide
relocation assistance or interim housing solutions for families unable to return to
their pre-disaster homes.
Critical Transportation
Objective: Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the evacuation of
people and animals, and the delivery of vital response personnel, equipment, and
services to the affected areas.
Critical Tasks:
Establish physical access through appropriate transportation corridors and deliver
required resources to save lives and to meet the needs of disaster survivors.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Infrastructure Systems
Objective: Stabilize critical infrastructure functions, minimize health and safety threats,
and efficiently restore and revitalize systems and services to support a viable, resilient
community.
Critical Tasks:
Decrease and stabilize immediate infrastructure threats to the affected population,
to include survivors in the heavily- damaged zone, nearby communities that may
be affected by cascading effects, and mass care support facilities and evacuation
processing centers with a focus on life-sustainment and congregate care services.
Re-establish critical infrastructure within the affected areas to support ongoing
emergency response operations, life sustainment, community functionality, and
facilitate the integration of recovery activities.
Provide for the clearance, removal, and disposal of debris.
Formalize partnerships with governmental and private sector cyber incident or
emergency response teams to accept, triage, and collaboratively respond to
cascading impacts in an efficient manner.
Operational Communications
Objective: Ensure the capacity for timely communications in support of security,
situational awareness, and operations available, among and between affected
communities in the impact area and all response forces.
Critical Tasks:
Ensure the capacity to communicate with both the emergency response
community and the affected populations and establish interoperable voice and
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data communications between local, state, tribal, territorial, and Federal first
responders.
Re-establish sufficient communications infrastructure within the affected areas to
support ongoing life-sustaining activities, provide basic human needs, and
facilitate the integration of recovery activities.
Re-establish critical information networks, including cybersecurity information-
sharing networks, to inform situational awareness, enable incident response, and
support the resiliency of key systems.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Finance Department (FIN)
FIN serves as the ESF #7 Coordinator and a Primary City Department, providing
overall coordination for ESF #7 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Coordinate with City department personnel to obtain needed emergency
equipment, supplies, services and consult with the City’s Finance and Law
Departments so long as the emergency situation allows for such consultation.
□ Assist city departments in the emergency purchasing and contracting process
during the period of the emergency. See the City of Phoenix Administrative
Regulation (AR) 3.10: General Procurement Procedures for additional information
□ Review existing contingency contracts for support services (such as auxiliary aids,
personal assistance services) and essential response equipment as a critical pre-
incident preparation.
□ Provide a general ledger for use by all departments to track all emergency
expenditures.
□ As needed, coordinate with necessary internal and external partners to ensure the
availability of necessary medical supplies (e.g., consumable medical supplies
(CMS)) and equipment (e.g., durable medical equipment (DME)) for disaster
response and recovery.
□ Establish staging areas for equipment/personnel in coordination with Operations
Section Chief.
□ Review requests and determine the most effective sources of supply and funding.
□ Document and provide copies of all expenditures and charges to the EOC Finance
Section.
□ Coordinate with other ESF #7 team members for the following resource support
concerns:
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o Resources available through charitable/volunteer organizations.
o Services available from city, county, state, or federal departments for
disaster survivors.
o Services available from city, county, state or federal departments for
transportation and logistical support.
o Research city, county, state, or federal funding available for resource
support.
Supporting City Departments
Communications Department (COM)
COM serves as a Supporting City Department, supporting ESF #7 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Obtain information about services, donations, and volunteer recruitment from the
supporting agencies within the EOC and other sources.
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department for transportation-related activities,
supporting ESF #1 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Ensure people with DAFN are properly considered in preparedness activities and
public messaging.
During an emergency:
□ Provide a DAFN Technical Specialist to the City EOC to provide information and
subject matter expertise to all EOC sections on DAFN-related issues and available
resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery including public messaging.
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□ Ensure county compliance with the Americans with Disabilities Act (ADA) and
other DAFN legal requirements.
Public Works Department (PWD)
PWD serves as a Supporting City Department, supporting ESF #7 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Maintain the Emergency Fuel Allocation Plan (EFAP).
□ Maintain list of all Public Works equipment to be used during emergency response.
□ Maintain a current inventory of transportation resources.
□ Ensure scheduled maintenance of all Public Works equipment to be used during
emergency response.
□ Recruit, designate, and maintain a list of both internal and external support
personnel.
□ Monitor fuel production and fuel delivery systems.
During an emergency:
□ If requested, send representatives to the EOC.
□ Monitor, assess, and determine action around fuel use.
□ Monitor fuel production and fuel delivery systems.
□ Obtain information about services, donations, and volunteer recruitment from the
supporting agencies within the EOC and other sources.
Strategic Partners
County
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports ESF #7 for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
State
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports ESF #7 for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
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Authorities and References
Federal
National Disaster Recovery Framework
National Response Framework
o ESF #7 – Resource Support Annex
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #7 – Resource Support Annex
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
Chapter 43 of the Phoenix City Code (the “Procurement Code”).
Administrative Regulation (AR) 3.10: General Procurement Procedures.
Emergency Fuel Allocation Plan (EFAP)
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ESF #8: Public Health and Medical Services
Annex
Key Response Agencies
ESF
Coordinator
Office of Public Health (OPH)
Phoenix Fire Department (PFD)
Primary City
Departments
Office of Emergency Management (OEM)
Office of Public Health (OPH)
Phoenix Fire Department (PFD)
Supporting City
Departments
Communications Office (COM)
Equal Opportunity Department (EOD)
Human Services Department (HSD)
Office of Heat Response and Mitigation (OHRM)
Phoenix Police Department (PPD)
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
Maricopa County Environmental Services Department (MCESD)
Maricopa County Office of the Medical Examiner’s (OME)
State
Arizona Department of Health Services (ADHS)
Arizona Health Care Cost Containment System (AHCCCS)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
The Salvation Army (TSA)
Regional Hospitals
Local Universities & Colleges
Introduction
Purpose
The purpose of the Emergency Support Function (ESF) #8: Public Health and Medical
Services Annex is to coordinate the provision of the following services in the event of a
community emergency or disaster:
Health and medical services, including emergency medical services
Disease, epidemic, and vector control
Immunizations
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Food, water, and environmental hazard surveillance
Health and safety inspections
Crisis counseling
Public information and health-related risk communications
Scope
The ESF #8: Public Health and Medical Services Annex is designed to provide health and
medical services coordination as part of the overall incident management effort. It
provides support in identifying and meeting the health and medical service needs of
people affected by a disaster or emergency.
This annex addresses the assessment of health needs, health surveillance, and provision
of related services and supplies. Where health problems could occur, key response
agencies identified in this annex will research and consult on the potential health hazard
and release health recommendations and information to the public through the
Emergency Operations Center (EOC) Public Information Officer (PIO) and/or the Joint
Information System (JIS). This annex also addresses the health and medical needs of
unique populations, behavioral and mental health assistance, rehabilitation assistance,
and veterinary services.
NOTE: The Arizona Department of Agriculture (ADA) provides leadership for the
coordination of animal issues such as the disposal of animal carcasses, protection of
livestock health, and zoonotic diseases associated with livestock. See the ESF #11:
Agriculture and Natural Resources Annex for additional information.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, non-governmental, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
Providers of medical care and public health services must be ready to initiate a
coordinated health and medical response in the event of community emergency, disaster,
or terrorism.
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Provision of health services will be needed for those who are injured or sick due to the
disaster, as well as for those with pre-existing conditions.
Disasters in Phoenix may include but not be limited to effecting wastewater, solid waste,
and access to potable water. Such events would impact community health standards,
necessitating appropriate epidemiologic assessments and population monitoring.
Planning Assumptions
A significant disaster event may cause injuries to a considerable number of people,
produce physical or biological health hazards throughout the affected area, and
create a widespread need for medical care or public health guidance.
Persons receiving medical care before the incident will continue to require
treatment.
Facilities that survive with little or no structural damage may be incapacitated
because of the lack of utilities (power, water, sewer) or because staff are unable
to report for duty because of personal injuries and/or damage to or disruption of
transportation or communications systems.
The primary hazardous event may not initiate a public health emergency, but
secondary events may do so. Disruption of utility services and facilities, loss of
power, and massing of people in shelters will increase the potential for disease
and injury.
A major medical and environmental emergency resulting from chemical, biological,
radiological, nuclear, or explosive weapons of mass destruction could produce a
large concentration of specialized injuries and problems that could overwhelm the
local, county, and state public health and medical care system(s).
The extent of damage to the public infrastructure of the affected area, in addition
to the condition of the transportation network in the area, will influence the strategy
or ability to provide support.
The extent of damage to medical, mental health, and extended care facilities within
the affected area will influence the strategy and ability to coordinate care and
provide appropriate treatment.
The large number of casualties resulting from a disaster incident will overwhelm
the capabilities of emergency response agencies to meet the needs of the
situation.
Collateral damage to industrial sites and facilities, water systems, and pipelines
may generate secondary casualties, cause fires, or create a toxic or contaminated
environment for communities and emergency responders.
The incapacitation of solid waste disposal facilities and water treatment systems,
as well as the disruption of electrical power services, may foster long-term
conditions that propagate bacteria and disease.
Appropriate information about patients will be shared with the Mass Care,
Emergency Assistance, Housing, and Human Service Annex (ESF #6) positions
for inclusion in mass care tracking systems.
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Patient confidential information will not be provided to the public.
Disease or natural/man-made disasters will cause mass fatalities in domestic and
exotic animals, as well as wildlife. Medicines and supplies will be provided from
existing inventories if possible.
Planning for the use of non-pharmaceutical intervention measures appropriate for
the severity of the pandemic will allow for the most effective and most feasible
interventions to be implemented.
A significant number of people live at home with chronic illnesses or disabilities
that require professional medical support or services but may not require
hospitalization. Loss of these services during an evacuation will put these
individuals at risk for decline of their medical conditions or loss of independence
due to disabilities and/or access and functional needs.
Concept of Operations
General
In daily operations, the City of Phoenix Fire Department (PFD) provides emergency
medical services to the city and responds to reports of illness or injury. The Office of
Public Health provides public health guidance, direction and support to city departments
and functions and acts as a liaison between public health entities and the broader
community. In daily operations, the Maricopa County Department of Public Health
(MCDPH) provides public health services, including disease, epidemic, and vector borne
disease surveillance; immunizations; health and safety inspections; and public
information and health-related risk communications. The Maricopa County Environmental
Services Department provides food safety inspections, monitoring of water, sewage,
stormwater and waste, and vector borne health inspections.
If ESF #8 state support is needed, it will be coordinated through the Maricopa County
Emergency Operations Center (EOC) to the State EOC. The Arizona Department of
Health Services (ADHS) will maintain the capabilities to initiate coordinated emergency
health and medical care to augment local governments and may request federal
emergency medical assistance during an emergency or disaster.
Actions
Mitigation &
Preparedness
Coordinate memoranda of understanding (MOU) with all
appropriate agencies and organizations for the provision of
services to or on behalf of affected individuals and families.
Plan for the continuity of health and medical services in
conjunction with ARC, Maricopa Medical Reserve Corps (MMRS),
and others.
Establish a directory of health and medical resources.
Work with ARC and Citizen Corps on the identification of
volunteers and provision of training, credentialing, and badging.
Maintain a coordinated approach with ADHS.
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Participate in drills and exercises to evaluate health and medical
services response capability.
Response &
Recovery
Support ARC with health and medical services during shelter
operations as requested upon opening.
Assist community agencies, organizations, and the private sector
with issues affecting people who have disabilities, access, and
functional needs.
Provide information to support emergency medical services.
Coordinate with the medical examiner who has responsibility for
mortuary services and identification of the deceased.
Channel all relevant health and medical information for public
release through MCDEM and ADHS.
Continue service assistance throughout re-entry and until all health
and medical issues are resolved.
Maintain records of expenditures and document resources utilized
during recovery.
Behavioral Health
The City of Phoenix Fire Department Community Assistance Program (CAP) can also be
available to provide crisis intervention, victim advocacy, accessible transportation
assistance and behavioral health services. The CAP program collaborates with external
partners to provide comprehensive care.
Mercy Care is the regional behavioral health authority and provides mental health
services to the City of Phoenix. When necessary, CAP, Mercy Care and the American
Red Cross (ARC) may provide mental health services to those impacted by disaster.
Epidemiology and Syndromic Surveillance
Maricopa County Department of Public Health (MCDPH) is responsible for conducting
syndromic surveillance and epidemiologic investigations, as well as for recommending
mitigating actions to contain an outbreak and prevent the spread of disease. MCDPH staff
perform these activities on a routine basis and operate within the established public health
and healthcare systems, following all state and federal reporting, investigating, and
treatment guidelines.
The objectives of epidemiology and surveillance strategies for an infectious disease
emergency include the following:
Conduct surveillance
Facilitate laboratory testing
Conduct epidemiological investigations
Identify sources of disease and causes of disease spread
Identify and implement mitigating actions
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Monitor trends in the incidence and prevalence of disease to identify new or
unrecognized exposures or risk factors
The City of Phoenix Office of Public Health (OPH), the Office of Emergency Management
(OEM) and supporting City departments will support MCDPH efforts to conduct
epidemiology and surveillance during a disaster as needed.
Non-Pharmaceutical Interventions
Non-pharmaceutical interventions (NPIs) may be categorized as either personal
preparedness interventions or community-based interventions. Personal preparedness
interventions rely on education and public information about personal NPIs that
individuals can take to reduce or slow the spread of illness, such as hand and
environmental hygiene, respiratory etiquette, and voluntary home isolation. In times of a
pandemic, additional measures may include facemasks and voluntary quarantine.
Community-based interventions include actions that the community can take to slow the
spread of illness during an infectious disease outbreak, such as school and workplace
closures and social distancing. To be effective, community NPIs must be strategically
targeted to areas of most need, layered (i.e., using more than one NPI measure at a time),
and tailored to the severity of the pandemic. Benefits of NPIs must also be balanced
against economic and social costs and the likelihood of reducing the impact of the illness
spread. Examples of community NPIs include the following:
Temporary closure of schools
Social distancing measures (schools, work, and mass gatherings)
Isolation and quarantine orders
Travel restrictions
Emergency Public Health Information
As the entity responsible for public health services in Phoenix, Maricopa County
Department of Public Health (MCDPH) may make recommendations related to non-
pharmaceutical interventions. As the Public Health lead for the City of Phoenix, the Public
Health Advisor will work closely with OEM and supporting City departments to implement
MCDPH recommended non-pharmaceutical interventions as appropriate. The Public
Health Advisor will provide guidance, direction and support for non-pharmaceutical
interventions across city of Phoenix departments and functions.
The City of Phoenix Communications Office public information process provides for
accessible and effective communications for people with disabilities and others with
access and functional needs. The Communications Office employs the use of multi-modal
communications to include effective communication that is in accessible formats using
traditional media, social media, web-based media, printed publications, in-person
communication, email distribution, etc.
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Additionally, the Phoenix Communications Office will work with the City of Phoenix Public
Health Advisor and with respective County Public Information Officers (PIOs) and private
sector media partners to publish and disseminate public information in PDF format, in
accordance with all City of Phoenix guidance documents regarding accessible,
inclusionary, and effective communication. For more information, see the ESF #15:
External Affairs Annex.
Core Capabilities
All ESFs, including ESF # 8, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
In addition, ESF #8 directly supports the following core capabilities:
Public Health, Healthcare, and Emergency Medical Services
Fatality Management Services
Mass Care Services
Critical Transportation
Public Information and Warning
Environmental Response/Health and Safety
Logistics and Supply Chain Management
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
Public Health, Healthcare, and Emergency Medical Services
Objective: Provide lifesaving medical treatment via Emergency Medical Services and
related operations and avoid additional disease and injury by providing targeted public
health, medical, and behavioral health support, and products to all affected populations.
Critical Tasks:
Deliver medical countermeasures to exposed populations.
Complete triage and initial stabilization of illness or casualties and begin definitive
care for those likely to benefit from care and survive.
Develop public health interventions to maintain and improve the health of
individuals placed at risk due to disruptions in healthcare and societal support
networks.
Return medical surge resources to pre-incident levels, complete health
assessments, and identify recovery processes.
Fatality Management Services
Objective: Provide fatality management services, including decedent remains recovery
and victim identification, working with local, state, tribal, territorial, insular area, and
Federal authorities to provide mortuary processes, temporary storage, or permanent
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internment solutions, sharing information with mass care services for the purpose of
reunifying family members and caregivers with missing persons/remains, and providing
counseling to the bereaved.
Critical Tasks:
Establish and maintain operations to recover a significant number of fatalities over
a geographically dispersed area.
Mitigate hazards from remains, facilitate care to survivors, and return remains for
final disposition.
Mass Care Services
Objective: Provide life-sustaining and human services to the affected population, to
include hydration, feeding, sheltering, temporary housing, evacuee support, reunification,
and distribution of emergency supplies.
Critical Tasks:
Move and deliver resources and capabilities to meet the needs of disaster
survivors, including children and adults with disabilities and/or access and
functional needs.
Establish, staff, and equip emergency shelters and other temporary housing
options ensuring that shelters and temporary housing units are physically
accessible for children and adults with disabilities and/or with access and
functional needs.
Move from congregate care to non-congregate care alternatives and provide
relocation assistance or interim housing solutions for families unable to return to
their pre-disaster homes.
Critical Transportation
Objective: Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the evacuation of
people and animals, and the delivery of vital response personnel, equipment, and
services to the affected areas.
Critical Tasks:
Establish physical access through appropriate transportation corridors and deliver
required resources to save lives and to meet the needs of disaster survivors.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Public Information and Warning
Objective: Deliver coordinated, prompt, reliable, and actionable information to the whole
community using clear, consistent, accessible, and culturally and linguistically appropriate
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methods to effectively relay information regarding any threat or hazard and, as
appropriate, the actions being taken, and the assistance being made available.
Critical Tasks:
Inform all affected segments of society necessary, including accessible tools in
multiple formats of critical lifesaving and life-sustaining information to expedite the
delivery of emergency services and aid the public in taking protective actions.
Deliver credible and actionable messages to inform ongoing emergency services
and the public about protective measures and other life-sustaining actions and
facilitate the integration of recovery activities.
Environmental Response/Health and Safety
Objective: Conduct appropriate measures to ensure the protection of the health and
safety of the public and workers, as well as the environment, from all-hazards in support
of responder operations and the affected communities.
Critical Tasks:
Identify, assess, and mitigate worker health and safety hazards and disseminate
health and safety guidance and resources to response and recovery workers.
Minimize public exposure to environmental hazards through assessment of the
hazards and implementation of public protective actions.
Detect, assess, stabilize, and clean up releases of oil and hazardous materials into
the environment, including buildings/structures, and properly manage waste.
Identify, evaluate, and implement measures to prevent and minimize impacts to
the environment, natural and cultural resources, and historic properties from all-
hazard emergencies and response operations.
Logistics and Supply Chain Management
Objective: Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and fuel support, as
well as the coordination of access to community staples. Synchronize logistics capabilities
and enable the restoration of impacted supply chains.
Critical Tasks:
Mobilize and deliver governmental, nongovernmental, and private sector
resources within and outside of the affected area to save lives, sustain lives, meet
basic human needs, stabilize the incident, and facilitate the integration of recovery
efforts, to include moving and delivering resources and services to meet the needs
of disaster survivors.
Enhance public and private resource and services support for an affected area.
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Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Office of Public Health (OPH)
OPH serves as the ESF #8 Coordinator and a Primary City Department, providing
overall coordination with PFD for ESF #8 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
The Public Health Advisor will:
□ If requested, send representatives to the EOC.
□ Delegate tasks to the Office of Public Health staff as needed.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Support planning and operation functions, inform and direct public health
strategies.
□ Work closely with PFD to coordinate public health response, provide public health
guidance and direction.
□ Coordinate with MCDPH, MCESD to ensure implementation of public health
response.
□ Support public health communication and dissemination of public health related
information.
□ Work with agencies supporting public health and medical services for the City of
Phoenix.
□ Provide direction, guidance, and support for public health response, coordinating
with primary and supporting departments including but not limited to:
o Disease monitoring and reporting
o Mass vaccination
o Health information
o Risk mitigation
Phoenix Fire Department (PFD)
PFD serves as the ESF #8 Coordinator and a Primary City Department, providing
overall coordination for ESF #8 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
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□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide emergency medical response.
□ Coordinate ambulance service.
□ Provide prompt and accurate information from field forces to the EOC.
□ Respond to incidents involving hazardous materials.
□ Coordinate with the County EOC on decontamination activities, when necessary.
Considerations for decontamination of individual with disabilities and others with
access and functional needs include:
□ Service animals will be decontaminated with their owners.
□ City must aid people with disabilities (interpreters/sign board services for people
who are deaf; wayfinding for people who are blind).
□ Individuals with cognitive disabilities may need assistance going through the
decontamination process.
□ Durable medical equipment (DME) can be deconned separately from the owner,
but some replacement equipment may need to be available while the DME is taken
from the owner to be deconned.
□ Provide on-site direction and control of local emergencies.
□ Provide Fire Department Public Information Officer (PIO) if emergency dictates
and at the City PIO’s request.
Office of Emergency Management (OEM)
OEM serves as a Primary City Department, supporting coordination for ESF #8 by doing
the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ Assign a representative to the EOC.
□ Supply technical information, advice, and assistance in procuring available federal
and state emergency assistance.
□ Serve as the liaison with city, county, and state health departments; county and
state emergency management; and regional and local emergency planning or
emergency management representatives, including local hospitals, businesses,
and schools.
□ Support departmental activities/responses as determined by the City Manager.
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Supporting City Departments
Communications Office (COM)
COM serves as a Supporting City Department for ESF #8 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide for accessible and effective communications for people with disabilities
and others with access and functional needs.
□ Work with respective County Public Information Officers (PIOs) and private sector
media partners to publish and disseminate public information in PDF format, in
accordance with all City of Phoenix guidance documents regarding accessible,
inclusionary, and effective communication.
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department for ESF #8 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide a Disability Access and Functional Needs (DAFN) Technical Specialist to
the City EOC to provide information and subject matter expertise to all EOC
Sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
□ Coordinate with Maricopa County to support accessibility needs for individuals with
disabilities and others with access and functional needs.
□ Identify needs for services for the psychological support of displaced populations
and provide guidance to obtain such services.
□ Provide subject matter expertise for people with disabilities and others with access
and functional needs.
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Human Services Department (HSD)
HSD serves as a Supporting City Department for ESF #8 before, during, and after an
emergency by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Aid disaster victims in the form of recovery information, listings, referrals, and
financial assistance.
□ Coordinate with the City PIO on public service announcements, press releases,
and other media-related support.
Office of Heat Response and Mitigation (OHRM)
OHRM serves as a Supporting City Department for ESF #8 by doing the following:
Before an emergency:
□ Coordinate the City of Phoenix’s participation in the regional Heat Relief Network
through the identification of cooling centers and hydration stations and ensure
associated roles and responsibilities are known throughout the organization.
□ Maintain an inventory of heat response resources (e.g., water, ice, portable
coolers) available from City of Phoenix departments.
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ If requested, send representatives to assist with logistical management and
distribution of heat response resources.
Phoenix Police Department (PPD)
PPD serves as a Supporting City Department for ESF #8 before, during, and after an
emergency by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
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During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide security for emergency pharmaceuticals.
□ Provide security and traffic control for point of dispensing (POD) sites.
□ Establish and enforce isolation and quarantine areas in conjunction with the
Maricopa County Department of Public Health.
□ Provide force protection to medical or fire personnel as needed.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa Department of Emergency Management (MCDEM)
MCDEM supports ESF #8 for the City of Phoenix by doing the following:
□ Assist in the coordination of resource support within capability.
Maricopa County Environmental Services Department
Maricopa County Environmental Services Department supports ESF #8 for the City of
Phoenix by doing the following:
□ Provide a representative to the County EOC when activated.
□ Coordinate drinking water, waste disposal, food safety, and environmental safety
information with local, county, and state departments.
□ Provide a listing of laboratories offering microbiological, organic, and inorganic
analysis.
□ Provide environmental assessments as needed.
□ Maintain records of expenditures and document resources utilized during
response and recovery operations.
□ Assist other EOC units, branches, and sections within capabilities.
Maricopa County Department of Public Health (MCDPH)
MCDPH supports ESF #8 for the City of Phoenix by doing the following:
□ Coordinate health and medical service resources, equipment, and personnel.
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□ Activate Public Health Operations Center (PHOC) and/or provide representative
to the City of Phoenix and Maricopa County Emergency Management Department
when necessary.
□ Establish communication links with support agencies, healthcare units, and
organizations.
□ Determine the status of the Medical Reserve Corps (MRC) and evaluate the need
for their deployment.
□ Obtain and distribute, through appropriate channels, incident contact information
to emergency responders mobilized through this annex.
□ Coordinate agreements with appropriate departments and organizations to provide
for the continuity of health and medical services to individuals and families.
□ Conduct appropriate epidemiologic assessments, population monitoring, and
human health assessments.
□ Coordinate the enforcement of community disease containment measures.
□ Coordinate the local distribution of pharmaceutical products from the Strategic
National Stockpile (SNS) when necessary.
□ Ensure public health laboratory testing and epidemiological investigation is
coordinated with law enforcement and other appropriate entities.
□ Coordinate fatality management activities with the Maricopa County Medical
Examiner’s Office.
□ Coordinate with state and federal departments when the National Disaster Medical
System (NDMS) is activated.
□ Coordinate health-related risk communications and public information with
appropriate public health authorities for release through the Joint Information
System (JIS).
Maricopa County Office of the Medical Examiner
Maricopa County Office of the Medical Examiner supports ESF #8 for the City of Phoenix
by doing the following:
□ Manage incident fatalities in coordination with the Incident Commander.
□ Assist in services of handling fatalities.
□ Identify fatality trends.
□ Make provisions for expanded mortuary services.
□ Maintain records of expenditures and documents resources utilized during
response and recovery operations.
□ Assist other EOC units, branches, and sections within capabilities.
State
Arizona Department of Health Services (ADHS)
ADHS supports ESF #8 for the City of Phoenix by doing the following:
□ Oversee public health disease surveillance activities.
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□ Assist and support county and local governments to procure and administer
pharmaceuticals in response to emergency public health incidents.
□ Evaluate local requests for deployment or pre-deployment of Strategic National
Stockpile (SNS) assets based on relevant threat information.
□ Coordinate with the Arizona Department of Agriculture on food safety and security
activities.
□ Coordinate with local and federal departments when the National Disaster Medical
Systems (NDMS) is activated.
□ Coordinate with federal, state, and local authorities and the food industry on food
recall activities.
□ Coordinate with federal, state, and local authorities to ensure the proper disposal
of contaminated products and the decontamination of affected food facilities to
protect public health.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC supports ESF #8 for the City of Phoenix by doing the following:
□ Coordinate with county departments for health-related and mental health-related
issues in shelters, service centers, outreach teams, emergency assistance teams,
and integrated care teams.
□ Provide medical personnel as available to assist in public health needs.
□ Acquaint families with available health resources and services.
□ Support reunification efforts.
The Salvation Army
The Salvation Army supports ESF #8 for the City of Phoenix by doing the following:
□ Provide food, water, mobile kitchens, and personnel to support mass care needs.
□ Provide financial counseling, food boxes, bedding, lodging, clean-up kits, and other
assistance as needed.
□ Oversee donations management, including medical supplies and equipment.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Homeland Security Presidential Directives
o HSPD-21: Public Health and Medical Preparedness
National Disaster Recovery Framework
National Health Security Strategy
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National Response Framework
o ESF #8 – Public Health and Medical Services
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #8 – Public Health and Medical Services
County
Maricopa County Emergency Operations Plan (EOP)
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ESF #9: Urban Search and Rescue Annex
Key Response Agencies
ESF Coordinator Phoenix Fire Department (PFD)
Primary City
Departments
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Supporting City
Departments
Planning and Development Department (PDD)
Public Transit Department (PTD)
Street Transportation Department (STD)
Water Services Department (WSD)
Strategic
Partners
County
Maricopa County Department of Animal Care and Control
(MCACC)
Maricopa County Department of Public Health (MCDPH)
Maricopa County Office of the Medical Examiner (OME)
Private Sector and Community-Based Organizations
Arizona Humane Society (AHS)
Introduction
Purpose
The Emergency Support Function (ESF) #9: Urban Search and Rescue Annex
establishes the framework for the provision and coordination of all search and rescue
(SAR) operations to support disaster assistance missions following an emergency or
disaster event. The purpose is to provide search and rescue services including location
of individuals reported missing or in jeopardy, extrication of persons trapped, provision of
medical assistance, and retrieval of persons or property.
Scope
ESF #9 is designed to provide SAR coordination for urban search and rescue (USAR) to
include structural collapse, waterborne SAR (including swift water and dive team
responses), and inland and wilderness SAR for missing or lost persons as part of the
overall incident management effort. Aeronautical SAR is coordinated through the primary
department with the assistance of county, state, or federal resources.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
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Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The City of Phoenix may be called upon to initiate SAR missions that require utilization of
air, ground, and water rescue operations to preserve life. Responding departments must
consider hazards such as fire, confined space, high angle, water, or hazardous materials
rescues. Responders may face added difficulties after a disaster because of extensive
damage to the local infrastructure causing safety and health hazards such as downed
power lines, unstable foundations, or structures, and/or exposure to biohazards, toxins,
and blood-borne pathogens, all of which could be complicated by severe weather
conditions.
Planning Assumptions
City infrastructure may sustain damage from an emergency or disaster, influencing
the means and accessibility of emergency response services. People with
disabilities and others with access and functional needs may be disproportionately
impacted by loss of infrastructure.
An emergency or disaster event may require the prompt rescue and medical care
of a substantial number of persons in life-threatening situations. Depending on the
complexity of the event, City resources will quickly be overwhelmed.
Disaster responses which require SAR may be difficult to coordinate effectively
during the immediate post-disaster phase.
The requirement for SAR during the immediate lifesaving response phase may
exceed the availability of readily obtained assets; additional resources may not be
available for up to 72 hours.
ESF #9 encourages incorporation of technical animal SAR teams when available.
Service animals MUST be rescued with their person. Rescue of pets is a
secondary priority to rescue of residents but is authorized where it does not
endanger the primary mission.
Concept of Operations
General
In daily operations, the Phoenix Fire Department (PFD) responds to a variety of fires,
vehicle accidents, and emergency medical service (EMS) assignments that may involve
rescue of trapped persons. In daily operations, the Phoenix Police Department (PPD) is
responsible for a variety of law enforcement duties as well as conducting and coordinating
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Urban Search and Rescue (USAR) operations involving missing persons. The Phoenix
Fire Chief is the primary contact point for ESF #9 USAR operations in the City of Phoenix
Emergency Operations Center (EOC).
Within the jurisdiction of the City of Phoenix, search and rescue is the responsibility of
both the Police and Fire Departments. In almost every situation, the Police Department
assumes the responsibility for the search for the person(s) in jeopardy, and the Fire
Department assumes responsibility for any technical rescue and emergency medical
needs. Standard operating procedures (SOPs) have been developed and maintained by
both departments.
As most search missions in the city are initiated by the Police Department, they are
designated as a Primary City Department for this ESF. Automatic and mutual aid
agreements are used to support these efforts as necessary. Maricopa County Animal
Care and Control and the Arizona Humane Society will collaborate and support the
provisions outlined in the Pets Evacuation and Transportation Standards Act of 2006
amendment to the Stafford Act to ensure providing for the care of household pets and
Service Animals of individuals and agencies needing Search and Rescue support
services.
When it is determined that the scope of the incident will or has overwhelmed City
resources, the City EOC will contact the Maricopa County Department of Emergency
Management (MCDEM) and request that county, state, and/or federal Urban Search and
rescue response systems be activated. A survival window for many victims occurs within
the first 48 hours of the incident. A concentration of efforts should be directed towards
locations where the greatest potential for survivors exists.
Actions
Mitigation &
Preparedness
Establish and maintain search and rescue procedures.
Periodically review these procedures to ensure the most efficient
use of technology is used to assist in the mission.
Participate in drills and exercises to evaluate search and rescue
response capabilities.
Response &
Recovery
Monitor response efforts.
Support requests from other community agencies and/or
jurisdictions.
Maintain records of expenditures and document resources
utilized during recovery.
Core Capabilities
All ESFs, including ESF # 9, support the following core capabilities as delineated in the
National Response Framework (NRF): Mass Search and Rescue Operations
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Mass Search and Rescue Operations
Mass Search and Rescue Operations is the response core capability that ESF #9 most
directly supports. The following will describe the objective of this response core capability
and the critical tasks necessary to achieve the objective.
Objective: Deliver traditional and atypical search and rescue capabilities, including
personnel, services, animals, and assets to survivors in need, with the goal of saving the
greatest number of endangered lives in the shortest time possible.
Critical Tasks:
Conduct search and rescue operations to locate and rescue persons in distress.
Initiate community-based search and rescue support operations across a wide
geographically dispersed area.
Ensure the synchronized deployment of local, regional, national, and international
teams to reinforce ongoing search and rescue efforts and facilitate the integration
of recovery activities.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Phoenix Fire Department (PFD)
PFD serves as the ESF #9 Coordinator and a Primary City Department, providing
overall coordination for ESF #9 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
□ Develop and maintain plans and procedures to provide fire, rescue, and EMS
services in times of emergency.
□ Check and maintain firefighting communications equipment.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with all local, state, and federal resources involved in ESF #9.
□ Assure that each department involved in the SAR mission(s) maintain authority
with its jurisdiction and relay regular reports to ESF #9.
□ Begin to acquire the resources necessary to meet the needs of the responders.
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□ Submit all requests for mutual aid support through established channels. The
Incident Commander will ensure that resources at the scene are integrated into
the established ICS.
□ Provide a staging area for all incoming departments to be involved in the SAR
mission(s).
□ Establish intra-operable communications.
□ The City PIO will serve as the point of contact to the media for City-level
emergencies, or if activated, ESF #15 (External Affairs). The PIO will determine
accessible briefing locations and timing of media briefings.
□ Account for all equipment utilized during the mission(s). Properly record resources
used and cost incurred if applicable and forward to the EOC Logistics and
Finance/Administration Sections.
□ Assure that all final reports and documentation shall be maintained by each
department; copies shall be provided to the EOC Finance/Administration Section
for inclusion in possible reimbursement requests.
□ Perform SAR activities as directed by Incident Command. When performing SAR,
responders will utilize various means of searching for victims, including individuals
with disabilities and others with access and functional needs (i.e., tapping and
vibrations; flashing lights for people who are deaf or hard of hearing).
Phoenix Police Department (PPD)
PPD serves as a Primary City Department, supporting coordination of ESF #9 by doing
the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Develop and maintain plans and procedures to provide fire, rescue, and EMS
services in times of emergency.
□ Check and maintain firefighting communications equipment.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with PFD in SAR operations.
□ Provide SAR resources, equipment, and vehicles.
□ Coordinate with local, state, and federal counterparts in SAR operations.
□ Provide site security and access restrictions to areas upon request.
□ Maintain records of expenditures and document resources utilized during
response and recovery.
□ Route SAR information for public release through the EOC PIO and/or the Joint
Information System (JIS).
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Supporting City Departments
Planning and Development Department (PDD)
PDD serves as a Supporting City Department, supporting ESF #9 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Coordinate a comprehensive analysis of damage to buildings, roads, and other
facilities in the affected area assisted by the Public Works, Fire, Police, and Street
Transportation Departments, and report same to the EOC.
□ Provide personnel for building inspections as needed at the site of the emergency.
□ Begin damage assessment for recovery.
□ Assist in review of post-disaster construction activities to ensure compliance with
City-adopted codes.
□ Determine need for demolition and/or emergency repairs or stabilization of unsafe
public structures.
□ Serve on damage assessment and/or mitigation teams as requested.
□ Provide personnel to temporarily support recovery activities as requested by the
City EOC.
Public Transit Department (PTD)
PTD serves as a Supporting City Department, supporting ESF #9 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Coordinate with regional transit partners to include Valley Metro.
□ Procure equipment and services from private contractors as needed.
□ Coordinate community-based transit services and Dial-a-Ride Services.
□ Establish and maintain a working relationship with support departments.
□ Monitor status of transportation infrastructure in real-time.
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Street Transportation Department (STD)
STD serves as a Supporting City Department, supporting ESF #9 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide the EOC with an assessment of damage, required repairs (including cost
estimates), and the status of emergency repairs.
□ Assist in traffic management repairs.
□ Provide debris clearance and removal on City roads.
□ Provide and coordinate the use of heavy equipment needed in the emergency
area.
□ Provide transportation, roadway, bridge, culvert, traffic signal, and sign
information.
□ Coordinate assignments of private contractors in road and bridge reconstruction
operations at disaster scenes.
□ Evaluate street and bridge conditions and make recommendations for their
opening or closure. Close streets and bridges if such action is needed to protect
life or property.
□ Keep EOC informed of such actions.
□ Make recommendations for emergency repairs to the transportation system
including those to airport and storm drainage, and coordinate emergency
construction activities as necessary. Work with Associated General Contractors for
repairs as required.
Water Services Department (WSD)
WSD serves as a Supporting City Department, supporting ESF #9 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
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□ Alert department personnel of the hazardous situation.
□ Prioritize restoration of any service disruptions.
□ Assist in evaluating losses, assess damages to buildings and infrastructure,
recommend measures for conservation of resources, and respond to needs on a
priority basis.
□ Conduct restoration and maintenance operations until completion of repairs.
□ Upon request of the City Manager, send a representative to the EOC.
□ Ensure availability of personnel, equipment, and material.
□ Conduct a comprehensive analysis of damage to water, wastewater, and
distribution systems.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Public Health (MCDPH)
MCDPH supports ESF #9 for the City of Phoenix by doing the following:
□ Provide appropriate death documentation, certification, and support to the
Maricopa County Medical Examiner’s Office in surge operations up to and
including co-location with Medical Examiner staff to expedite the documentation
process.
Maricopa County Department of Animal Care and Control (MCACC)
MCACC supports ESF #9 for the City of Phoenix by doing the following:
□ Maricopa County Animal Care and Control and the Arizona Humane Society will
collaborate and support the provisions outlined in the Pets Evacuation and
Transportation Standards Act of 2006 to ensure providing for the care of household
pets, service animals of individuals, and departments needing SAR support
services.
Maricopa County Office of Medical Examiner (OME)
Maricopa County Medical Examiner supports ESF #9 for the City of Phoenix by doing the
following:
□ Assist in recovery and care of fatalities in SAR operations.
Private Sector and Community-Based Organizations
Arizona Humane Society (AHS)
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AHS supports ESF #9 for the City of Phoenix by doing the following:
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Disaster Recovery Framework
National Response Framework
o ESF #9 – Urban Search and Rescue
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #9 – Urban Search and Rescue
County
Maricopa County Emergency Operations Plan (EOP)
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ESF #10: Oil and Hazardous Materials Response
Annex
Key Response Agencies
ESF
Coordinator
Phoenix Fire Department (PFD)
Primary City
Departments
Phoenix Fire Department (PFD)
Supporting City
Departments
Office of Environmental Programs (OEP)
Phoenix Police Department (PPD)
Strategic
Partners
County
Maricopa County Air Quality Department (MCAQD)
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Environmental Quality (ADEQ)
Arizona Department of Public Safety (DPS)
Introduction
Purpose
The purpose of the Emergency Support Function (ESF) #10: Oil and Hazardous Materials
Response Annex is to coordinate the public and private responses that may be required
and/or requested to minimize the impact of a hazardous materials (HAZMAT) spill or
release that threatens life, health, or the environment.
Scope
Hazardous materials incidents may occur during the manufacture, use, storage, or
transport of hazardous materials, or they may be deliberately human caused through acts
of vandalism, sabotage, or terrorism.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
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of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The threat of a hazardous materials spill or release may occur due to an accident involving
transport by truck, rail, or pipeline, or may occur at a fixed facility. The response to each
type of incident varies by the nature of the chemical and volume released.
The threat presented by hazardous material incidents is often to both public health and
safety and the environment. While most hazardous material incidents involve smaller
volumes of material, they do require specific approaches to different types of chemical
and waste releases. It is important to assess the characteristics of the hazard, acquire
the necessary resources, and develop a site-specific emergency response plan.
Emergency response operations for hazardous material incidents may require multi-
agency and multi-disciplinary responses. While upon initial assessment some incidents
may not have obvious impacts on life, property, and the environment, they may have
subtle long-term consequences for human health and the environment that will require
further recovery efforts.
An emergency or disaster event will require the response and coordination of local
HAZMAT operations. The City of Phoenix Fire Department (PFD) is responsible for the
coordination and deployment of City resources to support the City of Phoenix during a
HAZMAT incident. If necessary, specialized HAZMAT response teams or response
organizations may be brought in to assist on-scene in response to the unplanned release
of a hazardous material.
Planning Assumptions
A hazardous materials incident may develop slowly or without warning. A release
of a hazardous chemical could pose a threat to the local population and/or
environment and may require the evacuation of residents at any location within the
City of Phoenix.
PFD resources and personnel provided through automatic aid agreements may be
adequate to respond to the incident, although available resources may become
limited in a large-scale incident.
The amount of time available to assess the scope and magnitude of the incident
will affect the protective actions (e.g., evacuation or shelter-in-place)
recommended.
Members of the public within the high-risk area (when identified) may choose to
evacuate spontaneously without official orders or recommendations; some may
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choose private accommodations on their own when an evacuation is ordered or
recommended.
Shelter operations and mass care may require activation away from the incident
location. Shelter and care resources will be accessible. The City will provide equal
access to all services programs and activities offered to the general population for
people with disabilities and others with access and functional needs.
Concept of Operations
General
The Phoenix Fire Department (PFD) is the lead agency for responding to and mitigating
hazardous materials incidents within the City of Phoenix to limit the effects of a release
on life, property, and the environment.
PFD Hazardous Materials Team(s) will be deployed to the site of the spill or release of
hazardous materials to assume incident command, conduct assessments, initiate
defensive or offensive response operations to mitigate the incident, and provide
decontamination procedures.
Although PFD may be required to initiate actions to limit the threat to life, health, and the
environment, the responsible party has ultimate accountability for assuring effective
abatement of the release or threatened release of oil or hazardous materials to include
cleanup costs and reimbursement.
Actions
Mitigation &
Preparedness
Prepare a facility profile and inventory of potential hazardous
materials.
Identify potential contacts and resources to conduct a community
vulnerability analysis to determine potential hazardous material
threats and on-site inspections.
Plan for response to hazardous material incidents and coordinate
with other first responders.
Develop procedures for identification and control of hazardous
materials.
Develop procedures for public information warnings, evacuation,
and clean-up to respond to hazardous materials events.
Obtain training for response personnel available internally and
through DEMA, manufacturers, vendors, and shippers of
hazardous materials.
Participate in drills and exercises to evaluate mass care and
shelter response capability.
Response &
Recovery
Verify incident information and notify Maricopa County Local
Emergency Planning Committee and other applicable agencies.
Establish a command post at a safe distance near the scene or
staff the EOC if the situation becomes excessive.
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Provide further information on the situation to MCDEM and
convey warnings for dissemination to the public.
Request assistance for emergency health and medical services
as well as mass care if the situation warrants.
Ensure availability of expertise and equipment to manage the
incident; and utilize proper procedures for containment and
clean-up to prevent additional dangers.
Support response teams, owner, shipper, state, and/or federal
environmental personnel during clean-up.
Establish area security and prohibit all unauthorized personnel
from entering the containment area.
Terminate clean-up operations after dangerous situation
subsides.
Maintain records of expenditures and document resources
utilized during recovery.
Relationship to Other Plans
ESF #10 has been developed to comply with the planning requirements of Superfund
Amendments and Reauthorization Act (SARA), Title III, and to provide guidance for
response to accidents and/or incidents involving HAZMAT in general, and specifically
those Extremely Hazardous Substances (EHS) identified by the U.S. Environmental
Protection Agency (EPA).
Title III of the Superfund Amendments and Reauthorization Act (SARA) of 1986,
Emergency Planning and Community Right-to-Know Act (EPCRA) (Public Law 99-499)
was enacted to provide local governments the authority to gather information concerning
chemical hazards in the community, to plan for response to incidents involving those
chemicals, and to provide a means for the public to obtain information concerning
hazardous materials in their community.
Maricopa County Local Emergency Planning Committee
The Arizona Emergency Response Commission is established under the Emergency
Planning and Community Right-to-Know Act (EPCRA). The Maricopa County Local
Emergency Planning Committee (LEPC) is established to collect hazardous materials
reporting data and to coordinate hazardous materials response planning for jurisdictions
within the county.
State Resources
The State of Arizona has established specialized HAZMAT Response Units (listed below)
that are available to assist local governments. State HAZMAT Response Unit leaders will
act as State On-Scene Coordinators (SOSC) during response activities.
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The Arizona Department of Public Safety (DPS), Hazardous Materials Unit, is
designated as the SOSC for HAZMAT highway and rail transportation incidents.
The Arizona Department of Environmental Quality, Emergency Response Unit, will
act as SOSC for fixed facility and non-transportation incidents.
The Arizona Department of Health Services, Bureau of Radiation Control will
assume the role of SOSC for all incidents where radioactive materials are of
primary concern.
ESF #10 is designed to coordinate HAZMAT operations to rapidly identify, contain, and
mitigate a HAZMAT release; rescue, decontaminate and treat patients exposed to the
hazard; and limit damage and effectively protect emergency responders and the public.
Preparedness
PFD shall enforce hazardous materials storage requirements and permitting and will
conduct inspections of fixed facilities where hazardous materials are generated, used, or
disposed of.
PFD will participate in training and exercises to identify, assess, and control a hazardous
materials release.
PFD will include information on hazardous materials in the public education program.
Emergency Public Warning
Specific information is contained in the Emergency Public Warning Support Annex. Each
situation is unique in nature; the incident commander must select the type of warning and
message content to adequately inform the public as to the nature of the incident and what
actions to take.
Public Protective Measures
Specific information is contained in the Population Protection Support Annex. The
Incident Commander will decide whether it is safe to conduct an evacuation or whether
to initiate a shelter-in-place recommendation.
Response
The first-arriving PFD unit will establish a command post and conduct an initial
assessment of the situation. The incident commander shall:
Initiate emergency public warnings as required.
Begin identification of the hazardous materials.
Determine if an evacuation or shelter-in-place warning is required.
Begin establishing protective measures and establish initial hot zone.
PFD Hazardous Materials Response Teams will be dispatched to the site of the spill or
release to:
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Determine response objectives.
Conduct assessments and/or collect samples to identify the product.
Determine if defensive or offensive control measures are required.
Initiate control measures.
Initiate decontamination procedures.
Terminate the incident.
Decontamination
Decontamination is the systematic process of removing or neutralizing harmful materials
and is necessary to protect the health and safety of first responders and community
members. Considerations during a decontamination response will include ensuring that
service animals are decontaminated with their owners and are not separated from the
owner. Certain durable medical equipment such as a motorized wheelchair (scooter) will
be tagged and decontaminated only by a qualified equipment technician. Alternate
wheelchairs will be required on scene and provided to those displaced from the motorized
wheelchairs (scooters). If additional wheelchairs are required, they will be requested
through the Emergency Operations Center (EOC). Signs/boards and pictograms will be
utilized to assist in communication with people who are deaf in the event an interpreter is
not available. People who are blind or who have low vision will require wayfinding
assistance.
Core Capabilities
All ESFs, including ESF # 10, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
Environmental Response/Health and Safety
Environmental Response/Health and Safety is a response core capability that ESF #10
directly supports. The following will describe the objective of this response core capability
and the critical tasks necessary to achieve the objective.
Objective: Conduct appropriate measures to ensure the protection of the health and
safety of the public and workers, as well as the environment, from all-hazards in support
of responder operations and the affected communities.
Critical Tasks:
Identify, assess, and mitigate worker health and safety hazards and disseminate
health and safety guidance and resources to response and recovery workers.
Minimize public exposure to environmental hazards through assessment of the
hazards and implementation of public protective actions.
Detect, assess, stabilize, and clean up releases of oil and hazardous materials into
the environment, including buildings/structures, and properly manage waste.
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Identify, evaluate, and implement measures to prevent and minimize impacts to
the environment, natural and cultural resources, and historic properties from all-
hazard emergencies and response operations.
Critical Transportation
Critical Transportation is a response core capability that ESF #10 directly supports. The
following will describe the objective of this response core capability and the critical tasks
necessary to achieve the objective.
Objective: Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the evacuation of
people and animals, and the delivery of vital response personnel, equipment, and
services to the affected areas.
Critical Tasks:
Establish physical access through appropriate transportation corridors and deliver
required resources to save lives and to meet the needs of disaster survivors.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Infrastructure Systems
Infrastructure Systems is a response core capability that ESF #10 directly supports. The
following will describe the objective of this response core capability and the critical tasks
necessary to achieve the objective.
Objective: Stabilize critical infrastructure functions, minimize health and safety threats,
and efficiently restore and revitalize systems and services to support a viable, resilient
community.
Critical Tasks:
Decrease and stabilize immediate infrastructure threats to the affected population,
to include survivors in the heavily- damaged zone, nearby communities that may
be affected by cascading effects, and mass care support facilities and evacuation
processing centers with a focus on life-sustainment and congregate care services.
Re-establish critical infrastructure within the affected areas to support ongoing
emergency response operations, life sustainment, community functionality, and
facilitate the integration of recovery activities.
Provide for the clearance, removal, and disposal of debris.
Formalize partnerships with governmental and private sector cyber incident or
emergency response teams to accept, triage, and collaboratively respond to
cascading impacts in an efficient manner.
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Public Information and Warning
Public Information and Warning is a response core capability that ESF #10 directly
supports. The following will describe the objective of this response core capability and the
critical tasks necessary to achieve the objective.
Objective: Deliver coordinated, prompt, reliable, and actionable information to the whole
community using clear, consistent, accessible, and culturally and linguistically appropriate
methods to effectively relay information regarding any threat or hazard and, as
appropriate, the actions being taken, and the assistance being made available.
Critical Tasks:
Inform all affected segments of society necessary, including accessible tools in
multiple formats of critical lifesaving and life-sustaining information to expedite the
delivery of emergency services and aid the public in taking protective actions.
Deliver credible and actionable messages to inform ongoing emergency services
and the public about protective measures and other life-sustaining actions and
facilitate the integration of recovery activities.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Phoenix Fire Department (PFD)
PFD serves as the ESF # Coordinator and a Primary City Department, providing overall
coordination for ESF #10 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop appropriate plans, procedures, and protocols to manage evacuations,
shelter-in-place, and/or restriction of movement operations.
□ Ensure first responders are trained in how to assist individuals with disabilities and
others with access or functional needs during an evacuation.
□ Maintain records of facilities in and near the City of Phoenix that store reportable
quantities of hazardous materials.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Establish a Unified Command Post in conjunction with the Phoenix Police
Department and other responding agencies to control operations at the scene of a
HAZMAT incident.
□ Determine the type of hazardous material, identify the scope of the incident, and
request technical assistance as needed.
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□ Monitor all responders for exposure to hazardous materials.
□ Secure contamination source(s) and affected areas.
□ Establish decontamination sites.
□ Identify and implement actions to resolve the hazardous materials incident for life
safety priorities.
□ Identify populations and locations at risk.
□ Activate appropriate plans, procedures, and protocols to manage evacuations,
shelter-in-place, and/or restriction of movement operations.
□ Assist in removal of affected individuals from incident site.
□ Coordinate rescue efforts with law enforcement to ensure safety of rescuers and
community members.
Supporting City Departments
Office of Environmental Programs (OEP)
OEP serves as a Supporting City Department, supporting ESF #10 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide support as appropriate as requested by PFD.
Phoenix Police Department (PPD)
PPD serves as a Supporting City Department, supporting ESF #10 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Establish a Unified Command Post in conjunction with the Phoenix Fire
Department to control operations at the scene of a HAZMAT incident.
□ Control access to the immediate incident site for safety and limit entry to authorized
personnel only.
□ Perform traffic control at the incident site and along identified evacuation routes.
□ Assist in the evacuation of residents when requested by the Unified Command.
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All City Departments
All City Departments may support ESF#10 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with field personnel, obtaining regular updates and
determining resource and coordination needs.
□ Provide support as appropriate as requested by PFD.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Air Quality Department
Maricopa County Air Quality Department supports ESF #10 for the City of Phoenix by
doing the following:
□ Serve as point of contact (POC) for environmental concerns that involve the
county.
□ Provide subject matter experts for proper management of air-borne or aerosolized
hazardous materials.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports ESF #10 for the City of Phoenix by doing the following:
□ Staff the County EOC and support the City of Phoenix as needed.
Maricopa County Department of Public Health (MCDPH)
MCDPH supports ESF #10 for the City of Phoenix by doing the following:
□ Assist with related public health issues.
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State
Arizona Department of Environmental Quality (ADEQ)
ADEQ supports ESF #10 for the City of Phoenix by doing the following:
□ Assume the role of State On-Scene Coordinator (SOSC) for environmental
emergencies.
□ Provide subject matter experts for proper management and disposal of hazardous
materials.
□ Serve as POC to the Federal On-Scene Coordinator.
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports ESF #10 for the City of Phoenix by doing the following:
□ Serve as liaison to support emergency operations.
Arizona Department of Public Safety (DPS)
Arizona Department of Public Safety (DPS) supports ESF #10 for the City of Phoenix by
doing the following:
□ Coordinate for hazardous materials response on state routes and interstates.
Authorities and References
Federal
Emergency Planning and Community Right-to-Know Act (EPCRA) (Public Law 99-
499)
National Disaster Recovery Framework
National Response Framework
o ESF #10 – Oils and Hazardous Materials Response
Superfund Amendments and Reauthorization Act (SARA), Title III
State
Arizona Revised Statute (A.R.S.) §9-500.44. Communications: accessibility;
emergency response interpreters.
A.R.S.
§11-269.25.
Communications; accessibility; emergency
response
interpreters.
A.R.S.
§41-5202.
Communications;
accessibility;
emergency
response
interpreters.
A.R.S. §49-108. Hazardous materials emergency response operations
State Emergency Response and Recovery Plan (SERRP)
o ESF #10 – Oils and Hazardous Materials Response
County
Maricopa County Emergency Operations Plan (EOP)
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o ESF #10: Hazardous Materials Response
o Annex E: Local Emergency Planning Committee (LEPC) Plan
City of Phoenix
City of Phoenix City Code Chapter 11: Office of Emergency Management, as
amended.
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P. 204:
Special Operations – Hazardous Materials
PFD SOP M.P. 207: Weapons of Mass Destruction
Phoenix Police Department (PPD) Operations Orders 9.1: Incident Command
System
PPD Operations Orders 9.4: Hazardous Materials Response
PPD Operations Orders 9.6: Bomb Threats and Explosives
PPD Operations Orders 9.7: Tactical Events Response Plan
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ESF #11: Agriculture and Natural Resources
Annex
Key Response Agencies
ESF
Coordinator
Office of Emergency Management (OEM)
Parks and Recreation Department (PRD)
Primary City
Departments
Office of Emergency Management (OEM)
Parks and Recreation Department (PRD)
Supporting City
Departments
Planning and Development Department (PDD)
Office of Arts & Culture (OAC)
Office of Public Health (OPH)
All City Departments
Strategic
Partners
County
Maricopa County Department of Public Health (MCDPH)
Maricopa County Environmental Services Department (MCESD)
State
Arizona Department of Agriculture
Introduction
Purpose
The purpose of the Emergency Support Function (ESF) #11: Agriculture and Natural
Resources Annex is to coordinate resources to prevent and address environmental health
risks to ensure the health of the public. This annex operates in conjunction with the Public
Health and Medical Services Annex (ESF #8) to ensure that food and public water
supplies are safe. This annex also monitors plant and animal diseases in coordination
with state and federal departments on incidents where animal, veterinary, or wildlife
issues arise.
Scope
This annex addresses the control and eradication of an outbreak of a highly contagious
or economically devastating animal and plant disease; assurance of food safety and food
defense; and the prevention, detection, and response to food-borne illnesses.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
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Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernmental, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The transportation of plants, animals, and animal products in and out of Maricopa County
and the potential threat of agro-terrorism increases the need for vigilance to reduce
vulnerability to the consequences of an outbreak of plant or animal disease.
Planning Assumptions
Local livestock producers, dairymen, feedlot operators, poultry farmers, equine
owners, and swine producers within Maricopa County will be the first to notice an
unusual condition or disease in their animals. Many of these producers will consult
with their veterinarian. Others may contact the State Department of Agriculture,
the State Veterinarian’s Office, or the Arizona Veterinary Diagnostic Laboratory at
the University of Arizona in Tucson, Arizona, or a private laboratory.
A widespread outbreak of disease or infestation in this industry would have a major
impact on the economy of Maricopa County, surrounding counties, and the State
of Arizona.
Concept of Operations
General
In daily operations, the Maricopa County Environmental Services Department
(MCESD)and Maricopa County Department of Public Health (MCDPH) provide a wide
array of community preparedness programs and services with a focus on the public’s
health and well-being. They coordinate situational response efforts with the other support
departments through the Maricopa County Emergency Operations Center (EOC).
An aggressive and proactive response by the primary departments ensures the safety
and security of commercial food products following an incident. Dependent on the
incident, different agencies or departments may take the lead. For example:
For situations that primarily impact public health, the Maricopa County Department
of Public Health (MCDPH) is the primary department; examples include human
epidemics of vector-borne or zoonotic diseases.
For situations that are primarily food and/or water borne, the Maricopa County
Environmental Services Department will be the primary department; examples
include large-scale food or water-related outbreaks.
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The Parks and Recreation Department is the primary City department for situations
dealing with natural resources affecting park property and impact of wildlife within
City-owned parks, preserves, natural habitats and historical and archaeological
sites.
Actions
Mitigation &
Preparedness
Identify agencies and organizations with food preparation and
distribution capabilities and coordinate with appropriate entities.
Maintain procedures and responsibilities for food service,
issuance, and distribution with other agencies.
Develop a system for mobile and on-site feeding of emergency
workers and the shelter population.
Participate in tests and exercises to evaluate food distribution
and service response capability.
Response &
Recovery
Work with other agencies to determine food and water needs.
Begin plan implementation as expeditiously as possible.
Coordinate community resources and personnel to assist with
food and water services and/or distribution.
Establish sites for food and water service, distribution, and
issuance.
Monitor food and/or water for contamination and issuance of
health-related public service announcements as necessary.
Continue the provision of food and/or water throughout reentry
and recovery.
Maintain records, expenditures, and document resources utilized
during recovery.
Core Capabilities
All ESFs, including ESF # 11, support the following core capabilities as delineated in the
National Response Framework (NRF): Mass Care Services, Critical Transportation, and
Logistics and Supply Chain Management.
Mass Care Services
Mass Care Transportation is response core capability that ESF #11 directly supports. The
following will describe the objective of this response core capability and the critical tasks
necessary to achieve the objective.
Objective: Provide life-sustaining and human services to the affected population, to
include hydration, feeding, sheltering, temporary housing, evacuee support, reunification,
and distribution of emergency supplies.
Critical Tasks:
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Move and deliver resources and capabilities to meet the needs of disaster
survivors, including children and adults with disabilities and/or access and
functional needs.
Establish, staff, and equip emergency shelters and other temporary housing
options ensuring that shelters and temporary housing units are physically
accessible for children and adults with disabilities and/or with access and
functional needs.
Move from congregate care to non-congregate care alternatives and provide relocation
assistance or interim housing solutions for families unable to return to their pre-disaster
home.
Critical Transportation
Critical Transportation is response core capability that ESF #11 directly supports. The
following will describe the objective of this response core capability and the critical tasks
necessary to achieve the objective.
Objective: Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the evacuation of
people and animals, and the delivery of vital response personnel, equipment, and
services to the affected areas.
Critical Tasks:
Establish physical access through appropriate transportation corridors and deliver
required resources to save lives and to meet the needs of disaster survivors.
Ensure basic human needs are met, stabilize the incident, transition into recovery
for an affected area, and restore basic services and community functionality.
Logistics and Supply Chain Management
Logistics and Supply Chain Management is response core capability that ESF #11 directly
supports. The following will describe the objective of this response core capability and the
critical tasks necessary to achieve the objective.
Objective: Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and fuel support, as
well as the coordination of access to community staples. Synchronize logistics capabilities
and enable the restoration of impacted supply chains.
Critical Tasks:
Mobilize and deliver governmental, nongovernmental, and private sector
resources within and outside of the affected area to save lives, sustain lives, meet
basic human needs, stabilize the incident, and facilitate the integration of recovery
efforts, to include moving and delivering resources and services to meet the needs
of disaster survivors.
Enhance public and private resource and services support for an affected area.
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Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Parks and Recreation Department (PRD)
PRD serves as the ESF #11 Coordinator and a Primary City Department, providing
overall coordination for ESF #11 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
□ Establish relationships with museums, universities, and cultural institutions to
support preservation efforts during emergencies.
□ Coordinate with the Planning and Development Department, The Office of Arts &
Culture, the Office of Emergency Management, and the City’s Historic
Preservation Officer on preservation planning.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Address natural resources affecting park property and the impact of wildlife within
City-owned parks, preserves, natural habitats, and historical and archaeological
sites.
Office of Emergency Management (OEM)
OEM serves as the ESF #11 Coordinator and a Primary City Department, providing
overall coordination for ESF #11 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
□ Coordinate with all city departments to ensure comprehensive emergency
preparedness.
□ Establish relationships with museums, universities, and cultural institutions to
support preservation efforts during emergencies.
□ Coordinate with the Planning and Development Department, The Office of Arts &
Culture, the Parks & Recreation Department, and the City’s Historic Preservation
Officer on preservation planning.
During an emergency:
□ Activate and staff the Emergency Operations Center (EOC) as needed.
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□ Coordinate resource requests and deployment related to ESF #11.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Facilitate information sharing between primary and supporting departments.
□ Coordinate with state and federal agencies for additional resources and support
when local capabilities are exceeded.
□ Assist with documentation of activities, decisions, and expenditures related to ESF
#11 functions.
□ Provide situational awareness updates to city leadership.
□ Coordinate public information messages with the Joint Information Center related
to agricultural and natural resources.
Supporting City Departments
Office of Arts & Culture (OAC)
OAC serves as a Supporting City Department, supporting ESF #11 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Establish relationships with museums, universities, and cultural institutions to
support preservation efforts during emergencies.
□ Coordinate with the Planning and Development Department, Parks & Recreation
Department, the Office of Emergency Management, and the City’s Historic
Preservation Officer on preservation planning.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
Office of Public Health (OPH)
OPH serves as a Supporting Department supporting ESF #11 by doing the following:
□ Send representatives to the EOC.
□ Support planning and operation functions, inform and direct public health
strategies.
□ Coordinate with MCDPH, to ensure implementation of public health response.
□ Support public health communication and the dissemination of public health
related information.
□ Partner with agencies supporting public health and medical services for the City of
Phoenix.
□ Provide direction, guidance, and support for public health response, coordinating
with primary and supporting departments.
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Planning and Development Department (PDD)
PDD serves as a Supporting City Department, supporting ESF #11 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Establish relationships with museums, universities, and cultural institutions to
support preservation efforts during emergencies.
□ Coordinate with the Parks & Recreation Department, The Office of Arts & Culture,
the Office of Emergency Management, and the City’s Historic Preservation Officer
on preservation planning.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide Historic Preservation Officer to coordinate with the primary and support
agencies to locate, bring awareness to, and ensure the safety of historic property
resources.
All City Departments
All City Departments may support ESF#11 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs
□ Assist the primary departments and respond to department directives and
protocols.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The city specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
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services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Public Health (MCPDH)
Maricopa County Department of Public Health (MCDPH) supports ESF #11 for the City
of Phoenix by doing the following:
□ Serve as primary department for situations that primarily impact public health;
examples include human epidemics of vector-borne or zoonotic diseases.
Maricopa County Environmental Services Department
Maricopa County Environmental Services Department supports ESF #11 for the City of
Phoenix by doing the following:
□ Serve as a primary department for situations that are primarily food and/or water
borne, examples include large-scale food or water-related outbreaks.
State
Arizona Department of Agriculture
The Arizona Department of Agriculture is responsible for supporting farming and
agribusiness in Arizona by protecting plants and animals, issuing environmental licenses,
inspecting farming practices and overseeing commerce standards and measurement
devices.
The Animal Services Division and Office of the State Veterinarian is responsible for
protecting the public from contagious and infectious diseases in livestock, poultry,
commercially raised fish and for conducting investigations and responses to zoonotic
diseases or Foreign Animal Diseases in livestock species. In these situations, the Arizona
Department of Agriculture has primacy over state or county public health departments.
State or county public health departments oversee human outbreaks of zoonotic disease.
The Arizona Department of Agriculture further protects the food supply by investigating
and responding to issues with meat, milk, and eggs and enforce laws about moving,
selling, importing, transporting, slaughtering, and stealing livestock.
Authorities and References
Federal
National Disaster Recovery Framework
National Response Framework
o ESF #11 – Agricultural and Natural Resources
State
State Emergency Response and Recovery Plan (SERRP)
o ESF #11 – Agricultural and Natural Resources
County
Maricopa County Emergency Operations Plan (EOP)
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ESF #12: Energy Annex
Key Response Agencies
ESF Coordinator Public Works Department (PWD)
Primary City
Departments
Public Works Department (PWD)
Supporting City
Departments
Communications Office (COM)
Equal Opportunity Department (EOD)
Office of Emergency Management (OEM)
Office of Environmental Programs (OEP)
Planning and Development Department (PDD)
Water Services Department (WSD)
Strategic
Partners
Private Sector and Community-Based Organizations
Public/Private Utility Companies
Introduction
Purpose
The Emergency Support Function (ESF) #12: Energy Annex describes policies and
procedures for providing, maintaining, and restoring energy services that were
interrupted, damaged, or destroyed during and after an emergency or disaster event. ESF
#12 also provides for the coordination of energy support to affected areas via local, state,
federal, and private resources, to include technical assistance, inspection, evaluation,
repair, debris removal, and maintenance of utility services.
Scope
This annex provides a framework for the collection, evaluation, and sharing of information
about energy system damage and estimations on the impact of energy system outages
within affected areas. The term “energy” includes producing, refining, transporting,
generating, transmitting, conserving, building, distributing, and maintaining energy
systems and system components. Additionally, ESF #12 provides information concerning
the energy restoration process such as projected schedules, percent completion of
restoration, geographic information on the restoration, and other information as
appropriate.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
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Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
Loss of electric power is the most common problem after almost any type of incident,
whether natural or manmade. Loss of power can have devastating immediate and long-
term effects on individuals and the community, halting pipeline delivery of gasoline, diesel,
and other fuels. Residents rely on power to cool their homes, supply potable water, charge
life-sustaining equipment, properly refrigerate medications (i.e., insulin), maintain access
to transportation, communicate with financial institutions, and continue to preserve life
and safety. The city relies on power to respond effectively to disasters to coordinate first
responders such as fire, police, and other emergency workers to an incident and fuel their
equipment when needed.
The Energy Services Annex addresses the disruption of key utilities that provide energy
for essential services and identifies the support resources needed for restoration and/or
temporary measures to sustain life-saving energy needs.
Planning Assumptions
The suddenness and devastation of a disaster may sever or impair key energy
lifelines, constrain supply in an affected area, and most likely adversely impact
adjacent areas. The emergency or disaster may cause shortages in energy
supplies by disrupting electricity transmission, creating natural gas/propane
shortages, cutting fuel supply methodologies, or increasing energy use in general.
An energy emergency occurs whenever supplies of fuels or electricity are
inadequate to meet demand. An energy emergency can include acute shortages
caused by power outages and flow disruptions, and chronic shortages caused by
panic buying of fuels and electricity. Fuel shortages can be caused by imbalances
in supply and distribution, and not necessarily as the result of a natural or human-
caused event. Unexpected operational failure of an energy system, or unusual
economic or international political events, can also cause significant disruptions in
energy supplies.
A shortage of energy in one form can cause shortages in other sources. Delays in
the production, refining, and delivery of petroleum-based products may occur
because of loss of commercial electric power, reducing the supply of energy
products. Sharp and sudden increase of energy product pricing could result from
a curtailment of energy stock and supplies.
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Widespread and prolonged energy product shortages will affect transportation,
communications, essential government functions, and perhaps emergency
operations. Standard operating procedures (SOPs) must be developed to manage
power outages for traffic signals, water delivery, wastewater collection,
communications systems, and other services that are power dependent.
Concept of Operations
General
In day-to-day operation, the Public Works Department and identified supporting
departments are responsible for protecting the health, safety, and well-being of the public
by assessing properly designed and constructed infrastructure; operating and maintaining
public grounds; and maintaining City facilities.
The Public Works Department is the primary department that will coordinate with public
and/or private utility companies and other support departments to provide information for
City-level assessment, response, recovery, and restoration operations, including the
provision of emergency power to support immediate response operations that impact the
residents of Phoenix. Prioritization for service restoration will include consideration of the
weather and the impact of service loss on the public, including families, children,
individuals with disabilities, and others with access and functional needs, as well as
unique populations such as schools, managed care facilities, etc.
Actions
Mitigation &
Preparedness
Establish liaison point of contacts with critical planning and
response partners, specific to ESF#12 Energy, to include local
municipal departments, state agencies and the private sector. to
ensure responsiveness with OEM and the private sector.
Identify additional resources and assistance teams
Develop emergency response support plans.
Develop damage assessment, repair and restoration procedures,
and reporting mechanisms.
Recommend actions to conserve energy and provide conservation
guidance.
Participate in drills and exercises to evaluate energy response
capability.
Determine critical energy supply needs of priority and unique
populations (e.g., infants, elderly, individuals with disabilities,
access, and functional needs etc.).
Response &
Recovery
Coordinate with utility providers to gather, assess, and share
information on energy system damage, as well as estimate repair
and restoration time.
Activate assistance teams and obtain necessary resources to
assist in recovery.
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Work with the Public Information Office to provide public service
announcements on energy conservation, mitigation impacts, and
restoration forecasts.
Coordinate with other affected areas to maximize resources and
information exchange.
Monitor repair and maintenance operations until restoration, of all
services.
Maintain records of expenditures and document resources utilized
during recovery.
Core Capabilities
All ESFs, including ESF # 12, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
In addition, ESF #12 directly supports the following core capabilities:
Infrastructure Systems
Logistics and Supply Chain Management
Situational Assessment
The following section will describe the objectives of each response core capability and
the critical tasks necessary to achieve the given objectives.
Infrastructure Systems
Objective: Stabilize critical infrastructure functions, minimize health and safety threats,
and efficiently restore and revitalize systems and services to support a viable, resilient
community.
Critical Tasks:
Decrease and stabilize immediate infrastructure threats to the affected population,
to include survivors in the heavily- damaged zone, nearby communities that may
be affected by cascading effects, and mass care support facilities and evacuation
processing centers with a focus on life-sustainment and congregate care services.
Re-establish critical infrastructure within the affected areas to support ongoing
emergency response operations, life sustainment, community functionality, and
facilitate the integration of recovery activities.
Provide for the clearance, removal, and disposal of debris.
Formalize partnerships with governmental and private sector cyber incident or
emergency response teams to accept, triage, and collaboratively respond to
cascading impacts in an efficient manner.
Logistics and Supply Chain Management
Objective: Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and fuel support, as
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well as the coordination of access to community staples. Synchronize logistics capabilities
and enable the restoration of impacted supply chains.
Critical Tasks:
Mobilize and deliver governmental, nongovernmental, and private sector
resources within and outside of the affected area to save lives, sustain lives, meet
basic human needs, stabilize the incident, and facilitate the integration of recovery
efforts, to include moving and delivering resources and services to meet the needs
of disaster survivors.
Enhance public and private resource and services support for an affected area.
Situational Assessment
Objective: Provide all decision makers with decision-relevant information regarding the
nature and extent of the hazard, any cascading effects, and the status of the response.
Critical Tasks:
Deliver information sufficient to inform decision making regarding immediate
lifesaving and life-sustaining activities, and engage governmental, private, and
civic sector resources within and outside of the affected area to meet basic human
needs and stabilize the incident.
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining
activities, and engage governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs, stabilize the incident, and
facilitate the integration of recovery activities.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Public Works Department (PWD)
PWD serves as the ESF #12 Coordinator and a Primary City Department, providing
overall coordination for ESF #12 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Assess risk management for disruption of services in City-owned and/or City-
controlled facilities.
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□ Determine whether operational changes are to be implemented to conserve
energy.
□ Monitor for environmental impacts of disruption of energy systems.
□ Determine needs to maintain and make provision for fleet resources used in the
response to loss of energy systems.
□ Track and/or service on-scene generators as necessary.
□ Implement any fuel rationing and prioritization as directed.
Supporting City Departments
Communications Office
COM serves as a Supporting City Department, supporting ESF #12 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Obtain energy-related information for public release.
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department, supporting ESF #12 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide a Disabilities Access and Functional Needs (DAFN) Technical Specialist
to the City EOC to provide information and subject matter expertise to all EOC
sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
Coordinate with Maricopa County to support accessibility needs for individuals
with disabilities and others with access and functional needs.
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Office of Environmental Programs (OEP)
OEP serves as a Supporting City Department, supporting ESF #12 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Assist with issues relating to permitting associated with temporary power, interface
with relevant county, state, and federal agencies.
Office of Emergency Management (OEM)
OEM serves as a Supporting City Department, supporting ESF #12 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Track deployed assets and recalls utilizing the Incident Command System (ICS)
forms and/or web-based crisis information management system (e.g., WebEOC).
The Operations Section will collect this information and forward it to the
Finance/Administration Section within the EOC.
Planning and Development Department (PDD)
PDD serves as a Supporting City Department, supporting ESF #12 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Assist in the inspection and assessment of electrical repair activities until
restoration of all services is complete.
□ Provide personnel to the City EOC as requested.
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Water Services Department (WSD)
WSD serves as a Supporting City Department, supporting ESF #12 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Review all water/wastewater treatment facilities and sewer lift/booster stations to
verify electric generation.
□ Monitor and prioritize requests for service of City-controlled utilities.
□ Monitor all areas of the sewer system for overflows.
□ Account for areas that have low water pressure due to the power outage and
compensate with electricity generation at pumping facilities.
□ Mobilize required manpower and equipment to operate electricity generation
facilities at water treatment and pumping facilities and monitor pressures in the
water distribution system.
Strategic Partners
Private Sector and Community-Based Organizations
Public/Private Utility Companies
The Public/Private Utility Companies supports ESF #12 for the City of Phoenix by doing
the following:
□ Takes the lead to rapidly restore infrastructure-related services after an incident
occurs.
Authorities and References
Federal
National Disaster Recovery Framework
National Response Framework
o ESF #12 – Energy
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #12 – Energy
County
Maricopa County Emergency Operations Plan EOP)
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ESF #13: Public Safety and Security Annex
Key Response Agencies
ESF Coordinator Phoenix Police Department (PPD)
Primary City
Departments
Phoenix Police Department (PPD)
Supporting City
Departments
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Sheriff's Office (MCSO)
State
Arizona Counter Terrorism Information Center (ACTIC)
Arizona Department of Public Safety (DPS)
Introduction
Purpose
The Emergency Support Function (ESF) #13: Public Safety and Security Annex purpose
is to provide a framework for maintaining law and order, providing public warning,
providing for the security of critical facilities and supplies, providing for safety on the scene
of a disruptive incident, effecting the evacuation of threatened areas, providing traffic and
access control to evacuated areas or critical facilities, assisting with search and rescue
operations, and assisting with identification of the dead.
Scope
ESF #13 is designed to provide a public safety coordination as part of the overall incident
management, including critical infrastructure protection, security, and public safety in both
pre-incident and post-incident situations.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
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All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
An emergency or disaster will require extra effort by the Phoenix Police Department to
maintain law and order, protect life and property, provide traffic control and law
enforcement support, coordinate mutual aid requests, and provide site security for
essential facilities/supplies.
Planning Assumptions
During and after any emergency or disaster, the Phoenix Police Department is the
primary law enforcement department in the City of Phoenix.
An emergency incident or disaster will tax law enforcement efforts to protect life
and property.
The Phoenix Police Department must be prepared to enlist support from other law
enforcement departments during emergency situations.
Automatic and mutual aid agreements will be key to providing timely and
coordinated support from outside agencies.
Concept of Operations
General
The Phoenix Police Department (PPD) is responsible for the maintenance of command
structures, tracking of their personnel and resources, and maintaining a list of available
personnel and resources for future activation. Any auxiliary forces that are activated for
service will work directly under the supervisory authority of the Phoenix Police
Department.
Actions
Mitigation &
Preparedness
Analyze
hazards,
determine
needs,
and
public
safety
requirements.
Identify agencies and organizations capable of providing
resources and support.
Coordinate with city management on critical facilities that require
special security.
Establish a chain of command and succession of authority for law
enforcement and other first responders.
Develop Memoranda of Understanding (MOU) with adjacent and
support law enforcement agencies.
Participate in drills and exercises to evaluate law enforcement
response capability.
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Ensure that all response personnel are trained in the National
Incident Management System (NIMS).
Response &
Recovery
Provide personnel for the Emergency Operation Center (EOC) in
time of emergency or disaster.
Coordinate dissemination of information through the EOC.
Assist with evacuation, traffic control, and security in restricted
areas, as well as providing communications.
Support the EOC by maintaining an effective, interoperable law
enforcement communication and warning signals system.
Control exit and entry into the emergency or disaster area.
Report traffic control situations to the EOC in coordination with
other agencies.
Arrange for security at critical facilities (e.g., shelters, EOC) in
coordination with respective public safety jurisdictions.
Develop, conduct, and manage information-related security plans
and operations including safeguarding sensitive information.
Request additional support through MOUs.
Assist in the return of evacuees.
Provide volunteer resources as dictated by the situation.
Utilize NIMS in all response operations.
Maintain records of expenditures and document resources utilized
during all phases of the operation.
Core Capabilities
All ESFs, including ESF # 13, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
On-Scene Security, Protection, and Law Enforcement
On-Scene Security, Protection, and Law Enforcement is response core capability that
ESF #13 directly supports. The following will describe the objective of this response core
capability and the critical tasks necessary to achieve the objective.
Objective: Ensure a safe and secure environment through law enforcement and related
security and protection operations for people and communities located within affected
areas and for response personnel engaged in lifesaving and life-sustaining operations.
Critical Tasks:
Establish a safe and secure environment in an affected area.
Provide and maintain on-scene security and meet the protection needs of the
affected population over a geographically dispersed area while eliminating or
mitigating the risk of further damage to persons, property, and the environment.
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Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Phoenix Police Department (PPD)
PPD serves as the ESF #13 Coordinator and a Primary City Department by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop procedures for civil disturbance response.
□ Develop a plan to receive and process mass arrests.
□ Develop and implement additional layers for defense and/or detection, including
training and procedures for integration with local and regional law enforcement in
chemical, biological, radiological, nuclear explosive (CBRNE) preventive
measures such as inspections, surveillance, security, counterintelligence, and
infrastructure protection.
□ Develop and implement training and procedures to enable Police Department
deputies to recognize the presence of CBRNE materials, including tools and
equipment to detect the presence of CBRNE materials during emergency
responses.
□ Develop policies and processes to enhance sharing of intelligence information
within and between regions, states, and federal and local agencies.
□ Produce strategic intelligence and surveillance information and products in
cooperation with the Arizona Counter Terrorism Information Center (ACTIC).
□ Receive and disseminate law enforcement intelligence relating to the incident or
emerging threats.
□ Collect, analyze, integrate, evaluate, and interpret intelligence and surveillance
information.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide liaison support to the City EOC as required.
□ Coordinate traffic control actions.
□ Coordinate assistance in specialized search and rescue operations in cooperation
with the Phoenix Fire Department.
□ Provide security detail support for City facilities, institutions, services, officials, and
resources.
□ Support federal intelligence and surveillance information collection.
□ Produce strategic intelligence and surveillance information and products in
cooperation with the Arizona Counter Terrorism Information Center (ACTIC).
□ Receive and disseminate law enforcement intelligence relating to the incident or
emerging threats.
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□ Collect, analyze, integrate, evaluate, and interpret intelligence and surveillance
information.
□ Identify regional concerns and threats.
□ Assist in regional development of indications and warnings in cooperation with
ACTIC.
□ Support incident response operations.
□ Secure and preserve the incident scene.
□ Assist in the evacuation of individuals with disabilities, those with access and
functional needs, and any other residents that need assistance in the evacuation
process. Responders will be trained in assisting people with disabilities and others
with access and functional needs during evacuations.
□ Secure critical infrastructure sites.
□ Assist in development and implementation of buffer zone protection plans.
Supporting Department(s)
All City Departments
All City Departments support ESF #13 for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management (MCDEM)
Maricopa County Department of Emergency Management (MCDEM) supports ESF #13
for the City of Phoenix by doing the following:
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Maricopa County Sheriff’s Office (MCSO)
Maricopa County Sheriff’s Office (MCSO) supports ESF #13 for the City of Phoenix by
doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of response and recovery operations.
State
Arizona Counter Terrorism Information Center (ACTIC)
Arizona Counter Terrorism Information Center (ACTIC) supports ESF #13 for the City of
Phoenix by doing the following:
□ Provide real-time counter terrorism intelligence.
□ Coordinate with local law enforcement to respond to suspected terrorist activity.
Arizona Department of Public Safety (DPS)
Arizona Department of Public Safety (DPS) supports ESF #13 for the City of Phoenix by
doing the following:
□ Respond as the Arizona Weapons of Mass Destruction (WMD) HAZMAT Evidence
Collection Team if activated.
□ Arrest, without a warrant, any person who is the driver of or a passenger in any
vehicle operated or standing on a state highway that the officer has reasonable
cause to believe is guilty of a felony.
□ In the event of a riot or other civil disorder and upon the request of the chief
executive of the City of Phoenix, the Governor may order the DPS to enforce
criminal laws in the area affected by the riot/disturbance
Authorities and References
Federal
National Disaster Recovery Framework
National Response Framework
o ESF #13 – Public Safety and Security
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #13 – Public Safety and Security
County
Maricopa County Emergency Operations Plan (EOP)
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ESF #14: Long-Term Community Recovery
Annex
Key Response Agencies
ESF
Coordinator
Office of Emergency Management (OEM)
Primary City
Departments
Office of Emergency Management (OEM)
Supporting City
Departments
Aviation Department (AVN)
City Clerk Office
City Council Office
Communications Office (COM)
Community and Economic Development Department (CEDD)
Equal Opportunity Department (EOD)
Finance Department (FIN)
Government Relations Department
Housing Department (HOU)
Human Resources Department (HRD)
Human Services Department (HSD)
Information Technology Services (ITS)
Law Department: City Attorney’s Office
Neighborhood Services Department (NSD)
Office of Homeless Solutions (OHS)
Office of Public Health (OPH)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Planning and Development Department (PDD)
Public Works Department (PWD)
Street Transportation Department (STD)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Maricopa County Animal Care and Control (MCACC)
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
State
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Arizona 2-1-1
Private Sector and Community-Based Organizations
Arizona Humane Society
Public/Private Utility Companies
American Red Cross (ARC)
Area Agencies on Aging (AAA)
Introduction
Major disasters have shown the importance and necessity of strong, well-developed
recovery planning. Often the longest phase of emergency management, recovery will
affect and shape all aspects of the community for years following a major incident. The
Long-Term Community Recovery Annex (ESF #14) focuses on how best to incorporate
the capabilities of City of Phoenix (the City) departments and community stakeholders to
support and optimize recovery. This annex seeks to promote effective and expeditious
recovery by incorporating input from City departments and outside agencies and
organizations that have a defined role in at least one of the six areas of recovery as
defined by the National Disaster Recovery Framework (NDRF).
Purpose
The purpose of the Emergency Support Function (ESF) #14: Long-Term Community
Recovery Annex is to detail City government’s responsibilities for post-disaster recovery
response. This annex can be used in conjunction with other plans designed for the
protection of the population.
This annex aligns with the Maricopa County Emergency Operations Plan (EOP), the State
of Arizona Emergency Response and Recovery Plan (SERRP), and the National
Response Framework. This annex will allow for cohesiveness when county, state, and
federal ESF #14 resources are activated.
Scope
This annex is applicable to City departments and all agencies, organizations, and
personnel with recovery support function (RSF) responsibilities. Of particular importance
to this plan are the following:
City departments with emergency public safety functions
City departments having routine interaction with disproportionately impacted
populations
City departments performing critical services
Policies
The following policies and authorities are currently in place:
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All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
Disaster recovery typically occurs in phases, with initial efforts dedicated to helping those
affected meet immediate needs for housing, food, and water. As homes and businesses
are repaired, people return to work and communities continue with cleanup and rebuilding
efforts. Many government agencies, voluntary agencies, and the private sector cooperate
to help and support.
Planning Assumptions
Recovery activities will be concurrent with response activities, search and rescue
missions, lifesaving activities, emergency stabilization measures, and/or criminal
investigations (in the event of a terrorist incident).
Individual assistance (IA) provided under this annex can build upon but will not
duplicate the assistance provided through the Mass Care, Emergency Assistance,
Housing, and Human Services Annex (ESF #6). Some impacted survivors may
require that individual assistance under this annex extend beyond short-term
recovery to long-term recovery.
Recovery from an incident may involve actions and resources from neighboring
jurisdictions to return the situation to normal conditions (or as close to normal as
possible).
Long-term recovery is the community’s effort to regain normal functions, including
commerce, employment, and use of structures like buildings, bridges, and
roadways.
Mitigation may also be a part of a recovery strategy, rebuilding in a way that
reduces or eliminates the impact from a recurrence of the same type of incident,
such as changes in building and zoning codes that prohibit construction on flood
plains.
Individuals and families left homeless will have temporary and permanent housing
as an unmet need requiring consideration in long-term recovery.
Individuals and families may have no insurance or insufficient coverage to address
damages to, or loss of, personal property.
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Under certain situations the state may provide support to recovery operations in
restoring public property and critical services, and, where applicable, assistance in
the restoration of private property.
Damage assessment teams shall be required to collect damage information
following an incident, which provides the basis for further action by the chief
elected officials of Phoenix.
In most cases, recovery begins as damage is identified, assessed, and classified
as either being in the private or public sector.
Resilient recovery planning also includes business or economic recovery
strategies to ensure that, in addition to bringing the community’s infrastructure
back to operational levels, businesses are assisted in returning to operational
levels.
Concept of Operations
General
The recovery process for a disaster will begin early in the response phase through the
declaration of a local emergency, followed by rapid damage assessment and a formal
request for state assistance as required. See the Damage Assessments Support Annex
for more information.
A complete record of expenditures for the response will be maintained, and this
information will be utilized for reimbursement purposes as dictated by the scale of the
disaster. At such time that the City of Phoenix exceeds its capabilities, resources will be
requested from county, state, and/or federal entities.
The city will promote community recovery efforts by providing rapid stabilization of the
emergency, rapid initiation of recovery efforts to individuals, and continuous and
accessible communications regarding the recovery efforts.
The Office of Emergency Management (OEM), at the direction of the Emergency
Management Director, will serve as the primary Department/ESF #14 Coordinator; he or
she will monitor and report on recovery activities throughout assessment, response, and
recovery.
Authority
In accordance with City Code Chapter 11 and with A.R.S. Section 26-311, the Mayor of
the City of Phoenix may proclaim a local emergency when an emergency is, or is likely to
be, beyond the response capability of the city. A declared local emergency permits City
government to set aside normal procedures of government in deference to the emergency
and to utilize executive powers to allow disaster exceptions to existing ordinances,
statutes, and regulations.
A written declaration is the vehicle by which assistance can be obtained from state and
federal agencies. Upon receipt of sufficient supporting information, the declaration may
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be issued and forwarded to the Maricopa County Department of Emergency Management
(MCDEM) or, if activated, the county Emergency Operations Center (EOC).
If the emergency is of sufficient magnitude and all county resources are expended,
MCDEM will recommend to the chairman of the Board of Supervisors that the county
declare an emergency. The county’s emergency declaration will then be forwarded to the
Arizona Department of Emergency and Military Affairs (DEMA) with a request that the
governor declare a state of emergency. Financial and other public assistance, but no
individual assistance, may be made available when the governor declares a state of
emergency. A county emergency declaration is not needed prior to the county forwarding
the local emergency declaration and request for assistance to DEMA.
The designated applicant agent for the City of Phoenix is the authorized agent for
obtaining federal and state emergency management funds. The applicant agent is
authorized to execute all contracts, certify completion of work, request payments, and
prepare all documentation related to Federal Emergency Management Agency (FEMA)
and DEMA funding requirements.
Operations
The Long-Term Community Recovery Annex/ESF #14 Coordinator and supporting
agencies will develop and implement community recovery and economic stabilization
strategies. It is important that the recovery process promotes sustainable practices and
addresses whole community vulnerability issues (with individuals, businesses, and
infrastructure) that will strengthen the community response to future disasters.
The City’s method of preparing for a disaster is to ensure a coordinated and
comprehensive planning process. This includes collaborative pre- and post-disaster
partnerships to build inclusiveness and unified decision making within the following
operative functions:
Sustaining recovery functional components
Transition from response to recovery
Activation of recovery operations
Implementing and deactivation/demobilization
Recovery Functional Components
During the recovery process, there may be large numbers of affected people, damaged
infrastructure, and damaged homes and businesses. To meet these needs, considerable
resources and help from the public and private sector may be required. Along with these
needs there are likely to be large numbers of volunteers, an influx of donations, and
significant media and public interest.
Long-Term Recovery Group
The Long-Term Recovery Group (LTRG) will consist of a core group of City departments,
the Disabilities Access, and Functional Needs (DAFN) Technical Specialist, and other
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community-based organizations (CBOs), faith-based organizations (FBOs), non-
governmental organizations (NGOs), private sector businesses representatives, agency
representatives of the Maricopa County Community Organizations Active in Disaster
(MCCOAD) and Voluntary Organizations Active in Disasters (VOAD). This group will be
tasked with managing the incoming requests for assistance from the public and matching
those requests with resources being provided via Community Assistance Center (CAC).
This group will handle administration, financial management and accountability, public
outreach, and programs including housing, donations, volunteers, and disaster case
management.
Recovery Operations Center
The Recovery Operations Center (ROC) focuses on returning the physical infrastructure,
economy, and overall functions of the government back to normal. The ROC will be
composed of various City departments working together to complete needed recovery
operations. The ROC will be active until the organization/City department that routinely
manages those functions can handle them. The ROC is formed under the Long-Term
Recovery position within the EOC and will remain when the EOC is demobilized.
The recovery activities within the ROC are broken down into six recovery support
functions (RSFs):
1. Community Assistance
2. Economic
3. Health, Education and Human Services
4. Housing
5. Infrastructure Systems
6. Natural and Cultural Resources
Recovery Support Functions (RSFs)
The purpose of the RSFs is to support the City’s recovery process by facilitating problem
solving, improving access to resources, and coordinating actions between government
and private sector partners. The RSFs are organized into six manageable components.
Through the RSFs, relevant stakeholders and experts are brought together for steady-
state and (when activated) post-disaster planning to identify and resolve recovery
challenges.
The RSFs include the coordinating structure for key functional areas of assistance to
focus on community recovery needs. Planning considerations (shown below) have been
established to accelerate the process of recovery, redevelopment, and revitalization.
RSF 1: Community Assistance
Increased community relations programs and public announcements lessen adverse
public reaction. Being open with known facts of the emergency and emergency operations
engenders public support and reduces criticism. The City of Phoenix will provide
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information to community members, leaders, and supporters, and will involve them in the
recovery process.
The following community planning and capacity-building issues may affect recovery and
will be considered:
The type and extent of damage may affect the different ways in which critical
infrastructure can be enhanced, improved, and strengthened.
Current building and infrastructure standards, as well as potential repair and
building options, can be evaluated, and reassessed to create safer conditions and
improve the City. Additionally, the city will monitor building permits and comply with
current building code requirements and ADA standards.
Stakeholders may need to meet regularly to determine existing agreements or
partnerships that can be accessed or leveraged.
Stakeholder engagement must be inclusive and equitable, ensuring all community
members have opportunities to participate in the recovery process. Regular
communication and coordination with partners helps identify management needs
and potential resources for recovery projects.
Building community awareness and engagement through comprehensive training
programs helps prepare local staff and leadership with critical knowledge about
disaster processes, planning considerations, and capacity building.
Communicating recovery plans early and often to legislators, policymakers,
politicians, and the public can increase cooperation and speed recovery.
Communications will include information about the status of reconstruction and
rebuilding processes and plans.
RSF 2: Economic
Economic recovery for local businesses and City government is critical to ensure long-
term sustainability, access to life-sustaining goods (including disability-related goods and
services), and continuity of private sector and government services. Rental housing
providers are key to sustained housing and economic recovery and will be included in
housing and economic decisions. Businesses may need assistance promptly after a
disaster to rebuild and reopen. City departments and partner agencies will conduct,
manage, facilitate, and support activities to connect affected businesses with state or
federal recovery programs.
After a disaster, the city may need to develop new economic opportunities with the goal
of creating sustainable, economically viable communities. Key economic activities
encourage re-investment and may include the following:
Workforce development
Job creation and retention
Entrepreneurial and business development
Equal opportunity
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Once disaster declarations have occurred at the local and state levels, the governor may
request a federal disaster declaration and subsequent federal assistance under the
Stafford Act. When a federal declaration is granted, a broad range of disaster assistance
programs for public entities, individuals, families, businesses, and NGOs will be available
within the designated disaster area.
Departments are responsible for tracking all expenses, including costs associated with
personnel, supplies, and equipment. Expense tracking is essential to receive the
maximum state and federal reimbursement for recovery (and all disaster-related)
expenditures. It is critical that each department do the following:
Implement their disaster documentation system during a disaster.
Ensure disaster-related expenditures are easily distinguished from regular,
ongoing activities.
Maintain accurate accounting records on all disaster-related expenses, including
the following:
▫ Force account labor (timesheets) and equipment
▫ Invoices for rented equipment, materials, and purchases
▫ Photographs of damage and repair
▫ Insurance information
▫ Environmental and historical preservation issues
▫ Records of donated goods and services
▫ Records of specific volunteer hours and type of work conducted relative to the
disaster
RSF 3: Health, Education and Human Services
Prioritizing overarching health, education and human service functions toward restoration
will be a constant theme throughout the recovery period. Health, education and human
services will be restored as quickly as possible to meet ongoing and emerging post-
disaster community needs. Efforts will be made to reconnect displaced populations with
health and social services rapidly. The city, with support from regional partners will work
to protect the mental, behavioral, and physical health of the general population, as well
as response and recovery workers from the longer-term effects of a post-disaster
environment. Social recovery activities address needs related to disaster recovery
assistance, housing assistance, animal services, health services, social services, and
community involvement. To contribute to the overall well-being of the community, the City
will establish RICs, which are facilities where individuals, families, and businesses can
access disaster assistance programs and services from a variety of sources.
The following health, education and human services issues may impact recovery and will
be considered:
Plans to cope with population and workforce stress from rebuilding efforts will need
to be coordinated with the county.
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Maricopa County Department of Public Health (MCDPH) will provide a
representative to the LTRG to help coordinate local efforts toward health service
restoration.
Temporary facilities that were intended to operate for a short period will have
continued need for inspection.
Inspection of temporary housing and nontraditional sheltering for accessibility will
be continuous.
Outside organizations and community groups that provide services to
undocumented populations and other populations who might not normally qualify
for government services may assist in recovery efforts.
Transitioning from temporary buildings to permanent structures as quickly as
possibly can facilitate faster and stronger recovery.
When necessary, Family Reunification Center (FRC) & Community Assistance
Center (CAC) plans will be activated to support the reunification of families of the
decedents, provide mental health services, and collect ante-mortem data for victim
identification.
Community wellness may be needed and will be conducted as stated in the
Community Wellness Checks Standard Operating Procedure.
Animals, both domestic pets and livestock, may be displaced and need long-term
sheltering.
Reasonable accommodations for persons with lost or deceased service animals
may need to be made.
RSF 4: Housing
A community’s housing stock is important infrastructure, and recovery will be significantly
limited if displaced residents cannot return home. Housing assistance will consider the
different potential populations that could be displaced, including homeless individuals,
undocumented individuals, and people with disabilities and others with access and
functional needs.
The following housing issues may impact recovery and will be considered:
Available permanent housing options will be identified as soon as possible to
prevent people from having to move from the shelter to interim/temporary housing
before moving to permanent housing.
U.S. Department of Housing and Urban Development (HUD) and FEMA will be
integrated into Housing RSF plans.
Housing functions will be coordinated with the Housing Department and the mass
care function within the Health, Education and Human Service RSF.
Open spaces with established sewer and water infrastructure may be considered
for temporary housing programs.
People with disabilities and others with access and functional needs will be
provided equal access to temporary housing and temporary housing programs.
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Individuals will be able to access tools and materials to complete home repairs
through donations or assistance provided by nonprofits and businesses integrated
into CAC operations.
Temporary large-group housing will be identified to facilitate rapid closure of
emergency shelters.
Long-term housing reconstruction and relocation strategies, including available
and affordable housing, will be developed.
Identifying the potential availability of building supplies and suppliers early on and
developing strategies about how to resupply will expedite recovery.
Assistive equipment and supplies for housing modifications needed by people with
disabilities and others with access and functional needs will be provided.
Developed temporary housing resources may serve long-term purposes;
developing manufactured housing infrastructure to convert into a permanent
resource, such as single-family housing, may be considered.
Systems to expedite inspections and permit reviews will be developed so that
residents with minimal damage may return home.
FBOs and other nonprofit organizations that assist homeowner rebuild will be
integrated into recovery plans.
Online housing locator services and other housing resources may be developed
to help the public identify housing options.
People with disabilities and others with access and functional needs may be more
adversely impacted by the loss of housing. The speed with which accessible short
and long-term recovery housing strategies are implemented can affect the ability
of those with disabilities and others with access and functional needs to maintain
their independence and health and remain safe during the recovery process.
RSF 5: Infrastructure Systems
Critical infrastructure is essential to comprehensive recovery and community
redevelopment; it affects every other aspect of recovery. As such, infrastructure system
restoration is a recovery priority.
Depending on the scope and type of incident, building assessments may continue
throughout both short- and long-term recovery phases. There may be significant demand
for plan review, code interpretation, and construction inspection. During recovery, City
departments and partner agencies will facilitate and support building assessment
activities.
The following economic issues may impact recovery and will be considered:
The approval process to safely reopen food, restaurant, and cold-storage facilities
may be streamlined.
Cooperative agreements with the private sector related to supply chains and
production facilities will expedite recovery.
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Permitting and fee requirements for fuel providers should be identified, and
possible ways to expedite processes to increase fuel and energy availability should
be determined.
Adequate water supply to healthcare facilities is essential for daily operations.
It is essential to identify available resources to maintain, store, and distribute
potable water. For example, existing production and distribution systems (e.g.,
soda and beer production companies) may be altered to produce potable water.
Debris may impact and clog water and waste-water systems.
Alternative waste management methods may be necessary.
Supply lines for airports, railroads, and roads may be impacted; new supply lines
may need to be established. Stakeholders may need to coordinate to de-conflict
potential uses of airports.
Long-term re-zoning may be necessary if a hazardous materials facility is affected.
People with disabilities and others with access and functional needs may be more
adversely impacted by the loss of critical infrastructure. The speed with which City
services are restored can affect the ability of some people to maintain their
independence and health and remain safe during the recovery process.
Restoration of power, water, and public access will be critical.
RSF 6: Natural and Cultural Resources
The City of Phoenix will make every effort to preserve historic, cultural, and natural
aspects of national heritage through the recovery process. The city and partner agencies
will work jointly to conduct, manage, facilitate, or support activities to address
environmental concerns and to preserve and/or rebuild historical sites. Damage
assessment teams will work with historic preservation officers to determine the extent of
damage to historical sites.
The following natural and cultural resources issues may affect recovery and will be
considered:
Environmental and historical regulations, as well as the requirements of
environmental and historic preservation laws and executive orders, will be
considered.
Water supply, water quality, and air quality are high priority areas that will impact
natural resources.
The trash hierarchy, for example, bulk vs. recyclables, white goods vs. perishables,
for solid waste management and recycling will be considered.
Procedures for hazardous materials identification, demolition, and abatement may
need to be developed.
A regular process for reevaluating impacts and conducting ongoing assessments
for long-term issues will mitigate long-term impacts.
Hazard evaluation teams, with the assistance of cooperating local, state, and
federal agencies, may be deployed for detailed identification and evaluation of
natural and toxic hazards.
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Assessments may be done to ensure that proper vector control safeguards and
approaches are being followed.
Identifying and monitoring potential vector-borne human and/or animal diseases in
the affected area may be necessary.
Air quality may need to be monitored.
The identification of bodies of waters and trustee maintenance and ownership may
expedite recovery.
Opportunities and constraints to avoid, protect, or restore surface waters will be
identified and may impact recovery.
Various permits are required for certain activities affecting surface waters. Impacts
to surface waters may need to be mitigated and monitored.
Groundwater sampling and analysis may need to be identified and engaged in the
recovery process.
Sensitive, threatened, or endangered species and their habitats may be impacted
by the incident.
A database of personnel and resources that can support collection, restoration,
and assessment of specialty resources may help with recovery efforts.
An inventory of local and state natural and cultural resources and the impact of the
incident will be considered.
Public and private associations and organizations may have similar natural and
cultural resources and could support recovery operations.
Recovery Functions Interactions
The two major components of the City’s disaster recovery efforts are going to be working
toward the same goal while working on different aspects of community recovery. LTRG
will identify specific needs of individual community members and coordinate with the ROC
to meet those needs. The ROC will work toward returning the entire community to a new
normal. The LTRG will provide information to the ROC related to numbers and areas of
people that have outstanding needs. The ROC will provide information to the LTRG about
long-term recovery plans and residents who have recovery needs.
Response to Recovery
Response activities are characterized as those immediate efforts necessary to save lives,
protect property, and protect public health and safety. The recovery phase begins once
the life safety issues created by the incident have been addressed. Following a major
disaster there is likely to be an overwhelming need from the public, limited resources from
government, and many voluntary or private agencies helping. One of the main goals
within recovery is managing and matching available resources to the needs of the public.
The phases of response and recovery will likely overlap and, at times, occur
simultaneously, with immediate lifesaving efforts as the primary priority. Damage
assessment activities begin in the response phase by identifying immediate needs and
impacts. Damage assessment activities continue in the recovery phase by setting
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recovery priorities and identifying potential federal assistance. See the Damage
Assessments Support Annex for more information.
Transition Phases
In the transition from a response phase (on-scene incident operations, command centers,
and related City EOC support operations), the City EOC will guide the short-term recovery
and potentially long-term recovery process when necessary. The City EOC may activate
during short-and/or long-term recovery, and will assume recovery-driven missions, as
appropriate. Coordination will be necessary to function in an effective and efficient
manner and to provide a smooth transition. The Assistant City Manager, with the
assistance of the City OEM Director, will advise the mayor on recovery issues,
implications of response activities, and any recommended revisions to policy or
ordinances, and will coordinate the transition from response to recovery. The city will
coordinate with Maricopa County, the State of Arizona, and federal agencies to facilitate
the delivery of assistance programs to individuals, businesses, and City government, as
necessary.
Recovery can be categorized into three phases: short-term, intermediate, and long-term:
Short-term recovery is defined as restoring a community to pre-disaster (“normal”)
conditions.
Intermediate recovery is the transition between short- and long-term recovery and
when the EOC begins to move from response-focused activities toward
demobilization.
Long-term recovery aims to move the community and government to self-
sufficiency, sustainability, and resilience.
Short-Term Recovery Efforts
Short-term recovery begins early in the response phase and focuses on restoring critical
services and infrastructure, such as utilities, government operations, medical services,
transportation routes, cleanup, debris removal, abatement of dangerous buildings, and
providing support to residents and businesses. In addition, impacted people, whether
residents or City employees, are assessed for disaster-related mental health issues.
Short-term objectives identified by the city may include elements of functional continuity
with response operations tasked under the City of Phoenix Emergency Operations Plan
(EOP). Each City department is responsible for several activities during recovery,
including but not limited to the following:
Implement continuity of operations procedures, if necessary, to ensure continuity
of essential functions, programs, and services and to facilitate the restoration of
essential infrastructure.
Coordinate the transition from response activities to recovery activities in the city.
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Provide
documentation
of
damage
assessment
information
and
cost
documentation for impacts on City infrastructure and related expenses as needed
for preliminary damage assessments and disaster recovery funding.
Prepare a citywide prioritized list of damaged infrastructure and assets.
Continue to carry out damage assessment functions, report any observed damage,
and assess community needs.
Assess community needs and provide information and assistance, as deemed
appropriate.
Facilitate the establishment of accessible RICs to assist private businesses and
residents with recovery. For more information on these centers, see ESF #6: Mass
Care Annex.
Coordinate, manage, and prioritize the restoration and repair of systems,
infrastructure, and assets, as needed.
Provide direction for and overall coordination/management of restoration of City
systems and infrastructure.
Continue coordination of physical resources and personnel to manage the
recovery process effectively.
Coordinate recovery operations and plans with other regional partners, including
private utility companies, as needed.
Intermediate Recovery Efforts
Intermediate recovery involves returning individuals, families, critical infrastructure, and
essential government or commercial services to a functional, if not pre-disaster, state.
Such activities are often characterized by temporary actions that provide a bridge to
permanent measures. Intermediate recovery may begin within days of a catastrophic
incident and may last weeks or months afterward depending on the severity of the
disaster. Intermediate recovery typically overlaps with both short-term and long-term
recovery.
During this period, the City EOC will shift from response-focused activities toward
demobilization; the ESF#14 Coordinator will initiate activation. Intermediate phase
activities may include coordinating with Maricopa County resources and developing
communications on long-term objectives, continuing to execute response-phase
missions, and ensuring that adequate resources are available to complete long-term
recovery objectives with assistance from the LTRG.
Long-Term Recovery Efforts
Long-term recovery includes reconstruction of damaged or destroyed social, economic,
natural, and built environments. The overarching focus of long-term recovery will be on
building safely and wisely, reducing future hazards, remaining compliant with the
Americans with Disabilities Act (ADA), and optimizing community improvements. All
efforts will guide the affected community toward self-sufficiency, sustainability, and
resilience.
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The City’s long-term recovery activities may commence early in the recovery process and
may continue for weeks, months, or years. Generally, recovery will transition from short-
term to long-term when the City’s ROC is primarily coordinating recovery activities or
when the EOC/ROC is demobilized/deactivated. The City’s long-term recovery activities
may include assisting the affected population with financial assistance through accessible
CAC locations, coordinating housing to place residents into stable interim or permanent
housing, determining transportation restoration and resiliency, establishing the
community’s rebuilding and resiliency goals, and permanently re-establishing services.
As the City’s recovery process moves forward, recovery efforts may begin to demobilize
from disaster-affected communities. This demobilization of resources should not indicate
to the affected community that the recovery process is over. The city understands the
importance of preparing local recovery teams to carry on the recovery process and make
the transition as smooth as possible. This preparation begins immediately, so when
resources are demobilized, the city is prepared to manage long-term recovery.
Recovery Operations
The transition from response to recovery is a gradual process, the pace and timing of
which will depend upon the circumstances of the disaster. As response activities diminish,
recovery activities will increase. If the scope of the disaster dictates, a separate recovery
organization will be established to manage recovery operations; this will start as the Long-
Term Recovery (ESF#14) position within the City EOC and may grow to become the
ROC. Within the response phase, the City OEM Director, in coordination with the
Assistant City Manager, will make the decision as to when to transfer direction and control
of recovery operations to the Local Disaster Recovery Manager (LDRM) and ROC
depending upon the circumstances of the disaster.
Activation Criteria
The determination to formally transition from the EOC to the ROC will be made by the
time the response phase begins, using the following criteria as a guide:
Immediate life-safety concerns associated with a disaster incident have been
contained.
Service demands from disaster survivors have overwhelmed government’s
capability to provide services, requiring close coordination of primary and support
agencies.
The above activation criteria notwithstanding, certain recovery concepts and organizing
principles outlined in this annex may be applicable for incidents of varying scale and
scope.
The decision to activate the overall transition from response to recovery will be made
jointly with the determination to transition any element of the EOC from response to
recovery, or to activate any element of the recovery organization.
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Transition Procedure
The transition from response to recovery may be gradual and involve multiple smaller
transitions. This process will take place mainly during short-term recovery. There will be
a moment of formal transition from response to recovery when situation control is
transferred from the EOC Director to the LDRM.
Elements of short-term recovery will begin upon EOC activation, in accordance with the
EOP; in particular, ESF #14 will be activated as soon as it becomes clear that recovery
operations will eventually be necessary. As recovery-specific objectives begin to be
identified through the planning cycle, the EOC Director will ensure that the person(s) filling
the ESF#14 position is able to serve as the LDRM.
As the RSFs are filled, they will work under the ESF #14 position. As the EOC
demobilizes, the RSFs will take control of those recovery functions that were started in
the various ESF positions. At the time that the EOC returns to routine operations, the
LDRM will take control of the recovery operations, becoming the ROC Coordinator and
the transition phase will be complete.
Local Disaster Recovery Manager (LDRM) Role
The LDRM is to organize, coordinate, and advance the recovery at the local level. The
LDRM should have expertise in community development and a good knowledge of City
demographics.
The primary role of the LDRM is to manage and coordinate the redevelopment and
building of community. The LDRM shall also work with state and federal response and
recovery operations to ensure effective mobilization of resources to affected areas. In
addition, the LDRM shall represent and speak on behalf of her/his respective chief
executives (e.g., the mayor).
The City OEM Director (if the EOC is not activated) and the Assistant City Manager will
designate the LDRM to lead disaster recovery activities for the City of Phoenix.
Additionally, the LDRM can convene and direct other City departments to perform
recovery operations and missions.
The LDRM shall do the following:
Lead the creation of the City’s LTRG and coordinate the activities of recovery-
dedicated organizations and initiatives.
Lead the development of the community recovery visions, priorities, resources,
capability, and capacity.
Lead the development of recovery plans and ensure that they are publicly
supported, actionable, and feasible based on available funding and capacity.
Develop an integrated and accessible recovery communication strategy.
Identify CAC locations that are physically accessible and complete ADA site
assessments utilizing the Department of Justice (DOJ) ADA Checklist for
Emergency Shelters.
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Coordinate with the DAFN Technical Specialist in the EOC to ensure disaster
recovery assistance materials are accessible and provided in alternative formats
(text, audio, large print, Braille, etc.)
Communicate recovery priorities to Maricopa County, state, and federal
governments, and other recovery stakeholders and supporters.
Collaborate with county, state, federal, and other stakeholders, and supporters,
such as the business and nonprofit communities, to raise financial support for
community recovery, leverage resources where possible, and resolve potential
duplication of assistance.
Work closely with the recovery leadership at all levels to ensure a well-coordinated,
timely, and well-executed recovery.
Develop and implement recovery progress measures and communicate
adjustments and improvements to applicable stakeholders and authorities.
Long-Term Recovery Group (LTRG)
As the City EOC focuses on transitions from response to recovery, EOC responders and
agencies will also have recovery mission assignments. The LDRM will lead the transition
to long-term recovery and the creation of the LTRG. The LTRG may identify additional
agencies based on the nature of the incident. The LTRG may include additional
stakeholders from such groups as churches, schools, voluntary organizations, housing
authorities, and healthcare providers. The LTRG roles and responsibilities include the
following:
Ensuring accountability, transparency, and equitability in the recovery process.
Ensuring the recovery plan and its affiliate programs and progress are clearly
communicated to the public and inclusive to people with disabilities and others with
access and functional needs.
Ensuring resources (e.g., accessible housing, transportation, durable medical
equipment, etc.) and staffing are provided in a timely manner to accomplish
actions.
Formulating new subcommittees or modifying subcommittee structure as needed
for efficiency of implementation.
Initiating recommendations for enactment, extension, or repeal of emergency
ordinances and procedures that affect long‐term recovery, such as suspensions.
Monitoring progress toward meeting long‐term recovery goals and objectives and
setting a timetable for reaching milestones.
Overseeing coordination between the different levels of government as it relates
to implementing actions.
In collaboration with the Office of Public Health develop and implement direct
public health interventions to address long-term recovery needs and interrelated
health factors.
When necessary, establish a CAC and ensure appropriate representatives are
available to provide disaster case management services during recovery.
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Working with City agencies and relevant stakeholder organizations to keep
information on recovery efforts current.
Recommending budget requests and approval of grant agreements for
implementation of actions.
Reviewing damage assessments and evaluating the need to modify or augment
post‐disaster actions.
Review priorities for action implementation on a regular basis during post‐disaster
phases to adjust as conditions warrant.
Identifying and prioritizing long-term needs and projects according to the goals and
priorities of the reconstruction projects identified through community discussion.
Considering existing plans and existing resources.
Ensure coordination with the City Manager’s Office and the Office of the Mayor
and Council during recovery operations.
As part of the LTRG, the DAFN Technical Specialist will ensure people with disabilities
and others with access and functional needs are properly considered throughout recovery
in the following ways:
Coordinate with and assist the Recovery Unit Leader to identify unmet needs for
people with disabilities and others with access and functional needs.
Act as a subject matter expert (SME) to the LDRM regarding people with
disabilities and others with access or functional needs, including providing
information on available resources, accessible transportation, home health
services, specialty dietary foods, durable medical equipment (DME), consumable
medical supplies (CMS), assistive technology, support systems, and mental health
services.
Engage the Disability Stakeholder Group to ensure that stakeholders are invited
to participate in the recovery process.
Ensure the LTRG invites stakeholders or agencies that support people with
disabilities and others with access and functional needs to participate in the
recovery process.
Work with LTRG members such as the Planning and Development Department
(PDD), Housing Department, Equal Opportunity Department, and other
government and non-governmental organizations from the local, county, state, and
federal levels to ensure long-term housing meets ADA and Federal Housing
Administration (FHA) requirements.
Establishment of Community Assistance Centers (CAC)
As soon as the City EOC determines that one or more CAC’s are needed, the city enters
the long-term recovery phase. During this phase, all activities required to secure an
accessible facility and operate a CAC are initiated. If multiple CAC’s are opened, multiple
CAC teams should be activated. Although circumstances may dictate an immediate
opening, every effort is made to have an accessible CAC operational and ready to serve
the public within 72-96 hours from the time the decision to open a CAC is made.
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The concept behind the CAC is to provide the public with a one-stop location where they
can access disaster assistance programs. The City EOC will utilize non-emergent
transportation procedures to accommodate residents seeking recovery assistance to
active CAC locations.
Deactivation/Demobilization
As disaster recovery is achieved, the functions that are being conducted by the ROC will
be transitioned to the agencies that handle them during non-disaster times. The various
positions of the ROC might be transitioned back to normal functions at different times.
The recovery staff and assets may be deactivated and/or returned to normal operations
at the discretion of the LDRM. This determination may be based on completion of
recovery objectives, whether such objectives can be accomplished without support or
coordination from the ROC, or otherwise determining that aspects of recovery efforts have
assumed a “new normal.”
Actions
Mitigation &
Preparedness
Convene recovery expertise to provide strategic guidance to long-
term recovery.
Determine how response activities impact long-term recovery
operations, including those that fall between gaps of existing
mandates of City departments.
Coordinate the transition from response to recovery operations.
Coordinate and review City applications for assistance/ funding to
the County, State, and federal government and designate an
Application Agent.
Promote coordination between public, private, and nonprofit
agencies that have programs and activities to support long-term
recovery.
Identify outside agencies and programs to support and facilitate
continuity of long-term recovery activities.
Link recovery planning to sound risk reduction practices to assure
a more viable recovery.
Work with County, State, federal government, and other non-
governmental organizations regarding managing the response in
a way that facilitates long-term recovery.
Strategically apply subject-matter expertise to initiate a process to
help communities’ recovery from disaster.
Coordinate key issues for catastrophic incidents such as
temporary and permanent housing; large displacements of
individuals; community health assessment and maintenance;
contaminated debris management; decontamination; restoration
of the environment, public facilities and infrastructure, and the
agricultural sector; and short- and long-term community recovery.
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Identify mitigation projects that can be quickly implemented,
especially those relating to critical facilities based on existing
plans.
Participate in drills and exercises to evaluate long-term recovery
capability.
Response &
Recovery
Provide personnel for the EOC in time of emergency or disaster.
Coordinate a location for a Community Assistance Center (CAC)
and provide information to the public on how and where to access
assistance.
Establish a long-term recovery committee to address unmet
needs.
Identify long-term recovery needs of the entire affected population.
Coordinate with animal and agricultural stakeholders, and service
providers in long-term community recovery efforts.
Facilitate recovery decision-making across ESFs and increase
awareness of communities’ existing development and hazard
mitigation plans. Ascertain vulnerable critical facilities as a basis
for identifying recovery priorities.
Identify areas of collaboration with support agencies and
coordinate the integrated delivery of assistance, issue resolution,
and planning efforts.
Assess impact to long-term economic recovery
Core Capabilities
All ESFs, including ESF # 14, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
Organization and Assignment of Responsibilities
All organizations involved in disaster recovery are responsible for the development of
internal standard operating procedures (SOPs) that support ESF #14 activities and City
Emergency Operations Center (EOC) operations. Recovery organizations are activated
by the EOC for assessment, response, and recovery operations based on the needs of
the emergency.
All recovery and mitigation support resources will be controlled and assigned from the
City EOC and will be used on a priority basis to save lives and property. The assets
available to the ESF #14: Long-Term Community Recovery Annex will be used to assist
emergency operations for the incident. All recovery and mitigation asset deployments and
recalls by the City EOC will be tracked on the appropriate Incident Command System
(ICS) forms or web-based crisis information management system. Information will be
collected through the EOC Operations Section and forwarded to the EOC
Finance/Administration Section.
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The extent of damages and availability of resources drive the timeline for recovery, which
can occur simultaneously with response activities. Accordingly, this annex does not define
recovery activities by time. This document seeks to lay the foundation for a common
understanding of the roles and responsibilities of City departments and community
stakeholders necessary to ensure effective recovery. As such, this annex delineates
recovery responsibilities and activities into recovery support functions (RSFs) in
accordance with the National Disaster Recovery Framework (NDRF)
ESF Coordinator & Primary Department(s)
Office of Emergency Management (OEM)
OEM serves as the ESF #14 Coordinator and a Primary City Department for Long-
Term Community Recovery activities before, during, and after an emergency by doing the
following:
RSF 1: Community Assistance
□ Establish, implement, and manage the Long-Term Recovery Group (LTRG).
□ Serve as the Community Assistance Center (CAC) Director until the CAC is
demobilized, as stated in the CAC section of this annex, to ensure management
and coordination of case management in assisting people in their individual
recovery.
□ Coordinate the collection and dissemination of accessible information regarding
the restoration of critical City infrastructure.
□ Coordinate with City of Phoenix Fire Department (PFD) and the Phoenix Police
Department (PPD) to determine if modifications will be made to the EOC or
alternate EOCs given the impact of the disaster.
□ Coordinate citywide collection, analysis, and distribution of information regarding
mass care programs and recovery assistance services.
□ Coordinate citywide establishment and logistical support of family assistance
centers, reunification centers, and other recovery facilities.
□ Support City departments, including the Housing Department, Neighborhood
Services Department (NSD), Parks and Recreations Department (PRD), Human
Services Department (HSD), and Office of Homeless Solutions (OHS) will
coordinate with applicable agencies of the logistical and communication needs for
temporary housing services.
□ In cooperation with the Equal Opportunity Department (EOD), ensure that services
and activities are programmatically and physically accessible for people with
disabilities and others with access and functional needs, including accessibility,
captioning, interpreters, and use of assistive devices for community meetings.
□ Become familiar with the nuances of the affected community by reviewing census
data (race, ethnicity, income, gender, age, and housing); communicate with both
the applicable council district office(s) and neighborhood associations(s); identify
agencies and organizations that work with, serve or represent the constituencies
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in the affected community and consider equity issues as they intersect with these
groups.
□ Activate one or more community centers, as needed, and requested, in support of
recovery operations. Community centers selected come from the approved shelter
list.
□ In coordination with EOD, engage the Mayor's Commission of Disabilities
□ Coordinate community outreach with City departments and partner agencies,
including the Phoenix Police Department (PPD), Phoenix Fire Department (PFD),
Office of Public Health (OPH), Planning and Development Department (PDD),
Water Services, Public Works, Aviation Department, Street Transportation
Department (STD), Office of the City Engineer, Parks and Recreation, Equal
Opportunity Department, council offices, Neighborhood Services Department
(NSD) and all other necessary regional, county, state, federal and non-
governmental partners.
□ Support implementation of the proposed community recovery actions.
RSF 2: Economic
□ Track costs for OEM and support the EOC Finance and Administration section
when the EOC is activated.
RSF 3: Health, Education and Human Services
□ Coordinate the City’s recovery of services in conjunction with the Office of Public
Health (OPH).
□ Coordinate with the Office of Public Health (OPH) to ensure the monitoring and
facilitation of the necessary health, medical, and social services, as needed.
□ Identify needs of vulnerable and at-risk populations and develop strategies to
address their unique public health and related needs.
RSF 5: Infrastructure Systems
□ Ensure the operational capability of the City’s primary and alternate EOCs.
□ Work in concert with PFD, PDD, PWD, and HR (Safety) to evaluate any damage
to the EOC and determine whether it is safe to continue operations.
□ Coordinate any repair and restoration of the EOC physical facility and
communications systems.
RSF 6: Natural and Cultural Resources
□ Coordinate environmental recovery operations in concert with the Office of
Environmental Programs and other applicable departments and any county, state,
or federal agencies, as needed.
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Supporting City Departments
Aviation Department (AVN)
AVN includes the following: Phoenix Sky Harbor International Airport, Phoenix Deer
Valley Airport, and Phoenix Goodyear Airport. The Aviation Department serves as a
Supporting City Department for Long-Term Community Recovery activities before,
during, and after an emergency by doing the following:
RSF 2: Economic
□ Coordinate all airport stakeholders to identify economic opportunities.
Stakeholders with economic interests at airports include those on-property
(airlines, concessionaires, City transportation), off-property (adjacent hotels and
restaurants), and vendors such as rental car agencies.
□ Request and provide updates to and from stakeholders, including information on
damage and impact from the initial disaster, cost for ongoing temporary operations
and worksites, impact on income due to diminished or entirely impeded access,
and re-establishment of permanent or semi-permanent facilities.
□ Facilitate internal emergency- and disaster-related documentation process.
RSF 5: Infrastructure Systems
□ Coordinate with the Air Traffic Control Tower and the Federal Aviation Authority to
determine if airport clearance and airspace operations are available for the City of
Phoenix Sky Harbor, Deer Valley, and Goodyear airports.
□ Coordinate security efforts with the Transportation Security Authority (TSA) to
determine if security levels at airports have been compromised.
□ Determine if airport infrastructure can support airport operations by conducting the
following activities with the specified airport divisions and City departments:
▫ Review structural integrity and accessibility and conduct primary
assessments of areas to determine compromised safety and the ability to
function at reduced or normal levels.
▫ Review the ability to temporarily secure unsafe areas until permanent
repairs can be made and/or temporary repairs can be made to restore
reduced or normal functionality. In addition, the appropriate division will
provide support services to other agencies, such as barricades to secure
traffic routes, or generators to areas requiring some source of power.
▫ Work in conjunction with PPD to evaluate if and to what extent structures
have been compromised; identify environmental hazards and architectural
barriers; and restore the structure(s).
□ Support the Streets Transportation Department (STD) on debris removal, lighting,
and clearance of obstructed roadways and enacting environmental safety
measures.
□ Conduct damage assessment of airport facilities.
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□ Coordinate damage assessment and inspection efforts with other City
departments, including the PFD.
□ Analyze assessments to identify possible areas of improvement when rebuilding
facilities and structures.
□ Review activities, including effects on public safety, operational impacts, and short-
term and long-term economic impacts on stakeholders.
City Clerk’s Office
The City Clerk’s Office serves as a Supporting City Department for Long-Term
Community Recovery activities before, during, and after an emergency by doing the
following:
RSF 1: Community Assistance
□ Provide support to residents, the City Manager’s Office, Mayor and Council
Offices, and City Departments on all City Clerk essential functions, including
access to essential services and information.
□ Receive, disseminate and provide access to any regulations, declarations, and/or
other orders issued by the Mayor and/or Council.
□ Attend and facilitate meetings of the City Council, record any actions taken, and
facilitate compliance with Open Meeting Law.
□ Follow established communication protocols in accordance with department and
organizational procedures to ensure effective communication at all levels of the
organization and with the public.
City Council Office
The City Council Office serves as a Supporting City Department for Long-Term
Community Recovery activities before, during, and after an emergency by doing the
following:
RSF 1: Community Assistance
□ Provide analysis and recommendations to the City Council on legislative and policy
issues relating to recovery efforts. Council subcommittees, as necessary, may
oversee long-term recovery issues and policies.
□ Monitor and analyze legislative and policy issues related to the following and make
recommendations to the City Council and individual Council subcommittees, as
necessary:
▫ Recovery of critical infrastructure
▫ Improvement of critical infrastructure during recovery
▫ City departments’ involvement in the restoration of daycare facilities during
recovery
▫ City departments’ involvement in service delivery to older adults during
recovery
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▫ City departments’ involvement in service delivery to people with disabilities and
others with access and functional needs during recovery
▫ Engaging the community during recovery
RSF 2: Economic
□ Monitor and analyze legislative and policy issues related to economic growth
opportunities during disaster recovery and make recommendations to the City
Council and individual Council committees, as necessary.
RSF 4: Housing
□ Monitor and analyze legislative and policy issues related to the following and make
recommendations to the City Council and individual Council subcommittees, as
necessary:
▫ Building assessments during recovery
▫ Policy or process enhancements in plan review, code interpretation, and
construction inspection during recovery
▫ Programs that substantiate individual claims for temporary housing during
recovery
▫ Re-establishing permanent housing during recovery
RSF 5: Infrastructure Systems
□ Monitor and analyze legislative and policy issues related to City departments’
involvement in the restoration of schools during recovery and make
recommendations to the City Council and individual Council subcommittees, as
necessary.
RSF 6: Natural and Cultural Resources
□ Monitor and analyze legislative and policy issues related to programs that address
the
environmental
impact
of
a
disaster
during
recovery
and
make
recommendations to the City Council and individual Council subcommittees, as
necessary.
Communications Office (COM)
COM serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Develop clear communication strategies for recovery resources and programs.
□ Collaborate with the EOC, Emergency Call Center, and Community Assistance
Center (CAC) for consistent messaging.
□ Organize town halls, press conferences, and community meetings for open
dialogue with residents.
□ Create multilingual materials to ensure accessibility for all community members
across all phases of recovery.
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□ Work with media to ensure information and news reporting is accurate through all
phases of recovery.
RSF 2: Economic
□ Create and distribute engaging multimedia campaigns to promote local business
recovery programs and financial assistance.
□ Work with the Community and Economic Development Department to highlight job
fairs and workforce development initiatives.
□ Maintain recovery information online and through social media channels for
sharing resources and success stories.
□ Document and track all communication-related expenses for transparency and
auditing.
RSF 3: Health, Education and Human Services
□ Coordinate with the Office of Public Health (OPH) to ensure the identification,
monitoring, and facilitation of necessary health, medical and social services, as
needed.
□ Develop targeted strategies for vulnerable populations, such as the elderly and
non-English speakers.
□ Support mental health awareness outreach campaigns and promote counseling
and support services.
□ Create and distribute multimedia awareness campaigns about available social
services and assistance programs.
RSF 4: Housing
□ Collaborate with the Housing Department to communicate about temporary
housing solutions and shelter locations.
□ Develop informational materials on housing repair programs and disaster
assistance applications.
□ Create and distribute awareness campaigns on fair housing rights and how to
report discrimination.
□ Keep updated information about housing resources and vacancy listings
accessible.
RSF 5: Infrastructure Systems
□ Work with Public Works and utility companies to communicate repair schedules
and service restoration updates.
□ Alert residents about road closures and utility outages through available platforms
including traditional media, social media, websites, etc..
□ Create visual materials (maps, infographics) to illustrate infrastructure recovery
progress.
RSF 6: Natural and Cultural Resources
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□ Share updates with the community about how our parks, historic sites, and cultural
landmarks are recovering after the disaster.
□ Create outreach materials in multiple languages that explain how to preserve and
protect our culturally significant sites during the recovery process.
□ Work closely with tribal representatives to ensure respectful and appropriate
communication about cultural and sacred sites.
Community and Economic Development Department (CEDD)
CEDD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 2: Economic
□ Review current bond and loan packaging for new opportunities to assist recovery
through a variety of federal-supported business and economic assistance
programs managed or known by the department, including small businesses.
□ Work with grantors to request larger share of funding for new opportunities.
□ Promote support for economic growth opportunities through a variety of boards
and commissions created or supported by the department.
□ Increase the activities of the Workforce Investment Board members in identifying
job opportunities concomitant with the disaster.
□ Create and expand partnerships with recruitment and training facilities and
contractors to prepare and support the new jobs and workers.
□ Work with other CDBG-funded and Workforce Investment and Opportunity Act
(WIOA)-funded departments (Neighborhood Services and Government Relations)
to coordinate funding requests and mitigation strategies for the future.
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ When requested, provide technical expertise and recommendations on legislative
and policy issues to ensure the integration of issues concerning people with
disabilities into preparedness and recovery.
□ When requested, provide technical expertise and recommendations to the Mayor,
City Council, and City departments regarding state and federal laws addressing
people with disabilities as they relate to City activities during recovery.
□ When requested, provide technical expertise and recommendations to the Mayor,
City
Council,
and
City
departments
regarding
providing
reasonable
accommodation and auxiliary aids and services in their efforts to provide services
related to engaging the community during recovery.
□ The DAFN Technical Specialist will serve as the subject matter expert (SME)
during recovery to coordinate and provide accessible information and assistance
to people with disabilities.
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□ In cooperation with OEM, ensure that services and activities are programmatically
and physically accessible for people with disabilities, including accessibility,
captioning, interpreters, and use of assistive devices for community meetings. To
accomplish this, all services during recovery will follow the established
communication protocols in accordance with organizational procedures and
guidelines to ensure effective communication.
RSF 3: Health, Education and Human Services
□ When requested, provide technical assistance and recommendations to the
Mayor, the City Council, and City departments regarding the following:
▫ State and federal laws addressing people with disabilities
▫ Reasonable accommodation and auxiliary aids and services as they relate
to disaster assistance
▫ Reasonable accommodation, auxiliary aids, services, and infrastructure
reconstruction standards as they relate to recovery
□ When requested, provide technical expertise and recommendations on legislative
and policy issues to ensure integration of people with disabilities as they relate to
temporary and long-term housing assistance needs, mental health services,
renters, rental property owners, service animals, public health services, and public
buildings.
□ Coordinate and provide information and assistance to people with disabilities who
may need assistance accessing community meetings, City services, and programs
during recovery.
RSF 4: Housing
□ When requested, provide technical expertise and recommendations on policy
issues to ensure the integration of people with disabilities as they relate to building
assessments during recovery.
□ When requested, provide technical expertise and recommendations to support the
Mayor, City Council, and City departments regarding the following:
▫ State and federal laws addressing people with disabilities as they relate to
temporary housing program access during recovery
▫ Providing reasonable accommodation and auxiliary aids and services as they
relate to building accessibility during recovery
▫ State and federal laws addressing people with disabilities as they relate to re-
establishing permanent housing and in matters relating to housing assistance
needs during recovery
▫ Providing reasonable accommodation and auxiliary aids and services relative
to long-term housing assistance needs
□ Upon request, provide technical assistance on policy issues to ensure integration
of people with disabilities as they relate to re-establishing permanent housing and
in matters relating to housing assistance needs during recovery.
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□ Coordinate and provide information and assistance to people with disabilities who
may need assistance accessing community meetings, City services, and programs
during recovery.
RSF 5: Infrastructure Systems
□ When requested, provide technical expertise and recommendations to the Mayor,
the City Council, and City departments regarding state and federal laws addressing
people with disabilities as they relate to recovery.
□ When requested, provide technical expertise and recommendations to the Mayor,
the City Council, and City departments regarding providing reasonable
accommodation and auxiliary aids and services in their efforts to provide services
as they relate to engaging the community during recovery.
□ Coordinate and provide information and assistance to people with disabilities who
may need assistance accessing community meetings, City services, and programs
during recovery.
RSF 6: Natural and Cultural Resources
□ When requested, provide technical expertise and recommendations to the Mayor,
City Council, and City departments regarding federal and state laws and provision
of reasonable accommodation for people with disabilities as they relate to the
environmental impact of a disaster during recovery.
Finance Department (FIN)
FIN serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Support City efforts to obtain resources during disaster recovery, as directed by
the EOC Director, City Council, and the mayor.
□ Assist the city departments with their procurement needs.
□ Establish, implement, and manage the Long-Term Recovery Group (LTRG).
□ Coordinate the collection and dissemination of accessible information regarding
the restoration of critical City infrastructure.
□ Coordinate with the City of Phoenix Police Department (PPD) to determine if
modifications will be made to the EOC or alternate EOCs given the impact of the
disaster.
□ Coordinate citywide collection, analysis, and distribution of accessible information
regarding mass care programs and recovery assistance services.
□ Coordinate citywide establishment and logistical support of family assistance
centers, relocation centers, and other recovery facilities.
□ Support City departments, including the Housing Department, Parks and
Recreations Department (PRD), Human Services Department (HSD), and Office
of Homeless Solutions (OHS), will coordinate with applicable agencies of the
logistical and communication needs for temporary housing services.
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□ In coordination with all relevant city departments, external partners, and county,
state, and federal agencies, develop and establish temporary housing programs
as needed and as funding permits.
□ In cooperation with the Equal Opportunity Department (EOD), ensure that services
and activities are programmatically and physically accessible for people with
disabilities and others with access and functional needs, including accessibility,
captioning, interpreters, and use of assistive devices for community meetings.
□ In coordination with EOD, engage the City of Phoenix Disability Stakeholder
Group.
□ Coordinate community outreach with City departments and partner agencies
including the Phoenix Police Department (PPD), Phoenix Fire Department (PFD),
Planning and Development Department (PDD), Water Services, Public Works,
Aviation Department, Street Services, Parks and Recreation, Equal Opportunity
Department (EOD), council offices, neighborhood services, Area Agencies on
Aging, Maricopa County Animal Care and Control Services, and Maricopa County
Department of Public Health (MCDPH).
□ Support implementation of the proposed community recovery actions.
RSF 2: Economic
□ Mobilize cash to support recovery operations, including communication with
financial services providers and managing inflows and outflows from the City’s
banks and treasury financial systems. See the Financial Business Continuity Plan
for a complete Concept of Operations.
□ Track costs and support the EOC Finance and Administration section when the
EOC is activated.
□ Activate processes and procedures to ensure City departments produce timely
documentation for financial aid or expenditure reimbursement from state, federal,
or other entities.
□ Comply with Single Audit requirement guidelines.
□ Activate processes and procedures to ensure City departments produce timely
documentation for financial aid or expenditure reimbursement from state or federal
agencies or other entities.
RSF 3: Health, Education and Human Services
□ Comply with Single Audit requirement guidelines.
□ Coordinate the City’s recovery of services in conjunction with the MCDPH. Ensure
the LTRG will monitor and facilitate the necessary health, medical, and social
services needed.
RSF 4: Housing
□ Review criteria for contractual agreements for emergency demolition with the
private sector.
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□ Implement due processes and procedures for demolishing structures considered
unsafe for habitation and declared an imminent hazard with proper notification of
owner.
□ Review contractual agreements using the approved bid process with private
contractors for emergency demolition, lot cleaning, barricading, and/or securing
property.
RSF 5: Infrastructure Systems
□ Ensure operational capability of the City’s primary and alternate EOCs.
□ Work in concert with PFD and the PDD to evaluate any damage to the EOC and
determine whether it is safe to continue operations.
□ Coordinate any repair and restoration of the EOC physical facility and
communications systems.
RSF 6: Natural and Cultural Resources
□ Coordinate environmental recovery operations in concert with applicable City
departments and any county, state, or federal agencies, as needed.
Government Relations Department
The Government Relations Department serves as a Supporting City Department for
Long-Term Community Recovery activities before, during, and after an emergency by
doing the following:
RSF 2: Economic
□ Oversee the application and coordination process of state and federal public
assistance program(s) on behalf of all City departments as the authorized agent
within the guidelines of the Stafford Act FCR, Title 44.
□ Participate in the application and coordination process of state and federal post-
disaster Hazard Mitigation Grant Programs (HMGP) on behalf of all City
departments.
□ House and maintain all original public assistance program documents received
from state and federal agencies and supply copies of documents to applicable City
departments.
RSF 3: Health, Education and Human Services
□ Oversee the coordination of the public assistance programs, documentation,
records, and sub-grant reports.
RSF 6: Natural and Cultural Resources
□ Using funds allocated for disaster recovery, act in accordance with existing
contracts with qualified consultants to undertake the historic property review that
is required for all properties proposed for assistance under federal funds. Contracts
could be expanded as needed for reconstruction purposes related to residential
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properties,
including
single-family
homes,
multi-family
apartments,
and
condominium buildings.
Housing Department (HOU)
HOU serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Support Mayor and City Council initiatives to design, administer, and implement
residential reconstruction programs.
□ Participate in public hearings about resources needed and available for rebuilding
and how to access those resources.
□ Work with the Federal Emergency Management Agency (FEMA), the private
sector, and foundations to seek funding to repair nonprofit-owned and/or -
managed facilities providing services to low-income residents, especially those
currently or previously funded with federal Community Development Block Grants
(CDBG) or Community Services Block Grant dollars (CSBG).
□ Support other city departments and external partners to host a variety of
community meetings representing the vast diversity of residents who are or may
be affected by the current disaster.
□ Prepare staff to participate in post-disaster recovery efforts, including public
information (e.g., Arizona 2-1-1 hotline, RICs) financing. etc.
□ Supervise construction and repairs for city-owned and Housing Department-
operated buildings.
RSF 2: Economic
□ In coordination with the Office of Sustainability and the Planning and Development
ensure the consideration of “green building” design (e.g., energy- and water-
efficient construction) are part of repairs and rebuilding of city-owned Housing
Department facilities and residential properties.
□ Coordinate with agencies to support recovery efforts of rental property owners.
□ Coordinate with local, state, and federal governments and private-sector partners
to identify resources for residential rental property owners.
□ Support City-owned Housing Department property recovery funding by keeping
track of all expenditures, including housing resources and funds, loan programs,
repair funds to residential property owners, and construction grants.
□ Ensure compliance with all applicable local, state, and federal requirements for
audit purposes for its city-owned Housing Department properties and/or funds that
the Housing Department manages.
□ In coordination with other city departments, track and maintain damage
assessment data, loan applications, payment processing, construction, and grants
with respect to its city-owned properties and/or funds the Housing Department
manages.
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RSF 3: Health, Education and Human Services
□ Provide staffing as requested, needed, and available to RICs to provide
information on recovery resources..
□ Provide the LTRG with information about current vacancies in housing properties
and information about how displaced persons may apply for public housing as a
high priority.
RSF 4: Housing
□ Provide staffing as requested, needed, and available to RICs to provide
information on housing resources and financing.
□ Use FEMA-funded regional disaster housing planning research reports on
legislation, regulations, incentives, and barriers to pre- and post-disaster
mitigation; recovery and reconstruction of the region’s residential infrastructure;
and other topics to assist in recovery planning efforts.
□ Provide staffing as requested, needed, and available for a variety of housing-
related
recovery
needs,
including
program
research/design
and
planning/implementation.
□ Working with all relevant city departments, , apartment owner associations, and
other private-sector partners, state and federal partners, and other resources,
identify interim housing options and resources for displaced residents in the
disaster area, including information related to the access and functional needs
population.
□ In coordination with all relevant city departments, state and federal governments,
and private-sector partners identify, apply for, and offer permanent housing
resources for displaced residents and residential property owners.
□ Support existing affordable housing providers, including obtaining state and
federal resources for repairs and rebuilding.
□ Coordinate with EOD to provide citywide fair housing services, including
information, mediation, and enforcement of state and federal fair housing laws.
□ Support the work of tenant advocates, rental housing provider advocates, and
other nonprofit organizations to re-house displaced residents and other related
tasks.
□ Support City planning and other departments, as well as private and nonprofit
sector partners in discussions about rebuilding in devastated areas, the need to
include
accessible
and
affordable
housing
with
market-rate
housing
developments, and related topics.
RSF 5: Infrastructure Systems
□ Request assistance from the City PDD to perform initial inspections of -facilities
funded and monitored by the Housing Department.
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Human Resources Department (HRD)
HRD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 2: Economic
□ Submit to the Finance Department all disaster and recovery-related expenditure
records and documentation incurred by the department.
□ Document all recovery-related workers’ compensation claims incurred by City
employees.
RSF 3: Health, Education and Human Services
□ Support departments in hazard analysis and employee safety during response
and recovery operations.
Human Services Department (HSD)
HSD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Activate one or more accessible community centers in support of community
involvement through public meetings, as necessary and requested. Community
centers selected come from the approved tier shelter matrix. Assist those impacted
by the incident with case management services.
Work with the Federal Emergency Management Agency (FEMA), the private
sector, and foundations to seek funding to repair nonprofit-owned and/or -
managed facilities providing services to low-income residents, especially those
currently or previously funded -with federal Community Development Block Grants
(CDBG) or Community Services Block Grant dollars (CSBG).
RSF 2: Economic
□ Host job creation and retention programs on HSD and/or PRD facilities.
□ Maintain accurate records of all expenditures, damages, resource and staff
allocations, and equipment that are committed to disaster-recovery efforts. All
department heads and staff are to maintain and submit reports and records for
reimbursement in accordance with guidance on FEMA and to Government
Relations and OEM.
□ Monitor and report donations and gifts to the Government Relations and OEM for
guidance on proper handling of funds.
□ Collect reports on disaster-recovery funding and provide those reports to the
Government Relations.
□ Work with the Finance Department to ensure accuracy of projects and reports.
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□ In coordination with other city departments, track and maintain damage
assessment data, loan applications, payment processing, construction, and
grants.
RSF 3: Health, Education and Human Services
□ Provide staffing as requested, needed, and available to RICs to provide
information on recovery resources.
□ Assist those impacted by the incident with case management services.
RSF 4: Housing
□ In coordination with all relevant city departments, state and federal governments,
and private-sector partners, identify, apply for, and offer permanent housing
resources for displaced residents and residential property owners.
Information Technology Services (ITS)
ITS serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Prepare project proposals and budget packages to improve and strengthen City
information and communication infrastructure as necessary and submit to the
Mayor’s office for review regarding viability.
□ Maintain updated recovery plans that include input from ITS contractors and
maintenance vendors to support various technologies managed and/or supported
by ITS.
□ Disseminate information to City departments regarding ITS capabilities and
services that could help them in their service(s) to City constituents, as requested
or directed.
□ Support City departments in conducting activities to engage the community in the
decision-making process redolent to IT services and operations.
□ Monitor and support departments in website modifications as they post recovery
information to ensure accessibility of information.
RSF 2: Economic
□ Provide SMEs to help departments streamline their internal documentation
process, as requested.
□ Disseminate relevant economic-related information through use of ITS media
outlets (e.g., PHXTV, City websites, 2-1-1) received from relevant stakeholders,
as directed by the Office of the Mayor.
□ Ensure the ITS COOP is up to date should relocation of operations become
necessary.
□ Conduct periodic departmental tabletop exercises in partnership with COOP
leadership.
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RSF 5: Infrastructure Systems
□ Restore voice (radio and telephone) and data (local area and wide area computer
networks) communications systems.
□ Test/restore all necessary operations systems, servers, applications, and
databases.
□ Restore the City computer center’s operational capabilities.
□ Maintain liaison with other entities that provide critical information/communications
services and activate mutual aid assistance per any City-established agreements.
□ Contact the cloud-based recovery vendors managing the data backup/recovery
sites during the recovery process as needed, following the procedures described
in ITS’ Department Emergency Plan and COOP, which include a description of
when and how to activate alternate site(s).
□ Continue to assist OEM staff responsible for development and support of EOC
information management systems and provide ongoing technical assistance in
implementing alternate EOC locations, if needed.
□ Provide SMEs to help departments with infrastructure and/or technology
processes.
Law Department: City Attorney’s Office
The Law Department: City Attorney’s Office serves as a Supporting City Department
for Long-Term Community Recovery activities before, during, and after an emergency by
doing the following:
RSF 1: Community Assistance
□ Provide legal advice to City departments in matters relating to evaluating
government and community planning processes.
□ Provide legal advice to City departments, as needed.
RSF 2: Economic
□ Prosecute any unlawful activities of contractors and other persons, including
environmental, labor, land use, fraud violation, and price gouging.
RSF 3: Health, Education and Human Services
□ Prosecute any unlawful activities of persons, including animal protection, cruelty,
and fraud violations.
□ Provide legal advice to City departments, as needed.
RSF 4: Housing
□ Provide legal advice to City departments in matters relating to the following:
▫ Building assessment activities
▫ Building and infrastructure reconstruction standards
▫ Housing assistance needs
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□ Prosecute any unlawful activities related to housing and fraud violations committed
by contractors and other persons.
RSF 6: Natural and Cultural Resources
□ Provide legal advice to City departments in matters relating to the preservation of
historical sites, as needed.
□ Prosecute any unlawful activities of contractors and other persons, including
environmental, labor, land use, and fraud violations.
Neighborhood Services Department (NSD)
The Neighborhood Services Department serves as a Supporting City Department for
Long-Term Community Recovery activities before, during, and after an emergency by
doing the following:
RSF 1: Community Assistance
□ Participate in the Long-Term Recovery Group (LTRG) to represent neighborhood-
level concerns and facilitate community engagement.
□ If activated, support the Community Assistance Centers where residents can
access information and resources.
□ Leverage existing neighborhood associations, block watch groups, and community
leaders to disseminate recovery information and collect feedback from affected
areas.
□ Support, as needed, community meetings where community members who may
be affected by the current disaster can receive information and resources.
□ Support community outreach efforts by connecting recovery personnel with key
community stakeholders.
□ Assist in identifying neighborhood-specific needs and priorities for recovery based
on community input.
□ Work with the Federal Emergency Management Agency (FEMA), the private
sector, and foundations to seek funding to repair nonprofit-owned and/or -
managed facilities providing services to low-income residents, especially those
currently or previously funded -with federal Community Development Block Grants
(CDBG) or Community Services Block Grant dollars (CSBG).
RSF 2: Economic
□ Coordinate with Community and Economic Development Department to connect
neighborhood businesses with economic recovery resources and programs.
□ Assist in identifying neighborhood-level economic recovery opportunities that
support overall community revitalization.
□ Work with CDBG and other federally funded programs to identify opportunities for
neighborhood economic development during recovery.
□ Support neighborhood commercial corridor recovery through coordination with
business associations and property owners.
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□ In coordination with other city departments to include the Housing Department,
Human Services Department, Planning and Development Department, etc., track
and maintain damage assessment data, loan applications, payment processing,
construction, and grants.
RSF 4: Housing
□ If requested, provide staff to assist in the neighborhood-level damage
assessments to identify patterns of impact and recovery needs.
□ Coordinate with the Housing Department on the implementation of temporary
housing solutions within neighborhoods.
□ Identify vacant properties or lots within neighborhoods that could be utilized for
temporary or permanent housing solutions.
□ Assist residents with navigating permitting processes for home repairs and
reconstruction.
RSF 5: Infrastructure Systems
□ Monitor and report neighborhood-level infrastructure issues that emerge during
recovery.
□ Support assessment and restoration of neighborhood parks, community centers,
and other public facilities.
Office of Homeless Solutions (OHS)
OHS serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Participate in the Long-Term Recovery Group (LTRG) to represent the needs and
concerns of persons experiencing homelessness or at risk of homelessness due
to the disaster.
□ Coordinate with service providers, shelters, and outreach teams to ensure
individuals experiencing homelessness receive disaster recovery information and
services.
□ Assist in identifying and addressing barriers that prevent persons experiencing
homelessness from accessing disaster recovery services.
□ Coordinate with EOD to ensure services for persons experiencing homelessness
are accessible to those with disabilities and others with access and functional
needs.
□ Coordinate with outreach teams to locate and assist unsheltered individuals in
affected areas with accessing recovery services.
RSF 2: Economic
□ Track costs related to homeless services during recovery operations for potential
reimbursement from state or federal sources.
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RSF 3: Health, Education and Human Services
□ Coordinate with necessary city departments and external partners to ensure health
and social services are available to persons experiencing homelessness during
recovery.
□ Work with behavioral health providers and the CAP team to address increased
mental health needs among persons experiencing homelessness following a
disaster.
□ Support case management services for persons experiencing homelessness
affected by the disaster.
RSF 4: Housing
□ Work with shelter providers to manage increased demand for emergency shelter
services following a disaster.
□ Facilitate coordination between homeless service providers and disaster housing
assistance programs.
RSF 5: Infrastructure Systems
□ Coordinate with Parks and Recreation Department, Streets Transportation
Department, Neighborhood Services Department, and other departments to
address encampment-related issues in affected areas during recovery.
□ Work with the Public Works Department and/or contracted vendors to ensure the
restoration of utility services to homeless service facilities.
□ Support assessment and restoration of homeless service facilities damaged by the
disaster.
Office of Public Health (OPH)
OPH serves as a Supporting City Department for Long-Term Community Recovery
activities before, during and after an emergency by doing the following:
RSF 1: Community Assistance
□ In collaboration with the Communication Departments develop clear messaging for
recovery resources including awareness and mitigation of any impacts to health
outcomes through phases of recovery.
RSF 3: Health, Education and Human Services
□ Coordinate with local and state health officials to disseminate critical health and
safety information to the public.
□ Support mental health awareness campaigns and promote supportive services.
□ Coordinate with Office of Emergency Management and other supporting city
departments and strategic partners to ensure resources are available to monitor
disease and illness control strategies.
RSF 6: Infrastructure Systems
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□ Coordinate with Office of Emergency Management and other supporting city
departments and strategic partners to ensure the public's health and safety are
addressed including but not limited to temperature related illness due to lack of
heating/cooling, food borne illness/contamination, disruptions in healthcare
access, and physical injury.
Phoenix Fire Department (PFD)
PFD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Initiate actions by individual unit, section, and battalion commanders to recover
and protect all essential facilities, equipment, and records.
□ Transmit a request for assistance to the EOC or other appropriate agencies within
the City structure should activities require support beyond the scope of the PFD.
□ Coordinate with internal and external volunteers (such as Community Emergency
Response Team (CERT), fire cadets, Community Assistance Program (CAP), and
convergent volunteers) to assist constituents where needed. All volunteers will
receive OEM Just-In-Time training related to working with people with disabilities
and others with access and functional needs.
RSF 2: Economic
□ Initiate actions by individual unit, section, and battalion commanders to recover
and protect all essential facilities, equipment, and records.
□ Record and track all recovery-related expenditures through internal recording and
tracking procedures.
□ Develop social initiatives to promote economic growth, including PFD recruitment
efforts.
□ Assist private-sector partners with Continuity of Operations Plan (COOP) planning,
as available.
RSF 3: Health, Education and Human Services
□ Encourage field resources to initiate good will in the community (distribution of
toys, information, emergency medical services, etc.)
□ Assist Maricopa County Animal Care and Control with animal management,
including shelter locations and services, where possible.
□ Utilize service programs, including fire cadets.
□ Increase the access of personnel and constituents to crisis counseling and peer
support programs.
RSF 4: Housing
□ Develop a damage assessment within the geographical boundaries of designated
divisions, battalions, and fire station districts, including noting damage observed at
historical sites.
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RSF 5: Infrastructure Systems
□ Access the following alternate sources of water supply in the event of damaged or
interrupted water supply critical for fire protection: swimming pools, reservoirs,
water tanks, and water tenders (trucks) through the PFD, the region, and state
mutual aid.
□ Collaborate with and assist PPD in performing building inspections and damage
assessments as necessary and when available.
□ Perform immediate damage assessments of PFD facilities and critical
infrastructure within each fire station district.
□ Pre-identify fire station and other critical facilities that require generators to
continue operating during power outages in a major incident. Identify which
facilities have or need a generator and identify hookup requirements and collective
maintenance requirements.
RSF 6: Natural and Cultural Resources
□ Develop a damage assessment within the geographical boundaries of their
designated divisions, battalions, and fire station districts. This survey by PFD
resources would include noting where damage is observed at historical sites.
Phoenix Police Department (PPD)
PPD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Maintain an orderly flow of traffic in, out, and around all areas affected by disasters,
specifically providing ingress and egress for emergency response vehicles.
□ As necessary or requested, provide security at critical infrastructure during
recovery.
□ Assist in areas experiencing community relations problems during recovery.
Promote and enhance public service and safety through timely and reasoned
response, as well as increased community relations programs and public
announcements.
□ Be prepared to confront and resolve police community problems in cases where
assistance may be delayed.
□ Provide law enforcement and security services at City facilities during recovery
response.
RSF 2: Economic
□ Follow established procedures for securing funding and financial assistance.
RSF 4: Housing
□ Support HSD, PRD, ARC, and other agencies providing sheltering services and
facilities with additional security, depending on availability of personnel.
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□ Enforce all applicable real estate laws, ensuring issues that arise between renters
and property owners are civil in nature and handled through those processes.
□ As necessary or requested, provide security at critical infrastructure during
recovery.
□ Work to expand community awareness beyond the Neighborhood Block Watch
Program and into temporary housing sites.
Planning and Development Department (PDD)
PDD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Review and update procedures and criteria for post-event, fast-track review of
repair permits, including temporary use and building permit processes, standard
appeals time limits, batching of recovery-related land use and building permits, and
if established, referral of permit appeals to the special ad hoc City Council meeting
on recovery and reconstruction, as appropriate.
□ Provide and enhance, as necessary, computer information systems to support
fast-track permit review procedures.
□ Determine imminent and potential hazards on private property.
□ Impose emergency building regulations.
□ Analyze building code provisions based on the extent of damage to structures and
develop recommendations for code changes. However, rebuilding efforts must
comply with current building code requirements and Americans with Disabilities
Act (ADA) standards. If requested, the PDD will attend community meetings to
examine options, gather and provide information, and perform other necessary
tasks to build community consensus and unity.
□ Participate and coordinate with OEM analysis of devastated areas and provide
initial recommendations for redevelopment.
□ Lead discussion with OEM and other departments about rebuilding in devastated
areas.
□ Participate in public hearings about available resources needed for rebuilding and
how to access those resources.
□ In response to disaster, identify needed modifications to existing community plans,
specific plans, and zoning code.
□ Evaluate project applications for needed modifications due to disaster.
□ Determine need to modify or eliminate fees to expedite processes in response to
disaster.
RSF 2: Economic
□ Provide maps and zoning information about disaster areas and identify potential
suitable relocation areas for businesses affected by disaster. In response to the
disaster, process necessary conditional use permits and/or zone modifications in
a timely manner.
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RSF 3: Health, Education and Human Services
□ Provide maps indicating location of existing schools and health resources, as
needed.
□ Identify potential locations for the relocation of schools and health resources, as
needed.
□ Expedite conditional use permits and/or modifications to community plans, specific
plans, or the zoning code, as needed, to accommodate the establishment of school
and health resource facilities.
RSF 4: Housing
□ Upon request, will implement and enforce “disabled access regulations,” including
accessibility requirements for commercial buildings and single-family homes.
□ Verify and manage special clearances for a building that is deemed a historical
monument to preserve the integrity of the structure.
□ Review and update procedures and criteria for post-event fast-track review of
repair permits, including temporary use and building permit processes, standard
appeals time limits, batching of recovery-related land use and building permits, and
if established, referral of permit appeals to the special ad hoc City Council
subcommittee on recovery and reconstruction, as appropriate.
□ Manage damage assessment data for residential properties so that damage status
of former residence can be determined as part of individual needs assessment for
benefits.
□ Provide and enhance, as necessary, computer information systems to support
fast-track permit review procedures.
□ Review interim and long-term policies and actions that address the correction of
illegal occupancies and construction within reasonable limits, based on essential
health and safety factors, and given existing and projected shortage of adequate
low- and moderate-income housing.
□ Activate pre-incident agreements with other local, state, and federal agencies for
mutual aid in cooperation with other City agencies.
□ Review procedures to expedite the building permit process and provide relief for
the required fees.
□ Establish one-stop processing centers in areas where the most severe damage
occurred.
□ Develop emergency building provisions for temporary commercial use with
appropriate time and use limitations.
□ Prepare implementation processes and enforce ordinances.
□ Implement expanded structural and geological hazard mitigation programs.
□ Enhance methodology for analyzing and defining hazardous buildings and
mitigation plan.
□ Enhance the common-use computer database system for identifying ownership
and logging pertinent information related to public and private properties within the
City.
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□ Enhance computer information systems to support fast-track permit review
procedures.
□ Revisit environmental criteria for demolition to be followed by public and private
contractors in conjunction with the appropriate regulatory agencies.
□ Determine criteria for balancing post-event work priorities between damage
assessment, hazard evaluation, fast-track permit review, and routine development
application review activities, with emphasis on public safety.
□ If needed, inspectors and engineers are available to conduct safety assessments
of temporary housing facilities.
□ Conduct safety assessments of daycare facilities or alternate locations, if needed
and requested, and if inspectors and engineers are available.
□ Provide inspection of buildings and structures to determine imminent and potential
hazards to persons and property. Upon completion of the safety assessment,
responders shall post placards on buildings to indicate their safety or condition to
occupy or vacate the building. Barrier tape will also be used to alert people who
are blind or have low vision of building safety status.
□ Provide maps and zoning information to facilitate assessment of potential
replacement housing locations for housing impacted by disaster.
□ Participate and coordinate with other City departments, as well as existing
affordable housing providers, tenant advocates, faith-based organizations (FBOs),
and other non-governmental organizations (NGOs) to identify temporary and long-
term land use/reuse strategies to facilitate housing accommodations.
□ Expedite modifications where necessary to ensure accommodation of replacement
housing.
□ In coordination with all relevant city departments participate in the development of
policies and programs addressing the need for rapid post-event development of
replacement housing.
RSF 5: Infrastructure Systems
□ Provide engineering and inspection services of structures used by utilities, if
requested.
□ If needed and requested through mutual aid, inspectors and engineers are
available to conduct safety assessments of schools or alternate locations.
□ Expedite the approval process for the re-building or replacement of communication
tower infrastructure.
□ Provide zoning and land use maps to identify potential locations for the relocation
of critical support facilities, such as mechanical yards and computer/data centers.
□ In coordination with other City departments and the U.S. Postal Service, identify
potential locations for temporary mobile post offices near housing.
RSF 6: Natural and Cultural Resources
□ Verify and manage special clearances for a building that has been deemed a
historical monument to preserve the integrity of the structure.
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□ If requested, PDD will work with other departments to restore community-valued
buildings as expediently as possible.
□ If the City network is restored, provide access to the department’s comprehensive
database of designated and eligible historic properties.
□ Evaluate and map the impact of the disaster on historic resources. In coordination
with other departments, prepare response and recovery strategy.
□ Enforce compliance with the Historical Preservation Overlay Zone requirements
during any restoration performed in the public rights-of-way under contract.
Public Works Department (PWD)
PWD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 2: Economic
□ Maintain all records, administer payments, and monitor solid waste contracts on
all emergency solid waste removal contracts.
□ Direct fieldwork and enforce compliance with contract specifications and
requirements for maintenance/routine repair work performed by staff on any
vendor hired by PWD for City buildings.
□ Implement disaster documentation procedures for the duration of the incident,
including use of specific work order and task number assigned to the incident.
□ Assist with handling emergency mitigation when needed.
RSF 5: Infrastructure Systems
□ Contingent on the level of expertise required, assist Street Transportation
Department on field coordination of City forces and private contractors working on
City buildings.
□ Assist in administering OEM emergency contracts as it relates to routine
maintenance and repairs of City buildings.
□ Assess minor damages and building repairs to City buildings.
□ Maintain and track records of all recovery-related expenditures performed by PWD
staff or PWD vendors on City buildings.
□ Implement disaster documentation procedures for the duration of the incident for
all work handled by PWD for City buildings.
□ Assist in connecting generators and coordinating generator installations at City
sites.
□ Support restoration efforts by providing equipment or personnel as available to
assist in providing emergency power to City sites.
□ Damage reports will be made upon inspection and shall assign damage rating
scores based on safety hazard to personnel, system reliability, system hazard and
personnel safety, and unusable facility due to damage. Inspections will also
comment on extent of damage and description of damage.
□ Strive to maintain power services for City buildings.
□ Provide damage cost estimates for City buildings as appropriate.
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□ Ensure that City facilities have reliable logistical support, services, and
infrastructure systems (e.g., water, power, heating, ventilation, and air conditioning
), and adequate physical security and access controls.
□ The alternate facility is not in the same immediate geographical area as the primary
facility, thereby reducing the likelihood that the alternate facility would be affected
by the same incident that impacts the primary facility.
□ Currently has contracted vendors to handle heating, ventilation, and air
conditioning, electrical, access control, and roofs for City facilities.
□ Provide a safe environment for employees and public around department facilities.
RSF 6: Natural and Cultural Resources
□ Enforce compliance with environmental requirements as it pertains to debris and
recycling activities.
□ Monitor recycling and waste hauling on these contracts.
□ Manage debris removal contracts and work with the various City departments in
the collection and disposal of hazardous materials in accordance with the county,
state, and federal agencies requirements.
□ Upon notification of a hazardous waste/material spill or incident, contact the PFD’s
Hazardous Materials Unit to identify and categorize the waste.
□ Deploy to the problem area, in conjunction with clean-up workers, to work on
coordinating traffic control, barricading, containment, cleanup, disposal, and
enforcement of the waste site.
□ Assist in rebuilding safely and wisely, reducing future hazards, and optimizing
community improvements.
Public Works Department (PWD): Fleet and Fuel Services
PWD: Fleet and Fuel Services supports Long-Term Community Recovery activities
before, during, and after an emergency by doing the following:
RSF 5: Infrastructure Systems
□ Will support the City PDD’s restoration efforts by providing fuel; equipment;
maintenance and repair of vehicles and equipment..
□ Provide gasoline, diesel fuel, and compressed natural gas to support City services
from the City’s four major service centers: Okemah, Salt River, Glenrosa, Union
Hills and other fueling service locations.
□ Provide gasoline and/or diesel fuel to the City’s police and fire stations using City
operators and fuel delivery trucks.
□ Provide 15–20 days or more of gasoline and diesel fuel from its bulk storage tanks
without being resupplied by outside sources.
□ Provide gasoline and diesel fueling services at remote locations by use of fuel
bowsers and City fuel delivery trucks and operators.
□ Provide maintenance services at other fleet sites.
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□ Provide City vehicle and equipment listings from which emergency assets can be
requisitioned.
□ Coordinate towing services and vehicle and equipment rentals through its
contracted vendors.
Street Transportation Department (STD)
STD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Conduct damage assessments on City bridges and tunnels in affected areas.
□ Assess bridge and tunnel condition for use (e.g., reduced speed limit, restricted
traffic, full closure).
□ Develop plans for temporary shoring or repairs to maintain transportation right of
way, if necessary.
□ Provide stormwater gathering system information, rebuilding, and repairs
necessary to support recovery.
RSF 2: Economic
□ Maintain all records and administer payments on all emergency reconstruction
contracts for public infrastructure.
RSF 4: Housing
□ Coordinate with PDD to determine if modifications can be made to reduce future
impact following a disastrous event. Post-disaster recovery presents opportunities
to evaluate current building and infrastructure standards. A common issue that
must be faced in long-term recovery is whether to recreate the pattern that existed
before the disaster or to implement changes to create safer conditions and improve
the City.
RSF 5: Infrastructure Systems
□ Work with Public Works on field coordination of City forces and private contractors
working on City buildings contingent upon the level of expertise required.
□ Coordinate with PDD to determine if modifications can be made to reduce future
impact following a disastrous event.
□ Support and facilitate all reconstruction of public rights-of-way within designated
historical site communities. Departments responsible for historical sites are to
manage the handling and disposal of hazardous waste/materials that are
abandoned or spilled on sidewalks, alleys, and storm drains.
□ Respond to hazardous waste incidents in the City streets.
□ Develop plans for temporary shoring or repairs to maintain transportation right of
way (if necessary).
□ Restore and repair damaged street lighting infrastructure.
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□ Coordinate the deployment of barricades, k-rails, and other safety devices for road
closures and detour routes.
□ Deploy patrol and trouble crews throughout the City and along the department’s
major transmission routes into the City to locate problems and work to make
repairs to restore service as safely and quickly as possible.
□ Coordinate debris clearance and removal of City roads and sidewalks.
□ Conduct damage assessments on City bridges and tunnels in the affected areas.
□ Assess bridge and tunnel condition for use (e.g., reduced speed limit, restricted
traffic, full closure).
□ Conduct damage assessments
□ Assist in rebuilding safely and wisely, reducing future hazards, and optimizing
community improvements.
□ Evaluate failures of infrastructure and rebuild using the best engineering practices
to reduce future hazards. The evaluation and redesign would be tasked to the
respective engineering division of each system.
□ Work with City PDD in the rebuilding process.
□ Evaluate failures of its infrastructure and rebuild using the best engineering
practices to reduce future hazards. The evaluation and redesign will be tasked to
the respective engineering division of each system.
RSF 6: Natural and Cultural Resources
□ Provide engineering support to all City departments and City Council offices to
preserve historical sites in accordance with applicable engineering and
construction standards.
Water Services Department (WSD)
WSD serves as a Supporting City Department for Long-Term Community Recovery
activities before, during, and after an emergency by doing the following:
RSF 1: Community Assistance
□ Work with development of rebuilding communities and determine utility needs for
water and sewer.
□ Determine supply sizes necessary to support the rebuilding effort.
□ Determine repairs and replacements that are necessary to support rebuilding.
□ Communicate water-related unmet needs to OEM so the LTRG can address
appropriate response.
□ Provide rebuilding wastewater collection system information, rebuilding, and
repairs, as necessary, to support recovery.
RSF 5: Infrastructure Systems
□ Maintain water supply to the distribution system for fire suppression and customer
needs.
□ Provide rebuilding wastewater gathering system information, rebuilding, and
repairs necessary to support recovery.
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□ Conduct damage assessments of the collection system, including the pumping
plants, by performing preliminary visual inspection of sewer flow. Restore those
water facilities that affect the greatest number of persons.
□ Strive to maintain water services for police facilities, fire facilities (including
hydrants), hospitals, wastewater and solid waste facilities, and life-support
customers.
□ Maintain wastewater pumping and collection and wastewater treatment at all
plants to maintain public health and safety.
□ Maintain and restore water quality.
□ Maintain communication systems in working order.
□ Conduct damage assessment and reporting of water facilities.
□ Prevent or minimize property damage.
□ Repair water facilities.
□ Continue water data gathering and documentation.
□ Provide temporary water service connections (e.g., aboveground service
connections to fire hydrants).
□ Provide resources (equipment, materials, vehicles, and labor) to set up and
distribute emergency water supplies to the public.
□ Provide temporary and/or emergency utilities services that affect the greatest
number of persons while working to restore water and power facilities.
All City Departments
All City Departments support ESF #14 for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
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services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Animal Care and Control (MCACC)
MCACC supports ESF #14 for the City of Phoenix by doing the following:
□ Provide supplies, equipment, and personnel to support animal needs, as
requested and able and asses animal-related issues.
□ Provide supplies, equipment, and personnel to support service animal needs, as
requested and able. c
□ House, feed, and provide medical care to stray and lost domestic and exotic
animals in the City, as requested and able.
□ Assist in the coordination of the phase-down of animal emergency services
through various support agencies and within the framework of the EOC.
□ Collect data on services rendered and compile data for evaluation of response
efforts and costs incurred by owners.
□ Coordinate the return of animals to their owners.
□ Coordinate with the appropriate agencies for disposal of deceased animals.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports ESF #14 for the City of Phoenix by doing the following:
□ Coordinate with State EOC and the City of Phoenix.
□ Notify state recovery partners. Allow the state to contact federal recovery partners.
□ Coordinate activities with state and federal agencies, as well as volunteer
organizations.
□ Channel recovery and mitigation information for public release through the Joint
Information System (JIS). Recovery (Post Event) Actions for ESF #14 - Long-Term
Community Recovery
□ Discuss with the City of Phoenix the direction and scope of the recovery plan.
Support community recovery activities.
Maricopa County Department of Public Health (MCDPH)
MCDPH supports ESF #14 for the City of Phoenix by doing the following:
□ Develop specific public messaging to educate and provide information regarding
public health issues.
□ Messaging will include steps that can be taken to reduce risks to humans and
animals given the time it will take to complete recovery (including debris removal).
□ MCDPH recognizes that aggressive public education campaigns play a major role
in reducing the impacts on the area.
□ Air quality is affected as demolition and removal of debris must be conducted
before reconstruction can begin. Coordinate with the City of Phoenix and the
Maricopa County Department of Air Quality when conducting an air quality
monitoring program.
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State
Arizona 2-1-1
Arizona 2-1-1 supports ESF #14 for the City of Phoenix by doing the following:
□ Provide a comprehensive listing of agencies consisting of nonprofit organizations
and other emergency management and assistance partners that provide programs
and services, such as human services, community-based services, and referrals
for
long-term
disaster
assistance
to
affected
populations,
specifically
disproportionately impacted populations.
□ Provide professional community resource advisors to assist callers with critical
issues dealing with healthcare, substance abuse, domestic violence, shelter, food,
legal and financial assistance, as well as programs for children and seniors, and
different types of mental health services.
Private Sector and Community-Based Organizations
Arizona Humane Society
Arizona Humane Society supports ESF #14 for the City of Phoenix by doing the following:
□ Continue to provide supplies, equipment, and personnel to support animal needs,
and continue to assess animal-related issues.
□ Continue to provide supplies, equipment, and personnel to support service animal
needs.
□ Continue to provide veterinary care and disaster control to mitigate stray and loose
animals in the post-disaster environment.
□ Continue to house, feed, and provide medical care to stray and lost domestic and
exotic animals in the City.
□ Coordinate the phase-down of animal emergency services through various support
agencies and within the framework of the EOC.
□ Collect data on services rendered and compile data for evaluation of response
efforts and costs incurred by owners.
□ Coordinate the return of animals to their owners.
□ Coordinate with the appropriate agencies for disposal of deceased animals.
Public/Private Utility Companies (SRP/APS/Southwest Gas)
Public/Private Utility Companies supports ESF #14 for the City of Phoenix by doing the
following:
□ Restore those power facilities that affect the greatest number of persons.
□ Work with PFD and PPD at the incident site to ensure public safety and coordinate
restoration activities.
□ Communicate with Public Information Officer (PIO).
□ Restore natural gas service to customers, following assessment and repair of
damage.
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□ Notify appropriate agencies, following assessment of natural power/gas system
status.
□ Determine when to request mutual assistance from other utility companies with
which there are mutual assistance agreements in place.
American Red Cross (ARC)
American Red Cross (ARC) supports ESF #14 for the City of Phoenix by doing the
following:
□ Assist during the recovery process by providing mass care services as outlined in
the MOU with the City of Phoenix.
□ Staff the ARC position in the City EOC Mass Care Branch.
□ Determine the most effective service delivery strategies for meeting client needs
based on the culture, economy, and geography of the affected region and the
scope of the disaster relief operation.
□ Integrate efforts of the national NGOs that provide mass care services.
Area Agencies on Aging (AAA)
Area Agencies on Aging (AAA) supports ESF #14 for the City of Phoenix by doing the
following:
□ Assess impact of disaster on clients and on existing facilities and programs; AAA
will work with contractors to re-establish services that fall under their purview and
will provide support to the City recovery process where they have excess capacity.
□ Assess ability of contracted service providers to deliver older adult and family
caregiver services, as well as to assist in providing resources to expedite complete
service delivery.
□ Work closely with nonprofit service partners and stakeholders in conjunction with
the Aging and Adult Administration service contractors to enhance senior and
family caregiver programs.
□ Work with for-profit companies to secure available and continued delivery of foods
to meal production kitchens for senior nutrition programs.
Maricopa County COAD (Community Organizations Active in Disaster)
The MC COAD serves as a support organization for ESF #14 by doing the following:
□ Maintain working relationships with City of Phoenix’s Emergency Management
Department with the support of Maricopa County Department of Emergency
Management.
□ Continue to recruit new COAD members targeting areas of need identified by
MCCOAD partners including the City of Phoenix.
□ If requested, send representatives to the EOC to staff during an activation.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining potential resource and coordination needs from
MCCOAD members.
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□ Support planning and operation functions that would pertain to needs for support
from the local nonprofit and charitable sector.
□ Receive direct resource requests from City of Phoenix to support response needs
and communicate those needs to MCCOAD members that could support.
□ Provide up to date information to MCCOAD members that are supporting resource
requests and work as a liaison between the City of Phoenix and MCCOAD
members as needed.
Mercy Care (Regional Behavioral Health Authority)
Mercy Care supports ESF #14 for the City of Phoenix by doing the following:
□ Responds to the psychological needs of the whole community by providing
support, assistance, and treatment.
□ Coordinate with the City’s Community Assistance Program (CAP), NGOs (e.g.,
ARC), FBOs, and Mercy Care-approved contract providers.
□ Ongoing services may be provided at Mercy Care and community agency clinics.
□ Ensure that mental health assessments and mental health efforts are coordinated
among multiple agencies that assess psycho-social/mental health issues.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Disaster Recovery Framework
National Response Framework
▫ ESF #14 – Long-Term Community Recovery and Mitigation
State
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #14 – Long-Term Community Recovery and Mitigation
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
Financial Business Continuity Plan
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ESF #15: External Affairs Annex
Key Response Agencies
ESF
Coordinator
Communications Office (COM)
Primary City
Departments
Communications Office (COM)
Supporting City
Departments
Community and Economic Development Department (CEDD)
Equal Opportunity Department (EOD)
Government Relations
Information Technology Services (ITS)
Neighborhood Services Department (NSD)
Office of Emergency Management (OEM)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Federal
Federal Partners
Private Sector and Community-Based Organizations
Community-Based Organizations and Private Agency Resources
Introduction
The External Affairs Annex (ESF #15) aligns with ESF #15 in the Maricopa County
Emergency Operation Plan (EOP), the State of Arizona Emergency Response and
Recovery Plan (SERRP), and the National Response Framework. This ESF will allow for
cohesiveness when county, state, and federal ESF #15 resources are activated.
Purpose
The External Affairs Annex (ESF #15) is designed to illustrate the method that gathers
and disseminates emergency-related information through the media and directly to the
public. This does not include early warning and alert notification information covered in
the Emergency Public Warning Support Annex.
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This annex describes the coordination of ESF#15 activities and establishes a mutual
understanding of responsibilities, functions, and operations. These activities include:
Providing accurate authoritative information processes to minimize rumors and
false information.
Assessing and quickly conveying the nature of the emergency to the public in a
form that is factually accurate, easily understood, and accessible to people with
disabilities and others with access and functional needs.
Providing critical information to the media and public about the City’s response to
the emergency.
Establishing effective development, coordination, and dissemination of information
to the public in a potential, imminent, or declared emergency.
Providing critical information about support assistance during the emergency,
including shelter information; recovery assistance; and local, state, and federal
assistance availability.
Scope
This annex applies to all agencies and departments in the City of Phoenix, as well as to
affiliated public information partners with a role in supporting emergency public
information and activities related to external affairs. Of particular importance are:
City departments with emergency public safety functions
City departments having routine interactions with the public
City departments performing emergency public safety or other critical services
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The City of Phoenix is subject to natural and man-made hazards which have the potential
to disrupt normal life by impacting utilities, transportation, public services, schools,
emergency services, and other local systems. During times of disaster, the public requires
updated information about the nature of the emergency, immediate actions to take,
evacuation routes, and what actions to take once the emergency is over.
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This annex encompasses emergency public information and external affairs in two ways:
Emergency Public Information (EPI): provides incident-related information through
a variety of media and other sources to individuals, families, businesses, and
industries directly or indirectly affected by the incident.
External Affairs: maintains visibility regarding public and internal communications;
coordinates routine and special communications; ensures accurate, useful, timely,
synchronized, targeted communication; and provides continuous messaging to
meet the needs of the situation.
There are times, however, when disaster strikes without warning and the normal day-to-
day public information systems cannot react rapidly enough to properly inform the public
about the hazard. The magnitude of the event may affect the methods of information
dissemination. Outside the disaster area, the demand for information will be extensive.
Methods to disseminate EPI will be dependent on the nature of the event. Primary
methods include but are not limited to the following: the Emergency Alert System (EAS),
Reverse 911, Wireless Emergency Alerts (WEA), Arizona 2-1-1, broadcast television and
radio outlets, government and news websites, newspapers, and social media networks.
Messaging shall be inclusive and provided in accessible formats (audio, text, large print,
Braille, etc.) through an approved vendor list to reach the whole community, including
those with disabilities and others with access and functional needs.
Planning Assumptions
Individuals may require accessible information provided by several methods
including audio, visual, text, American Sign Language (ASL) interpreters, etc., and
may need additional time to take protective action.
The City will utilize all available methods of communication to reach the whole
community.
Available resources may become limited due to high demand in a large-scale
incident.
Some events may be of long duration, requiring the commitment of significant
resources to supply information and materials to commercial news media and
other distribution channels, including websites and social media.
Every department involved has an obligation to supply information quickly and
responsibly to city communications staff based on their knowledge of operations
and technical subjects, including health and safety risks.
There will be a demand from the public to obtain disaster assistance information.
The timely dissemination of accurate, accessible, and well-coordinated EPI will
reduce the impact to life and property loss as well as help to maintain public trust
and confidence.
The interest generated by a disaster or emergency may lead to requests for
information or visits from a variety of public officials, dignitaries, or VIPs. Such
requests will require coordination and resources.
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A disaster or emergency may impact an individual’s ability to receive public
information due to limited or no access to television, phone, newspaper, the
internet, social networks, etc.
Audience factors (e.g., personal perception, language, cultural beliefs, age, etc.)
will impact how information is interpreted and how the public will react to the
information.
Public information efforts will rely heavily upon the cooperation of media
organizations.
Demand for information regarding the disaster may exceed the capabilities of the
City’s communications staff.
Extensive destruction of media communications facilities and/or loss of electrical
power may severely disrupt the normal flow and dissemination of information in
the disaster area.
Concept of Operations
General
Implementation of the Emergency Support Function (ESF) #15: External Affairs Annex
will ensure delivery of timely, accurate, and consistent information through coordination
with the City and other local, state, and federal agencies. Emergency public information
(EPI) provided to the public will generally be of an instructional nature focusing on
activities such as evacuation, sheltering, and recovery efforts.
It is the policy of the City of Phoenix that all public information materials (fact sheets,
brochures, videos, press releases, information packets, newsletters, PHXTV, reports,
etc.) will be developed with inclusionary messaging, meaning that City information should
be provided in accessible formats and integrate the needs of persons with disabilities.
The City will follow established communication protocols in accordance with
organizational procedures and guidelines to ensure effective communication. These
guidelines provide a general baseline for City departments to establish best practices by
providing information in multiple ways when reaching the whole community with the right
messages that can be understood and used. In addition, this guidance also identifies the
use of auxiliary aids and services (e.g., ASL interpreters, Communications Access Real-
Time Translation (CART), etc.) that the City must provide to effectively communicate to
persons with disabilities. During an emergency situation, community members who would
need interpreting services, CART services or other ADA accommodations to access and
receive city services would need to make their request to the City’s Equal Opportunity
Department, DAFN Officer, or to the City’s Emergency Call Center, if activated.
Departments may also add additional internal policies and procedures or request
assistance from the Equal Opportunity Department (EOD) and/or the Communications
Office to develop guidance for their specific departmental needs.
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Single-Agency Response Incident
Departments are responsible for establishing effective and accessible public information
utilizing established communication protocols in accordance with organizational
procedures and guidelines to ensure effective communication.
As the incident escalates and requires multi-agency response, the responsibility will shift
to the Emergency Operations Center (EOC).
Unified Response
When the EOC is not activated, a PIO from the lead agency will be assigned to the
incident. This agency is responsible for crafting the citywide message to be distributed to
the public, if necessary.
Actions
Mitigation &
Preparedness
Plan and coordinate with supporting agencies and organizations.
Establish policies, procedures, plans, and programs to effectively
address communication needs.
Recruit, designate, and maintain a list of emergency personnel.
Participate in drills and exercises to evaluate communications
capabilities.
Establish and maintain a working relationship with external support
agencies.
Response &
Recovery
Establish response operations and support personnel working in
the EOC.
Maintain records of expenditures and document resources utilized
during recovery.
Establish Joint Information Center (JIC) as needed.
Provide resources and support, upon request.
Channel information intended for public release through the EOC,
if activated, and continue providing information and support upon
re-entry. If the EOC is not activated, consider coordinating with the
Communications Office.
Provide regular updates to stakeholders and elected officials.
Ensure emergency information is developed, distributed and
accessible to all members of the community, including those with
Access & Functional Needs and non-English speakers.
Authority
The City Manager, or designee operating out of the EOC Policy Group during City-level
emergencies, has ultimate control over the release of EPI. The preparation and release
of EPI is the responsibility of the City’s Lead PIO working under the general direction of
the Incident Commander (IC) or Emergency Operations Center (EOC) Director.
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When an incident involves a criminal investigation, specific procedures are established to
manage and control security-sensitive information locally. All media inquiries about an
ongoing criminal investigation are referred to the City of Phoenix Police Department’s PIO
and/or City’s legal counsel. .
Operations
The City’s method to perform ESF#15 activities during an incident include the following
operative functions:
Role of Public Information Officers (PIOs)
Message development and dissemination
Press conferences or media briefings
Maintain rumor control
Social media
Establish communication network
Support disaster hotline operations
Public information dissemination tools
Role of Public Information Officers (PIOs)
During an emergency, the department and subsequent citywide response will ensure that
information is communicated in an accessible manner to reach the whole community,
including those with disabilities and others with access and functional needs. City PIOs
craft inclusive messages that are clear and emphasize the nature of the incident; what
actions the City is taking; and what actions the public should take. The City’s PIOs provide
multifaceted coordination that requires responsiveness to the informational needs of its
residents, ensuring that accurate, accessible, and timely information is disseminated.
There are three operational levels in which PIOs will conduct ESF#15 activities during a
response. Although their mission remains the same, PIO responsibilities can differ based
on the size and scope of the incident.
Incident-Level Operations
During incidents that do not require activation of the Emergency Operations Center (EOC)
and/or Joint Information Center (JIC), the Incident Commander (IC) or affected
department PIO will provide EPI to the community and respective PIOs. Incident-level
PIOs will utilize established communication protocols in accordance with organizational
procedures and guidelines to ensure their delivery is effective, inclusive and accessible
to the whole community.
EOC Operations
When the EOC is activated, information will be coordinated with the Lead PIO in the EOC.
With assistance from the Disability Access and Functional Needs (DAFN) Technical
Specialist, the City PIO will be able to ensure that all messaging to the public is inclusive
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and accessible, using auxiliary aids and services, when necessary. The DAFN Technical
Specialist will also facilitate communication between the City EOC and area organizations
that provide services to the DAFN community.
Joint Information System (JIS) Operations
Providing coordinated and consistent messaging to the public during and following an
emergency event is as important as warning the public prior to a disaster. The Joint
Information System (JIS) is the process where all responding agencies, political
jurisdictions, and elected officials collaborate on the messaging to be shared with the
public.
The Communications Office and the Office of Emergency Management (OEM), at are
responsible for coordinating the JIS for emergencies within the city. The Incident
Commander (IC) or EOC Director can activate a Joint Information Center (JIC) if and
when they believe in-person coordination is necessary. A JIC is a central location that
facilitates the operation of the JIS and operates under the direction of the Lead PIO in the
EOC.
Members of the JIS/JIC will include all agencies that have a role in the incident who have
PIO staffing available. Each entity in the JIS/JIC will continue to represent his/her own
organization, while receiving the benefits of coordinated information.
The methods of delivering the information are similar to the methods used for emergency
public warning such as:
Wireless Emergency Alerts
Emergency Alert System (EAS) broadcasts
Media alerts
Phoenix.gov / City Webpages
Social media
Arizona Emergency Information Network (AZEIN)
Reverse 911
Message Development and Dissemination
The City Manager, or designee operating out of the EOC Policy Group during City-level
emergencies must approve all EPI prior to publicizing. The Lead PIO creates and
disseminates key messages and incident updates to public and media partners following
review and clearance processes set forth by the IC or EOC Director. The Lead PIO will
coordinate with the DAFN Technical Specialist to ensure that message content is
inclusive and appropriate for the DAFN community. Support activities of the Lead PIO
and public information staff including the following:
Develop fact sheets and situation updates for internal staff use (i.e., Enterprise
Bulletins).
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Create news releases, status updates, and other emergency information for news
conferences, websites, social media, newspapers, television stations, radio
stations, e-mail, and Disaster Hotline.
Staff the Joint Information Center (JIC) (which may include appointing a JIC
Manager).
Designation of a spokesperson and alternative spokesperson if needed.
Dissemination of public information during an emergency can be accomplished in several
ways. City PIOs can distribute information in the following formats, among others:
Email alerts to media
In-person news conferences
Videos containing important information including public service announcements
PHXTV, the city’s television channel
Social networking sites, including live streaming
Phoenix.gov distribution (WCAG)
Community meetings and networks
By distributing public information to the DAFN Technical Specialist to distribute to
organizations that routinely provide services for or represent people with
disabilities and others with access and functional needs (e.g., independent living
facilities, day programs, nursing homes, etc.)
By disseminating information in multiple languages or formats to ensure wide
distribution in accessible formats (audio, text, large print, Braille, etc.)
The City EOC provides key information regarding the incident(s) to the first responder
community, key partners, and the public. Media partners play a significant role in sharing
and disseminating information to the public, private sector, and governmental entities.
A virtual JIS also serves as a tool for sharing information among the PIO network so that
designated PIOs and support staff in a variety of remote locations can communicate with
each other.
At the EOC, requests for auxiliary aids and services will be directed to Mass Care Branch
Director. The EOC will activate current contracts or establish new contracts when needed
to ensure that inclusionary and accessible messaging is provided throughout the
response. The Mass Care Branch will coordinate with the City's Communications Office
to ensure that responding public information officers receive technical assistance as
needed from the DAFN Technical Specialist.
Press Conferences or Media Briefings
During the initial phase of an emergency in which the EOC/JIC is not activated yet, the
Incident Commander (IC) and affected department PIO will determine the need and
frequency for updating the media. If the IC determines that a press conference or media
briefing should occur, the department PIO will utilize the Press Conference Procedure
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Checklist as guidance to ensure individuals with disabilities are not denied physical or
communication access.
During EOC/JIC activation, the Lead PIO will set up press conferences using the
guidelines described in the Press Conference Procedure Checklist.
Rumor Control
Rumors and false information may cause unnecessary distress among the public,
provoke counter-productive public actions, and impede response and recovery efforts.
The Lead PIO and/or the JIC will ensure accurate and unified messaging of incident
information is provided to the community on a timely basis.
Social Media
Social media is an increasingly valuable tool in disseminating EPI. City PIOs routinely
update social media accounts to share department-level information during non-incidents
and have generated large audiences. Such a following allows information to reach a large
audience quickly. Prior to an EOC/JIC activation, each department is responsible for its
own social media activities and will follow established communication protocols in
accordance with organizational procedures and guidelines to ensure their delivery is
effective, inclusive and accessible to the whole community.
Social media messaging will be utilized at all PIO operational levels during an incident.
City PIOs in the field during incident-level operations will be responsible for all approved
social media usage regarding the situation at hand. Once the EOC/JIC are activated, all
social media messaging that pertains to the situation at hand must be approved by the
EOC Director. The Lead PIO in the EOC will designate an assistant PIO to a social media
function/center. The assistant PIO will gather all requests from both the EOC and the JIC
and provide to the Lead PIO to submit for approval. This person will be responsible for
updating all necessary social media sites and distributing timely and accurate information.
Once approval is received, all agencies in the EOC/JIC will distribute the previously
crafted message by reposting the city’s messaging through that agency’s social media
platforms. Reposting the original content will ensure consistency of message and voice.
All social media activities utilized to share EPI will follow ADA guidance from the DAFN
Technical Specialist and established communication protocols and in accordance with
organizational procedures and guidelines to ensure their delivery is effective, inclusive
and accessible to the whole community.
Social media is not just used for one-way communication from the City to residents – it is
a great tool to listen to resident concerns and feedback as well. Social media will be
leveraged to monitor and assess community sentiment. The assistant PIO will conduct
“social media listening” and report findings of misinformation or areas to increase
awareness based upon the conversations happening across social media platforms.
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Communication Network
To provide unified messaging and to allow for the easy transfer of information, City
departments work to maintain a communicative network before disaster strikes.
The Communications Office is the lead agency of external affairs that is tasked with
maintaining day-to-day visibility of public and internal communications and within an
emergency response. The team reviews all public information processes to ensure
integration and collaboration of multi-modal communications.
Preparing Initial Fact Sheets
At the onset of the incident, information must be gathered in an orderly and specific
fashion to update the public and the media on the current situation. The same information
is also used to develop media releases. Completion of the fact sheets provide City PIOs
a formal record of information released to the media. This form is prepared for each new
release of pertinent information.
Bulletins, Information Releases, and Media Advisors
During an emergency, disaster, or significant incident, information will be released using
bulletins, media advisories, and information releases. Enterprise bulletins are used to
disseminate and provide information to City departments through the email system and
the City’s intranet homepage. Advisories and releases are disseminated to advise the
media about upcoming events and to provide information and updates about emergencies
and disasters.
Public Information Dissemination Tools
In addition to government websites, traditional media, and social media platforms the City
can use additional methods to communicate with the whole community. These systems
include but are not limited to the following:
Reverse 911
Reverse 911 is a telephone-based system that can deliver recorded messages to
community members living in selected areas of the county. Landline residential and
business phones (as well as cell phones that owners have registered in the system) can
be selected by zip code, by specific streets or address, and by use of Geographic
Information System (GIS) tools. Notifications are in English, Spanish, and TTY.
Emergency Alert System (EAS) via Radio and Television
EAS is an alert and warning system that uses the broadcast media to announce
conditions that pose an immediate threat to public safety. The EAS is a national system
that can be used by federal, state, and local officials to alert and warn the public.
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Disaster Hotline
When a disaster strikes the City, community members seek vital information about
conditions and services such as up-to-the-minute information on road closures,
evacuation routes, shelters, disaster relief assistance, and recovery resources. If
activated, the city’s Emergency Call Center would provide the community with necessary
information on the incident and any available resources available (activated shelters,
FRC’s or CAC’s). The City would also coordinate with Community Information and
Referral Services' 2-1-1 Arizona, which serves as Arizona's key source of integrated
information that brings people and services together to meet vital needs.
Arizona Emergency Information Network (AZEIN) Emergency
Bulletin System
The Arizona Emergency Information Network (AZEIN) is operated by the Arizona
Department of Emergency and Military Affairs (DEMA) and is the state's online source for
real-time emergency updates, preparedness and hazard information, and multimedia
resources.
National Weather Service All Hazards Radio (NWR)
The National Weather Service All Hazards Radio (NWR) broadcasts continuous weather
information. The system is also used to broadcast warnings for serious weather
conditions and other emergency information. The National Weather Service in Phoenix
broadcasts weather information and warnings 24 hours a day on NOAA Weather Radio
Frequency 162.55 MHz, transmitting from an antenna on South Mountain. During severe
weather, the routine weather broadcasts are interrupted for special information such as
weather warnings. The service also disseminates emergency warnings and information
on natural and man-made emergencies, both pre- and post-incident, by incorporating the
EAS into its broadcasts.
Arizona Health Alert Network (AZHAN)
Part of the Arizona Department of Health Services, Bureau of Public Health Emergency
Preparedness, the AZHAN is a communications network between state and local public
health agencies, healthcare providers, hospitals, and emergency management
organizations.
Core Capabilities
All ESFs, including ESF #15, support the following core capabilities as delineated in the
National Response Framework (NRF): Planning, Operational Coordination, and Public
Information and Warning.
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Public Information and Warning
Public Information and Warning response is the core capability that ESF #15 most directly
supports. The following will describe the objective of this response core capability and the
critical tasks necessary to achieve the objective.
Objective: Deliver coordinated, prompt, reliable, and actionable information to the whole
community using clear, consistent, accessible, and culturally and linguistically appropriate
methods to effectively relay information regarding any threat or hazard and, as
appropriate, the actions being taken, and the assistance being made available.
Critical Tasks:
Inform all affected segments of society necessary, including accessible tools in
multiple formats of critical lifesaving and life-sustaining information to expedite the
delivery of emergency services and aid the public in taking protective actions.
Deliver credible and actionable messages to inform ongoing emergency services
and the public about protective measures and other life-sustaining actions and
facilitate the integration of recovery activities.
Organization and Assignment of Responsibilities
ESF Coordinator & Primary Department(s)
Communications Office (COM)
COM provides overall coordination for ESF #15 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments and
members of the media
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ If requested, send representatives to the EOC.
□ Ensure the ability to communicate via the City’s website, including text, pictures,
and live streaming or video by providing an alternate, back-up, or substitute
website.
□ Use city social media platforms to communicate important messages; provide
messages in accessible formats (audio, text, Braille, and large print) when
requested, utilizing up-to-date vendor/contract lists.
□ Conduct initial public information activities from the EOC or other designated area.
□ Gather information about the incident, the response, and the emergency
information to be provided to the public.
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□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC to
provide the public with updated or new emergency information.
□ Ensure that American Sign Language (ASL) interpreters are used when
conducting live broadcasts, in accordance with A.R.S. § 9-500.44(B) , and request
that media ensure that the interpreter is visible in the frame.
□ Disseminate media releases according to plans and procedures.
□ Provide the media with regular briefings on significant events in a coordinated,
complete, accurate, and timely manner.
□ Monitor media reports for accuracy to identify items that may cause a
misunderstanding of emergency instructions to the public or that misrepresent the
response.
□ Arrange use of an accessible facility for media briefings.
□ Prepare graphic materials such as video or still photos (when available), make
copies of news releases, and announce the time and place for the briefing in
sufficient time to permit media coverage. Make best efforts to provide for sign-
language or Spanish interpreter.
□ Maintain a log of all media inquiries.
□ Provide scripted messages to staff members and conduct staff briefings.
□ Provide accessible information to the public via media outlets, the city’s social
media platforms and website (Phoenix.gov), and the telephone number for
inquiries regarding the incident.
□ If a JIC is activated, request PIO liaisons from all involved city departments as well
as from supporting external partners.
Supporting City Departments
Community and Economic Development Department
CEDD serves as a Supporting City Department, supporting ESF #15 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ To respond appropriately following an emergency, reprioritize goals and objectives
to assist the community in getting people back to work and businesses open.
□ Provide job screening, resumé review and preparation, interview skills workshop,
and customized workshops and assessments for job seekers.
□ Organize hiring events for job seekers and employers to fulfill their employment
needs.
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□ Communicate with key partners including the Workforce Board, Greater Phoenix
Economic Council, and Arizona Commerce Authority to assess business needs in
the community.
□ Provide an outreach and communications plan to reconnect with the top 100
businesses in Phoenix to offer employer assistance and provide resource
information.
Equal Opportunity Department (EOD)
EOD serves as a Supporting City Department, supporting ESF #15 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ Provide a Disabilities Access and Functional Needs (DAFN) Technical Specialist
to the City EOC to provide information and subject matter expertise to all EOC
sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
□ Coordinate with Maricopa County to support accessibility needs for individuals with
disabilities and others with access and functional needs.
Government Relations
Government Relations serves as a Supporting City Department, supporting ESF #15
by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Coordinate and support the City Manager’s Office, City Council and Mayors Office
by engaging and representing the City in contacts with County, State, Federal and
other outside partners.
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Information Technology Services (ITS) Department
ITS serves as a Supporting City Department, supporting ESF #15 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Work with alert and warning departments (Phoenix Fire, Phoenix Police, Office of
Communications and the Office of Emergency Management) to ensure alert
systems are functioning and operational.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide personnel, equipment, supplies, and other resources necessary to assist
in the distribution of information, including managing the City website.
□ Assist with the distribution of approved information to the public using text
messaging, email, the City website, or other systems.
Neighborhood Services Department (NSD)
NSD serves as a Supporting City Department, supporting ESF #15 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Assist the Communications Office with the distribution of public information related
to mass care activities.
Office of Emergency Management (OEM)
OEM serves as a Supporting City Department, supporting ESF #15 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
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□ Activate the Emergency Operations Center (EOC), as needed.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Assist the Communications Office with the distribution of public information to
include, protective measures, city services, and mass care activities.
□ Activate and publish emergency notifications based on information and direction
provided by on-scene incident command.
Water Services Department (WSD)
WSD serves as a Supporting City Department, supporting ESF #15 by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Conduct an annual check to ensure all phone lines are set up and operating
properly with the assistance of ITS.
During an emergency:
□ If requested, send representatives to the EOC.
□ Maintain a staffing plan (including external resources) for the Disaster Hotline and
review/update it semiannually.
□ Provide approved and accurate information to the public about the emergency.
□ Relay relevant information about the emergency reported by the public to the EOC.
□ Forward questions from the public to the EOC for response and provide follow-up
as needed.
□ Provide statistical information on calls and public concerns to the EOC.
□ In coordination with PIO, monitor media reports for new information to provide to
the EOC and identify inaccurate information in reports for PIO to take corrective
action.
All City Departments
All City Departments may support ESF #15 by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide the City Communications Office with support during emergencies as
requested.
□ Maintain a file of information released during an emergency.
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□ Prepare in advance related information for specific hazards that City lead
departments would release to the public during an emergency.
□ Ensure effective communications to the whole community by sharing public
information in multiple venues, alternate formats, and with adaptive devices or
assistive technology, when necessary.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports ESF #15 for the City of Phoenix by doing the following:
□ Provide the City of Phoenix PIO with support during emergencies as requested.
□ Ensure effective communications to the whole community by sharing public
information in multiple venues, alternate formats, and with adaptive devices or
assistive technology, when necessary. State
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department Emergency and Military Affairs (DEMA) supports ESF #15 for the
City of Phoenix by doing the following:
□ State officials are responsible for the release of emergency public information (EPI)
on the response of state government to the event. Arizona Department of
Emergency and Military Affairs (DEMA), in conjunction with the Governor’s Office,
will normally be the lead state agency in the coordination and release of EPI for a
state disaster. However, in certain situations, a Joint Information Center (JIC) may
be utilized that would involve both state and local government.
Federal
The Federal Emergency Management Agency (FEMA) and other agencies not explicitly
covered in this annex may have authorities, resources, capabilities, or expertise required
to support External Affairs Annex (ESF #15) activities. These agencies may be requested
to support ESF #15 activities as needed.
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Private Sector and Community-Based Organizations
Community-Based Organizations and Private Agency Resources
□ Participate in the Joint Information System (JIS) or Joint Information Center (JIC)
as appropriate.
□ Aid the EOC Public Information Officer.
□ Aid and/or personnel for language interpretation and translation activities.
□ Provide advice on message content to best reach department clients.
□ Provide advice on content and presentation of information in a culturally sensitive
manner.
□ Provide personnel, equipment, supplies, and other resources necessary to assist
in the distribution of information.
□ Provide the Lead PIO with frequent updates as to efficacy of public information
activities.
□ Distribute approved information to the public using text messaging, email, or other
systems.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Disaster Recovery Framework
National Response Framework
o ESF #15 – External Affairs
State
A.R.S.
§9-500.44.
Communications:
accessibility;
emergency
response
interpreters.
A.R.S.
§11-269.25.
Communications; accessibility; emergency
response
interpreters.
A.R.S.
§41-5202.
Communications;
accessibility;
emergency
response
interpreters.
State Emergency Response and Recovery Plan (SERRP)
▫ ESF #15 – External Affairs
County
Maricopa County Emergency Operations Plan (EOP)
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City of Phoenix
City of Phoenix Contract #: 147846-0 – Cooperative Agreement Between the City
of Phoenix and Arizona Interpreting Service, Inc.
A.R. 1.32: Media Relations Policy
A.R. 2.38: Social Media and Networking
Other
Web Content Accessibility Guidelines (WCAG).
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Appendix A: Arizona Broadcasting Accessibility Guidelines
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Support Annexes: An Overview
Introduction
Purpose
The Support Annexes describe functions that do not fit within the scope of the 15 ESF
Annexes described above and identify how the City’s departments, the private sector,
nongovernmental organizations, and other key response partners coordinate to execute
common support functions required during an incident. The actions described in the
Support Annexes are not limited to types of incidents, but rather are overarching in nature
and applicable to nearly every type of incident.
Support Annex List
Support Annex Name
Damage Assessment Support Annex
Emergency Public Warning Support Annex
Population Protection Support Annex
Sheltering Support Annex
Volunteer Management Support Annex
Organization and Assignment of Responsibilities
Primary City Departments
A Primary City Department is a City entity with significant authorities, roles, resources, or
capabilities during an incident. Support Annexes may have multiple primary agencies,
and the specific responsibilities of those agencies are articulated within the relevant
Support Annex.
Supporting City Departments
Supporting City Departments are those City entities with specific capabilities or resources
that support the primary agency during an incident.
Strategic Partners
Strategic Partners are agencies outside of the City of Phoenix; these partners may
include, but are not limited to, other government partners, non-profit organizations,
Voluntary Organizations Active in Disaster (VOADs), community groups, and
public/private-sector entities with specific capabilities or resources that support the
primary agency in executing the mission.
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Damage Assessment Support Annex
Key Response Agencies
Primary City
Departments
Office of Emergency Management (OEM)
Supporting City
Departments
Community Assistance Program (CAP)
Community Emergency Response Team (CERT)
Community and Economic Development Department (CEDD)
Human Services Department (HSD)
Neighborhood Services Department (NSD)
Office of Public Health (OPH)
Parks & Recreation Department (PRD)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Planning and Development Department (PDD)
Public Transit Department (PTD)
Public Works Department (PWD)
Street Transportation Department (STD)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Private Sector and Community-Based Organizations
American Red Cross
Arizona Public Service (APS)
Salt River Project (SRP)
Introduction
Purpose
The Damage Assessment Support Annex provides guidance on performing the damage
assessment function to determine the extent of damage within the City of Phoenix. It is
the process of gathering data that provides the size and magnitude of the incident, areas
where assistance is needed, what types of assistance are needed, and the economic and
social disruption caused by the incident. Damage assessment is essential because it
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supports the need for an emergency declaration and is necessary for state and federal
funding reimbursements.
Scope
This annex applies to all City departments and pertains to the assessment of damage of
both City-owned and privately-owned facilities and structures.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
The State of Arizona requires jurisdictions to identify an Applicant Agent whose
role is to apply for emergency reimbursement funds from the Arizona Department
of Emergency and Military Affairs (DEMA). The Applicant Agent also serves as a
liaison between the City of Phoenix and DEMA on such matters. City of Phoenix
Resolution 20794 formally approves the City of Phoenix Emergency Management
Director as the Applicant Agent for DEMA. The resolution allows for the City of
Phoenix to be reimbursed from the State of Arizona for expenditures incurred from
disasters when funds are available for the event(s).
Situation
Generally, the City of Phoenix has the capability to respond successfully to most
emergency situations. If necessary, it can request support from surrounding communities;
the county, state, and federal governments; and the private sector. Assistance may be
available from the state and federal governments when specific conditions are met.
Timely submittals of accurate preliminary damage assessment reports are of utmost
importance.
Damage assessment is critical as following an emergency or disaster, they provide an
evaluation of the extent and impact of damage to infrastructure in your community. It is
essential for guiding response and recovery efforts, securing financial assistance, and
ensuring public safety. Damage assessments provide essential information for a potential
emergency declaration, and if needed a request for support from the State and Federal
governments. Damage assessments provide information necessary for the FEMA Public
Assistance program, Individual Assistance (IA) and Small Business Administration (SBA).
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Each federal program can provide critical support to the local community during the
recovery to a major disaster.
The damage assessment process is separated into two phases: initial damage
assessment (IDA) and preliminary damage assessment (PDA). IDA begins immediately
after the incident and sometimes may begin before the incident has finished. At a
minimum, IDA information provides an overview of the incident, an assessment of the
impact on the community, as well as the basis for declaring an emergency beyond what
the City can manage with its own resources. The City of Phoenix is responsible for
completing the IDA and submitting it to DEMA with a request for the PDA. A PDA is a
more thorough investigation of the impact of a disaster and provides validation of the IDA
and is conducted jointly by FEMA, DEMA and the City of Phoenix
IDA information can come from multiple levels and sources: city (Fire, Street
Transportation, Public Works, Law Enforcement); county (Flood Control District,
Environmental Services, Transportation); state (Public Safety, Transportation), and
federal (Forest Service, Armed Forces). Damage assessment information can also come
from other reports such as City 9-1-1 dispatch centers or incident logs.
Planning Assumptions
Pre-incident identification of critical facilities and structures is important in
identifying and prioritization of response and recovery activities once an incident
occurs.
If an incident is larger than what City damage assessment teams can handle in a
reasonable time, then damage assessment teams from the county or state can be
requested to work in coordination with City assets to conduct a timely assessment.
All damage assessment data will be given to the City of Phoenix Applicant Agent
for compilation into a comprehensive report.
Concept of Operations
General
The Emergency Management Director, serving as the Applicant Agent for the City of
Phoenix, will coordinate damage assessment activities. In coordination with City field
forces, the Applicant Agent will coordinate the necessary pre-event planning and will be
responsible for collecting the damage assessment data after an incident.
Damage assessment information will be sent to Maricopa County Department of
Emergency Management (MCDEM). As appropriate, the damage assessment will be
included to support a request for an emergency declaration. The damage assessment
should include cost estimates and disaster impact data, including impacts on the public
entities’ physical, economic, and financial losses. In addition, damage assessment
information should include specific damage sites and facilities, maps detailing the disaster
sites, and any specific information that will be useful for IDA teams. The information will
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be collected and transmitted to the supporting departments within the first 12–36 hours
following an incident.
Pre-Event Planning
Pre-event planning is necessary for performing a coordinated and timely assessment
once an actual emergency occurs. This planning includes identifying support departments
prior to an incident, coordinating with and training identified staff from both the primary
and support departments in conducting assessments, and identifying critical facilities and
structures.
Examples of critical facilities include:
Wastewater and water treatment facilities
Schools
Libraries
Medical facilities
Nursing homes
Bridges
Dams
Tasks
The Applicant Agent, assisted by the support agencies, will ensure the following
preparedness and mitigation activities are completed before and reviewed after an
emergency event:
□ Involve local, county, state, and tribal government representatives, and private-
sector organizations in pre-event planning activities.
□ Establish procedures for integration of pre-incident planning and risk assessment
with post-incident recovery and mitigation efforts.
□ Develop standard operating guidelines delineating appropriate department
participation, as well as resources available that consider the differing technical
needs for risk assessment and statutory responsibilities by hazards. Plans include
scaling to appropriate levels of staffing and coordination based on the nature and
size of the incident.
□ In coordination with other ESFs, as appropriate, use predictive modeling and loss
estimation methodology to ascertain vulnerable critical facilities; identification of
critical facilities will determine recovery priorities.
□ Provide early identification of projects to be quickly implemented, especially those
relating to critical facilities based on existing local and state plans.
□ In collaboration with the state, assign staff for preliminary damage assessment
teams; such teams will identify and document economic impact, losses avoided
due to previous mitigation, and new priorities for mitigation in the incident-affected
area.
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The Applicant Agent, assisted by the support agencies, will ensure the following
response and recovery activities are completed before and during an emergency
event, and reviewed after the event:
□ Coordinate resolution of policy and program issues; determine/identify
responsibilities for recovery activities; provide a vehicle to maintain continuity in
program delivery among departments and agencies; and ensure follow-through of
recovery and hazard mitigation efforts with state, local, and tribal governments,
and other involved parties.
□ Coordinate the following activities as appropriate to address key issues for
catastrophic incidents: incident housing and permanent housing, contaminated
debris management, decontamination and environmental restoration, restoration
of public facilities and infrastructure, restoration of the agricultural sector, and
short- and long-term community recovery.
Teams
Teams will be formed and trained to conduct damage assessment. The Damage
Assessment Teams augment the collection process by providing a door-to-door detailed
assessment. This preliminary damage assessment (PDA) is usually conducted after the
emergency response phase has been concluded. The PDA will verify the accuracy of the
IDA, refine estimates of monetary losses, and provide detailed information to be used in
planning for the recovery phase.
Minimally, these teams will be composed of at least two members. If the individuals are
from the same department, the senior member will be the team leader. If individuals are
from different departments, the City of Phoenix Emergency Operations Center (EOC)
Planning Section Chief will designate the team leader.
Each team will be furnished with a hand-held 800 MHz radio to communicate with the
EOC. If enough radios are not available, the team will be equipped with a cellular
telephone.
These teams are responsible for completing the following reports:
Damage Assessment Work Sheet, Public. Used to record and report
observations concerning damage to large areas. It is of a general nature to acquire
an immediate estimate of overall damage.
Damage Assessment Work Sheet, Private. Used to record damage and to
obtain other information concerning private residences. Each damaged residence
will be recorded on a separate work sheet.
Where more expeditious reporting is required, radio or telephone may be used to call in
summarized data, using the reference section numbers of the respective damage
assessment work sheets.
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Departments may choose to utilize Geographic Information System (GIS) products to
support the damage assessment function. All departments will provide “windshield”
assessments collected by field employees to the Damage Assessment coordinator in the
EOC.
Organization and Assignment of Responsibilities
Primary City Department(s)
Office of Emergency Management (OEM)
OEM leads damage assessment by doing the following tasks:
□ At a city level, coordinate the necessary pre-event planning and will be responsible
for collecting the Damage Assessment data after an incident.
□ OEM Director to serve as the Applicant Agent for DEMA, allowing the City of
Phoenix to be reimbursed from the State of Arizona for expenditures incurred from
disasters when funds are available for the event(s).
□ Coordinate the collection, assembly, and submission of damage assessments for
the City of Phoenix.
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
Supporting City Departments
Community Assistance Program (CAP)
CAP supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Community Emergency Response Team (CERT)
CERT supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
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Community Economic and Development Department (CEDD)
CEDD supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Support the damage assessment process, specifically information and connection
to the business sector.
Human Services Department (HSD)
HSD supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Neighborhood Services Department (NSD)
NSD supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Office of Public Health (OPH)
OPH supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ If needed, coordinate with Maricopa County Public Health and Environmental
Services Department to deploy environmental health specialists to assess
potential disease outbreak risks in affected areas.
□ If requested, submit public health impact data to the Damage Assessment
coordinator in the EOC for inclusion in overall disaster assessment.
Parks and Recreation Department (PRD)
PRD supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
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□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Phoenix Fire Department (PFD)
PFD supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Phoenix Police Department (PPD)
PPD supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Planning and Development Department (PDD)
PDD supports damage assessments by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Public Transit Department (PTD)
PTD supports damage assessments by doing the following:
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□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Public Works Department (PWD)
PWD supports damage assessment by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Street Transportation Department (STD)
STD supports damage assessment by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
Water Services Department (WSD)
WSD supports damage assessment by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
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All City Departments
All City Departments support damage assessment by doing the following:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide field personnel, if requested, to participate in the damage assessment
teams. Provide all collected information to the Damage Assessment coordinator in
the EOC.
□ As requested, provide personnel to serve on damage assessment teams.
Strategic Partners
County
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports damage assessment by doing the following:
□ At a county level, coordinate the necessary pre-event planning and will be
responsible for collecting the Damage Assessment data after an incident.
□ Collect and submit damage assessment information to DEMA.
□ Maintain communication with the City of Phoenix EOC if activated.
State
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports damage assessment by doing the following:
□ At a state level, coordinate the necessary pre-event planning and will be
responsible for collecting the Damage Assessment data after an incident.
□ Collect damage assessment information for submission to the Governor to support
emergency declarations.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC supports damage assessment by doing the following:
□ Provide information for damage assessment as appropriate.
□ Maintain communication with the City of Phoenix EOC if activated.
Arizona Public Service (APS)
APS supports damage assessment by doing the following:
□ Provide information for damage assessment as appropriate.
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□ Maintain communication with the City of Phoenix EOC if activated.
Salt River Project (SRP)
SRP supports damage assessment by doing the following:
□ Provide information for damage assessment as appropriate.
□ Maintain communication with the City of Phoenix EOC if activated.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Federal Emergency Management Agency (FEMA) Local Damage Assessment
Toolkit
National Response Framework
State
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
Phoenix City Code, Chapter 11
Resolution 20794, A Resolution Approving the City of Phoenix Emergency
Management Director as the Applicant Agent for the Arizona Department of
Emergency Management.
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Emergency Public Warning Support Annex
Key Response Agencies
Primary City
Departments
Office of Emergency Management (OEM)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Supporting City
Departments
Aviation Department (AVN)
Communications Office (COM)
Equal Opportunity Department (EOD)
Information Technology Services Department (ITS)
Office of Public Health (OPH)
Strategic
Partners
County
Maricopa Association of Governments (MAG)
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Health Services (ADHS)
Arizona Department of Public Safety (DPS)
Federal
National Weather Service (NWS)
Federal Emergency Management Agency (FEMA)
Private Sector and Community-Based Organizations
Arizona Public Service (APS)
Salt River Project (SRP)
Introduction
Purpose
The Emergency Public Warning Annex details the City’s responsibilities for public
warnings and notifications response. This annex can be used in conjunction with other
plans designed for the protection of the population.
This annex has been developed to meet the following objectives:
Identify and describe the actions that will be taken to initiate/disseminate the initial
notification that a disaster or threat is imminent or has occurred (e.g., Wireless
Emergency Alerts (WEA), Reverse 911, Emergency Alert System (EAS) , door-to-
door warnings, sirens, cable/TV messages).
Describe the use of emergency notification levels (e.g., heat emergencies,
HAZMAT incidents, nuclear power plant incidents).
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Identify and describe the actions that will be taken to alert individuals with sensory
or cognitive disabilities and others with access and functional needs in the
workplace, public venues, and in their homes.
Include EAS message templates for identified hazards.
Scope
This annex supports the City of Phoenix Basic Emergency Operations Plan (EOP) and
applies to all City departments, organizations, and personnel with public warning and
notification responsibilities.
Public warnings and notifications will be disseminated to the public when there is a
perceived threat, immediate threat, or impending incident. Warnings will be inclusive,
notifying the public of danger and directing the public on what immediate actions to take
by utilizing multiple public warning assets described in this annex.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, non-government, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
Emergency incidents occur with either advance warning, such as approaching storms, or
with no advance warning, such as a hazardous materials spill. The public will be provided
with accessible messaging on protective actions to take in response to the emergency.
To alert the greatest possible audience at risk in an emergency requires the use of
multiple systems and methods to accomplish the following:
Capture the public’s immediate attention, regardless of their location or the time of
day.
Ensure important safety actions are communicated to the whole community,
including people with disabilities and others with access and functional needs.
The City of Phoenix utilizes multiple, accessible, and redundant warning and notification
systems capable of reaching the diverse population of people with disabilities and others
with access and functional needs. Consistent and active involvement with the community
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in all aspects of planning will ensure that the City’s accessible notification systems
continue to improve and reach the whole community.
Available channels will determine the method for communicating with the whole
community, including people with disabilities and others with access and functional
needs; those with sight or hearing impairments; and unique populations like schools,
nursing homes, hospitals, etc. The location and accessibility status of reception and care
centers, evacuation centers, and disaster shelters will be included in public
announcements. These centers will offer services such as back-up power and
refrigeration for medicines.
Should the situation require the alerting, warning, or evacuation of the public, Phoenix
Public Information Officers (PIOs) will utilize all communication channels available (e.g.,
audio, visual, text, etc.) to notify the whole community, as well as unique populations that
will need specific attention, such as schools, hospitals, managed care facilities, group
homes, residential or congregate facilities, etc.
Clear and timely information will be provided so that the public can make decisions about
what steps they need to take to ensure their safety. This information will include formats
for languages other than English, for people with disabilities and others with access and
functional needs, and for other unique populations.
As hazard specifics become known, considerations for emergency warning include the
following:
The best communications tools for the situation
The appropriate message contents
The optimum format for each message
The most effective times for releasing each message
Effective emergency messaging requires communication of the nature, extent, and
expected impact of a hazardous incident, as well as clear, concise, and decisive
information concerning appropriate protective measures and actions that should be taken
by the public. The timely and coordinated use of public warnings can reduce the impact
to community members.
In general, the City of Phoenix relies on public safety departments—including the City of
Phoenix Police Department (PPD), Fire Department (PFD), and other partner agencies
(e.g., National Weather Service)—to notify the City of Phoenix Office of Emergency
Management (OEM) of an emergency incident or event.
Planning Assumptions
The National Weather Service (NWS) periodically issues severe weather
information as an advisory, watch, or warning. The same emergency condition
levels will be used by the City of Phoenix when notifying the public of the severe
weather information.
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This annex addresses initial emergency messaging to the public and first
responders. Additional information about the incident will be provided by other
means, including traditional and social media. See ESF#15:External Affairs Annex
for more information.
When an incident occurs suddenly and the situation evolves rapidly, information
may be incomplete or unconfirmed.
The City of Phoenix utilizes both internally operated and external network delivery
systems when providing notifications to the community. The City of Phoenix will
ensure, to the best of its ability, the reliability of these notification systems.
The City utilizes multiple mass notification systems, to include the Wireless
Emergency Alert system in partnership with the Maricopa County Department of
Emergency Management (MCDEM). When an emergency alert is required, the
City OEM contacts the County to activate and distribute a WEA.
Public warning and notifications will meet accessibility standards from the Web
Content Accessibility Guidelines (WCAG).
All printed public education material produced to support this annex for distribution
to the public shall be available in accessible formats.
All Palo Verde Nuclear Generating Station (PVNGS) emergency warnings will be
centrally coordinated through MCDEM. The use of Unusual Event, Alert, Site Area
Emergency, and General Emergency Classification Levels in providing warning to
the public will only be used for emergencies occurring at the PVNGS. (NOTE: The
City of Phoenix is located fewer than 50 miles from PVNGS). For more information,
please refer to the Palo Verde Generating Station (PVNGS) Incident Annex.
Various factors influence the public’s response to an emergency message:
o Interpretation of message. There will be variations in how people
understand the message, leading to different interpretations and responses.
o Previous experiences. Often people will rely on their previous experiences
with the hazard to determine what actions they initially take (or do not take).
o Observations. Individual responses to warnings vary, but most people will
seek some form of confirmation. For example, some people will look for
environmental cues while others will seek to contact trusted sources.
o Perception of risk/proximity. People tend to make a rapid assessment of the
relative safety of their location. If their perception of personal risk is high,
people will act quickly. If their perception is low, they may delay acting.
o Length of residency. Tourists and newcomers to the area lack knowledge
of local hazards and the history of local disasters, so they will react
differently.
Each communication mode has different limitations. For example, messages sent
via some forms of social media may be limited to certain number of characters.
Additionally, wireless carriers do not guarantee text messages will be received at
all. The public’s ability to receive voicemails and emails may be disrupted if
networks are compromised by outages or high traffic volumes.
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Concept of Operations
General
It is essential that emergency warnings and notifications reach the largest portion of the
population possible. The City of Phoenix attempts to reach as many people as possible
using a variety of communication tools and methods. The City will follow established
communication protocols in accordance with organizational procedures and guidelines
to ensure their delivery is effective, inclusive and accessible to the whole community.
For additional information, see the ESF #15: External Affairs Annex.
The lead entity to initiate emergency notification to City officials, affected
jurisdictions, City departments, and the public is the Phoenix Police Department
(PPD) with support from the Phoenix Fire Department (PFD).
Objectives
The primary objective of the City’s public notification system is to notify key officials of
emergency situations and to disseminate timely and accurate warnings and instructions
to the population at risk from the threat or occurrence of an emergency. Rapid
dissemination and delivery of warning information and instructions may provide time for
members of the community to take action to protect themselves and their property. When
the PPD and/or PFD receive information of an emergency, multiple notification and
warning systems will be used to alert the public.
Operations
The City’s actions to provide timely and accurate emergency notifications to City officials
and the public are as follows:
Coordination of inter-jurisdictional warning
Dissemination of local public warning
Use of early warning and notification resources
For events with advance warning, alert and notification phases illustrate that an
emergency exists, threatens health and safety, and provides protective action
recommendations.
Alert Phase
Upon notification, PFD, PPD and/or OEM will alert the appropriate City departments,
affected jurisdictions, and support departments to relay known information and to
establish coordination and feedback channels.
PFD, PPD and OEM are the primary departments to ensure all pre-incident
coordination of personnel, resources, and facilities are identified and incorporated
into each system identified as public warning assets. They may delegate a primary
department responsibility, as appropriate, per each system identified below.
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Notification Phase
PFD, PPD and/or OEM will notify the appropriate governmental departments of
impending emergency events or situations as follows:
Pass reports of significant or severe weather or flooding to the Emergency
Management Duty Officer.
Pass reports of terrorist or suspected terrorist activities to the local office of the
Federal Bureau of Investigation (FBI) and to the Arizona Department of Public
Safety (DPS).
Coordination of Inter-Jurisdictional Warning
Warning is a two-part function: first, learning of the hazard or threat of hazard and second,
alerting officials and the public.
Each municipality has established a local warning point (LWP) in its community to receive
and disseminate emergency information and warnings. The LWP receives notification of
actual or potential emergency situations from a variety of sources, including federal and
state agencies, local officials, businesses, industries, the news media, and the public. The
systems by which warnings may be received by the LWP are described below.
The PPD Communications Center, the LWP for the City of Phoenix, will verify and
disseminate pertinent information to specific local officials, City departments, and other
jurisdictions as necessary. The center is also the Public Safety Answering Point (PSAP)
within the City of Phoenix and for Maricopa County and as such, operates on a 24-hour
basis.
The center provides routine emergency call reception and dispatch services and utilizes
the following inter-jurisdictional warning systems:
National Warning System - NAWAS
National Law Enforcement Telecommunications System
Warning messages are periodically received and generally fall into the following two
categories:
Warning messages pertaining to potential natural hazard events, such as flooding
or severe weather, that could affect the City
Informational messages pertaining to events that are occurring in other areas of
the City
Guidelines for communicating with other public safety agencies can be found in
PPD Operational Orders 8.3.
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Dissemination of Local Public Warning
In the initial stages of an emergency, the PPD will, within the limits of its delegated
authority, determine if a warning should be issued, formulate a warning, and
disseminate it.
When the City Emergency Operations Center (EOC) has been activated, the EOC
Director will normally determine the nature, content, and timing of emergency
messages. Depending on the nature of the warning message, the LWP will
execute the warnings by activating the appropriate warning system. The City
Public Information Officer (PIO) will disseminate emergency public information to
local media sources.
For time-sensitive warnings, public safety departments are authorized to initiate
public warnings immediately.
The systems described below will be used to issue warnings and instructions to
the public. To facilitate dissemination of warnings and public instructions, a set of
scripted warning messages and public information messages suitable for use in
likely emergency situations has been developed by and are stored with the
authorize departments. Emergency alert messages shall be in accessible and
multiple formats to reach the whole community.
Utilizing Early Warning and Notification Resources
Each public safety department will issue emergency warning information as necessary
depending on the situation. However, incidents that require City Emergency Operations
Center (EOC) activations are usually large-scale and require a great deal of emergency
information coordination. Therefore, the EOC Director or City Public Information Officer
(PIO) will have final approval for message content, timing, and delivery methods. The
following paragraphs describe the City’s public warning assets and use.
National Warning System (NAWAS)
NAWAS is the civil defense system used to disseminate warnings from the Federal
Emergency Management Agency (FEMA) Operations Center to warning points in each
state. It is a 24-hour nationwide, dedicated, multiple-line telephone warning system used
to disseminate civil emergency warnings; it links federal agencies and the states.
Because NAWAS is a voice-only system that is not particularly suited for disseminating
lengthy messages, it is not used for warnings daily.
National Weather Service All Hazards Radio (NWR)
NWR broadcasts continuous weather information. The system is also used to broadcast
warnings for serious weather conditions and other emergency information. The Phoenix
National Weather Service office broadcasts weather information 24 hours a day on
162.55 MHz from its transmitting antenna located on South Mountain. During severe
weather, the routine weather broadcasts are interrupted for special information such as
weather warnings. The service also disseminates emergency warnings and information
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on natural and man-made emergencies, both pre- and post-incident, by incorporating the
Emergency Alert System (EAS) into its broadcasts.
Red Flag Alerts
Red Flag Warnings are official warnings issued by the National Weather Service to
indicate that critical fire weather conditions are either occurring now or will shortly.
When hot, dry and windy conditions combine with dry vegetation/fuel conditions (i.e. High,
Very High, or Extreme Fire Dangers). Specifically,
• Strong winds, generally sustained at 25 mph with gusts above 35 mph
• Low relative humidities, generally less than 15 percent
• Warm temperatures
• Dry vegetation/fuel conditions
Integrated Public Alert & Warning System (IPAWS)
IPAWS is a modernization and integration of the nation’s alert and warning systems.
IPAWS integrates the EAS, Wireless Emergency Alerts (WEA), the National Weather
Service Radio, and other public alerting systems from a single interface.
Emergency Alert System (EAS)
The EAS is the national public warning system that requires broadcasters, satellite digital
audio service and direct broadcast satellite providers, cable television systems, and
wireless cable systems to provide communications capability to the President of the
United States during a national emergency. The City will use EAS to deliver emergency
information to the public; EAS will be used to augment all other means of public warning
and notification. This information will be broadcast to the regional area and is not a
targeted alerting system.
Local media voluntarily translates all EAS messages into Spanish. To disseminate an
EAS message, the City of Phoenix will request activation of the EAS system through the
Maricopa County Department of Emergency Management (MCDEM) on its 24-hour line
at 602-273-1411 by providing the title, name, and political subdivision. Have the text
prepared for the emergency action notification. The city EOC will maintain documentation
on any EAS activation, including date, time, and emergency message or notification.
Arizona Emergency Information Network (AZEIN)
The AZEIN is Arizona’s online source for real-time emergency updates, preparedness
and hazard information, and multimedia resources. For more information, refer to
http://https://ein.az.gov/.
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Maricopa County Warning Radio Net (47.66 MHz)
The radio net may be used to disseminate emergency information to all cities and other
organizations on the net. Radios are located at the offices of the Maricopa County
Department of Emergency Management (MCDEM) as well as the County EOC and in
many municipal Dispatch Center.
Flood Control District of Maricopa County
The Flood Control District Operates a 24-hour rain, stream, and weather gauge network
that provides "real-time" internet-based information to agencies about rainfall, floods, and
weather conditions.
Reverse 911 System
The Reverse 911 (R911) system can notify those living or working near the scene of an
emergency and provide them with information and any required emergency instructions.
The system has the capability to:
Rapidly notify by telephone via registered cell phones, land lines and/or voice-over
internet protocol phones
Notifications are based on the address provided by the recipient during
registration.
Record the message in the necessary languages
Detect TTY equipment that will bypass the voice-recorded portion when a TTY or
TDD is detected
The system will be used to broadcast emergency warnings and notifications, including
all-clear messages to residents, or to update residents as necessary. The R911 Alert
System shall be activated to assist in emergency community notifications regarding:
Imminent threat to life or property
Disaster notification
Endangered persons (children or adults)
Evacuation notices
Any notification to provide emergency information to a defined community,
including but not limited to the above examples
The system is utilized only for emergency notifications and should not be used for routine
information not related to an emergency.
Wireless Emergency Alerts (WEA)
The Wireless Emergency Alert system delivers critical warnings and information to the
public through their mobile devices. The system will be used to broadcast emergency
messages for situations that pose immediate threats to public safety. The system will
generate a message by sending a message from cell towers around the emergency to
wireless phones and other enabled mobile devices. These alerts are automatically
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enabled on compatible mobile devices and do not require registration. The system has
the capability to:
•
Send geographically targeted alerts to all compatible mobile devices in the affected
area
•
Provide alerts in both English and Spanish languages
•
Issue distinctive alert tones and vibration patterns that distinguish them from
regular notifications
WEA messages are limited to either 90 or 360 characters, based on provider, and include
essential information about the emergency and recommended protective actions.
Commercial Radio and TV Broadcasting and Local Cable
Systems Stations
Emergency warnings and information are disseminated to the public in accordance with
the procedures contained in the State of Arizona Emergency Alert System operational
plan and the Maricopa/Pinal County local area Emergency Alert System Plan.
Changeable Message Signs (CMS)
CMS are electronic billboards that display messages that can be changed or edited
digitally. The boards may be used to provide emergency warnings, directions, and other
important information.
Email Distribution Lists
Email distribution lists maintained and updated regularly are used to warn the public of
disaster. These lists are comprised of important stakeholders and officials throughout the
City. The City EOC will utilize these lists to reach a wider audience through the forwarding
nature of emails. These lists can be utilized in virtually any emergency where public
warning is available and necessary.
• Dry vegetation/fuel conditions
Social Media
City departments use social media to communicate with the public during ordinary and
crisis situations. Early warnings and mass notifications will be distributed via already
established social media channels.
Traditional Media
All departments and agencies within the City of Phoenix, as well as supporting county
and state agencies, use traditional media. Traditional media, such as newspapers,
television interviews, press releases, etc., will continue to be used in times of crisis or
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perceived crisis. Each form of traditional media is controlled and monitored by each
individual department/agency distributing the communication.
All departments included in this annex may use traditional media to reach the
public in times when early notifications and warnings are necessary.
All early warnings distributed through these means are owned by the distributing
party and each is responsible for content therein.
Websites
Websites allow for departments and agencies to post unlimited emergency information.
The City department websites shall be accessible and meet standards included in Web
Content Accessibility Guidelines (WCAG). These websites will post emergency
information; provide maps and directions to shelter locations and pick-up points; and
feature links to additional information sources.
It is the policy of the City of Phoenix that all public information materials (videos, press
releases, information packets, PHX TV, Phoenix Newsroom, reports, etc.) will be
developed with inclusionary messaging, meaning that City information will be provided in
accessible formats and integrate the needs of persons with disabilities.
The City will follow established communication protocols in accordance with
organizational procedures and guidelines to ensure their delivery is effective, inclusive
and accessible to the whole community. In addition, the City will use auxiliary aids and
services (e.g., ASL interpreters, Communications Access Real-Time Translation (CART),
etc.) in accordance with A.R.S §9-500.44, to effectively communicate w persons with
disabilities.
Hospital and Health Care Notifications
Hospital and health care facilities are notified by the Maricopa County Department of
Public Health via their emergency notification system, administered by the Arizona
Department of Health Services.
Notification to Schools, Designated Government
Departments, and Designated Businesses
In addition to all–hazards weather radios, calls will be made from the City of Phoenix to
schools alerting them of any potential danger. Calls will also be placed to designated
government departments and businesses.
Palo Verde Nuclear Generating Station (PVNGS)
The PVNGS has installed an Emergency Siren Alerting System in the 10-mile radius
around the plant to serve as an early warning system for the residents living nearby. In
the event of an emergency at the plant, the sirens will sound to alert residents to turn their
radios and televisions to local Emergency Alert System (EAS) stations for instructions
from government officials. Methods other than the sirens may be used. These methods
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may include but are not limited to siren and loudspeaker announcements and door-to-
door notifications by local law enforcement personnel or other government agencies.
Direct phone calls to homes or cell phones may be made through the activation of the
Wireless Emergency Alert system, which is designed to rapidly notify an affected area of
an emergency by sending a recorded message through the phone system.
Maricopa County Department of Emergency Management (MCDEM) monitors, tests, and
activates the outdoor warning siren system within the 10-mile Emergency Planning Zone
(EPZ) surrounding the PVNGS. The system is used to alert the public in the EPZ that an
emergency has occurred at Palo Verde.
Route Altering and Door-to-Door Warning
Route altering and door-to-door notifications are conducted based on time, scope, and
complexity of the incident. Door-to-door notifications may be required to notify residents
in a localized emergency. Phoenix Police Department (PPD) and Phoenix Fire
Department (PFD) personnel will conduct an initial assessment to determine if it is safe
for personnel to enter the affected areas. In addition, PPD will utilize knowledge of
specialty officers (e.g., community action, multi-housing, or school resource officers, and
police chaplains) to gather information on special demographic needs of the affected
area. See PPD Operational Order 9.8 for more information on these procedures. See also
the appropriate PFD SOP.
Route altering is accomplished with sirens, air horns, and public address system
loudspeakers affixed to apparatus to deliver warning information or emergency
instructions. This method is accomplished by emergency personnel such as PPD and
PFD by slowly driving through the neighborhood.
Community Disaster Preparedness Education
The ResilientPHX Program serves as the cornerstone of the City of Phoenix
comprehensive emergency management strategy, embodying the city's commitment to
creating a prepared and resilient community. This innovative program recognizes that
true resilience begins with an informed populace with the knowledge, skills, and resources
to navigate emergencies effectively. ResilientPHX empowers residents to become active
participants in their own safety and community well-being by fostering a culture of
preparedness that extends beyond traditional government response mechanisms.
ResilientPHX addresses the fundamental need for accessible emergency information
across Phoenix’s diverse population. All educational materials are developed with
inclusivity as a guiding principle, ensuring that critical preparedness information is
available to residents regardless of language preference, disability status, or
technological access.
ResilientPHX provides transparent education about the capabilities and limitations of
government assistance during large-scale emergencies, helping residents understand
how critical individual preparedness is. The program balances this self-reliance message
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with robust information about accessing essential services, creating a comprehensive
understanding of the emergency management ecosystem.
Organization and Assignment of Responsibilities
The roles and responsibilities of city, county, state, and federal governments to provide
early warning and notifications to City officials and the public are summarized in the
following sections. Departments and agencies assigned responsibilities in this annex are
accountable for developing and maintaining standard operating procedures (SOPs) that
cover their respective responsibilities.
Primary City Department(s)
Office of Emergency Management (OEM)
OEM leads Emergency Public Warning by doing the following tasks:
□ Use all the tools listed below and/or coordinate with the appropriate department to
distribute early warnings and notifications to the public that pertain to public safety,
and other situations that may require the community to take protective actions.
o Reverse 911 (R911)
o Wireless Emergency Alerts (WEA)
o Emergency Alert System (EAS)
o Email distribution lists
o Traditional media
o Website
o Social media platforms
Phoenix Fire Department (PFD)
PFD leads Emergency Public Warning by doing the following tasks:
□ Use all the tools listed below and/or coordinate with the appropriate department to
distribute early warnings and notifications to the public that pertain to public safety,
and other situations that may require the community to take protective actions.
o Reverse 911 (R911)
o Email distribution lists
o Traditional media
o Website
o Social media platforms
Phoenix Police Department (PPD)
PPD leads Emergency Public Warning by doing the following tasks:
□ Use all the tools listed below and/or coordinate with the appropriate department to
distribute early warnings and notifications to the public that pertain to public safety,
and other situations that may require the community to take protective actions.
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o Reverse 911 (R911)
o Email distribution lists
o Traditional media
o Website
o Social media platforms
Supporting City Departments
Aviation Department (AVN)
AVN supports emergency public warning by doing the following:
□ Use all the tools listed below to distribute early warnings and notifications to the
public that pertain to issues concerning the airport and its property. This may
include threats of terrorism, public health, general safety concerns, and traffic
accidents and/or incidents both in air and on the ground, among others.
o Email distribution lists
o Traditional media
o Website
o Social media platforms
Communications Office (COM)
COM supports emergency public warning by doing the following:
□ If requested, send representatives to the EOC.
□ Provide public information as needed through all available media, ensuring
accessible messaging.
□ Establish a Joint Information System (JIS) and Joint Information Center (JIC) as
needed to support the EOC and on-site Incident Command with public information
processes.
□ Coordinate messaging from involved departments to ensure consistency.
□ Submit an After-Action Report to the City Manager’s office through OEM.
Equal Opportunity Department (EOD)
EOD supports emergency public warning by doing the following:
□ Provide Disability and Access and Functional Needs (DAFN) Technical Specialist
to support the Emergency Operations Center (EOC) when activated for population
protection operations.
□ Work closely with the Communications Office to ensure accessible messaging
throughout the incident response and recovery.
Office of Public Health (OPH)
OPH Health supports emergency public warning by doing the following tasks:
□ If requested, send representatives to the EOC.
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□ Support planning and operation functions and inform and direct public health
strategies.
□ Support the implementation of strategies related to disease surveillance,
monitoring and reporting.
□ Assist in the assessment and creation of public health emergency communications
and messaging
□ Provide guidance on creating and disseminating tailored messaging for vulnerable,
hard to reach, and at-risk populations such as elderly individuals who may lack
access to electronic devices.
□ Support public health communication and information strategies.
□ Coordinate with outside agencies including MCDPH, AHCCCS, and MCESD and
Regional Behavioral Health Authority.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports emergency public warning by doing the following:
□ Issue emergency alerts when required and requested by City of Phoenix OEM.
□ Coordinate all Palo Verde Nuclear Generating Station (PVNGS) emergency
warnings.
□ Manage Radio net radios located in the offices of MCDEM.
Maricopa County Sheriff’s Office (MCSO)
MCSO supports emergency public warning by doing the following:
□ Serve as the County Warning Point.
State
The State Emergency Response and Recovery Plan (SERRP) describes the roles and
responsibilities assigned to state agencies during a response effort. State government
agencies will assist in providing emergency notifications and early warning messaging in
local jurisdictions upon request.
Arizona Department of Health Services (ADHS)
ADHS supports emergency public warning by doing the following:
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□ Provide technical assistance in credible warning dissemination where biological or
chemical agents are suspected.
Arizona Department of Public Safety (DPS)
DPS supports emergency public warning by doing the following:
□ Function as the State Warning Point, for receiving alerting and warning
information, including suspected acts of terrorism, and for relaying such
information to Arizona Department of Emergency and Military Affairs (DEMA) and
local governments.
Federal
National Weather Service (NWS)
NWS supports emergency public warning by doing the following:
□ Responsible for preparing and issuing statements, advisories, watches, warnings,
and Nowcasts about any severe weather or flooding in Arizona. Each office is
responsible for a County Warning Area (CWA).
Federal Emergency Management Agency (FEMA)
FEMA supports emergency public warning by doing the following:
□ Responsible for the activation of the National Warning System (NAWAS) to alert
states of the potential for an actual attack upon the United States or its territories.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Response and Disaster Recovery Framework
State
Arizona Revised Statute (A.R.S.) §9-500.44. Communications: accessibility;
emergency response interpreters.
A.R.S. §41-5202; Communications; accessibility
A.R.S. §11-269.25. Emergency response interpreters.
A.R.S. Communications; accessibility; emergency response interpreters.
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Operations Plan (EOP)
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City of Phoenix
City of Phoenix Emergency Operations Plan (EOP)
o Palo Verde Generating Station (PVGS) Incident Annex
o Emergency Support Function (ESF) #15: External Affairs Annex
City of Phoenix Communications Department Emergency Operations Plan, 2016
City of Phoenix Contract #: 147846-0 – Cooperative Agreement Between the City
of Phoenix and Arizona Interpreting Service, Inc.
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P.
201.05E: Evacuation Sector
City of Phoenix Police Department (PPD) Operations Orders:
o 8.3: Communications Procedures
o 9.8: Mass Influx/Evacuation Plan
Other
Web Content Accessibility Guidelines (WCAG).
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Population Protection Support Annex
Key Response Agencies
Primary City
Departments
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Supporting City
Departments
Communications Office (COM)
Equal Opportunity Department (EOD)
Human Services Department (HSD)
Office of Emergency Management (OEM)
Office of Environmental Programs (OEP)
Office of Public Health (OPH)
Parks and Recreation Department (PRD)
Street Transportation Department (PTD)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Maricopa County Animal Care and Control (MCACC)
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
Maricopa County Department of Transportation (MCDOT)
Maricopa County Sheriff’s Office (MCSO)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Health Services (ADHS)
Arizona Department of Public Safety (DPS)
Arizona Department of Transportation (ADOT)
Federal
Federal Emergency Management Agency (FEMA)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
Arizona Voluntary Organizations Active in Disaster (AZVOAD)
Local School Districts
The Salvation Army
Valley Metro
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Introduction
Purpose
The City of Phoenix is responsible for protecting lives and property through planning and
mitigation prior to the occurrence of a disaster and by use of city resources during and
after a disaster. This annex outlines the management of community protective actions
specific to evacuation and shelter-in-place. It provides strategies, procedures, and
organizational structures for implementation during a coordinated evacuation or shelter-
in-place response in the City of Phoenix.
Scope
Most evacuations will be local in scope, and actions will be initiated following a decision
by the Incident Commander (IC) and/or the local governing body. This annex is applicable
to City departments and agencies that are participating and responding to an evacuation
and/or shelter-in-place incident. The operations described are designed to be scalable.
They can be used during incidents requiring evacuation of a geographic area as small as
a few city blocks or as large as an entire section of the City.
This annex may be implemented when the City issues population protection orders to
shelter in place or evacuate from hazardous conditions, or when the City receives
evacuees from another jurisdiction.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The City of Phoenix is exposed to many hazards, all of which have the potential for
disrupting communities, causing damage, and producing casualties. Flooding, severe
winds, wildfire, and dam inundation were identified as the most plausible hazards that
could require an evacuation or shelter-in-place response for several communities within
the City of Phoenix.
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Planning Assumptions
All city, county, state, and federal processes, procedures, and protocols reflected
or referenced in this document are current as of the annex’s approval date.
Only departments that have a role in evacuation and shelter-in-place are in this
document.
In any disaster, primary consideration is given to the preservation of life.
Additionally, time and effort must be given to meet critical life-sustaining needs.
After a catastrophic incident, damage control and disaster relief are required from
the state and federal government, other local governments, and private
organizations.
The City will request, and Maricopa County will coordinate, regional resources
under the State of Arizona Emergency Response and Recovery Plan (SERRP).
Local municipalities and tribal jurisdictions are responsible for developing their own
evacuation plans.
Vital
infrastructure
(e.g.,
utilities,
roads
and
bridges,
railways,
and
communications) could be compromised. Re-establishment of these vital
resources will be critical. See ESF #1: Transportation Annex and ESF #2:
Communications Annex for more information.
When there is sufficient warning of a significant threat, many individuals who are
not at risk will self-evacuate or evacuate before an order has been given.
The City will utilize GIS mapping systems to identify special consideration facilities
such as schools, nursing homes, hospitals, long-term care, etc., to make
appropriate accommodations for evacuation assistance.
Stranded motorists will present significant problems during an evacuation
situation.
The option to initiate an evacuation will normally require greater lead-time to
implement than the option of shelter-in-place.
Most evacuees will use their personal vehicles to evacuate. Transportation will
need to be provided to transportation-dependent evacuees and people with
disabilities.
The timing of an evacuation directive will be determined by the circumstances of
the event.
Most people at risk will evacuate when officials recommend, they do so. Some
individuals will refuse to evacuate, regardless of the event.
Evacuation operations, including routes and resources, will need to be coordinated
with one or more jurisdictions.
Mass evacuation will cause evacuees to cross-jurisdictional boundaries, requiring
a regional response. Certain County and State resources, such as roadways,
highways and interstates will be used during evacuations and will therefore require
coordination with the County and State.
People with disabilities and others with access and functional needs have
additional considerations during the evacuation process. These include:
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o Additional notification time to prepare for an evacuation.
o The need to evacuate with durable medical equipment (DME), consumable
medical supplies (CMS), medication, and service animals.
o Accessible transportation resources for accommodation.
o Accessible messaging and warnings are received and understood.
o Service animals will be evacuated with their owners.
Certain populations will not leave without their pets. Hurricane Katrina
demonstrated that many individuals would refuse to evacuate without their pets.
The Pets Evacuation and Transportation Standards Act (PETS), an amendment to
the Stafford Act, sets the planning requirements for pets.
Shelters will be established and operated in a coordinated effort with neighboring
jurisdictions to provide temporary housing for displaced evacuees. City shelters
will provide equal access for all programs and services. See ESF #6 Mass Care
Annex and the Sheltering Support Annex for more information.
Concept of Operations
Population protection measures maximize life safety during disasters by providing
guidance to the public and providing government support for shelter-in-place or
evacuation operations. This annex will follow basic protocols set forth in the City of
Phoenix Basic Plan, the Phoenix Regional Fire standard operating procedures (SOPs),
and Phoenix Police Department (PPD) Operational Orders that dictate who is responsible
for an evacuation/in-place sheltering effort and how resources will be requested and
coordinated. The overall objectives of providing population protection measures include
the following:
Provide initial notification, updates, and re-entry communications that are inclusive
to the public.
Expedite the movement of persons from hazardous areas.
Provide for accessible transportation and functional needs support services
(FNSS) to appropriate transportation pick-up points, evacuation points, and
shelters.
Accommodate the needs of people with disabilities and others with access and
functional needs during an evacuation and/or shelter-in-place operation.
Control evacuation traffic.
Institute access control measures to prevent unauthorized persons from entering
vacated or partially vacated areas.
Ensure the safe repopulation of the evacuated areas.
Conduct decontamination activities when necessary.
The lead entity for population protection operations is the Phoenix Police
Department.
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Authority
The decision to shelter-in-place or evacuate will normally be made at the local level by
field command and in accordance with existing plans and protocols. The authority to
impose all necessary regulations to preserve the peace and order of the city, town, or
unincorporated areas of Maricopa County is set forth in A.R.S. §26-311 Local Emergency;
Power of Political Subdivisions; State Department Assistance.
In cases of immediate life safety, the following may call for immediate shelter-in-place or
evacuation protective measures of the affected area.
Upon activation, PPD will also serve as the Emergency Operations Center (EOC)
Law Enforcement (LE) Branch; its director will report to the EOC Operations
Section Chief.
The LE Branch will activate appropriate staff and partner agencies/organizations.
On large-scale evacuations, a branch-level position will be necessary in the City
EOC. Sectors will also need to be established and report to the Evacuation Branch
Officer. Depending on the type of incident, the Evacuation Branch Officer will be
either PPD or the Phoenix Fire Department (PFD).
Operations
Depending upon the scope and type of disaster, population protection may include hazard
identification, authority, and coordination across multiple levels of government, effective
public notification, and resource management. The sections below illustrate important
components of the City’s robust shelter-in-place and evacuation operations. The
components are the following:
Advance notice versus no-notice situations
Coordinating population protection operations
Gathering and distributing public information
Residential and congregate facility support
Incident Commander
City of Phoenix
Police Chief or Designee
City of Phoenix
Fire Chief
or Designee
City Manager/Mayor
Primary entity responsible for
making the evacuation decision.
Final authority to issue an
evacuation warning and/or to
order all city residents to
evacuate based on the
recommendations of the
above personnel.
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Critical transportation support
Access control, security, re-entry, and repopulation
Advance Notice Versus No-Notice Situations
Advance notice situations occur when information becomes available about a potential
incident, and the factors that may require in-place sheltering or an evacuation are known
in advance. Decision-makers have time to collect the information they need to determine
whether an evacuation should be ordered and, if so, the best way to carry it out.
No-notice situations happen when little or no advance warning of the incident occurs. No-
notice situations can be small- or large-scale, and they can happen anywhere at any time.
Responders will have very limited time to prepare, plan, and coordinate before protective
actions begin. The table below illustrates what City responders will face during a no-notice
incident that could greatly influence the response.
No-Notice Considerations
Limited Readiness
Phase
The limited time between the precipitating incident and a no-
notice evacuation means that there will be little or no
Readiness Phase. The lack of a Readiness Phase means that
responders will be forced to rely on their existing capabilities,
experience, and level of preparation.
Limited Information
There will be no time for a thorough assessment to take place
before decision-makers have to decide if and how they will
implement an evacuation.
Flexibility and
Compromise
In the immediate aftermath of a little- or no-notice incident,
responders likely will need to conduct an evacuation under
less-than-ideal circumstances due to the time criticality
inherent to life- saving/sustaining situations. This means that
although officials will conduct the evacuation to the best of
their abilities, efforts may still fall short of their expectations
because of the challenges posed by no-notice evacuations.
Feasibility of Tactics
Operations may involve a wide range of methods, in particular
the adjustment of traffic signal timing, closure of highway on-
ramps and off-ramps in key locations, and the institution of
contra flow on some roadways. All these tactics, however,
require time, effort, and, in many cases, specialized systems
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and resources to implement, and may not be available to
support an evacuation immediately following a no-notice
incident.
Shelter-in-Place
Decision makers must recognize that there are situations in
which the timeframes dictated by a no-notice incident do not
allow for evacuations, or that evacuations may put the affected
population at greater risk. They must weigh the dangers of
telling populations to shelter-in-place against the known or
unknown risks of evacuating in the immediate aftermath of an
incident.
Consideration of
Contaminants
Some incidents that lead to evacuation generate associated
hazards that can contaminate people, vehicles, and structures.
The nature of the contaminants will vary with the nature of the
incident and its cause, and different contaminants may require
different approaches to exposure, decontamination, and
treatment.
Compromised
Infrastructure
Large-scale incidents may have significant impacts on critical
infrastructure elements, rendering them damaged or otherwise
unusable. Disaster scenarios, such as severe earthquakes and
major explosions, involve large areas of destruction that may
encompass the systems and resources needed to execute an
evacuation. Vulnerable infrastructure often includes
components of both the transportation network and the assets
that are needed to coordinate and manage the evacuation
effort.
Limited Resources
The effective execution of an evacuation and sheltering effort
requires a significant number of diverse resources. Different
assets and tools are needed at different stages of the
operational phases, each with their role in the overall process.
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Behavioral Issues
Evacuees and responders will likely behave differently in a no-
notice incident scenario than they would after an incident with
advance notice. Anxiety and confusion will be generated by
the uncertainty of the situation, the sense of acute risk, and the
need to react quickly to developing incidents.
Shelter-in-Place
"Shelter-in-place is the term used for taking immediate shelter in your home or current
location. The City may issue an emergency shelter-in-place warning for several reasons,
including but not limited to the following:
A hazardous materials release for which actions such as sealing up windows and
doors may be necessary.
An active shooter or active threat situation (may also be known as “lockdown”).
Inclement weather, such as a severe storm or tornado, which may require
sheltering in place but away from windows.
Shelter-in-Place Hazardous Materials
A hazardous chemical spill or release may cause an immediate threat to life, health, and
the environment. A shelter-in-place warning may be issued in the area of immediate
danger to the public. Sheltering-in-place for a hazardous materials event is usually
required for a short time until the situation is mitigated.
Emergency public warnings will be issued in accordance with the Emergency Public
Warning Annex. Warnings will include directions to the public, including the following:
Immediately go indoors and bring family and pets.
Close all exterior windows and doors.
Turn off air conditioning or air handling systems.
Use tape to seal windows and doors to prevent chemicals from entering the
building.
Continue to monitor local and social media for additional information.
Once the incident is stabilized and the area is deemed safe, the City shall issue an “all
clear” message to the public.
Shelter-in-Place Active Shooter (Lockdown)
The City may issue an active shooter warning. The alert will be issued to warn community
members to evacuate, hide, and shelter in place (lockdown) if they are unable to
evacuate.
See Emergency Public Warning Support Annex for additional information about
communication during a lockdown.
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Shelter-in-Place Storms
Severe storms or tornadoes may require a shelter-in-place warning to the public. The
warning is issued when it is safer to stay indoors than to attempt to evacuate. The length
of time required to shelter in place is dependent on the nature of the weather event.
Emergency public warnings will be issued in accordance with the Emergency Public
Warning Support Annex. Warning information will be dependent on the speed and nature
of the event, but will include the following directions to the public:
Seek a small interior room or hallway with no windows if possible.
Stay away from windows, doors, and outside walls.
Stay in the center of the room.
Avoid large-span rooms, such as cafeterias and gymnasiums.
Monitor local media and social media for updates.
Some weather events will allow enough advance notice to provide additional information
to the public, including:
Alerting the public about the need for adequate stocks of water, food, medicine,
and other life-sustaining medical supplies and equipment.
Announcing the City hotline number where people with disabilities can obtain
additional information and assistance.
If the shelter-in-place warning is required for a period of 72 hours or more, it may become
necessary to implement the community wellness checks to ensure that people with
disabilities and others with access and functional needs who remain in their homes are
provided necessary assistance.
The City understands that preparations need to be made to check on people who are
sheltering-in-place, especially people with disabilities and others with access and
functional needs, as some individuals with disabilities or those who have chronic medical
conditions rely on life-sustaining services, equipment, and medications. For additional
information, see the Phoenix Fire Department (PFD) Standard Operating Procedure
(SOP) M.P. 201.02B: Emergency Power Outage Plan.
If the Incident Commander initiates appropriate actions to shelter in place, the City
Emergency Operations Center (EOC) will coordinate community wellness checks. These
response teams will evaluate resident needs and assist in obtaining essential items, such
as power, food, medications, supplies, etc.
The City Public Information Officer (PIO) and the Disabilities, Access, and Functional
Needs (DAFN) Technical Specialist in the EOC will develop a public messaging campaign
to inform residents on the proper way to reach the City for assistance. The City will follow
established communication protocols in accordance with organizational procedures and
guidelines to ensure their delivery is effective, inclusive and accessible to the whole
community.
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For additional information, see both ESF #15: External Affairs Annex and Emergency
Public Warning Support Annex.
The City will establish a phone bank team/hotline to handle each request to provide the
best response for the City and the requesters.
The Incident Commander may choose to order shelter-in-place recommendations when
there is insufficient time to evacuate the public or there is an elevated exposure risk to
the community (e.g., no-notice).
Evacuation
Evacuations require a coordinated effort by public safety agencies, government officials,
the media, and the affected population.
The City of Phoenix is responsible for evacuation operations that fall within its borders,
whether for the evacuation of its public or in support of evacuees arriving from another
jurisdiction. Evacuation operations outside of the City will be under the policies and
management of that jurisdiction.
The City’s primary objective is to evacuate people in harm’s ways as well as the provision
of essential services during evacuation operations. All communities are vulnerable to
hazards that could require them to evacuate some or all the City’s population. The City’s
evacuation procedures require advanced planning because there are critical elements
that can change at the time of an incident. Some of those elements include the following:
Those who make the decision of when and what areas to evacuate
Those who have the legal authority to issue an evacuation
Automotive/pedestrian routes that could be used to move evacuees away from
harm
Multiple notification systems to instruct people about who should evacuate
Availability of accessible transportation resources
Evacuation Considerations
Determinations regarding the specifics of any actions involving an evacuation (locations
affected, length of time, protective actions, etc.) will be made on a case-by-case, on-
demand basis. Evacuation considerations include the following:
Advance-notice versus no-notice incident
Area that requires evacuation
Nature and speed of the threat
Wind speed and direction
Evacuation on foot or by vehicle
Routes for self-evacuation and mass transportation
Resource availability (specifically for a no-notice incident)
Evacuation needs for people with disabilities and others with access and functional
needs, including accessible messaging, accessible transportation pick-up
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locations if used, availability of accessible mobility transport resources, and
activation of the emergency hotline/phone bank to handle requests for evacuation
assistance. See the ESF #15: External Affairs Annex for more information
regarding the emergency assistance hotline.
Pre-designated and accessible types of embarkation hubs as needed (e.g.,
welcome/information points, community centers, and reception centers) that are
familiar to the community
The expectation of evacuating individuals with disabilities with their respective
caregivers, durable medical equipment (DME), services animals, medications, etc.
Ready, Set, Go Program
The Ready, Set, Go program is a three-tiered emergency preparedness and evacuation
framework designed to help communities respond effectively to escalating emergencies.
The program creates a clear, progressive system that helps residents understand the
severity of an incident and take appropriate action. During the "Ready" phase, residents
are encouraged to prepare emergency supplies and stay informed as the city manages
the incident with minimal outside assistance. The "Set" phase indicates a heightened
threat level where resources beyond city capabilities are required, evacuations may be
necessary, and the Emergency Operations Center is activated. The final "Go" phase
represents a major emergency requiring immediate evacuation, significant regional and
state resources, and full activation of city, county, and state Emergency Operations
Centers. This graduated approach helps ensure both officials and residents respond
appropriately as emergency conditions evolve, ultimately improving public safety during
critical incidents.
READY
Residents should prepare for potential evacuation by gathering
emergency supplies, creating a family community plan, and
staying informed.
Pre-evacuation advisory
SET
Residents should be prepared to evacuate at a moment’s notice;
gather essential items, medications, and important documents
Stay aware of the latest news and information from public safety
officials.
GO
Immediate evacuation order.
Danger in the area is imminent and life threatening.
Follow instructions from emergency personnel.
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Evacuation Timing
Timing and the progression of the threat are important components for emergency
response and evacuation demand estimation. The time of year and day of week
determine the estimates of different types of evacuees, such as residents, workers,
tourists, and students. Time of day influences how the evacuation notices can be issued,
the types of evacuees, and dispersion of the resident population. For instance, members
of the community cannot be notified of the evacuation order by television if it is the middle
of the night. Nighttime evacuation scenarios can assume that most people will be at home,
whereas daytime evacuations involve greater dispersion of the household. Time-of-day
also influences the amount of background traffic (non-evacuees) that will be present in
the network and their origins and destinations.
These evacuations are also in the context of either a notice evacuation where sufficient
planning time exists to warn the community and to implement a plan effectively, or a no-
notice evacuation where circumstances require immediate implementation of contingency
plans.
Evacuation Routes
Evacuation routes will be determined based on the location and extent of the
hazard/threat and the locations of the evacuation points. Evacuation routes should
include as many pre-designated, major transportation routes as possible.
Evacuation routes can be coordinated across jurisdictional boundaries. In such cases,
the City EOC and/or Phoenix Police Department (PPD) will coordinate with the County
EOC, and other jurisdictions and agencies as required.
Important roadway characteristics and factors that should be considered when selecting
an evacuation route include the following:
Shortest route to the designated evacuation points/destination areas
Maximum capacity
Ability to increase capacity and traffic flow using traffic control strategies
Maximum number of lanes that provide continuous flow through the evacuation
area
Availability of infrastructure to disseminate real-time conditions and messages to
evacuees enroute, such as changeable message signs
Current road restrictions due to construction, roadwork, or other road closures.
Minimal number of potentially hazardous points and bottlenecks (e.g., bridges,
tunnels, lane reductions)
Minimal barriers for pedestrian access, not just automotive access (e.g., roadsides
without sidewalks, non-accessible routes without curb cuts, ramps that would be
problematic for wheelchairs)
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Traffic conditions must be monitored along evacuation routes, and operational
adjustments should be made as necessary to maximize throughput. These adjustments
may include the identification of alternate evacuation routes.
Embarkation Hubs
Embarkation hubs are safe, congregate care, environmentally protected facilities utilized
for durations typically not to exceed 72 hours by populations displaced by an incident or
event. Evacuation points are pre-selected, accessible, and designated by the Incident
Commander (IC) during evacuation operations and include reception centers, community
centers, and welcome/information centers. The purpose of these areas is to provide short-
term basic needs to evacuees, such as food, water, and functional needs support services
(FNSS) for those who may request additional support. In addition, they provide a safe
area to gather while minimizing the impact of traffic on emergency responders.
The City EOC will support the IC and work with City departments to coordinate the
necessary supplies, equipment, and personnel to operate the designated embarkation
hubs. In addition, the IC will work with the Disability Unit under the Mass Care Branch to
ensure that FNSS is provided at these points. If the EOC is not activated, the IC will
coordinate with dispatch to acquire assistance from the City’s Community Assistance
Program (CAP) to fulfill evacuee requests for accommodation.
Some evacuation point locations are also designated accessible shelter locations, which
will be utilized if longer-term care and shelter is required.
For more information regarding the provision of mass care services during an evacuation,
refer to the ESF #6: Mass Care Annex.
Critical Transportation Support
Privately owned automobiles will be the primary mode of transportation utilized during
evacuation efforts. However, not all community members have access to personal
vehicles; some utilize government-provided public transportation to evacuate from an
area threatened or affected by a disaster. Accessible transportation resources will be
required during an evacuation. The City is prepared to accommodate the evacuee, along
with his or her service or support animals and household pets. The Public Transit
Department (PTD) currently holds a lending bus agreement with the Regional Public
Transit Authority (RTPA) to borrow several buses to satisfy the pressing need of the
public. This agreement will be utilized to ensure that accessible transportation is readily
available throughout the local response.
In addition, the City EOC will also request the use of school district buses for evacuation
through the County EOC. Local and surrounding school districts have agreed to provide
these transportation resources by entering the Arizona Mutual Aid Compact (AZMAC).
The compact includes provisions for requesting transportation assistance from other
states during disasters. The City is also a party to the AZMAC, as well as the multi-state
Emergency Management Assistance Compact (EMAC). City-provided transportation
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resources are allocated as needed to support movement of critical transportation
evacuees, including people with disabilities and others with access and functional needs.
Through the County EOC, the City can also request state assistance with aircraft
evacuations if needed. Aircrafts are deployed for specific missions, based on priority of
need, and capacity is limited.
It is critical that appropriately equipped transportation be utilized to help evacuate all
members of the community, including people with disabilities and others with access and
functional needs. Transportation, such as lift-equipped buses and vans, will be employed
to accommodate individuals with wheelchairs, electric scooters, or other mobility aids.
PTD and Valley Metro buses and light rail vehicles are designed to be accessible to
people with disabilities and to meet provisions of the Americans with Disabilities Act
(ADA).
Accessible features on board these buses and trains include but are not limited to the
following:
Level boarding at all light rail stations
Lift- or ramp-equipped buses
Multiple onboard locations to safely secure mobility devices, such as wheelchairs
and scooters
Priority seating near all boarding doors, which is reserved for seniors and people
with disabilities
Onboard audio stop announcements on all buses and trains
Operators who receive annual training and refreshers on assisting people with
disabilities and others with access and functional needs
Staging Transportation Resources
Staging areas will be established to stage and manage transportation resources. Routine
bus holding areas are a part of daily operations and have been established by PTD and
Valley Metro. The Transportation Branch will coordinate these resources with the Bus
Operations Control Center (BOCC) to dispatch the number of resources needed based
upon bus operator availability.
It is critical that control of transportation resources be maintained, especially after
evacuees are dropped off at the embarkation hubs, so drivers can be re-routed to other
transportation points if needed. The City EOC and Incident Command Post (ICP) will
maintain communications with the BOCC throughout the response to ensure
transportation assets are utilized effectively.
All PTD and Valley Metro frontline personnel, including bus and train operators and
drivers, are required to receive job-related training regarding the ADA and their
responsibilities for serving all passengers, including people with disabilities. This training
includes sensitivity/operational ADA training (initial and annual refresher) to ensure they
are proficient to transport persons with disabilities and others with access and functional
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needs. Duties include the operator responsibilities, transport of equipment and devices,
and boarding/alighting assistance of passengers. All bus and train operators/drivers are
monitored biannually to ensure training remains compliant based on program
requirements.
The Phoenix Transit Enforcement Unit will notify the BOCC that police escorts will be
provided to protect and maintain control over transportation resources. If the City EOC is
activated, the Transportation Branch may request additional security from the Law
Enforcement Branch under Operations.
Transportation Pick-Up Points
During an evacuation, the Incident Commander (IC) and the Transportation Branch will
identify accessible transportation pick-up points to collect people who lack transportation
and/or need accessible transportation and transport them to designated embarkation
hubs (i.e., temporary safe zones) or to the safe zone if near the event.
The City will prioritize the use of recreation centers, transit centers, and/or park-and-ride
locations for transportation pick-up points based on their proximity to major arteries and
physical buildings.
For example, transit centers have been designed in accordance with the requirements of
the ADA and have accessibility features that include the following:
A level path of travel between all station entrances and platforms
High-color contrast, textured strips along the edge of each train platform to indicate
the platform edges for people who are blind or visually impaired
Fare vending machines which include Braille, raised print, audible speech and
other features designed to enable people who are blind or visually impaired to
independently purchase and validate tickets and passes
Audible pedestrian signals at all signalized intersections serving light rail stations
to facilitate safer use of the system by all passengers, including people who are
blind or visually impaired
Other planning considerations and potential options for support include ride-sharing
services, Non-emergency medical transportation and private sector ride sharing services.
Animal Transportation
Household Pets
Ensuring the transportation, care, and sheltering of animals is an important factor in
evacuation planning and operations. Many people will refuse to evacuate their homes if
they cannot take their pets with them. Therefore, it is imperative that evacuation
coordination addresses pet evacuation and sheltering procedures to protect both human
and animal health and safety.
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In response to the aftermath of Hurricane Katrina, the Pets Evacuation and Transportation
Standards (PETS) Act of 2006 was passed; it amends the Stafford Act. The PETS Act
requires evacuation plans to consider the needs of individuals with household pets and
service animals, prior to, during, and following a major disaster or emergency.
The Maricopa County Department of Animal Care and Control (MCACC) and the Arizona
Humane Society have plans to transport and shelter pets during a County-declared
disaster. The following protocols apply to the evacuation of household pets:
Register household pets in association with their owner for more effective
reunification. Photograph the owners and their household pet and place the photo
on the pet’s carrier or cage as an additional form of identification.
If facility infrastructure allows, set up this process in an outside area so that the
animals do not enter the facility.
Once MCACC takes control of the animals, provide relief, water, and emergency
veterinary care; vaccinate the animals; and microchip them.
Put household pets into temporary carriers or cages and transport them to animal
shelters on designated pet evacuation vehicles.
If appropriate facilities are available, place household pet shelters adjacent to or
near the shelter housing the household pet’s owners.
Residents who do not have access to vehicles will need to secure their pets in
cages or carriers as they arrive at the transportation points. This strategy places
responsibility upon individual owners; it will require a public education component
that informs the public that carriers, cages, or trailers will be required for pet
evacuations and recommends that pet owner’s microchip their animals for
identification purposes. MCACC officers will work with animal services agencies
and volunteers to develop an animal tracking methodology.
Service Animals
Service animals are defined as dogs that are individually trained to do work or perform
tasks for people with disabilities. Service animals are allowed to be transported with their
owners/handlers during evacuations as they do daily. They are also permitted to be in all
places that serve the public if the animal is not out of control or otherwise posing a direct
threat to the health and safety of individuals (i.e., temporary shelters). All frontline
personnel and bus/rail operators will comply with the standards and procedures identified
in the Valley Metro Service Animal Policy, which reflects Title II of the ADA.
Comfort/Emotional Support Animals
Companion, comfort, and therapy animals will not be transported during an evacuation
unless they can be stowed within an enclosed pet carrier that fits on the customer’s lap
or on the floor beneath the customer’s seat. Dogs whose sole function is to provide
comfort or emotional support do not qualify as service animals under the ADA. The
MCACC and the Arizona Humane Society have plans to provide trailers and cages to
support the movement of animals that cannot be boarded on transportation vehicles
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during evacuations. In these cases, MCACC will track and take the animals to the
evacuation points, to the shelters (if known), or to an animal shelter so that the owner can
later pick up their animal after the emergency has passed.
Access Control and Security
Once an area is evacuated, it must be kept clear for the safety and security of responders.
In addition, individuals must be kept out of hazardous areas. Perimeter control is normally
accomplished by establishing access control points, roadblocks, or road closures,
supplemented by suitably equipped mobile patrols.
Perimeter Security and Access Control
Access control points are established to provide limited access to individuals authorized
to carry out legitimate activities. Access control points include staffed checkpoints,
roadblocks, or road closures to establish outer and inner perimeter controls. The outer
perimeter control will be used to provide information and reduce sightseeing traffic. The
inner perimeter control will function to restrict traffic to emergency response vehicles and
personnel only. When possible, law enforcement personnel will also conduct periodic
patrols within the secured areas to deter theft and looting of abandoned residences.
The Law Enforcement Branch is responsible for providing personnel at designated
transportation pick-up points, staging areas, and embarkation hubs for security and crowd
control, as well as to deter criminal activity. When necessary, the Law Enforcement
Branch can request mutual aid from the Maricopa County Sheriff through standard EOC
processes.
The City EOC will identify an administrative process to determine the qualifications of
licensed professionals and to assess their background and legitimacy. This process is
critical to ensuring that essential services to people with disabilities and others with
access and functional needs are provided (i.e., personal assistance services) during
tiered re-entry/repopulation operations and allowed through security check points 24/7.
Re-entry
Re-entry will be initiated by the Incident Commander/Unified Command of the Incident
Management Team (IMT), with the support of the Office of Emergency Management
(OEM) Director, the City EOC Director, and the Operations Section Chief at the City EOC.
In most cases, the City EOC will remain activated until full re-entry is complete. If the City
EOC has been deactivated, the Incident Commander or the Liaison Officer of the IMT will
initiate re-entry procedures.
The Incident Commander will designate a Re-Entry Coordinator; the Operations Section
Chief of the City EOC will coordinate with and support the Re-Entry Coordinator. The Re-
Entry Coordinator is responsible for coordinating the re-entry procedures with all involved
agencies and ensuring effective communication with assistance from the Disabilities,
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Access, and Functional Needs (DAFN) Technical Specialist. Priorities for re-entry include
the following:
Safety
Security
Damage assessment
Restoration of services
Communication of information
The impacted area must be thoroughly assessed to ensure that normal operations have
been restored and that it is safe for residents to return. This also includes the prioritization
of restoring essential services that integrate the needs of people with disabilities and
others with access and functional needs, such as restoration of power, debris removal,
accessible paths of travel, mass transit, health services, etc.
This assessment will include verification of the following:
Structures and trees are deemed safe.
Damage and safety assessments have been completed.
There are no leaking or ruptured gas lines or downed power lines.
Water and sewer lines have been repaired.
Search and rescue operations have been completed.
There are no hazardous materials that can threaten public safety, or appropriate
warnings of these hazardous materials have been issued.
Water has been deemed safe or appropriate warnings have been issued.
Major transportation routes are passable, and debris has been removed from
public right-of-way.
There is no threat to public health and safety and other significant hazards have
been eliminated.
Tiered Process
Re-entry/repopulation operations are based on an efficient tiered process that the City
will utilize to bring the population back into the City or evacuated area as soon as living
conditions are sustainable. The tiered system will be in place to inform first responders,
authorized personnel, media, and residents who will be allowed into the evacuated areas
prior to the areas being formally cleared for repopulation.
The tiered re-entry process is composed of the following three levels:
Tier One: The system first allows emergency services, major utility companies,
and predesignated government staff and contractors.
Tier Two: Next allowed are assessment teams representing major companies and
employers.
Tier Three: Residents are the final group allowed to return.
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Examples of recommended personnel allowed back into the evacuated areas should
initially be limited to the following:
Emergency service and public works personnel
Utility companies engaged in restoring utility services
Contractors restoring damaged buildings, clearing roads, and removing debris
Commercial vehicles delivering food, essential supplies, life support equipment,
personal support services (e.g., caregivers of people with disabilities), construction
supplies, and other related materials
Media representatives
The public will be notified of tiered returns through the inclusive notification measures
previously mentioned in this annex, including the City website, emergency broadcast
radio, television, press releases, informational phone lines such as 2-1-1 Arizona,
community briefings, and informational updates at shelters.
Transportation resources will be required to return evacuees needing accessible
transportation assistance from embarkation hubs and/or shelters to their communities.
The transportation resources will need to be coordinated with the City EOC. Traffic
management plans identifying preferred re-entry routes will need to be established to
direct the return of evacuees to their communities.
When people are cleared to return to their homes, it is possible that people with disabilities
may not be able to enter their homes, especially if required ramps or other means of
access have been destroyed. Therefore, short-term housing that can accommodate the
needs of people with disabilities will be identified. Potential sites could be hotels or motels,
apartment buildings, or portable trailers with ramps. It is also important that these
temporary housing sites are in proximity to necessary support networks.
In addition, community wellness checks will be conducted to evaluate needs and assist
residents in obtaining essential items such as power, food, medications, supplies,
transportation for health care, etc.
If multiple jurisdictions are part of the re-entry process, the City EOC will be responsible
for making the determination that re-entry has been completed for its jurisdiction, and
promptly informing the County EOC. Following confirmation from all affected jurisdictions
that the re-entry process is complete, the County EOC will notify every local EOC in the
affected area of the date and time of completion.
Public Information
Any measures taken for population protection will require communication with the public.
Message contents and the method of delivery must be determined prior to dissemination
based upon the hazard and protective actions. Multiple forms of messaging will be used
to notify the public of an existing protective action. The City utilizes a range of accessible
communication dissemination resources to ensure it is inclusive to the population,
including people with disabilities and others with access and functional needs.
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See the Emergency Public Warning Support Annex and the ESF #15: External Affairs
Annex for more information about inclusive messaging.
Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Fire Department (PFD)
PFD leads population protection by doing the following:
□ If requested, send representatives to the EOC.
□ Serve in UC and/or Evacuation Branch as the primary or support department,
depending on the type of evacuation.
□ Initiate and follow the Incident Command System (ICS) for management of
operations, personnel, and logistical support.
□ Perform search and rescue and emergency medical and disaster management
operations as requested.
□ Support evacuation and/or shelter-in-place operations, when necessary, in
coordination with UC and the EOC.
□ Assess the affected areas and determines the appropriate response and needs of
the operation.
□ Perform decontamination efforts where requested by UC or the EOC.
□ Coordinate all transportation efforts to include transport requests, staging of
resources, and patient tracking.
□ Coordinate fire-related services established within the EOC.
□ Maintain financial tracking of all costs associated with the operation and recovery
efforts.
□ Provide a daily situational summary of all fire activities related to the incident.
□ Provide a Public Information Officer (PIO) to address media and messaging related
to the incident. The PIO will coordinate with Disabilities, Access, and Functional
Needs (DAFN) Technical Specialist to ensure messages are inclusive within the
City EOC. The PIO can be assigned to work with the City PIO within the Joint
Information Center (JIC) if activated.
□ Assist in the evacuation of residents in affected areas, including those with
disabilities and access and functional needs, and notifies the City EOC of their
destination.
□ For additional roles, refer to PFD SOP M.P. M.P. 201.05E: Evacuation Sector.
Phoenix Police Department (PPD)
PPD leads population protection by doing the following:
□ If requested, send representatives to the EOC.
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□ Serve in Unified Command (UC), Law Enforcement (LE) Branch, and/or
Evacuation Branch as the primary or support department, depending on the type
of evacuation.
□ Identify the geographic boundaries of the emergency area.
□ If not already established, establish an Incident Command Post (ICP).
□ Provide security for the evacuated area, with emphasis on the protection of
essential facilities.
□ Issue and/or coordinate the public warning information via the Reverse 911
System. (See the Emergency Public Warning Support Annex for more
information.)
□ Establish evacuation routes.
□ Control access to and from affected area.
□ Provide traffic control in and near the affected area.
□ Coordinate with the Bus Operations Control Center (BOCC) and/or with the City
Emergency Operations Center (EOC) to provide available accessible
transportation.
□ Coordinate with the City EOC on selecting accessible transportation pick-up points
and providing functional needs support services (FNSS) and resources for people
with disabilities and others with access and functional needs.
□ Provide an orderly and safe return plan (re-entry) to the affected areas.
Supporting City Departments
Communications Office (COM)
COM supports population protection by doing the following:
□ If requested, send representatives to the EOC.
□ Provide public information as needed through all available media, ensuring
accessible messaging.
□ Establish a Joint Information System (JIS) and Joint Information Center (JIC) as
needed to support the EOC and on-site Incident Command with public information
processes.
□ Coordinate messaging from involved departments to ensure consistency.
□ Submit an After-Action Report to the City Manager’s office through OEM.
Equal Opportunity Department (EOD)
EOD supports population protection by doing the following:
□ Provide Disability and Access and Functional Needs (DAFN) Technical Specialist
to support the Emergency Operations Center (EOC) when activated for population
protection operations.
□ Work closely with Communications Office to ensure accessible messaging
throughout the incident response and recovery.
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Human Services Department (HSD)
HSD supports population protection by doing the following:
□ If requested, send representatives to the EOC.
□ Coordinate emergency shelter operations for disaster evacuees.
□ Use existing ADA-compliant structures as shelter sites whenever possible.
□ Create temporary sheltering facilities when appropriate.
□ Coordinate with supporting agencies and other City departments to provide FNSS,
food, water, mobile kitchens, and personnel to support mass care operations.
□ Contact the Maricopa County Animal Care and Control (MCACC) and Arizona
Humane Society to implement plans to provide relief to domestic animals,
assurance of their care, search for their owners, and provisions for sheltering while
their owners are in congregate shelter or embarkation hubs.
□ Mass Care Branch personnel will contact other departments as appropriate to
collect and maintain information on evacuees if applicable.
Office of Emergency Management (OEM)
OEM supports population protection by doing the following:
□ Activate the Emergency Operations Center (EOC) and necessary Emergency
Support Functions (ESFs) as appropriate.
□ Activate the mass notification system to distribute public alerts to the affected
geographical area utilizing multiple modalities, such as door-to-door notifications
and the Emergency Alert System (EAS) and Wireless Alert System (WEA) through
the Integrated Public Alert Warning Systems (IPAWS).
□ Provide a liaison officer to the Incident Command Post (ICP) when necessary.
□ Contact other city, county, state, and federal agencies as necessary.
□ Maintain information sharing and situation updates within the City EOC.
□ Lead the City's EOC operations, if activated, because of the incident.
Office of Environmental Programs (OEP)
OEP supports population protection by doing the following:
□ If requested, send representatives to the EOC.
Office of Public Health (OPH)
OPH supports population health by doing the following:
□ If requested, send representatives to the EOC.
□ Coordinate with Mass Care Branch to monitor health and safety concerns,
communications, and impacts.
□ Liaison with Maricopa County Department of Public Health on preventative health
services, including control of communicable diseases.
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Parks and Recreation Department (PRD)
PRD supports population protection by doing the following:
□ If requested, send representatives to the EOC.
□ Support Mass Care Branch with mass care operations.
□ Coordinate with PPD and the City EOC on providing warning notifications to and
evacuation of the public in City park facilities.
□ Coordinate with the IC and/or Mass Care Branch to provide access to and
maintenance of ADA-compliant facilities to support evacuation operations (e.g.,
embarkation hubs and shelters).
Street Transportation Department (STD)
STD supports population protection by doing the following:
□ If requested, send representatives to the EOC.
□ Send a representative to the Incident Command Post (ICP).
□ Set up and maintain roadblocks and any other equipment needed to control traffic
in and around the evacuated area.
□ Coordinate with PPD on identifying and updating safe transportation routes that
are free from damage and debris.
□ Set temporary bus stops and staging areas for transportation resources, if needed.
Water Services Department (WSD)
WSD supports population protection by doing the following:
□ If requested, send representatives to the EOC.
□ Ensure personnel, materials, and power generators are available.
□ Upon request, send supervisory personnel to the City EOC.
□ Assist other City departments in the accomplishment of their emergency functions.
All City Departments
All City Departments support population protection by doing the following:
□ If requested, send representatives to the EOC.
□ Serve on damage assessment and/or mitigation teams as requested.
□ Provide personnel to temporarily support recovery activities as requested by the
City EOC. See ESF #14: Long-Term Community Recovery Annex for more
information.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
county departments are the primary agency responsible for providing certain services to
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the City. Those county departments are listed in the following section, along with the
services they are responsible for providing in the event of an incident requiring an
evacuation and/or shelter-in-place.
Several Maricopa County departments/agencies retain the existing primary agency
responsibility and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Animal Care and Control (MCACC)
Maricopa County Animal Care and Control supports population protection response for
the City of Phoenix by doing the following:
□ Implement plans to provide relief to domestic animals, search for their owners, and
make provisions for their care and sheltering while their owners are in congregate
shelter or embarkation hubs.
□ Coordinate with the City to provide shelter, registration, and decontamination
services for service animals and household pets arriving at the shelter with their
owners.
Maricopa County Department of Emergency Management (MCDEM)
Maricopa County Department of Emergency Management (MCDEM) supports population
protection response for the City of Phoenix by doing the following:
□ Activate the County EOC to support larger-scale evacuations.
□ Maintain close coordination with City’s OEM and other departments or
organizations involved in evacuation.
□ Coordinate requests for critical resources and mutual aid from county departments
and regional partners.
Maricopa County Department of Public Health (MCDPH)
Maricopa County Department of Public Health (MCDPH) supports population protection
response for the City of Phoenix by doing the following:
□ Establish preventative health services, including the control of communicable
diseases.
□ Provide epidemiological surveillance, case investigation, and follow-up.
□ Assist in the inspection and operation of shelters.
□ Support the provision of medical services during mass care operations.
Maricopa County Department of Transportation (MCDOT)
Maricopa County Department of Transportation (MCDOT) supports population protection
response for the City of Phoenix by doing the following:
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□ Coordinate resources needed to restore and maintain transportation and
infrastructure.
Maricopa County Sheriff’s Office (MCSO)
Maricopa County Sheriff’s Office (MCSO) supports population protection response for the
City of Phoenix by doing the following:
□ Provide on-site direction and control of local emergencies in unincorporated areas
of the county.
□ Control traffic on the county’s roadway system.
□ Provide security for vital government emergency facilities and essential private
facilities in unincorporated areas.
State
The State of Arizona Emergency Response and Recovery Plan (SERRP) describes the
roles and responsibilities assigned to state agencies during an evacuation effort. State
government agencies will assist in traffic control on state or federal highways and in local
jurisdictions upon request. The State Emergency Operations Center (SEOC) may be
activated to provide direction, control, and resource assistance.
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Emergency and Military Affairs (DEMA) supports population
protection response for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
□ Assume operational responsibility if the evacuation involves other states according
to the Southwestern Caucus Interstate Civil Defense and Disaster Compact.
□ Maintain documentation of all operational expenses.
Arizona Department of Health Services (ADHS)
Arizona Department of Health Services (ADHS) supports population protection response
for the City of Phoenix by doing the following:
□ Assist county health departments in providing medical services during mass care
operations. See the ESF #6: Mass Care Annex for more information.
Arizona Department of Public Safety (DPS)
Arizona Department of Public Safety (DPS) supports population protection response for
the City of Phoenix by doing the following:
□ Assist local jurisdictions with traffic control and security of the evacuated area.
□ Coordinate with the Arizona Department of Transportation (ADOT) on
implementing Emergency Highway Traffic Regulation (EHTR) procedures.
Arizona Department of Transportation (ADOT)
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Arizona Department of Transportation (ADOT) supports population protection response
for the City of Phoenix by doing the following:
□ Assist local jurisdictions with access control resources by providing and
maintaining designated roadblocks as requested.
□ Coordinate with City/County EOC for transportation support.
□ Coordinate with City/County EOC on restoration/recovery of transportation
infrastructure.
Federal
The overall responsibility for evacuation and/or shelter-in-place rests with local
government. However, when local and state capabilities are no longer sufficient to deal
with the incident response, the Governor will request assistance from the federal
government. As a result, the President may declare a major disaster, and the National
Response Framework (NRF) may be activated.
Per the NRF, emergency support functions (ESFs) provide the structure for coordinating
federal inter-agency support to local, state, and tribal governments, or to federal
departments and agencies, both for declared disasters and emergencies under the
Stafford Act and for non-Stafford Act incidents.
Federal Emergency Management Agency (FEMA)
Federal Emergency Management Agency (FEMA) supports population protection
response for the City of Phoenix by doing the following:
□ Serve as the ESF #5 Coordinator under the NRF.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
American Red Cross (ARC) supports population protection response for the City of
Phoenix by doing the following:
□ Coordinate with the City EOC. The HSD will serve as the Mass Care Branch in the
City EOC to provide mass care operations during evacuations such as provision
of food and water at designated evacuation points.
□ Provide liaison personnel to the City EOC when requested.
□ Provide care to residents, including people with disabilities and access and
functional needs, to include immediate emergency shelter, feeding, clothing, safe
and well/evacuation registration, welfare inquiry, triage, and first aid.
□ Administer individual and family services for persons requiring support because of
the disaster.
□ Assist individuals and families in recovering from the disaster, to include unmet
needs, casework services, medical and nursing care, occupational supplies, and
equipment.
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□ Provide mental health assistance to disaster evacuees.
□ Assist in providing or coordinating for the feeding of emergency workers and
evacuees.
Arizona Voluntary Organizations Active in Disaster (AZVOAD)
Federal Emergency Management Agency (FEMA) supports population protection
response for the City of Phoenix by doing the following:
□ Coordinate emergency assistance through non-governmental organizations
(NGOs) within Maricopa County (e.g., faith-based organizations and community-
based organizations).
□ Provide coordination of care, shelter services, and agency representation at the
City EOC, as necessary
Local School Districts
In addition to providing school facilities that would serve as temporary shelters, all school
districts have a key resource in their ADA-compliant/wheelchair capable school bus fleets.
In times of emergency, school districts may be called upon to provide these vehicles to
help with emergency evacuations.
The City EOC will follow the AZMAC procedures for requesting assistance to utilize these
resources during an emergency.
The Salvation Army
The Salvation Army supports population protection response for the City of Phoenix by
doing the following:
□ Provide feeding support during mass care operations.
□ Provide financial counseling, bedding, lodging, clean-up kits, and other assistance
needs.
□ Provide liaison personnel to the City EOC when requested.
□ Provide congregate care to the whole community’s disaster evacuees and
displaced persons, to include shelter, feeding, clothing, medical care, registration,
and welfare inquiry.
□ Administer individual and family services for persons requiring support because of
personal disaster.
□ Assist individuals and families in recovering from the disaster, to include casework
services, repair coordination, furnishings, and occupational supplies (e.g., steel toe
boots).
□ Coordinate with HSD, Red Cross, MCDPH, and other partners to provide
refurbished durable medical equipment.
□ Assist in providing for the feeding of emergency workers and evacuees.
Valley Metro
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Valley Metro supports population protection response for the City of Phoenix by doing the
following:
□ Valley Metro is the public transportation provider and the Community
Transportation Coordinator. In addition, as the CTC, Valley Metro coordinates
transportation for Medicaid and the Transportation Disadvantaged program in
compliance with the ADA.
□ Valley Metro does not fall under any city or county jurisdiction; it is an independent
government organization. Transportation resources include drivers and vehicles
that are wheelchair-mobility-device accessible. In time of emergency, Valley Metro
may be called upon to provide accessible transportation for emergency
evacuations. Resources include buses, drivers, and vehicles that are
wheelchair/scooter accessible.
□ Operates Light Rail Operations Control Center (ROCC).
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Americans with Disabilities Act of 1990, as amended.
National Disaster Recovery Framework
National Incident Management System
National Response Framework
o Mass Evacuation Incident Annex
Pets Evacuation and Transportation Standards Act of 2006
Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-
288.
State
Arizona Revised Statute (A.R.S.) §9-500.44. Communications: accessibility;
emergency response interpreters.
A.R.S.
§11-269.25.
Communications; accessibility; emergency
response
interpreters.
A.R.S.
§41-5202.
Communications;
accessibility;
emergency
response
interpreters.
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Animal Health Plan.
Maricopa County Emergency Evacuation Strategy Plan
Maricopa County Emergency Operations Plan (EOP)
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City of Phoenix
City of Phoenix Emergency Operations Plan (EOP)
o Palo Verde Generating Station (PVNGS) Incident Annex
o Emergency Support Function (ESF) #15: External Affairs Annex
City of Phoenix Communications Department Emergency Operations Plan, 2016
City of Phoenix Contract #: 147846-0 – Cooperative Agreement Between the City
of Phoenix and Arizona Interpreting Service, Inc.
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P.
201.02B: Emergency Power Outage Plan
PFD SOP M.P. M.P. 201.05E: Evacuation Sector
City of Phoenix Police Department (PPD) Operations Orders:
o 8.3: Communications Procedures
o 9.8: Mass Influx/Evacuation Plan
Other
Web Content Accessibility Guidelines (WCAG).
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Sheltering Support Annex
Key Response Agencies
Primary City
Departments
Human Services Department (HSD)
Equal Opportunity Department (EOD)
Parks and Recreation Department (PRD)
Office of Emergency Management (OEM)
Supporting City
Departments
City Manager’s Office (CMO)
Community Assistance Program (CAP)
Community Emergency Response Team (CERT)
Communications Office (COM)
Housing Department (HOU)
Neighborhood Services Department (NSD)
Office of Public Health (OPH)
Phoenix Convention Center (PCC)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Public Transit Department (PTD)
All City Departments
Strategic
Partners
County
Maricopa County Animal Care and Control (MCACC)
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
Maricopa County Environmental Services Department (MCESD)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Health Services (ADHS)
Arizona Humane Society (AHS)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
The Salvation Army
Introduction
Purpose
The Sheltering Support Annex details the City of Phoenix’s responsibilities for managing
emergency shelter operations. This annex should be used in conjunction with other plans
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that detail related mass care operations, such as animal sheltering and mass feeding.
This annex is applicable to all locations and to all agencies, organizations, and personnel
with mass care and sheltering responsibilities. Organizations, operational concepts,
responsibilities, and procedures during a mass care and sheltering event are defined
within this annex.
The annex describes the provisions that have been made to ensure disaster survivors
receive the appropriate services when at a mass care shelter. This annex meets the
following objectives:
To describe a coordinated mass care and sheltering system compliant with the
National Incident Management System (NIMS) and relevant city, county, state, and
federal laws.
To coordinate human and animal response and recovery activities, which include
basic medical treatment, care, and sheltering.
Scope
This annex is limited to the operational-level detail of emergency traditional shelter
operations and describes how the City will activate and manage an emergency shelter
until transitioning it to the American Red Cross and/or how the City will coordinate with
and/or support the American Red Cross in providing emergency shelters services. The
operational details described in this annex are applicable to both small-scale and
catastrophic incidents.
This annex is applicable to all City of Phoenix departments with Emergency Operation
Center (EOC) responsibilities, other departments with essential resources, and
departments assigned a role in sheltering operations.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
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Situation
The Human Services Department (HSD) is the lead agency responsible for coordinating
shelter operations during a disaster. The American Red Cross (ARC) serves as the
primary support agency responsible for operating shelter facilities.
This annex addresses both catastrophic and non-catastrophic events requiring sheltering
operations. In a smaller event, the City of Phoenix will contact Red Cross directly to
coordinate sheltering. The Red Cross will identify the most appropriate shelter location
based on the population impacted, availability, and accessibility. All shelter facilities will
meet accessibility requirements per the Americans with Disabilities Act (ADA). Facilities
pre-identified by the Red Cross include schools, community centers, and City facilities. If
the Red Cross anticipates the need to open a City-owned facility to serve as a shelter
location, the Red Cross will coordinate with the Office of Emergency Management (OEM)
Director.
In the event the Red Cross is immediately unavailable to open a shelter, perhaps due to
local Red Cross resources being deployed to another catastrophic incident, the City will
assume responsibility for opening the shelter(s). To ensure a seamless transition from
City management to Red Cross management, the City will follow all Red Cross shelter
operation guidelines to the extent possible while ensuring accessibility is maintained
within the shelter.
Planning Assumptions
This annex was created to integrate the concepts and structure defined by the
State of Arizona Response and Recovery Plan (SERRP), National Incident
Management System (NIMS), and the National Incident Command System (ICS).
Widespread damage may necessitate the relocation of victims and the need for
sheltering operations.
Some victims will go to shelters; others will find shelter with friends and relatives.
Some will stay with or near their damaged homes.
Shelters will have to be opened with little notice. Until Red Cross personnel arrive
and assume responsibility for managing such shelters, local government
personnel may have to manage and coordinate shelter and mass care activities.
During a large-scale shelter and mass care operation, normal activities at schools,
community centers, churches, and other facilities used as shelters may have to be
curtailed.
Volunteer organizations that normally respond to emergencies may assist in
sheltering and other mass care operations.
There may be a significant percentage of the impacted community that will require
functional needs support services (FNSS) to maintain their independence in the
shelter setting and/or benefit from mass care response operations.
Some individuals and families may be deprived of normal means of obtaining food,
clothing, shelter, and medical needs.
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Individuals may become separated from their support system, family members,
and caregivers and will need assistance locating each other.
Concept of Operations
EOC Activation
Due to the incident, the Emergency Operations Center (EOC) may be activated, and the
Mass Care Branch will expand beyond standard operations. The HSD Director or his/her
designate is the identified Director of the EOC’s Mass Care Branch. The Mass Care
Branch also includes positions representing and staffed by the following:
City of Phoenix Parks and Recreation Department
Arizona Humane Society
Equal Opportunity Department (EOD)
American Red Cross (ARC)
The Salvation Army
Shelter Evaluation, Activation, and Setup
Site Evaluation
All pre-identified shelter facilities are assessed during shelter planning by representatives
from ARC, HSD, PRD, OEM, and EOD. Assessments are conducted using the
Department of Justice (DOJ) Emergency Shelter Checklist; barriers to accessibility are
noted with a plan for permanent or temporary modifications. In instances where the City
cannot make permanent modifications (i.e., schools or community centers), temporary
modifications will be made, such as a wheelchair accessible ramp. OEM maintains a list
of all shelter facility results, accessibility barriers, and modifications required; copies are
provided to HSD, PRD, EOD and Red Cross annually.
For more information, see ESF #6: Mass Care Annex, the Sheltering Support Annex, the
Mass Care Sheltering Handbook and associated sheltering standard operating
procedures (SOP).
Shelter Activation
Shelter activation in City-operated shelters:
After determining that a shelter needs to be activated in the City, OEM will
coordinate with HSD and PRD to determine shelter location based on mass care
sheltering needs (i.e., size and proximity to disaster and associated services.)
Upon activation, PRD and EOD will use the Shelter Quick Check Survey to
determine that ADA accessibility remains viable prior to receiving evacuees.
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Shelter Set-up
HSD is responsible for ensuring shelters are appropriately set up to be accessible for
residents and that facilities are functional.
Shelter Operations
Shelter Registration, Intake, and Assessment
Shelter staff using the American Red Cross - Shelter Intake Form and the City of Phoenix
Shelter Accommodation Request Form will register shelter residents. Both forms will be
used to identify the functional needs support services (FNSS) that may be needed by the
person being registered to maintain his/her independence and to ensure that he/she
receives access to all services and activities while in the shelter setting. Once completed,
the City of Phoenix Shelter Accommodation Request Form will be submitted to the EOC
Disability Access and Functional Needs (DAFN) Technical Specialist, who, in
coordination with the Shelter Manager, will address the request via resources on-site or
through the Emergency Operations Center (EOC) logistics process.
Shelter Logistics
Mass care logistical support and services will follow standard procedures for EOC
resource requests. When the EOC is not activated, Shelter Managers, including Red
Cross Shelter Managers, will submit resource requests directly to the OEM Director.
When the EOC is activated, Shelter Managers will submit resource requests through the
EOC Mass Care Branch. Red Cross Shelter Managers will route resource requests
through the Red Cross Regional Disaster Operations Center to ensure the use of all
readily available Red Cross resources. If necessary, Red Cross will forward requests they
are unable to fill internally to the EOC Mass Care Shelter Branch to fulfill the resource
request.
The City, if needed, will provide necessary shelter equipment items including but not
limited to cots, linens, tents, tables, chairs, generators, light towers, portable showers,
toilets, and hand-wash stations, as well as resources such as durable medical equipment
(DME), consumable medical supplies (CMS), medical staffing, and personal assistance
services (PAS). The City will coordinate with local non-governmental organizations or
procure, following established procurement purchasing processes, to outfit the shelter
with the necessary equipment. Additionally, the City will coordinate service support
through existing internal capacity or when necessary, through contract support. Services
include laundry, waste management, construction (temporary modifications), biohazard
waste services, custodial services, etc. For more information about shelter logistics
processes, see ESF #6: Mass Care Annex, the Sheltering Support Annex, the Mass Care
Sheltering Handbook and associated sheltering standard operating procedures (SOP).
Feeding Services
If the shelter is managed by the Red Cross, they will provide all shelter guests with food
options in accordance with their Standard Operating Procedures. As shelter operations
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grow, Red Cross may requests support from the Arizona Voluntary Organizations Active
in Disasters (VOAD) includes partners, such as The Salvation Army, to expand feeding
services. When necessary, Red Cross will alert the EOC Mass Care Branch that feeding
services support is needed at the shelter. If the shelter location is managed by the City of
Phoenix or if requests for feeding services support is received by the Red Cross, the City
of Phoenix will follow its standard operating procedures for mass feeding operations.
Large-scale feeding operations may require the support of experienced non-
governmental organizations (NGOs), such as the Red Cross and The Salvation Army
(TS). Red Cross, TSA, and partner organizations will coordinate with the Mass Care
Branch within the EOC to find mass feeding community partners or vendors who can
provide and support large-scale feeding operations. The EOC Mass Care Branch will
coordinate with the Logistics Section to activate the necessary food service contracts.
The DAFN Coordinator will work with the Shelter Manager and Food Services Manager
to ensure that dietary restrictions, medically necessary diets, and feeding support for
people with disabilities are met. If necessary, the DAFN Coordinator will notify the EOC
Mass Care Branch of any unmet needs.
Shelter staff will be responsible for providing servers in the shelters. The Shelter Manager
will ensure the food service area is set up to meet the needs of all shelter residents,
including ensuring an accessible set up. Shelter staff will ensure that food meets the
dietary requirements of people with medical needs, disabilities, and access and functional
needs. For more information about feeding services in shelters, see ESF#6: Mass Care
Annex, the Sheltering Support Annex, the Mass Care Sheltering Handbook and
associated sheltering standard operating procedures (SOP).
Feeding Operation Status Updates
Kitchen and/or shelter staff will provide the Mass Care Branch Director at the EOC a daily
count of the number of meals prepared and distributed, number of fixed and mobile
feeding sites/routes, and the projected number of meals required. In addition, uncooked
food product quantity consumption rates and resupply requests should be considered and
coordinated with onsite logistics planning efforts for future meal plans. Shelter Managers
will provide the Mass Care Branch with information related to any supply or logistic
problems, or significant anticipated changes.
Transportation Services
Transportation (including accessible assets) resources will be provided for shelter
residents when necessary. When the EOC is not activated, Red Cross may need to
request transportation assistance from the City of Phoenix. When necessary, the Shelter
DAFN Coordinator will request and coordinate transportation assistance for people with
disabilities who require accessible transportation resources. For more information about
how the City provides transportation services to shelter residents, see ESF #1:
Transportation Annex and Population Protection Support Annex.
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When the EOC is activated, both Red Cross and City Shelter Managers will request
transportation assets through the EOC Mass Care Branch. The Mass Care Branch will
coordinate with the Transportation Branch to dispatch the most appropriate transportation
assets. The Shelter DAFN Coordinator will ensure adequate transportation resources are
available for people with disabilities and others with access and functional needs. When
necessary, the Shelter Manager may appoint a Transportation Coordinator who will work
with the DAFN Coordinator.
Individuals in shelters will be provided with accessible messaging information regarding
shelter transportation resources. Shelter staff is responsible for information sharing in the
shelter environment and for identifying multiple communication strategies.
Transportation resources to assist an impacted population during a major event are
expected to require additional resources outside of the City of Phoenix. The City EOC
Transportation Branch and City of Phoenix Public Transit Department will be the central
point for determining any mutual aid needs to address operational priorities.
Safety and Security
Law enforcement and/or private security resources will provide for the safety and security
of individuals in and around a shelter site; this includes disaster survivors and staff. In
addition to the traditional law enforcement issues that arise with any large gathering and
at large venues, shelter site safety and security personnel will face additional issues.
Public safety is the responsibility of the City of Phoenix Police Department (PPD).
Additional sources of security include private or contract security.
Public safety responsibilities include the following:
Implement and oversee public safety and security operations in and surrounding
a mass care site.
Coordinate with site management on site security concerns and needs.
Coordinate with private or contract security officers for security personnel, shift
schedules (regular time and overtime), and specific skill sets (e.g., traffic control),
if needed.
Coordinate traffic control plans with the Transportation Branch.
Manage and control security of a mass care or shelter site environment, shelter
population and staff, and assets and supplies stored at critical staging areas.
If the EOC is activated, the Mass Care Branch will inform the Law Enforcement Branch
of the location of a shelter and any general concerns (such as known issues with the
evacuating population). The Law Enforcement Branch will determine who to send to
provide security. Security resources may include PPD or notification of appropriate patrol
officers that a shelter is opened in their area.
If additional security is needed, the Shelter Manager will request security resources
through the Mass Care Branch in the EOC. The Mass Care Branch will coordinate with
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the Law Enforcement Branch in the EOC to ensure the coordination and deployment of
resources will be sufficient. If the EOC is not activated, the Shelter Manager will notify the
OEM Director of the need for additional security resources. The OEM Director will request
additional security from the PPD.
Security personnel should be present at all City-supported shelters. Bag screening
stations, metal detectors, magnetometers, and other security procedures or devices may
be used as necessary and available.
Traffic Management
Security and/or law enforcement are responsible for executing the traffic management
plan to address ingress, egress, and access of transportation modes and traffic around
the facility or site.
All traffic management plans will be site- and incident-specific and may be changed based
on the needs or situation at the facility.
Shelter traffic management plans should include information regarding the following:
Control of an outer perimeter, including surrounding streets leading to the facility
Designated arrival and drop-off points
Ingress and egress areas
Disaster survivor arrival and departure
Supplies, deliveries, and personnel
Donation redirection to donation sites
Volunteer redirection to Red Cross or other organizations accepting spontaneous
volunteers
Parking for transportation modes
Checkpoints for re-direction to other locations of unauthorized people to prevent
traffic congestion around the facility
Tow truck services for obstructing cars (pre-staged or on call)
Vehicle traffic and vehicle directional signage
Weapons
Persons utilizing City of Phoenix designated shelters during an emergency will not be
permitted to possess deadly weapons. Those who arrive at a shelter location with a
weapon will be required to remove the weapon and have it placed in temporary storage
pursuant to A.R.S 13-3102.01. People who refuse to comply with the weapon policy will
not be allowed to remain at the shelter.
Criminal Activity
Criminal activity of any nature should be reported to and handled by sworn law
enforcement officers. For medical and law enforcement emergencies, personnel should
contact 9-1-1 and site security, safety, or medical personnel. In the event of an interruption
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of cell phone service or impacted 9-1-1 service, emergency notifications may be made
through the Mass Care Branch from emergency communications channels.
Registered Sex Offenders
Shelter Managers in City-operated shelters will follow the same policy regarding
registered sex offenders as the Red Cross. Per the 2013 American Red Cross Sheltering
Handbook, incoming shelter residents will be asked the question, “Are you required by
law to register with any state or local government agency for any reason?” If the shelter
resident checks “yes,” the individual will be directed to the Shelter Manager. The Shelter
Manager will then determine if the shelter resident is a registered sex offender and notify
local law enforcement. The individual will confine his/her activities to a location away from
other shelter residents until local law enforcement arrive. Law enforcement will either
provide guidance in safely housing the individual in the shelter or help arrange alternative
accommodations in another location. If law enforcement recommends allowing the
registered sex offender to remain in the shelter, the Shelter Manager will arrange for the
individual to stay in an area separate from other shelter residents and follow law
enforcement guidance on ensuring the safety of other shelter residents.
Communications/Public Information
Communications and public information include both face-to-face communications in the
shelter and providing shelter-related information to the public.
Within shelter sites, communication to residents may be executed in the following ways:
Shelter Manager will assign personnel to disseminate information to shelter
residents. This information must be processed into a clear, accessible, and concise
message to be delivered to shelter residents. This includes signage, as well as
person-to-person communications.
The Public Information Officer (PIO) should coordinate regularly with the Shelter
Manager and if activated the City EOC, prior to making public announcements in
the shelter.
Bulletin boards will be displayed in key traffic areas throughout shelters to display
relevant information.
Ensure all communications follow culturally and linguistically appropriate
standards.
Auxiliary aids and services necessary to meet the communication needs of all
persons in the shelter will be made available. All information will be in accessible
formats for people with disabilities and others with access or functional needs.
Information support in a shelter includes but is not limited to:
o Translators for other languages and sign language interpreters
o Use of pictograms and infographics will be created and shared
o Way-finding guidance for individuals who are blind or have low vision
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o Specific briefings to individuals who have difficulty understanding group
announcements or head of household meetings to ensure that
transportation information is effectively shared
o Signs with large print, braille, or images
o Assistance in filling out or reading forms
All shelter workers will complete training on communicating with and assisting people with
disabilities and others with access and functional needs. Shelter workers, such as those
performing intake and registration, will make any necessary accommodations to
communicate with people, including using interpreter services, smart phone aps, hand-
held white boards, and pictograms/infographics. When necessary, the Shelter Manager
and DAFN Shelter Coordinator will submit a City of Phoenix Shelter Accommodations
Request Form indicating additional communication services or auxiliary aides are
necessary. At the EOC, requests for auxiliary aids and services will be directed to Mass
Care Branch Director. The EOC will activate current contracts or establish new contracts
when needed to ensure that inclusionary and accessible messaging is provided
throughout the response. The Mass Care Branch will coordinate with the City's
Communications Office to ensure that responding public information officers receive
technical assistance as needed from the DAFN Technical Specialist. During an
emergency situation, community members who would need interpreting services, CART
services or other ADA accommodations to access and receive city services would to
make the request to the City’s Equal Opportunity Department, DAFN Officer, or to the
City’s Emergency Call Center, if activated.
Ultimately, the Shelter Manager is responsible for ensuring that multiple accessible,
redundant, effective communication strategies are available to support people with
disabilities and others with access and functional needs.
Shelter-related information, such as location, hours, available services, and accessibility
will be provided via established public information channels and the policies and
procedures described in the External Affairs Annex (ESF #15.)
Shelter Reporting
Red Cross Shelter Managers will report their shelter status to the EOC daily. Shelter
Managers at City-managed sites will report shelter status to the Mass Care Branch
Director at the EOC (if open) once every 24 hours after the midnight count is completed.
The shelter status report will include, at a minimum, the following information for each
shelter:
Shelter site name
Location (street name, number, cross street, ZIP code)
Estimated capacity
Number of people sheltered (sleeping over) during reporting period
Total number of people sheltered to date
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Number of new registrations during the reporting period (normally the last 24
hours)
Shelter Manager’s name
Phone number, radio frequency, or other contact method
Current facility status (open, closed, stand-by)
Meals fed in past 24 hours
Animal shelter co-located. (yes/no)
Summary of critical support needs, including functional resource needs
If a shelter nears maximum capacity, the shelter will notify the Mass Care Branch Director
of “full” status. The Shelter Manager, in coordination with the onsite DAFN Coordinator,
will also provide the Daily Shelter ADA Checklist directly to the DAFN Technical
Specialist. This information includes accessibility barriers and affiliated corrective actions,
resource requirements for people with disabilities and others with access and functional
needs, and unmet needs reflecting the same.
Health and Medical Services
Individuals in mass care settings may require support for health and medical needs. In
City-operated shelters, when necessary, contract medical staff (e.g., registered nurses)
will provide and/or coordinate access to medical services for individuals with medical
needs or those who require medical assistance related to FNSS. Health and Medical
services will be conducted in a designated area of the shelter. This may include such
things as ensuring prescriptions are filled, medication administration, minor wound care,
oxygen oversight, etc. When necessary, such as during large scale sheltering operations,
City Emergency Medical Services (EMS) may assign an EMS unit to assist with
evaluating and/or assessing individuals experiencing acute onset of signs/symptoms of
illness. If an EMS unit is not assigned, 9-1-1 will be contacted. When necessary, DME
and/or CMS will be provided to individuals impacted by the disaster. The provision of DME
and CMS will be coordinated through the City EOC in City-operated shelters. To meet
DME and CMS needs, the City will use cached resources, utilize existing vendor
contracts, or purchase equipment or supplies from local vendors. For more information
about standard EOC logistical processes, see ESF #7: Resource Support Annex.
In Red Cross managed shelters and when available, Red Cross volunteers will provide
basic first aid and coordinate access to medical services, serving only within the limits of
their license and levels of comfort. The acquisition of DME and/or CMS will follow
standard Red Cross processes, first using resources in the local Phoenix-area Red Cross
caches, then partner organizations. Regardless of EOC activation, the Red Cross may
request through City OEM any DME, CMS, or other supplies, services, and/or equipment
to ensure the inclusion, safety, and independence of people with disabilities and others
with access and functional needs.
Behavioral Health Services
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Mercy Care is the Regional Behavioral Health Authority (RBHA) for Maricopa County and
will coordinate the mental and behavioral health needs for City-run shelters in
coordination with the Mass Care Branch in the City EOC. Mercy Care behavioral health
resources include mobile behavioral health and crisis response teams. The Red Cross
will coordinate behavioral health resources for Red Cross shelters using internal
resources and will be supported by Mercy Care as needed.
The City of Phoenix Fire Department Community Assistance Program (CAP) can also be
available to provide crisis intervention, victim advocacy, accessible transportation
assistance and behavioral health services. The CAP program collaborates with external
partners to provide comprehensive care.
Public Health
The City of Phoenix Office of Public Health will be lead facilitator for overseeing public
health services as part of the shelter operations. The Office of Public Health will work
directly with the Maricopa County Department of Public Health (MCDPH), which is one of
many strategic partners for the provision of public health services. During shelter
operations, MCDPH provides disease surveillance and directs the implementation of any
control or preventative measures. In addition, during any shelter operations that involves
feeding services, the Office of Public Health will coordinate with the Maricopa County
Environmental Services Department (MCESD) to ensure that the required inspections are
completed.
Reunification
The Red Cross ARC still maintains Reunification services through their 1-800 line, during
any disaster event concerned individuals can call into 1-800-Red-Cross to report a
reunification need.
If an unaccompanied minor is identified in a shelter, staff will assume temporary care and
immediately escort the minor to an access-controlled, highly visible shelter location for
ongoing monitoring and safeguarding until reunification with a legal parent and/or
caregiver. Additionally, the Shelter Manager will notify the EOC Mass Care Branch to
coordinate with the Law Enforcement Branch.
Animal Health and Sheltering
Household Pets
The Arizona Humane Society is the lead agency on sheltering household pets. It has
developed pet shelter plans to support the provisions outlined in the Pets Evacuation and
Transportation Standards (PETS) Act of 2006. In coordination with the Red Cross, every
effort will be made to co-locate pet and human shelters.
Service Animals and Emotional Support Animals
Service animals who accompany shelter residents will be allowed into the shelter and
must be allowed to always stay with their owners. Per the ADA, service animals are dogs
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or miniature horses that have been trained to perform tasks for people with disabilities.
Under the ADA, service animals must be harnessed, leashed, or tethered, unless these
devices interfere with the service animal’s work or the individual’s disability prevents the
use of these devices. In that case, the individual must maintain control of the animal
through voice, signal, or other effective controls. A service animal will be permitted to
accompany its handler anywhere other members of the public are permitted to go,
including areas where food is served and most areas where medical care is provided.
People with service animals may arrive at the shelter without the necessary supplies (e.g.,
dog food, leashes, food bowls, etc.) Shelter staff will address the needs like other
resource gaps. Shelter staff will work to provide the service animal with the necessary
supplies using existing resources and, when necessary, will submit a resource request to
the City EOC Mass Care Branch. Additionally, shelter staff will establish a relief area in
an accessible location. The Shelter DAFN Coordinator will ensure the needs of people
with service animals are addressed and may coordinate the provision of these resources
if necessary.
Allergies and fear of animals are not valid reasons for denying access or refusing service
to people using service animals. When a person who is allergic to dog dander or other
animal dander and a person who uses a service animal must spend time in the same
room or facility, such as at a general population shelter, they both will be accommodated
by assignment, if possible, to different locations within the room or different rooms in the
facility.
An emotional support animal is a companion animal that provides therapeutic benefit,
such as alleviating or mitigating some symptoms of the disability, to an individual with a
mental or psychiatric disability. Emotional support animals typically include dogs and cats,
but this may include other animals. To be prescribed an emotional support animal by a
physician or other medical professional, the person seeking such an animal must have a
verifiable disability. To be afforded protection under United States federal law, a person
must meet the federal definition of disability and must have a note from a physician or
other medical professional stating that the person has that disability and that the
emotional support animal provides a benefit for the individual with the disability. An animal
does not need specific training to become an emotional support animal.
In the United States, federal protection against housing discrimination is afforded to
mentally disabled persons under two federal statutes: Section 504 of the Rehabilitation
(Section 504) and the Federal Fair Housing Amendments Act of 1988 (FHAA). These
statutes, and the corresponding case law, create the general rule that a landlord cannot
discriminate against disabled persons in housing, and if a reasonable accommodation will
enable a disabled person to equally enjoy and use the rental unit, the landlord must
provide the accommodation. Persons with disabilities may request a reasonable
accommodation, such as a waiver of a "no pets policy," for any assistance animal,
including an emotional support animal, under both the FHAA and Section 504. The City
of Phoenix’s position on emotional support animals is to treat them as the equivalent of
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service animals in that they must be harnessed, leashed, or tethered, or under the control
of their handler, and must be housebroken. However, unlike service animals, emotional
support animals will not be limited to dogs and cats. The admittance of emotional support
animals other than dogs or cats will be made on a case-by-case basis by the Shelter
Manager.
A service animal or emotional support animal will be excluded from a shelter if its behavior
is a direct threat to the health and/or safety of people and the handler does not take
effective action to control it and/or the animal is not housebroken. In the event this occurs,
shelter staff will provide the person with a disability or access and functional need the
opportunity to obtain goods and/or services without the animal’s presence.
Case Management
Personal and family disaster information will be collected at the shelter or at sites such as
Community Assistance Center (CAC). Red Cross and HSD case managers will assist
residents in shelters throughout the sheltering support process; as transition to recovery
occurs, emphasis on these support services increases. Disaster survivors may need
assistance working with online resources, telephone accessed services, Federal Disaster
Recovery Centers (DRCs), Red Cross’s reunification programs, and access to Long-Term
Recovery Group (LTRG) services/programs.
Coordination with the Federal Emergency Management Agency (FEMA) Voluntary
Agency Liaisons (VALs) will be critical during transition to recovery. During a declared
event, FEMA (through the VALs) will set up programs that help the community recover
through available federal programs. As transition to recovery occurs, shelters close, and
programs are reduced, dependence on accessing the federal programs may increase.
Directing disaster victims to the federal programs through public education and other
voluntary organizations will be a key role in transition to recovery.
Demobilization of Shelters
Shelters will remain operational until such time that the community has recovered and is
able to accept residents back into individual housing or until shelter residents have
secured alternate temporary housing. The demobilization of shelters is the responsibility
of the Red Cross and HSD and will be coordinated back through the Mass Care Branch,
Red Cross, and the EOC. Resources and assets assigned to shelters will be returned to
their respective owners, contracts will be closed out, and documentation will be filed with
each respective agency/organization.
Organization and Assignment of Responsibilities
Primary City Department(s)
Equal Opportunity Department (EOD)
EOD serves as a Primary City Department for sheltering by doing the following tasks:
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□ Provide the Disability and Access and Functional Needs (DAFN) Coordinator to
shelters and DAFN Technical Specialist to support the Emergency Operations
Center (EOC) when activated for mass care operations.
Human Services Department (HSD)
HSD serves as a Primary City Department for sheltering by doing the following tasks:
□ Provide emergency shelter operations for disaster victims. Utilize facilities that
have a completed shelter assessment on file. If no pre-assessed facilities are
available, coordinate with OEM, Red Cross, PRD, and EOD to ensure the
completion of the quick shelter survey prior to the opening of the shelter.
□ If necessary, coordinate with OEM and if activated, the EOC if the need for
temporary sheltering facilities arise. Coordinate with lead and support departments
to provide mass care services, food, water, mobile kitchens, and personnel to
support mass care needs.
□ Upon opening, the Shelter Manager will request a Disability Access and Functional
Needs (DAFN) Coordinator for the shelter.
□ Provide personnel to staff the shelter.
Office of Emergency Management (OEM)
OEM serves as a Primary City Department for sheltering by doing the following tasks:
□ Activate Emergency Operations Center (EOC) as appropriate.
□ Coordinate with the Human Services Department, Finance Department and, if
activated, the EOC to ensure feeding services have been provided to disaster
victims and emergency workers at activated shelter locations.
□ Coordinate with the American Red Cross (ARC), HSD, the Office of Public Health,
the Office of Heat Response and Mitigation, the Office of Homeless Solutions and
the City of Phoenix Parks and Recreation Department, as appropriate, to identify
appropriate shelter locations.
□ Coordinate with Arizona Humane Society and Maricopa County Animal Care and
Control to identify animal shelter locations.
□ Support mass care operations by filling resource requests for supplies and
equipment, including functional needs support services.
Parks and Recreation Department (PRD)
PRD serves as a Primary City Department for sheltering by doing the following tasks:
□ In coordination with HSD, OEM, and the American Red Cross, conduct
accessibility assessments of shelter facilities using the Department of Justice
(DOJ): ADA Checklist for Emergency Shelters.
□ If available and approved by City Manager’s Office, open and staff designated city
facilities for Red Cross Shelter operations, per established agreement, or for City
shelter operations.
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□ Provide personnel to staff the shelter.
Supporting City Departments
City Manager’s Office (CMO)
CMO supports sheltering by doing the following tasks:
□ Request additional staff from City departments to fill vacant shelter staffing
positions.
Community Assistance Program (CAP)
CAP supports sheltering by doing the following tasks:
□ Provide crisis intervention for shelter residents, as needed.
Community Emergency Response Team (CERT)
CERT serves as a Support Entity for emergency sheltering by performing the following
tasks:
□ Assist with shelter setup and organization under the direction of authorized shelter
management personnel.
□ Support shelter registration processes by helping shelter residents complete intake
forms and directing them to appropriate areas within the facility.
□ Assist with meal distribution and feeding operations for shelter residents under the
guidance of designated feeding coordinators.
□ Provide emotional support and basic crisis intervention for shelter residents
experiencing stress or anxiety.
Communications Office (COM)
COM supports sheltering by doing the following tasks:
□ If requested, send representatives to the EOC.
□ Provide public information as needed through all available media, ensuring
accessible messaging.
□ Establish a Joint Information System (JIS) and Joint Information Center (JIC) as
needed to support the EOC and on-site Incident Command with public information
processes.
□ Coordinate messaging from involved departments to ensure consistency.
□ Submit an After-Action Report to the City Manager’s office through OEM.
Housing Department (HOU)
HOU supports sheltering by doing the following tasks:
□ Coordinate with the EOC regarding housing needs and issues of residents in city-
owned properties.
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□ Provide personnel to staff the shelter.
Neighborhood Services Department (NSD)
NSD supports sheltering by doing the following tasks:
□ Assist Public Information Office with the distribution of public information related to
shelter locations and other mass care activities.
Office of Public Health (OPH)
OPH supports sheltering by doing the following tasks:
□ If requested, send representatives to the EOC.
□ Support planning and operation functions and inform and direct public health
strategies.
□ Support the implementation of strategies related to disease monitoring and
reporting.
□ Assist in the assessment of potential mass care locations, including shelters, and
cooling centers.
□ Support public health communication and information strategies.
□ Coordinate with outside agencies including MCDPH, AHCCCS, and MCESD and
Regional Behavioral Health Authority.
Phoenix Convention Center (PCC)
PCC supports sheltering by doing the following tasks:
□ In coordination with HSD, OEM, and the American Red Cross, conduct
accessibility assessments of shelter facilities using the Department of Justice
(DOJ): ADA Checklist for Emergency Shelters.
□ If available and approved by City Manager’s Office, open and staff designated city
facilities for Red Cross Shelter operations, per established agreement, or for City
shelter operations.
Phoenix Fire Department (PFD)
PFD supports sheltering by doing the following tasks:
□ Determine if decontamination of evacuees prior to shelter entrance is needed and
provide resources and oversight in the decontamination process.
□ Establish and provide a transportation sector to manage and track emergency
transportation until a medical coordinator is available.
Phoenix Police Department (PPD)
PPD supports sheltering by doing the following tasks:
□ Provide security and traffic direction as needed for shelter facilities.
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□ Coordinate with contract security staff to provide security and traffic direction as
needed.
□ Support and coordinate care for unaccompanied children at activated shelters,
Public Transit Department (PTD)
PTD supports sheltering by doing the following tasks:
□ Provide and coordinate the use of transit buses and personnel necessary to
support mass care operations.
All City Departments
All City departments support sheltering by doing the following tasks:
□ Provide personnel to staff shelters as requested by the City Manager’s Office.
Strategic Partners
County
Maricopa County Animal Care and Control
Maricopa County Animal Care and Control supports the City of Phoenix by doing the
following:
□ Implement plans to provide relief to domestic animals, search for their owners, and
make provisions for their care and sheltering while their owners are in congregate
shelters or reception centers.
□ Work with partners to develop procedures for the collection, housing, and care of
unclaimed household pets and eventual reunification with their owners if possible.
Livestock issues will be coordinated through ESF #11: Agriculture and Natural
Resources and the Arizona Department of Agriculture via the State Emergency
Response and Recovery Plan (SERRP).
Maricopa County Department of Emergency Management (MCDEM)
Maricopa County Department of Emergency Management (MCDEM) supports the City of
Phoenix by doing the following:
□ Serve as primary agency for ESF #6 for Maricopa County.
Maricopa County Environmental Services Department
Maricopa County Environmental Services Department supports the City of Phoenix by
doing the following:
□ Conduct sanitation inspections.
□ Review public health needs inspection and report.
Maricopa County Department of Public Health (MCDPH)
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MCDPH supports the City of Phoenix by doing the following:
□ Monitor for disease outbreaks and other health-related problems among shelter
residents.
□ Conduct epidemiologic investigations as appropriate.
□ Facilitate and support shelter residents’ access to pharmaceuticals.
□ Coordinate request to the Arizona Department of Health Services (ADHS) Bureau
of Behavior Health for the activation of the Statewide Contract.
□ Facilitate access to behavioral health services by requesting the activation of
statewide behavioral health contract and/or agreement with Mercy Maricopa.
State
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of recovery operations.
□ Maintain a cache of shelter support equipment, including accessible durable
medical equipment (DME) and supplies for use during shelter operations
Arizona Department of Health Services (ADHS)
ADHS supports the City of Phoenix by doing the following:
□ Maintain a cache of shelter support equipment, including accessible durable
medical equipment (DME) and supplies for use during shelter operations.
□ Activate the Regional Behavioral Health Authority (RBHA) to respond and support
those with behavioral health needs.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC the City of Phoenix by doing the following:
□ Participate in drills and exercises to evaluate mass care and shelter response
capabilities, as well as the evacuation and care of the whole community
□ Comply with all applicable federal, state, and local laws in their shelter, feeding,
and other operations.
□ Coordinate with primary department to provide mass care services, food, water,
and personnel to support mass care needs.
□ With the assistance of Maricopa County Animal Care and Control and the Arizona
Humane Society, will collaborate and support the provisions outlined in the Pets
Evacuation and Transportation Standards (PETS) Act of 2006. Will ensure
providing for the care of household pets of individuals at Red Cross shelters and
ensure the inclusion of authorized service animals within the general shelter
operation.
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□ Shelter facility surveys will be conducted for all shelters in the county, with results
entered by the Red Cross into the National Shelter System database and updated
annually for those identified as “preferred” or “key” shelter locations.
□ Maintain a cache of shelter support equipment, including accessible DME and
supplies for use during shelter operations.
□ Facilitate the use of shelter support equipment from the DEMA and ADHS caches
to support Red Cross shelter operations when necessary.
□ Establish a disaster welfare tracking system for disaster victims registering at local
authorized shelters.
□ Prepare for potential evacuations and care of the whole community.
□ Participate in drills and exercises to evaluate mass care and shelter response
capability, as well as evacuation and care of the whole community.
The Salvation Army
The Salvation Army supports the City of Phoenix by doing the following:
□ Provide food, water, mobile kitchens, and personnel to support mass care needs.
□ Provide financial counseling, food boxes, bedding, lodging, clean-up kits, and other
assistance needs.
□ Provide emotional and spiritual care.
□ Prepare for potential evacuation and care of the whole community.
□ Participate in drills and exercises to evaluate mass care and shelter response
capability, as well as the evacuation and care of the whole community.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Americans with Disabilities Act of 1990, as amended.
Bill Summary & Status, 109th Congress (2005–2006), S. AMDT.4615. Library of
Congress.
DOJ Chapter 7 Addendum 3: ADA Checklist for Emergency Shelters.
FEMA Guidance on Integration of Functional Needs Support Services for General
Population Shelters.
FEMA Comprehensive Preparedness Guide (CPG) 101, Developing and
Maintaining Emergency Operations Plans.
FEMA, Guide for All-Hazard Emergency Operations Planning (State and Local
Guide (SLG 101).
Homeland Security Presidential Directive-5 (HSPD-5).
Mass Evacuation Incident Annex to the National Response Framework.
Department of Homeland Security.
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National Incident Management System.
National Infrastructure and Protection Plan.
National Response Framework. Department of Homeland Security.
Pets Evacuation and Transportation Standards Act of 2006
Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-
288, November 1988, amended April 2013.
U.S. DOT Emergency Response Guidebook
State
Arizona Revised Statute (A.R.S.) §9-500.44. Communications: accessibility;
emergency response interpreters.
A.R.S. § 11-269.25. Communications; accessibility; emergency response
interpreters.
A.R.S. § 13-3102.01. Storage of deadly weapons
A.R.S. § 41-5202. Communications; accessibility; emergency response
interpreters.
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Evacuation Strategy Plan, Report, July 2004.
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix Emergency Operations Plan (EOP)
o Emergency Support Function (ESF) #6: Mass Care Annex
City of Phoenix Communications Department Emergency Operations Plan, 2016
City of Phoenix Contract #: 147846-0 – Cooperative Agreement Between the City
of Phoenix and Arizona Interpreting Service, Inc.
City of Phoenix Shelter Assessment Standard Operating Procedure
City of Phoenix Transportation Coordination Standard Operating Procedure
Other
Web Content Accessibility Guidelines (WCAG).
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Volunteer Management Support Annex
Key Response Agencies
Primary City
Departments
Volunteer PHX - City Manager’s Office (CMO)
Supporting City
Departments
Communications Office (COM)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health
Private Sector and Community-Based Organizations
American Red Cross (ARC)
Hands-On Greater Phoenix
The Salvation Army
Introduction
Purpose
The Volunteer Management Annex was designed to coordinate the application of
resources during times of disaster. It does not direct any individual or private community
volunteer organizations’ policies concerning gifts or donations. Individual organizations
will operate under their own administrative protocols.
Scope
The City of Phoenix recognizes that disasters, especially those occurring with little or no
warning, create a need to coordinate donations of goods, money, and volunteer/voluntary
services. When circumstances warrant, a united and cooperative effort by private
voluntary organizations, volunteer groups, and the donor community is necessary for the
successful management of donations campaigns and relief supplies.
This annex was designed to coordinate the application of resources during times of
disaster. It does not direct any individual or private community volunteer organizations’
policies concerning gifts or donations. Individual organizations will operate under their
own administrative protocols.
The City of Phoenix encourages involvement in government through volunteerism. Many
department services are enhanced and provided with great cost savings because of the
time and talent generously given by Phoenix community members.
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More than 20,000 volunteers improve the community by participating in volunteer
programs sponsored by departments citywide. The citywide Volunteer PHX Office, a
function of the City Manager’s Office, is responsible for working with all City departments
to help promote the department’s volunteer programs, recruit volunteers, secure
additional resources, and streamline policies and procedures. Volunteer liaisons in each
department are responsible for the coordination of day-to-day operations with volunteers.
A wide variety of service opportunities exist for individuals and groups. Volunteer service
enables the City to improve the lives of its community members by providing essential
services and desired amenities, as well as to foster civic engagement through service.
During disasters of all sizes, the public and organizations not trained in disaster response
or affiliated with a community group prior to an incident will spontaneously offer their time
and skills in response to the emergency. These spontaneous volunteers and
organizations are often incorporated into response efforts. This section outlines the
procedures for utilizing spontaneous, unaffiliated volunteers and organizations during an
emergency. If the situation allows, the procedures may be activated before the
emergency occurs.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Per Phoenix City Code Chapter 2-27 (Background checks; fingerprints), “each
current and prospective City employee, contract employee and volunteer who is
required or allowed as a condition of employment to provide services directly to
children or vulnerable adults shall submit a full set of fingerprints to the City to
conduct a criminal background check for the purpose of determining whether the
person has been convicted of a crime that bears upon the person’s fitness to have
responsibility for the safety and well-being of children and vulnerable adults.”
Situation
The City of Phoenix will receive many offers of assistance of human resources from
community groups and volunteer departments in response to emergencies. Those
volunteer departments that are normally involved in disaster response have been
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requested to incorporate those individuals and organizations that wish to spontaneously
volunteer into their department’s programs.
Planning Assumptions
Local departments will perform tasks under their own authority, as applicable, and
coordinate these tasks with the City of Phoenix.
Most volunteers who offer to help will be affiliated with a local community
department or organization.
All printed educational materials produced to support this annex for distribution to
the public will be available in accessible formats.
Volunteers and service program members who have pre-disaster training and are
affiliated with a government agency or non-government organization such as the
American Red Cross (ARC) will report to their respective agencies or organizations
at the time of a disaster.
Spontaneous, unaffiliated volunteers will need to be effectively coordinated. If not
effectively managed, spontaneous volunteers can prove detrimental to relief
efforts. Spontaneous, unaffiliated volunteers arriving at a disaster site can jam
distribution channels, overwhelm government and voluntary agencies, and
interfere with response and recovery efforts.
An incident may cause disruption to the City of Phoenix’s critical infrastructure,
including energy, technological communication failures, road damage to major
thoroughfares, and public safety hazards. Volunteer coordination may be hindered
for at least 24-48 hours after an incident.
This annex does not supersede the plans, policies, or procedures of voluntary
organizations, nor does it affect offers of donations/volunteer assistance directly to
specific voluntary agencies.
Concept of Operations
General
This plan does not supersede any policies regarding the City of Phoenix volunteer
management procedures.
The Volunteer PHX Office will assume overall responsibility for coordinating City
volunteer resources during an emergency or disaster event. In close cooperation with the
Phoenix Emergency Operations Center (EOC), the Chief Service Officer, the function
head managing the National Service and Volunteer PHX Office under the City Manager’s
Officer, will serve as the Volunteer Program Manager.
The Volunteer PHX Office, in coordination with the Phoenix EOC, will open and operate
a Volunteer Reception Center that will register and assign spontaneous volunteers and
organizations. Support organizations include, but are not limited to:
Maricopa County Community Organizations Active in Disaster (MCCOAD)
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Maricopa County Public Health – Medical Reserve Corps
Member organizations of the Arizona Voluntary Organizations Active in Disaster
(AZVOAD).
Fire Department Community Emergency Response Team (CERT) Volunteers and
Police Department Citizens Offering Police Support (COPS) volunteers.
Hands-On Greater Phoenix through the Maricopa County Department of
Emergency Management (MCDEM).
All spontaneous volunteers will be directed to Hands-On Greater Phoenix, a nonprofit
organization that coordinates with other community-based organizations to identify where
volunteers are needed most. Once volunteers are registered and credentialed to the
greatest extent possible, Hands-On Greater Phoenix will refer them to one of the
community-based organizations involved in the response. Hands-On Greater Phoenix
will manage all partnerships with other community-based organizations prior to and during
the disaster response. Partner community organizations that receive the volunteers will
manage their own just-in-time training, background check (if applicable), and identification
processes.
The location of the volunteer reception center and any other important volunteer-related
information will be distributed through established public information channels, including
City social media sites, websites, and press releases. For more information about the
City’s plans to distribute public information see ESF #15: External Affairs Annex.
Volunteers duly enrolled or registered for services in a local emergency, state of
emergency, or state of war emergency in carrying out, complying with, or attempting to
comply with, any regulations issued pursuant to Arizona Revised Statute Title 26, Chapter
2 or any local ordinance, or performing any of their authorized functions or duties, or
training for the performance of their authorized functions or duties, shall have the same
degree of responsibility for their actions and enjoy the same immunities as officers and
employees of the state and its political subdivisions performing similar work.
Organization and Assignment of Responsibilities
Primary City Department(s)
Volunteer PHX - City Manager’s Office (CMO)
The Volunteer PHX Chief Service Officer leads City volunteer management by doing the
following tasks:
□ Coordinate the operation of Volunteer Reception Centers (VRC).
□ Coordinate with local and state Volunteer Coordinating Teams .
□ Coordinate with the City Public Information Officer (PIO) on public service
announcements, press releases, and other media-related support.
□ Monitor feedback from incoming volunteers.
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Supporting City Departments
Communications Office (COM)
COM supports City volunteer management by doing the following:
□ Disseminate information about volunteering in Phoenix using the established
accessible public information sharing procedures.
Phoenix Fire Department (PFD)
PFD supports City volunteer management by doing the following:
□ Provide coordination for activation of Community Emergency Response Team
(CERT) volunteers if requested.
□ Provide coordination for activation of the PFD’s Crisis Response Team if
requested.
Phoenix Police Department (PPD)
PPD supports City volunteer management by doing the following:
□ Coordinate the activation of Citizens Offering Police Support (COPS) volunteers if
requested.
Strategic Partners
County
Maricopa Department of Emergency Management (MCDEM)
MCDEM supports volunteer management for the City of Phoenix by doing the following:
□ Assume overall responsibility for coordinating county volunteer resources during
emergency/disaster response operations.
□ In close cooperation and with the support of the City of Phoenix, serve as the
Primary Agency to open and operate Volunteer Reception Centers that register
and assign spontaneous volunteers and organizations.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
American Red Cross (ARC) supports volunteer management for the City of Phoenix by
doing the following:
□ Prepare, train, and exercise with established volunteer base.
□ Coordinate use of Red Cross volunteers.
□ Credential and provide just-in-time training to spontaneous volunteers.
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Hands-On Greater Phoenix
Hands-On Greater Phoenix supports volunteer management for the City of Phoenix by
doing the following:
□ Support and staff a volunteer reception center.
The Salvation Army
The Salvation Army supports volunteer management for the City of Phoenix by doing the
following:
□ Prepare, train, and exercise with established volunteer base.
□ Coordinate use of volunteers.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Disaster Recovery Framework
National Response Framework
State
Arizona Revised Statute (A.R.S.) §9-500.44. Communications: accessibility;
emergency response interpreters.
A.R.S. § 11-269.25. Communications; accessibility; emergency response
interpreters.
A.R.S. § 26-308. Military Affairs and Emergency Management, Chapter 2, Article
1.
A.R.S. § 41-1758.01. Fingerprinting division; powers and duties.
A.R.S. § 41-5202. Communications; accessibility; emergency response
interpreters.
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Operations Plan (EOP)
o Annex B: Volunteer and Donations Management
City of Phoenix
City of Phoenix Emergency Operations Plan (EOP)
o Basic Plan
City of Phoenix Contract #: 147846-0 – Cooperative Agreement Between the City
of Phoenix and Arizona Interpreting Service, Inc.
Phoenix City Code Chapter 2-27: Background checks; fingerprints.
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Other
Web Content Accessibility Guidelines (WCAG)
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Incident Annexes: An Overview
Introduction
Purpose
While this EOP has been developed as an all-hazards planning document some hazards
may require unique considerations. To that end, the Incident Annexes supplement the
basic plan to identify critical tasks particular to specific natural, technological, and human
caused hazards. The Incident Annexes identify more detailed actions for each hazard
through the pre-incident, response, and recovery phases of an incident.
Incident Annex List
Incident Annex Name
Air Quality Incident Annex
Civil Disturbances Incident Annex
Common Carrier Incident Annex
Cyber Incident Annex
Electrical Power Outages Incident Annex
Excessive Heat Emergencies Incident Annex
Fire and Explosions Incident Annex
Mass Fatality Incident Annex
Palo Verde Generating Station (PVGS) Incident Annex
Pandemic or High Consequence Infectious Disease (HCID) Incident Annex
Severe Weather and Floods Incident Annex
Sky Harbor Incident Annex
Terrorism and Chemical, Biological, Radiological, Nuclear, and Explosives (CBRNE)
Incident Annex
Organization and Assignment of Responsibilities
Primary City Departments
A Primary City Department is a City entity with significant authorities, roles, resources, or
capabilities during an incident. Incident annexes may have multiple primary agencies, and
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the specific responsibilities of those agencies are articulated within the relevant Incident
Annex.
Supporting City Departments
Supporting City Departments are those City entities with specific capabilities or resources
that support the primary agency during an incident.
Strategic Partners
Strategic Partners are agencies outside of the City of Phoenix; these partners may
include, but are not limited to, other government partners, non-profit organizations,
Voluntary Organizations Active in Disaster (VOADs), community groups, and
public/private-sector entities with specific capabilities or resources that support the
primary agency in executing the mission.
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Air Quality Incident Annex
Key Response Agencies
Primary City
Departments
Office of Emergency Management (OEM)
Office of Environmental Programs (OEP)
Phoenix Fire Department (PFD)
Supporting City
Departments
Office of Emergency Management (OEM)
Office of Public Health (OPH)
City Manager’s Office (CMO)
All City Departments
Strategic
Partners
County
Maricopa County Air Quality Department (MCAQD)
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Environmental Quality (ADEQ)
Introduction
Purpose
The purpose of this hazard-specific annex is to ensure City conformance with Arizona
Revised Statutes during a declared Air Quality Emergency.
Scope
This annex applies to all City departments. All City departments are responsible for
maintaining Continuity of Operations (COOP) plans.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
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Situation
The City of Phoenix, along with the surrounding metropolitan area, has been designated
as nonattainment for several criteria air pollutants by the U.S. Environmental Protection
Agency (EPA). The area is in serious nonattainment for particulate matter less than 10
microns (PM10), moderate nonattainment for ozone (which may be downgraded to
serious), and is in the process of being classified as nonattainment for particulate matter
less than 2.5 microns (PM2.5). The area is in attainment for the remaining criteria air
pollutants: carbon monoxide (CO), lead, nitrogen dioxide (NO2), and sulfur dioxide (SO2).
Ozone is most likely to reach an unhealthy level on calm days during the summer when
the temperature is warm and there is an abundance of sunlight. PM10 can reach an
unhealthy level at any time of the year during high wind conditions. However, it is more
likely during the summer monsoon season between June 15th and September 30th during
dust storms. PM2.5 is most likely to reach an unhealthful level on calm days during the
winter, when a temperature inversion forms that traps cold air and pollutants near the
surface combined with an increase in woodburning and/or fireworks, which is most
commonly leading up to and after the following holidays: Christmas Eve, Christmas Day,
New Years Eve, New Years Day, and Fourth of July.
The Maricopa County Air Quality Department and the Arizona Department of Air Quality
(ADEQ) monitor six pollutants (ozone, PM10, PM2.5, CO, NO2, and SO2) daily. This
information is used by ADEQ to make daily forecasts of ozone, PM10, and PM2.5 levels
for the coming evening and the next day and issue High Pollution Advisories (HPA) when
levels are expected to exceed the federal health standard and cause potential health
impacts to the community.
Other localized air quality hazards are possible that would require an immediate
emergency response. These can include, but are not limited to, accidental hazardous gas
release, local wildfires, industrial fires, large windblown dust storms, volcanic ash
resulting from eruption of Northern Arizona, New Mexico, California or US Pacific West
volcanoes. These events will require localized emergency response and will likely also
impact residents.
Each incident is unique, and no two incidents would be identical so response will be
decided for each incident on a case-by-case basis. Factors may include expected
duration of the incident, the cause and contaminants involved in the incident, population
impacts, rate of spread of the incident, and meteorological parameters (wind speed and
direction, temperature, expected rainfall, etc.), and availability of equipment and response
personnel.
Under certain circumstances, the Governor may declare an Air Quality Emergency.
A.R.S. § 49-465(b) states: “If the Governor declares that an emergency exists, the
Governor shall prohibit, restrict or condition the employment schedules for employees of
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this state and its political subdivisions, and on a voluntary basis only, may encourage
private employers to develop similar work rules to restrict vehicle emissions during Air
Quality Emergencies. Any unscheduled leave that an employee of this state and its
political subdivisions is required to take because of this prohibition shall be leave with
pay.
Planning Assumptions
During a localized air quality emergency, the City of Phoenix Fire Department will
provide guidance on potential evacuation or emergency response in coordination
with ADEQ.
During a state air quality emergency, the Governor may also restrict work
schedules of government employees and encourage private employees to
participate in the limitations as well.
Under A.R.S. § 49-465(B), any unscheduled leave that the government employee
is required to take because of this prohibition shall be leave with pay.
Concept of Operations
General
The Maricopa County Air Quality Department or the Arizona Department of Environmental
Quality (ADEQ) will issue a High Air Pollution Advisory when air pollution in the
metropolitan area is forecast to reach a pre-determined level that exceeds the federal
health standard. Under such an advisory, the public is encouraged to eliminate activities
that contribute to air pollution (ex: encouraged to use public transit, fuel vehicles after
dark, avoid idling, etc.) and a mandatory residential wood burning restriction goes into
effect. During HPAs, use of leaf blowers is prohibited. Additionally, reducing trips and
carpooling is strongly encouraged through the Trip Reduction Program
If the threat to the public’s health appears to be significant, the Director of ADEQ may
recommend that the Governor declare an Air Quality Emergency. If the Governor concurs
with this recommendation, the Governor will declare an Air Quality Emergency and may
invoke a plan to release certain state and local government employees earlier in the day
to reduce the level of air pollution generated during the evening rush hour. For localized
air quality emergencies, such as chemical release or wildfires, the local Fire Department
may issue mandatory evacuations or limit access to specific areas in coordination with
ADEQ.
If the Governor declares an Air Quality Emergency and invokes the plan to release certain
government workers early, the Arizona Department of Emergency and Military Affairs
(DEMA) will notify the Maricopa County Department of Emergency Management
(MCDEM). MCDEM will then notify the City of Phoenix Office of Emergency Management
who will notify the City Mangers Office. and each of the communities in the non-attainment
area of the Governor's order.
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City Response to an Air Quality Emergency
The City Manager’s Office will notify elected officials and department directors. Each
department director will then call his/her reporting employees and request that they
implement their department Air Quality Emergency or Continuity of Operations (COOP)
plans.
As a general guideline, employees who are not responsible for protecting the health and
safety of the public are recommended to be sent home early when an Air Quality
Emergency is declared. Department directors will notify affected employees and direct
that they leave for home at staggered times.
Employees who leave early will be directed to drive directly home (unless they must pick
up children from day care or make stops for their carpools) and then remain home. In
addition, they will be asked, to the extent possible, to telework during the remaining work
hours.
To help prevent the possibility of another Air Quality Emergency the following day,
affected employees will be asked to carpool or ride the bus to work if possible. Employees
who sometimes telework may be asked to do so on the following day.
The City of Phoenix Emergency Operations Center (EOC) may or may not be activated
to accomplish the objectives to support an Air Quality Emergency incident.
Localized Air Quality Emergency
Localized Air Quality Emergencies that impact city residents will require coordination with
the City of Phoenix Fire Department and other supporting department as well as
communication with county and state agencies. These incidents also will require
immediate response to ensure the safety and well-being of the community. Emergency
response determination will be made by local officials in coordination with appropriate city
departments.
Monitoring may not be available depending on location and the air pollutant, other
situational criteria will need to be used to make response decisions. Considerations for
emergency response may include the hazardous characteristics of the pollutant released,
the quantity released, the wind speed and direction, the location of impacted vulnerable
populations, and topographic impacts.
The City of Phoenix Fire Department will identify boundaries for a “hot zone” for the
incident area and surrounding impacted areas. Response should be made to limit public
exposure and minimize the impact of hazardous air contaminants.
If evacuations are required, residents in the immediate area will be notified of the need to
evacuate. For more information on evacuations and emergency notifications see,
Emergency Public Warning Support Annex and the Population Protection Support Annex.
Personal Protective Equipment
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Personal Protective Equipment (PPE) needs will vary based on the type of Air Quality
Emergency and the corresponding air concern. Wildfire smoke and dust related
emergencies can utilize N95 masks and respirators to effectively mitigate health risks.
N95 masks are commonly used in response to Air Quality concerns and are easier for
residents to acquire and repurpose. However, other emergencies, such as those related
to chemical releases, will not be appropriate to use commonly available masks and there
is limited PPE available. In those cases, residents will have to be evacuated to areas
outside the hot zone.
Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Fire Department (PFD)
PFD leads the City's response to air quality incidents by doing the following tasks:
□ Assess the situation and coordinate with appropriate city departments and external
support agencies during the emergency response.
□ Provide evacuation orders based on situational need
□ Respond to potential fire danger and fire suppression
Office of Emergency Management (OEM)
OEM leads the City's response to Air Quality Emergencies by doing the following:
□ Activate Emergency Support Functions (ESFs) as needed.
□ Activate Emergency Operations Center (EOC) as appropriate.
□ Aid with accessing COOP plans to support operations.
Office of Environmental Programs (OEP)
OEP leads the City's response to Air Quality Emergencies by doing the following:
□ Monitor local air quality conditions in coordination with the Maricopa County Air
Quality Department and ADEQ.
□ Coordinate with regulatory agencies that provide technical expertise regarding air
pollution levels, potential health impacts, and recommended mitigation measures,
including the Arizona Department of Environmental Quality, Maricopa County,
and/or the Arizona Department of Health Services.
□ Assist in developing public messaging about air quality conditions, health risks,
and recommended actions. When HPA Days are anticipated and/or during
MCAQD’s winter season, Burn Cleaner, Burn Better Campaign OEP will increase
communication methods about how residents and employees can implement
behavior changes to reduce air pollution.
□ Advise the City Manager's Office on the environmental impacts of air quality
emergencies and recommended response actions.
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□ Maintain communication with regional and state environmental agencies during air
quality emergencies.
Supporting City Departments
City Manager’s Office (CMO)
The CMO supports the City's response to air quality incidents by doing the following tasks:
□ Notify elected officials and department directors about the Air Quality Emergency.
□ Review all pertinent City plans (e.g., Continuity of Operations (COOP), Continuity
of Government (COG) plans) that would support operations.
□ Determine which employees, if any, should leave early and/or remain at home the
following day.
□ Recommend actions to reduce the number of outside meetings (e.g., telephone
conference).
Office of Public Health (OPH)
OPH supports the City's response to Air Quality Emergencies by doing the following:
□ Assess potential public health impacts of air quality emergencies and provide
recommendations to City leadership.
□ Identify vulnerable populations at higher risk during air quality emergencies and
develop targeted outreach strategies.
□ Develop and distribute health advisories and educational materials regarding air
quality-related health risks.
□ In coordination with the City Human Resource Department’s Safety Officer,
provide guidance to City departments on appropriate protective measures for
employees during air quality incidents.
All City Departments
Directors from all City departments support air quality incident response by doing the
following:
□ Maintain a listing of department personnel who are subject to the provisions of the
Governor’s order.
□ Notify affected employees.
Strategic Partners
County
Maricopa County Air Quality Department (MCAQD)
Maricopa County Air Quality Department supports air quality incident response for the
City of Phoenix by doing the following:
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□ Issue a High Air Pollution Advisory when air pollution in the metropolitan area is
forecast to reach a pre-determined level.
Maricopa County Department of Emergency Management (MCDEM)
Maricopa County Department of Emergency Management (MCDEM) supports air quality
incident response for the City of Phoenix by doing the following:
□ Maintain communication with the City of Phoenix EOC if activated.
State
Arizona Department of Emergency and Military Affairs (DEMA)
Arizona Department of Emergency and Military Affairs (DEMA) supports air quality
incident response for the City of Phoenix by doing the following:
□ Maintain communication with the City of Phoenix EOC if activated.
Arizona Department of Environmental Quality (ADEQ)
Arizona Department of Environmental Quality (ADEQ) supports air quality incident
response for the City of Phoenix by doing the following:
□ Issue a High Air Pollution Advisory when air pollution in the metropolitan area is
forecast to reach a pre-determined level.
□ If the threat to the public’s health appears to be particularly serious, the Director of
ADEQ may recommend that the Governor declare an Air Quality Emergency.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Response Framework
State
Arizona Revised Statutes (A.R.S.) Section 49-465(b)
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
Continuity of Operations (COOP) Plans
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Civil Disturbances Incident Annex
Key Response Agencies
Primary City
Departments
Phoenix Police Department (PPD)
Supporting City
Departments
City Manager’s Office (CMO)
Communications Office (COM)
Equal Opportunity Department (EOD)
Human Services Department (HSD)
Law Department, City Attorney’s Office
Office of Emergency Management (OEM)
Phoenix Fire Department (PFD)
Phoenix Municipal Court (PMC)
Public Transit Department (PTD)
Public Works Department (PWD)
Street Transportation Department (STD)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Maricopa County Sheriff’s Office (MCSO)
State
Arizona National Guard (ANG)
Introduction
Purpose
The purpose of the Civil Disturbances Annex is to establish the procedures necessary to
restore law and order and to protect life and property in the event of a civil disturbance
within the City of Phoenix.
Scope
The Civil Disturbances Annex applies to all departments that have an identified role during
either a planned event) or a civil disturbance event within the City of Phoenix. The City of
Phoenix Police Department (PPD) shall serve as the primary agency for these types of
events and will receive support as identified within this annex and/or associated
statements of purpose (SOPs).
Policies
The following policies and authorities are currently in place:
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All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
Civil disturbances are organized or spontaneous group activities that disrupt the peace
and threaten life, health, property, or legally constituted authority. Civil disturbances have
occurred in nearby communities and may occur in the City of Phoenix with little or no
warning. Terrorist activities may take the form of or include civil disturbances.
For additional information on response to terrorism, see the Terrorism and CBRNE
Incident Annex.
The Phoenix Police Department (PPD), acting under direction of the City Manager, is
responsible for preserving the peace and suppression of any civil disturbances, including
demonstrations and unlawful acts ranging from passive disobedience to mass
insurrection within the incorporated boundaries of the City.
Upon declaration of a local emergency, the Mayor will govern the City by proclamation
pursuant to the Charter of the City of Phoenix, City Code Chapter 11.
Planning Assumptions
Civil disturbances can be accompanied by other criminal activities such as vandalism,
arson, looting, sabotage, sniping, or bomb threats. The PPD’s Emergency Alert and
Mobilization Plan provides for the eventual commitment of personnel and equipment from
the Police Department, the Maricopa County Sheriff's Office, the Arizona Department of
Public Safety, the Arizona National Guard, and other local police departments.
Well-organized guerrilla-type actions can be expected to be directed toward
governmental agencies, public utilities, or public transportation.
Civil disturbances can erupt from a peaceful gathering with little or no warning.
The major tactics by dissident elements in civil disturbances can be expected to
consist of vandalism, arson, bombing, looting, sabotage, and sniping.
People with disabilities and others with access and functional needs often rely
upon infrastructure for operation of durable medical equipment (DME) and familiar
routes of travel in daily routines. Debris on sidewalks and in roadways, as well as
appropriate signage, etc., may affect community members with vision and mobility
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impairments. Debris removal planning and accessible transportation routes will
include those considerations and routes as necessary.
Concept of Operations
General
The City Manager will assume control of all civil disturbance operations and will prescribe
responsibilities and operational procedures pertinent to each department and to
participating agencies.
The City of Phoenix Police Department (PPD) is responsible for preserving the peace,
suppressing civil disorder, and performing law enforcement functions in the City of
Phoenix. PPD is responsible for notifying City officials and authorized to provide mutual
aid support to the City upon request of the Mayor. Upon official declaration of a local
emergency, the Mayor assumes responsibility for actions taken to control civil
disturbances within the corporate limits of the City, including demonstrations and unlawful
acts ranging from passive disobedience to mass insurrection.
The plan will consist of two phases or conditions. Civil disturbances may spontaneously
occur during a planned peaceful event or may spontaneously occur due to a significant
event.
Phase I: Planned Event
Notification of a pending or active civil disturbance of a non-violent nature. Phase I is
designed to handle a partial commitment of resources to cope with the situation or to
prepare the organization for Phase II alert. PPD will be the responsible department for
initial execution of Phase I.
PPD officials shall:
Develop an Incident Action Plan (IAP) for the event.
Depending on the size and scope of the event, consider establishing an on-scene
command post.
Notify mutual aid partners of the event.
Monitor the event for developing situations.
Phase II: Civil Disturbance Occurrence
When the disturbance is serious enough to require the application of massive counter
measures or the situation becomes too critical for current resources to control, the
execution of Phase II will be at the direction of the City Manager. Upon declaration of a
local emergency, the Mayor will assume execution authority for further actions in this
phase.
Operational control and direction under Phase I are retained at pre-identified locations
within the proximity of the event as the Emergency Operations Center (EOC) is on stand-
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by. Situational awareness will be provided to elected government officials and the
Adjutant General of the Arizona National Guard (ANG).
The EOC will coordinate and provide overall direction under Phase II. The EOC will be
activated for direction and control of support departments and coordination of efforts.
Once City resources have been fully mobilized, notifications will commence to heads of
State government, the Adjutant General of the ANG, the Maricopa County Sheriff's Office
(MCSO), and other local law enforcement departments.
PPD will direct and control localized operations from the on-scene command post and
coordinate with other departments as necessary. All operations will be carried out using
National Incident Management System (NIMS) and Incident Command System (ICS).
See also Emergency Support Function (ESF) #13: Public Safety and Security Annex and
ESF #15: External Affairs Annex.
Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Police Department (PPD)
PPD serves as the Primary City Department for civil disturbances. PPD is tasked with
the following during response to such incidents:
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Initiate Phase I of this plan and notify the City Manager.
□ Coordinate with the City EOC’s Public Information Officer (PIO) or Joint
Information System (JIS) to warn the public of any potentially dangerous situations.
Public notification shall be inclusionary and accessible. In addition, door-to-door
notifications may be required, including flashlights, pictograms, and/or other
communications tools. See Emergency Public Warning Support Annex for more
information.
□ Collect and disseminate information and intelligence.
□ Coordinate with courts and the City Prosecutor for required initial court appearance
within 24 hours of arrest.
□ Establish and maintain close liaison with state, county, and local law enforcement
agencies.
□ Furnish liaison personnel to other departments as required.
□ Furnish a department PIO to supplement and coordinate official news releases
from the EOC PIO, utilizing the Press Conference Procedure Checklist as
guidance to ensure individuals with disabilities are not denied physical or
communication accommodations.
□ As appropriate, notify the Mayor and City Manager that Phase II should be initiated.
□ Identify and maintain a list of critical facilities that may be vulnerable to civil
disturbances.
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Supporting City Departments
City Manager’s Office (CMO)
The CMO supports City response to civil disturbance incidents through the following
tasks:
□ Control City resources in support of the operational mission.
□ Liaise and coordinate with state, local, and private organizations.
□ Notify City departments of the situation.
□ Initiate the emergency mobilization of resources.
□ Support ESF #13: Public Safety and Security operations at the EOC as required.
Communications Office (COM)
COM supports City response to civil disturbance incidents through the following tasks:
□ Obtain information about the civil disturbance from the PPD Public Information
Officer (PIO) and other sources.
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Equal Opportunity Department (EOD)
EOD supports City response to civil disturbance incidents through the following tasks:
□ Provide a Disabilities Access and Functional Needs (DAFN) Technical Specialist
to the City EOC to provide information and subject matter expertise to all EOC
sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
□ Coordinate with Maricopa County to support accessibility needs for individuals with
disabilities and others with access and functional needs.
Human Services Department (HSD)
HSD supports City response to civil disturbance incidents through the following tasks:
□ Establish contact with the City EOC and advise on community activity.
□ Keep lines of communications open with community leaders.
Law Department, City Attorney’s Office
The City’s Attorney’s Office supports City response to civil disturbance incidents through
the following tasks:
□ Advise on legal matters related to civil disturbances.
□ Have a representative present in the courts to authorize all City charges.
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□ Prepare emergency declarations and proclamations.
Office of Emergency Management (OEM)
OEM supports City response to civil disturbance incidents through the following tasks:
□ Activate ESF #13: Public Safety and Security and other ESFs as appropriate.
□ Activate the Emergency Operations Center (EOC) as appropriate.
□ Develop a schedule for staffing, supporting, and operating the EOC from activation
to stand-down.
Office of the Mayor and City Council
The Office of the Major and City Council supports civil disturbance incidents through the
following tasks:
□ Establish policy and issue emergency legislation and declarations in coordination
with the City Council.
□ Represent the City when negotiations take place with leaders of the civil
disturbance.
□ Request mutual aid support if the situation so dictates.
□ Be prepared to establish policy and pass emergency legislation as required to
suppress any civil disturbance or disorder affecting the City of Phoenix.
□ Meet with community leaders to negotiate differences, formulate accessible official
public relation releases, and request state assistance.
Phoenix Fire Department (PFD)
PFD supports civil disturbance incidents through the following tasks:
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate fire suppression strategy with the EOC and the command officer at the
scene during Phase II.
□ Coordinate dispatch policies with the EOC during Phase II.
□ Assume special assignments as determined by the Fire Department
representative at the EOC during Phase II.
□ Assign fire investigators in teams to coordinate activities with the Phoenix Police
Department (PPD) relating to arson.
Phoenix Municipal Court (PMC)
PMC supports civil disturbance incidents through the following tasks:
□ Expand court operations to expedite the processing of the increased number of
cases presented for hearing because of a civil disturbance.
□ Provide, if possible, a temporary accessible location where court functions will
occur.
□ Provide court clerical personnel to assist the City in preparing charges as required.
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Public Transit Department (PTD)
PTD supports civil disturbance incidents through the following tasks:
□ Alert department and contract personnel of hazardous conditions.
□ Coordinate with regional transit partners to include Valley Metro.
□ If requested, send liaison personnel to the EOC.
□ Direct the termination or redirection of public transportation services if the situation
warrants and as directed by the City Manager.
□ In coordination with the PPD, ensure the availability of personnel, material, and
equipment.
□ Assist other City departments as needed in the accomplishment of their
emergency functions, such as providing accessible transportation for cooling
stations, mass care shelters, community assistance centers, transporting
personnel, and evacuation. All school districts have a key resource in their
Americans with Disabilities (ADA)-compliant and wheelchair-capable school bus
fleets. In times of emergency, school districts will be called upon to provide these
vehicles through the Arizona Mutual Aid Compact (AZMAC) agreement to assist
the City with public evacuations and transportation support. The City will also
ensure accessible transportation for reentry/return operations.
□ Establish task priorities in coordination with the PFD and/or PPD.
□ Provide and coordinate the use of transit equipment and personnel needed in the
emergency area.
□ Provide accessible transportation to pre-designated accessible pick-up points to
transport individuals needing to evacuate as per department procedures.
□ Provide a department PIO to supplement and coordinate passenger information
press releases with the EOC PIO, utilizing the Press Conference Procedure
Checklist as guidance to ensure individuals with disabilities are not denied physical
or communication accommodations.
Public Works Department (PWD)
PWD supports civil disturbance incidents through the following tasks:
□ Provide domestic water by whatever means possible to areas in which normal
service has been disrupted.
Street Transportation Department (STD)
STD supports civil disturbance incidents through the following tasks:
□ Provide debris clearance to ensure accessible public right-of-way. Ensure debris
removal plan is communicated to the public using appropriate, inclusionary
methods and messaging.
□ Assist in providing barricades for riot control.
□ Maintain barricades affected by rioters when safe to do so.
□ Assist in traffic control and evacuation, as necessary.
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□ Coordinate debris clearance and removal on City roads, sidewalks, curb ramps,
landings, crosswalks, access ramps, street crossings, and other pedestrian access
routes to ensure accessible public rights-of-way.
□ Provide accommodations for transportation, current roadway, bridge, culvert,
traffic signals, and sign information.
□ Provide ongoing internal communications and coordination.
□ Activate approved traffic control plan.
□ Advise on closing and restricting of streets.
□ Coordinate with other departments, divisions, and agencies in selecting detour
routes.
□ Ensure alternative pedestrian circulation path requirements apply when
pedestrians are diverted off the existing pedestrian circulation path network due to
temporary closures.
□ Advise on traffic signal and sign matters.
Water Services Department (WSD)
WSD supports civil disturbance incidents through the following tasks:
□ Provide security at all water treatment plants, pumping stations, lift stations, and
reservoirs with the assistance of PPD and outside contractors as necessary.
□ Provide domestic water by whatever means possible to areas in which normal
service has been disrupted.
All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes. Strategic Partners
Strategic Partners
County
Maricopa County Sheriff’s Office (MCSO)
Maricopa County Sheriff’s Office (MCSO) supports civil disturbance incidents through the
following tasks:
□ When appropriate, support law enforcement response.
State
Arizona National Guard (ANG)
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Arizona National Guard (ANG) supports civil disturbance incidents through the following
tasks:
□ Deploy, as directed and following a formal requested through the State, the
National Guard Reaction Force for site security, roadblocks, and checkpoints,
and/or civil disturbance control to support law enforcement response
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Homeland Security Presidential Directives
o HSPD-5: Management of Domestic Incidents
Presidential Policy Directives
o PPD-8: Homeland Security
National Response Framework
State
Arizona Mutual Aid Compact (AZMAC)
Arizona State Emergency Response and Recovery Plan (SERRP)
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix Emergency Operations Plan (EOP)
o Terrorism and CBRNE Incident Annex
City of Phoenix Police Department (PPD) Operations Orders 9.3: Civil Disturbance
Response Plan
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Common Carrier Incident Annex
Key Response Agencies
Primary City
Departments
Phoenix Fire Department (PFD)
Supporting City
Departments
Aviation Department (AVN)
Phoenix Police Department (PPD)
Public Transit Department (PTD)
Public Works Department (PWD)
Street Transportation Department (STD)
All City Departments
Strategic
Partners
State
Arizona Department of Public Safety (DPS)
Federal
National Transportation Safety Board (NTSB)
Introduction
Purpose
The purpose of the Common Carrier Incident Annex is to ensure an effective and rapid
response to a common commercial carrier incident to minimize loss of life, expedite
recovery efforts and to provide appropriate control and security of the incident site.
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to a common carrier incident. Common
carrier incidents are categorized as aircraft, trucks, or buses and are covered separately.
For information specific to managing emergency incidents that may occur at Sky Harbor
International Airport, please see the Sky Harbor Incident Annex.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
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The general population includes people with disabilities and others with access
and functional needs.
Situation
Common carriers, defined as aircraft, trucks and buses, transport people and goods
above and through the City of Phoenix by air and roads. Regardless of their nature or
location, commercial carrier incidents can involve local, state, and federal agencies. Due
to this involvement and the immediacy of the control problem, it is imperative that City
officials be cognizant of their role as well as the responsibilities of other concerned
agencies.
Planning Assumptions
A common carrier incident may occur in the City of Phoenix involving an aircraft,
truck, bus, or other commercial vehicle.
There may be survivors requiring extrication, on-site treatment, and emergency
transportation. Secondary effects of fire and disruption of gas, water, and electrical
distribution in the immediate vicinity may occur. Hazardous materials (HAZMAT)
may be involved and appropriate HAZMAT response measures will have to be
taken. See ESF#10: Oil and Hazardous Materials Response Annex for additional
information.
It is possible a common carrier incident could necessitate activation of plans
around mass fatalities; for additional information on mass fatality incident
response, see the Mass Fatality Incident Annex.
Concept of Operations
General
Common carrier incidents are categorized below as aircraft, trucks, or buses and are
covered separately. Additional response procedures used in dealing with each category
are addressed. Phoenix Fire Department (PFD) and the Phoenix Police Department
(PPD) will direct and control from the on-scene command post and coordinate with other
departments as necessary. PFD will be responsible for notifying City officials. All
operations will be carried out using National Incident Management System (NIMS) and
Incident Command System (ICS).
Major issues that must be addressed will include accessible emergency warning
notifications, multiple injuries and fatalities, perimeter security and evacuation of those in
the immediate area. The on-scene Incident Commander may request activation of the
Emergency Operations Center (EOC) if additional support or resources are needed.
The EOC Manager will coordinate accessible transportation and shelters as needed.
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Aircraft Incidents
Central Arizona is in a zone of converging commercial, military, and general aviation
traffic. The proximity of Phoenix Sky Harbor International Airport and other nearby
airfields could require an emergency response to an aircraft incident.
If a crash site involves a military aircraft, the wreckage site may become, at the
responding military authority’s request, federal property until the site is released by that
authority. The military on-scene commander will assume on-scene responsibility.
Automatic and mutual aid agreements will be implemented as soon as it is apparent that
effective response to the disaster will be beyond the capability of City resources and/or if
the crash site is near or crosses jurisdictional boundaries.
For information specific to managing emergency incidents that occur at Sky Harbor
International Airport, please see the Sky Harbor Incident Annex.
Phoenix Fire Department (PFD) Tasks in the Event of Aircraft Incident
The Phoenix Fire Department (PFD) will establish an on-scene command post in
conjunction with the Phoenix Police Department (PPD) and assume the primary
responsibility for on-site management of any off-airport air crash incidents and will
coordinate on the following tasks:
□ Notify the FAA’s Albuquerque Air Route Traffic Control to request a temporary
flight restriction over the crash site, if required.
□ If a military aircraft is involved, notify Luke Air Force Base (AFB).
□ If helicopter support is needed, request support from the Department of Public
Safety (DPS).
□ Establish and provide a transportation sector to supervise regular and improvised
ambulances until a medical coordinator is available.
□ Notify the medical examiner if there are fatalities.
□ As soon as possible, forward the following information to the Maricopa County
Department of Emergency Management, or if activated, the Maricopa County
Emergency Operations Center (EOC):
o The location of the incident.
o The number of injuries or deaths, if known.
o Whether the aircraft is military or civilian; if military aircraft is involved and
not previously notified, contact Luke AFB.
o The type of aircraft (passenger, cargo, helicopter).
o The best available ingress and egress routes for emergency vehicles.
o Any additional assistance required (law enforcement, fire, medical, military,
etc.).
Aviation Department Tasks in the Event of Aircraft Incident
Phoenix Sky Harbor International Airport, Phoenix Deer Valley Airport, and Phoenix
Goodyear Airport
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□ Activate the Aviation Department Emergency Operations Center (AEOC) and
coordinate with the City’s Emergency Operations Center (EOC).
□ If any major airline incident is on or near the Aviation Department property, the
Aviation Department will establish Unified Command with Police and Fire
Departments. Aviation will assume Aviation Command (AVCOM).
□ The AEOC and AVCOM will support the on-scene Command with all available
Aviation Department resources.
□ Offer/Provide Aviation Department First Responder personnel to support on-scene
command.
Bus Incidents
Buses and coaches transiting the City of Phoenix roadways are subject to motor vehicle
incidents. Response procedures to incidents involving large numbers of individuals are
the same as regular road incidents, except for increased logistics problems involved with
the transportation of greater numbers of victims. If the bus is part of the City Public Transit
or Valley Metro fleet, notify the City of Phoenix Public Transit Department. DPS will
oversee on-scene operations when the location of the incidents is on a state or federal
highway. Response procedures include, but are not limited to, activation of Emergency
Support Function (ESF) #10 (Hazardous Materials), ESF #4 (Fire Services), ESF #13
(Public Safety), and others as needed.
Truck Incidents
Commercial and private trucks transiting the City of Phoenix are subject to vehicle
incidents. Response procedures to incidents involving trucks are like other vehicular road
incidents, except for an increased potential for these vehicles to carry hazardous
materials and the resulting increased possibility of hazmat spills. The Department of
Public Safety (DPS) will oversee on-scene operations when the location of the incident is
on a state or federal highway.
Response procedures include, but are not limited to, activation of Emergency Support
Function (ESF) #10 (Hazardous Materials), ESF #4 (Fire Services), ESF #13 (Public
Safety), and others as needed.
Hazardous Materials or Contaminated Debris
Office of Environmental Programs (OEP) field operations will not provide cleanup,
containment, transportation, and/or disposal of any hazardous materials or contaminated
debris. If this need arises, contact a licensed HAZMAT disposal company to provide
cleanup, containment, transportation and/or disposal of hazardous materials and
contaminated debris.
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Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Fire Department (PFD)
Phoenix Fire Department (PFD) serves as a Primary City Department for common
carrier incidents. PFD is tasked with the following:
□ Send a designated representative with radio communications to the EOC when
activated.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ In coordination with PPD, recommend evacuation from the disaster area when
deemed advisable.
□ Assign search and rescue teams to search for and remove casualties from the
incident scene.
□ Request automatic aid assistance from other fire departments, as required.
□ If a mass casualty situation exists, notify the Phoenix Fire Regional Dispatch
Center, which will, through established procedures, activate the Maricopa County
Medical Alerting System to put local area hospitals on alert.
□ Establish and provide a transportation sector to supervise regular and improvised
ambulances until a medical coordinator is available.
□ Recall off-duty personnel, as appropriate.
Supporting City Departments
Phoenix Police Department (PPD)
PPD supports City response to Common Carrier incidents through the following tasks:
□ Send a designated representative with radio communications to the EOC when
activated.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Report findings from survey of incident scene and damaged areas immediately to
the City Manager (or EOC if activated) with recommendations on required
mobilization of resources.
□ If necessary, recall off duty personnel and mobilize police reserves.
□ Ensure that emergency vehicles responding to the crash site have well defined
and maintained ingress and egress routes that will enable them to reach and exit
the scene without unnecessary delay.
□ Determine the need for evacuation, in consultation with the PFD, and establish
evacuation assembly areas until mass care facilities can be arranged.
□ Prepare situation reports for the EOC on a regular basis.
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Public Transit Department (PTD)
PTD supports City response to Common Carrier incidents through the following tasks:
□ Alert department and contract personnel of hazardous conditions.
□ Send, if requested a designated representative to the EOC to advise on
capabilities and to coordinate departmental activities.
□ Provide accessible vehicles at designated evacuation sites to transport individuals
to be evacuated.
□ Direct the termination or redirection of public transportation services if the situation
warrants and as directed by the City Manager.
□ Ensure availability of personnel, material, and equipment in coordination with PPD.
□ Assist other City departments as needed in the accomplishment of their
emergency functions such as providing accessible buses for cooling stations,
personnel transportation, and evacuation.
□ Establish task priorities in coordination with the Fire/Police Department(s).
□ Provide and coordinate the use of transit equipment and personnel needed in the
emergency area.
□ Provide an information officer to supplement and coordinate passenger
information press releases with the City’s Public Information Officer (PIO).
Public Works Department (PWD)
PWD supports City response to Common Carrier incidents through the following tasks:
□ Send, if requested a designated representative to the EOC to advise on
capabilities and to coordinate departmental activities.
□ Conduct debris clearance operations that does not contain hazardous materials or
contaminated debris, as requested by Police (does not include components of
aircraft or other elements of crash scene).
Street Transportation Department (STD)
STD supports City response to Common Carrier incidents through the following tasks:
□ Send, if requested a designated representative to the EOC to advise on
capabilities and coordinate departmental activities, and other personnel as
needed.
□ Assist PPD in traffic control and evacuation.
□ Assist Public Works Department in debris clearance that does not contain
hazardous materials or contaminated debris.
All City Departments
□ Send, if requested a designated representative to the EOC to advise on
capabilities and to coordinate departmental activities as needed.
□ If the department or its employees participate as an element of the emergency
response, an after-action report will be submitted to the City Manager.
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□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
State
Arizona Department of Public Safety (DPS)
DPS supports incident response for the City of Phoenix by doing the following:
□ Coordinate response to common carrier incident where appropriate with PPD.
Federal
National Transportation Safety Board (NTSB)
NTSB supports incident response for the City of Phoenix by doing the following:
□ Investigate and report on aviation incidents, certain types of highway crashes,
pipeline incidents, and railroad incidents.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Federal Family Assistance Plan for Aviation Disasters
National Response Framework
State
State Emergency Response and Recovery Plan (SERRP)
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix Emergency Operations Plan (EOP), Emergency Support Function
(ESF) #1: Transportation Annex
City of Phoenix EOP, ESF #6: Mass Care Annex
City of Phoenix EOP, Mass Fatality Incident Annex
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P.
202.17: Aircraft Emergencies
PFD SOP M.P. 205.13: Sky Harbor Airport Response Aviation Emergencies
PFD SOP M.P. 205.13A: Goodyear Airport Response
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PFD SOP M.P. 205.13B: Deer Valley Airport Response
PFD SOP M.P. 205.13C: Glendale Airport Response
PFD SOP M.P. 205.14: Foam Unit Response – Off Airport
PFD SOP M.P. 205.15: Freeway Response
Phoenix Police Department (PPD) Operations Orders 6.5: Traffic Accident
Investigation
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Cyber Incident Annex
Key Response Agencies
Primary City
Departments
Information Technology Services (ITS)
Office of Emergency Management (OEM)
Phoenix Police Department (PPD)
Supporting City
Departments
Aviation Department (AVN)
Phoenix Fire Department (PFD)
All City Departments
Strategic
Partners
State
Arizona Counter Terrorism Information Center (ACTIC)
Introduction
Purpose
The Cyber Incident Annex is intended to raise the level of cyber security incident and
emergency readiness, response and recovery for all Information Technology and Critical
Control systems within the City.
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to a cyber security incident. This includes
all City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The City of Phoenix may be the target of a cyber-attack directed at eroding public
confidence in the ability of government to protect the population or directed at simple
disruption of government or economic/commercial operations.
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All city end-users are responsible for familiarizing themselves and complying with all city
administrative regulations, policies, procedures, and standards dealing with information
security.
Planning Assumptions
Cyber-attacks occur with or without warning.
Vulnerabilities exist despite sophisticated technologies that mitigate many cyber-
attacks.
An organized cyber-attack has the potential to debilitate critical infrastructure,
communications, the economy or national security.
Concept of Operations
The response to and recovery from a cyber incident must consider existing challenges to
the effective management of significant cyber incidents and the resulting physical effects
of such cyber incidents and of cyber consequences of physical incidents. Such
consideration allows resources to be appropriately channeled into resolving identified
challenges. Identifiable challenges include:
Management of Multiple Cyber Events: The occurrence or threat of multiple
cyber incidents may significantly hamper the ability of responders to adequately
manage the cyber incident. Strategic planning and exercises should be conducted
to assist in addressing this problem.
Availability and Security of Communications: A debilitating infrastructure attack
could impede communications needed for coordinating response and recovery
efforts. A secure, reliable communications system is needed to enable local
government, public and private-sector entities to coordinate efforts if routine
communications channels are inoperable.
Availability of Expertise and Surge Capacity: The City of Phoenix will ensure
that sufficient technical expertise is developed and maintained within the agencies
to address the wide range of ongoing cyber-attacks and investigations. In addition,
the ability to surge technical and analytical capabilities in response to cyber
incidents that may occur over a prolonged period must be planned for, exercised,
and maintained.
Coordination with the Private Sector Partners: Cyberspace is generally leased
and is largely owned and operated by the private sector; therefore, the authority of
our local government to exert control over activities in cyberspace is limited.
City of Phoenix Information Technology Services (ITS)
Information Technology Services (ITS) is responsible for the confidentiality, integrity and
availability of information systems and resources within the City. ITS shall develop and
maintain a Cyber Response Plan and Disaster Recovery Plan in preparedness for
response to and recovery from a significant cyber incident.
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ITS has implemented citywide policies and standards that address internet access,
security, and other related policies.
ITS has internal continuity of operations and emergency response plans. These
documents address specific essential functions, personnel, and emergency actions
required to maintain the essential functions required to keep the City of Phoenix
government operational.
ITS maintains monitoring to detect malicious code, intrusion and cyber-attacks that can
negatively impact the city’s enterprise information technology capabilities.
When a cyber incident is identified every effort should be made to determine the severity
to ensure appropriate decisions are made and actions taken to respond in a coordinated
manner most effectively. ITS will categorize the incident based on the Severity Categories
and Incident Categories described in the Information Technology Standard Operating
Procedures (Information Security Procedure s1.13.1).
City of Phoenix Emergency Operations Center (EOC)
In the event of an actual or suspected Cyber Security Incident Information Technology
Services will be the lead organization to respond and mitigate the damage done to city
computer resources. Depending on the severity of the cyber incident, the city’s
Emergency Operations Center may activate to help coordinate information management
(Public and Internal). resource management and assist impacted departments in
activation of their Continuity of Operations (COOP) efforts, thus ensuring Continuity of
Government.
The level of EOC activation may range from Monitoring to a Level 1 activation with an
emergency declaration. The level of activation will be based on the assessment of the
cyber incident by the Information Technology Cyber Security Incident Response Team
(CSIRT), as well as recommendations provided by the Chief Information Security Officer
(CISO) and Chief Information Officer (CIO) in conference with the Director of the Office
of Emergency Management (OEM).
CSIRT Response Levels
CSIRT
Response Level Description
Level 1
Alert or combination of alerts indicating critical
impact to multiple City departments, Critical
Infrastructure, systems, or services
Lack of immediate intervention will likely result in a
compromise of the city network, system or
application, or significant risk to public safety,
negative financial or reputations impact.
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Level 2
Alert or combination of alerts indicating critical
impact to one City department, system, or service.
Lack of immediate intervention will likely result in a
compromise of the City network, system or
application, or some risk of financial or reputational
impact.
Level 3
Alert or combination of alerts enterprise-wide alerts
that do not place City departments, systems,
applications, or services in immediate risk, but may
pose
unacceptable
risk
or
delay
multiple
departments’ important services if not dealt with in a
timely fashion.
Level 4
Alert or combination of alerts that do not place City
departments, systems, or services in immediate
risk, but may pose unacceptable risk, delay a single
department’s important services if not dealt with in a
timely fashion.
Organization and Assignment of Responsibilities
Primary City Department(s)
Information Technology Services (ITS)
ITS serves as a Primary City Department for cyber incidents. ITS is tasked with the
following before, during, and after a cyber incident:
□ Maintain a method of information technology oversight in the form of IT
Governance.
□ Provide indications and warnings of potential risks, threats, vulnerabilities, and
attacks.
□ Provide technical assistance to department technology staff
□ Analyze cyber threats, vulnerabilities, exploits, attack methodologies and
mitigation strategies.
□ Provide information sharing to include best practices, investigative information,
coordination of incident response, and incident mitigation.
□ Lead the City in coordination of recovery from a cyberattack.
□ Assist in the investigations, forensics analysis, and prosecution of incidents and
attacks.
□ Identify and define cyber incident leads, resources (equipment and Subject Matter
Experts (SME) assignments) and command structure.
□ Implement and maintain the cyber incident response action plan and
organizational assignments, organizational assignments.
□ Defend against cyber-attacks.
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Office of Emergency Management (OEM)
OEM serves as a Primary City Department for cyber incidents. OEM is tasked with the
following before, during, and after a cyber incident:
□ Provide Emergency Management Coordinator for incident management and
coordination of resources.
□ Coordinate communications with other agencies.
Phoenix Police Department (PPD)
PPD serves as a Primary City Department for cyber incidents. PPD is tasked with the
following before, during, and after a cyber incident:
□ Lead investigations, forensics, and crime analysis of cyber security incidents.
Supporting City Departments
All City Departments
All City Departments are tasked with the following to provide support before, during, and
after a cyber incident:
□ Maintain membership in information technology oversight in the form of IT
Governance.
□ Defend against cyber attacks
□ Analyze and mitigate cyber vulnerabilities, exploits, and attack methodologies.
□ Provide information sharing to include investigative information, coordination of
incident response, and incident mitigation.
□ Assist the City in recovery from cyber incidents.
□ Actively participate in cyber incident response exercises.
□ Actively monitor security controls on enterprise and control networks as
appropriate
□ Report security events and incidents to the City Help Desk/Service Delivery
Coordination (SDC) when they occur.
Strategic Partners
State
Arizona Counter Terrorism Information Center (ACTIC)
Arizona Counter Terrorism Information Center (ACTIC) supports cyber incident response
for the City of Phoenix by doing the following:
□ Leverages thousands of diverse informational sources to provide early warning of
incidents at the local, regional, and state levels.
□ Provide the City of Phoenix with a higher level of preparedness by disseminating
focused, relevant incident alerts.
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□ Share early, reliable, and consistent incident information about situations that
might affect City of Phoenix.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Homeland Security Presidential Directives
o HSPD-7: Critical Infrastructure Identification, Prioritization, and Protection
o HSPD-23: Cybersecurity Policy
National Cyber Incident Response Plan
National Mitigation Framework
National Protection Framework
National Response Framework
National Security Presidential Directives
o NSPD 38: National Strategy to Secure Cyberspace
o NSPD-54: Cybersecurity Policy
Presidential Policy Directives
o PPD-20: U.S. Cyber Operations Policy
o PPD-41: U.S. Cyber Incident Coordination
State
Arizona State Emergency Response and Recovery Plan (SERRP), Cyber Incident
Annex
Arizona Statewide Information Security, Statewide Policy 8240: Incident Response
Planning
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
Administrative Regulation (A.R.) 1.96: Critical Control Systems Security
Management
Cyber Security Incident Response Plan
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Electrical Power Outages Incident Annex
Key Response Agencies
Primary City
Departments
Office of Emergency Management (OEM)
Supporting City
Departments
Community Emergency Response Team (CERT)
Human Services Department (HSD)
Information Technology Services (ITS)
Office of the Mayor
Office of Public Health (OPH)
All City Departments
Strategic
Partners
County
Maricopa County Department of Public Health (MCDPH)
Maricopa County Environmental Services Department
Private Sector and Community-Based Organizations
Arizona Public Service (APS)
Salt River Project (SRP)
Introduction
Purpose
The purpose of the Electrical Power Outages Incident Annex is to provide guidance in the
recovery from large-scale or extended power outages that have the potential to impact
public health and safety.
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to an electrical power outage incident. This
includes all City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
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All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The primary providers of commercial electrical power in the City of Phoenix are Salt River
Project (SRP) and Arizona Public Service (APS). Because the major electric utilities in
the western states are interconnected through an extensive grid system operated by the
Western Electricity Coordinating Council (WECC), the failure of a major transmission line
in a location well outside of the state could result in power outages or power curtailment
in Phoenix.
A lack of adequate generation and transmission capabilities in certain areas might also
cause shortages. While this interconnectivity increases the number of ways in which a
power failure could occur, it also increases the options available for the restoration of
power.
Local thunderstorms, particularly during the summer monsoon season, can produce
widespread power failures in the Phoenix Metropolitan area. Environmental factors, such
as excessive summer heat, can have a significant effect on electrical demands in Phoenix
and the surrounding area.
Electric utilities that are members of WECC, including those in Arizona, categorize energy
emergencies into three alert levels:
Energy Emergency Alert 1 means all available resources are in use. The utility
has no reserves beyond the minimum requirement, and there is a concern that it
may not be able to sustain its required operating reserves. All non-firm wholesale
energy sales are curtailed.
Energy Emergency Alert 2 means load management procedures are in effect. At
this point, the utility makes appeals to the public to reduce energy use, initiates
voltage reductions on the system, and curtails interruptible loads through a
voluntary curtailment program.
Energy Emergency Alert 3 means a firm load interruption is imminent or in
progress.
When a firm load interruption is required (Energy Emergency Alert 3), APS and SRP both
use involuntary curtailments to protect the electric utility grid. When involuntary
curtailments occur, circuits are de-energized across the entire service area to meet the
load shortage. These outages last approximately 20 – 30 minutes then the outage is
rotated to another circuit. This process repeats itself until power demands fall to the point
where power can be restored throughout the utility’s service area. Critical infrastructure
including hospitals, water treatment plants, and 9-1-1 dispatch centers are not included
in involuntary curtailments.
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Planning Assumptions
• If a power outage is large enough to warrant opening the City of Phoenix
Emergency Operations Center (EOC), but not large enough to affect other cities,
the electrical provider may be asked to send a representative to the City of Phoenix
EOC. The representative will keep the City up to date on power restoration efforts
through contact with the utility’s EOC.
Traffic management plans may need to be developed for intersections with traffic
signals in affected areas. Traffic signals will operate as four-way stops during
power outages per Arizona state law.
A prolonged power outage occurring during a heat advisory, excessive heat watch,
or excessive heat warning may increase the number of individuals requiring
assistance, straining City resources.
Because some telephone systems rely on electric power, access to the 9-1-1
system may be limited in affected areas.
Locally owned water companies that rely on wells may be unable to pump potable
water.
Water treatment facilities may be unable to operate at full capacity, or even operate
at all.
Utility companies may provide dry ice to customers during extended power
outages.
Concept of Operations
General
Notification of a significant power outage will come from the utility company. The utility
representative will provide the Emergency Operations Center (EOC) information
regarding anticipated impacts to the affected population. Generally, the EOC will not be
activated when power outages or curtailments occur, unless an outage is expected to last
for an extended period and/or affect a major portion of the City. The City of Phoenix will
direct and control its emergency operations and manage its resources. If city resources
are totally committed, County support may be available.
The Office of Emergency Management (OEM), at the direction of the Emergency
Management Director (or designee), will maintain and test all communications systems
in the EOC, including the computer system local area network when the EOC is activated.
Contingency plans for EOC power and technology are contained in the Fire Department
Contingency Plan. There are redundant generators for the EOC.
Mass Care Operations
If an extended power outage occurs during an excessive heat advisory, a life-threatening
situation can occur for a large segment of the population, particularly the elderly. When
necessary, the City may identify additional cooling centers for members of the public
affected by the power outage, especially when an outage occurs during extended periods
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of high heat. When necessary, the City will establish commodity points of distribution
(PODs) to distribute ice, water, food, and other commodities. Arizona Public Service
(APS) & Salt River Project (SRP) may also distribute dry ice to residents in extended
power outages. For more information, see the Excessive Heat Incident Annex of the EOP.
Utility Medical Programs
APS and Salt River Project (SRP) both have Utility medical programs that provide
registered
customers
with
advance
notice
of
planned
outages
in
their
neighborhoods. They are not associated with involuntary curtailments or any other
extended power outages. These persons have been advised to procure battery-powered
backups to meet power needs during short-term power outages, particularly those
associated with rolling blackouts. In the event of an extended power outage, the City will
establish mass care shelters to meet the access and functional needs, including power
needs, of those who require such services. For more information about the City sheltering
plan, see ESF#6: Mass Care Annex, the Sheltering Support Annex, the Mass Care
Sheltering Handbook and associated sheltering standard operating procedures (SOP).
Public Information
The City of Phoenix Communications Office will be coordinated with when public
notifications are being issued by City departments. External partners who are publishing
public notifications effecting City of Phoenix community members should coordinate with
the appropriate City of Phoenix Department and the Communications Office. The City will
follow established communication protocols in accordance with organizational
procedures and guidelines to ensure their delivery is effective, inclusive and accessible
to the whole community.
For more information about the distribution of public information during disasters, see the
Emergency Public Warning Support Annex and the ESF#15: External Affairs Annex.
If necessary, the City will establish an information hotline to inform the public of services
available and, to the extent possible, the status of power restoration efforts. The hotline
will be staffed by both English- and Spanish-speaking call takers. A language line will be
available in instances where the caller speaks a language other than English or Spanish.
Hotline call operators will receive training on how to receive relay service calls, including
teletypewriter (TTY) and Video Relay Service (VRS) phone calls.
Organization and Assignment of Responsibilities
Primary City Department(s)
Office of Emergency Management (OEM)
OEM serves as a Primary City Department and is tasked with the following before,
during, and after an electrical power outage incident:
□ Ensure that the provisions of this annex are implemented.
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□ Activate and manage the Emergency Operations Center (EOC) when warranted
by outage scale or duration.
□ Coordinate with utility providers (APS and SRP) to receive regular updates on
outage status and restoration efforts.
□ Establish communication channels with County and State EOCs for multi-
jurisdictional incidents.
□ Coordinate deployment of city resources in response to power outage impacts.
□ Coordinate with all Supporting City Departments and Strategic Partners
throughout the incident.
Supporting City Departments
Community Emergency Response Team (CERT)
CERT supports electrical power outage response for the City of Phoenix by doing the
following:
□ Conduct wellness checks during outages.
□ Assist with staffing and operations at designated recovery or community centers.
□ Support setup and operation of commodity Points of Distribution (PODs).
□ Assist with the distribution of water, ice, and other necessities.
Human Services Department (HSD)
HSD supports electrical power outage response for the City of Phoenix by doing the
following:
□ Primary department assigned to ESF #6: Mass Care and coordinates mass care
operations for the City of Phoenix
□ In coordination with the Equal Opportunity Department (EOD), ensure all mass
care services are accessible to people with disabilities and others with access and
functional needs.
□ Coordinate with all other necessary city departments, including but not limited to
the Office of Emergency Management, Office of Heat Response and Mitigation,
and external partners, to establish and operate cooling centers in accessible
facilities.
Information Technology Services (ITS) Department
ITS supports electrical power outage response for the City of Phoenix by doing the
following:
□ Because of the possibility of a technological crisis caused by power interruptions
to computer systems in City offices, Information Technology Services, if requested,
send representatives of the EOC.
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Office of Heat Response and Mitigation (OHRM)
OHRM supports electrical power outage for the City of Phoenix by doing the following:
□ Coordinate the City of Phoenix’s participation in the regional Heat Relief Network
through the identification of cooling centers and hydration stations (including those
with backup power resources) and ensure associated roles and responsibilities are
known throughout the organization.
□ Maintain an inventory of heat response resources (e.g., water, ice, portable
coolers) available from City of Phoenix departments.
□ Monitor and synthesize available research regarding the potential public health
consequences of a concurrent heat wave and power failure.
□ Identify necessary improvements to the City’s Heat Response Plan to maximize
community resilience during concurrent heat waves and power failures.
Office of the Mayor
The Mayor is tasked with the following to support an electrical power outage incident:
□ Declare a local emergency if deemed necessary.
Office of Public Health (OPH)
OPH supports this incident response for the City of Phoenix by doing the following:
□ Send representatives to EOC.
□ Support planning and operation functions, inform and direct public health
strategies.
□ Coordinate with MCDPH, to ensure implementation of public health response.
□ Support public health communication and dissemination of public health related
impact including but not limited to:
o Temperature related illness due to lack of heating/cooling
o Food borne illness / contamination due to disruptions in electricity.
o Disruptions in healthcare access
o Physical injury
o Carbon monoxide poisoning due to improper use of generators
□ Partner with agencies supporting public health and medical services for the City of
Phoenix.
□ Provide direction, guidance, and support for public health response, coordinating
with primary and supporting departments.
All City Departments
All City Departments are tasked with the following to support an electrical power outage
incident:
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□ Provide a knowledgeable representative to the EOC to advise on capabilities and
to coordinate departmental activities as needed.
□ If the department or its employees participate as an element of the emergency
response, an after-action report will be submitted to the City Manager.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Maricopa County Air Quality Department (MCAQD)
Maricopa County Air Quality Department supports electrical power outage response for
the City of Phoenix by doing the following:
□ Increase air quality monitoring to determine whether the use of generators has
increased pollution levels.
□ Issue public warnings if necessary.
Maricopa County Department of Public Health (MCDPH)
MCDPH supports electrical power outage response for the City of Phoenix by doing the
following:
□ Monitor for disease outbreaks and other health-related problems in areas that have
experienced extended periods without refrigeration or interruption of sanitation
services.
□ Monitor for increased morbidity and mortality.
Maricopa County Environmental Services Department (MCESD)
Maricopa County Environmental Services Department supports electrical power outage
response for the City of Phoenix by doing the following:
□ Monitor cooling centers for proper sanitation and food handling procedures.
□ Monitor wastewater treatment and disposal facilities.
□ Test drinking water supplies for both private and public systems.
□ Check regulated facilities, such as restaurants and grocery stores, for evidence of
food spoilage.
□ Provide general sanitation advice to the public.
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Private Sector and Community-Based Organizations
Arizona Public Service (APS)
APS supports electrical power outage response for the City of Phoenix by doing the
following:
□ May provide liaisons to the EOC.
□ Restore energy systems.
□ Regulate utility usage in times of shortages, as appropriate.
□ In conjunction with the EOC Operations Section, determine priorities among users
if adequate utility supply is not available to meet all essential needs.
□ When extended power outages occur in APS service areas, administer public
service announcements to inform the public of dry ice distribution points for those
without power.
□ During extended power outages, APS, if requested would provide representatives
to participate in walking teams for door-to-door wellness checks.
Salt River Project (SRP)
SRP supports electrical power outage response for the City of Phoenix by doing the
following:
□ May provide liaisons to the EOC when necessary.
□ Restore energy systems.
□ Regulate utility usage in times of shortages, as appropriate.
□ In conjunction with the EOC Operations Section, determine priorities among users
if adequate utility supply is not available to meet all essential needs.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Centers for Disease Control (CDC) Public Health Emergency Response Guide For
State, Local, and Tribal Public Health Directors Version 2.0 April 2011.
National Response Framework.
State
A.R.S. Title 36 - Public Health and Safety, Chapter 6, Article 9.
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Operations Plan (EOP).
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City of Phoenix
City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P.
201.02B: Emergency Power Outage Plan
PFD SOP M.P. M.P. 201.05E: Evacuation Sector
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Excessive Heat Incident Annex
Key Response Agencies
Primary City
Departments
Communications Office (COM)
Office of Emergency Management (OEM)
Office of Heat Response and Mitigation (OHRM)
Office of Public Health (OPH)
Supporting City
Departments
Human Resources Department (HRD)
Human Services Department (HSD)
Office of Homeless Solutions (OHS)
Office of the Mayor
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Phoenix Public Library (PPL)
Public Transit Department (PTD)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Heat Relief Network – Maricopa Association of Governments
(MAG)
Maricopa Department of Emergency Management (MCDEM)
Maricopa County Department of Public Health (MCDPH)
Federal
National Weather Service (NWS)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
The Salvation Army
Introduction
Purpose
The purpose of the Excessive Heat Emergencies Incident Annex is to describe
emergency response activities and additional support required for excessive heat
emergencies in the City of Phoenix that may not be covered elsewhere in the City of
Phoenix Emergency Operations Plan (EOP).
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Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to an excessive heat incident. This includes
all City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
Periods of prolonged excessive heat can result in life-threatening situations for a large
segment of the population, particularly among elderly persons who do not have access
to air conditioning. See the below chart for heat-related deaths in Maricopa County
between 2014 and 2024.
Data Source: Maricopa County Department of Public Health and the Maricopa County Office of the Medical
Examiners. Dated January 30, 2025
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By recognizing a period of excessive heat in its developmental stages, the City can take
actions that will enable residents to avoid life-threatening conditions. The NWS HeatRisk
tool can help maintain situational awareness during times of excessive heat.
The NWS HeatRisk system uses a color and number scale to forecast potential heat-
related dangers within 24-hour periods. Each level on this scale identifies which
population groups face the highest risk and provides specific recommendations for heat
protection. This makes the HeatRisk system a valuable planning tool for approaching heat
events and their associated hazards. The system generates daily risk values for locations
nationwide, offering forecasts up to seven days in advance by utilizing the National
Weather Service's high-resolution gridded forecast database. The NWS HeatRisk index
is supplementary to official NWS heat products (heat advisory, extreme heat watch, and
extreme heat warning) and is meant to provide risk guidance. See the table below for the
NWS HeatRisk categories.
Planning Assumptions
The National Weather Service (NWS) officially declares extreme weather
conditions.
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Various segments of Phoenix’s at-risk population may be impacted and may
require cooling assistance, fluids, and transportation to temporary hydration and
cooling facilities as well as assistance with utility bills or malfunctioning equipment.
Coping with the extreme weather conditions may require coordinating the strategic
efforts of various City of Phoenix departments in collaboration with volunteer civic
organizations, individuals, community-based organizations, and outreach
services, and responding Maricopa County departments. These departments work
together to ensure education and service assistance contacts are available to as
many at-risk individuals as possible. Prior to the NWS-designated excessive heat
period or whenever deemed appropriate, the City of Phoenix will initiate a summer
heat awareness educational campaign to clarify NWS terminology and to pass
along appropriate public health mitigation information.
Power outages combined with excessive heat can be particularly serious in that
they can deprive large segments of the population of access to air-conditioning in
their homes.
Concept of Operations
General
The National Weather Service (NWS) will issue heat-related messages based on four
factors: temperature, humidity, sky coverage, and expected duration.
Activation of the Emergency Operations Center (EOC) may not be required to accomplish
implementation of this section. However, coordination between the energy utility and the
cooling site shelters may be necessary and may be accomplished by the City Office of
Emergency Management.
Upon receiving notice of an Excessive Heat Warning from the NWS, the City of Phoenix
may meet to review conditions and previous actions taken and to implement additional
educational and departmental services as necessary.
Operations
During the extreme heat of summer months in Arizona, the City of Phoenix and Maricopa
County region provide a network of accessible cool spaces to help residents find relief
from dangerous temperatures. These resources are particularly crucial in an urban desert
environment where heat-related illnesses and deaths remain a significant public health
concern. These locations represent a collaborative effort between local government,
community organizations, and businesses to protect vulnerable populations during
periods of intense heat.
These cool spaces are categorized into three distinct types:
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Hydration Stations: Designated locations where people can access free drinking
water, either through water fountains or distribution of bottled water.
Cooling Centers: Air-conditioned facilities open to the public during defined hours,
such as libraries, community centers, and community centers. These spaces
provide a comfortable environment where residents can escape the heat.
Respite Centers: Specialized facilities offering more comprehensive services
beyond basic cooling, including extended hours, access to restrooms, seating
areas, and sometimes additional support services like health checks or
connections to social services.
The Office of Heat Response and Mitigation, Phoenix Fire Department, Office of
Emergency Management, Office of Public Health, and Office of Homeless Solutions will
maintain situational awareness of the heat risk to the community and if the City of Phoenix
determines additional cooling or respite centers are needed, the following should be
considered:
Identify accessible locations that will operate under extended hours to provide
access to air-conditioning for populations who do not have access to air-
conditioned an air-conditioned space or home.
Conduct wellness checks on Phoenix residents when appropriate.
Using established public messaging channels, share information to the community
on cooling center resources. And regional information hotline (211).
Provide security and traffic direction for these facilities when required.
Be prepared to provide accessible transportation to designated cooling sites for
the populations who are without shelter resources or who cannot provide their own
transportation.
Public Awareness and Educational Campaigns
The City of Phoenix is committed to a proactive public information program to prepare the
public for the threat of a heat emergency. In coordination with strategic partners, the City
of Phoenix will issue public educational materials to advise the public of heat emergency
conditions, risks, and available services and the actions to take before, during, and after
the period of risk.
Organization and Assignment of Responsibilities
Primary City Department(s)
Communications Office (COM)
COM serves as a Primary City Department and is tasked with the following before,
during, and after an excessive heat incident:
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□ Coordinate public messaging about available cooling spaces and general heat
awareness.
□ Develop and distribute public information about cooling center locations, operating
hours, and heat safety measures across established communication channels,
including Phx.gov and social media platforms.
□ Monitor social media for public concerns, misinformation, and emerging issues
related to heat emergencies to inform communication strategy adjustments.
□ Coordinate with the Office of Heat Response and Mitigation, Office of Public
Health, Office of Homeless Solutions, Office of Emergency Management, Phoenix
Fire Department, and Phoenix Public Library regarding extended hours and
enhanced services at pre-identified centers.
Office of Emergency Management (OEM)
OEM serves as a Primary City Department and is tasked with the following before,
during, and after an excessive heat incident:
□ Advise City officials of the emergency actions.
□ Coordinate with the Office of Heat Response and Mitigation, Office of Public
Health, Office of Homeless Solutions, Phoenix Fire Department, Phoenix Public
Library, and the Communications Office regarding extended hours and enhanced
services at pre-identified centers.
Office of Heat Response and Mitigation (OHRM)
OHRM serves as a Primary City Department and is tasked with the following before,
during, and after an excessive heat incident:
□ Serve as technical experts on urban heat island effects and heat vulnerability.
□ Distribute heat emergency information to appropriate City departments.
□ Provide data analysis and mapping of heat risk areas to inform resource
deployment during heat emergencies.
□ Develop and update heat action plans incorporating lessons learned from each
heat season.
□ Support public communications with accurate technical information about heat
risks and protective measures.
□ Coordinate with the Office of Public Health, Office of Homeless Solutions, Office
of Emergency Management, Phoenix Fire Department, Phoenix Public Library and
the Communications Office regarding extended hours and enhanced services at
pre-identified centers.
Office of Public Health (OPH)
OPH serves as a Primary City Department and is tasked with the following before,
during, and after an excessive heat incident.
□ If requested, send representatives to the EOC.
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□ Support planning and operation functions, inform and direct public health
strategies. Including but not limited to:
o Integrating Climate and Health data to inform decision making
o Coordinate with MCDPH to ensure implementation of public health
response.
□ Support public health communication and dissemination of public health-related
impact, including but not limited to:
o Substance use and heat messaging outreach
o Vector-borne/ Mosquito-borne diseases
o Heat illness identification and response education for the public
□ Maintain situational awareness regarding heat-related illnesses and suspected
overdose data.
□ Coordinate with the Office of Heat Response and Mitigation, Office of Homeless
Solutions, Office of Emergency Management, Phoenix Fire Department, Phoenix
Public Library, and the Communications Office regarding extended hours and
enhanced services at pre-identified centers.
Supporting City Departments
Human Resources Department (HRD)
HRD supports excessive heat incident response for the City of Phoenix by doing the
following:
□ Distribute City of Phoenix heat guidance information for staff, supervisors, and
management.
□ Utilize field staff to monitor conditions of the population most likely to suffer during
a prolonged excessive heat advisory (elderly, homebound).
□ Use accessible city buses, passenger vans, and contractor vehicles to transport
the affected population to designated cooling centers.
Human Services Department (HSD)
HSD supports excessive heat incident response for the City of Phoenix by doing the
following:
□ Conduct wellness checks of senior Phoenix residents during meal delivery to
clients’ homes.
□ Coordinate with the Office of Heat Response and Mitigation, Office of Phoenix Fire
Department, Office of Homeless Solutions, Office of Emergency Management,
Phoenix Public Library, and the Communications Office regarding extended hours
and enhanced services at pre-identified centers.
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Phoenix Fire Department (PFD)
PFD supports excessive heat incident response for the City of Phoenix by doing the
following:
□ Respond to emergency calls related to heat-related illnesses and provide
immediate medical assistance.
□ Assist with wellness checks during extended heat events.
□ Support cooling center operations with emergency medical personnel when
necessary.
□ Train Fire personnel on heat illness recognition and appropriate response
procedures.
□ Coordinate with the Office of Heat Response and Mitigation, Office of Public
Health, Office of Homeless Solutions, Office of Emergency Management, Phoenix
Public Library, and the Communications Office regarding extended hours and
enhanced services at pre-identified centers.
Phoenix Public Library (PPL)
PLL supports excessive heat incident response for the City of Phoenix by doing the
following:
□ Serve as cooling centers during regular business hours and extend hours at pre-
identified locations when activated during extreme heat events.
□ Provide access to water, restrooms, and air-conditioned spaces for the public
seeking relief from the heat at identified centers.
□ Ensure facilities remain accessible to all populations seeking heat relief.
□ Coordinate with the Office of Heat Response and Mitigation, Office of Public
Health, Office of Homeless Solutions, Office of Emergency Management, and
Phoenix Fire Department, and the Communications Office regarding extended
hours and enhanced services at pre-identified centers.
Office of Homeless Solutions (OHS)
OHS supports excessive heat incident response for the City of Phoenix by doing the
following:
□ Distribute water, cooling supplies, and heat safety information, as available and as
part of normal established operations, to those who may be experiencing
homelessness.
□ Coordinate with service providers to determine shelter capacity during extreme
heat events.
□ Facilitate transportation for individuals experiencing homelessness to cooling
centers and emergency shelters, as needed and able.
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□ Coordinate with the Office of Heat Response and Mitigation, Office of Public
Health, Office of Emergency Management, Phoenix Fire Department, Phoenix
Public Library, and the Communications Office regarding extended hours and
enhanced services at pre-identified centers.
Office of the Mayor
Office of the Mayor supports excessive heat incident response for the City of Phoenix by
doing the following:
□ Declare a local emergency in the event an extended period of excessive heat
results in extraordinary impacts when determined necessary.
Phoenix Police Department (PPD)
PPD supports excessive heat incident response for the City of Phoenix by doing the
following:
□ Provide security and traffic direction as needed for cooling centers and activities.
□ Assume responsibility for evacuation operations when initiated by the Mayor.
□ Assist individuals with access and functional needs and any other residents that
need assistance in the evacuation process.
□ Designate pick-up points for persons lacking transportation.
Public Transit Department (PTD)
PTD supports excessive heat incident response for the City of Phoenix by doing the
following:
□ Ensure accessible transportation to designated cooling sites for the populations
who are without shelter resources or who cannot provide their own transportation
will be provided. All Public Transit vehicles are accessible.
Water Services Department (WSD)
WSD supports excessive heat incident response for the City of Phoenix by doing the
following:
□ May be requested to support an Information Hotline, providing the location of
designated cooling centers, hours of operation, and availability of accessible
transportation.
All City Departments
All City Departments support excessive heat incident response for the City of Phoenix by
doing the following:
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□ Provide support as outlined in the Basic Plan and applicable Emergency
Support Function (ESF) annexes.
Strategic Partners
County
Heat Relief Network – Maricopa Association of Governments (MAG)
MAG supports this response for the City of Phoenix by doing the following:
□ Coordinate regional mapping of locations that serve as a Heat Refuge, Hydration
Station, donation site, Hydration Station & Heat Refuge, and/or Emergency
Hydration Station.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports this response for the City of Phoenix by doing the following:
□ Provide county-level support and coordination if requested and able.
Maricopa County Department of Public Health (MCDPH)
□ Provide county-level support and coordination if requested and able.
Maricopa County Environmental Services Department
Maricopa County Environmental Services Department supports this response for the City
of Phoenix by doing the following:
□ Monitor cooling centers for proper sanitation and food handling procedures.
Federal
National Weather Service (NWS)
NWS supports this response for the City of Phoenix by doing the following:
□ Issue excessive heat watches or warnings.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC may support this response for the City of Phoenix by doing the following:
□ Support cooling center operations if requested and able.
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□ Coordinate with support agencies (e.g., Salvation Army, Arizona Humane Society,
etc.) to augment services as appropriate.
□ Create temporary sheltering facilities when appropriate.
□ Ensure Red Cross-operated facilities and provided services are accessible to the
whole community.
The Salvation Army
The Salvation Army may support this response for the City of Phoenix by doing the
following:
□ Support cooling center operations if requested and able.
□ Ensure The Salvation Army operated facilities and provided services are
accessible to the whole community.
□ Coordinate with support agencies (e.g., American Red Cross, Arizona Humane
Society, etc.) to augment services as appropriate.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Centers for Disease Control (CDC) Public Health Emergency Response Guide For
State, Local, and Tribal Public Health Directors Version 2.0 April 2011.
National Response Framework.
State
A.R.S. Title 36 - Public Health and Safety, Chapter 6, Article 9.
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Operations Plan (EOP).
City of Phoenix
City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P.
201.02B: Emergency Power Outage Plan
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Fire and Explosions Incident Annex
Key Response Agencies
Primary City
Departments
Phoenix Fire Department (PFD)
Supporting City
Departments
City Manager’s Office (CMO)
Office of Emergency Management (OEM)
Finance Department (FIN)
Planning and Development Department (PDD)
Phoenix Police Department (PPD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Emergency & Military Affairs (DEMA)
Arizona Department of Forestry and Fire Management
Fire Management Office (FMO) of the State Land Department
Introduction
Purpose
The purpose of the Fire and Explosions Incident Annex is to provide support for
extraordinary fire and explosion emergencies, including wildland fires affecting or
threatening the City. This annex applies only to extraordinary fire and explosion
emergencies that exceed the normal response capabilities of the City of Phoenix and not
as the result of bomb threats or terrorist activity.
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to a fire and explosions incident. This
includes all City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
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of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The Fire Management Office (FMO) of the Arizona State Land Department makes an
annual assessment to determine state wildland fire conditions. Each spring, the Governor
of Arizona declares a state of emergency to exist due to hazardous fire conditions
throughout the state. The action frees emergency funds to suppress fires when it is
determined that state or local government property is involved or that the lives and
property of a considerable number of residents are endangered. The determination allows
the FMO to arrange for the required assistance.
The City of Phoenix has the responsibility for any fire suppression activities within its
boundaries.
Planning Assumptions
Adequate firefighting personnel and equipment will be available for operations.
Participating municipalities with fire departments will, through automatic and
mutual aid agreements, assist the Phoenix Fire Department.
Concept of Operations
General
The Phoenix Fire Department (PFD) will establish a Unified Command Post and will
assume responsibility for on-site management. The Phoenix Police Department (PPD)
will provide control and security of the affected area. The City of Phoenix Emergency
Operations Center (EOC) will be activated for incidents that are extraordinary fire and
explosion emergencies.
Fires on state, county, and/or tribal land that threaten the City of Phoenix should be
reported to the PFD and the Fire Management Office (FMO) of the State Land
Department. PFD may suppress fires on state or county land when authorized by the
FMO. PFD is also authorized by automatic aid agreements to suppress fires on land in
the surrounding cities and fire districts that participate in the valley-wide Automatic Aid
Consortium.
The Finance/Administration Section under the Incident Command System (ICS) will
coordinate fiscal and administrative requirements and determine the necessary financial
support for the City EOC.
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Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Fire Department (PFD)
PFD serves as a Primary City Department for and is tasked with the following before,
during, and after this incident:
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Establish an on-scene Unified Command Post and assume primary responsibility
for on-scene management of the emergency.
□ Request automatic aid assistance from other fire departments, as required.
□ Request assistance from the FMO of the State Land Department for fires on state,
county, or federal land adjoining the City of Phoenix, PPD.
□ Alert the community of areas that are likely to be affected.
Supporting City Departments
City Manager’s Office (CMO)
CMO supports this incident response for the City of Phoenix by doing the following:
□ Maintain contact with the City Public Information Officer (PIO) to ensure timely,
inclusive, and accurate dissemination of information.
□ Provide situation updates as received.
Finance Department (FIN)
FIN supports this incident response for the City of Phoenix by doing the following:
□ Coordinate fiscal and administrative requirements and determine the necessary
financial support for the City EOC.
Office of Emergency Management (OEM)
OEM supports this incident response for the City of Phoenix by doing the following:
□ Activate Emergency Support Functions (ESFs) as needed.
□ Activate the Emergency Operations Center (EOC) as appropriate.
□ Develop a schedule for staffing, supporting, and operating the EOC from activation
to stand-down.
Office of the Mayor
The Mayor supports this incident response for the City of Phoenix by doing the following:
□ Declare a local emergency if deemed necessary.
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Phoenix Police Department (PPD)
PPD supports this incident response for the City of Phoenix by doing the following:
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Prevent looting of damaged and evacuated areas.
Planning and Development Department (PDD)
PDD supports this incident response for the City of Phoenix by doing the following:
□ Inspect damaged buildings for structural integrity after any fire danger has been
mitigated.
All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
□ Provide support as outlined in the Basic Plan and applicable Emergency
Support Function (ESF) annexes.
Strategic Partners
County
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports this incident response for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in support
of emergency and/or recovery operations.
State
Arizona Department of Emergency & Military Affairs (DEMA)
DEMA supports this incident response for the City of Phoenix by doing the following:
□ Assist in the coordination and/or provision of personnel and resources in
support of recovery operations.
□ Provide financial assistance through public and individual assistance programs
and/or loans when appropriate.
Arizona Department of Forestry and Fire Management
Department of Forestry and Fire Management supports this incident response for the City
of Phoenix by doing the following:
□ Authorize Phoenix Fire Department (PFD) to suppress fires on state or county
land when applicable.
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Fire Management Office (FMO) of the State Land Department
FMO supports this incident response for the City of Phoenix by doing the following:
□ Receive reports of fires occurring on state, county, or tribal lands which
threaten the City of Phoenix.
□ Authorize Phoenix Fire Department (PFD) to suppress fires on state or county
land when applicable.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
FEMA Guide for All-Hazard Emergency Operations Planning (State and Local
Guide.)
National Incident Management System.
National Response Framework.
Presidential Preparedness Directive 8, “National Preparedness.”
Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, Public
Law 93-288, as amended.
State
A.R.S. Title 36 - Public Health and Safety, Chapter 6, Article 9.
Arizona State Emergency Response and Recovery Plan (SERRP).
Memorandum of Understanding with Arizona Chiefs Fire Association.
County
Intergovernmental Agreements for Disaster and Emergency Management
Services between Maricopa County and Participating Cities.
Maricopa County Community Wildfire Protection Plan.
Maricopa County Emergency Management Resolution of 2011, latest version.
Maricopa County Emergency Operations Plan.
City of Phoenix
City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
City of Phoenix Contract #: 147846-0: Cooperative Purchasing Agreement
Between the City of Phoenix and Arizona Interpreting Service, Inc.
Street Transportation Department; Street Maintenance Bridges & Dam Safety
Plans.
City of Phoenix, Maricopa County Community Wildfire Protection Plan.
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Maricopa County Multi-Jurisdictional Hazard Mitigation Plans; Jurisdictional
Summary for the City of Phoenix.
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Mass Fatality Incident Annex
Key Response Agencies
Primary City
Departments
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Supporting City
Departments
Communications Office (COM)
Community Assistance Program (CAP)
Equal Opportunity Department (EOD)
Human Services Department (HSD)
Law Department
Office of Emergency Management (OEM)
Office of Public Health (OPH)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
Maricopa County Office of the Medical Examiner (OME)
Maricopa County Public Fiduciary
State
Arizona Board of Funeral Directors and Embalmers
Arizona Department of Emergency & Military Affairs (DEMA)
Arizona Department of Health Services (ADHS)
Federal
Department of Defense (DOD) Mortuary Affairs Assistance
Disaster Mortuary Operational Response Teams (DMORT)
Federal Bureau of Investigation (FBI)
National Transportation Safety Board (NTSB)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
Arizona Voluntary Organizations Active in Disaster (VOAD)
Death Care Industry
Maricopa County Community Organizations Active in Disaster
(COAD)
Mercy Care
Regional Hospitals
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Introduction
Purpose
This section sets forth the policies and concepts for response to a Mass Fatality incident
within Maricopa County. A Mass Fatality event may occur at any time and thus
necessitates planning for a surge in demand for fatality management services. This
section has been developed using historical and theoretical events to formulate the
baseline for fatality surge needs and realistic worst-case scenarios.
This section is consistent with the U.S. Department of Homeland Security’s National
Response Framework (NRF) and incorporates the National Incident Management
System (NIMS) principles. The Mass Fatality Incident Annex encompasses the
coordination of public health, medical, mental health services, and mortuary services
during incidents resulting in casualties that exceed local resources. These functions are
critical components of mass fatality management and response operations.
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to a mass fatality incident. This includes all
City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
A Mass Fatality incident may occur at any time and presents unique demands and
challenges to a portion or the entirety of the current fatality management system. This
section is designed to be applicable across a wide range of emergencies resulting in
substantially increased fatalities over varying periods of time. It has been developed using
historical and theoretical events to formulate the baseline for system operations and to
project realistic worst-case scenarios.
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The command and control of a Mass Fatality incident will depend on the type and scope
of an incident. For example, an airplane crash with multiple fatalities will have different
operational components compared to deaths resulting from a pandemic. The key
assumptions and concept of operations comprehensively address the variety of
responses appropriate to all Mass Fatality events.
For additional information on mass fatalities resulting from transportation incidents, see
Common Carrier Incident Annex and Sky Harbor Incident Annex.
For additional information on mass fatalities resulting from a suspected act of terrorism,
see Terrorism and Chemical, Biological, Radiological, Nuclear, and Explosives (CBRNE)
Incident Annex.
For additional information on mass fatalities resulting from a public health emergency,
see Pandemic or High Consequence Infectious Diseases (HCID) Incident Annex or the
Excessive Heat Emergencies Incident Annex.
Planning Assumptions
Mass Fatality Incident Management is the recovery, transportation, identification,
appropriate processing, protection, and coordination of the disposition of human
remains in a mass fatality surge situation. To accomplish these goals, the
Maricopa County Office of the Medical Examiner, with assistance from key
response agencies, shall:
□ Participate in EOC discussions regarding prevention of further risks to
public and responder health in the process of managing fatalities (including
staff and those coming to assist).
□ Provide on-site fatality assistance, coordinate transport and storage as
necessary, establish victim identities and causes of death; preserve all
property found on the bodies; collect and preserve items with evidentiary
value that are found on the bodies then transfer these items to the
investigating agency to maintain legal evidence for criminal or civil court
action; release remains promptly to the next-of-kin, if possible.
□ Provide respect for those who have died and provide compassion and
support for their survivors throughout the process.
□ Provide for appropriate record-keeping to meet legal and documentation
requirements.
□ Participate in family briefings and organized press conferences or provide
timely and accurate information to the PIO to keep the survivor community
informed about all critical events throughout the process.
The City of Phoenix may lack enough personnel, equipment, and storage capacity
to handle significant numbers of deceased victims, especially if remains are
contaminated.
Assistance from local, state, and federal governments may be required to assist in
the search and recovery, transportation, tracking, removal, processing, and
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identification. In some scenarios, the availability of federal resources to respond
may be non-existent.
Large-scale emergencies may present unique logistical challenges with limited
cold storage space, human remains pouches, personal protection equipment
(PPE), and related fatality management supplies. In this scenario, mutual aid
resources and federal assets will both be strained and likely not available.
In certain scenarios, deaths may be dispersed over a large geographic area,
lacking a defined incident site (e.g., biological, pandemic, etc.). This may
necessitate private or public assistance in the transportation and storage of
remains.
Bottlenecks within the system may appear at any point of the process, depending
on scope and nature of the incident. For example, local hospitals and mortuaries
may not have additional morgue storage; the vital records system may exceed
surge capacity to register deaths and issue final disposition permits; and the death
care industry may exceed surge capacity to provide for final disposition of human
remains.
Regulatory restrictions may impede the system when an emergency is not
declared. With a local, state, or federal declaration in place, there may remain the
need to identify and modify certain legal and regulatory requirements.
There could be significant disruption of publicly and privately-owned critical
infrastructure that could impede a mass fatality response.
A pandemic event will likely stress other government agencies, specifically in terms
of continuity of operations and/or government.
The need for accurate, sensitive, and timely public information can grow
exponentially depending on the scope and nature of the event. The ability to
deliver the information needed can also be challenged at one or any point of the
system.
For unidentified decedents, utilize the National Missing and Unidentified Persons
System (NamUs). NAMUS is a national, centralized repository and resource center
for missing persons and unidentified decedent records. Information for pediatric
decedents should be entered into the National Center for Missing and Exploited
Children’s database.
Concept of Operations
General
The Maricopa County Office of the Medical Examiner (OME) takes jurisdiction of remains
which meet A.R.S. §11-593 B. The OME is responsible for and in charge of these
decedent(s) and the release of remains for final disposition.. The City of Phoenix
Emergency Operations Center (EOC) will coordinate the multi-agency response,
resource allocation, and information management. In a surge event, the OME will notify
the Maricopa County Department of Emergency Management (MCDEM) when resources
are exceeded and discuss the need for Mass Fatality coordination.
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MCDEM, acting as the non-medical/non-health coordinating department, has the
responsibility to coordinate, manage, and provide information and resources in support
of the OME.
If resource needs of Maricopa County are exceeded, the County will notify the state and
request assistance. As defined in the State of Arizona Emergency Response Recovery
Plan (SERRP), the Arizona Department of Emergency & Military Affairs (DEMA) has the
responsibility to coordinate resource requests through State and Federal sources.
Each Primary and Support department shall develop and maintain department policies
and complimentary Standard Operating Procedures (SOPs) in support of a Mass Fatality
incident. The respective policies and Standard Operating Procedures (SOPs) should be
included in an annual review to ensure that compatibility and integration are achieved. In
addition, the integration of tribal health departments into the exercise and implementation
of this plan is encouraged to ensure a comprehensive response to a Mass Fatality
incident.
Reunification
Successful Reunification Operations
The success of reunification operations is dependent upon:
Survivor access to communications to include telephone, cellular phones, and/or
internet to connect with email, social media, and reunification systems.
Seamless coordination and the ability to share information among agencies and
organizations with reunification responsibilities for evacuees, children, displaced
adults, missing persons, emergency welfare inquiries, medical patients (to include
those in facilities and those evacuated), fatalities, and household pets and service
animals.
Timely and consistent public messaging to survivors and the public outside the
disaster area on available reunification mechanisms.
For more information, see the City of Phoenix Family Reunification and Community
Assistance Center Plan.
Community Assistance Centers
During and immediately following a mass fatality incident, the creation of a Community
Assistance Center is necessary to assist family members in providing information and
locating their injured or deceased loved ones, and to help with the grieving process.
Setting up a Community Assistance Center early in the crisis shows the public that the
situation is under control, despite the circumstances. Family assistance services must be
easily accessible, well organized, and sensitive to the needs of the worried and distraught
family members.
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Community Assistance Centers within the City of Phoenix will be in a facility that is
accessible to all community members impacted by the event. The City will provide
accommodations (e.g., American Sign Language interpreter, language line, etc.) to
people with disabilities and others with access and functional needs when requested.
Processes and procedures which ensure inclusion and accessibility during mass care and
shelter operations will apply during Community Assistance Center operations.
For more information, see ESF #6 Mass Care Annex and the Sheltering Support Annex.
For more information, see the City of Phoenix Family Reunification and Community
Assistance Center Plan.
Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Fire Department (PFD)
PFD serves as a Primary City Department for mass fatality incidents and is tasked with
the following before, during, and after this incident:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with the City EOC’s Public Information Officer (PIO) or Joint
Information System (JIS) to warn the public of any potentially dangerous situations.
Public notification shall be inclusionary and accessible. In addition, door-to-door
notifications may be required, including flashlights, pictograms, and/or other
communications tools. See Emergency Public Warning Support Annex for more
information.
□ Provide a department PIO to supplement and coordinate official news releases
from the EOC PIO, utilizing the Press Conference Procedure Checklist as
guidance to ensure individuals with disabilities are not denied physical or
communication accommodations.
Phoenix Police Department (PPD)
PPD serves as a Primary City Department for mass fatality incidents and is tasked with
the following before, during, and after this incident:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with the appropriate agencies and organizations to support the safety
and needs of children separated from parents or legal guardians and parents or
legal guardians seeking missing children during a disaster.
□ Coordinate with the appropriate agencies and organizations for the temporary care
and shelter of children.
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□ Coordinate with the City EOC’s Public Information Officer (PIO) or Joint
Information System (JIS) to warn the public of any potentially dangerous situations.
Public notification shall be inclusionary and accessible. In addition, door-to-door
notifications may be required, including flashlights, pictograms, and/or other
communications tools. See Emergency Public Warning Support Annex for more
information.
□ Provide a department PIO to supplement and coordinate official news releases
from the EOC PIO, utilizing the Press Conference Procedure Checklist as
guidance to ensure individuals with disabilities are not denied physical or
communication accommodations.
Supporting City Departments
Communications Office (COM)
COM supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Initiate the Joint Information System (JIS) and/or Joint Information Center (JIC)
with appropriate City departments and strategic partners to ensure consistent
messaging regarding the incident, information updates, and assistance.
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Equal Opportunity Department (EOD)
EOD supports this incident response for the City of Phoenix by doing the following:
□ Provide a Disabilities Access and Functional Needs (DAFN) Technical Specialist
to the City EOC to provide information and subject matter expertise to all EOC
sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
□ Coordinate with Maricopa County to support accessibility needs for individuals with
disabilities and others with access and functional needs.
Human Services Department (HSD)
HSD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel and strategic
partners, obtaining regular updates and determining resource and coordination
needs.
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□ Support human services roles and functions, including reunification, in disaster
response and recovery operations in accordance with defined roles and
emergency preparedness plans.
Office of Emergency Management (OEM)
OEM supports this incident response for the City of Phoenix by doing the following:
□ Activate Emergency Support Function (ESF) #6: Mass Care and other ESFs as
appropriate.
□ Activate Emergency Operations Center (EOC) as appropriate.
□ Develop a schedule for staffing, supporting, and operating the EOC from activation
to stand-down.
□ If needed, request a liaison from the Maricopa County Department of Emergency
Management (MCDEM) to ensure regional coordination.
□ Facilitate the sharing of information amongst critical support partners, including
local, county, state, federal and non-governmental partners.
Office of Public Health (OPH)
OPH supports this incident response for the City of Phoenix by doing the following:
□ Send representative to Emergency Operations Center (EOC) as appropriate.
□ Support public health messaging and information as needed.
□ Provide guidance, direction, and support related to public health impacts.
□ Assist in gathering information regarding patient status and data collection for
reunification efforts.
□ Coordinate and serve as liaison with MCDPH, and other public health partners.
□ Assist in identifying vulnerable populations and inform strategies to increase health
equity in response.
All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Maricopa County Department of Emergency Management (MCDEM)
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MCDEM supports this incident response for the City of Phoenix by doing the following:
□ Collaborate and coordinate response with all pertinent agencies.
□ Activate the Maricopa County Emergency Operations Center, as appropriate.
□ Make recommendations to the Board of Supervisors or their representative for a
declaration of an emergency.
□ Commence coordination of immediate county response and the movement of
non-medical resources as appropriate.
□ Assist with obtaining medical resources not available within the jurisdiction.
□ Support the public information needs of the Office of the Medical Examiner.
□ Provide support for the operations of a Family Assistance Center, if needed.
□ Support and facilitate for any needed ancillary operations and/or facilities (e.g.,
casualty collection facilities).
Maricopa County Department of Public Health (MCDPH)
MCDPH supports this incident response for the City of Phoenix by doing the following:
□ Activate the Public Health Department’s Department Operations Center (DOC) as
appropriate.
□ Manage and coordinate communications and information to healthcare, mortuary,
and other vested response partners.
□ Assist in gathering information regarding patient status and data collection for
reunification efforts.
□ Monitor the public health situation if related to the event, taking actions as
necessary.
□ Expand to meet the needs of surge capacity related to vital records system and
documentation.
□ Manage federal department inquiries and coordination as they relate to public
health issues and their associated fatalities (CDC, etc.).
□ Staff the County EOC and JIC as needed.
□ Commence coordination of immediate county response and movement of medical
resources as appropriate.
□ Serve as liaison to Maricopa County Office of the Medical Examiner (OME).
Maricopa County Office of the Medical Examiner (OME)
OME supports this incident response for the City of Phoenix by doing the following:
□ Medically investigate fatalities that occur because of a disaster and aid in the
identification of deceased persons, including children. Determine the cause and
manner of death.
□ Conduct on-site fatality assessment, collect and secure property or evidentiary
items on the remains for release to the investigating agency or the next of kin
(NOK). Direct the collection of antemortem data by partner groups/agencies
through extensive communication with families and other means. Data collection
may include the following:
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Physical description of the victim (e.g., approximate age, height, weight,
gender, hair color)
Description of clothing and jewelry
Description of unique characteristics (e.g., tattoos, scars, birthmarks)
Dental records, medical records, implant or joint replacement serial numbers,
and fingerprint records
DNA reference samples from the family members
□ Provide identification results to a team of law enforcement, mental health
professionals, and spiritual support providers for death notifications.
□ When a decedent cannot be identified, the OME will enter the decedent’s
information (e.g., fingerprints, DNA, scars, marks, tattoos) into DOJ’s National
Missing and Unidentified Persons System (NamUs).
□ Develop and maintain a Maricopa County OME Mass Fatality Incident Plan.
□ Coordinate or manage transportation of remains to an appropriate facility.
□ Manage release of the remains or coordination of final disposition.
□ Provide oversight and operation of ancillary sites designed to support a surge
situation (e.g., collection site, temporary storage sites, etc.).
Maricopa County Public Fiduciary
Maricopa County Public Fiduciary supports this incident response for the City of Phoenix
by doing the following:
□ Responsible for indigent burial program.
□ Act as guardians, conservators and court-appointed personal representatives of
persons and their estates in the absence of any other qualified/eligible appointees
and as such are responsible for the coordination of final disposition.
State
Arizona Board of Funeral Directors and Embalmers
DEMA supports this incident response for the City of Phoenix by doing the following:
□ Responsible for issuing/obtaining waivers/exemptions from Arizona Revised
Statutes and the Arizona Administrative Code for licensees, such as funeral
directors, cremationists, etc.
Arizona Department of Emergency & Military Affairs (DEMA)
DEMA supports this incident response for the City of Phoenix by doing the following:
□ Activate support functions within the State Emergency Response and Recovery
Plan (SERRP) as appropriate.
□ Activate the State Emergency Operations Center (SEOC) and/or Joint Information
Center (JIC) as appropriate.
□ Advise the Governor as to the magnitude of the event and if necessary, request
Governor’s emergency declaration
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□ Support regional response and coordinate between regions if event involves
multiple counties.
□ Coordinate requests for resources as processed by the counties, including any
federal assets.
□ Support the operation of a Community Assistance Center to assist families, loved
ones.
Arizona Department of Health Services (ADHS)
ADHS supports this incident response for the City of Phoenix by doing the following:
□ Coordinate with DEMA on appropriate response.
□ Support the management and coordination of communication and information to
healthcare, mortuary, and other vested response partners.
□ In conjunction with regional public health agencies, provide staff to the JIC.
□ Support the operation of a Community Assistance Center to assist families, friends,
and loved ones of decedents.
□ Coordinate/manage licensed facility waivers.
Federal
Request for and coordination of these federal resources is handled only through the
Arizona Department of Emergency Management, as requested, or dictated by event
factors. This request may be done through an emergency declaration, although a
declaration is not necessary to request such resources (see SERRP).
Department of Defense (DOD) Mortuary Affairs Assistance
DOD Mortuary Affairs units can provide support to domestic catastrophic incident
response and recovery operations, when authorized by the Secretary of Defense.
Services include search and recovery of remains and tentative remains identification.
They can also set up a personal effects (PE) depot and assist morgue operations and
temporary internment.
Disaster Mortuary Operational Response Teams (DMORT)
□ Work within the Incident Command System (ICS) and National Incident
Management System NIMS) established by local authorities to provide technical
assistance and personnel to recover, identify, and process deceased victims.
□ Assist with the following, as appropriate:
□ Conduct victim identification.
□ Conduct forensic dental pathology.
□ Employ forensic anthropology methods.
□ Conduct processing, preparation, and disposition of remains.
□ Support the local medical examiner with the following, as appropriate:
□ Augment existing local resources.
□ Provide specialized personnel.
□ Provide mobile morgue facility.
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□ Provide computer-based tools.
□ Provide family support.
Federal Bureau of Investigation (FBI)
Federal Bureau of Investigation (FBI) supports reunification for the City of Phoenix by
doing the following:
□ Support the response through Victim Assistance Program.
□ Deploy Victim Assistance Rapid Deployment Teams as appropriate.
National Transportation Safety Board (NTSB)
The Aviation Disaster Family Assistance Act was enacted in 1996 to assist local
authorities in the coordination of victim identification and family assistance in the event of
a major aviation accident. It tasks the NTSB with coordinating the efforts of the air carrier,
local responders, and federal departments for the family assistance response. This
includes coordination for the recovery and identification of victims and the release of
accident investigation information to family members while at the accident location and
during the investigative process.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC supports this incident response for the City of Phoenix by doing the following:
□ Provide a liaison to the EOC when appropriate.
□ Assist in the establishment and management of a Community Assistance Center
when deemed appropriate.
Arizona Voluntary Organizations Active in Disaster (VOAD)
Arizona VOAD supports this incident response for the City of Phoenix by doing the
following:
□ Provide, through a whole community approach, coordination of services for:
□ Mass and individual feeding.
□ Mass and individual shelter.
□ Donation and volunteer management support.
□ Long-term recovery planning and support.
Death Care Industry
The Death Care Industry (funeral homes, crematories, and cemeteries) is a critical
component in a mass fatality event. The Death Care Industry can:
□ Provide supplemental morgue storage.
□ Assist with transportation of human remains.
□ Assist OME office operations with staff for such support duties as escorting bodies,
transcribing case file data and collecting ante mortem data.
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□ Assist with grieving families and gathering information from families regarding final
disposition wishes.
□ Manage the final disposition of human remains
Mercy Care
Mercy Care is the Regional Behavioral Health Authority (RBHA), which can provide
support by doing the following:
□ Ensure, as the Regional Behavioral Health Authority (RBHA), access to high-
quality behavioral health care for affected persons.
Regional Hospitals
Regional hospitals support reunification for the City of Phoenix by doing the following:
□ Track patients using EM Track or another query system to identify missing
persons.
□ Ensure communication between other regional hospitals and vested response and
recovery partners.
□ Ensure patient-related information sharing between other regional hospitals and
vested response and recovery partners.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Multi-Agency Reunification Services Plan Template
National Response Framework.
Presidential Preparedness Directive 8, “National Preparedness.”
Post-Disaster Reunification of Children: A Nationwide Approach
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-
288)
United States Code
▫ U.S.C. 6 Section 774 – Reunification
▫ U.S.C. 6 Section 775 – National Emergency Family Registry and Locator
System
State
Arizona Revised Statute (A.R.S.) §11-593, Reporting of certain deaths; autopsies;
failure to report; classification
A.R.S. Title 36 - Public Health and Safety, Chapter 6, Article 9.
Arizona State Emergency Response and Recovery Plan (SERRP).
Memorandum of Understanding with Arizona Chiefs Fire Association.
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County
Intergovernmental Agreements for Disaster and Emergency Management
Services between Maricopa County and Participating Cities.
Maricopa County Emergency Operations Plan .
City of Phoenix
City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
City of Phoenix Contract #: 147846-0: Cooperative Purchasing Agreement
Between the City of Phoenix and Arizona Interpreting Service, Inc.
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Palo Verde Generating Station Incident Annex
Key Response Agencies
Primary City
Departments
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Supporting City
Departments
Communications Office (COM)
Equal Opportunity Department (EOD)
Office of Emergency Management (OEM)
Street Transportation Department (STD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Health Services (ADHS), Bureau of
Radiation Control
Arizona Department of Emergency and Military Affairs (DEMA)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
Introduction
Purpose
The purpose of this incident annex is to address an incident at Palo Verde Generating
Station (PVGS). The PVGS is the largest facility designed for the peaceful use of nuclear
power in the United States; it is licensed and inspected by the Nuclear Regulatory
Commission (NRC). Planning guidance and acceptance criteria for NRC licenses require
the state and local governments to develop Radiological Emergency Plans and
Emergency Preparedness Procedures. These plans and procedures are outlined in
Nuclear Regulation 0654 (NUREG-0654) and Federal Emergency Management Agency
Radiological Emergency Preparedness 1 (FEMA REP 1).
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to an incident at Palo Verde Generating
Station (PVGS). This includes all City departments.
Policies
The following policies and authorities are currently in place:
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All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The Palo Verde Generating Station (PVGS) is the largest facility designed for the peaceful
use of nuclear power in the United States; it is licensed and inspected by the Nuclear
Regulatory Commission (NRC). Planning guidance and acceptance criteria for NRC
licenses require the state and local governments to develop Radiological Emergency
Plans and Emergency Preparedness Procedures. These plans and procedures are
outlined in Nuclear Regulation 0654 (NUREG-0654) and Federal Emergency
Management Agency Radiological Emergency Preparedness 1 (FEMA REP 1).
PVGS is a standardized triple-unit commercial nuclear power facility consisting of three
identical pressurized water reactors and turbine generators. The plant is located 50 miles
west of downtown Phoenix and approximately 45 miles from the City limits.
A joint State/County Offsite Emergency Response Plan has been developed to respond
to an emergency or incident at PVGS. The Governor of the State of Arizona is responsible
for State government operations and receives advice and assistance concerning
emergency planning and operational matters from the Director, Arizona Department of
Emergency and Military Affairs (AZDEMA). The Chairman of the Maricopa County Board
of Supervisors has final responsibility for decision making at the county level, and the
Maricopa County Department of Emergency Management (MCDEM) is responsible for
the accomplishment of emergency response tasks. The Director of the Maricopa County
Public Health Department is responsible for making the decision to issue potassium
iodide (KI) to the public. Planning and coordination of emergency response tasks, as well
as operational activities, are accomplished through the county staff at the MCDEM
Emergency Operations Center (EOC).
Maricopa County Department of Emergency Management (MCDEM), as well as the
Arizona Department of Emergency and Military Affairs (AZDEMA), Arizona Department
of Public Safety (DPS), the Arizona Department of Health Services (ADHS) Bureau of
Radiation Control, and the City of Buckeye, receive notification of an accident or
emergency at PVGS through the Notification Alert Network (NAN). Other county
departments, such as Flood Control District, are recalled as needed. The State
Emergency Operations Center (SEOC) is also activated simultaneously.
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Planning standards outlined in NUREG-0654/FEMA REP 1 establish a 10-mile Plume
Exposure Pathway Emergency Planning Zone (EPZ), around the plant. The planning
basis for the size of the EPZ is determined on the Protective Action Guide (PAG), defined
as the projected absorbed dose to individuals in the general population that warrants
protective actions. Within the EPZ, shelter in-place and/or evacuation are the principle
immediate protective actions to be taken for the public; reception and care centers are
pre-established to shelter displaced individuals.
NUREG-0654 also establishes an Ingestion Exposure Pathway Emergency Planning
Zone (IPZ) as a defined 50-mile radius from the facility within which food or potable water
may become contaminated because of a release of radioactive materials. The principle
protective actions to be taken generally concern agricultural products and may include
impounding of foodstuffs, removal of surface soil contamination, and ensuring that
animals do not graze on the open range within contaminated areas.
Four Emergency Classifications Levels (ECLs) are used to notify federal, state, and local
officials, as well as response organizations, of an incident or accident at PVGS:
UNUSUAL EVENT is the lowest classification; it indicates a minor problem has
taken place and no release of radioactive material is expected.
ALERT is the next higher classification level; it indicates a minor problem and small
amounts of radioactive material could be released inside the plant.
SITE AREA EMERGENCY is the next higher classification; it indicates a more
serious problem is taking place. Small amounts of radioactive material could be
released near the plant. If special action needs to be taken, sirens will be activated,
and the Emergency Alert System (EAS) will be used to give protective action
procedures.
GENERAL EMERGENCY is the most serious of all emergency classifications; it
warns that radioactive material could be released outside the plant site. Sirens will
be activated to initiate protective action procedures, and information will be
provided over the EAS.
Planning Assumptions
The City of Phoenix is within the 50-mile IPZ and will be affected by an accident at
PVGS.
A major accident at PVGS will result in numerous inquiries to City officials
regarding the status of the emergency.
A major accident at PVGS will result in a great deal of fear and uncertainty among
the populations of the City of Phoenix.
A major accident at PVGS will require communication with the public regarding
evacuation and protective actions.
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Concept of Operations
General
Response procedures for an emergency at PVGS are detailed in the joint State/County
Off-Site Emergency Response Plan. The plan describes the organization for
emergencies, classifies emergencies, and defines and assigns off-site responsibilities
and authorities.
In the event of an accident at PVGS that results in a release of radioactive materials to
the environment, the primary response effort will be concentrated in, and resources
committed to, the Plume Exposure Pathway Emergency Planning Zone (EPZ). As control
is established and that concentration of effort reduced, response activities will concentrate
on the ingestion exposure pathway, primarily in the area of plume travel, but also including
areas outside the plume’s path.
The Maricopa County Department of Emergency Management (MCDEM) will activate the
County Emergency Operations Center (EOC) and will assume responsibility for the
coordination of county response forces and volunteers. Prompt warning to the public of a
radiological emergency is vital to assure that protective action instructions are received
early enough to be implemented effectively. Maricopa County is responsible for warnings
within the EPZ.
The Arizona Department of Emergency and Military Affairs (DEMA) will activate the State
EOC by direction of the Governor and will assume coordination of state response forces
and volunteers. The state element of operations directorate is responsible for activating
the statewide system to issue warnings and public advisories for the protection of public
health and control of contaminated materials throughout the Ingestion Exposure Pathway
Emergency Planning Zone (IPZ).
DEMA is responsible for the state government’s Off-Site Emergency Response Plan and
will coordinate state and local agencies’ emergency actions. Arizona Department of
Health Services, Bureau of Radiation Control will evaluate the radiological hazards and
recommend appropriate protective actions.
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10-Mile Emergency Planning Zone (EPZ)
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50-Mile Ingestion Pathway Zone (IPZ)
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Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Fire Department (PFD)
PFD serves as a Primary City Department and is tasked with the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with the City EOC’s Public Information Officer (PIO) or Joint
Information System (JIS) to warn the public of any potentially dangerous situations.
Public notification shall be inclusionary and accessible. In addition, door-to-door
notifications may be required, including flashlights, pictograms, and/or other
communications tools. See Emergency Public Warning Support Annex for more
information.
□ Establish and maintain close liaison with state, county, and local law enforcement
agencies.
□ Provide a department PIO to supplement and coordinate official news releases
from the EOC PIO, utilizing the Press Conference Procedure Checklist as
guidance to ensure individuals with disabilities are not denied physical or
communication accommodations.
Phoenix Police Department (PPD)
PPD serves as a Primary City Department and is tasked with the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with the City EOC’s Public Information Officer (PIO) or Joint
Information System (JIS) to warn the public of any potentially dangerous situations.
Public notification shall be inclusionary and accessible. In addition, door-to-door
notifications may be required, including flashlights, pictograms, and/or other
communications tools. See Emergency Public Warning Support Annex for more
information.
□ Provide a department PIO to supplement and coordinate official news releases
from the EOC PIO, utilizing the Press Conference Procedure Checklist as
guidance to ensure individuals with disabilities are not denied physical or
communication accommodations.
Supporting City Departments
Communications Office (COM)
COM supports this incident response for the City of Phoenix by doing the following:
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□ If requested, send representatives to the EOC.
□ Participate in activated Joint Information System (JIS) and/or Joint Information
Center (JIC) with Maricopa Department of Emergency Management (MCDEM) and
Arizona Department of Emergency and Military Affairs (DEMA) to ensure
consistent messaging.
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Equal Opportunity Department (EOD)
EOD supports this incident response for the City of Phoenix by doing the following:
□ Provide a Disabilities Access and Functional Needs (DAFN) Technical Specialist
to the City EOC to provide information and subject matter expertise to all EOC
sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
Office of Emergency Management (OEM)
OEM supports this incident response for the City of Phoenix by doing the following:
□ Activate all necessary Emergency Support Functions (ESF’s).
□ Activate the Emergency Operations Center (EOC) as appropriate.
□ Develop a schedule for staffing, supporting, and operating the EOC from activation
to stand-down.
□ Ensure coordination with all responding city departments, county, state, federal,
and non-governmental organizations.
Street Transportation Department (STD)
STD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Assure the availability of personnel, equipment, and material.
□ Dispatch personnel, equipment, and material to strategic locations in accordance
with the situation and operations plans.
□ Evaluate street and bridge conditions and make recommendations for their
opening or closure. Close streets and bridges if such action is needed to protect
life or property.
□ Keep EOC informed of such actions.
□ Limit access to roads in hazardous areas and assist the City Police Department
with traffic control.
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All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports this incident response by doing the following:
□ Collaborate and coordinate response with all pertinent agencies.
□ Activate the MCDEM Emergency Operations Center, as appropriate.
□ Make recommendations to the Board of Supervisors or their representative for a
declaration of an emergency.
State
Arizona Department of Emergency & Military Affairs (DEMA)
DEMA supports this incident response by doing the following:
□ Activate support functions within the State Emergency Response and Recovery
Plan (SERRP), the State Emergency Operations Center (SEOC), and/or Joint
Information Center (JIC) as appropriate.
□ Advise the Governor as to the magnitude of the event and if necessary, request
Governor’s emergency declaration.
□ Support regional response and coordinate between regions if event involves
multiple counties.
□ Coordinate requests for resources as processed by the counties, including any
federal assets.
Arizona Department of Health Services (ADHS) Bureau of Radiation Control
ADHS Bureau of Radiation Control supports this incident response by doing the following:
□ Responsible for statewide radiological health and safety program and for the
enforcement of State rules and regulations for the control of ionizing and non-
ionizing radiation.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
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ARC supports this incident response for the City of Phoenix by doing the following:
□ Provide a liaison to the EOC when appropriate.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
National Response Framework.
Presidential Preparedness Directive 8, “National Preparedness.”
Post-Disaster Reunification of Children: A Nationwide Approach
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-
288)
State
A.R.S. Title 36 - Public Health and Safety, Chapter 6, Article 9.
Arizona State Emergency Response and Recovery Plan (SERRP).
County
Intergovernmental Agreements for Disaster and Emergency Management
Services between Maricopa County and Participating Cities.
Maricopa County Emergency Operations Plan .
City of Phoenix
City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
City of Phoenix Contract #: 147846-0: Cooperative Purchasing Agreement
Between the City of Phoenix and Arizona Interpreting Service, Inc.
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Pandemic and HCID Incident Annex
Key Response Agencies
Primary City
Departments
City Manager’s Office
Human Resources Department (HRD)
Office of Emergency Management (OEM)
Office of the Mayor
Office of Public Health (OPH)
Phoenix Fire Department (PFD)
Supporting City
Departments
Budget and Research Department (B&R)
Communications Office (COM)
Equal Opportunity Department (EOD)
Finance Department (FIN)
Phoenix Police Department (PPD)
Street Transportation Department (STD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
State
Arizona Department of Health Services (ADHS)
Introduction
Purpose
The purpose of this incident annex is to ensure continuity of essential government
services during a public health emergency by achieving pre-designed coordination among
City departments and the elected and administrative authorities of the City of Phoenix.
The City of Phoenix is responsible for developing a pandemic and high consequence
infectious disease (HCID) response plan to protect the health of its employees and their
families as well as ensure the delivery of essential City services when faced with a
severely reduced workforce and the disruption of services and supplies essential to City
operations. The City Continuity of Operations Plan (COOP) determines which critical
functions of the City of Phoenix government would continue to operate
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Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to a pandemic and HCID incident. This
includes all City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
According to the World Health Organization (WHO), “A pandemic is the worldwide spread
of a new disease.” In past pandemics, viruses have spread worldwide within months and
are expected to spread even more quickly given modern travel patterns as well as
urbanization and overcrowded conditions in some areas. Outbreaks are expected to
occur simultaneously, preventing shifts in resources that commonly occur in other natural
disasters. A pandemic is considered a high-probability event, and some experts consider
it to be inevitable.
The COVID-19 pandemic that emerged in late 2019 demonstrated how rapidly a novel
pathogen can spread globally, disrupting healthcare systems, economies, and daily life.
In modern urban environments like Phoenix, with extensive travel connections and
densely populated areas, infectious diseases can spread with unprecedented speed and
impact. Future pandemics may emerge with limited warning time, potentially allowing as
little as one to six months before significant outbreaks occur in the United States.
Pandemic events are characterized by simultaneous outbreaks across multiple regions,
preventing the resource-sharing and mutual aid that typically occurs during localized
disasters. As demonstrated during COVID-19, healthcare capacity can be quickly
overwhelmed, with demand for hospital beds, ventilators, personal protective equipment,
and specialized staff exceeding available resources. Public health experts consider
another pandemic to be a high-probability event requiring comprehensive preparedness.
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In Arizona, a pandemic would likely result in numerous persons falling ill with the virus.
The number of persons hospitalized would exceed the capacity of Arizona’s healthcare
institutions.
Pandemic Influenza Planning
The Arizona Pandemic Influenza Response Plan was developed to promote an effective
and coordinated response, from Phase I through the Post Pandemic Phase. It is based
on the U.S. Department of Health and Human Services (HHS) Pandemic Influenza Plan
(2017) and the State Emergency Response and Recovery Plan (SERRP). The response
activities of the plan will be carried out in collaboration with the Arizona Department of
Emergency and Military Affairs (DEMA), local health departments and other local, state,
and federal agencies.
The Centers for Disease Control and Prevention (CDC) Pandemic Intervals Framework
(PIF) outline the progression of an influenza pandemic using six intervals. This PIF has
been adopted by strategic planning partner and public health authority, the Maricopa
County Department of Public Health. The framework is used to guide pandemic planning
to inform public health actions. The following six intervals may vary depending on virus
and public health response:
1. Investigation
2. Recognition
3. Initiation
4. Acceleration
5. Declaration
6. Preparation
The Arizona Pandemic Influenza Response Plan follows the WHO guidelines and the
national HHS model of prescribing necessary activities and identifying responsible parties
by the first three periods containing six phases (see the Arizona plan for specific
definitions of the phases). The main plan provides a general overview of the Arizona
Department of Health Services (ADHS) response followed by subject-specific
supplements.
Planning Assumptions
A pandemic and HCID is likely to occur sometime in the future.
A new virus subtype will likely emerge in a country other than the United States,
although a novel strain could first emerge in the United States.
Although there may be isolated pockets, the pandemic and HCID could affect all
geographic areas of the state.
When a pandemic and HCID incident occurs, vaccines and medicines will be in
short supply and will have to be allocated on a priority basis.
The federal government has assumed responsibility for devising a liability program
for vaccine manufacturers and persons administering the vaccine.
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Arizona’s temporary residents, winter visitors, migrant workers and tourists will
create a potential vaccination target population of nearly double that of the
permanent resident population.
The emergency response element will require the substantial interaction of state
and local departments in addition to the local health departments.
City government will be severely affected by a pandemic and HCID incident; it is
estimated that 20% to 30% of the City workforce may be directly affected by the
disease and additional employees are likely to need to stay home to care for sick
family members. At the height of the pandemic and HCID incident, up to 40% of
the workforce may be unavailable.
Disruptions to community lifelines such energy (power & fuel), health and medical
services, food, and transportation will likely occur because of staffing shortages in
organizations providing such services.
Deliveries of basic commodities such as fuel, groceries, etc., are likely to be
severely disrupted due to a pandemic and HCID incident.
Health care facilities will be overwhelmed and surged beyond their normal
capacity.
Mortuary services will be overwhelmed both at the public and private sector levels
and immediate assistance from sources outside the County will be needed.
Concept of Operations
General
All City departments will implement actions to deal with the pandemic and HCID incident
and its effects. These actions will focus on two primary areas:
Protecting the health of employees and their families.
Ensuring the ability to provide essential services when faced with a severely
reduced workforce and the disruption of services and supplies essential to
operations.
Strategic National Stockpile (SNS)
In the event of a public health emergency, The City of Phoenix may receive Strategic
National Stockpile (SNS) assets for dispensing to City of Phoenix employees and their
families as outlined in an agreement with the Maricopa County Department of Public
Health (MCDPH) (2013). Phoenix Fire Department (PFD) will assist the public health
department in establishing and operating points of dispensing (PODs) sites as needed.
Continuity of Government (COG)
The City of Phoenix has identified essential functions in the context of a pandemic and
High Consequence Infectious Disease (HCID), essential functions have been defined as
any service that, if not delivered or interrupted for an extended period, may result in
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significant hardship or danger to members of the community or employees, or may
significantly interfere with response or recovery operations.
The City Manager will consult with the Mayor so policy duties can be performed to protect
the health, safety, and welfare of the City of Phoenix (see Basic Plan - Emergency
Declaration Process). A line of succession has been established to provide departmental
authority if management becomes incapacitated. A state declaration and subsequent
local proclamation would be expected in the later stages of a pandemic and HCID alert
or outset of a federally declared pandemic and HCID. The City Manager will provide
briefings to elected officials, staff, and the public as needed.
City government may implement special leave guidelines (e.g., sick and/or potentially
contagious employees will be required to stay home during a pandemic and HCID) in
accordance with City Personnel Rules to assure that essential City operations continue.
The City may develop departmental/discipline strategies for each pandemic and HCID
threat level and other measures that will be utilized City wide. The City Manager will
consult with the Mayor and Council, Public Health Advisor, department directors, and
others to implement measures to assure that essential operations continue in Phoenix.
Emergency Operations Center (EOC)
The City Emergency Operations Center (EOC) may be activated as appropriate. The
City’s Emergency Operations Plan (EOP) directs all disaster response and recovery
activities for incidents occurring in the City of Phoenix.
The Emergency Management Director will receive updates from state and county public
health/emergency management authorities. The City of Phoenix Public Health Advisor
will receive regular updates from public health partners at the local and state level. The
Terrorism Liaison Officers (TLO) may also be recipients of public health intelligence. The
Emergency Management Director, TLOs, City of Phoenix Public Health Advisor and the
Phoenix Fire Chief will meet and brief the City Manager about relevant pandemic and
HCID intelligence.
The Finance/Administration Section under the Incident Command System (ICS) will
coordinate fiscal and administrative requirements and determine the necessary financial
support for the EOC.
Pandemic and HCID Strategies for Continuity of Government
(COG)
General
Unlike other emergency situations, a pandemic and HCID epidemic could seriously
disrupt an organization’s operations for an extended period, lasting from months to
several years. Therefore, both short-term and long-term strategies are necessary to
manage the potential extent and duration of the impact.
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Coordination and Collaboration for Pandemic and HCID Response
Multi-Agency Coordination Framework
Unlike isolated emergency incidents, a pandemic or High Consequence Infectious
Disease (HCID) outbreak requires sustained, integrated response efforts across multiple
jurisdictions and disciplines. The interconnected nature of these public health
emergencies demands unprecedented coordination between local emergency
management, public health departments, fire and EMS services, county government,
state agencies, healthcare systems, and federal partners. This coordination is essential
not only for immediate response but for maintaining critical operations throughout an
extended crisis that may last months to years.
Effective pandemic response requires breaking down traditional operational silos that can
impede information sharing, resource allocation, and consistent public messaging. The
COVID-19 pandemic demonstrated that fragmented approaches lead to inconsistent
policy implementation, resource shortages, and public confusion. By establishing formal
coordination mechanisms before an outbreak occurs, agencies can develop the
relationships, protocols, and shared understanding necessary for rapid mobilization and
sustained cooperation.
Local-state-federal alignment is equally vital, as regulatory authority, resource stockpiles,
and specialized expertise exist at different governmental levels. Establishing clear
communication channels, unified command structures, and predetermined resource
request procedures prevents delays and confusion during periods of escalating case
counts or evolving scientific understanding.
Nonpharmaceutical Interventions (NPIs)
Nonpharmaceutical Interventions (NPIs) are strategies for disease, injury, and exposure
control. They include actions that persons and communities can take to help slow the
spread of respiratory viruses (e.g., seasonal, and pandemic viruses). These actions
include personal protective measures for everyday use (e.g., staying home when ill,
covering coughs and sneezes, and washing hands often) and communitywide measures
reserved for pandemics and aimed at reducing opportunities for exposure (e.g.,
coordinated closures and dismissals of childcare facilities and schools and cancelling
mass gatherings). When a novel virus with pandemic potential emerges, NPIs can be
used in conjunction with available pharmaceutical interventions (antiviral medications) to
help slow its transmission in communities, especially when a vaccine is not yet widely
available. Given current vaccine technology, a pandemic vaccine might not be available
for up to 6 months. NPIs can be used before a pandemic is declared in areas where a
novel virus is detected and during a pandemic.
Recommendations on the Use of Personal, Community, and Environmental NPIs
The Centers for Disease Control and Prevention (CDC) developed the 2017 Community
Mitigation Guidelines to Prevent Pandemic , which guide the recommendations for
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pandemic and HCID incidents within this annex. These CDC guidelines provide evidence-
based recommendations on the use of NPIs in mitigating the effects of a pandemic
incident.
NPIs routinely recommended for prevention of respiratory virus transmission, such as
seasonal influenza, include personal protective measures for everyday use (i.e., voluntary
home isolation of ill persons, respiratory etiquette, and hand hygiene) and environmental
surface cleaning measures (i.e., routine cleaning of frequently touched surfaces and
objects). During a viral pandemic, these NPIs are recommended regardless of the
pandemic severity level. Additional personal and community NPIs also might be
recommended. Personal protective measures reserved for pandemics include voluntary
home quarantine of exposed household members and use of face masks in community
settings. Community NPIs might include temporary closures or dismissals of childcare
facilities and schools with students in grades kindergarten through 12 (K–12), as well as
other social distancing measures that increase the physical space between people (e.g.,
workplace measures such as replacing in-person meetings with teleconferences or
modifying, postponing, or cancelling mass gatherings)
Local decisions about NPI selection and timing involve consideration of overall pandemic
severity and local conditions (1) and require flexibility and possible modifications as the
pandemic
progresses
and
new
information
becomes
available.
Updated
recommendations on the use of NPIs to help slow the spread and decrease the impact of
a viral pandemic are provided, as is information on the rationale for using each NPI as
part of a comprehensive public health strategy for pandemic response and the
appropriate settings and use for each NPI according to the severity of the pandemic.
Personal NPIs
NPIs that can be implemented by individual persons include the following:
Personal protective measures for everyday use: These include voluntary home
isolation of ill persons, respiratory etiquette, and hand hygiene.
Personal protective measures reserved for pandemics: These include
voluntary home quarantine of exposed household members and use of face masks
in community settings when ill.
Personal Protective Measures for Everyday Use
Personal protective measures are preventive actions that can be used daily to slow the
spread of respiratory viruses. These measures include the following:
Home isolation (i.e., staying home when ill or self-isolation): Persons
experiencing symptoms should stay home for at least 24 hours after a fever or
signs of a fever (chills, sweating, and feeling warm or flushed) are gone, except to
obtain medical care or other necessities. To ensure that the fever is gone, patients’
temperature should be measured in the absence of medication that lowers fever
(e.g., acetaminophen or ibuprofen). In addition to fever, common symptoms
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include cough or chest discomfort, muscle or body aches, headache, and fatigue.
Persons also might experience sneezing, a runny or stuffy nose, sore throat,
vomiting, and diarrhea.
Respiratory etiquette: Persons cover coughs and sneezes, preferably with a
tissue, and then dispose of tissues and disinfect hands immediately after a cough
or sneeze, or (if a tissue is not available) cough or sneeze into a shirt sleeve.
Touching the eyes, nose, and mouth should be avoided to help slow the spread of
germs.
Hand hygiene: Persons perform regular and thorough hand washing with soap
and water (or use alcohol-based hand sanitizers containing at least 60% ethanol
or isopropanol when soap and water are not available).
Personal Protective Measures Reserved for Pandemics
Personal protective measures for everyday use include the following:
Voluntary home isolation of ill persons (staying home when ill)
Limiting social circles
Respiratory etiquette
Hand hygiene
Personal protective measures reserved for pandemics include the following:
Home quarantine of exposed household members until symptoms improve.
Use of face masks in community settings
Community NPIs
NPIs that can be implemented by communities include the following:
School closures and dismissals: These include temporary closures and
dismissals of childcare facilities, K–12 schools, and institutions of higher education.
Social distancing measures: These include measures for schools, workplaces,
and mass gatherings.
School Closures and Dismissals
Preventing the spread of disease in educational settings among children and young adults
reduces the risk for infection for these age groups and slows virus transmission in the
community. Components of the strategy might include preemptive, coordinated school
closures and dismissals implemented during the earliest stages of a pandemic before
many students and staff members become ill.
In the event of a pandemic, state, and county public health authorities play an important
role in protecting the school community and should establish and maintain partnerships
with district and school leaders, school emergency operations planning teams, and local
municipality leaders (e.g., mayors). Public health authorities are a credible source of
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information, have multiple (often free) resources available for information awareness
campaigns, and provide guidance for increasing school response measures. Depending
on the severity of the pandemic, these measures might range from everyday preventive
actions to preemptive, coordinated school closures and dismissals.
Preemptive, coordinated school closures and dismissals might be implemented at
childcare facilities, K–12 schools, and institutions of higher education. They are most
likely to be implemented when a pandemic is severe, very severe, or extreme. Secondary
consequences include missed work and loss of income for parents who stay home from
work to care for their children and missed opportunities to vaccinate school-aged children
rapidly unless other mechanisms are considered. Preemptive, coordinated dismissals
can be implemented by the following facilities for the following reasons:
Facilities
Risk Factors Identified by CDC Research
Childcare facilities
and K–12 schools
Children have higher virus infection rates than adults and are
infectious for a longer period than adults.
Viral transmission is common in schools and contributes to
school absenteeism and parental absenteeism from work.
The presence of school-aged children in a household is a risk
factor for virus infection in families.
Institutions of
higher education
Outbreaks on college and university campuses typically have
high attack rates (44%–73%) and cause substantial morbidity.
For example, during the 2009 H1N1 pandemic, influenza
spread rapidly through a university campus within 2 weeks.
Virus infection is more prevalent among residential students at
boarding schools and colleges than among nonresidential
students.
A school closure means closing a school and sending all the students and staff members
home, whereas during a school dismissal, a school might stay open for staff members
while the children stay home. Preemptive school dismissals can be used to disrupt
transmission of viruses before many students and staff members become ill. Coordinated
dismissals refer to the simultaneous or sequential closing of schools in a jurisdiction.
Thus, preemptive, coordinated school closures and dismissals can be used early during
a pandemic to prevent virus transmission in schools and surrounding communities by
reducing close contact among the following groups:
Children in childcare centers and preschools
School-aged children and teens in K–12 schools
Young adults in institutions of higher education
During a dismissal, the school facilities are kept open, which allows teachers to develop
and deliver lessons and materials, thus maintaining continuity of teaching and learning,
and allows other staff members to continue to provide services and help with additional
response efforts. School closures and dismissals might be coupled with social distancing
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measures (e.g., cancelling sporting events and other mass gatherings) to reduce out-of-
school social contact among children when schools are closed.
Social Distancing Measures
Social distancing measures can reduce virus transmission by decreasing the frequency
and duration of social contact among persons of all ages. These measures are common-
sense approaches to limiting face-to-face contact, which reduces person-to-person
transmission and include the following:
Dividing classes into smaller groups and creating opportunities for distance
learning (e.g., via the internet or local television or radio stations)
Telecommuting and remote-meeting options in workplaces
Mass gathering modifications, postponements, or cancellations
Multiple social distancing measures can be implemented simultaneously. Although there
is limited empirical evidence supporting the effectiveness of implementing any individual
measure alone (other than school closures and dismissals), the evidence for
implementing multiple social distancing measures in combination with other NPIs in a
systematic approach is recommended based upon historical analysis.
Environmental NPIs: Environmental Surface Cleaning Measures
Environmental surface cleaning measures can help eliminate viruses from frequently
touched surfaces and objects, including tables, doorknobs, toys, desks, and computer
keyboards. These measures involve cleaning surfaces with detergent-based cleaners or
disinfectants that have been registered with the Environmental Protection Agency.
Environmental surface cleaning measures include the following:
Routine cleaning of frequently touched surfaces and objects in homes, childcare
facilities, schools, and workplaces.
The goal should be to implement NPIs early enough and long enough to maximize
effectiveness while minimizing economic and social costs to ensure that NPIs are
commensurate to the pandemic severity.
Short-Term Continuity of Government (COG) Strategy
In the first 90 days of Continuity of Operations (COOP) activation, each department
should, following their established department COOP delegations of authority and order
of succession strategies, have the capacity to perform all mission-essential functions as
defined in the department’s COOP plan.
The department’s functions may need to be performed with limited staff, and when little
to no face-to-face contact is possible for an extended period. It is likely that a department
and its staff will be significantly affected by illness or even death.
To prevent further spread, steps should be taken to limit employee contact. This can be
done through social distancing, allowing employees to telecommute, and avoiding the
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use of shared equipment. Departments should ensure employees have the requisite
equipment and protocols in place to work remotely [e.g., mobile computing equipment,
Virtual Private Network (VPN) access, etc.)] should it become necessary for them to do
so.
Environmental surface cleaning measures in all settings is encouraged to remove viruses
from frequently touched surfaces and objects. Additionally, personal protective
equipment (PPE), in coordination and direction from the local Public Health Advisors,
should be made available in work areas.
Examples of PPE that may be deemed appropriate include:
Masks (ex. N95, procedural mask)
Keyboard/Mouse Covers
Hand Sanitizer
Sanitizing wipes
Tissues
As soon as possible, departments should transition to full operations. If full operations
cannot be initiated within 90 days of COOP activation, departments should implement the
long-term strategies described in this annex.
Long-Term Continuity of Government (COG) Strategy
Within 90 days of COOP activation, each department should have the capacity to perform
all mission-essential functions when little to no face-to-face contact is possible for an
extended period. A department and its staff will likely be significantly affected by illness
or even death.
When developing its specific response to an epidemic, the City should consider these
issues:
Operations may be significantly impacted for months to several years.
All departments and their personnel should be prepared to cooperate with
appropriate public health personnel and recovery efforts.
Because state and federal resources may be stressed during an epidemic, the City
should be prepared to operate with only minimal support from state and federal
agencies.
The City should ensure that it has the capacity to perform its mission-essential
functions for the first 90 days of COOP activation.
If full operations cannot be restored within 90 days, the City should ensure that it
has the capacity to perform other mission-essential functions as best it can.
Recovery
Recovery from an epidemic begins when the City determines that it has adequate staff
and resources to resume normal operations. Once normal operations resume, the impact
of the epidemic on the City’s operations, staff, and other stakeholders should be assessed
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and an after-action evaluation of the response should be drafted. Such an evaluation can
assist City departments in updating their continuity plans and any other relevant plans as
appropriate.
Organization and Assignment of Responsibilities
Primary City Department(s)
Office of Emergency Management (OEM)
OEM serves as a Primary City Department and is tasked with the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ Coordinate activities, communication, and the release of public information.
The Office of Public Health (OPH)
OPH serves as a Primary City Department and is tasked with the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain strategic partnership and communication with public health
system partners including MCDPH and ADHS.
□ Develop and maintain appropriate departmental standard operating procedures
(SOPs).
During an emergency:
□ Participate in the EOC.
□ Lead the development and/or use of public health information for communication
to employees and residents.
□ Work with MCDPH and ADHS to coordinate activities, share information and
inform planning.
□ Coordinate activities, communication, and the release of public information.
□ Provide direction, guidance, and support to internal departments to inform risk
mitigation and planning.
□ Provide strategic public health guidance and support to the City’s Manager’s
Office, Mayor, and City Council.
□ Work with MCDPH, PFD and other departments to collect and analyze data to
inform planning and response activities that promote health and minimize risk.
□ Identify vulnerable populations and inform strategies to increase health equity in
response and equitable distribution of resources.
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□ Provide strategic leadership and guidance for city led vaccination and or
dispensing efforts in coordination with MCDPH, PFD and OEM.
□ Analyze and interpret current scientific evidence to provide situational awareness
and inform planning, operations, and policy.
□ Prepare key messaging.
□ Support the development and implementation of Isolation and Recovery centers
as needed.
□ Provide guidance, direction, and support to Human Resources Department for
managing employee risk, case management and reporting.
Office of the Mayor
The Office of the Mayor serves as a Primary City Department and is tasked with the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If appropriate, declare a local emergency in the event a pandemic and HCID
epidemic results in extraordinary impacts.
□ Establish policy and issue emergency legislation and declarations in accordance
with City Code.
□ Represent the City when meeting with public health officials.
Human Resources Department (HRD)
HRD serves as a Primary City Department and is tasked with the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Track worker absenteeism related to symptoms of the viral pandemic and HCID.
□ Serve as the pandemic liaison with the Phoenix Fire Department and state
emergency management, regional and local emergency planning or emergency
management representatives including local hospitals, business, and schools.
Support departmental activities/responses as determined by City Manager.
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Supporting City Departments
Phoenix Fire Department (PFD)
PFD supports this incident response for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Assist the public health department in establishing and operating points of
dispensing (PODs) sites.
□ Provide a department PIO to supplement and coordinate official news releases
from the EOC PIO, utilizing the Press Conference Procedure Checklist as
guidance to ensure individuals with disabilities are not denied physical or
communication accommodations.
Budget and Research Department (B&R)
B&R supports this incident response for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Identify expenditure and resource impacts during a pandemic and HCID epidemic
including where possible the economic impact of the incident on the budget.
Coordinate with departments, the City Manager’s Office and City Council to
address needs and possible action.
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Update employees of policy changes related to the pandemic and HCID epidemic
(e.g., use of sick time, ill employees remaining home, etc.).
□ Provide information for employees regarding protective measures, availability of
vaccinations, Point-of-Dispensing (POD) locations, procedures and head-of-
household forms, and any other relevant guidance provided by Centers for
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Disease Control (CDC), Arizona Department of Health Services (ADHS), and/or
Maricopa Department of Public Health (MCDPH).
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Equal Opportunity Department (EOD)
EOD supports this incident response for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide a Disabilities Access and Functional Needs (DAFN) Technical Specialist
to the City EOC to provide information and subject matter expertise to all EOC
sections on DAFN-related issues and available resources.
□ Facilitate communication between the EOC and area organizations providing
services to people with DAFN.
□ Ensure people with DAFN are properly considered in all EOC operations and all
aspects of the incident response and recovery, including public messaging.
Finance Department (FIN)
FIN supports this incident response for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
□ Review existing contingency contracts for support services (such as auxiliary aids,
personal assistance services) and essential response equipment as a critical pre-
incident preparation.
□ Establishes a stockpile of personal protective equipment (PPE) for employee use,
including, but not limited to face masks, disposable gloves, surface sanitizing
supplies, hand sanitizers, etc., as well as a system for distribution of these supplies
that provides needed PPE throughout the city to ensure protection of employees
and visitors.
During an emergency:
□ If requested, send representatives to the EOC.
□ Coordinate with City department personnel to obtain needed emergency
equipment, supplies, and services.
□ Assist city departments in the emergency purchasing and contracting process
during the period of the emergency. See the City of Phoenix Administrative
Regulation (AR) 3.10: General Procurement Procedures for additional information
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□ Provide a general ledger for use by all departments to track all emergency
expenditures.
□ Establish staging areas for equipment/personnel in coordination with Operations
Section Chief.
□ Review requests and determine the most effective sources of supply and funding.
□ Document and provide copies of all expenditures and charges to the EOC Finance
Section.
□ Coordinate with other ESF #7 team members for the following resource support
concerns:
o Resources available through charitable/volunteer organizations.
o Services available from city, county, state, or federal departments for
disaster survivors.
o Services available from city, county, state or federal departments for
transportation and logistical support.
o Research city, county, state, or federal funding available for resource
support.
Phoenix Police Department (PPD)
PPD supports this incident response for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide security for emergency pharmaceuticals.
□ Provide security and traffic control for point of distribution (POD) sites.
□ Establish and enforce isolation and quarantine areas in conjunction with the
Maricopa County Department of Public Health.
□ The Terrorism Liaison Officers (TLO) will liaise with statewide intelligence
community and recipients of public health intelligence.
Street Transportation Department (STD)
STD supports this incident response for the City of Phoenix by doing the following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Provide and set up barricades for points of distribution (POD) sites.
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□ Provide and set up barricades for isolation and quarantine areas as determined by
public health authorities.
All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
Before an emergency:
□ Maintain working relationships with Supporting/Primary City Departments.
□ Develop and maintain appropriate departmental SOPs.
During an emergency:
□ If requested, send representatives to the EOC.
□ Activate Continuity of Operations (COOP) plans to ensure continuity of essential
functions.
□ Provide personal protective equipment (PPE) and resources to personnel when
appropriate.
□ Take steps to prevent the spread of flu or a HCID in the department.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
Maricopa County departments/agencies retain the existing primary agency responsibility
and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports this incident response by doing the following:
□ Activate the MCDEM Emergency Operations Center, as appropriate.
□ Make recommendations to the Board of Supervisors or their representative for a
declaration of an emergency.
Maricopa County Department of Public Health (MCDPH)
MCDPH supports this incident response by doing the following:
□ Recruit sentinel sites and other reporting sources as appropriate to the pandemic
phase/level.
□ Ensure timely and consistent reporting from sentinel sites and other reporting
sources.
□ Provide county surveillance information to state surveillance personnel; maintain
regular communications with state surveillance personnel.
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□ Conduct additional primary surveillance as needed.
□ Set-up and administer mass vaccination sites.
□ Implement Isolation and Quarantine as needed.
State
Arizona Department of Health Services (ADHS)
ADHS supports this incident response by doing the following:
□ Monitor surveillance data for the state (on-going).
□ Activate ADHS Emergency Response Plan, if not previously activated.
□ Manage overall coordination of the public health and medical emergency response
during a pandemic, to include coordination of all State medical support to
communities.
□ Disseminate pandemic and HCID epidemic status information to clinicians, local
health departments, and other stakeholders.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Community Mitigation Guidelines to Prevent Pandemic Influenza, 2017.
National Response Framework.
Presidential Preparedness Directive 8, “National Preparedness.”
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-
288)
State
A.R.S. Title 36 - Public Health and Safety, Chapter 6, Article 9.
Arizona Pandemic Influenza Response Plan.
Arizona State Emergency Response and Recovery Plan (SERRP).
County
Intergovernmental Agreements for Disaster and Emergency Management
Services between Maricopa County and Participating Cities
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix City Code Chapter 11: Office of Emergency Management, as
amended.
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Severe Weather and Floods Incident Annex
Key Response Agencies
Primary City
Departments
Office of Emergency Management (OEM)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Supporting City
Departments
Communications Office (COM)
Finance Department (FIN)
Human Services Department (HSD)
Office of the Mayor
Office of Public Health (OPH)
Parks and Recreation Department (PRD)
Planning and Development Department (PDD)
Public Transit Department (PTD)
Public Works Department (PWD)
Street Transportation Department (STD)
Water Services Department (WSD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
State
Arizona Department of Emergency and Military Affairs (DEMA)
Federal
Federal Emergency Management Agency (FEMA)
National Weather Service (NWS)
Private Sector and Community-Based Organizations
American Red Cross
Introduction
Purpose
The purpose of this incident annex is to describe specific emergency response activities
that may be required in the event of flooding caused by windstorms, thunderstorms, run-
offs, and/or failure of flood-retarding structures (FRS) in the City of Phoenix.
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Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to severe weather and flood incidents. This
includes all City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The City of Phoenix may be subjected to a variety of storm and/or flood situations with
related property damage during any time of the year. Possible situations that may be
encountered with this hazard are categorized as follows:
Windstorms
Usually characterized as straight-line winds capable of producing strong outflows up to
and more than 100 miles per hour, with or without precipitation, often created by
microbursts during severe thunderstorms. Windstorms are generally short-lived and
frequently develop with little or no warning; they are generally more prevalent during the
monsoon season (July-September). Windstorms without precipitation can create dust
storms that pick up loose dirt and sand particles in such quantities as to considerably
reduce visibility. Generally, dust storms move across the valley in a northwesterly
direction and can give the appearance of solid walls of dust visible from considerable
distance.
Thunderstorms
Thunderstorms have many of the same characteristics as windstorms, but they may also
include tornadoes and lightning. Lightning may strike some miles from the parent cloud.
Tornadoes can be imbedded in thunderstorm clouds and are commonly preceded by
heavy rain and frequently by hail.
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Floods
Extensive rainfall and snowpack on the Salt River and Verde River watersheds, coupled
with high water storage levels in the reservoirs, may require emergency water releases
from the Salt River Project (SRP) reservoir system, endangering life, and property. Similar
conditions on the Agua Fria River watershed, coupled with a high-water storage level in
Lake Pleasant, could require emergency water releases by the Central Arizona Project
from New Waddell Dam, resulting in dangerous flooding along the Agua Fria River.
The New River, which flows into the Agua Fria River south of Glendale Avenue, can
contribute to flooding below the juncture of the New River and Agua Fria rivers. The Army
Corps of Engineers and the Natural Resources Conservation Service have built several
flood-retarding structures on rivers, creeks, washes, and other flood-prone areas in
Phoenix, operated by the Flood Control District of Maricopa County. A failure of one of
these structures, while extremely unlikely, could result in a level of flooding that greatly
exceeds the flood threat that existed prior to construction.
City
of
Phoenix
Street
Transportation/Street
Maintenance/Bridge
and
Dam
Safety/Jurisdictional Dams—Emergency Action Plans were developed under the
guidance of the Street Transportation Department and are applicable to the 8 city-
managed dams in the northern Phoenix mountain preserve areas. The plans function as
stand-alone documents, copies of the plans can be found with the Streets Transportation
Department and the Office of Emergency Management. The plans should be consulted
for a description of the various FRS, their inundation areas, and the response plan for
each structure. A copy of these procedures can be found in the City of Phoenix
Emergency Operations Center (EOC).
Floods or water releases will result in blocked access to roads and bridges that will
impede emergency response. Unbridged crossings will be closed, resulting in limited
access that will cause isolation of some residents and impede emergency response to
affected areas. A failure of one FRS, while extremely unlikely, could result in a level of
flooding that greatly exceeds the flood threat that existed prior to construction.
Damage
Damage and problems that may result from windstorms, thunderstorms, and floods may
include one or more of the following:
Downed power lines
Major power outages
Telephone outages
Structural damage, particularly to manufactured structures
Fires and power surges caused by lightning strikes
Road and street congestion due to traffic light outages
Road and street closures/congestion due to flooding or debris
Water and/or wastewater service disruption
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Traumatic injuries or death of community members in severe instances
Planning Assumptions
Major street and low-lying area flooding will require mobilization of City resources
and coordination with outside departments to cope with evacuation, sheltering,
transportation, damage assessment, and recovery.
Severe storms will close unbridged crossings of the various river systems, resulting
in limited ingress or egress to affected areas. Limited access will isolate population
sectors and impede emergency response to this event.
Storms or floods will result in blocked access of roads and bridges that will impede
emergency response.
Large-scale flooding situations will require accessible warning messages and
accessible public information.
Storms or floods will require evacuation of the public and mass care operations,
including sheltering and feeding.
A storm with strong winds will cause power outages of an indeterminable length,
necessitating the implementation of the Electrical Power Outages Annex, and if
the incident occurs during an extreme heat event, then the activation of the
Excessive Heat Emergencies Annex of this plan. People with disabilities and
others with access and functional needs are disproportionately impacted by power
outages; appropriate follow up will be required to ensure their safety and security
needs are met.
Concept of Operations
General
For typical storms with associated local flooding and wind damage, operations will be
performed by normal City departments that routinely handle such emergencies. These
departments will act independently within their normal operating procedures to address
problems related to the emergency.
For large-scale disasters with major or catastrophic windstorm/thunderstorm/flood
situations, the City of Phoenix Emergency Operations Center (EOC) will be activated. If
activated, the EOC will assume overall coordination of emergency response operations
within its jurisdiction, to include warning, evacuation, and security of the affected areas.
All ESFs may be activated in response to a storm, a flood, or large-scale disasters.
Command
The Phoenix Fire Department (PFD) and/or the Phoenix Police Department (PPD) will
establish and operate on-site command posts at locations where emergency operations
are in progress. The PFD, PPD, Street Transportation Department, and any other
departments involved in on-site operations or support will establish liaisons at the
command posts. All departments and other organizations will control their emergency
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operations from their normal operational locations to the extent possible. Each
department assigned tasks during storms or floods will use their standard operating
procedures (SOPs) and checklists for responding to disaster situations in the City.
Related Mass Care Operations
The Human Services Department (HSD) is the lead agency for mass care operations and
will coordinate with the American Red Cross and other City departments to provide shelter
and feeding operations as needed.
The Parks and Recreation Department will support the HSD in mass care operations by
providing accessible City-owned facilities for shelter operations as needed. The Parks
and Recreation Department will work with the Equal Opportunity Department (EOD),
Public Works Department (PWD), and other departments, as needed, to ensure
modifications are made to City facilities to ensure they are accessible for people with
disabilities and others with access and functional needs.
The Communications Office will provide accessible messaging to the whole community
as indicated in the External Affairs Annex (ESF #15) and supporting standard operating
procedures.
The Finance Department, under the Incident Command System (ICS), will coordinate
fiscal and administrative requirements and will procure and distribute supplies other than
medical supplies. The city may contract with private construction firms for the use of
equipment and operations to assist in rescue and repair operations and will maintain
accountability records on transactions to provide support for the EOC.
See ESF#6: Mass Care Annex and the Sheltering Support Annex for additional
information on how related mass care operations will be addressed.
Emergency Declarations
If it is deemed necessary to declare a state of emergency without delay, the Mayor may,
by proclamation, declare a local emergency to exist. Such action, however, shall be
subject to confirmation by the City Council at its next meeting. In the event of a declared
emergency, the City Manager or his or her designee shall act as the principal advisor or
aid the Mayor.(City Code, and Chapter 11-3).
The City Attorney will draft necessary emergency documents (e.g., contracts, ordinances,
proclamations, resolutions).
Organization and Assignment of Responsibilities
Primary City Department(s)
Office of Emergency Management (OEM)
OEM serves as a Primary City Department and is tasked with the following before,
during, and after this incident:
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□ Develop and maintain situational awareness and common operating picture
throughout the City.
□ Determine the need for activation of the Sand Deployment Plan and notify
appropriate departments.
□ Coordinate departmental damage and situation reports; develop a Citywide
Situation Report (SITREP) for each operational period.
□ Make emergency notifications to City departments and staff as needed throughout
the incident response and recovery.
□ If needed, activate and staff the Emergency Operations Center (EOC) to support
on-site Incident Command and ensure information and communication
management throughout the City.
Phoenix Fire Department (PFD)
PFD serves as a Primary City Department and is tasked with the following before,
during, and after this incident:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Initiate or continue evacuation measures where appropriate.
□ Coordinate with the City EOC’s Public Information Officer (PIO) or Joint
Information System (JIS) to warn the public of any potentially dangerous situations.
See Emergency Public Warning Support Annex for more information.
□ In accordance with existing automatic/mutual aid agreements, secure support from
adjoining cities.
□ Provide the EOC with an initial assessment of the damage caused by the disaster
and recommend actions to be taken. Consider initiation of Community Wellness
Checks.
□ After the disaster, submit an After-Action Report to the City Manager through OEM.
Phoenix Police Department (PPD)
PPD serves as a Primary City Department and is tasked with the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with the City EOC’s Public Information Officer (PIO) or Joint
Information System (JIS) to warn the public of any potentially dangerous situations.
See Emergency Public Warning Support Annex for more information.
□ Develop a strategy to control access to and prevent looting of damaged or
evacuated areas of the City.
□ Coordinate rescue efforts in the City in cooperation with the City of Phoenix Fire
Department (PFD).
□ Provide EOC security as needed.
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□ After the disaster, submit an After-Action Report to the City Manager through OEM.
Supporting City Departments
Communications Office (COM)
COM supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Provide public information as needed through all available media, ensuring
accessible messaging.
□ Establish a Joint Information System (JIS) and Joint Information Center (JIC) as
needed to support the EOC and on-site Incident Command with public information
processes.
□ Coordinate messaging from involved departments to ensure consistency.
□ Carry out duties identified in the Sand Deployment Plan upon its activation.
□ Submit an After-Action Report to the City Manager’s office through OEM.
Finance Department (FIN)
FIN supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Assist involved departments in maintaining the necessary records to document
losses of City property and expenditures incurred during the disaster.
□ Assist involved departments in presenting claims to City property insurance
carriers.
□ Prepare all storm-related and/or flood-related financial records for potential
reimbursement and cost accounting.
Human Services Department (HSD)
HSD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Serve as the Emergency Support Function (ESF) #6: Mass Care Coordinator.
□ When notified by OEM or the EOC and approved by the City Manager's office,
begin preparations for the possibility of mass care and shelter operations.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Coordinate with the Office of Emergency Management, the American Red Cross,
the Parks and Recreation Department, and the Shelter Team Manager(s) to
ensure advance preparations are complete.
□ Initiate shelter and mass care operations in accordance with ESF #6: Mass Care
Annex.
□ After the disaster, submit an After-Action Report and Financial Report to the City
Manager through OEM.
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Office of the Mayor
The Mayor supports this incident response for the City of Phoenix by doing the following:
□ If appropriate, declare a local emergency.
Office of Public Health (OPH)
OPH supports this incident response for the City of Phoenix by doing the following:
□ Send representatives to the EOC.
□ Support planning and operation functions, inform and direct public health
strategies.
□ Work closely with PFD to coordinate public health response, provide public health
guidance and direction.
□ Coordinate with MCDPH, to ensure implementation of public health response.
□ Support public health communication and dissemination of public health related
impact including but not limited to:
o Waterborne Diseases
o Vector borne Diseases
o Airborne illness i.e. Valley Fever
o Respiratory illnesses
o Disruptions in healthcare access
o Physical injury and drowning
□ Work with agencies supporting public health and medical services for the City of
Phoenix.
□ Provide direction, guidance, and support for public health response, coordinating
with primary and supporting departments.
Parks and Recreation Department (PRD)
PRD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ When notified by OEM or the EOC and approved by the City Manager's office,
begin preparations for the possibility of mass care and shelter operations.
Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Alert City Parks and Recreation Department personnel of the hazardous conditions
and maintain communication with them throughout the event.
□ Direct the termination of non-essential City Parks and Recreation Department
functions if the situation warrants and as the City Manager directs.
□ In coordination with the EOC, ensure the availability of manpower, equipment, and
material to meet response needs.
□ Provide specialized and technical maintenance assistance for City Parks and
Recreation and other City department facilities as needed.
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□ Establish task priorities in coordination with the EOC.
□ After the incident, submit any requested information and completed storm report
sitrep to the OEM for inclusion in the After-Action Report.
□ Carry out duties identified in the Sand Deployment Plan upon its activation.
Planning and Development Department (PDD)
PDD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Coordinate a comprehensive analysis of damage to buildings, roads, and other
facilities in the affected area with assistance from the Public Works Department,
Phoenix Fire Department, Phoenix Police Department, and Street Transportation
Department. Report findings to the EOC.
Public Transit Department (PTD)
PTD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Alert department and contract personnel of hazardous conditions.
□ Provide accessible vehicles at designated sites to transport individuals to be
evacuated as appropriate.
□ Direct the rerouting or termination of public transportation services if the situation
warrants and as directed by the City Manager.
□ Coordinate with regional transit partners to include Valley Metro.
□ Procure equipment and services from private contractors as needed.
□ In coordination with the EOC, ensure the availability of personnel, material, and
equipment.
□ Establish task priorities in coordination with the EOC.
□ Assist other City departments as needed in the accomplishment of their
emergency support functions, such as providing accessible buses for cooling
stations, personnel transportation, and evacuation.
□ Provide and coordinate the use of transit equipment and personnel needed in the
emergency area.
□ Provide a Public Information Officer (PIO) to supplement and coordinate
passenger information press releases with the City's PIO.
□ After the disaster, submit an After-Action Report to the City Manager through OEM.
Public Works Department (PWD)
PWD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
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□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide direction to Public Works Department divisions/functions.
□ Coordinate with all affected City departments.
□ Assist and establish priorities with the Street Transportation Department to
accomplish emergency support functions.
□ Upon request of the Street Transportation Department, send liaison personnel to
their operations center.
□ Direct the termination of non-essential functions if the situation warrants and at the
direction of the City Manager.
□ Provide departments with emergency accessible transportation as required by the
situation.
□ Be available for consultation with emergency operations staff and have appropriate
maps, charts, and other technical information readily available.
□ Carry out duties identified in the Sand Deployment Plan upon its activation.
□ After the disaster, submit an After-Action Report to the City Manager through the
Office of Emergency Management.
Street Transportation Department (STD)
STD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Support field Unified Command in the accomplishment of its emergency functions
as directed.
□ Alert all department personnel of impending hazardous conditions.
□ Assure the availability of personnel, equipment, and material.
□ Based on available information and for the city owned & operated flood structures,
provide flood potential predictions (areas and depths of water) and estimated
floodwater arrival times to the EOC.
□ Advise EOC staff of flood conditions as they occur through either the establishment
of on-site observers or the coordination of on-site observers with appropriate
departments. Coordinate with Flood Control District of Maricopa County observers
and forecasters.
□ Notify the EOC of the location of on-site observers in the event they need
assistance or evacuation.
□ When storm or flood magnitude and damage warrant, request the EOC contact the
Maricopa County EOC to notify the U.S. Army Corps of Engineers, Los Angeles.
□ Establish and maintain liaison through the EOC with SRP, MCDEM, the Flood
Control District of Maricopa County, and utility companies.
□ Requisition or procure emergency equipment and materials required to cope with
the situation.
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□ When it appears the Street Transportation Department will be fully committed, alert
the EOC.
□ Ensure field offices are aware of the hazardous situation.
□ Dispatch personnel, equipment, and material to strategic locations in accordance
with the situation and operations plans.
□ Assist other departments in the accomplishment of their emergency functions if
workload permits.
□ Assess damage to City streets and bridges following an emergency and provide
status updates on their status to the EOC to support response and recovery
operations.
□ Limit access to roads in hazardous areas and assist the City Police Department
with traffic control.
□ Evaluate street and bridge conditions and make recommendations for their
opening or closure. If flood conditions warrant immediate actions, proceed with
closure. Keep the EOC informed of such actions.
□ Provide the EOC with an assessment of damage, required repairs including cost
estimates, and the status of emergency repairs.
□ Coordinate always with the City Public Works Department (PWD) and other
divisions within the City Street Transportation Department.
□ Make recommendations for emergency repairs to the transportation system, and
coordinate emergency construction activities through the EOC as necessary.
Work with Associated General Contractors for repairs as required.
□ Carry out duties identified in the Sand Deployment Plan upon its activation.
□ After the disaster, submit an After-Action Report to the City Manager through OEM.
Water Services Department (WSD)
WSD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Establish priorities for tasks in conjunction with the EOC.
□ Keep the EOC informed of the situation and actions taken.
□ Send personnel to the treatment plants, pump stations, and wells if necessary.
□ Assist other City departments in the accomplishment of their emergency functions.
□ Upon request of the Street Transportation Department, send personnel to the
appropriate Street Maintenance Division field office.
□ Assist other departments in the accomplishment of their emergency functions if
workload permits.
□ Correct any water or wastewater problems to ensure the treatment and delivery of
water and the collection and treatment of wastewater.
□ After the disaster, submit an After-Action Report to the City Manager through the
Office of Emergency Management.
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All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Although the City has no authority to assign responsibilities to county departments, many
county departments are the primary agency responsible for providing certain services to
the City. Those county departments are listed in the following section, along with the
services they are responsible for providing in the event of an incident requiring an
evacuation and/or shelter-in-place.
Several Maricopa County departments/agencies retain the existing primary agency
responsibility and authority for providing City services. The City specifically relies on these
departments/agencies to provide, as mandated, appropriate emergency/disaster-related
services. The following Maricopa County departments are listed with their specific areas
of authority and identified responsibility for response/recovery operations.
Maricopa County Department of Emergency Management (MCDEM)
MCDEM supports this incident response for the City of Phoenix by doing the following:
□ Provide support as requested from the City of Phoenix.
□ Coordinate support requests received by the City of Phoenix with other county
departments, including but not limited to the Maricopa County Department of
Public Health, Environmental Services, Department of Transportation, etc.
□ Coordinate with local jurisdictions.
State
The State of Arizona Emergency Response and Recovery Plan (SERRP) describes the
roles and responsibilities assigned to state agencies during an evacuation effort. State
government agencies will assist in traffic control on state or federal highways and in local
jurisdictions upon request. The State Emergency Operations Center (SEOC) may be
activated to provide direction, control, and resource assistance.
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports this incident response for the City of Phoenix by doing the following:
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□ Assist in the coordination and/or provision of personnel and resources in support
of the incident.
□ Maintain a cache of shelter support equipment including accessible durable
medical equipment and supplies for use during shelter operations.
Federal
The overall responsibility for this incident rests with local government. However, when
local and state capabilities are no longer sufficient to deal with the incident response, the
Governor will request assistance from the federal government. As a result, the President
may declare a major disaster, and the National Response Framework (NRF) may be
activated.
Per the NRF, emergency support functions (ESFs) provide the structure for coordinating
federal inter-agency support to local, state, and tribal governments, or to federal
departments and agencies, both for declared disasters and emergencies under the
Stafford Act and for non-Stafford Act incidents.
Federal Emergency Management Agency (FEMA)
FEMA supports this incident response for the City of Phoenix by doing the following:
□ Serve as the ESF #5 Coordinator under the NRF.
National Weather Service (NWS)
NWS supports this incident response for the City of Phoenix by doing the following:
□ Issue watches or warnings for severe weather and floods.
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC supports this incident response for the City of Phoenix by doing the following:
□ Participate in drills and exercises to evaluate Mass Care and shelter response
capabilities, as well as the evacuation and care of the whole community. The
American Red Cross will comply with all applicable Federal, State, and local laws
in their shelter, feeding and other operations.
□ Coordinate with support departments (e.g., Salvation Army, Arizona Humane
Society, etc.) to augment services as appropriate.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
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Federal
Americans with Disabilities Act of 1990, as amended.
FEMA Comprehensive Preparedness Guide (CPG) 101, Developing and
Maintaining Emergency Operations Plans.
Homeland Security Presidential Directive-5 (HSPD-5)
Mass Evacuation Incident Appendix to the National Response Framework.
Department of Homeland Security.
National Incident Management System.
National Infrastructure and Protection Plan.
National Response Framework.
Pets Evacuation and Transportation Standards Act of 2006.
Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-
288, as amended.
National Continuity of Operations Plans and References.
U.S. DOT Emergency Response Guidebook
FEMA, Guide For All-Hazard Emergency Operations Planning (State and Local
Guide (SLG 101).
State
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Evacuation Strategy Plan.
Maricopa County Multi-Jurisdictional Hazard Mitigation Plan.
Maricopa County Emergency Operations Plan (EOP).
City of Phoenix
City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P.
201.02B: Emergency Power Outage Plan
PFD SOP M.P. M.P. 201.05E: Evacuation Sector
PFD SOP M.P. 204.11: Water Rescue Operations
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Sky Harbor Incident Annex
Key Response Agencies
Primary City
Departments
Aviation Department (AVN)
Phoenix Fire Department (PFD)
Phoenix Police Department (PPD)
Supporting City
Departments
Communications Office (COM)
Office of Emergency Management (OEM)
Office of Public Health (OPH)
Public Transit Department (PTD)
All City Departments
Strategic
Partners
County
Maricopa County Department of Emergency Management
(MCDEM)
Maricopa County Department of Public Health (MCDPH)
State
Arizona Department of Health Service (ADHS)
Arizona Department of Emergency and Military Affairs (DEMA)
Federal
Customs and Border Protection (CBP)
Federal Aviation Administration (FAA)
Federal Bureau of Investigation (FBI)
National Transportation Safety Board (NTSB)
National Weather Service (NWS)
Transportation Security Administration (TSA)
Private Sector and Community-Based Organizations
American Red Cross (ARC)
Commercial Airlines
United Service Organizations (USO)
Introduction
Purpose
This annex details the City of Phoenix responsibilities for managing emergency incidents
that may occur at Sky Harbor International Airport. This annex should be used in
conjunction with other plans which detail related mass care operations, such as animal
sheltering, mass feeding and case management services. This annex is applicable to all
locations and to all agencies, organizations, and personnel with mass care and sheltering
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responsibilities. Organizations, operational concepts, responsibilities, and procedures
during a mass care and sheltering event are defined within this annex.
The annex describes the provisions that have been made to ensure that people receive
appropriate services during an incident. This annex meets the following objectives:
To describe a coordinated response that is compliant with the National Incident
Management System (NIMS) and relevant City, County, State and Federal laws
and meets the need of the public including people with disabilities and others with
access and functional needs.
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to a Sky Harbor incident. This includes all
City departments.
Policies
The following policies and authorities are currently in place:
All appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The skies above Phoenix experience a heavy volume of traffic from military, commercial
carrier, and general aviation aircraft. Regardless of their nature or location, aircraft
emergencies involve both local and federal agencies. Because of this involvement and
the immediacy of the control problem, it is imperative that City personnel be cognizant of
their department's role as well as the responsibilities of other concerned agencies.
Planning Assumptions
This annex was created to integrate the concepts and structure defined by the
State of Arizona Response and Recovery Plan (SERRP), the National Incident
Management System (NIMS), and the National Incident Command System (ICS).
Situations may occur at Sky Harbor in which communication and warning
information is necessarily distributed to airport employees, vendors, and the public.
Damage to Sky Harbor facilities, or other incidents may necessitate the relocation
of victims and the need for evacuation and sheltering operations.
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Incidents such as hazardous materials release or active shooter incidents may
necessitate a shelter-in-place response.
Weather conditions, in Phoenix, or at the national level may require activation of
the Stranded Passenger Plan.
Following a crash, some survivors will go to hotels, shelters, or may find assistance
with friends and relatives.
The Aviation Department maintains detailed plans for response in the City of
Phoenix Airport Emergency Plan (AEP) which will be activated for various on/off
airport emergencies.
Concept of Operations
General
The Aviation Department is the lead agency responsible for response operations at Sky
Harbor Airport. The Sky Harbor Airport Emergency Operations Center (AEOC) will
coordinate with local public safety and/or the City of Phoenix Emergency Operations
Center (EOC) when activated. Airport incidents occurring on Phoenix property handled
in accordance with the City of Phoenix Airport Emergency Plan (AEP).
Sky Harbor Airport staff conducts planning and exercises in accordance with local, state,
and federal guidelines. An Americans with Disabilities Act (ADA) coordinator is assigned
to the airport and participates in the planning and exercises. The coordinator may also be
assigned a role in the AEOC; and/or advise Command on issues regarding people with
disabilities and others with access and functional needs. The Airport staff also works with
the Arizona Statewide Independent Living Council in planning and exercises to provide
procedural feedback. Additionally, the Airport coordinates with City of Phoenix ADA
coordinator on policies and procedures. Specific roles and responsibilities are included in
the City of Phoenix AEP in accordance with requirements stated in 14 C.F.R. Part 139.325
(Security Sensitive Information Document controlled under 49 C.F.R. Part 15 and 1520.
Public Information and Warning
Communications, public information, and emergency warning includes both the face-to-
face communications as well as utilizing internal electronic communications capabilities.
Sky Harbor Public Relations will be the lead agency to initiate immediate public warning
and information within the airport and will coordinate information with the Office
Emergency Management (OEM).
All website and social media content shall meet WCAG requirements. All other public
information shall follow established communication protocols in accordance with
organizational procedures and guidelines to ensure their delivery is effective, inclusive
and accessible to the whole community. Whenever a press conference is conducted,
the Communications Office shall ensure an American Sign Language (ASL) interpreter
is present and that the interpreter is included in the camera frame.
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Communications and warning notifications may be executed
in the following ways:
Assuming control of the flight arrival/departure information boards to provide virtual
messaging. Information is provided on the Airport website to explain the visual
paging system, and airport staff are directed to assist people with disabilities as
needed by pointing out visual emergency messaging boards.
Use of Wireless Emergency Alert (WEA) System by contacting the City of Phoenix
OEM.
The airport Communications Center maintains contracts to utilize translations
services and sign language interpreters. The Aviation Department also has access
to City of Phoenix services available through the City Communications Department
Use of pen and paper to write instructions when necessary and use of pictograms
to indicate emergency situations.
Way-finding guidance for individuals who are blind or have low vision when they
cannot see posted signage for transportation resources and activities.
Evacuations
Sky Harbor Aviation staff and stakeholders (vendors, airlines, TSA, etc.) are encouraged
to participate in Terminal Evacuation exercises and/or training Planning meetings may be
conducted to ensure all parties are briefed on evacuation procedures and communicating
with people with disabilities.
In the event a terminal evacuation is required, the Airport EOC will be activated and OEM
will be notified of the incident and for any requested assistance. Airport Command will
coordinate with Aviation personnel, stakeholders, vendors, and first responders to initiate
the evacuation.
Additional wheelchair capacity is available through stakeholder airlines, if necessary, to
assist in the evacuation. Any additional resources will be requested through OEM.
Evacuation chairs are available on-site at Sky Harbor airport and will be utilized by
Phoenix Fire Department personnel to evacuate people with disabilities as necessary. An
evacuation chair is located at each Sky Train Station (6) location. These chairs are
available for use throughout the facility. Additionally, the on-site Phoenix Fire Department
(PFD) resources will respond with two evacuation chairs.
If it is necessary to evacuate the public from the terminal, the evacuation sites have been
identified as the Phoenix Airport Marriott (Family Assistance Center) and the Air National
Guard Base (the Passenger Gathering Area).
Transportation to evacuation sites is available through the Transdev bus contract and all
resources normally available through the City. A minimum of 6 Transdev buses, each with
two wheelchair securement seats, are immediately available to initiate transportation.
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Additional buses will be made available as needed. See Population Protection Support
Annex for additional information regarding evacuations.
Shelter-in-Place
Situations may occur that require short term sheltering-in-place operations within the
airport terminal itself. These situations could be a result of short-term power failures,
weather conditions, active shooter situations, or a hazardous materials event. The most
frequent and likely event is weather delays caused either within the Phoenix area itself,
or weather impacts from other regions causing flight delays and cancelations.
For short term shelter-in-place operations, the Airport will utilize cots available on-site,
and or request additional resources through the City of Phoenix OEM. Food and water
are available on site and additional resources should not be required. If additional
resources are required, they will be requested through OEM.
Communications with the public regarding shelter-in-place will be as described above in
Public Notification and Warning.
In the event a long-term shelter-in-place operation is deemed necessary, Sky Harbor
Airport will coordinate all activities through OEM. Long term shelter-in-place may require
activation of the City of Phoenix Mass Care plans.
Service Animals
Per the ADA, service animals are dogs or miniature horses who have been trained to
perform tasks for people with disabilities and will always accompany their owners
including shelter in place and evacuation situations. Pet relief stations have been
established through-out the airport grounds and within the terminals.
Safety and Security
The Phoenix Police Department and/or private security resources will provide for the
safety and security of individuals in and around the airport. This includes disaster
survivors and staff.
Public safety responsibilities include:
□ Implement and oversee public safety and security operations in and surrounding
a mass care site.
□ Coordinate with site management for site security needs.
□ Coordinate traffic control plans with the Transportation Branch.
Traffic Management
Security and/or law enforcement are responsible for executing the traffic management
plan to address ingress, egress, and access of transportation modes and traffic around
the facility or site.
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All traffic management plans will be site and incident specific, and they may be changed
based on the needs or situation.
Traffic management plans should include information regarding the following:
Control of an outer perimeter, including surrounding streets leading to the airport
or incident.
Designated arrival and drop-off points
Ingress and egress areas
Disaster survivor arrival and departure
Tow truck services for obstructing cars (pre-staged or on call)
Post-Disaster Family Assistance
Large scale airport incidents may occur that require the activation of the airports Post
Disaster Family Assistance Plan (PDFA), which includes the utilization of various per-
identified facilities. Such as a Friends and Relatives Center (FRC) in each of the two
airport terminals; a Passenger Gathering Area (PGA); a Passenger Reunification Area
(PRA) and a Family Assistance Center (FAC). These facilities are designed to utilize local
resources to organize and meet the immediate needs of survivors’ friends, and family
members of aviation crashes/incidents disaster victims, until the affected airline(s)
activates its family assistance plan. This might be the result of an aircraft accident or
disabled aircraft and passengers need to deplane and be brought to a holding area or a
shelter-in-place order has been issued and passengers need to stay inside the terminals.
Implementation of the PDFA plan could also be utilized for acts of terrorism, including
active shooter incidents.
The following needs to be in place to accommodate passengers:
Designate a large conference room area on the non-sterile side of the terminal.
Phoenix Police Department provide security for the FRC.
Phoenix Fire Department provide medical assistance for the FRC.
Make sure area is not accessible to media and public.
Determine need for translation services.
Determine any need for special accommodations.
Provide technical and sound equipment for briefings.
Provide chairs and tables.
Airport personnel to assist with transition of family/friends from FRC to Airline Family
Assistance Center.
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Organization and Assignment of Responsibilities
Primary City Department(s)
Aviation Department (AVN)
AVN serves as a Primary City Department for and is tasked with the following before,
during, and after this incident:
□ Activate the Airport Emergency Operations Center (AEOC) as appropriate.
□ Provide timely, updated, and accessible warning notifications and information to
passengers, employees, and stakeholders.
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Provide a liaison to the City Emergency Operations Center (EOC) if required.
□ Coordinate county, state, and federal resources.
□ Coordinate with local volunteer agencies as appropriate.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Phoenix Fire Department (PFD)
PFD serves as a Primary City Department for and is tasked with the following before,
during, and after this incident:
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Phoenix Police Department (PPD)
PPD serves as a Primary City Department for and is tasked with the following before,
during, and after this incident:
□ Establish direct communication with on-scene Incident Command, obtaining
regular updates and determining resource and coordination needs.
□ Coordinate with local law enforcement personnel, TSA, and federal law
enforcement.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Supporting City Departments
Communications Office (COM)
COM supports this incident response for the City of Phoenix by doing the following:
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□ Coordinate with Sky Harbor Public Information Office to provide information to the
public.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Office of Emergency Management (OEM)
OEM supports this incident response for the City of Phoenix by doing the following:
□ Coordinate all resource requests from Sky Harbor International Airport.
□ Coordinate all activities as necessary outside of the airport proper.
□ Activate emergency plans and the EOC as required.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Office of Public Health (OPH)
OPH supports this incident response for the City of Phoenix by doing the following:
□ Coordinate with Sky Harbor Public Information Office and Director’s Office to
provide public health communications information to the public and inform
response strategies for employees and contractors.
□ Coordinate activities and communications necessary in the event of a public health
concern including but not limited to infectious disease, and communicable disease.
Public Transit Department (PTD)
PTD supports this incident response for the City of Phoenix by doing the following:
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Maricopa County Department of Emergency Management (MCDEM)
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MCDEM supports Sky Harbor incident response for the City of Phoenix by doing the
following:
□ Provide support as requested from the City of Phoenix.
□ Coordinate with local jurisdictions.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Maricopa County Department of Public Health (MCDPH)
MCDPH supports Sky Harbor incident response for the City of Phoenix by doing the
following:
□ Provide support as requested from the City of Phoenix.
□ Coordinate with local jurisdictions.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
State
Arizona Department of Health Service (ADHS)
ADHS supports Sky Harbor incident response for the City of Phoenix by doing the
following:
□ Assist in the coordination and/or provision of state personnel and resources in
support of the incident.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Arizona Department of Emergency and Military Affairs (DEMA)
DEMA supports Sky Harbor incident response for the City of Phoenix by doing the
following:
□ Assist in the coordination and/or provision of state personnel and resources in
support of the incident.
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Federal
Customs and Border Protection (CBP)
CBP supports Sky Harbor incident response for the City of Phoenix by doing the following:
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Federal Bureau of Investigation (FBI)
FBI supports Sky Harbor incident response for the City of Phoenix by doing the following:
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□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
National Transportation Safety Board (NTSB)
NTSB supports Sky Harbor incident response for the City of Phoenix by doing the
following:
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
National Weather Service (NWS)
NWS supports Sky Harbor incident response for the City of Phoenix by doing the
following:
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Transportation Security Administration (TSA)
TSA supports Sky Harbor incident response for the City of Phoenix by doing the following:
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
Private Sector and Community-Based Organizations
American Red Cross (ARC)
ARC supports Sky Harbor incident response for the City of Phoenix by doing the following:
□ Participate in drills and exercises to evaluate Mass Care and shelter response
capabilities, as well as the evacuation and care of the whole community. The
American Red Cross will comply with all applicable Federal, State, and local laws
in their shelter, feeding and other operations.
Commercial Airlines
Commercial Airlines support Sky Harbor incident response for the City of Phoenix by
doing the following:
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
United Service Organizations (USO)
USO supports Sky Harbor incident response for the City of Phoenix by doing the following:
□ Perform roles as identified in the Federal Family Assistance Plan for Aviation
Disasters and the City of Phoenix Airport Emergency Plan (AEP).
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Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Americans with Disabilities Act of 1990, as amended.
http://www.ada.gov/pubs/adastatute08mark.htm
Federal Family Assistance Plan for Aviation Disasters
FEMA Comprehensive Preparedness Guide (CPG) 101, Developing and
Maintaining Emergency Operations Plans, latest version.
FEMA, Guide For All-Hazard Emergency Operations Planning (State and Local
Guide (SLG 101).
Homeland Security Presidential Directive-5 (HSPD-5)
Mass Evacuation Incident Appendix to the National Response Framework.
Department of Homeland Security.
National Incident Management System.
National Infrastructure and Protection Plan.
National Response Framework.
Pets Evacuation and Transportation Standards Act of 2006.
Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-
288, as amended.
National Continuity of Operations Plans and References.
U.S. DOT Emergency Response Guidebook
49 United States Code (USC) Part 1136: NTSB Responsibilities
49 USC Part 41113: US Air Carrier Responsibilities (FAA Part 121 Operators
49 USC Part 41313: Foreign Air Carrier Responsibilities (FAA Part 129 Operators)
State
State Emergency Response and Recovery Plan (SERRP).
County
Maricopa County Emergency Evacuation Strategy Plan.
Maricopa County Multi-Jurisdictional Hazard Mitigation Plan.
Maricopa County Emergency Operations Plan (EOP).
City of Phoenix
City of Phoenix Airport Emergency Plan (AEP) for Sky Harbor International Airport.
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Terrorism and CBRNE Incident Annex
Key Response Agencies
Primary City
Departments
Phoenix Police Department (PPD)
Phoenix Fire Department (PFD)
Supporting City
Departments
City Manager’s Office (CMO)
Communications Office (COM)
Office of Emergency Management (OEM)
Street Transportation Department (STD)
Public Works Department (PWD)
Strategic
Partners
County
Maricopa Department of Emergency Management (MCDEM)
State
Arizona Department of Emergency & Military Affairs (DEMA)
Arizona Counter Terrorism Information Center (ACTIC)
Arizona Department of Health Services (ADHS), Bureau of
Radiation Control
Arizona National Guard, 91st Civil Support Team
Federal
Environmental Protection Agency (EPA)
Federal Bureau of Investigation (FBI)
U.S. Department of Energy
U.S. Department of Health and Human Services (DHHS)
U.S. Department of Homeland Security (DHS)
U.S. Department of Justice (DOJ)
Introduction
Purpose
The purpose of the Terrorism and Chemical, Biological, Radiological, Nuclear, and
Explosives (CBRNE) Incident Annex is to establish procedures necessary to support
emergency response needs in the City of Phoenix.
Scope
This annex outlines the assignment of responsibilities and concept of operations for
identified key response agencies responding to a terrorism and CBRNE incident. This
includes all City departments.
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Policies
The following policies and authorities are currently in place:
Appropriate governmental and volunteer agency resources will be used as
available.
Emergency and disaster response services and activities will be accessible to the
whole community. This plan is committed to the principle that it takes the full range
of government, private, nongovernment, faith-based and volunteer groups to
successfully meet the needs of the whole community during times of disaster.
All services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
The general population includes people with disabilities and others with access
and functional needs.
Situation
The City of Phoenix may be subjected to a terrorist incident with the primary purpose of
destroying the public’s confidence in the government’s ability to protect the population.
The objectives of terrorism distinguish it from violent acts aimed at personal gain, such
as criminal violence. The intent of terrorism is to coerce or intimidate governments or
societies through calculated use of violence or the threat of violence to instill fear. The
goals of terrorism are generally political, religious, or ideological.
Tactics used by terrorists to obtain their goals may include bombing, arson, hijacking,
kidnapping, creating ecological disasters, occupying a building, attacking facilities,
sabotage, hostage taking, assassination, and perpetrating hoaxes. Terrorist
methods
may include conventional weapons or, for more effect, chemical, biological, radiological,
nuclear, or explosive (CBRNE) devices or weapons.
This annex deals primarily with terrorist incidents using CBRNE devices or weapons, but
it is adaptable to terrorist incidents using conventional weapons. In a terrorist incident, the
area of operations could potentially span multiple political boundaries and involve
numerous jurisdictions.
Planning Assumptions
The FBI, as the lead agency for counterterrorism, will be able to prevent most
terrorist incidents where legally possible, and to react effectively after incidents
occur.
The Arizona Counter Terrorism Information Center (ACTIC) coordinates homeland
security efforts among federal, state, local, tribal, and border community agencies.
Threat Liaison Officers (TLOs) work in coordination with the ACTIC to detect and
deter terrorist activities. Additionally, through intelligence gathering, analysis and
dissemination of information, emergency planning, and preparedness a capability
is built to respond to and recover from a large-scale Weapons of Mass Destruction
(WMD) event.
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Local law enforcement agencies have the capability to respond to suspected
terrorist incidents and make the determination as to whether the incident should
be classified as a terrorist act.
Response to a CBRNE terrorism site closely resembles a response to a Hazmat
situation with the following modifications:
Law enforcement is the lead agency for terrorist incidents, but fire services are
best equipped for Hazmat situations. Close coordination will be required. The
precedence of law enforcement responsibilities may be displaced by significant
health and safety issues.
o The site control zone distances for some of the chemical agents may have
a radius distance more than several miles.
o Mass decontamination may be required before victims can be transported
for medical attention.
o Increased attention will be required to detect physiological clues about the
nature of the hazard, and to recognize and react to signs and symptoms.
o Biological agents may be difficult to diagnose until symptoms appear, which
could result in delays of several days until the disease is detected.
o Evacuating or sheltering in-place can provide protection from chemical and
biological agents.
The FBI has procedures in place to mobilize federal assets, including consequence
management organizations at the first sign of a potential WMD crisis. Response
time planning should be 6-12 hours.
The Department of Energy and Department of Defense can provide, through the
FBI, their Nuclear Emergency Search Team (NEST). The capabilities of NEST
include measuring radiation, identifying radiation sources, identifying weapons,
rendering nuclear weapons and devices to a safe condition, limiting radiation
damage of an explosion if one has occurred, and decontaminating contaminated
areas.
The 91st Weapons of Mass Destruction Civil Support Team of the Arizona National
Guard has a detection and response capability that can be employed in suspected
terrorist events.
Concept of Operations
General
Terrorist incidents are unpredictable in scope and size and will require the activation of
the City emergency response organization and Emergency Operations Center (EOC).
It is expected that several federal and State agencies will assist local authorities in
responding to the incident.
Federal Bureau of Investigation (FBI) of the Department of Justice (DOJ) is the
lead agency and coordinator for crisis management response operations related
to terrorist incidents within the United States.
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U.S. Department of Energy, the lead federal agency for radiological incidents, will
implement the Federal Radiological Emergency Response Plan to coordinate
radiological responses.
Bureau of Radiation Control of Arizona Department of Health Services (ADHS)
is the State lead agency in terrorist incidents involving nuclear material. They will
assist in assessing the situation, developing protective action recommendations,
coordinating the release of public information regarding the event, and serving as
the primary State resource of technical information regarding the on-site conditions
and off-site radiological effects.
U.S. Department of Health and Human Services (HHS) is a supporting federal
agency in terrorist incidents involving biological of chemical material. DHHS will
assist in threat assessment, hazard detection and reduction, decontamination,
public health support, medical support, and pharmaceutical support operations.
U.S. Environmental Protection Agency (EPA) is a supporting federal agency in
terrorist incidents involving hazardous materials as defined under the
Comprehensive Environmental Response, Compensation and Liability Act
(CERCLA).
During a terrorist incident, operational transition from crisis management to consequence
management, and the corresponding shift in lead agencies may be complex. Transition
could be immediate and clearly defined or both operations could overlap.
Crisis Management & Consequence Management
The overall response to a terrorist incident, whether domestic or international, includes
two major components:
Crisis management response involves measures to identify, acquire, and plan
the use of resources to anticipate, prevent, mitigate, and/or resolve a terrorist
threat or incident. This is implemented under the primary jurisdiction of law
enforcement agencies at all levels of government.
Consequence management response involves measures to alleviate the
damage, loss, hardship, or suffering caused by emergencies. It includes measures
to protect public health and safety, restore essential services, and provide
emergency relief to affected agencies and organizations. It is implemented under
the primary jurisdiction of the affected political subdivision with support from the
federal government.
National Terrorism Advisory System (NTAS)
Homeland Security Presidential Directive 3 authorizes the development of the Homeland
Security Advisory System, a comprehensive means to disseminate information regarding
the risk of terrorist acts to federal, state, and local authorities, as well as to the public.
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The National Terrorism Advisory System (NTAS) replaces the old, color-coded Terrorism
Threat Advisory Scale. The NTAS alerts will include a clear statement on the nature of
the threat, which will be defined in one of two ways:
“Elevated threat” warns of a credible terrorist threat against the United States
“Imminent threat” warns of a credible, specific, and impending terrorist threat
against the United States.
Depending on the nature of the threat, alerts may be sent to law enforcement, distributed
to affected areas of the private sector, or issued more broadly to the public through both
official and social media channels. NTAS threat alerts will be issued for a specific period
and will automatically expire. Alerts may be extended if new information becomes
available or as a specific threat evolves.
91st Civil Support Team (CST)
The 91st Civil Support Team (CST) of the National Guard of Arizona is a highly trained
organization identified to support local, state, and federal departments responding to an
attack utilizing weapons of mass destruction. The Military Support Office of the Arizona
National Guard Unit operationally controls the team.
The 91st CST is designed to provide support to civil authorities to identify chemical,
biological, and radiological agents and substances, assess current and projected
consequences, advise on response measures, and assist with appropriate requests for
additional support.
The 91st CST provides rapid confirmatory analysis of chemical and radiological hazards,
as well as presumptive identification of biological agents at a WMD incident. The 91st
CST is not intended to replace the first responder, but it will augment local resources with
special capabilities as the first military responder. The team integrates with the National
Incident Management System (NIMS) in support of the local Incident Commander.
The team is on-call 24 hours, 7 days a week. The 91st CST can be enroute within 3 hours
of notification. No cost is incurred to the State of Arizona or jurisdictional entities to utilize
the CST. This team must be requested to respond.
Organization and Assignment of Responsibilities
Primary City Department(s)
Phoenix Fire Department (PFD)
PFD serves as a Primary City Department for and is tasked with the following before,
during, and after this incident:
□ Dispatch Special Operations team and command post personnel to establish on-
site control plan.
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□ Conduct operations at the scene with consideration to a contaminated environment
and decontaminate victims before transport. Notify hospitals which patients were
contaminated.
□ Establish direct communication between EOC and on-scene Incident Command,
obtaining regular updates and determining resource and coordination needs.
□ Manage contamination for suspected contaminated persons and equipment.
□ Rapidly remove injured persons from the incident scene following appropriate
protocols.
□ A terrorist incident location is a crime scene, and removal of material or persons
from the area should be cleared through the Police Incident Commander.
Phoenix Police Department (PPD)
PPD serves as a Primary City Department for and is tasked with the following before,
during, and after this incident:
Pre-Incident
□ Identify potential terrorist capabilities and intentions as well as conduct an
evaluation of general or specific vulnerabilities.
□ Maintain liaison with State and federal law enforcement agencies that can provide
information regarding potential or known terrorists, potential or expected targets,
and methods normally used against these type targets.
□ Develop a standard operating procedure to identify whether an incident is a
terrorist act.
Post-Incident
□ Ascertain whether the incident is a terrorist act. If the incident is identified as a
terrorist act, initiate notification procedures necessary to activate the federal
response.
□ Establish an on-scene command post and, with support from the Fire Department,
establish an on-site control plan.
□ Recommend activation of the EOC as appropriate.
□ Establish direct communication between EOC and on-scene Incident Command,
obtaining regular updates and determining resource and coordination needs.
□ Control access to the affected area.
□ Provide appropriate information to the public.
□ Collect and disseminate information and intelligence.
□ Provide law enforcement and security protection for the personnel and equipment
of supporting units.
□ Be prepared to secure the scene, awaiting specialized equipment if necessary.
Federal response to a terrorist incident may take several hours.
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Supporting City Departments
City Manager’s Office (CMO)
CMO supports City response to this incident through the following tasks:
□ Control City resources in support of the operational mission.
□ Liaise and coordinate with state, local, and private organizations.
□ Notify City departments of the situation.
□ Initiate the emergency mobilization of resources.
Communications Office (COM)
COM supports this incident response for the City of Phoenix by doing the following:
□ Obtain information about the civil disturbance from the PPD Public Information
Officer (PIO) and other sources.
□ Prepare accessible and timely news releases with assistance from the Disabilities
Access and Functional Needs (DAFN) Technical Specialist in the City EOC.
Office of Emergency Management (OEM)
OEM supports this incident response for the City of Phoenix by doing the following:
□ At the direction of City Manager, activate the EOC and manage coordination efforts
therein.
□ Notify the Maricopa County Department of Emergency Management and request
mutual aid if necessary.
Street Transportation Department (STD)
STD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide debris clearance to ensure accessible public right-of-way. Ensure debris
removal plan in Phase 2 incidents are communicated to the public using
appropriate, inclusionary methods and messaging.
□ Assist in providing barricades for riot control.
□ Maintain barricades affected by rioters when safe to do so.
□ Assist in traffic control and evacuation, as necessary.
□ Coordinate debris clearance and removal on City roads, sidewalks, curb ramps,
landings, crosswalks, access ramps, street crossings, and other pedestrian access
routes to ensure accessible public rights-of-way.
□ Provide accommodations for transportation, current roadway, bridge, culvert,
traffic signals, and sign information.
□ Provide ongoing internal communications and coordination.
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□ Identify and deploy appropriate traffic control measures.
□ Advise on closing and restricting of streets.
□ Coordinate with other departments, divisions, and agencies in selecting detour
routes.
□ Ensure alternative pedestrian circulation path requirements apply when
pedestrians are diverted off the existing pedestrian circulation path network due to
temporary closures.
□ Advise on traffic signal and sign matters.
Public Works Department (PWD)
PWD supports this incident response for the City of Phoenix by doing the following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Perform duties as identified in ESF #3: Public Works Annex as required.
All City Departments
All City Departments support this incident response for the City of Phoenix by doing the
following:
□ If requested, send representatives to the EOC.
□ Establish direct communication with appropriate field personnel, obtaining regular
updates and determining resource and coordination needs.
□ Provide support as outlined in the Basic Plan and applicable Emergency Support
Function (ESF) annexes.
Strategic Partners
County
Maricopa Department of Emergency Management (MCDEM)
MCDEM supports this incident response for the City of Phoenix by doing the following:
□ Contact DEMA regarding local and county emergency declarations to support the
request for a state emergency declaration.
State
Arizona Department of Emergency & Military Affairs (DEMA)
DEMA supports this incident response for the City of Phoenix by doing the following:
□ Assist in determination of need for state emergency declaration.
Arizona Counter Terrorism Information Center (ACTIC)
ACTIC supports this incident response for the City of Phoenix by doing the following:
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□ Operate on a 24/7 basis, providing both intelligence, investigative and technical
support to state, local, tribal, and federal law enforcement agencies as well as
other agencies critical to Arizona and the country’s homeland security efforts.
Arizona Department of Health Services (ADHS), Bureau of Radiation Control
ADHS supports this incident response for the City of Phoenix by doing the following:
□ Serve as the State lead agency in terrorist incidents involving nuclear material.
□ Assist in assessing the situation, developing protective action recommendations,
coordinating the release of public information regarding the event, and serving as
the primary State resource of technical information regarding the on-site conditions
and off-site radiological effects.
Arizona National Guard, 91st Civil Support Team
Arizona National Guard, 91st Civil Support Team supports this incident response for the
City of Phoenix by doing the following:
□ Provide support to civil authorities identify chemical, biological, and radiological
agents and substances, assess current and projected consequences, advise on
response measures, and assist with appropriate requests for additional support.
Federal
Environmental Protection Agency (EPA)
EPA supports this incident response for the City of Phoenix by doing the following:
□ Provide support for terrorist incidents involving hazardous materials as defined
under the Comprehensive Environmental Response, Compensation and Liability
Act (CERCLA).
Federal Bureau of Investigation (FBI)
FBI supports this incident response for the City of Phoenix by doing the following:
□ Serve as lead agency and coordinator for crisis management response operations
related to terrorist incidents.
U.S. Department of Energy
U.S. Department of Energy supports this incident response for the City of Phoenix by
doing the following:
□ Serve as the lead federal agency for radiological incidents, will implement the
Federal Radiological Emergency Response Plan to coordinate radiological
responses.
U.S. Department of Health and Human Services (HHS)
DHHS supports this incident response for the City of Phoenix by doing the following:
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□ Provide support for terrorist incidents as defined under the National Response
Framework.
U.S. Department of Homeland Security (DHS)
DHS supports this incident response for the City of Phoenix by doing the following:
□ Provide support for terrorist incidents as defined under the National Response
Framework.
U.S. Department of Justice (DOJ)
DOJ supports this incident response for the City of Phoenix by doing the following:
□ Provide support for terrorist incidents as defined under the National Response
Framework.
Authorities and References
This section lists the authorities which allow this specific annex to be implemented and
the references which aided the development of or support the implementation of this
annex.
Federal
Homeland Security Presidential Directives
o HSPD-5: Management of Domestic Incidents
Presidential Policy Directives
o PPD-8: Homeland Security
National Response Framework
o Biological Incident
o Nuclear/Radiological Incident
o Terrorism Incident Law Enforcement and Investigation
State
State Emergency Response and Recovery Plan (SERRP)
County
Maricopa County Emergency Operations Plan (EOP)
City of Phoenix
City of Phoenix City Code Chapter 11 Office of Emergency Management, as
amended.
City of Phoenix Emergency Operations Plan (EOP)
o Civil Disturbances Incident Annex
Phoenix Fire Department (PFD) Standard Operating Procedure (SOP) M.P.
206.01: Operations at Violent Incidents.
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PFD SOP M.P. 204: Special Operations – Hazardous Materials
PFD SOP M.P. 207: Weapons of Mass Destruction
Phoenix Police Department (PPD) Operations Orders 4.10.3.G: Terrorist
Screening Center (TSC)
PPD Operations Orders 9.1: Incident Command System
PPD Operations Orders 9.4: Hazardous Materials Response
PPD Operations Orders 9.6: Bomb Threats and Explosives
PPD Operations Orders 9.7: Tactical Events Response Plan