MCEOP 2023 - WHOLE PLAN CLEAN COPY.DOCX
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MARICOPA COUNTY
EMERGENCY OPERATIONS PLAN
February 2023
FOR OFFICIAL USE ONLY
NOTICE: This document contains information pertaining to the
deployment, mobilization, and tactical operations of Maricopa County in
response to emergencies. It is exempt from public disclosure under
ARS § Title 41-1803.
i
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Supersession
ii
Supersession
This plan supersedes all previously published copies of the Maricopa County Emergency
Operations Plan (MCEOP).
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Promulgation Statement
iv
Table of Contents
TABLE OF CONTENTS...................................................................................................................IV
PROMULGATION STATEMENT .............................................................................................................VI
APPROVAL AND IMPLEMENTATION ..................................................................................................VIII
RECORD OF CHANGES...........................................................................................................................X
RECORD OF DISTRIBUTION................................................................................................................XIV
I. PURPOSE, SCOPE, OVERVIEW, AND ASSUMPTIONS ...........................................................................1
II. SITUATION......................................................................................................................................11
III. ROLES AND RESPONSIBILITIES........................................................................................................19
IV. CONCEPT OF OPERATIONS.............................................................................................................31
V. INCIDENT COMMAND SYSTEM (ICS)................................................................................................65
VI. ADMINISTRATION, FINANCE, AND LOGISTICS ................................................................................69
VII. REFERENCES, AUTHORITIES, ACRONYMS AND ABBREVIATIONS....................................................74
ANNEX A.............................................................................................................................................82
ESF #1 – TRANSPORTATION ................................................................................................................85
ESF #2 - COMMUNICATIONS ...............................................................................................................92
ESF #3 - PUBLIC WORKS AND ENGINEERING......................................................................................101
ESF #4 - FIREFIGHTING ......................................................................................................................108
ESF #5 - EMERGENCY MANAGEMENT................................................................................................113
ESF #6 - MASS CARE..........................................................................................................................120
ESF #7 - LOGISTICS MANAGEMENT RESOURCE SUPPORT, AND MUTUAL AID ....................................131
ESF #8 - PUBLIC HEALTH AND MEDICAL SERVICES..............................................................................138
ESF #9 - SEARCH AND RESCUE ...........................................................................................................151
ESF #10 - HAZARDOUS MATERIALS RESPONSE ..................................................................................156
ESF #11 - AGRICULTURE AND NATURAL RESOURCES .........................................................................163
ESF #12 - ENERGY..............................................................................................................................168
ESF #13 - PUBLIC SAFETY AND SECURITY ...........................................................................................173
ESF #14 - LONG-TERM COMMUNITY RECOVERY ................................................................................180
ESF #15 - EXTERNAL AFFAIRS.............................................................................................................185
ANNEX B - SUPPORT: CONTINUITY OF GOVERNMENT AND OPERATIONS..........................................192
ANNEX B - SUPPORT: EMERGENCY PUBLIC WARNING.......................................................................195
ANNEX B - SUPPORT: VOLUNTEER AND DONATIONS MANAGEMENT ............................200
ANNEX B – MASS FATALITY COORDINATION.....................................................................................204
ANNEX B - EMERGENCY DECLARATION PROCESS ..............................................................................211
ANNEX B – PROTECTIVE ACTIONS (EVACUATION AND SHELTER IN PLACE)................216
ANNEX B – DISTRIBUTION MANAGEMENT ........................................................................................229
ANNEX C - SPECIFIC INCIDENTS: EXCESSIVE HEAT EMERGENCIES.......................................................236
ANNEX C - SPECIFIC INCIDENTS: PANDEMIC ......................................................................................238
ANNEX C - SPECIFIC INCIDENTS: SEVERE STORMS AND FLOODS ........................................................244
ANNEX C - SPECIFIC INCIDENTS: TERRORISM AND CBRNE..................................................................252
ANNEX D - TRIBAL RELATIONS...........................................................................................................257
ANNEX E - PALO VERDE GENERATING STATION.................................................................................259
ANNEX F – LOCAL EMERGENCY PLANNING COMMITTEE (LEPC) PLAN................................................282
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Promulgation Statement
Maricopa County, Arizona
In the event of a natural or man-made disaster within Maricopa County, the government must be
prepared to implement plans and procedures to protect lives and property. This plan shall be
known as the Maricopa County Emergency Operations Plan (MCEOP).
This plan also serves to support the Arizona State Emergency Response and Recovery Plan
(SERRP). This plan was developed in accordance with Arizona Revised Statutes, Title 26
Chapter 2, and the Maricopa County Emergency Resolution of 2011. This plan replaces and
supersedes all previously published copies of the MCEOP.
The purpose of this plan is to provide direction and guidance to County departments and outside
supporting agencies. It serves as a directive to county 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
county government and the private sector engaged in or acting in support of emergency
operations.
________________________
_________________________
Date
Clint Hickman
Chairman
Board of Supervisors
_________________________
_________________________
Maricopa County
Deputy Attorney
Clerk of the Board
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viii
Approval and Implementation
The Maricopa County Emergency Operations Plan (MCEOP) is the framework for emergency
responders, Maricopa County governmental departments, and outside supporting agencies to
effectively coordinate and collaborate before, during, and after a disaster to provide a
comprehensive response to all emergencies.
The Chairman and the Board of Supervisors (BOS) authorize the Director of the Maricopa County
Department of Emergency Management (MCDEM), as directed by the County Manager, to make
changes and updates to this plan that do not materially affect the overall planning procedures or
significantly change responsibilities of senior County officials or County departments. Changes
will be recorded in the Record of Changes.
This plan supersedes all previously published copies of the Maricopa County Emergency
Operations Plan.
A copy of this plan has been filed in the Office of the County Clerk of Maricopa County, under the
provisions of Arizona Revised Statutes, Section 26-307B.
________________________
_________________________
Date
Clint Hickman
Chairman
Board of Supervisors
_________________________
_________________________
Maricopa County
Deputy Attorney
Clerk of the Board
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Record of Changes
x
Record of Changes
A more detailed Summary of Changes is on file with MCDEM, along with all stakeholder
correspondence, comments, and recommendations.
CHANGE
NUMBER
DATE OF
CHANGE
CHANGE DESCRIPTION
DATE
POSTED
POSTED BY
1
November
2012
This issue of the plan, dated
November 2012, is a total
reissue incorporating FEMA
Comprehensive Planning Guide
101 guidance, editorial
improvements, technical
revisions, as well as updated
and expanded responsibilities for
County departments and
personnel.
November
2012
2
January
2013
Updated approval and
implementation letter signed by
the new Chairman of the Board
of Supervisors Andy Kunasek.
Department of Public Health
Order of Succession updated.
January
2013
John Padilla
3
January
2014
Basic Plan changes include
deletion of dated reference to
evacuation agreements and
refinements to the various
definitions. Additional and
update to definitions. Additional
changes throughout the entire
document include: addition of
reference to Mitigation activities
(Incident Management Cycle),
inclusion of updated language
regarding access and functional
needs considerations, minor
language clarifications, and
basic formatting and editing.
Implementation and
promulgation by current
Chairman, Denny Barney.
January
2014
Julie
Syrmopoulos
4
January
2015
Updated definitions and
acronyms, disabilities, access
and functional needs language,
minor language clarifications,
and basic formatting and editing.
Implementation and
promulgation by current
Chairman, Steve Chucri.
January
2015
Hector
Andrade
5
January
2016
Updated definitions and
acronyms; corrected typos and
grammar; general re-formatting
for readability; clarified
department duties and roles;
deleted references to defunct
January
2016
Stella
Sheridan
Record of Changes
xi
systems; for annual
implementation and
promulgation by current BOS
Chairman.
6
January
2017
Updated definitions, acronyms,
order of successions for County
departments, COOP language
and Annex E. Fixed grammar
errors, formatting issues and
basic editing throughout.
Implementation and
promulgation by current BOS
Chairman.
January
2017
Rudolfo Perez
7
January
2018
This review/update includes
grammar and formatting,
changes to orders of succession
for some agencies, modified
language in responsibilities of
primary or support ESF #
agencies, and restructuring the
support annex to be more in line
with CPG101, and to highlight
County EOC Management as its
own support annex.
January
2018
Ron Kopcik
8
March
2019
This review/update includes
grammar and formatting, contact
list, economic profile, census
data, IPAWS/WEA and modified
language in responsibilities of
primary or support ESF #
agencies. Removed all
department lines of succession
in Annex B.
March
2019
Rudolfo Perez
9
July 2019
Put Board of Supervisors Line of
Succession into Annex B:
Support Continuity of
Government. Put ARS Statutes
11-213 and 38-384 summary in
Annex B:Support Continuity of
Government
July 2019
Rudolfo Perez
10
January
2020
Updated ESF
roles/responsibilities, economic
profile, and emergency
operations language. Corrected
typos and grammar, Modified
primary/support list for ESF.
Added language on MC
Recovery Plan, Family
Assistance Center.
March
2020
Rudolfo Perez
11
September
2020
Added FCDMC Dam & Levee list
to Annex C: Severe Storm and
Floods.
September
2020
Rudolfo Perez
12
February
2021
This review/update includes
corrected typos, grammar, and
formatting. Language update
March
2021
Rudolfo Perez
Record of Changes
xii
within the Base Plan for LEPC,
identified hazards and disaster
identification language. Rewrite
of Annex B: Donations
Management, Protective Actions
and Distribution Management.
13
January
2021
Administrative/structural
corrections, County partner
updates, MCDEM personnel
updates.
February
2021
Joshua
Yungvirt
14
December
2022
This review/update includes
corrected typos, grammar,
formatting and acronym
consistency/verification.
Language update within the
EOP for FEMA Lifelines and
Whole Community/DAFN
inclusivity. Annual update in
Annex E: Palo Verde Generating
Station and rewrite of Annex F:
Local Emergency Planning
Committee (LEPC) Plan.
January
2023
Madison
Wisler
Record of Changes
xiii
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Record of Distribution
xiv
Record of Distribution
Primary Agencies
County Government
Emergency Management
2
Procurement Services
1
Environmental Services
1
Public Health
1
Office of Communications
1
Sheriff’s Office
1
Office of Enterprise Technology
1
Transportation
1
Parks and Recreation
1
1
Support Agencies
County Government
Air Quality
1
Flood Control District
1
Animal Care and Control
1
Housing Authority
1
Assessor
1
Human Resources
1
Board of Supervisors
5
Human Services
1
Constables
1
Library District
1
Correctional Health Services
1
Medical Examiner
1
County Attorney
1
Planning and Development
1
County Manager
1
Recorder
1
Equipment Services
1
Risk Management
1
Facilities Management
1
Security Services
1
Finance
1
Emergency Communications Group
(Amateur Radio)
1
State Government
Arizona Humane Society
1
Arizona Statewide Independent Living Council
1
The Arizona Office of Epidemiology
1
Arizona Commission for the Deaf and Hard of Hearing
1
Arizona Department of Environmental Quality
1
Arizona Water/Wastewater Agency Response Network
1
Other Agencies
State Government
Department of Emergency and Military Affairs
1
Arizona Volunteer Organizations Active in Disaster
1
Local Government
All Cities and Towns (24)
24
Tribal Nations
All Tribal Nations (4)
4
Fire Districts
All Fire Districts (11)
11
Other Agencies
American Red Cross
1
Foreign Government Consulates
1
MCCOAD and Partners
1
Valley Metro RPTA
1
Utility Companies (Cox, SW Gas, APS,
Century Link, SRP, AT&T)
1
Maricopa Association of Governments
1
*Note* All Copies of the EOP are sent electronically and available to other agencies per request. The only hard
copies printed are for Maricopa County Leadership.
Base Plan
1
I. Purpose, Scope, Overview, and Assumptions
A. General
The revised MCEOP is the product of a detailed and focused planning process that 1) fully
incorporates the NIMS concepts, principles, practices, and language, 2) capitalizes on the lessons
learned from recent disasters, and 3) incorporates plans, programs, and policies that have
emerged since the last revision of the MCEOP. The MCEOP establishes a framework through
which the County prepares for, responds to, recovers from, mitigates, or prevents the impacts of
a wide variety of disasters that could adversely affect the health, safety, and/or general welfare of
the residents and emergency workers of Maricopa County. The MCEOP provides guidance to
Maricopa County officials on procedures, organization, and responsibilities, which will prevent,
minimize, and/or relieve personal hardship and property damage associated with disasters or the
imminent threat thereof. This plan also establishes procedures for an integrated and coordinated
county, municipal, state, and federal response. This plan is a living document that complies with
current guidance from DHS and FEMA pertaining to the ability to keep data and personal
information secure and current.
The MCEOP is operations-oriented and addresses communication and warning systems, rapid
deployment and pre-deployment resources, evacuation and shelter operations, and post-disaster
response; and recovery activities. The MCEOP's objective is to clearly define the responsibilities
of county, municipal, volunteer, and other organizations through a Base Plan/ICS/Response
approach to planning and operations.
The MCEOP describes the basic strategies, assumptions, and mechanics through which the
county mobilizes resources and conducts activities to guide and support county Emergency
Management efforts through the prevention, preparedness, response, recovery, and mitigation
stages. To facilitate intergovernmental operations, the MCEOP adopts a functional approach that
groups the type of assistance to be provided under each ESF. Each ESF is headed by a primary
agency, which has been selected based on its authorities, resources, and capabilities in a specific
functional area. In addition, other agencies with similar capabilities have been given assignments
to support the appropriate ESF. ESFs serve as the primary operational mechanism through which
county assistance is managed. Command staff and other General staff have been assigned to
support the ESFs. County assistance will be provided to impacted communities within the county
under the overall authority of MCDEM on behalf of the Maricopa County Board of Supervisors
(BOS).
In an effort to ensure that the revised MCEOP was strictly aligned with the State and National
preparedness guidance, the National Department of Homeland Security publications listed below
were consulted and closely followed:
Comprehensive Preparedness Guide (CPG) 101, Version 3.0, (September 2021)
Public Assistance Program and Policy Guide, Version 4, (June 2020)
National Response Framework (October 2019)
National Preparedness Goal (September 2015)
Base Plan
2
B. Purpose
The purpose of the MCEOP is to establish a framework for government, non-profit organizations,
the private sector, and residents to address prevention, protection, preparation, response,
recovery, and mitigation steps of emergencies and disasters while providing clear guidance to
activate the MCEOC.
The purpose of this plan is to provide an overview of the county’s emergency management
structure and the responsibilities assigned to various county departments, non-governmental
agencies, and the private sector during major emergencies and disasters. This plan is the
framework for Emergency Responders, Maricopa County governmental departments, and
supporting agencies to effectively coordinate and collaborate, before, during, and after a disaster
to provide a comprehensive response to all emergencies.
This plan provides direction and guidance to Maricopa County governmental departments and
supporting agencies. This plan establishes the framework to prepare for and respond to all
hazards, both natural and man-made, in Maricopa County. The plan is designed to be flexible and
scalable to meet any type and size of disaster.
The direction and guidance provided in this plan constitute a directive to County departments to
prepare for and execute assigned emergency tasks to ensure the greatest possible survival of
the whole community, protection of property, and Continuity of Government (COG) in the event
of a national security, technological, or natural disaster.
The ultimate goal of any response, particularly at the local and county level, is to stabilize the
seven community lifelines. A community lifeline enables the continuous operation of critical
government and business functions and is essential to human health and safety as well as
economic security. Together, the community lifelines frame incident information to provide
decision makers with root cause and impact analysis. The seven community lifelines represent
only the most basic services a community relies on and which, when stable, enable all other
activity within a community.
The concept of community lifelines was first introduced by FEMA in the National Response
Framework (NRF), Fourth Edition. As explained later in this EOP, Maricopa County will work with
local jurisdictions to stabilize the community lifelines throughout the county. When the MCEOC is
active, the Emergency Support Functions (ESFs) will manage information, manage resources,
and manage consequences in support of both the incident objectives and to stabilize these
community lifelines.
Base Plan
3
The plan consists of a Basic Plan, an Annex with the 15 ESFs and five specialty Annexes. The
following is a brief description of the components of the Plan.
The Basic Plan provides an overview of the county’s emergency management structure.
The Basic Plan is divided into the following sections: Introduction, Planning Assumptions,
Roles and Responsibilities, Concept of Operations, and Incident Management Activities.
The Emergency Support Function (ESF) Annex describes the required actions of the
Primary Agency before, during, and after the emergency. Each ESF details the tasks of
all support agencies designated to support an ESF (when and if possible) in preparing for
and responding to an emergency. The ESF structure ensures effective collaboration with
all responding entities.
The Support Annexes provide emergency responders the overarching framework for
specific activities inherent to most emergencies. The Support Annexes provide additional,
in-depth detail of those activities covered in the Basic Plan. The Support Annexes assist
ESFs with detailed processes and functions to implement a coordinated and
comprehensive response to an emergency.
The Incident Annexes describe the variables associated with responses to specific
incidents. The Incident Annexes provide situation and planning assumptions for a specific
incident, details of the Concept of Operations that may vary based on the specific incident,
and incident specific tasks designated to the appropriate departments and agencies.
The Tribal Relations Annex describes the policies, responsibilities, and concept of
operations for effective coordination and interaction of county and local incident
management activities with those of tribal governments and communities during potential
or actual incidents on tribal lands.
The Palo Verde Generating Station (PVGS) Annex describes the roles and
responsibilities of Maricopa County agencies as defined and agreed within the Maricopa
County/State of Arizona Offsite Response Plan.
Local Emergency Planning Committee (LEPC) Annex describes the roles and
responsibilities of the Maricopa County LEPC. Inclusion of this plan in the MCEOP is
required per ARS § Title 49-124 paragraph B.
C. Scope
This plan identifies when and under what conditions the application, activation, or revision of this
plan is necessary.
The plan establishes fundamental policies, strategies and assumptions for a county-wide program
that is guided by the principles of the National Incident Management System (NIMS). The MCEOP
provides the following benefits to Maricopa County:
Creates a plan which addresses all hazards, all phases of emergency management, and
all impacts, and extends an opportunity to partner with all stakeholders.
Establishes a Concept of Operations that provides the direction and control of an
emergency from initial monitoring through post-disaster response, recovery, and
mitigation.
Base Plan
4
Defines inter-agency and inter-government coordination mechanisms to facilitate delivery
of immediate response and recovery assistance.
Assigns specific functions to appropriate county and municipal agencies and
organizations, and outlines methods to coordinate with the private sector, volunteer
organizations, citizens, and state and federal counterparts.
Identifies actions that county response and recovery organizations will take in coordination
with municipal, state, and federal counterparts as appropriate, regardless of the magnitude
of the disaster.
MCDEM is the lead agency for planning the effective use of available resources and the
coordination of appropriate emergency functions in response to situations beyond the capability
of a single agency, department, or political subdivision.
The MCEOP encompasses a wide-range of preparedness and response activities necessary for
all natural, technological, and man-made hazards, and other emergencies faced by the whole
community of Maricopa County. The plan covers short- and long-term responses to and recovery
from emergencies in unincorporated areas of Maricopa County as well as support to responses
in all incorporated cities and towns within the county.
This plan defines the roles and responsibilities of all departments, agencies, state government,
federal government, non-governmental and voluntary organizations, private sector, other political
jurisdictions in the county, and the public.
This plan incorporates the Incident Command System (ICS) and the NIMS into emergency
response. These plans and systems are national standards as mandated by Homeland Security
Presidential Directive 5 (HSPD-5) and Presidential Policy Directive 8 (PPD-8).
ICS is a standardized incident management concept designed to allow responders to adopt an
integrated organizational structure that matches the complexity and demands of any single
incident or multiple incidents without being hindered by jurisdictional boundaries. NIMS is a
system that provides a consistent nationwide approach for federal, state, and local governments
to work effectively and efficiently together to prepare for, respond to, and recover from domestic
incidents, regardless of cause, size, or complexity.
This plan provides the guidelines necessary to coordinate response activities with local, state,
and federal government responders. It also creates the ESF structure, which outlines the
coordination and collaboration necessary for all response organizations.
MCDEM works with the municipalities to ensure that their plans and this EOP operate in concert,
allowing for a more coordinated response. Municipalities having county-recognized plans shall
conduct operations within their own jurisdiction limits pursuant to those plans.
This plan is applicable to all Maricopa County Departments and Agencies that may be tasked to
perform activities in response to an emergency. Departments not specifically tasked are
considered available to perform specific functions when so tasked by the county manager (or
delegate). This plan is also applicable to voluntary agencies such as the Community
Organizations Active in Disaster (COAD), The ARC, and The Salvation Army, as well as private
Base Plan
5
sector groups.
Based on the mission of MCDEM , response activities are those actions that provide whole-
community education, planning, coordination, and COG for the people of Maricopa County to
protect lives, property, and the environment in the event of a major emergency.
D. Methodology
Maricopa County Emergency Management Advisory Committee
The Maricopa County Emergency Management Program utilizes emergency response
stakeholders in an advisory committee to plan and guide processes to ensure a coordinated,
comprehensive, and complete Emergency Management Program.
Membership
Advisory committee membership consists of personnel from primary ESF agencies identified in
the MCEOP:
Maricopa County Department of Transportation (ESF #1 & ESF #3)
Maricopa County Office of Enterprise Technology (ESF #2)
Maricopa County Department of Emergency Management (ESF #4, 5, 6, 7, 10, 12, 14)
Maricopa County Department of Procurement Service (ESF #7)
Maricopa County Department of Public Health (ESF #8)
Maricopa County Sherriff’s Office (ESF #9 & ESF #13)
Maricopa County Environment Services Department (ESF #11)
Maricopa County Parks and Recreation Department (ESF #11)
Maricopa County Office of Communications (ESF #15)
Additional committee membership will consist of personnel from the following non-Maricopa
County departments:
Maricopa County Community Organizations Active in Disaster (MCCOAD)
The American Red Cross (ARC)
The Arizona Statewide Independent Living Council (AZSILC)
Local Fire Districts
Private Energy Sector
Water Sector
Regional Healthcare Coalition
Emergency Managers from City and Towns located in Maricopa County
Emergency Managers from Tribal Nations with tribal lands located in Maricopa County
Additional advisory committee staffing will serve on an annual rotating basis, with multiple terms
allowed for continuity purposes.
Base Plan
6
Operations
The role of the advisory committee is to provide coordinated input in the preparation,
implementation, evaluation, and revision of the Emergency Management Program. Coordinated
input for the program is accomplished through regularly scheduled meetings and captured
through the initiation and updates of new programs/processes (preparation and implementation)
and audits of the effectiveness of existing programs/processes (evaluation and revision).
Examples of preparation/implementation items/activities include, but are not limited to, future
training, exercise planning, response and recovery initiatives, and programs mandated through
new or updated governmental statute. Coordinated input for these activities include discussions
of worst-case scenario planning, funding requirements, past experiences with similar initiatives,
capability determinations, manpower requirements, lifecycle planning, or future planning needs.
Examples of evaluation/revision items/activities include, but are not limited to, after-action
reporting for real-world events or full-scale exercises, annual reviews of stakeholder-level
documentation, or annual review of emergency management programs/policies. Coordinated
input for these activities include discussions of lessons learned, expansion of existing
policies/programs, plan effectiveness, or alteration/adjustment to plan layout/language.
Input is coordinated via regular meetings or email communication to ensure progress is tracked
effectively. All correspondence for advisory committee activities will be maintained for review
(saved emails, minutes, draft documentation, etc.)
Meetings
Meeting frequency is determined by workload required for action but is currently established as
quarterly. The Advisory Committee will meet at a minimum semi-annually. Meetings are held in
person at MCDEM or virtually, and chaired by a member of MCDEM, with minutes taken by a
scribe or recorded via virtual media and distributed to committee members within 5 business days.
Meetings follow standard procedures consisting of status updates for existing projects and
updates/initiation of new/annual review projects. Subcommittees may be utilized as necessary,
and project leads will vary based on project needs, but each MCDEM product will have a MCDEM
individual assigned for status update tracking and regular input assessments.
Meeting minutes are maintained in accordance with standard record retention policies and will be
distributed to members of the Maricopa County Emergency Management Advisory Committee.
Maricopa County Strategic Plan
The Maricopa County Department of Emergency Management Strategic Plan 2023-2026 was
developed to meet the vision of comprehensive county-wide emergency management efforts
through a multi-year strategy in coordination with key emergency management stakeholders.
This plan includes overarching missions, strategic goals, objectives, milestones, and overall
methods of implementation. The Maricopa County Department of Emergency Management
Strategic Plan 2023-2026 provides a framework for supporting the community before, during, and
Base Plan
7
after disasters and improving the department's execution of its fundamental mission to ensure a
safe and resilient community for all residents.
From 2023 – 2026, MCDEM will focus on five main strategic goals that will drive progress through
multiple supporting strategic objectives. These strategic objectives highlight meaningful ways in
which MCDEM identifies, understands, and communicates risks, prepares the community and
partners to respond to and recover from disasters, and standardizes the delivery of the emergency
management program.
The Strategic Plan is reviewed and evaluated annually to ensure accuracy and timeliness on all
identified milestones. The Strategic Plan is updated at a minimum, every three years.
Maricopa County Emergency Operations Plan
The MCEOP was developed as a team effort consisting of the following agencies and
organizations:
County
Flood Control District of Maricopa County
Maricopa County Animal Care and Control
Maricopa County Department of Emergency Management
Maricopa County Environmental Services Department
Maricopa County Department of Public Health
Maricopa County Department of Transportation
Maricopa County Office of Enterprise Technology
Maricopa County Office of Procurement Services
Maricopa County Parks and Recreation Department
Maricopa County Planning and Development Department
Maricopa County Sheriff's Office
Non-Profit
Community Organizations Active in Disaster
The American Red Cross
The Salvation Army
The MCEOP's concepts were developed by MCDEM in coordination with the agencies and
organizations involved in emergency management activities. Each agency and organization
involved is expected to have its own guidelines to implement the concept of operations.
Each of the above listed agencies may request an electronic copy of this EOP.
In addition:
The MCEOP is adopted by the BOS, which serves as the promulgation letter Plan.
A Record of Changes Log is used to record all published changes by those holding
working copies of the MCEOP. The person assigned the copy is responsible for making
the appropriate changes and updating the Log.
Base Plan
8
A master copy of the MCEOP, with a master Record of Changes Log, is maintained at
MCDEM.
Planning Process
The process used by Maricopa County has been designed to ensure all stakeholders have an
opportunity to participate in the development of the MCEOP based on the most current
information available. Each Primary and Support Agency is sent their responsibilities annually for
review, revision, and acceptance. Feedback from their response is documented digitally and
incorporated into the updated plan, where appropriate. MCDEM will hold ESF meetings with each
Primary ESF lead identified in this plan annually to review, revise, and annotate roles and
responsibilities. To accomplish this, the planning process is based on the following planning
principles:
Planning should be community-based, representing the whole community and their needs.
Planning should include participation from all stakeholders in the community.
Planning uses a logical and analytical problem-solving process to help address the
complexity and uncertainty inherent in potential hazards.
Planning considers all hazards and threats.
Planning should be flexible enough to address both traditional and catastrophic incidents.
Time, uncertainty, risk, and experience influence planning.
Effective plans inform and instruct those with operational responsibilities what to do and
why to do it.
Planning is fundamentally a process to manage risk.
Planning is one of the key components of the preparedness cycle of planning, organizing,
training, equipping, exercising, evaluating, and taking corrective actions.
Plan Development, Maintenance, Evaluation and Revisions
MCDEM is responsible for coordinating the development and maintenance of the EOP with all
County departments, local governmental agencies, and private partners. The process used to
develop and maintain this EOP is based on nationally recognized emergency planning principles
and best practices, such as those found in FEMA’s Comprehensive Planning Guide 101.
This EOP is designed to be a flexible, dynamic document subject to revision, as appropriate. The
plan shall be reviewed annually and is subject to a more thorough review and update every 5
years with interim updates/approvals utilized as necessary In addition, the plan shall be reviewed
by MCDEM after any of the following situations occur, and a determination shall be made whether
these circumstances require a minor or major revision to the plan.
A major incident, exercise, or planned event (an AAR must be completed after a formally
declared emergency. MCDEM will coordinate the inclusion of any AAR action items into
the plan and the training and exercise program if applicable)
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A change in operational resources (e.g., policy, personnel, organizational structures,
management processes, facilities, or equipment)
A formal update of planning guidance or standards
A change in elected officials
Each activation of the EOC
A change in the jurisdiction’s demographics or hazard and threat profile
A change in the acceptance levels of various risks
The enactment of new or amended laws or ordinances.
Minor revisions are those affecting few stakeholders, including but not limited to, reflecting a
change in title or position, grammar or formatting changes, and any item that does not alter
established policies or procedures.
Major revisions are considered revisions which significantly alter or establish new policy and shall
be at the discretion of the MCDEM Director. All major revisions to the EOP shall be coordinated
with EOP stakeholders and approved by the county BOS.
Annual Review: Annual reviews consist of MCDEM reviewing the plan for areas needing updates.
In addition, Primary Agencies and Support Agencies will be provided the opportunity to review
and provide recommended updates. This review and update process may be done via email,
and changes will be logged in the plan’s Record of Changes and incorporated into the revised
plan.
Five Year Review: Five-year reviews will involve stakeholder coordination meetings. It may
consist of a core planning team (MCDEM and Primary Agencies) and may involve working groups
with representation from all agencies. As with the annual review, all changes will be logged in the
plan’s Record of Changes and incorporated into the revised plan, with a more detailed Summary
of Changes kept on file with MCDEM. Once all agencies have had the opportunity to comment, a
draft plan will be sent for final review to all stakeholders along with the Summary of Changes. The
plan will be published and disseminated once all have had the opportunity to review the draft. The
date of the plan will change to reflect the 5-year update cycle and must be approved by the BOS.
Distribution of Approved EOP: After a new plan has been approved by the BOS, MCDEM will
distribute the new plan within 5 business days to all agencies identified in the Record of
Distribution. Records of the distribution will be archived at MCDEM. MCDEM will keep a hard
copy on file. This plan will be made available to all agencies tasked therein, adjacent municipalities
and the state as well as the identified agencies in the Record of Distribution will receive the plan
via email with printed copies being distributed to the following agencies/personnel:
Board of Supervisors
County Manager
Assistant County Manager
County Attorney’s Office
Clerk of the Board of Supervisors
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The EOP has been determined to be a secure document is exempt from public release in
accordance with ARS § Title 41-1803.
The primary and support agencies/organizations of each ESF will be responsible for preparing
and maintaining operating procedures for all responsibilities assigned to them in the MCEOP.
These procedures will be prepared following guidance issued by local policies.
Legislative and Regulatory Changes
Maricopa County Government Relations Department identifies, and addresses proposed
legislative and regulatory changes related to Emergency Management. They will follow
established procedures to communicate proposed legislative and regulatory changes related to
emergency management with the Department of Emergency Management Director, who then will
provide comments in support, opposition, or neutrality to the proposed legislative and regulatory
change.
Implementation of NIMS
The Maricopa County Internal Policy – Emergency Operations 2011, updated in 2019 formally
incorporates the ICS and the NIMS as the established framework for emergency response. The
Director of MCDEM is the single POC to coordinate the NIMS implementation within Maricopa
County.
The MCEOP implements the ICS and the NIMS as mandated by Homeland Security Presidential
Directive 5 (HSPD-5) and Presidential Policy Directive 8 (PPD-8) by:
Using ICS and the multi-agency coordination system to manage and support all incidents.
Integrating all response agencies and entities into a single, seamless system.
Establishing a public information plan in the ESF #15 - External Affairs dealing with
dissemination of information.
Identifying and characterizing resources according to established standards and types.
Requiring all personnel to be trained properly for the job they perform.
Ensuring interoperability, accessibility, and redundancy of communications.
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II. Situation
This section of the plan summarizes the hazards that could potentially affect Maricopa County.
The hazards and risk analyses address the major hazards to which the county is vulnerable,
provides a summary of the county's population with AFN, outlines the assumptions that were
considered in the planning process, and defines disaster magnitude classifications that will trigger
county response under the NIMS.
A comprehensive hazard and risk assessment is contained in the Maricopa County MJHMP and
the Maricopa County HIRA. Both plans are kept separate and can be accessed by contacting
MCDEM. The Maricopa County MJHMP identifies the natural hazards that impact the various
jurisdictions located within Maricopa County, assesses the vulnerability and risk posed by those
hazards to community-wide human structural assts, develops strategies for mitigation of the
identified hazards, presents future maintenance procedures for the plan, and documents the
planning process. The HIRA evaluates the natural, technological, and human-caused hazards
that exist in Maricopa County and identifies the consequences of those hazards.
A. Hazard Analysis
Maricopa County is vulnerable to a wide range of hazards that threaten its communities,
businesses, and environment. To determine the hazards that pose the greatest threat, Maricopa
County has prepared a HIRA. Maricopa County has identified the following natural, technological,
and human-caused hazards:
Thunderstorms / High Winds
Wildfires
Extreme Heat
Flooding / Flash Flooding
Hazardous Material Releases
Pandemic / Epidemic (Outbreak)
Drought
Levee Failure
Terrorism
Dam Levee Failure
Radiological Release (PVGS)
Subsidence
Fissure
For emergency management planning purposes, the critical analysis that must be undertaken is
an assessment of the consequences of each hazard, duration of the hazard, and potential
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economic consequences. These rankings utilize the criteria identified in the HIRA to weigh them
based on historic data as well as future projections based on economic, demographic, and
critical infrastructure information.
Critical Facilities
Critical facilities provide services and functions essential to a community, especially during and
after a disaster. Critical facilities have been identified by Maricopa County and the State of Arizona
for planning purposes. Additional planning considerations on critical facilities can be found in
departmental-level Continuity of Operations Plans (COOPs) and Maricopa County’s Geographic
Information Systems (GIS) Department and planning software. Due to the sensitive nature of
critical facilities, a comprehensive list has been omitted from this plan.
Examples of critical facilities requiring special consideration include:
1.
Communications Infrastructure: Telephone, data services, and internet communications,
cell and radio towers, which have become essential to continuity of business, industry,
government, and military operations.
2.
Electrical Power Systems: Generation stations and transmission and distribution
networks that create and supply electricity to end-users
3.
Gas and Oil Facilities: Production and holding facilities for natural gas, crude and refined
petroleum, and petroleum-derived fuels, as well as the refining and processing facilities
for these fuels.
4.
Banking and Finance Institutions: Banks, financial service companies, payment systems,
investment companies, and securities/commodities exchanges.
5.
Transportation Networks: Highways, railroads, ports and inland waterways, pipelines,
and airports and airways that facilitate the efficient movement of goods and people.
6.
Water Supply Systems: Sources of water; reservoirs and holding facilities; aqueducts
and other transport systems; filtration, cleaning, and treatment systems; pipelines;
cooling systems; and other delivery mechanisms that provide for domestic and industrial
applications, including systems for dealing with water runoff, wastewater, and
firefighting.
7.
Government Services: Capabilities at the federal, state, and local levels of government
required to meet the needs for essential services to the public.
8.
Emergency Services: Medical, police, fire, and rescue systems.
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B. Economic Profile
The following is a description of the population of Maricopa County based on information from the
United States Census Bureau:
Population (V2021): 4,496,588
Housing Units (V2021): 1,849,269
Households (2016-2020): 1,596,784
Persons per household (2016-2020): 2.73
Median household income (in 2020 dollars), 2016-2020: $67,799
Persons in poverty, percent: 11.6%
Language other than English, age 5 and older (2016-2020): 26.6%
With a disability, under age 65 (2016-2020): 7.8%
Persons 65 and over: 15.8%
While it is likely outside assistance would be available, the county must initially carry out disaster
response and short-term recovery on an independent basis.
If necessary, it can request support from the neighboring counties, states, political subdivisions,
and/or the private sector.
C. Spatial Profile
Geography
Maricopa County, Arizona covers an area of approximately 9,224 square miles, measuring 132
miles from east to west, and 103 miles north to south.
Elevation
According to data gathered by the Shuttle Radar Topography Mission, the lowest elevation in
Maricopa County is 531 feet. This ranks Maricopa County the 2nd lowest elevation when
comparing the 15 counties in Arizona. Maricopa County's highest elevation is 7,657 feet, which
ranks 14th in terms of highest elevations when compared to the 15 counties in Arizona.
Population Demographics
The estimate published by the Census Bureau in July 2021 states the population of Maricopa
County is 4,496,588
The racial makeup of the county was determined to be 53.4% White, 32% Hispanic or Latino,
6.7% Black or African American, 4.8% Asian, 2.9% American Indian, 0.3% Pacific Islander, 12.8%
from other races, and 3.3% from two or more races.
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Climate
Flooding due to thunderstorms during the monsoon season (June through September) and water
releases from reservoirs during the winter and spring runoff period (December through May) are
the most frequent, severe natural hazards in Maricopa County. The worst flooding tends to occur
when remnants of tropical storms enter the state. High wind events, to include those with wind
speeds up to tornado strength, usually occur in conjunction with the monsoon thunderstorms.
Dam failure is a possible disaster event similar to extreme flash flooding that would occur
downstream from dams or levees located throughout the county. Extreme heat is also a primary
hazard faced within the county, with temperatures exceeding 100 degrees between May and
August.
School Districts / Higher Education
Maricopa County is home to 58 school districts that serve over 700,000 students. School districts
are classified as elementary districts (kindergarten-8th grade), high school districts (9-12th
grades), and unified school districts (kindergarten through 12th grade). The Maricopa County
Community College District, also known as Maricopa Community Colleges, is one of the largest
community college districts in the United States, with 10 campuses serving more than 220,000
students each year. Arizona State University (ASU) has campuses in Tempe, Mesa, downtown
Phoenix, and West Phoenix. Grand Canyon University (GCU) has grown significantly, and both
Northern Arizona University (NAU) and the University of Arizona (UofA) have extension
campuses in the area.
D. Access and Functional Needs (AFN)
Meeting access and functional needs (AFN) enables equal access to emergency programs for
whole community populations during emergencies. The term “Whole Community” is used to refer
to all participating members of a community who are involved in preparing for disasters. This
includes individuals and families, including those with access and functional needs; businesses;
faith-based and community organizations; nonprofit groups; schools and academia; media
outlets; and all levels of government, including state, local, tribal, territorial, and federal partners.
Maricopa County is engaged in several activities which aim to improve response plans and
operations to address AFN during an emergency event. All voluntary, private, faith-based, non-
governmental, or similar agencies requested by the jurisdiction, or through legal agreement and
authorization by the jurisdiction, will comply with all applicable Federal, Tribal (as applicable),
State, and local laws during drills, exercises, training, or other events that support a full-cycle
disaster or emergency event. Multiple ESFs within this plan outline or identify specific guidance
to support the whole community.
The Rehabilitation Act of 1973 and the Americans with Disabilities Act (ADA) is adhered to in
every aspect of all disaster cycle operations, explicit or otherwise, contained in this EOP.
Emergency and disaster response services and activities will be accessible and usable to the
whole community regardless of disability, access, or functional need.
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. Persons with disabilities, access, and functional needs,
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and/or representatives from DAFN populations are included in local emergency planning.
Key Terms
Access and Functional Needs (AFN) - When referring to access and functional needs, also
referenced as disabilities and other access and functional needs (DAFN), we are referring to
people with and without disabilities who have physical, programmatic, and effective
communication accessibility requirements before, during, and after an incident. Areas include but
are not limited to maintaining independence, communication, transportation, safety and self-
sufficiency, and medical care. Individuals with access and functional needs include, but are not
limited to, those who have disabilities, live in institutionalized settings, older adults, pregnant
women, children, those from diverse cultures, those who are non-English proficient and/or have
low literacy, those who are transportation disadvantaged, and those recovering from temporary
illness or surgery. An individual with a disability is defined by the ADA as a person who has a
physical or mental impairment that substantially limits one or more major life activities, a person
who has a history or record of such impairment, or a person who is perceived by others as having
such impairment. Disabilities include, but are not limited to mobility disabilities, sensory disabilities
(e.g., blind, low vision, deaf, deafblind, hard of hearing), developmental and/or intellectual
disabilities, mental illness, chronic conditions, and injuries and other temporary disabilities. The
use of “access and functional needs” in place of “special needs” is consistent with current
language guidelines nationally. Because the whole community includes those with disabilities and
other access and functional needs, the terms are used interchangeably throughout the document.
The word accessible has been added throughout the document in order to stress the importance
of inclusion and integration of people with disabilities and other access and functional needs in
emergency planning, response and recovery efforts through transportation, sheltering, public
information, etc.
Ability360 - formerly known as Arizona Bridge to Independent Living, offers and promotes
programs to empower people with disabilities to take personal responsibility so they may achieve
or continue independent lifestyles within the community.
Unique Population - Temporary or permanent groups within a jurisdiction which could require
specific attention during an emergency or disaster. Examples are schools, hospitals, managed
care facilities, group homes, RV parks and campgrounds, temporary youth camps (such as scouts
or student groups), sporting events, incarceration facilities, etc.
Maricopa County acknowledges at times the best support for such needs is to request assistance
from regional and/or state partners. The following items will be addressed in this plan:
Identification of AFN populations: Basic Plan, ADA criteria in References and Authorities.
Notification: ESF #2 - Communications
Evacuation and Transportation: ESF #1 - Transportation
Sheltering: ESF #6 - Mass Care
Temporary lodging and housing: ESF #6 - Mass Care
First aid and medical care: ESF #6 - Mass Care
Transition back to the community: ESF #14 Long Term Community Recovery
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Recovery: ESF #14 Long Term Community Recovery
Pets and Service Animals
This plan takes into consideration the needs of individuals with disabilities relying on service
animals. The ADA protects the rights of all individuals with disabilities and requires that state and
local governments comply with Title II of the ADA in the emergency and disaster-related
programs, services, and activities they provide.
The sheltering and protection of companion animals are the primary responsibility of their owners.
When owners are unable to provide for the care and needs of their household pets and service
animals, the local jurisdictions will assist as outlined in the Pets Evacuation and Transportation
Standards (PETS) Act of 2006 and FEMA Disaster Assistance Policy 9523.19. The PETS Act of
2006 requires that local governments plan for sheltering and care of household pets and service
animals during emergencies where shelters are established. Maricopa County has included pet
sheltering as part of ESF #6 - Mass Care. The following is specifically addressed in ESF #6 -
Mass Care:
Pre-event planning
Animal sheltering operations
Animal registration and return
Coordination with human shelters
FEMA Disaster Assistance Policy 9523.19
The Policy identifies the expenses related to state and local government emergency pet
evacuation and sheltering activities that are eligible for reimbursement following a major disaster
declaration under Category B, Emergency Protective Measures, and provisions of the PA
Program. The terms household pet, domestic pet, service animal, and congregate household pet
shelters are defined. The policy details eligible reimbursements related to shelter facilities,
supplies and commodities, eligible labor, equipment, emergency veterinary services,
transportation, shelter safety and security, cleaning, reunification, restoration, and the removal
and disposal of animal carcasses.
American Sign Language (ASL) and Communication Access Real-time Translation (CART)
Effective August 3, 2018, Arizona 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 as effective as communications with persons without disabilities
pursuant to the Americans with Disabilities Act.
American Sign Language (ASL) interpreters and Communication Access Real-time Translation
(CART) (also called open captioning, real-time stenography, or real-time captioning) providers in
the state of Arizona have been specially trained in Emergency Management by the State of
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Arizona and Maricopa County and credentialed via the Emergency Response Interpreter
Credentialing (ERIC) Program to provide services to public agencies during times of disaster.
Maricopa County may request credentialed ASL interpreters and credentialed CART (also called
open captioning, real-time stenography, or real-time captioning) service providers through an ICS
Form 213-RR to Arizona Department of Emergency and Military Affairs (DEMA).
Credentialed ASL interpreters and CART service providers will support public meetings, media
briefings, one-on-one public interactions in shelter operations, and informational videos.
These interpreters and captioners have been specially trained in Emergency Management by the
State of Arizona and Maricopa County to provide services to public agencies during times of
disaster.
E. Planning Assumptions
The preparation of the plan was guided by several assumptions that address a range of issues
that potentially impact response and recovery capabilities and the concept of operations. These
assumptions include:
Incidents are best managed at the lowest possible geographic, organizational, and
jurisdictional level.
A disaster may occur with little or no warning and may escalate more rapidly than the
ability of local government to effectively respond.
Achieving and maintaining effective citizen and community preparedness reduces the
immediate demands on response organizations. This level of preparedness requires
continued public awareness and education programs to ensure citizens will take
appropriate advance actions to reduce their vulnerability, especially during the first 72
hours after disaster impact.
Disasters may involve multiple jurisdictions simultaneously impacting the county.
Disasters will require significant information sharing across jurisdictions and between the
public/private sectors.
Maricopa County will exhaust available resources before requesting state and/or federal
assistance.
Mutual Aid Agreements will be implemented in instances where locally available resources
are depleted or need augmentation.
The county will coordinate accessible public information activities for unincorporated areas
during an emergency.
Disasters may attract a sizeable influx of spontaneous volunteers and donations.
Widespread damage to commercial telecommunications facilities may occur and the
ability of governmental response and emergency response agencies to communicate may
be impaired.
Homes, public buildings, and other critical facilities and equipment may be destroyed or
severely damaged.
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Debris may make streets and highways impassable, seriously impeding the movement of
emergency supplies and resources.
Public utilities may be damaged and may be either fully or partially inoperable.
County emergency personnel may be impacted by the emergency, preventing them from
performing their assigned emergency duties.
Numerous separate hazardous conditions and other emergencies could result from the
major event, further complicating the response efforts.
People may be forced from their homes and large numbers of people may be killed or
injured.
Many people may be in life-threatening situations requiring immediate rescue and medical
care.
There may be shortages of a wide variety of supplies necessary for emergency survival.
Hospitals, nursing homes, pharmacies, and other health/medical facilities may be severely
damaged or destroyed, and the number of people requiring medical attention may
overwhelm those that remain in operation.
Normal food processing and distribution capabilities may be severely damaged or
destroyed.
Damage to fixed facilities that generate, produce, use, store, or dispose of HAZMAT could
result in the release of HAZMAT into the environment.
Near-total disruption of energy sources and prolonged outages may occur.
The emergency response will initially focus on lifesaving activities. County officials will
work toward restoring order and control in the disaster area.
In disasters, the MCEOC will become the central coordination point for county response
and recovery activities.
The MCEOC, when activated, may be staffed by agencies identified in the ESF as primary
or support, depending on the situation and direction of the EOC Director
The county will coordinate with state and federal personnel to expedite recovery.
Damage assessments will be conducted as soon as weather or the situation permits.
The county will work to reduce its vulnerability and risk to hazards through proactive
mitigation actions and activities.
All levels of government share the responsibility for working together in mitigating,
preparing for, responding to, and recovering from disasters. The emergency plans and
guidelines referred to in the MCEOP have been maintained by those organizations having
responsibility, are in coordination with the MCEOP, and are exercised on a regular basis.
Those individuals and organizations with responsibilities identified in the MCEOP (or in
plans that support the MCEOP) are sufficiently trained and prepared to perform their
respective duties in accordance with established protocols.
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III. Roles and Responsibilities
A. Local Government
Local government is responsible for ensuring the safety and well-being of their citizens, as well
as providing initial response within city/town capabilities in the case of emergency and/or disaster
events. At a minimum, local government shall establish emergency response policies and
procedures for their jurisdiction. Specific responsibilities of cities and/or towns include:
Appoint and support a qualified person to serve as the City/Town Emergency
Management Coordinator. This position serves as the primary emergency management
POC between the City/Town and the county and actively participates in the emergency
management system in accordance with Arizona Revised Statue 26-308.
Coordinate and integrate emergency management activities of the city/town with county
emergency management through all phases of emergency management (mitigation,
preparedness, response, and recovery).
Provide the county with current copies of the city/town EOP, emergency contact
information, and lists of critical resources.
Ensure incident management activities will be initiated and conducted using the concepts
and principles identified by the NIMS.
Ensure all responders have the appropriate level of NIMS and HAZMAT training.
Train damage assessment teams and coordinate efforts with Maricopa County's overall
damage assessment process.
Ensure the county is kept informed of situations that require (or may potentially require)
countywide coordination and/or the activation of the MCEOC.
Ensure response activities during a disaster (including requests for assistance and public
information efforts) are coordinated with Maricopa County and that SITREPs, damage
assessments, and requests for county, state and/or federal assistance are coordinated
through Maricopa County.
B. County Government
County governments are responsible for ensuring the safety and well-being of the citizens of
unincorporated Maricopa County, as well as providing initial response within the unincorporated
area in the case of emergency and/or disaster events. At a minimum, county government should
establish emergency response policies and procedures for their jurisdiction. Specific
responsibilities of the county include:
Maintaining an emergency management program at the county level involving all
government, private, and volunteer organizations which have responsibilities in the
county’s comprehensive emergency management system in accordance with Arizona
Revised Statute 26-308.
Executing Emergency Management activities for unincorporated areas of the county.
Implementing a broad-scope public awareness, education, and information program
designed to reach the whole community.
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Coordinating mutual aid activities within Maricopa County to ensure the provision of
supplemental emergency aid and assistance.
Maintaining an emergency management program designed to avoid, reduce, and mitigate
the effects of hazards through the enforcement of policies, standards, and regulations.
Maintaining cost and expenditure reports associated with disasters, including resources
mobilized due to Mutual Aid Agreement activations.
Developing and maintaining systems to coordinate the provision of accessible shelters
and mass care to those displaced by disasters.
The roles and responsibilities of specific county departments when responding to a local
emergency are outlined below. It is understood that some of these roles and responsibilities may
not apply to all emergencies. The roles and responsibilities of these departments are further
defined in Annex A: ESFs for specific type of incidents.
Adult Probation Department
The roles and responsibilities of the Adult Probation Department are outlined below. The specific
processes can be found in the Adult Probation Department's Contingency Plan. In the event of
an emergency or disaster, Adult Probation Department has critical mandated processes that are
essential to the function of the department. The Adult Probation Department has prioritized these
based on constitutional requirements and legal statutes.
During an emergency or disaster, the following Adult Probation Department Critical Functions
must continue: supervision of Intensive Probation Supervision (IPS) probationers and all high risk
offenders, sex offenders (irrespective of risk), and domestic violence offenders (irrespective of
risk), fugitive apprehension of high risk, domestic violence, and sex offenders only, pretrial
monitoring of risk level III and IV only. This will require the reassignment of all remaining officers
in other assignments to field supervision of the populations. The following services may also be
discontinued: preparation of court reports, Adult Probation Department presence in probation
violation court, and Adult Probation Department presence in initial appearance court. A
community hotline will also be established to field questions and concerns.
These essential functions may be resumed after minor disruption or delay: operation of
community offices, community restitution requirements, supervision of low and med-low-risk
probationers, communications center coverage, institutional visitations, and office interviews for
presentence. Staff may need to be reassigned to field and support operations. Notifications will
be sent to offices with assignment instructions, to probationers with reporting instructions, and to
notify stakeholders of business practice changes.
Non-essential functions that may be deferred or delayed to a later time include the monitoring of
low-risk probationers. Compliance monitoring officers may be reassigned to field units.
Notifications will be sent to officers with assignment instructions, to probationers with reporting
instructions, and to stakeholders of business practice changes.
Clerk of the Superior Court
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The roles and responsibilities of the Clerk of the Superior Court are outlined below. The specific
processes can be found in the Clerk of the Court's Emergency Preparedness and Business
Continuity Resumption Plan.
In the event of an emergency or disaster, the Clerk of the Superior Court has mandated processes
that are essential to the function of the department. The Clerk's Office has prioritized these based
on constitutional requirements and legal statutes. Based on the above, the following processes
cannot be disrupted of delayed longer than 24 hours: Grand Jury processing; juvenile detained
petitions, warrants, and direct complaints, juvenile dependency petitions, criminal minute entries,
mental health, sexually violent offender cases, court-ordered treatment, and cases on health
commitment, probate emergency guardianship, criminal courtroom clerk attendance, criminal
mandated court services, juvenile delinquent and non-delinquent record of appeal. Additionally,
the following processes can be temporarily disrupted or delayed from 24 to 72 hours: juvenile
non-delinquent petitions for temporary custody, criminal mandated document processing
services, and all other criminal minute entries.
County Assessor
The roles and responsibilities of the Assessor are outlined below.
Provide GIS Parcel Data to MCDEM, upon request.
County Attorney
The roles and responsibilities of the County Attorney are outlined below.
Advise the Chairman of the Board, County Manager, and MCDEM Director on pertinent
legal matters relating to disasters and to emergency power of the BOS.
County Manager
When a Local Emergency is declared and the EOC is activated, the County Manager or designee
provides direction and control to the Director or designee of MCDEM.
The County Manager delegates appropriate emergency management responsibilities to
various departments and agencies in the county and coordinates the emergency activities
of all such departments and agencies.
Emergency procurement requisitions exceeding $100,000 shall be submitted to the
County Manager or designee for review and approval. Those under $100,000 shall be
submitted to the Chief Procurement Officer (see Maricopa Code 1-354).
The County Manager or designee shall state in writing whether the request is approved.
If approved, it will be forwarded to the Office of Procurement Services for expedient
processing.
Department of Emergency Management
The roles and responsibilities of MCDEM are outlined below.
Develop, coordinate, and maintain EOPs, resource information, procedures, programs,
and other emergency management activities with federal agencies, the State of Arizona,
adjoining county agencies, political subdivisions and municipalities of the county, and the
private sector.
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Develop and coordinate organization and staffing requirements, operations procedures,
internal communications, facility requirements, equipment, supplies, and training
applicable to the direction and control of the MCEOC.
Comply with the provisions of ARS Title 26, Chapter 2.
Achieve adequate operational readiness and training programs and ensure proper
utilization of emergency equipment and supplies.
Recommend to the County Manager appropriate emergency management responsibilities
for county departments and coordinate necessary emergency activities.
Assist county departments having assigned emergency responsibilities with the
development, preparation, review, and coordination of emergency response plans and
procedures. Maintain the EOC in a condition to permit activation with minimal notice and,
when activated, organize and coordinate emergency operations.
Recommend EOC activation to the County Manager.
Activate the emergency staff and the EOC.
Keep the County Manager and the Chairman of the BOS advised of the status of ongoing
operations.
Coordinate requests for critical resources and mutual aid from county departments and
regional partners.
Assist injured parties and governments in obtaining assistance and compensation from
local social services, state, and federal resources.
Maintain a liaison with political subdivisions, state, and federal authorities, and with utility
companies and other entities of the private sector having emergency functions and
support capabilities.
Develop strategies to provide care and relief during all phases of disaster for the whole
community, i.e., accessible communications, accessible medical transportation, and
counseling support. Integrate such requirements in all planning.
Develop strategies, forms, and procedures for documenting AAR’s and act as the lead
agency to conduct an AAR at the completion of the disaster or incident.
Environmental Services Department (MCESD)
The roles and responsibilities of MCESD are outlined below.
Provide increased vector control services as needed.
Monitor and evaluate environmental health risks and call those risks to the attention of the
appropriate local, state, or federal agencies.
Ensure safety of drinking water supplies.
Provide general sanitation advice to the whole community through the JIS.
Monitor shelters for proper sanitation and food handling procedures.
Provide personnel for assignment to the emergency staff at the EOC.
Equipment Services Department
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The roles and responsibilities of the Equipment Services Department are outlined below.
Provide personnel and other resources to departments requiring augmentation.
Provide transportation, refueling, mechanical equipment, and maintenance services from
public or private sources requested by MCSO, MCDOT, and other departments.
Facilities Management Department
The roles and responsibilities of the Facilities Management Department are outlined below.
Provide personnel and other resources to departments requiring augmentation.
Provide for continued operation, maintenance, repair, and reconstruction of county
facilities.
Flood Control District of Maricopa County (FCDMC)
The roles and responsibilities of the FCDMC are outlined below.
Provide personnel for assignment to the emergency staff at the EOC.
Provide equipment and supplies for response and minor recovery incidents.
Provide advice, assistance, personnel, and information on flood emergencies to the EOC.
Juvenile Probation Department
The roles and responsibilities of the Juvenile Probation Department are outlined below. The
specific processes will be found in the Juvenile Probation Department's COOP.
In the event of an emergency or disaster, the Juvenile Probation Department has mandated
processes that are essential to the function of the department. The Juvenile Probation
Department has prioritized these based on constitutional and legal statutes.
During an emergency or disaster, the following Juvenile Probation Department Critical Functions
must continue: Institutional care and custody of detained youth including medical and behavioral
health, detention hearings, delinquency hearings, supervision of Juvenile Intensive Probation
Supervision (JIPS) probationers and all high risk offenders, sex offenders, domestic violence
offenders, warrant apprehension of high risk, domestic violence, and sex offenders, investigative
monitoring of high risk youth and victim notification. This will require the reassignment of all
remaining officers in other assignments to field or institutional supervision of the populations. The
following services will be discontinued: early intervention. A community hotline will also be
established to field questions and concern.
These essential functions may be resumed after minor disruption or delay: supervision of medium
risk probationers, treatment services, institutional visitations, placement / review / violation of
probation hearings, office interviews, community service restitution, victim services, treatment
services, detention alternatives program / juvenile electronic technology surveillance detention
school, and detention programming. Staff may need to be reassigned to field, institutional or
support operations. Notifications will be sent to Bureau divisions with assignment instructions, to
probationers with reporting instructions, and to notify stakeholders of business practice changes.
Non-essential functions that may be deferred or delayed to a later time include: monitoring of low-
risk probationers, volunteers services, research and planning services (including quality
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assurance), and staff development. Compliance monitoring case officers may be reassigned to
field units. Notifications will be sent to officers with assignment instructions, to probationers with
reporting instructions, and to stakeholders of business practice changes.
Office of the Medical Examiner (OME)
The roles and responsibilities of the Medical Examiner are outlined below.
Provide for the identification of human remains, determination of cause and manner of
death, and inventory and protection of Personal Effects (PE) found on the decedents.
Acquire suitable morgue facilities, body bags, refrigerated vehicles, and other items
incidental to a mass casualty situation.
When required, designate persons to perform medical examiner duties.
Identify temporary internment sites.
Coordinate the services of funeral directors, ambulances, pathologists, dentists, x-ray
technicians, and law enforcement agencies as necessary to identify and care for deceased
persons.
When required, request assistance from the Department of Public Safety or other
agencies in the identification of the deceased.
Office of Enterprise Technology (OET)
The roles and responsibilities of the OET are outlined below.
Provide technical support for data processing equipment, connectivity programs, radio,
data, and telephone equipment in the EOC and/or RCC when activated.
Establish priorities for providing data processing equipment, radio and telephone
maintenance services, and programs to departments during major emergency or disaster
conditions.
Office of Procurement Services
The roles and responsibilities of the Office of Procurement Services are outlined below.
Provide personnel for assignment to the emergency staff at the EOC.
Provide services to source supplies and materials for use in an emergency response.
Authorize the emergency procurement of supplies and materials for use in an emergency
response.
Parks and Recreation Department
The roles and responsibilities of the Parks and Recreation Department are outlined below.
Provide warning and emergency assistance to the whole community using county parks
and recreational facilities.
Perform rescue operations in county parks when immediate action is required until
relieved by personnel from MCSO.
Provide personnel, vehicles, and other resources in support of MCSO and MCDOT.
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Provide or determine contractor or vendor resources for specialized equipment, services,
and personnel from private businesses.
Develop and maintain a vendor list for equipment rentals in the time of disaster.
Planning and Development Department
The roles and responsibilities of the Planning and Development Department are outlined below.
Provide damage assessment team personnel as needed.
Department of Public Health (MCDPH)
The roles and responsibilities of MCDPH are outlined below.
Establish preventative health services, including the control of communicable diseases.
Provide epidemiological surveillance, case investigation, and follow-up,
Provide personnel for assignment to the emergency staff at the EOC.
MCDPH will provide shelter health needs assessment, epidemiological surveillance,
medical care coordination, behavioral health support coordination, and pharmacy support
services for county mass care operations. MCDPH may, as available, provide operational
staffing to support county mass care operations.
Coordinate with State of Arizona for Strategic National Stockpile (SNS) deployment.
Sheriff's Office (MCSO)
The roles and responsibilities of MCSO are outlined below.
Provide personnel for assignment to the emergency staff at the EOC.
Provide security for the EOC when it is activated.
Provide on-site direction and control of local emergencies in unincorporated areas of the
county.
Receive and disseminate warning of imminent and actual hazardous conditions if the EOC
is not in operation.
Direct and maintain control over evacuation of persons from affected unincorporated areas
of the county.
Maintain control of and provide security for unincorporated areas involved in a localized
emergency.
Provide law enforcement mutual aid to political jurisdictions requesting assistance.
Request mutual aid assistance when required.
Control traffic on the county's roadway system.
Provide security for vital government emergency facilities and essential private facilities in
unincorporated areas.
Conduct search and rescue operations in unincorporated areas.
Superior and Justice Courts
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The roles and responsibilities of the Superior and Justice Courts are outlined below.
During an emergency or disaster, the following Superior and Justice Court Critical Functions must
continue: initial appearances, preliminary hearings, arraignments, orders of protection, injunctions
against harassment, emergency actions (injunctions, etc.) related to the ongoing emergency,
judicial consent for minor abortions, special actions injunctive, family court proceedings, juvenile
court proceedings, warrants, and administrative functions critical to the above to include it (if
power is available), security, inmate transportation, court interpreters, and court reporters.
These essential functions may be resumed after minor disruption or delay: Activities related to
observing and protecting constitutional rights, appellate activities, criminal trials, bond review
hearings, probation revocations, other in-custody issues, and mental health calendars where
custody is involved.
Non-essential functions that may be deferred or delayed to a later time include: traffic citations /
issues, civil cases, and non-injunctive and administrative issues other than those necessary to
the Critical Business Function.
Maricopa County Department of Transportation (MCDOT)
The roles and responsibilities of MCDOT are outlined below.
Provide personnel for assignment to the emergency staff at the EOC.
Provide current roadway and bridge information to the EOC.
Assist MCSO in traffic and area control.
Perform emergency repair of county roads and bridges.
Provide debris clearance and removal on county roads.
C. Special Districts
Special districts (such as the FCDMC and Valleywise Health and Fire Districts) are responsible
for establishing liaisons with Maricopa County and its organizations to support emergency
management capabilities within Arizona. Special districts that involve inter-jurisdictional authority
can provide resources and services to support other functionally similar systems in times of
disaster.
Valleywise Health
Valleywise Health is Maricopa County's only public teaching hospital and health care system.
Valleywise Health consists of a Level 1 trauma center, acute and behavioral health hospitals,
specialty services, family health centers, community health initiatives, clinical training programs,
and is the home of the Arizona Children's Center and the Arizona Burn Center.
Valleywise Health is governed by the Maricopa County Special Health Care District Board of
Directors. Each member represents one of the five districts in Maricopa County. Members of the
District Board are public officials, elected by the voters of Maricopa County who serve a four-year
term.
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Flood Control District of Maricopa County (FCDMC)
The FCDMC mission is to reduce the risk from flooding so that property damage and loss of life
are minimized, economic development is supported in a safe and responsible manner, and storm
water is recognized as a resource for the long-term benefit of the community and environment.
FCDMC operates a 24-hour rain, stream, and weather gauge network which provides "real-time"
internet-based information regarding rainfall, floods, and weather conditions in the county.
FCDMC also operates a Meteorological Service Program that provides forecasts of the timing
and magnitude of flood-producing rainfall.
Fire Districts
Fire Districts provide fire service, basic/advanced life support, and in some cases, emergency
medical transport within their fire service districts. Fire Districts work with MCSO ICs on-scene
to support emergency response situations. MCDEM will coordinate situational awareness,
resource management, and public information support for emergency events in most Fire
District areas. Fire Districts provide evacuation recommendations and hazardous material
technical expertise to support Protective Action Decisions (PAD) of MCSO ICs.
D. Private Sector
The private sector has numerous resources to assist the government during a disaster. It is
anticipated that private sector businesses will fully support emergency or disaster response
recovery efforts.
It is encouraged that members of the Private Sector:
Coordinate with government agencies to ensure a broad and comprehensive coverage for
assistance during emergencies.
Provide and coordinate relief not provided by government on a complementary or
supplementary basis.
Bear the cost of planning and responding to incidents as applicable in accordance with
existing law and regulation.
Develop and maintain capabilities to respond to and manage a complete spectrum of
incidents and emergencies unless the response role is inherently governmental (such as
law enforcement).
Develop Mutual Aid Agreements and MOUs for actions performed during emergencies.
E. Non-Government and Volunteer Organizations
Individuals and families will initially receive immediate emergency assistance in the form of food,
clothing, shelter, health care, and registration services, as well as other gaps or needs that cannot
be filled by the government should be filled through disaster relief organizations. The roles and
responsibilities of non-governmental and volunteer organizations anticipated to support an
emergency are listed below.
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Coordinate with government agencies to ensure broad and comprehensive coverage of
assistance and relief during emergencies.
Provide and coordinate relief not provided by government on a complementary or
supplementary basis.
Develop Mutual Aid Agreements and MOUs of duties and areas of responsibilities to be
performed during an emergency.
Maricopa County Community Organization Active in Disaster (MCCOAD)
Provide liaison personnel to the MCEOC when requested.
Facilitate mass care related services through member agencies.
Serve as coordination point for all NGO resources, personnel, donations, and volunteer
management.
Arizona Humane Society (AHS)
The roles and responsibilities of AHS (with Animal Care and Control assisting) are outlined below.
Increase patrols to catch and secure stray animals, as needed.
Assist in the evacuation of pets, utilizing vehicles.
Provide temporary sheltering of and basic veterinary care for household pets and service
animals for persons who have been evacuated.
Decontamination of household pets and service animals.
American Red Cross (ARC)
Provide liaison personnel to the MCEOC when requested.
Provide care to the whole community's disaster survivors and displaced persons to include
immediate accessible emergency shelter, feeding, clothing, family reunification ("Safe and
Well"), and other emergency assistance as required.
Administer individual and family services for persons requiring support resulting from the
disaster.
Provide disaster health services and mental health assistance to disaster survivors.
Conduct damage assessments of single-family and multi-family structures.
Provide feeding for disaster impacted individuals including survivors, first responders, and
relief workers.
Provide training for volunteer agencies.
The Salvation Army
Provide congregate care to the whole community's disaster survivors and displaced
persons to include accessible shelter, feeding, clothing, accessible medical care,
registration, and welfare inquiry.
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Administer individual and family services for persons requiring support due to personal
disaster.
Assist individuals and family services to include casework services, repair coordination,
furnishings, medical and nursing care, and occupation supplies and equipment.
Provide for the feeding of emergency workers in the field as well as survivors.
Amateur Radio Operators
Augment MCEOC communications and field communications capability when requested.
F. School Districts
School districts are responsible for the safety and well-being of students, staff, and visitors to their
facilities. Emergency plans should be developed that consider those hazards to which schools
might reasonably be exposed. The districts are encouraged to be proactive in developing and
implementing these plans. The Arizona Department of Education will engage appropriate
preparedness options for school district emergency planning.
G. Legal Affairs
The Maricopa County Attorney's Office is responsible for providing legal advice and guidance to
emergency management and the Maricopa County BOS for all emergency management issues
and concerns. The staffing of this position is the responsibility of the Maricopa County Attorney's
Office. Maricopa County Attorney's Office are responsible for supporting requests about actions
that require a legal opinion regarding jurisdictional policy and authority by ordinances, statutes
and under state/federal laws.
H. Citizen Involvement
The public is responsible for preparing for disasters in the same manner as local government.
Individual, family, and/or business plans need to be developed and maintained to ensure the
appropriate level of preparedness.
Strong partnerships with citizen groups and organizations provide support for incident
management prevention, preparedness, response, recovery, and mitigation. There are several
pre-identified public-based response groups with whom the county coordinates on a regular basis
in the areas of preparedness and response. The Arizona Central Region Citizen Corps Council
(ACRCCC) is the umbrella group for the local municipal Citizen Corps Councils throughout the
county and for the citizen volunteer programs affiliated with them. Spontaneous volunteers will
most likely be directed to one of the established volunteer programs. These groups are listed
below:
Community Emergency Response Team (CERT)
CERT program helps train people to better prepare to respond to emergency situations in their
communities. When emergencies happen, CERT members can provide critical support to first
responders, provide immediate assistance to survivors, and organize spontaneous volunteers at
a disaster site. CERT members can also help with non-emergency projects that help improve the
safety of the community.
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CERTs are formed by residents, from neighborhoods or workplaces, who want to be better
prepared. CERT members are not intended to replace a community's response capability but
rather to supplement it.
Maricopa County does not maintain a CERT; however, several municipalities have active teams.
Medical Reserve Corps (MRC)
The MRC program coordinates the skills of credentialed practicing and retired physicians, nurses,
and other health professionals as well as other public members interested in health issues, who
are eager to volunteer to address their community's ongoing public health needs and to help their
community during large-scale emergency situations.
Local municipal and community leaders can develop MRC units and identify the duties of the
MRC volunteers according to specific community needs. For example, MRC volunteers may
deliver necessary public health services during a crisis, assist emergency response teams with
patients, and provide care directly to those with less serious injuries and other health-related
issues. MRC volunteers may be called upon to assist persons with disabilities and AFN in disaster
shelters operated by the ARC or other agencies.
During times of steady-state operations, MRC volunteers may also serve a vital role by assisting
their communities with on-going public health needs (e.g., immunizations, screenings, health and
nutrition education, and volunteering in community health centers and local hospitals). Once
established, engagement of an MRC is decided based on local need and capability. The MRC
Unit will make decisions with local officials, including local Citizen Corps Council, when deciding
to activate the MRC during a local emergency.
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IV. Concept of Operations
A. General
Maricopa County uses the nearest appropriate responder concept (likely to be a city/town
jurisdiction) when responding to any threat, event, or disaster. In most situations, local
jurisdiction agencies will be the first and primary responders and will be required deplete their
resources or capabilities before requesting county assistance. Under some rare circumstances,
state or federal agencies may have the primary jurisdiction for the overall response effort.
Non-Disaster Daily Operations
Day-to-day operations of Maricopa County, absent a declaration of a Local Emergency, is under
the authority of the local governing body.
It is the responsibility of Maricopa County departments and its communities to protect life and
property from the effects of hazardous events. This plan is based on the concept that emergency
functions of responding agencies will generally parallel their normal, day-to-day functions. To the
extent possible, the same personnel and material resources will be employed in both cases. Day-
to-day functions that do not contribute directly to the emergency operation may be suspended for
the duration of an emergency. Efforts that would normally be required of those functions will be
re-directed to accomplish the emergency task assigned.
This plan aids in day-to-day operations by defining each agency’s responsibilities during an
emergency. This allows agencies to construct programs, strategies, guidelines, checklists, and
methods which allow day-to-day responsibilities to complement emergency operations.
MCDEM informs and educates the public on the threats and hazards identified during the HIRA
process. This is accomplished via public outreach events and the use of various multimedia
platforms to include television, interview, and the use of social media programs (Facebook,
Twitter, and Nextdoor). The department provides educational brochures and other literature on
the threats and hazards community members may face at each of the county public library
locations.
Emergency Operations
Disaster Declarations
The Chairman of the BOS, of Maricopa County or a designee may declare a local emergency
within Maricopa County pursuant to ARS §26-311(A). Such declaration shall be based on the
judgment that a declaration of a local emergency is necessary to address a current or imminent
emergency or disaster situation.
Maricopa County's Emergency Management Director or designee will be responsible for
preparing any disaster declarations. A declaration of a local emergency shall implement the
response and recovery elements of this plan and any applicable EOPs. Subject to the Arizona
Revised Statutes (ARS), the Chairman of the BOS, or designee, of Maricopa County may issue
orders deemed necessary for the efficient and effective management of the event, the protection
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of life or property, or for public health and welfare.
A of succession will be used when, during an emergency, the Director or designee is determined
to be unavailable to execute the responsibilities of office. If it is determined that the Director is
unavailable, the next position in line, as specified in the Department’s COOP Orders of
Successions, is authorized to exercise all the powers and discharge the duties of the office and
ensure continued functioning of MCDEM..
Response
The organized structure for response to an emergency/disaster is under the leadership of the
designated IC. The MCEOC will support on-scene response activities, as requested.
Initial and subsequent emergency notification procedures are maintained in the MCDEM
Everbridge system and activated based on the type of event and needs of the IC.
Disaster response and recovery agencies identify resources, training needs, or planning activities
to MCDEM.
EOC Activation and Deactivation
The MCEOC may be activated for various reasons based on the needs of a local jurisdiction,
organization, or IC based on the threat, anticipation of events, or response to an incident. Detailed
EOC procedures can be referenced in the MCEOCSOP Circumstances that might trigger a
MCEOC activation include:
More than one jurisdiction becomes involved in an incident and/or the incident involves
multiple agencies
The IC or UC indicates an incident could expand rapidly, involve cascading effects, or
require additional resources
A similar incident in the past led to a MCEOC activation
The MCEOC director or an appointed or elected official directs that the EOC be activated
An incident is imminent (e.g., severe weather warnings, flood gauges indicate rising water,
spreading wildfire, elevated threat levels)
Threshold events described in the MCEOCSOP
Significant impacts to the population are anticipated
An Alert or higher Emergency Classification Level from an incident at PVGS
The following individuals are authorized to activate the MCEOC:
Chairman of the Board of Supervisors (or other member of the board as available)
County Manager
Assistant County Manager
Director, Department of Emergency Management, or designee
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In accordance with the Maricopa County Emergency Management Resolution of 2011, the BOS
is responsible for county-wide policy decisions for emergency operations. The County Manager
acts as advisor to the BOS. The Director of MCDEM acts as advisor to the County Manager,
directs and controls emergency operations, trains and supervises the emergency staff, and is
assigned overall leadership of the EOC. The Director also coordinates the Emergency
Management activities of all emergency staff. The EOC is a central facility from which key officials
can gather information during an emergency, make decisions, and direct and coordinate response
and recovery efforts.
It is the responsibility of the MCDEM Director or identified delegate to initiate the activation
process. The activation of the EOC will always be coordinated through the County Manager's
office; however, in situations involving immediate action or in instances when contact with these
officials is delayed, activation should continue.
Once the decision to activate has occurred, personnel can be notified via Everbridge and/or direct
telephone call.
The EOC should be operational within 30 minutes of notification during business hours and 60
minutes during non-business hours.
EOC Activation Levels
EOCs frequently have multiple activation levels to allow for a scaled response, delivery of the
needed resources, and a level of coordination appropriate to the incident. Per the NIMS Third
Edition document dated October 2017, MCDEM has adopted 3 levels of EOC activation:
Level 3 (Normal Operations/Steady State):
Activities that are normal for the EOC when no incident or specific risk or hazard has been
identified. Routine watch and warning activities if the EOC normally houses this function.
Level 2 (Enhanced Steady-State/Partial Activation):
Internal staff and select EOC team members/organizations are activated to monitor a credible
threat, risk, or hazard and/or to support the response to a new and potentially evolving incident.
Level 1 (Full activation):
Full EOC team is activated, including personnel from assisting agencies to support the response
to a major incident or credible threat.
The Primary Maricopa County EOC is located at:
Maricopa County Emergency Operations Center
5630 E McDowell Road
Phoenix, AZ 85008
An Alternate Facility may be chosen depending upon size/type of situation through existing
mutual aid agreements or AZMAC and will be identified in the MCDEM COOP .
The facility serves as the coordination, command and control center for Maricopa County, and is
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staffed when the need arises.
Maricopa County operates under the ESF concept. Each ESF contained in this plan identifies
the primary and support agencies required to carry out the responsibilities of the ESF. These
agencies are responsible for preparing additional operating guides, checklists, staffing patterns
or resource requirements needed to complete their assignments. Each agency is responsible for
carrying out the tasks assigned by this EOP. A comprehensive list of ESFs and their
responsibilities can be found as attachments to this plan.
During activation, the MCEOC provides the core emergency function coordination,
communication, resource dispatch and tracking; information collection, analysis, and
dissemination; multi-agency coordination, and joint information coordination. Field operations will
be managed through the ICS and is discussed below.
EOC Organizational Structure
The EOC staffing level and composition is contingent on the specific requirements of an incident.
The organizational structure of the EOC is modular, extending to incorporate all elements
necessary for the type, size, scope, and complexity of a given incident. While any configuration
of functional units may be used in the EOC, the core organizational structure of the EOC is
organized by Sections. The various functional elements are activated based on actual or projected
needs. The organizational structure can be condensed, expanded, or reconfigured as needed.
While the structure is flexible, it is always organized into six core functions:
EOC Management: This component is responsible for the overall disaster policy and
coordination. Specific functions include oversight of the EOC and coordinates public
information with ESF #15 External Affairs. EOC Management is led by the EOC Director.
EOC Management consists of the EOC Manager and PIO. The EOC Manager is
responsible for assigning tasks and reviewing objectives during each operational period.
The PIO position is meant to keep the public informed of the situation and provide
approved information about response activities.
Operations Section: The purpose of this section is to support field operations and
coordinate response activities through the implementation of the EOC Action Plan. This
section is led by the Operations Section Chief which is staffed by a designated responsible
agency.
The Operations section is made up of representatives from various county departments
including, but not limited to, MCDEM, MCSO), FCDMC, MCDPH, and the MCDOT, as well
as representatives from the ARC and COAD. MCDEM staff use their positions in the EOC
to coordinate resource actions and act as a liaison to the communities within the county.
MCSO works with MCDEM staff to assist the local Law Enforcement operations when
there is a disaster. This includes, but is not limited to, evacuation assistance, traffic control,
information sharing, and shelter assistance. FCDMC works in the EOC to assist MCDEM
staff on flood related issues and to make recommendations for response actions. MCDPH
works in the EOC to monitor health issues and provide insight on health safety concerns.
MCDOT’s operations include handling possible roadway closures and assisting local
agencies when requested. The ARC works with the EOC for shelter assistance and to be
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a resource to local people impacted by a disaster. The COAD provides mass care
facilitation amongst its 25 NGO members.
Planning Section: The purpose of this section is to collect, evaluate, process, and
disseminate information for use in the EOC. This section is led by the Planning Section
Chief which is staffed by a designated agency.
The Planning Section Chief works to coordinate goals and objectives for EOC staff during
an operational period. Support personnel work to ensure appropriate actions are taken or
notifications made for emergency operations. This section also includes GIS personnel to
assist in determining the best course of action for the planning section.
Logistics Section: This section supports operational activities through the provision of
supplies, equipment, facilities, personnel, mutual aid, and other support and services
necessary for disaster response and recovery. This section is led by the Logistic Sections
Chief which is staffed by a designated responsible agency.
The Logistics Section Chief is in charge resource tracking for the EOC. This section also
has Communications support staff to monitor radios with the capability to send public
notification if needed.
Finance / Administration Section: This section is responsible for the coordination of the
financial planning, operations, and reporting services. This section is led by the Finance
Section Chief.
The Finance Section Chief keeps track of all financial actions and orders. The support
staff assist in order processing and budgeting for resources expensed.
Emergency procurement requisitions exceeding $100,000 shall be submitted to the
County Manager or designee for review and approval, and requisitions under $100,000
shall be submitted to the Chief Procurement Officer (see Maricopa Code 1-354).
Policy Group: Responsible for establishing the fundamental priorities and guidelines
under which the disaster response effort will operate. The Maricopa County Policy Group
consists of:
o
Chairman of the Board of Supervisors
o
County Manager
o
County Attorney
o
County Sheriff
o
Director, Emergency Management
o
Director, Department of Public Health
o
Director, Risk Management
o
Superintendent of Schools
o
Director, Human Resources
o
The Presiding Judge of the Superior Court will represent judicial interests to the Policy
Group.
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Each agency responding will report back to the MCEOC through their liaison who serves as the
POC for each respective agency or organization in either a single or UC Structure. These reports
are later synchronized and information is provided to mutual aid partners, adjacent localities, and
the county to provide visibility of emergency operations.
During the response phase and upon declaration of a local state of emergency, the Maricopa
County BOS has ultimate authority with coordination of MCDEM.
All county departments, non-governmental agencies, and other organizations fall under the
direction of the primary agency designated in the plan. The Director of MCDEM will coordinate
with county, state, federal and other external agencies.
Field Operations
Field operations will be managed through the ICS. The ICS has been implemented in Maricopa
County and utilizes common terminology; is modular and scalable; incorporates measurable
objectives; provides for a manageable span of control; and relies on the Incident Action Plan (IAP)
as the principal tool for communicating and carrying out operational objectives in an incident. The
incident may be controlled by local emergency responders or with other agencies through the
mutual aid system. If the resources available at the field response level are not sufficient to
mitigate the situation, the IC may request, through appropriate channels, that the MCEOC be
activated to support field operations.
Response to an incident by single-discipline agencies (i.e., fire, law enforcement, EMS) will utilize
a single IC within the ICS structure. As the incident progresses to include multiple jurisdictions
and disciplines, a UC will be used to the extent possible, and as deemed necessary.
During a single-discipline response to an incident, the first on-scene emergency responder with
management responsibilities will take the necessary steps to establish an ICP, report a scene
size-up, activate the appropriate ICS organizational elements required for incident management,
delegate authority within the ICS organizational structure, and develop incident objectives on
which subsequent incident action planning will be based.
Each agency deploying to the field will report back to the MCEOC through their liaison who is the
POC for each respective agency or organization in either a single or UC Structure.
Area of Operations
An area of operations will be established by the IC. This will vary depending on the size and
magnitude of the event. Once established, or changes made to an existing area of operations, it
will be communicated to all responders.
Area Command (AC)
An AC will be activated if an incident is not site specific (i.e., pandemic outbreaks), the incident is
extremely large and involves multiple ICS organizations, or there are multiple incidents that are
being handled by separate ICS organizations. If the incidents are multi-jurisdictional, then a UC
will be established within the AC. Therefore, the AC has the responsibility to:
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Set overall incident-related priorities
Allocate critical resources according to priorities
Ensure that incidents are properly managed
Ensure that incident management objectives are met and do not conflict with each other
or with agency policy
Identify critical resource needs and report them to EOCs and/or multi-agency coordination
entities
Ensure that short-term emergency recovery is coordinated to assist in the transition to full
recovery operations
Multi-Agency Coordination Center
A key component of NIMS is the development of a multi-agency coordination system that
integrates the operations and functions of the MCEOC and field operations, guided by the
principles embedded in the ICS. In most cases, emergencies are handled by local fire
departments, law enforcement agencies, medical service agencies, and communication/dispatch
centers; but in larger emergencies or disasters, additional coordination support is required. In
these situations, entities such as city EOCs and/or the MCEOC have critical roles in an
emergency.
The county's incident management responsibility may be directed and managed through MCSO
or MCDEM. As a multi-agency coordination entity, MCDEM will coordinate and manage disaster
operations through the MCEOC to:
Ensure that each agency involved in incident management activities is providing
appropriate situational awareness and resource status information to MCEOC
Establish priorities between incidents and/or ACs in concert with the IC or UC involved
Acquire and allocate resources required by incident management personnel in
coordination with the priorities established by the IC or UC
Anticipate and identify future resource requirements
Coordinate and resolve policy issues arising from the incident(s)
Provide strategic coordination as required
Coordinate briefings, message tracking, situational reports, and establish a common
operating picture
Following an incident, plans, procedures, communications, staffing, and other capabilities
necessary for improved incident management are coordinated through the MCEOC. These tasks
are accomplished by the MCEOC by ensuring the ability to perform four core functions:
Coordination
Communications (that are reliable and contain built-in redundancies)
Resource dispatch and tracking
Information collection, analysis, and dissemination
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Joint Information Center
The JIS provides the mechanism for integrating public information activities among JICs, across
jurisdictions, and with private-sector and NGOs.
Maricopa County has implemented and institutionalized processes, procedures, and plans for its
JIC and can be referenced in the ESF #15 External Affairs.
When the MCEOC is activated, the Director of MCDEM or the PIO Representative may activate
the JIC. When the JIC is in operation, it serves as the central point of public information collection
and dissemination. The JIC functions as part of Command Section and will coordinate the release
of non-operational information. The JIC may be set-up virtually with coordination of accessible
public information and dissemination between PIOs and Public Safety Officials from multiple
agencies.
Emergency Communication will be accomplished via Emergency Alert System (EAS), radio,
television, Internet, telephone, or any combination of methods to ensure the whole community is
reached. When the JIC is activated, the PIO or their designee will notify media outlets that all
media inquiries are to be directed to the JIC and that the JIC will be releasing accessible media
updates on a routine basis and when noteworthy events take place. Members of the media will
not be allowed access to the MCEOC.
More information on public awareness and education can be found in ESF #15 External Affairs.
More information on communication alert and warning can be found in ESF #2 - Communications.
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B. Coordination, Direction and Control
Primary Agencies
MCDEM designates the primary agencies for each Annex to coordinate the activities of those
specific responses.
Primary Agency Listing for Maricopa County Emergency Operations Plan
FUNCTIONAL ANNEX
PRIMARY AGENCY
ESF #1 - Transportation
Maricopa County Department of
Transportation
ESF #2 - Communications
Maricopa County Office of Enterprise
Technology
ESF #3 - Public Works and Engineering
Maricopa County Department of
Transportation
ESF #4 - Firefighting
Maricopa County Department of Emergency
Management
ESF #5 - Emergency Management
Maricopa County Department of Emergency
Management
ESF #6 - Mass Care
Maricopa County Department of Emergency
Management
ESF #7 - Logistics Management and Resource
Support
Maricopa County Department of Emergency
Management
ESF #8 - Public Health and Medical Services
Maricopa County Department of Public
Health
ESF #9 - Search and Rescue
Maricopa County Sheriff's Office
ESF #10 - Hazardous Materials Response
Maricopa County Department of Emergency
Management
ESF #11 - Agriculture and Natural Resources
Maricopa County Environmental
Services Department, Maricopa County Parks
and Recreation Department
ESF #12 - Energy
Maricopa County Department of Emergency
Management
ESF #13 - Public Safety and Security
Maricopa County Sheriff's Office
ESF #14 - Long-Term Community Recovery
Maricopa County Department of Emergency
Management
ESF #15 - External Affairs
Maricopa County Office of Communications
Upon activation of the MCEOC, the primary agency for the given ESF functions will send
representatives to the MCEOC to coordinate activities. The primary agency determines which
support agencies are required at the MCEOC.
The primary agency for the ESF will be responsible for collecting all information related to the
disaster and providing it to the situational analysis team or executive leadership in the EOC.
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Intergovernmental Mutual Aid
Mutual Aid Agreements and Memorandum of Understanding (MOU)
Mutual Aid Agreements and MOUs are essential components of emergency management
planning, response, and recovery activities.
Intergovernmental Agreement (IGA) - IGAs for Regional Emergency Operations Management
and Disaster Services exist between Maricopa County, Arizona and participating cities, towns,
and tribes.
Arizona Mutual Aid Compact (AZMAC) - The purpose of the AZMAC is to define the emergency
management terms and procedures which will be used among participating parties for dispatching
mutual aid assistance to any affected area in accordance with local ordinances, resolutions,
emergency plans, or agreements. Contracting authority for political subdivisions of Arizona for
this Compact is based upon A.R.S. § 26-308 which provides that each county and incorporated
city and town of the State may appropriate and expend funds, make contracts, and obtain and
distribute equipment, materials, and supplies for emergency management purposes.
MARICOPA COUNTY MEMORANDUM OF UNDERSTANDING Whereas Maricopa County
resources are insufficient or inappropriate to accomplish the required tasks to control an
emergency or disaster, the below MOU exist as follows:
Arizona Humane Society (AHS) – Upon a declared local disaster or emergency, or emergency
response at PVGS requiring an RCC, MCDEM will coordinate with AHS to provide animal care
assistance. Animal assistance operations include animal sheltering, evacuations, veterinary
exams, decontamination, and search and rescue for domestic household pets and service
animals only. MCDEM will, to the extent feasible, support animal assistance operations through
training for an event at PVGS, and supplementing AHS equipment required for animal monitoring
and decontamination at the RCC.
HandsOn Greater Phoenix (HGP) – Upon a declared local disaster or emergency, MCDEM will
coordinate with HGP to manage spontaneous volunteers to the extent feasible and in accordance
with the existing MOU between both parties. In coordination with MCDEM and MCCOAD, HGP
will work to identify and prioritize volunteer needs. Volunteer management operations include
matching unaffiliated volunteers to approved and affiliated organizations. MCDEM will support
volunteer management through; volunteer solicitation and logistical needs, including facilities,
associated utilities, equipment, and supplies for volunteer reception center operations.
Salvation Army (Southwest Division) – Upon a declared local disaster or emergency, MCDEM will
coordinate with Salvation Army to manage donated goods to the extent feasible and in
accordance with the existing MOU between both parties. Donations management includes the
receipt, sorting, transportation, storage, and distribution of all donated goods. MCDEM will support
donations management through; donations solicitation, staffing assistance when available, and
logistical needs, including facilities, associated utilities, equipment, and supplies for donations
reception centers and warehouse space.
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These agreements provide reciprocal emergency aid and assistance during an emergency or
disaster, increase available resources, and improve response and recovery efforts. In addition,
these agreements are available for review in their entirety at the MCEOC.
Requesting Mutual Aid
A Requesting Party which needs assistance exceeding its own resources and existing automatic
mutual aid or local mutual aid due to an emergency is authorized to request assistance from any
party which is a signatory to the agreement. However, when making such requests, consideration
shall be given, but not limited, to the geographic proximity of other jurisdictions to the jurisdiction
requesting assistance. All requests for assistance from the State must be coordinated through
the EOC. Requests should specify what the emergency is, what resources are needed and the
estimated timeframe during which such mutual aid shall be required, if known. Requests must be
in writing to include, but not limited to fax, email, electronic resource request system, or mail prior
to deployment of mutual aid.
If assistance is needed to coordinate mutual aid, Maricopa County departments can request
coordination assistance from MCDEM.
Communication
ESF #2 - Communications provides information and guidance concerning available
communications systems and methods in Maricopa County, including:
Dissemination of emergency information to response organizations and government
Information flow and management to and from the MCEOC
Communications interoperability among response units
Primary and backup communications systems
Telecommunications and information technology resources
Emergency warning and notification
ESF #15 - External Affairs provides information on and the dissemination of accessible
information to the public for the purpose of protective action guidance and ongoing emergency
information. This information is focused on the minimization of confusion, misinformation, and
rumors during times of an emergency/disaster.
Maricopa County Warning Point
MCDEM serves as the Maricopa County Warning Point. MCDEM provides Maricopa County with
a communication mechanism to disseminate accessible information and warnings to government
officials and citizens that a hazardous situation could threaten the general welfare, health and
safety, and/or property of the population.
A list of these capabilities is provided in ESF #2 - Communications and below:
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Communications
Communication: Everbridge
Priority: High
Type: Data
Quantity: 1
Description: Internal use, External Use, Mobile - Emergency Notification Service
Communication: Iridium Satellite Phones
Priority: Moderate
Type: Voice
Quantity: 1
Description: External Use, Mobile - There is one (1) iridium satellite phone "fixed" / attached
to the east wall of the EOC phone room which can be operated from inside. There are several
portable iridium satellite phones in a yellow case housed by MCDEM
Communication/Technology that can be taken to the designated alternate EOC site.
Communication: Arizona Emergency Information Network (AzEIN) Bulletins:
Priority: Moderate
Type: Data
Quantity: 1
Description: External Use - Operated by DEMA for almost real-time emergency updates,
preparedness, and hazard information on the internet.
Communication: Emergency Alert System (EAS)
Priority: High
Type: Data
Quantity: 1
Description: External Use - Uses traditional broadcast media to announce conditions that pose
an immediate threat to public safety. The EAS is a national system used by federal, state, and
county.
Communication: Wireless Emergency Alerts (WEA)
Priority: High
Type: Data
Quantity: 1
Description: External Use – Authorized local government authorities announce conditions that
pose an immediate threat to public safety. Sent through FEMA’s IPAWS to participating wireless
carriers.
Communication: Community Emergency Notification System (CENS)
Priority: High
Type: Data
Quantity: 1
Description: External Use - A telephone-based system used by Public Safety Answering Points
(PSAP) which delivers targeted emergency messages. Landline phones, residential and
business, and Telecommunications Device for Speech-/Hearing-Impaired Persons (TTY) are
compatible with CENS. Owner-registered cell phones and voice-over internet protocol (VIOP)
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phones are also capable of receiving CENS messages. Notifications can be sent in both
English and Spanish.
Communication: National Oceanic and Atmospheric Administration (NOAA) Weather Radio/All
Hazards
Priority: Moderate
Type: Data
Quantity: 1
Description: Internal Use, External Use - A nationwide network of radio stations broadcasting
continuous weather information, from the nearest NWS office, 24 hours a day, 7 days a week.
NWS also broadcasts non-weather-related warnings and post-event information (i.e., natural,
environmental, human-caused incidents, and public safety messages).
Communication: Flood Control District of Maricopa County (FCDMC)
Priority: Moderate
Type: Other
Quantity: 1
Description: Internal Use, External Use - FCDMC operates a 24-hour rain, stream, and weather
gauge network that provides almost real-time, internet-based information on rainfall, flooding,
and weather conditions in Maricopa County.
Communication: Palo Verde Generating Station (PVGS) Sirens
Priority: Moderate
Type: Data
Quantity: 1
Description: Internal Use, External Use, Secure - PVGS has an Emergency Siren Alerting
System within the 10-mile radius around the plant to serve as an early warning system for those
in the area. In the unlikely event of an emergency at the plant, the sirens will be sounded to alert
residents to turn their radio or television to local stations for instructions from government
officials. The responsibility for sounding the sirens rests with Maricopa County and the State of
Arizona. The PVGS is responsible for the maintenance of the system.
Communication: Public Safety Answering (or Access) Point
Priority: Moderate
Type: Data
Quantity: 1
Description: External Use, Mobile - A Public Safety Answering Point is a call center where
operators answer calls to an emergency telephone number, usually 911, and dispatch local
emergency services. PSAP’s also activate CENS.
Communication: Arizona Health Alert Network (AZHAN)
Priority: Moderate
Type: Other
Quantity: 1
Description: Internal Use, Secure - An application used to distribute important public health
alerts to public health officials and healthcare professionals. AzHAN is a secure web-based
application operated by ADHS that is available 24/7/365.
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Communication: Maricopa County Warning Radio Net
Priority: Moderate
Type: Other
Quantity: 1
Description: Internal Use, Secure - An interagency network operated by MCDEM, for direct
radio contact with area EOC’s, the NWS, MCSO, Transportation Security Administration, and
the CAP.
The MCEOC has procedures to notify and warn officials and the public of emergency and disaster
events that occur in Maricopa County. Notification lists for agencies and individuals are
maintained by the MCEOC. The Director and/or on-call staff can initiate emergency messaging
for both unincorporated and incorporated Maricopa County.
Developing or existing emergency conditions which should be reported to the MCEOC include
those that have or may result in multiple losses of life, environmental or property damage, or
evacuation of a populated area, regardless if state or federal resources are needed to support
local emergency response efforts.
Emergency Operation Center representatives are kept informed of potential events by on-call staff
using the Everbridge system or direct telephone/e-mail.
Warnings are accomplished in various ways depending on the population that needs to be warned
and the time available. The MCEOC Director or the IC can initiate warnings and notification
procedures. The following list identifies warning methods during an event. Any or all may be used.
Activation of IPAWS and WEA
Information statements released to the local media
SMS text services administered by Maricopa County or law enforcement
Public address systems of public safety vehicles
Door-to-door contacts
Alert Messaging System
Social Media
Persons in the threatened areas with AFN may be notified by all the methods outlined above.
Local Primary Source Stations (LP) are radio stations utilized to provide the public with information
about events. The following stations have been identified as LP locations in and around Maricopa
County:
KTAR Radio and Affiliates:
620 KTAR-AM
98.7 KMVP-FM
92.3 KTAR-FM
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EAS messaging is coordinated through MCDEM to publicly broadcast critical information during
an emergency. Local television and radio will pick up this emergency messaging from KTAR and
re-broadcast locally when available.
County Level
Information Collection and Dissemination
Initial notification of incidents at the local level are accomplished in a variety of ways, including
public safety radio, websites, SMS services, television, and radio.
Responsibility for notification of most incidents is accomplished through the MCEOC. Other
agencies with responsibilities for notification include the NWS, law enforcement agencies and fire
departments/districts.
The MCEOC will be responsible for notifying response and Emergency Management personnel
when the threat of a disaster is imminent.
Internal: Response agencies will be notified via Everbridge as required by the nature of
the disaster.
External: It is the responsibility of MCDEM to notify the appropriate agencies outside, as
needed, i.e., state or neighboring Counties.
The MCCEOC provides communications essential for the county government to communicate
with all government entities. This information is then passed along to the public via a notification
system, radio, NOAA radio, television, and /or social media.
The media assumes a vital role in dispersing information to the public. MCDEM works closely with
local media providers to ensure accessible, timely, and accurate information is provided to the
public, including the use of ERIC credentialed SSL interpreters and CART services.
Information collection needs and priorities will include:
Life safety
Incident security and stability
Property and environmental protection
Direction and Control
Impacted entities will coordinate the emergency response efforts within their political jurisdiction.
The ICS and NIMS will be used to coordinate emergency response and recovery operations at
the disaster scene(s). The ICS/NIMS organization will maintain communications and coordination
with the MCEOC as detailed by this plan.
Emergency Response Coordination Activities
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The Maricopa County Department of Emergency Management ensures effective coordination
amongst all stakeholders for both emergency and non-emergency situations. Coordination
procedures for higher, lateral, and subordinate agencies, as well as neighboring jurisdictions, are
outlined below:
Higher Response Roles
Coordination with higher response roles is typically through the EOC Director, who advises the
County Manager. The County Manager is responsible for ensuring all methods available to them
are utilized to respond to the emergency and advises the Board of Supervisors on decisions.
Policy Group coordination involves the EOC Director providing information to the personnel
assigned to the policy group for guidelines and priorities as they pertain to the emergency
response. Decisions and guidelines developed by the Policy Group are the relayed to all other
levels of the response. Coordination with agencies and personnel with higher response roles can
accomplished via cell phones, landlines, computer-based messaging, WebEOC, or through in-
person Policy Group roundtables during response. Non-emergency coordination with higher
response roles will be accomplished via routine administrative means (phone, email, inter-office
mail).
MCDEM designates the following agencies as those with higher response roles:
- Board of Supervisors
- Policy Group
- County Manager
- State Agencies (and in turn, Federal Agencies)
Lateral Response Roles
Coordination with agencies and personnel with lateral response roles will be coordinated through
the Emergency Operations Center IAW ICS practices and will be accomplished by the assigned
individual via direct communication, through WebEOC, or through regular updates during
response. For agencies/personnel not collocated in the EOC, radios, landlines, cellular
telephones, or computer-based messaging will be utilized for coordination. Non-emergency
coordination with higher response roles will be accomplished via routine administrative means
(phone, email, inter-office mail).
MCDEM lists the following agencies/personnel as those with lateral response roles:
- ESF leads
- Command and General Staff
- MCDEM Personnel
- Incident Command Post
- Other personnel assigned to the EOC
Subordinate Response Roles
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Subordinate roles are defined as those that operate in the field under the Command of the
Emergency Operations Center’s Command Team (such as personnel assigned to field operations
such as MCSO or MCDOT). Coordination with agencies and personnel with lateral response
roles will likely be coordinated through the command of the agency Emergency Operations
Center’s Operations Section and will be accomplished by the assigned individual via direct
communication via radio, landline, or cell phone, through WebEOC. Non-emergency coordination
with lateral roles will be accomplished via routine administrative means (phone, email, inter-office
mail).
MCDEM lists the following agencies/personnel as those with subordinate response roles:
- Any agency responders operating under a unit leader in the field (i.e., MCSO, MCDOT, Public
Health)
- Incident Command Post personnel (except for the Incident Commander)
Neighboring Jurisdictions
Neighboring jurisdictions are defined as other counties adjacent to Maricopa County that could
potentially be impacted by large-scale events occurring in Maricopa County. Coordination
procedures for these counties will be accomplished by the assigned individual via direct
communication via radio, landline, or cell phone, or through WebEOC. Non-emergency
coordination with neighboring jurisdictions will be accomplished by the designated individual and
accomplished through routine administrative means (phone, email, inter-office mail).
MCDEM lists the following agencies as neighboring jurisdictions:
- Yavapai County
- Gila County
- Pinal County
- Pima County
- Yuma County
- La Paz County
MCDEM may activate Mutual Aid Agreements with neighboring jurisdictions. They may also
recommend that the Maricopa County senior elected official declare a local emergency pursuant
with ARS §26-311(A) and make a formal request for state assistance.
The following positions are authorized to request state resources:
MCDEM Director
Any designated personnel authorized by the MCDEM Director
To request State assistance, Maricopa County must meet the following parameters:
Exhausted or will likely exhaust Maricopa County resources
Exhausted or will likely exhaust mutual aid resources
Exhausted or will likely exhaust contracted resources
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The requested assistance is not available at the local level
The Policy Group of Maricopa County, depending on jurisdiction and/or designee, is the delegated
policy-making authority and can commit resources at the MCEOC as well as routine management
and operation of the facility. The designated EOC Director may issue mission assignments to
ESFs to perform duties consistent with Maricopa County policy. Mission assignments and mutual
aid assistance is tracked at the MCEOC.
Coordination of unincorporated county protective actions will occur at the MCEOC under the
direction and control of the EOC Director. Areas not impacted by these events may be requested
to assist. Prior to an evacuation and under the direction of the EOC Director, the EOC will
implement coordination on issues which may include but are not limited to deploying and pre-
deploying personnel, identifying evacuation routes, ensuring the sufficiency of fuel, address
emergency medical issues, and initiate procedures for notification to the public.
Initial planning for recovery begins before an emergency event impacts Maricopa County. While
response actions necessary to protect public health and safety are being implemented, the
recovery section within the MCEOC begins coordination and implementation of recovery
programs.
In the event federal assistance is required by Maricopa County, the State Coordinating Officer will
interface directly with representatives of the federal government.
In the event a request for disaster assistance comes from the governor of another state, the
Governor of the State of Arizona may request the mobilization and deployment of county
resources under the Emergency Management Assistance Compact. The management and
coordination of these resources will be administered through the Logistics Branch at DEMA.
State Level
When an emergency or disaster has occurred or is imminent, the Governor may issue an
Executive Order proclaiming the existence of a State of Emergency or activate the emergency
response, recovery, and mitigation aspects of State disaster plans.
At the State level, the Arizona Adjutant General, or designee, performs policy-making authority
and commitment of State resources at the SEOC. The SEOC Policy is responsible for the
provision of State assistance, as well as routine management and operation of the SEOC. The
SEOC may issue mission assignments to perform duties consistent with state policy. Mission
assignments, and mutual aid assistance brokered by the state, are tracked in the SEOC.
Federal Level
Through the NRF, the Federal government provides assistance by establishing a single,
comprehensive framework for the management of domestic incidents. The NRF provides the
structure and mechanisms for the coordination of federal support. Through the NRF, federal ESF
coordinators may establish a direct liaison with Arizona ESF representatives in the SEOC.
If the disaster is major or catastrophic, DEMA will contact the Federal Emergency Management
Agency (FEMA), Region 9 and request a Federal Liaison and/or alert them that the Governor may
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submit a formal request for federal assistance.
If the President authorizes federal assistance, a Primary Federal Official will represent the
Secretary of the DHS and/or a Federal Coordinating Officer. The Federal Coordinating Officer is
authorized to use the full authority of the Robert T. Stafford Disaster Relief and Emergency
Assistance Act, as amended to reimburse response and recovery claims against the Disaster
Relief Fund. Additionally, the Stafford Act provides funding to assist communities in mitigating the
impact of future events.
Joint Field Office
The emergency recovery process is initiated when the President of the United States issues a
Major Presidential Disaster Declaration. Such a declaration makes available a series of federal
disaster assistance programs to aid the State in its recovery from a disaster situation. The basis
for the declaration is the determination by the President that the disaster is of such severity and
magnitude that response is beyond State and local capabilities. The field recovery operation will
be conducted in accordance with the most current edition of the Arizona State Emergency
Response and Recovery Plan (SERRP).
Once a field office has been established in Maricopa County, MCDEM will provide the proper
liaisons to the appropriate field office operations.
The organizational structure for recovery is under the leadership of the State Coordinating Officer.
Once a federal disaster declaration has been issued, the State Coordinating Officer consults with
a Federal Coordinating Officer. In addition, a Governor's Authorized Representative (GAR) is
designated in the FEMA-State Agreement and is responsible for compliance with that Agreement.
During a recovery operation, the State Coordinating Officer usually appoints a Deputy State
Coordinating Officer who represents them at the Joint Field Office. The Deputy State Coordinating
Officer is responsible for the establishment and management of State operations in the Joint Field
Office and coordination between State and federal programs.
Method and Schedule for Evaluation, Maintenance, and Revision of Coordination
Procedures
Evaluation of Coordination Procedures
The Maricopa County Department of Emergency Management will evaluate its coordination
procedures at least annually through exercises, annual update schedule of the Emergency
Operations Plan, or after-action reviews of real-world emergencies. All agencies with emergency
response roles are included in the evaluation of procedures.
Evaluating coordination procedures consist of collecting input from personnel assigned to
emergency management roles and compiling them for review and inclusion into plan and
procedure updates.
Maintenance of Coordination Procedures
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The Maricopa County Department of Emergency Management is responsible for maintaining its
coordination procedures and provides recommendations to the County Manager’s Office when
changes to maintenance procedures are needed. Current maintenance protocols have the
procedures stored digitally for access to all emergency program personnel.
Revision of Coordination Procedures
The Maricopa County Department of Emergency Management will revise its coordination
procedures, checklists, and operations plans based on outcomes of the evaluation processes
accomplished during exercises, real world events, annual reviews, or as requested by
coordinating agencies following external procedure updates.
Revising policies and procedures consists of executing updates identified in the evaluation
process and making changes to plans and procedures, which are reviewed and concurred by
agency/county leadership.
C. Prevention
Maricopa County's prevention goals are to avoid an incident, to intervene, or to stop an incident
from occurring. To accomplish these goals, the following strategy will be used:
Expand regional collaboration
Implement the NIMS and NRF
Strengthen information sharing and collaboration capabilities
Strengthen interoperable and operable communications capabilities
Strengthen medical surge and mass prophylaxis capabilities
Strengthen planning and citizen preparedness capabilities
Increase coordination with the ACTIC
Maricopa County Responsibilities
Maricopa County Hazard Prevention Plan
The Maricopa County Hazard Prevention Plan summarizes all prevention activities taken by the
County and is updated annually. This Plan is shared with the Maricopa County Emergency
Management Advisory Committee for review and evaluation for internal and external partner
input. Mitigation is the primary tool to reduce the impact of an event if it cannot be prevented. The
Hazard Prevention Plan is based on the County’s hazards as identified in the Maricopa County
Hazard Identification & Risk Analysis (HIRA).
MCSO is the primary terrorism prevention lead for Maricopa County and the tactical level resource
with the goal of preventing terrorist related events from occurring. MCSO also serves as a
Maricopa County warning point which can provide Maricopa County with information and
warnings to government officials and key stakeholders that a hazardous situation could threaten
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the general welfare, health, safety, and/or property of the population. MCSO conducts prevention
processes based on its threats and hazards to include intelligence activities, threat assessments,
alert network and surveillance programs, and other sources of information obtained from internal
and external stakeholders. MCSO and MCDEM prevention activities can be adjusted based on
the specific threat and situation.
Public Health is the primary pandemic and health-related incident prevention lead for Maricopa
County. This includes epidemiology and monitoring of infectious diseases to identify potential
concerns for the county before a mass incident. Other prevention activities include coordination
of regional SNS assets, public education and awareness, and preparedness activities designed
to prevent the spread of disease.
FCDMC is the primary prevention lead for Maricopa County for severe weather, flooding, and
dam/levee failure. This includes the operations and maintenance of weather and flood gauges
and sensors for early identification and warning of potential weather or flood issues. Additional
prevention measures include public education and awareness campaigns such as Turn Around
Don’t Drown, installation of flood signs and control systems at vulnerable flood areas, and
administrative management of the county’s Community Rating System.
MCDEM is the primary prevention lead for all other hazards. The Integrated Preparedness Plan,
the Communications SOP includes public education and awareness activities to stakeholders and
the public, testing and exercise of procedures, aimed at preventing or reducing the impact of
incidents. MCDEM also serves as a Maricopa County warning point and can provide Maricopa
County with accessible emergency information and warnings using all methods necessary to
reach the whole community.
Regional Responsibilities - Arizona Counter Terrorism Information Center
The Arizona Counter Terrorism Information Center (ACTIC) is the focal point for managing and
ensuring distribution of operational and threat awareness among county and municipal
government organizations. The ACTIC, also known as the Arizona Fusion Center, is a joint effort
between DPS, ADOHS, FBI, and other participating agencies. The Center operates on a 24/7
basis, providing both intelligence, investigative and technical support to local, tribal, state, and
federal law enforcement agencies, as well as other agencies critical to Arizona and the country's
homeland security efforts. MCSO serves as the county’s link to ACTIC information and initiates
information sharing to include intelligence reports and threat assessments. When appropriate,
MCSO Terrorism Liaison Officers will coordinate to share hazard and threat information to
MCDEM.
Federal Government
MCDEM coordinates prevention activities to include intelligence activities threat assessments,
alert surveillance programs, and other sources of information with the U.S. Department of
Homeland Security’s Cyber and Infrastructure Security Agency. The Department’s liaison for this
coordination is the Protective Security Advisor for the State of Arizona in the Cybersecurity and
Infrastructure Agency. Urgent prevention bulletins, threat assessments, and other intelligence-
sharing advisories are sent by the State’s Protective Security Advisor to MCSO, Public Health,
and Emergency Management by email or phone. MCDEM will coordinate further prevention
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activities to stakeholders and emergency response partners based on the situation and threat.
Information with MCDEM is shared by email distribution, mass notification system, or phone call
based on urgency and the situation.
BioWatch System
BioWatch is an early warning system for detection of certain pathogens that have been
intentionally released into the air. The program’s scope includes management and operation of
the day-to-day air sampling and laboratory testing as well as planning and preparation for a
bioterrorist attack and coordination and management tasks when DNA (or nucleic acid evidence)
of a targeted pathogen is detected. BioWatch is a federal program led by DHS and designed to
operate in collaboration with other federal partners, states, and localities where air samplers are
deployed. The program is currently managed by the DHS Office of Health Affairs. Maricopa
County, to include Emergency Management, Public Health, and Air Quality, is a local partner to
this federal program and sits on the BioWatch Advisory Committee for the Phoenix regional
district. Committee meetings occur quarterly, and the department receives alert and warning
notification from DHS if samples test positive for a pathogen.
D. Preparedness
The goal of Maricopa County's preparedness operations is to help ensure a timely and effective
response to, recovery from, and mitigation of the impacts and consequences associated with an
emergency/disaster. To facilitate this goal, key abilities and weaknesses must be assessed. To
address Core Capability objectives, the following activities will be prioritized:
Administer grant programs for operational support and training activities
Participate in capability assessments at the regional and county level
Establish an inclusive planning process using the Whole Community concept.
Resource Management
Each agency tasked within this plan is responsible for developing and maintaining applicable
resource lists. These lists should follow established county protocols for maintaining resource
lists. At a minimum, resource lists will be provided to Maricopa County by all municipalities within
Maricopa County. Maricopa County maintains a resource inventory list that includes the following
information.
Vehicle inventories (including wheelchair accessible vehicles)
Personnel
Equipment
Equipment operators
Suppliers, Contractors, and/or Vendors
Resources in adjacent jurisdictions that could be used during a disaster (if applicable)
Point of contact, geographic location, and operation area for above resources.
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Public Information
Information is critical for the public to take the necessary protective actions. The County's public
information program focuses on how to better communicate emergency information to the public
before, during, and after a disaster. Particular attention will be given to strategies that enhance
awareness of the evacuation process, road conditions, shelter status, re-entry issues, and how to
communicate information to people during evacuation.
The PIO will work closely with the Emergency Management staff and will be the primary
resource for providing disaster-related, accessible information to the public. This includes
information about all preparedness, response, recovery, and mitigation activities.
Pre-scripted EAS messages are created by MCDEM and distributed to LP.
The PIO will be responsible for collecting information, preparing releases for the media,
and responding to requests for information and interviews.
The PIO will, upon the approval of the EOC Director, send disaster updates to local media
outlets.
Additional information is provided in ESF #15 - External Affairs and Communications with
close coordination between affiliated agencies.
Training and Exercise Program
The goal of the Department’s Training and Exercise Program is to increase staff and partner
preparedness, response, and recovery capability through a comprehensive training program. All
training related to emergency management is coordinated and scheduled through the Maricopa
County Department of Emergency Management. MCDEM develops an annual MCEOC training
calendar and conducts monthly EOC training targeting specific hazards and threats identified in
the Hazard Identification and Risk Assessment (HIRA) process, or to address identified
deficiencies from a formal After-Action Report/ Improvement Plan. The Maricopa County
Department of Emergency Management offers training to all local response agencies on
preparedness, response, recovery, mitigation, hazardous materials, debris management,
terrorism, and other emergency actions. The training offered is conducted through the Arizona
Department of Emergency and Military Affairs training section, American Red Cross, or any
organization offering training based on identified needs of regional partners and MCDEM
Management. The Maricopa County Department of Emergency Management provides the notice
of training and its curriculum being offered to local response agencies. Training records are
maintained by AZDEMA for all state-offered courses. All training courses coordinated by MCDEM
or the State will utilize formal course evaluation forms to assess the effectiveness of instructors,
course materials, relevancy, and other course areas. Training records for department staff will be
maintained for the duration of employment.
MCDEM continues to implement a training and exercise program, consistent with NIMS, for
incident management organizations and personnel. Elements of the program include:
Multi-disciplinary and multi-jurisdictional interaction, including involvement with private-
sector and non-governmental organizations, during realistic exercises.
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Standard courses on incident command and management, incident management
structure, and operational coordination processes and systems.
Courses focused on discipline- and agency-specific subject matter expertise.
Coordination to deliver emergency management training or courses to key public officials
to include elected officials or other senior management staff upon request or deemed
necessary by MCDEM Management.
Annual evaluation, maintenance, and revision of the training program on an annual basis
by MCDEM to coincide with updates to the Emergency Operations Plan.
In addition to the established training identified through the HIRA, MCDEM provides semiannual
training on incident management system (EOC Operations) and EOC positions prior to the PVGS
and Flood exercises. These training events are open for all internal and external Emergency
Operations Center staff. Maricopa County further requires courses for all incident management
organizations and personnel to ensure NIMS compliance at all levels of response.
The following training is required for all MCDEM individuals who staff the MCEOC during
activations.
IS 100 (Introduction to the Incident Command System)
IS 200 (Basic Incident Command System for Initial Response)
IS 700 (Introduction to the National Incident Management System)
IS 800 (National Response Framework, An Introduction)
EOC 101 - conducted semiannually by MCDEM staff
All individuals MCDEM personnel who staff the MCEOC during activations in a leadership
command position will complete the following in addition to the above:
ICS 300 (Intermediate Incident Command System for Expanding Incidents)
ICS 400 (Advanced Incident Command System for Command and General Staff)
IS 2200 (Basic Emergency Operations Center Functions)
Records of completed training are maintained by administrative staff for inclusion in the
Emergency Management Performance Grant. Records are updated quarterly. Individual
certificates or transcripts are collected and added to a master matrix for reference.
For external partners who have the potential to staff EOC positions, the above training is
recommended but not mandated. Records of external partner training are maintained by
planning personnel and stored in the training folders of the share drive.
All MCEOC members must be knowledgeable and have decision-making authority for their
function. Additionally, they should participate in one exercise annually.
All MCEOC members are responsible for ensuring they complete the necessary training as
identified as soon as feasible, but no later than one year after their hire date. If there are any
problems encountered in completing the necessary training, the employee will make his or her
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supervisor aware of it immediately. MCEOC members shall provide completed training certificates
to MCDEM. MCEOC member training will be tracked, and related training records will be
electronically stored until member is removed from MCEOC responsibilities.
All drill and exercise participants must either include direct involvement of, or have adequate
representation of, the whole community. This includes, but is not limited to, the participation of
persons with disability, access, and functional needs, representatives from unique populations,
and the voluntary agencies incorporated into this plan that may be utilized by the jurisdiction to
support a full-cycle disaster or emergency event. Maricopa County will include training in the
planning for, and socially appropriate care of, persons with disability, access, and functional
needs, and persons from other unique populations. Training Maricopa County's internal staff may
be provided by federal, tribal, state, local government entity, or by another source outside of
government that is recognized to train personnel. Training topics and/or inclusive planning
activities include, but are not limited to, best practices on inclusion in exercise planning teams,
inclusion in exercise participants, and/or inclusion through protocol training as response
personnel.
Exercises are a key component in improving all-hazards incident management capabilities. The
Maricopa County Department of Emergency Management participates on an ongoing basis in a
range of exercises, including multi-disciplinary and multi-jurisdictional exercises that are designed
to improve integration and interoperability. Maricopa County Department of Emergency
Management bases their exercises on the hazards identified within the Multi-Jurisdictional Hazard
Mitigation Plan and Hazard Identification Risk Assessment and Consequence Analysis. The
exercises regularly test personnel, plans, procedures, equipment, and facilities and evaluates
plans, procedures, and capabilities.
The exercise requirements are documented with the Homeland Security Exercise Evaluation
Program (HSEEP) which is used for developing, delivering, and evaluating All-Hazard exercises.
Evaluation and Corrective Action Program
After each disaster-related, HSEEP-consistent, Maricopa County-led exercise (table-top, drill,
functional, and full-scale exercises) or real-world response, an improvement planning phase will
occur which is comprised of developing an After-Action Report/Improvement Plan (AAR/IP). The
AAR/IP shall be developed based upon input from all participating agencies and coordinated and
published within 30 days of exercises or incident completion. Corrective actions, prioritization,
and follow-up tracking shall occur within 12 months after the AAR/IP is finalized and will be the
responsibility of the agency tasked with improvement action. The corrective action tracker will be
sent out to action-assigned personnel quarterly to ensure completion/resolution of AAR items.
Overall, MCDEM will monitor deficiency status and coordinate with tasked departments until
complete. Any county-related strategic-level improvements shall be incorporated into plan
revisions and updates by the Maricopa County Department of Emergency Management. Tactical-
and operational-level departmental improvement shall be codified in the requisite guidance
document and/or SOP. AAR/IPs will be disseminated to all participating organizations,
stakeholders, elected officials, and selected partners at the discretion of MCDEM.
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Training Reports
All Maricopa County Department of Emergency Management training events will be recorded on
a MCDEM training report, located in the training section of the department share drive. The
MCDEM training report will be filled out prior to the start of a training event and will include the
training planned and the training conducted. The training report will be signed by personnel
attending the training session and will be annotated for those that are attending the training
session virtually. The instructor will then finalize the training report by scanning it and filing it in
the appropriate training folder on the share drive.
Training Program Maintenance, Evaluation, and Revision
The Maricopa County Department of Emergency Management training program is evaluated
annually after the final training event of the calendar year or prior to the first training event of the
following year. This evaluation is used to collect, identify, and coordinate stakeholder feedback
regarding the effectiveness of the training program’s key components, identified as:
- Training goals and objectives
- Training needs assessment
- Course curriculum
- Course instruction
- Course evaluations
- Training records
Evaluation of the training program is conducted via online surveys at the end of the calendar year
(survey type will vary based on availability) and will be sent to all stakeholders of the MCDEM
training program, to include organization members, elected officials, and external agency
participants, with a due date for completion. At the end of the evaluation period, all survey
responses are collected and compiled into an end-of-year report, which is then reviewed by
training program managers for action and improvement planning. Applicable updates to the
training section of this EOP will be made and promulgated appropriately in accordance with
organizational policies.
Revisions to the training program identified through training program evaluations or changes in
organizational plans (such as updates/additions to the HIRA) will be reviewed and included in the
training program when identified and promulgated through future versions of the EOP’s “Training
and Exercise Program” section.
In addition to annual review of the training program, MCDEM-led training sessions are evaluated
individually through course critiques, provided at the end of planned training events. These
evaluations focus on course material/curriculum and instructor performance and are assigned to
session instructors for improvement planning purposes. Surveys are conducted through Microsoft
Forms, and compiled reports generated by MS Forms are cataloged for reference.
Updates/improvements to course curricula are reviewed and included in future training events
and solidified through annual EOP review, while critiques pertaining to instructor ability are utilized
for instructor improvement and not made available to MCDEM personnel other than the
instructor’s supervisors.
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Template copies of the annual evaluation documents are stored on the shared drive (S:) under
the training section.
Training for Current and Higher Roles and Responsibilities
MCDEM is committed to ensuring all personnel are performing effectively in their current assigned
responsibilities and trained to perform in potential roles and responsibilities, both in emergency
and non-emergency situations. Supervisors are encouraged to objectively assess employee
capability on assigned responsibilities and provide feedback as appropriate. Validation of these
skills are completed through annual exercises, drills, and briefings to supervisory personnel to
ensure effective performance, and tracked via After-Action Reports, direct feedback, and
performance evaluations.
Supervisors are also tasked to train and empower their personnel to learn and engage with
potential tasks and activities and be able to provide coverage for responsibilities not currently
assigned. The determination of potential responsibilities will be made by the supervisor based on
aptitude and performance. Skills for potential responsibilities can be gained through formal
training, self-study, or job shadowing, and are validated through exercises, drills, and out-briefs
to supervisory personnel to ensure effective performance. Tracking of performance of potential
responsibilities is accomplished via After-Action Reports, direct feedback with the employee,
and/or annotation in the member’s performance evaluation.
E. Response
Maricopa County must be prepared to respond quickly and effectively to developing events. The
primary goal of the county's response operation is to ensure a timely and effective response to
the many consequences that may be generated by an emergency/disaster. When an event or
potential event is first detected, actions will take place to ensure an effective and efficient
response operation.
Emergency Operations Center (EOC)
The MCEOC is the facility that is used to coordinate a county response to any major emergency
or disaster situation. The MCEOC is located at 5630 E McDowell Road Phoenix, AZ 85008. The
facility serves as the coordination and command and control center for Maricopa County. .
Security and maintenance of the MCEOC will be carried out in accordance with the provisions of
this EOP. In the event the MCEOC is threatened, an alternate EOC site may be activated. The
MCEOC will be activated for actual or potential events that threaten Maricopa County. The level
of activation will be determined by MCDEM, based on the incident.
F. Recovery
In the aftermath of a disaster, county efforts turn to rebuilding the infrastructure and restoring the
social and economic life of the community with the incorporation of mitigation measures as a
major goal. To accomplish this goal the following strategy is provided:
Deploy several specialized recovery teams (personnel) and accessible facilities (centers)
into a disaster area to help the affected population and support the IC.
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Work closely with DEMA to provide accessible information to affected local governments,
individuals, and businesses that programs are available to assist them in recovery efforts.
Coordinate efforts among NGO and COAD partners
Recovery Field Operations
In the aftermath of a disaster, with or without an emergency declaration, the county and/or state
may deploy several damage assessment and recovery teams and/or coordinate the
establishment of an accessible Recovery Information Center in a disaster area.
Damage Assessment
Damage assessments include those actions that are undertaken to determine the nature and
scope of damages to structures, facilities, and infrastructure for the purpose of identifying and
scaling the need for state and federal disaster assistance in the recovery phase. Damage
assessments will be closely coordinated with ESF #5 - Emergency Management, which has the
lead for initial assessment and incident action planning during the response phase.
Operational assessment is the immediate, informal reporting of emergency conditions to size-up
the damage that has occurred and to determine what personnel, equipment, and facility resources
the county will need for the response. First indications of the scope and extent of damages will
likely be provided by local reports, social media, and field personnel reporting to their dispatch
centers or to the MCEOC. These initial reports include hazard conditions, critical emergency
needs, and condition of surface routes, and are extremely important in allocating emergency
responders and determining incident priorities.
The MCEOC may also receive damage assessment information from additional sources, such as
ambulance crews, utility crews, employees traveling to or from work, media sources in the field,
residents, businesses, etc. The MCEOC may establish a process where the public can submit
damage reports.
MCDEM is the lead for the county’s Damage Assessment Program and responsible for the overall
management of damage assessment priorities in coordination with ESF #5 - Emergency
Management. The County Assessor’s Office may assist in providing estimates of loss and
economic impact.
Initial Safety and Damage Assessments
The county will conduct an initial damage assessment using resources to determine the overall
extent of damages. MCDEM is responsible for the direction and control of the Impact Assessment
process and has pre-identified county departments who will assist with damage assessment. The
goal of this assessment is to determine the magnitude and severity of damage to structures and
infrastructure. This information will be collected by MCDEM and provided to DEMA.
The impact assessment data provides a countywide general overview of the most significantly
impacted areas and establishes a prioritization mechanism for damage assessment team
deployment, resource allocation, and disaster assistance.
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Preliminary Damage Assessment (PDA)
If the situation warrants, a formal PDA will be requested and performed by local and state
agencies. This will include assessments for both public and individual damages. Local
representatives will accompany these teams during their assessments. These individuals will be
familiar with damaged areas and will supply maps needed to complete the damage assessment
process. DEMA will then coordinate with the FEMA to determine if the county qualifies for PA
and/or IA.
Capturing all costs associated with the emergency is essential because accurate damage
assessments (Initial Damage Assessments and PDA) document the need for state and/or federal
assistance and are required to obtain a federal disaster declaration.
Disaster Declaration
Following a major disaster in which an emergency or major disaster declaration is granted by the
President, federal assistance to affected populations becomes available under three program
areas: IA, PA and Hazard Mitigation. The administration of these programs is coordinated through
a joint Federal/State effort in a Joint Field Office, which is usually located in the impacted area.
The Joint Field Office is the primary field location for the coordination of federal and state recovery
operations. The Federal Coordinating Officer and the State Coordinating Officer co-locate in the
Joint Field Office, as well as other federal and state personnel. Recovery and mitigation
operations, logistics, information and planning, financial management, and general administration
are coordinated at the Joint Field Office.
Public Assistance (PA) and Individual Assistance (IA) Activities
Public Assistance (PA)
The Public Assistance (PA) program provides program support to eligible local governmental
entities following a disaster to assist in the recovery and restoration of buildings, infrastructure
and the removal of debris that is on public property. The categories of PA include:
Category A: Debris Removal
Category B: Emergency Protective Measures
Category C: Road and Bridges
Category D: Water Control Facilities
Category E: Buildings and Equipment
Category F: Utilities
Category G: Parks, Recreational Facilities, and Other Items
In the event of a declared disaster, MCDEM will work closely with ESF #15 - External Affairs to
notify all eligible governments and private not-for-profit organizations of the availability of federal
PA funds. They include all Maricopa County government agencies and those quasi-governmental
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organizations that perform a governmental function. Such applicants are trained concerning the
PA program through the various recovery training sessions offered. Notification may occur
through written correspondence and telephone contacts, notices in local newspapers, and
broadcasts on local radio stations. MCDEM will notify local governments, non-profit agencies, and
other eligible applicants of scheduled briefings and Kick-off Meetings for the PA program and the
Hazard Mitigation Grant Program. The PA applicant briefings include procedures for all aspects
of financial management, personnel, and record keeping that will be required for the various
Federal and State financial assistance programs. State and federal recovery personnel must
advise MCDEM of these briefings so agencies can be notified. Key components of the PA
program include:
Project worksheets are prepared for eligible emergency costs and eligible costs for
restoration of damaged facilities.
The federal share for reimbursement under most federal declarations is 75 percent. The
25 percent nonfederal share is normally provided from a combination of state and local
sources in accordance with policies established by the Executive Office of the Governor
and the Arizona Legislature.
The State serves as the grantee and eligible applicants are sub-grantees under the federal
disaster assistance program.
Contractual agreements with DEMA are executed with applicants with all reimbursements
coming through DEMA.
Documentation, record keeping, inspections, and final closeouts are overseen and
approved by the DEMA.
Documentation is obtained by MCDEM regarding damage sustained to:
Roads
Water control facilities
Public building and related equipment
Public utilities
Facilities under construction
Recreational and park facilities
Educational institutions
Certain private non-profit facilities
Individual Assistance (IA)
If the county is declared for IA, eligible residents will be able to apply for the IA Program. In some
cases, FEMA will deploy habitability inspectors to verify the damages individual applicants are
claiming. They will do this independent of the state or local assessors. Maricopa County may also
perform inspections of damaged homes to determine safety.
Non-Declared Disasters
During the recovery stage, a disaster may not be declared at the federal level. It will then fall upon
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the county to use local funds, available competitive grant funds, or any supplemental funding
provided by the State of Arizona to recover from the event.
Similar to a declared disaster, costs for response and recovery are to be monitored by all
participating agencies. Each responding agency is responsible for the overall management of
documentation of the costs of a non-declared disaster with reports submitted ultimately to the
Maricopa County BOS for budget and finance approval of local dollars.
Recovery assistance may be made available through an emergency declaration by The Small
Business Administration (SBA). If a disaster declaration is declared by the SBA, they would
provide small interest loans for individuals and business as well as other disaster assistance
programs to the impacted community.
Disaster Recovery Centers and Staging Areas
Disaster Recovery Centers and Staging Areas are centers that are set up in a disaster area to
Provide accessible information on the complete range of disaster assistance that is available. The
responsibility for managing these centers is jointly shared by the state, FEMA, and the county in
which the center is located.
The Individual Assistance Service Center (IASC) is a facility established in, or near, the
community affected by the disaster where persons can meet face-to-face with representatives
from federal, state, local, and volunteer agencies to:
Discuss their disaster-related needs
Obtain information about disaster assistance programs
Tele-register for assistance
Learn about measures for rebuilding that can eliminate or reduce the risk
Request the status of their application for IA
Request post-disaster low interest loans from the SBA
MCDEM, DEMA, and potentially FEMA will assess the need to open an IASC, based upon initial
damage assessment and mass care needs, estimates, and reports.
The IASC will be staffed with representatives from appropriate federal, state, county, private relief
agencies, and other organizations capable of providing disaster-related information to individuals
and businesses.
Recovery Information Centers may be utilized to provide accessible information to the affected
residents. This accessible center is organized by the county with participation from the county
and the State. It is staffed by a variety of voluntary organizations that can provide services and
assistance to those impacted by severe weather or other disasters.
The EOC Director's designated PIO will provide local media with detailed information on locations
of recovery centers, distribution sites, and other IA programs. Plain-language information in
multiple formats and languages will be prepared and distributed to personnel in damaged areas
so residents will know how to apply for assistance. To further reach people with disabilities and
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other access and functional needs, community partners will be utilized to disseminate accessible
information.
Unmet Needs
MCDEM will coordinate the unmet needs recovery function with the assistance of COAD/NGOs.
MCDEM will contact DEMA to obtain assistance from multiple State agencies. The Primary
Agency will be responsible for making contacts and establishing a relationship with community
service providers, local churches, community outreach programs, and volunteer organizations to
be called upon in the event that a disaster creates unmet needs in the community with
consideration to the needs of the Whole Community.
G. Mitigation
In the aftermath of a disaster, the county's mitigation goal is to ensure efforts are designed that
residents, visitors, and businesses in Maricopa County are safe and secure from future disasters.
The strategies to complete this goal include:
Complete and maintain a hazards and risk assessment
Participate in the regional planning efforts that produces the Maricopa County MJHMP
Maintain a comprehensive list of mitigation goals, objectives, and tasks
Create a planning process and organizational framework for carrying out the mitigation
goals and objectives
Implement Pre- and Post-Hazard Mitigation Actions to reduce overall risk/vulnerability
Evaluate existing agencies, organizations, plans, programs, and guidelines that impact
mitigation.
Coordination of Mitigation Activities
MCDEM has been delegated as the lead agency to facilitate and coordinate the activities of the
Maricopa County MJHMP. The Maricopa County MJHMP identifies the hazards to which
Maricopa County is vulnerable, assesses the facilities and structures that are most vulnerable to
hazards, offers a prioritized list of mitigation projects to take advantage of available funding, and
links mitigation projects to these sources of funding. The Maricopa County MJHMP defines the
mitigation goals, objectives, and initiatives for Maricopa County and participating sub-jurisdictions.
Mitigation Programs
Pre-Disaster Activities
The National Flood Insurance Program - The United States Department of Agriculture,
Division of Water Resources, provides technical assistance to the public and communities
on the National Flood Insurance Program. The National Flood Insurance Program
provides flood insurance to communities that agree to implement land use planning and
construction requirements to reduce flood damage in their jurisdiction. These land use and
construction requirements apply to all new construction and substantial improvements to
existing structures in the community’s Special Flood Hazard Areas (SFHAs).
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Community Rating System - The Community Rating System is an integral part of the
National Flood Insurance Program. Through reduced flood insurance premiums, the
Community Rating System provides incentives to communities that go beyond the
minimum flood plain management requirements established through the National Flood
Insurance Program. Arizona Division of Water Resources provides technical assistance
to local communities on the Community Rating System.
Flood Mitigation Assistance Program - This program makes federal funds available
pre-disaster for mitigation projects in communities participating in the National Flood
Insurance Program. These funds have a 25 percent non-federal match requirement. The
overall goal of the Flood Mitigation Assistance is to fund cost effective measures that
reduce or eliminate the long-term risk of flood damage to National Flood Insurance
Program insurable structures. This is accomplished through the reduction of the number
of repetitively or substantially damaged structures. DEMA administers the Flood Mitigation
Assistance.
Building Resilient Infrastructure and Communities – The Building Resilient
Infrastructure and Communities (BRIC) program is funded by 6% of the previous year’s
post-disaster spending. BRIC supports states, local communities, and tribes as they
undertake hazard mitigation projects, reducing the risks they face from disasters and
natural hazards.
Repetitive Flood Claims Program - The goal remains to reduce flood damages to
individual properties for which one or more claim payments for losses have been made
under flood insurance coverage and that will result in the greatest savings to the National
Flood Insurance Fund in the shortest time. DEMA administers the Repetitive Flood Claims.
Severe Repetitive Loss Program - The goal remains to reduce flood damages to
residential properties that have experienced severe repetitive losses under flood
insurance coverage and that will result in the greatest savings to the National Flood
Insurance Fund in the shortest period. DEMA administers the Severe Repetitive Loss
Program.
Pre-Disaster Mitigation Program - The Pre-Disaster Mitigation is designed to assist
states, territories, Indian Tribal governments, and local communities to implement a
sustained pre-disaster natural hazard mitigation program to reduce overall risk to the
population and structures from future hazard events, while also reducing reliance on
Federal funding from future major disaster declarations. DEMA administers the Pre-
Disaster Mitigation.
Multi-Jurisdictional Hazard Mitigation Planning - The Maricopa County MJHMP is
updated every five years. MCDEM staff continues to provide technical assistance to
communities on the development, implementation, and maintenance of local mitigation
strategies.
Wildland Fire Hazardous Fuels Grant - The Wildland Fire Hazardous Fuels grants focus
on hazardous fuels reduction and community protection. Priority projects are adjacent to
National Forest and Bureau of Land Management lands in Arizona and emphasize
protection of identified communities at risk of wildland fire. Fire departments, local
governments, educational institutions, and non-profit organizations qualify for this
program.
Post-Disaster Activities
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Hazard Mitigation Grant Program - The Hazard Mitigation Grant Program is authorized
by Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act,
as amended (the Stafford Act), Title 42, United States Code (U.S.C.) 5170c. The key
purpose of the Hazard Mitigation Grant Program is to ensure that the opportunity to take
critical mitigation measures to reduce the risk of loss of life and property from future
disasters is not lost during the reconstruction process following a disaster. Hazard
Mitigation Grant Program is available when authorized under the Presidential major
disaster declaration in the areas of the State requested by the Governor. DEMA
administers the Hazard Mitigation Grant Program.
406 Mitigation - Section 406 of the Stafford Act provides for direct federal assistance for
repairs and improvements to eligible damaged public facilities. Mitigation measures
(improvements) must be identified in the project worksheets. The award of Section 406
hazard mitigation projects is at the discretion of the FEMA Regional Director.
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V. Incident Command System (ICS)
A. General
The Maricopa County Department of Emergency Management has formally adopted the National
Incident Management System for use during emergency operations. The adoption of a NIMS-
based ICS system was identified as the authorized incident management system via the October
2011 Emergency Management resolution, page 4, section 5.
NIMS was chosen as the appropriate incident management system based on the following
concepts/principles. These concepts are outlined by the National Incident Management System
and serve as core concepts for program execution:
1. NIMS utilizes a flexible, modular structure, applicable at all levels of response, that allows the
ICS to expand or demobilize based on incident scope or agency size. It allows responders to act
in a coordinated fashion that is consistent with the best practices as laid out in NIMS framework.
2. NIMS engages a Unified Command and multi-agency coordination structure that allows an
effective action planning process based on current emergency conditions, expected response
actions, and projected outcomes under one Incident Commander. The Maricopa County
Emergency Management Program coordinates responses through partnerships with applicable
Maricopa County functional agencies to ensure effective mitigation/response/recovery action
planning. Maricopa County engages multi-agency coordination through de-centralized execution
of emergency response activities and ensures applicable agencies are engaged to perform
assigned duties.
3. NIMS response concepts include the use of common terminology and integrated
communication capabilities, as well as manageable spans of control (3-7 personnel/functions,
with 5 as optimal). These ICS concepts are tested regularly during drills and exercises and
validated during real-world responses, with any improvement areas noted for correction.
4. NIMS ensures comprehensive resource management and pre-designated facilities. These
concepts are executed by Maricopa County’s program via resource tracking programs that
manage resource before, during, and after an emergency/disaster and the identification of
emergency facilities, such as primary/alternate Emergency Operations Centers and Incident
Command Posts.
Information on required ICS training is located in the Training and Exercise section, page 52.
Command Staff
The EOC Command Staff will include an EOC Director, EOC Manager, PIO, and Liaison Officer.
The EOC Command Staff sets EOC objectives and tasks, includes stakeholders, and works with
county officials on the development of policy direction for incident support. They will also ensure
the dissemination of timely, accurate, and accessible information to the Public. Overall, the EOC
Command Staff guides and oversees EOC staff and activities. Specific functions/responsibilities
of each Command Staff Position are discussed below:
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EOC Director- The EOC Director has overall oversight of and responsibility for the EOC and the
EOC’s disaster policy and coordination. The responsibilities of the EOC Director include providing
leadership to the management team (section chiefs and management), approving EOC objectives
brought forward, and communicating with the Policy Group.
EOC Manager- The EOC Manager is responsible for all EOC activities, and is responsible for
establishing appropriate EOC staffing levels, exercising overall management responsibility for
coordination between emergency and support agencies, setting priorities for response efforts in
support of the Incident Commander, and ensuring interagency coordination is accomplished
effectively.
Public Information Officer (PIO)- The PIO serves as the primary resource for providing incident-
related information to the public. PIOs are responsible for developing accurate, accessible, and
timely information for use in media/press briefings and coordinating the release of news releases
with the Incident Commander.
Liaison Officer- The Liaison Officer is a conduit of information and assistance between incident
personnel and organizations that are assisting or cooperating with the response. The Liaison
Officer’s primary responsibility is to serve as the single point of contact (POC) for representatives
of government departments and agencies- state, local, tribal, and Federal, as well as for
jurisdictions, Nongovernmental Organizations (NGO), private sector organizations, and other
cooperating agencies and organizations.
Operations Section
The Operations Section is responsible for activities focused on response to the immediate hazard,
saving lives, establishing situational control, and restoring normal operations. The Operations
Section ensures that on-scene incident personnel have the resources and support needed to
achieve the incident objectives and priorities. This section may be organized by
department/agency or by Emergency Support Functions (ESF) or Recovery Support Functions
(RSF).
The Operations Chief reports to EOC leadership (EOC Manager/Director) and is responsible for
the direct management of all incident-related operational activities. The Operations Section Chief
will organize the section and assign personnel as necessary to maintain a manageable span of
control.
Planning Section
The Planning Section is responsible for collecting, evaluating, and disseminating tactical
information pertaining to the incident. This section maintains information and intelligence on the
current and forecasted situation, as well as the status of resources assigned to the incident.
The Planning Section Chief oversees all incident-related data gathering and analysis regarding
incident operations and assigned resources, develops alternatives for tactical operations,
conducts planning meetings, and prepares the Incident Action Plan for each operational period.
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Logistics Section
The Logistics Section is responsible for all support requirements needed to facilitate effective and
efficient incident management, including ordering resources from off-incident locations. Staff in
this section also provide resources and services to support the EOC staff. This includes
information technology support, resource tracking and acquisition, and arranging for food, lodging,
and other support services, as needed.
Finance and Administration Section
The Finance and Administration Section is established when there is a need for financial,
reimbursement (individual, agency, or department) or administrative services to support incident
management activities.
Resource and financial management policies and procedures for Emergency Management have
been established and implemented which provide statutory authorities and responsibilities for
financial management related to response activities. These policies ensure that funds are
provided expeditiously and that financial operations are conducted in accordance with appropriate
policies, regulations, and standards.
Designated agencies have been given the primary responsibility to manage all financial matters,
including those of the response, recovery, and mitigation phases of an emergency or declared
disaster. Other responsibilities of the Finance/Administration Section include entering into any
funding agreements between local, state, and federal government.
Recovery Section
When the EOC is activated in response to an emergency or disaster, a recovery component may
be activated as well. The purpose of this component is to initiate activities necessary to ensure a
successful recovery effort. Activities include condition monitoring, situation evaluation,
deployment of damage assessment teams, and liaisons where appropriate.
Once the initial response operations have been completed, and it is safe for recovery activities to
commence, the agencies identified as having recovery functions will initiate their activities. Many
of the recovery functions run concurrent with the initial response functions and are managed by
the same agencies.
Disaster Declaration
Requests for federal disaster assistance will be predicated on the requirements outlined in the
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as
amended). After local government conducts the initial damage assessment, the assessment is
reported to the State. A joint local-state PDA may be scheduled that could include the FEMA. This
damage assessment validates the local data and is the basis for requesting a Presidential
Disaster Declaration. Other federal agencies that may participate in the assessment process
include the SBA. This process is described in 44 CFR, Part 206, Subpart B - The Declaration
Process and other federal and state policies and procedures.
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Intelligence and Investigations
Many domestic incidents, such as natural disasters or industrial accidents, have an obvious cause
and origin. Other domestic incidents, such as large-scale fires, public health emergencies,
explosions, transportation incidents (e.g., train derailments, airplane crashes, bridge collapses),
active shooters, terrorist attacks, or other incidents causing mass injuries or fatalities, require an
intelligence or investigative component to assist the IC in determining the cause and origin of the
incident or support incident or disaster operations.
The scalability and flexibility of NIMS allows the IC to activate an Intelligence and Investigations
Section, which seamlessly integrates with the other functions of ICS. The Intelligence and
Investigations Section within ICS provides a framework that allows for intelligence and information
collection, analysis, and sharing, as well as investigations that identify the cause and origin of an
incident, regardless of source. If the incident is determined to be a criminal event, the Intelligence
and Investigations Section leads the identification, apprehension, and prosecution of the
perpetrator. The Intelligence and Investigations Section can be used for planned events as well
as incidents.
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VI. Administration, Finance, and Logistics
A. Documentation
Responding agencies should keep documentation on the ICS Activity Log (ICS Form 214) or
another suitable log. The Maricopa County Emergency Operations Center will document activities
on an ICS form 214, situation reports, and/or common operating pictures. Such documentation is
crucial for the following reasons:
Documentation is the key to recovering emergency response and recovery costs. Damage
assessment documentation will be critical in establishing the basis for eligibility of disaster
assistance programs.
Documentation provides a legal account of the actions which took place before, during
and after an emergency.
Documentation provides for a historical record which could be used during after action
reports to improve response operations in the future.
Following a disaster, documentation is provided to the Maricopa County Department of
Emergency Management to maintain and archive according to county policy. After such time,
archival documents are archived at a designated location.
During after action review the documentation will be used to identify:
Actions taken (or not taken)
Resources expended
Economic and human impacts
Lessons learned and possible improvements
Possible mitigation measures that could be taken
Key impacts and damages
B. Finance
Funding
During a local emergency, monetary support for logistical and administrative functions will be
funded out of each agency’s budget. Agencies may request reimbursement or additional
funds through the county’s general funds or other legal funding mechanisms available to the local
jurisdictions through the Governor's Office Emergency Disaster Fund, which is available to local
jurisdictions if the incident is declared a state disaster by the Governor's Office. This will be
accomplished through the Arizona Department of Emergency and Military Affairs.
In the event of a federal declaration, some expenses and/or reimbursements are available to
affected agencies through Public Assistance Grants.
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Payroll and Expenditure Tracking
The county, including all affected departments, will be responsible for documenting all emergency
or disaster-related expenditures using the county’s standard accounting procedures. All
expenditures and procurement transactions must follow county, state, and Federal Emergency
Management Agency (FEMA) guidelines. Due to the level of the disaster, a payroll code will be
created through county human resources so all affected departments can track employee time
spent on the disaster to the dedicated payroll code. The code will be created in the Workday
system and will be available for use across county departments.
Before an event, the county will follow standard Maricopa County Procurement Code and/or
policy. Before, during, and after an event, MCDEM will follow all Maricopa County internal policies
for administrative, budget, finance, human resources, public information, procurement, and risk
management-related topics. The Maricopa County Policy Library on the county-wide intranet
hosts all applicable Maricopa County policies.
Emergency Procurement Procedure
A using agency seeking an emergency procurement shall prepare a requisition documenting the
existence of an emergency condition, how it arose and explaining the extent of procurement
needed. The requisition shall be approved by the elected official, department head, or other
designated official of the using agency.
Emergency Procurements based on a declared emergency are to include a copy of the
emergency resolution with the requisition. Emergency procurements less than $100,000 must
be approved by the Chief Procurement Officer. Emergency Procurements with a value between
$100,000 and $5,000,000 must be approved by the County Manager, not to exceed
$10,000,000 per week for the duration of the emergency. All other emergency procurements
must be approved by the Board of Supervisors.
The County Manager or Board of Supervisors shall determine in writing whether to grant the
request. If the request is approved by the County Manager or the Board of Supervisors, it shall
be forwarded to the Office of Procurement Services for expeditious processing. The County
Manager shall submit to the Board of Supervisors by the last business day of each month and
for successive months, as applicable, a report providing a status of the emergency until the
situation has been satisfactorily resolved.
A copy of each requisition processed under this procedure shall be kept on file by the Using
Agency requesting the emergency procurement and the Office of Procurement Services.
If the nature of the emergency does not permit submission of a timely requisition, the Elected
Official or Department Head may make an oral request to the County Manager who may approve
the determination and delegation. The requisition required under Subsection A shall be submitted
to the County Manager or Chairman of the Board of Supervisors for formal approval.
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The County Manager may approve a written request following the procurement if:
The emergency required immediate response and it was impracticable to contact the
County Manager or the Chairman of the Board of Supervisors.
The procurement was made with as much competition as was practicable under the
circumstances.
The price paid was reasonable under the emergency circumstances.
The request required under Subsection A was submitted to the County Manager or the
Chairman of the Board of Supervisors.
During and after an emergency, MCDEM will follow Maricopa County Procurement Codes MC1-
354, Emergency Procurement and MC1-355, Emergency Procurement Procedure. Emergency
procurement requires a declaration of local emergency which creates an immediate and serious
need for commodities, services, or construction that cannot be met through normal procurement
methods and seriously threatens the functioning of Maricopa County Government, the
preservation of property, or the health and safety of the public. Emergency approvals by the
County Manager or Chief Procurement Officer are limited to one year in duration. Emergencies
based upon an emergency declaration are valid for the duration of the declared emergency.
The MCDEM Finance and Administration Section uses Certified Agency Procurement Aids who
are designated by the department and trained by the Office of Procurement Services to conduct
limited procurement activities on behalf of the department.
Disaster Assistance
In a federal disaster declaration, the county and its eligible jurisdictions/citizens may qualify for
federal assistance. Such assistance has been described above and will be further described in
ESF #14 - Long-Term Recovery. In the event of a federal declaration authorizing public assistance,
applicant briefings will be conducted to educate responders and local officials about the cost
recovery process.
The Maricopa County Department of Emergency Management will manage and oversee the
financial aspects of the Public Assistance Programs. The Maricopa County Department of
Emergency Management will work closely with the Maricopa County Board of Supervisors to
identify funds for the recovery effort, to include response, recovery, and mitigation functions.
Tracking Local Disaster Costs
In the event of a federally declared disaster, Maricopa County Department of Emergency
Management may ask the County’s Financial Officer to assign a special project number to track
all county-related expenses. Incorporated areas of the county may also assign special project
numbers per the recommendation of Maricopa County Department of Emergency Management.
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Insurance and Cost Recovery
The Maricopa County Department of Risk Management, in coordination with the Maricopa County
Department of Emergency Management or other designee, will coordinate all insurance actions
pertaining to county property. The Maricopa County Department of Emergency Management
coordinates all financial activities relating to recovery operations.
Pet Sheltering Costs: Disaster Assistance Policy 9523.19
FEMA Disaster Assistance Policy 9523.19 details eligible reimbursements related to pet
sheltering including: shelter facilities, supplies and commodities, eligible labor, equipment,
emergency veterinary services, transportation, shelter safety and security, cleaning and
restoration, and the removal and disposal of animal carcasses. ESF #6 - Mass Care, provides the
concept of operations for pet sheltering and documentation of costs.
C. Logistics
Identifying Resource Gaps
MCDEM will determine the priorities for resource needs based on a periodic resource gap
analysis. This gap analysis will take existing Department and county resource inventory, historical
resource requests, and MCDEM staff input into consideration for the identification of current
resource gaps. A variety of sources, including budgetary process, grants, development of mutual
aid or MOU, and partner engagement will be considered to address identified resource
management gaps.
Contracting
The Maricopa County Department of Procurement Service provide services to source supplies
and materials for use in emergency response. MCDEM can access the county’s contracting
website and query for available county contracts applicable to political subdivisions (i.e. counties,
cities, etc.).
Requesting State Assistance
Coordination of resource needs:
When local municipal resources are committed, MCDEM will coordinate assistance to
satisfy additional resource needs.
If the county requires additional assistance, it will request mutual aid from adjacent
counties and regional resources through AZMAC, Arizona Water/Wastewater Agency
Response Network (AZWARN), and other Mutual Aid Agreements.
MCDEM will request support from DEMA, if unable to fill resource needs.
DEMA will request support from the FEMA in dealing with a major disaster that threatens
to exceed the capabilities and resources of the state.
Each agency tasked within this plan is responsible for developing and maintaining applicable
resource lists. These lists should follow established county protocols for maintaining resource
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lists. At a minimum, a full resource list (including all county-wide resources) will be provided to
MCDEM and the ESF #7 - Logistics Primary Agency.
Key Logistics Facilities
MCDEM maintains a warehouse capable of receiving and distributing resources during and after
an incident. The MCDEM warehouse is at 5630 E. McDowell Rd, Phoenix AZ and consists of
usable indoor space (4,000 sq. ft.) and outdoor storage space.
Dircks Moving & Logistics is a contracted facility that is currently utilized for SNS and State of
Arizona MasCache. It can receive and distribute resources during an incident. This warehouse is
located at 4340 W Mohave Street Phoenix, AZ 85043.
If needed, MCDEM would coordinate with DEMA for additional outdoor storage at Papago Park
Military Reservation.
Pre-Staging
Certain situations may require the pre-staging of assets. Identifying these resources and trigger
points to utilize such resources are based on the size and scope of the preplanned or projected
event. Prior to and during an emergency, resources ordered through MCEOC may be sent to the
point of use or designated staging area(s).
Fuel - will be procured using local resources. Local incident command will provide the desired
location for fuel purchasing if applicable for the incident. ESF #7 - Logistics and ESF #12 - Energy
provide further detail concerning procuring fuel.
Security - at each staging area will be accomplished by mission as assigned in ESF #13 Public
Safety. ESF #13 Public Safety provides further detail.
D. Method and Schedule for Evaluation, Maintenance, and Revision of Administration and
Finance Procedures
Evaluation of Administration and Finance Procedures
MCDEM will evaluate its administrative and finance procedures at least annually through
exercise, annual update of the EOP, and through periodic review by the Department.
Maintenance of Administration and Finance Procedures
MCDEM will maintain its administrative and finance procedures and provide recommendations
for updates to the County’s Procurement Office and County Manager’s Office as needed.
Revision of Administration and Finance Procedures
MCDEM will revise its administrative procedures, checklists, and operations plan through
evaluation accomplished during exercises, real world events, or annual reviews. Revision of the
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County’s Policy and Procurement Code will occur based on changes directed by county
leadership.
VII. References, Authorities, Acronyms and Abbreviations
A. General
The following references and authorities may be consulted for further guidance. Other than those
references and authorities that have the inherent force and effect of law, the MCEOP is not
intended to incorporate them by reference.
Relationship to Other Plans
In addition to the MCEOP, the following plans have been developed and are maintained pursuant
to state and federal requirements. In addition, they have been incorporated in the EOP, ESFs,
and annexes:
Maricopa County Multi-Jurisdictional Hazard Mitigation Plan (MJHMP)
Maricopa County Hazard Identification and Risk Assessment (HIRA)
Local Emergency Planning Committee (LEPC)
Continuity of Operations/Continuity of Government (COOP/COG)
Offsite Emergency Response Plan for Palo Verde Generating Station Maricopa County
Community Wildfire Protection Plan (CWPP)
Arizona State Emergency Response and Recovery Plan (SERRP)
Maricopa County Department of Emergency Management Strategic Plan
Maricopa County Flood Response Manual (FRM)Maricopa County Hazard Prevention
Plan
Authorities
44 CFR - Code of Federal Regulations.
44 CFR Part 350 - Review and Approval of State and Local Radiological Emergency Plans
and Preparedness
44 CFR Part 10 - Environmental Considerations.
44 CFR Part 13 - Uniform Administrative Requirements for Grants and Cooperative
Agreements.
44 CFR Part 14 - Audits of State and Local Governments.
44 CFR Part 206 - Federal Disaster Assistance for Disasters Declared after November 23,
1988.
44 CFR Parts 59-76 - National Flood Insurance Program and related programs.
50 CFR, Title 10 - General Provisions.
Americans with Disabilities Act (ADA) of 1990 - 42 U.S. Code § 12101.
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Civil Rights Act of 1964 - 42 U.S. Code § 2000a - Prohibition against discrimination or
segregation in places of public accommodation.
Definitions of Service Animal (Title 28 C.F.R. Section 36.104) - Service animal means any
dog that is individually trained to do work or perform tasks for the benefit of an individual
with a disability, including a physical, sensory, psychiatric, intellectual, or other mental
disability. The work or tasks performed by a service animal must be directly related to the
individual’s disability.
National Flood Insurance Act of 1968, 42 U.S.C. 4101 - As amended by the National Flood
Insurance Reform Act of 1994 (Title V of Public Law 103-325).
Pets Evacuation and Transportation Standards Act (Pets Act) (42 U.S.C. 5196b as
amended 2006)
Public Law 101-549 - Clean Air Act Amendments of 1990, which provide for reductions in
hazardous air pollutants and risk management planning requirements.
Public Law 101-615 - Hazardous Materials Transportation Uniform Safety Act (HMTUSA),
which provides funding to improve capability to respond to HAZMAT incidents.
Public Law 106-390, Disaster Mitigation Act 2000 - To amend the Robert T. Stafford
Disaster Relief and Emergency Assistance Act to authorize a program for pre-disaster
mitigation, to streamline the administration of disaster relief, to control the Federal costs
of disaster assistance, and for other purposes.
Public Law 107-296, 116 Stat. 2135 (2002) - (codified predominantly at 6 U.S.C. 101-557
and other sections of the U.S.C.). Established the Department of Homeland Security with
the mandate and legal authority to protect the American people from the continuing threat
of terrorism.
Public Law 833-703 - amendment to the Atomic Energy Act of 1954.
Public Law 84-99, 33 U.S.C. 701n - Flood Emergencies, authorizing an emergency fund
for flood emergency preparation, flood fighting and rescue operations, and repair and
restoration of flood control works threatened or destroyed by flood.
Public Law 85-256, Price-Anderson Act, 42 U.S.C. 2210 - Provides for a system of
compensating the public for harm caused by a nuclear accident.
Public Law 89-665, 16 U.S.C. 470 - National Historic Preservation Act, relating to the
preservation of historic resources damaged by disasters.
Public Law 91-671, Food Stamp Act of 1964 in conjunction with Section 412 of the Stafford
Act, relating to food stamp distributions after a major disaster.
Public Law 93-234 - Flood Disaster Protection Act of 1973, as amended by the Flood
Insurance Reform Act of 1994, 42 U.S.C. 4001, et seq, provides insurance coverage for
all types of buildings.
Public Law 93-288, as amended, 42 U.S.C. 5121 - The Robert T. Stafford Disaster Relief
and Emergency Assistance Act, which provides authority for response and recovery
assistance under the Federal Response Plan, which empowers the President to direct any
federal agency to utilize its authorities and resources in support of State and local
assistance efforts.
Public Law 95-510, 42 U.S.C. 9601 - The Comprehensive Environmental Response,
Compensation, and Liability Act of 1980 (CERCLA), as amended, which requires facilities
to notify authorities of accidental releases of HAZMAT.
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Public Law 99-499 - Superfund Amendments and Re-authorization Act of 1986, Part III,
the Emergency Planning and Community Right-to-Know Act of 1986, 42 U.S.C. 11001, et
seq, which governs HAZMAT planning and community right-to-know.
Stewart B. McKinney Homeless Assistance Act, 42 U.S.C. 11331-11352 - Federal
Emergency Management Food and Shelter Program.
The Rehabilitation Act of 1973 (29 U.S.C. Sect. 701) - The Rehabilitation Act of 1973
requires access to programs and activities that are funded by Federal agencies and to
Federal employment. The law also established the Access Board (section 502). Later
amendments strengthened requirements for access to electronic and information
technology in the Federal sector (Section 508). With passage the Patient Protection and
Affordable Care Act in 2010, a new provision (section 510) was added to address access
to medical diagnostic equipment. The Board plays a lead role in developing and
maintaining standards for electronic and information technology under section 508 and
medical diagnostic equipment covered by section 510.
Arizonans with Disabilities Act (ARS 41-1401 Sec R 10.3.401-412 Sept 1996) -
Establishes the fundamental rights and responsibilities of the state of Arizona to those with
AFN.
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Acronyms
AAR
After-Action Report
AC
Area Command
ADA
Americans with Disabilities Act
ADEQ
Arizona Department of Environmental Quality
ADHS
Arizona Department of Health Services
ACTIC
Arizona Counter Terrorism Information Center
ADOHS
Arizona Department of Homeland Security
ADOT
Arizona Department of Transportation
AFN
Access and Functional Needs
AHS
Arizona Humane Society
APS
Arizona Public Service Company
ARC
American Red Cross
ARS
Arizona Revised Statutes
ASL
American Sign Language
ASU
Arizona State University
AZHAN
Arizona Health Alert Network
AZMAC
Arizona Mutual Aid Compact
AZSERC
Arizona State Emergency Response Commission
AZSILC
Arizona Statewide Independent Living Council
AZWARN
Arizona Water/Wastewater Agency Response Network
AzVOAD
Arizona Volunteer Organizations Active in Disaster
BIA
BOS
Bureau of Indian Affairs
Board of Supervisors
CAP
Central Arizona Project
CART
Communication Access Real-time Translation
CBRNE
Chemical, Biological, Radiological, Nuclear, or Explosive
CDC
Centers for Disease Control and Prevention
CENS
Community Emergency Notification System
CERCLA
Comprehensive Environmental Response, Compensation and Liability Act
CERT
Community Emergency Response Team
CFR
Code of Federal Regulations
CIKR
Critical Infrastructure and Key Resources
COAD
Community Organization Active in Disaster
COOP
Continuity of Operations Plan
COG
Continuity of Government
CFR
Code of Federal Regulations
DAFN
Disability, Access, and Functional Needs
DCC
Donations Coordination Center
DEMA
Arizona Department of Emergency and Military Affairs
DES
Arizona Department of Economic Security
DHHS
United States Department of Health and Human Services
DHS
United States Department of Homeland Security
DMORT
Disaster Mortuary Operational Response Teams
DPS
Arizona Department of Public Safety
EAP
Emergency Action Plan
EAS
Emergency Alert System
EIA
Environmental Impact Assessment
EM
Emergency Management
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ERG
Emergency Response Guidebook
ESL
English as Second Language
EMS
Emergency Medical Services
EOC
Emergency Operations Center
EOP
Emergency Operations Plan
EOR
Emergency Operations Room
EPA
United States Environmental Protection Agency
EPI
Emergency Public Information
EPZ
Emergency Planning Zone
ESARVHP
Emergency System for Advance Registration Volunteer Health
Professionals
ESF
Emergency Support Function
FAA
Federal Aviation Administration
FAC
Family Assistance Center
FBI
Federal Bureau of Investigation
FCC
Federal Communications Commission
FCDMC
Flood Control District of Maricopa County
FEMA
Federal Emergency Management Agency
FERPA
Family Educational Rights and Privacy Act
FMLA
Family and Medical Leave Act
FOSC
Federal On-Scene Coordinators
FRM
Flood Response Manual
GCU
Grand Canyon University
GE
General Emergency
GIS
Geographic Information System
HAZMAT
Hazardous Materials
HGP
HandsOn Greater Phoenix
HIPAA
Health Insurance Portability and Accountability Act
HIRA
Hazard Identification and Risk Assessment
HSEEP
Homeland Security Exercise Evaluation Program
HSPD
Homeland Security Presidential Directive
IA
Individual Assistance
IAP
Incident Action Plan
IASC
Individual Assistance Service Center
ICP
Incident Command Post
ICS
Incident Command System
IGA
Intergovernmental Agreement
IP
Improvement Plan
IPAWS
Integrated Public Alert Warning System
IS
Independent Study
ISB
Incident Support Base
JIC
Joint Information Center
JIS
Joint Information System
KI
Potassium Iodide
IPAWS
Integrated Public Alert Warning System
LAFB
Luke Air Force Base
LEPC
Local Emergency Planning Committee
LP
Local Primary (radio station) or Local Primary Source Stations
MCCOAD
Maricopa County Community Organizations Active in Disaster
MCDEM
Maricopa County Department of Emergency Management
MCDOT
Maricopa County Department of Transportation
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MCDPH
Maricopa County Department of Public Health
MCEOC
Maricopa County Emergency Operations Center
MCEOCSOP
Maricopa County Emergency Operations Center Standard Operating
Procedures
MCEOP
Maricopa County Emergency Operations Plan
MCESD
Maricopa County Environmental Services Department
MCOME
Maricopa County Office of the Medical Examiner
MCSO
Maricopa County Sheriff’s Office
MJHMP
Multi-Jurisdictional Hazard Mitigation Plan
MOA
Memorandum of Agreement
MOU
Memorandum of Understanding
MRC
Medical Reserve Corps
NAN
Notification Alert Network
NAU
Northern Arizona University
NAWAS
National Warning System
NGO
Non-Governmental Organization
NHTSA
National Highway Traffic Safety Administration
NIMS
National Incident Management System
NOAA
National Oceanic and Atmospheric Administration
NRC
National Response Center
NRF
National Response Framework
NRP
National Response Plan
NSS
National Shelter System
NTSB
National Transportation Safety Board
NUE
Notification of Unusual Event
NWS
National Weather Service
OET
Office of Enterprise Technology
OPR
Office of Preparedness and Response (Public Health)
OSHA
Occupational Safety and Health Administration
PA
Public Assistance
PAD
Protective Action Decisions
PDA
Preliminary Damage Assessment
PE
Personal Effects
PIO
Public Information Officer
POC
Point of Contact
POD
Point of Distribution
PPD
Presidential Policy Directive
PPE
Personal Protective Equipment
PSAP
Public Safety Answering Points
PVGS
Palo Verde Generating Station
RCC
Reception and Care Center
RSF
Recovery Support Function
REP
Radiological Emergency Preparedness
SAE
Site Area Emergency
SAIL
Senior Adult Independent Living
SARA
Superfund Amendments and Reauthorization Act of 1986
SBA
Small Business Administration
SDS
Safety Data Sheets
SEOC
State Emergency Operations Center
SCIP
San Carlos Irrigation Project
SERRP
State Emergency Response and Recovery Plan
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SITREP
Situation Report
SNS
Strategic National Stockpile
SMS
Short Message Service
SOG
Standard Operating Guidelines
SOP
Standard Operating Procedures
SOSC
State On-Scene Coordinators
SRP
Salt River Project
TD
Transportation Disadvantaged
THIRA
Threat Hazard Identification Risk Assessment
TLD
Thermoluminescent Dosimeter
TPQ
Threshold Planning Quantity
TTY
Telecommunications Device for Speech-/Hearing-Impaired Persons
UC
Unified Command
UofA
University of Arizona
USACE
United States Army Corps of Engineers
U.S.C
United States Code
VOAD
Volunteer Organization Active in Disaster
VCT
Volunteer Coordination Team
WEA
Wireless Emergency Alert
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Annex A
82
Annex A
Situation
This section provides an overview of the ESF structures, common elements of each of the 15
ESFs, and the basic content contained in each of the ESF appendices.
The ESF structure for Maricopa County provides for an organizational structure to work within the
NIMS and for coordinating interagency support for any emergency or disaster event within the
county. The ESF structure includes mechanisms used to coordinate county support to the
unincorporated county and communities, Maricopa County incorporated cities and towns, tribal
nations within the county, and support provided from the state and federal levels. This structure
provides for interagency coordination during all phases of incident management.
In support of this structure, a Primary Agency and Support Agencies have been pre-identified for
each ESF. The Primary Agency was chosen based upon the agency’s knowledge and experience
within their specific professional field. The Primary Agency is responsible for managing the
development of capabilities relative to the specific function described, as well as the direction and
control functions within the group when the group is activated. The Primary Agency has the
responsibility to initiate and maintain communication with the Support Agencies to develop and
strengthen the working relationship between the agencies.
Support Agencies are tasked with providing resource or logistical support to the operation of the
ESF when activated. Each agency functions as normal when the ESF group is not activated.
Some departments and agencies provide resources for response, support, and program
implementation during the early stage of an event, while others are more prominent in the
recovery phase. Each agency’s roles and responsibilities are described within each ESF
appendix.
Each ESF document, by definition, may be utilized as a stand-alone annex, but are often used in
conjunction with one or more additional ESFs to facilitate the county's response to an event. Each
has a unique functional responsibility; however, each ESF may be composed of one or more sub-
functional groups with a specific set of activities that might be required in an emergency.
The are15 ESFs for Maricopa County. These county ESFs are closely aligned with the Arizona
SERRP 15 ESFs. Both the county and State ESFs correspond to the 15 NRF ESFs. Each county
ESF, as activated, will operate within the ICS framework.
An emergency event or situation of significant size and complexity, requiring the activation of the
EOC, will require the activation of one or more ESF(s) to ensure a coordinated, effective, and
efficient response.
The following items are applicable across all ESFs:
1.
Each ESF is consistent with the requirements of the NRF, the NIMS, and the ICS. This
structure and system support incident assessment, planning, procurement, deployment,
and coordination and support operations to Maricopa County. Through the MCEOC,
Incident Command, response to an emergency or situation is conducted in a timely and
appropriate manner.
Annex A
83
2.
Each Primary Agency will provide a representative to the MCEOC upon request.
3.
In a large event requiring local or State mutual aid assistance, each ESF will work with its
support agency counterparts to seek, procure, plan, coordinate, and/or direct the use of
required assets.
4.
Procedures, protocols, and plans for disaster response activities are developed to govern
staff operations at the MCEOC and in the field. These are in the form of EOPs (i.e., Base
Plan), Incident Annexes, Support Annexes, and SOPs, which describe capabilities. The
Primary Agency shall periodically train and exercise the plans with their support
agencies to enhance effectiveness.
5.
Throughout the response and recovery periods, these agencies will evaluate and analyze
information requests to move materials, equipment and other resources as necessary;
develop and update assessments of transportation service needs of persons in the impact
area; and undertake contingency planning to meet anticipated demands or needs.
6.
All ESFs comply with the NRF, and the NIMS. The NIMS guides the direction and control
system adopted by Maricopa County, which functions as the official disaster prevention,
protection, response, preparedness, recovery, and mitigation organization within
Maricopa County.
7.
Under the ICS structure, the Planning, Logistics, Finance/Administration, and Operations
Section and associated staff at the MCEOC assist the IC in carrying out the overall
mission.
8.
In accordance with a mission assignment, each primary and/or support organization
assisting in the deployment of ESFs will retain administrative control over its own
resources and personnel but will be under the operational control of the assigned ESF.
Mission operational control may be delegated to the field by the MCEOC.
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ESF #1 – Transportation
Primary Agency:
Maricopa County Department of Transportation
Support Agencies:
Maricopa County Sheriff's Office
Maricopa County Department of Emergency of Management
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #1 is to provide transportation infrastructure assessment, repair and
restoration, debris removal, traffic movement controls and restrictions, and traffic safety
as part of overall incident management in Maricopa County.
B. Scope
1.
ESF #1 addresses both emergency transportation assistance and the maintenance of
transportation routes. All affected municipalities, Tribal nations, and related agencies are
expected to coordinate transportation movement with the MCEOC . Specifically, it
discusses:
a.
Restoration of transportation infrastructure
b.
Traffic restrictions and transportation safety
c.
Coordination of resource movement
d.
Mutual aid and private sector transportation resources
e.
Evacuation of people and resources
2.
Included in this ESF is information on SOP actions associated with response and recovery
efforts following a disaster. Also included is information on major surface transportation
routes as well as transport of services critical to the welfare of the citizens of Maricopa
County.
II. Concept of Operations
1.
ESF-Specific Items: Traffic Management
a.
Traffic Safety - Infrastructure emergencies are particularly challenging scenarios,
since the mechanism that facilitates mitigation may require control itself. The
response by the primary agency within the jurisdiction of the event may require an
adequate response, including state transportation department and emergency
management cooperation, to highways and other road emergencies, particularly
those endangering traffic passage and flow. Monitoring, response, recovery
cleanup and post-incident management plans fall within this category.
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b.
Traffic Mobility - Planning for notification, operations delegation, continuity of
transit access and traffic flow require alternative route designation and detour
implementation. The protocols should be established for all major routes and
should include contingencies for emergencies affecting the jurisdiction’s
infrastructure such as flash flooding, fires, and high winds. A subset of planning
for traffic mobility is implementing the radio, television, and online communications
system to alert travelers of road closures and detours in advance, prior to arriving
at affected areas. Furthermore, planning for efficient rail and interstate highway
detours that affect commercial shipping requires separate operations and
coordination with multiple stakeholders.
2.
Evacuations
Planning for evacuations is an integral part of transportation operations in emergency
management. Designated highway route(s) form the basis of an evacuation operations
plan, but this should be supplemented with a designated team and delegated on-site
officials to carry out the following operational phases:
a.
Agency Notification
b.
Public Notification (via multiple channels to ensure people with disabilities and
other access and functional needs are reached)
c.
Traffic Control
d.
Evacuation Routes / Accessible Evacuation Centers
e.
Conclusion of Evacuation
3.
Transportation Infrastructure
As a result of an event that impacts county transportation infrastructure, there will be an
immediate response of MCDOT resources to re-establish or reopen infrastructure allowing
emergency response and short-term recovery activities. Identified shortfalls may prompt
local governments to reach out to the County or adjacent jurisdictions to assist. If
restoration activities exceed MCDOT capability, ADOT and/or local partners, will be called
upon to provide resources and coordinate additional local or contracted assistance. To
assist with local response activities the AZMAC may be used to fill any resource shortfalls
related to access or restoration. It is likely that the SEOC will be activated due to event
activities and in anticipation of mission requests to support local government response.
4.
Whole Community
An emphasis will be made to prompt first responders to not separate persons with
disabilities and other AFN from anything that allows them to maintain their independence
and communicate effectively including personal assistance services, mobility devices,
other durable medical equipment, assistive devices, and/or Service Animals during an
evacuation, so long as the disaster or emergency event does not present an immediate
threat to loss of life. Once beyond an evacuated area, first responders may prevent
reentry for reasons regarding health, safety, and/or potential hindering of response
operations, even for the retrieval of forgotten items specifically needed for persons with
DAFN. This denial of reentry may also extend to areas under all types of non-mandatory
evacuations.
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Those with disabilities and AFN, may require transportation assistance during a disaster
or emergency event . Transportation challenges may include, but are not limited to,
individuals without:
a.
Means to evacuate out of harm’s way
b.
Means of travel to reception and care or evacuation centers, shelters, or supply
distribution sites
c.
Means for reentry and/or return activities during recovery operations.
C. Alerts and Notifications
1.
ESF #1 will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities.
If additional support is required, the primary and support agencies may jointly manage
activities.
2.
Upon instructions to activate or place staff on standby, MCDOT will implement procedures
to notify all planning team members and, if necessary, mobilize all personnel, facilities and
physical resources likely to be needed, based on the emergency circumstance.
D. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #1 - Transportation
1.
In consultation with the EOC Director, align current Maricopa County priorities with other
transportation priorities.
2.
Coordinate with the private sector, municipal, state, and federal government GIS
resources to maintain accurate mapping.
Response (During Event) Actions for ESF #1 - Transportation
1.
Identify any needed specialized resources that are unavailable to responding entities.
2.
Obtain ancillary resources as dictated by the emergency.
3.
Assist EOC with logistical needs.
4.
Monitor resource shortages during the emergency and develop solutions.
5.
If the scope of the incident is beyond the capabilities of this jurisdiction, notify the EOC
Director.
6.
Coordinate the issuance of regulatory waivers, permits, and exemptions as necessary.
7.
Set priorities in consultation with the EOC Director.
8.
Provide resource and field support for emergency responders.
9.
Coordinate the prepositioning of resources with other agencies.
10.
Coordinate with other agencies regarding evacuations.
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11.
Participate in EOC briefings, IAPs, SITREPs, and meetings.
12.
Evaluate requests for resources against known supplies.
Recovery (Post-Event) Actions for ESF #1 – Transportation
1.
Plan recovery, reconstitution, and other long-term actions.
2.
Continue to perform tasks necessary to expedite restoration and recovery operations.
3.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
4.
Participate in after-action meetings and prepare AARs.
5.
Provide financial reimbursement documentation for recovery activities.
6.
Provide personnel and resources to support damage assessment teams.
7.
Clean, repair, and perform maintenance on equipment before returning to normal
operations or storage.
Mitigation Actions for ESF #1 – Transportation
1.
Participate in the HIRA process. Identify and correct vulnerabilities.
2.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
3.
Train personnel on EOC operations, ICS, and the NIMS.
4.
Participate in HSEEP training, drills, and exercises.
5.
Develop mutual aid and other support agreements with surrounding jurisdictions and
foster private sector relationships.
6.
Develop standard operating guides and checklists to support planning activities.
Protection Actions for ESF #1 - Transportation
1.
Implement protection, resilience, continuity planning, programs, training, and exercises.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare-related information.
4.
Ensure Personal Protection Equipment and visibility gear is available to those
participating in field operations.
5.
Verify IAP includes updated and current locations for check points and roadblocks.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Department of Transportation
Preparedness (Pre-Event) Actions for ESF #1 - Transportation
1.
Regularly test public roadway information systems.
2.
Integrate DOT roadway assessments from the Maricopa County MJHMP into the Core
Capabilities section of the EOP.
3.
Transportation authorities should report potential problems to the EM Director for
evaluation.
4.
Maintain financial and legal accountability.
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5.
Obtain accessible transportation resources to assist the evacuation of the whole
community, to include AFN populations.
6.
Establish and maintain an inventory of resources, including personnel, equipment,
supplies, and accessible facilities to support transportation infrastructure assessment.
Response (During Event) Actions for ESF #1 - Transportation
1.
Deploy additional staff if the emergency exceeds the existing Transportation staff's
capabilities.
2.
Arrange workspace and other support needs for Transportation staff.
3.
Manage the collection, processing, and Dissemination of accessible information between
Transportation staff, the EOC and Incident Command.
4.
Coordinate with response agencies and the EOC regarding the operational capabilities
of the transportation system.
5.
Coordinate or provide accessible transportation resources to support evacuations and
movement of people.
6.
Assist in initiating traffic management operations and control strategies.
7.
Assist in establishing alternate routes of access required due to road closures.
8.
Maintain access to transport resources via MOUs when the jurisdiction’s own supply is
compromised.
9.
Collect, process, and disseminate NHTSA, FAA, rail, and DOT emergency response
information to the EOC.
10.
Provide debris clearance and removal on county roads.
11.
Coordinate methods of infrastructure restoration with state and federal ESF #1 -
Transportation counterparts.
Recovery (Post-Event) Actions for ESF #1 - Transportation
1.
Coordinate and perform damage assessments on infrastructure, transportation systems,
facilities, and equipment.
2.
Plan for the gradual shut down of emergency transportation operations.
3.
Prepare Transportation After Action Report (AAR).
4.
Prioritize repair and restoration of transportation infrastructure.
5.
Continue to coordinate transportation of equipment, supplies, and people until authorized
to demobilize.
6.
Identify transportation reentry criteria and reentry routes in conjunction with EOC Director.
Mitigation Actions for ESF #1 - Transportation
1.
Identify responsibilities for liaison roles with state and regional transportation authorities
or officials.
2.
Maintain a personnel roster and resource lists to support transportation tasks.
3.
Identify and correct shortfalls in emergency access and egress routes, and other
transportation resources.
Protection Actions for ESF #1 - Transportation
1.
Establish operations and communications procedures for roadblocks and check points.
2.
Coordinate with other transit agencies to remove road and railway obstructions as quickly
as reasonable.
1.
During daily operations, the MCDOT plans, designs, constructs, and maintains roadways
within the county's unincorporated areas. Currently, MCDOT operates and maintains
approximately 2,500 miles of roadway, more than 80 bridges, over 325 culverts,
approximately 160 signalized intersections, and nearly 35,000 traffic signs. MCDOT
establishes and maintains an inventory of resources including personnel, equipment,
supplies, and accessible facilities to support transportation infrastructure assessment.
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They have developed a quantified resource-based matrix for each of the hazard-specific
annexes. MOU and/or stand-by contracts with appropriate entities allow MCDOT to
facilitate immediate deployment of resources.
2.
During an incident, MCDOT will identify shortfalls by comparing their resource-
based matrix to projected needs and assign appropriate entities and MOU partners to
facilitate immediate deployment of resources. They will staff the EOC when requested by
MCDEM and provide current roadway, bridge, culvert, traffic signal, and sign information
to the EOC. They will monitor transportation infrastructure status and assist in traffic
management measures. Transportation information for public release will be channeled
through the JIS. They will coordinate methods of infrastructure restoration with state and
federal ESF #1 - Transportation counterparts. Records of expenditures and resource
documentation will be maintained by MCDOT.
B. Support Agencies
1.
The Support Agencies were identified by the Primary Agency in coordination with MCDEM
staff. They represent a wide variety of agencies, program resources and whole community
resources throughout the county. All Support Agencies will establish and maintain an
inventory of resources (personnel, equipment, supplies, etc.) to support MCDOT. When
requested, a current inventory of transportation resources will be provided to MCDOT. The
development of policies, procedures, and plans to address ESF #1 needs shall be
communicated regularly between the Primary and Support agencies. The Support Agency
may act as liaison to MCDOT, assist other EOC units, branches, and sections to support
the emergency event.
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ESF #2 - Communications
Primary Agency:
Maricopa County Office of Enterprise Technology
Support Agencies:
Maricopa County Department of Transportation Information Technology
Maricopa County Department of Emergency Management
Maricopa County Emergency Communications Group (Amateur Radio)
Maricopa County Sheriff's Office
I. Purpose and Scope
A. Purpose
1.
The purpose of this ESF is to provide resources to member agencies to support
emergency communications needs in Maricopa County. The purpose for the allocation of
these assets is to:
a.
Establish and maintain communications between the key facilities that are integral
to efficient disaster operations.
b.
Ensure that Maricopa County is prepared to respond to emergencies, and to
recover and mitigate their impacts.
c.
Ensure that Maricopa County is prepared to provide the mission essential
communications services required during normal operations.
B. Scope
1.
ESF #2 coordinates actions to provide temporary communications to support incident
management and facilitates the restoration of the communications infrastructure.
Specifically, it addresses the following:
a.
Communications interoperability among field response units.
b.
Primary and back-up communications systems.
c.
Communications to and from the EOCs.
d.
Sourcing communications augmentation such as Amateur Radio.
e.
Other communications systems to support emergency operations.
II. Concept of Operations
A. ESF-Specific Items
1.
The OET, as the Primary Agency, will provide communications support to other ESFs
within the MCEOC as required when their systems have been impacted.
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2.
When an event is focused in scope to a specific type or response mode, technical and
subject matter expertise may be provided by an appropriate person(s) from a supporting
agency with skills pertinent to the type of event. This person(s) will advise and/or direct
operations within the context of the ICS structure.
3.
The Maricopa County OET will support the establishment of communications between key
facilities. These facilities have a key role in emergency response and recovery under the
NIMS.
4.
The communication systems identified for Maricopa County are provided below and are
grouped in order based upon their level of priority for repair and restoration.
Communications
Communication: Everbridge
Priority: High
Type: Data
Quantity: 1
Description: Internal use, External Use, Mobile - Emergency Notification Service
Communication: Iridium Satellite Phones
Priority: Moderate
Type: Voice
Quantity: 1
Description: External Use, Mobile - There is one (1) iridium satellite phone "fixed" / attached to
the east wall of the EOC phone room which can be operated from inside. There are several
portable iridium satellite phones in a yellow case housed by MCDEM Communication/
Technology that can be taken to the designated alternate EOC site.
Communication: Arizona Emergency Information Network (AzEIN) Bulletins:
Priority: Moderate
Type: Data
Quantity: 1
Description: External Use - Operated by DEMA, Division of Emergency Management for almost
real-time emergency updates, preparedness, and hazard information on the internet.
Communication: Emergency Alert System (EAS)
Priority: High
Type: Data
Quantity: 1
Description: External Use - Uses traditional broadcast media to announce conditions that pose
an immediate threat to public safety. The EAS is a national system used by federal, state, and
local officials.
Communication: Wireless Emergency Alerts (WEA)
Priority: High
Type: Data
Quantity: 1
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Description: External Use – Authorized local government authorities announce conditions that
pose an immediate threat to public safety. Sent through FEMA’s IPAWS to participating wireless
carriers.
Communication: Community Emergency Notification System (CENS)
Priority: High
Type: Data
Quantity: 1
Description: External Use - A telephone-based system used by PSAP’s which delivers targeted
emergency messages. Landline phones, residential and business, and Telecommunications
Device for Speech-/Hearing-Impaired Persons (TTY) phones are compatible with CENS. Owner
registered cell phones and voice-over internet protocol (VoIP) phones are also capable of
receiving CENS messages. Notifications can be sent in both English and Spanish and as a voice
recording and text message.
Communication: National Oceanic and Atmospheric Administration (NOAA) Weather Radio/All
Hazards
Priority: Moderate
Type: Data
Quantity: 1
Description: Internal Use, External Use - A nationwide network of radio stations broadcasting
continuous weather information, from the nearest NWS office, 24 hours a day, 7 days a week.
NWS also broadcasts non-weather-related warnings and post-event information (i.e., natural,
environmental, human-caused incidents, and public safety messages).
Communication: Flood Control District of Maricopa County (FCDMC)
Priority: Moderate
Type: Other
Quantity: 1
Description: Internal Use, External Use - FCDMC operates a 24-hour rain, stream, and weather
gauge network that provides almost real-time, internet-based information on rainfall, flooding,
and weather conditions in Maricopa County.
Communication: Palo Verde Generating Station (PVGS)
Priority: Moderate
Type: Data
Quantity: 1
Description: Internal Use, External Use, Secure - PVGS has installed an Emergency Siren
Alerting System within the 10-mile radius around the plant to serve as an early warning system
for those in the area. In the unlikely event of an emergency at the plant, the sirens will
be sounded to alert residents to turn their radio or television to local stations for instructions from
government officials. The responsibility for sounding the sirens rests with Maricopa County and
the State of Arizona. The PVGS is responsible for the maintenance of the system.
Communication: Public Safety Answering (or Access) Point
Priority: Moderate
Type: Data
Quantity: 1
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Description: External Use, Mobile - A Public Safety Answering Point is a call center where
operators answer calls to an emergency telephone number, usually 911, and dispatch local
emergency services. Public Safety Answering’s can also activate CENS.
Communication: Arizona Health Alert Network (AZHAN)
Priority: Moderate
Type: Other
Quantity: 1
Description: Internal Use, Secure - An application used to distribute important public health
alerts to public health officials and healthcare professionals. AzHAN is a secure web-based
application operated by ADHS that is available 24/7/365.
Communication: Maricopa County Warning Radio Net
Priority: Moderate
Type: Other
Quantity: 1
An interagency network operated by MCDEM, for direct radio contact with area EOC’s, the NWS,
MCSO, Transportation Security Administration, and the Central Arizona Project.
5.
Communications infrastructure
a.Regional and SEOC sites
b.Emergency Management software
c. Cache radios
d.Amateur Radio systems
e.Voice-over-internet protocol
f. Cell Phones
g.Satellite Phones
h.Regional radio systems on federal and state interoperable
i. Phone systems connecting all internal workstations
j. Restoration priority for telecommunication restoration
k. Manual communications/runners
C. Alerts and Notifications
1.
ESF #2 will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities
of ESF #2. If additional support is required, the primary and support agencies may jointly
manage activities.
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2.
Upon instructions to activate or the placement of ESF #2 on standby, Maricopa County
OET will implement procedures to notify all planning team members and, if necessary,
mobilize all personnel, facilities, and physical resources likely to be needed, based on the
emergency circumstance.
D. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #2 - Communications
1.
Test, evaluate, and improve battery and other long-term power service plans.
2.
Verify the existence and status of emergency power to the EOC.
3.
Verify the existence and accuracy of a translator call-down list.
4.
Verify the existence and accuracy of a DAFN (ASL and other language interpreters, CART
service providers, etc.) assistance staff call-down list.
5.
Test public warning systems as appropriate.
6.
Provide staff to the MCEOC.
Overall Actions Assigned to All Members
Response (During Event) Actions for ESF #2 - Communications
1.
Maintain existing equipment and follow established procedures for communicating with
personnel performing field operations.
2.
Provide field support for emergency responders at the scene as needed.
3.
Ensure integration with FEMA IPAWS where appropriate.
4.
Participate in EOC briefings, IAPs, SITREPs and meetings to support communication
services.
5.
Coordinate communications and radio warning frequencies.
6.
Activate public warning systems including EAS and WEA.
7.
Support media center communications operations.
8.
Ensure the PIO provides pertinent warning information to media for distribution.
9.
Establish and maintain communications at shelters, feeding sites, staging areas,
distribution centers, and hospitals as requested.
10. Identify any needed specialized resources that are unavailable to responding entities.
11. Ensure AFN populations or contractors staff are available for translation/alternate mode
services.
12. Coordinate the prepositioning of resources with other agencies.
13. Evaluate requests for resources against known supplies.
14. Deploy additional staff if the emergency exceeds the existing Communication staff's
capabilities.
15. Channel communication information for public release through the JIS and continue
providing information and support upon re-entry of the affected area.
16. If primary warning systems fail to work coordinate secondary warnings.
17. Coordinate communications and radio warning frequencies.
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Overall Actions Assigned to All Members
Recovery (Post-Event) Actions for ESF #2 - Communications
1.
Plan recovery, reconstitution, mitigation, and other long-term actions.
2.
Prepare communications and warning AAR.
3.
Plan for the gradual shut down of emergency communications and warning operations.
4.
Participate in after action meetings and prepare after action reports as requested.
5.
Clean, repair, and perform maintenance on equipment before returning to normal
operations or storage.
Overall Actions Assigned to All Members
Mitigation Actions for ESF #2 - Communications
1.
Participate in the HIRA process and identify and correct vulnerabilities.
2.
Provide a representative for the updating of the Maricopa County MJHMP.
3.
Encourage public and private sector distribution and participation in warning systems
(weather radios, SMS mobile alert systems, mobile broadband, jurisdiction social media,
CENS, etc.).
4.
Identify responsibilities for liaison roles with state and neighboring communities'
communications officials.
5.
Develop mutual aid and other support agreements with surrounding jurisdictions and
foster private sector relationships.
Overall Actions Assigned to All Members
Protection Actions for ESF #2 - Communications
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare-related information.
4.
Ensure the PIO and communications staff can effectively disseminate transit stoppage
information to the public.
5.
Establish operations and communications procedures for roadblocks and check points.
6.
Consider safety of responders and incident command staff when selecting communication
mechanisms.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Office of Enterprise Technology
Preparedness (Pre-Event) Actions for ESF #2 - Communications
1.
Test and evaluate secondary power sources with communications devices. Prepare
battery and long-term service plans.
2.
Ensure
regulatory
(HIPAA,
FERPA,
FCC)
compliance
with
communication
documentation.
3.
Establish clear telework and remote commuting policies for staff and assist with the
coordination of necessary logistical resources to enact and carry out these policies.
4.
Identify alternate and backup communications systems and accessible facilities.
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5.
Develop and test emergency communication procedures on a scheduled basis.
6.
Report communications status, gaps, solutions, and alternative strategies to the EM
Director.
7.
Identify alternate or backup communications systems and accessible facilities.
8.
Coordinate warning frequencies and procedures with EOCs at higher levels of
government and with neighboring communities.
9.
Develop and test communications procedures.
Response (During Event) Actions for ESF #2 - Communications
1.
Provide and maintain primary communications for the EOC on a 24-hour basis using any
available public and private communications systems.
2.
Supervise EOC communications personnel (radio and telephone operators, repair crews,
runners, etc.).
3.
Implement procedures to maintain, inspect, and protect communications equipment.
4.
Develop a plan to repair emergency communications equipment on a 24-hour basis.
Notify EOC of equipment failures and repair actions.
5.
Develop a communications equipment priority restoration list.
6.
Identify damage to communications infrastructure and support damage assessment
teams.
7.
Anticipate potential needs or problems and begin alerting appropriate resources to stand
by.
8.
If relocating to the alternate EOC, ensure that current communications are established
and tested at the new location before disconnecting current systems, if possible, with field
personnel, affected jurisdictions, and higher levels of government.
9.
Set priorities in consultation with the EOC Director.
Recovery (Post-Event) Actions for ESF #2 - Communications
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
3.
Provide documentation for possible financial reimbursement process for recovery
activities.
Mitigation Actions for ESF #2 - Communications
1.
Maintain adequate backup power supplies and develop alternative communication plans.
2.
Ensure methods are in place to protect communications equipment, including cyber and
telecommunications resources.
Protection Actions for ESF #2 - Communications
1.
Provide stable, long-term, and effective communication.
1.
In daily operations, the Maricopa County OET provides communications infrastructure
support to the county through its eight (8) organizational units, under the guidance of the
Chief Information Officer:
a.
Administration
b.
Advanced Services
c.
Business Engagement and Innovation
d.
Customer Engagement and Workspace
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e.
Geographic Information Systems (GIS)
f.
Enterprise Architecture
g.
Enterprise Infrastructure Operations
h.
Information Security
2.
OET is responsible for coordinating county resources that are needed to restore and
maintain communications necessary to protect lives and property during an
emergency/disaster.
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ESF #3 - Public Works and Engineering
Primary Agency:
Maricopa County Department of Transportation
Support Agencies:
Flood Control District of Maricopa County
Maricopa County Animal Care and Control
Maricopa County Environmental Services Department
Maricopa County Department of Public Health
Maricopa County Risk Management Department
Maricopa County Equipment Service
Maricopa County Facilities Management Department
Maricopa County Parks and Recreation Department
Maricopa County Planning and Development Department
Maricopa County Sheriff's Office
Maricopa County Waste Resources and Recycling
I. Purpose and Scope
A. Purpose
1.
The purpose of this ESF is to provide for the coordinating and organizing of Public Works
and Engineering capabilities to include inspection, evaluation, repair, maintenance and
technical assistance of utility systems, debris removal for inspection, and critical
infrastructure restoration to support Public Works and Engineering needs in Maricopa
County.
B. Scope
1.
ESF #3 addresses both emergency public works assistance and engineering support.
Specifically, it discusses:
a.
Infrastructure protection and emergency restoration
b.
Safety inspections and other assistance for first responders
c.
Engineering and construction services
d.
Debris management operations
e.
Safety of public water supplies and wastewater treatment facilities
II. Concept of Operations
A. ESF-Specific Items
1.
Procedures, protocols and plans for disaster response activities are developed to govern
staff operations at the MCEOC and in the field. These are in the form of EOPs (i.e., Base
Plan, Incident Annexes, Support Annexes, and Standard Operating Guidelines (SOGs),
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which describe their capabilities. Periodic training and exercises are also conducted to
enhance effectiveness.
2.
In a large event requiring local or State mutual aid assistance, this ESF will work with its
support agency counterparts to seek and procure, plan, coordinate, and/or direct the use
of required assets.
Debris management: Develop general priorities for clearing debris from roads, removing debris
from public property, and managing proper debris disposal. Coordinate with state and federal
agencies in cleanup, if necessary, and identify potential brownfield locations in affected areas.
Proactive public outreach programs can advise the public of the actions they can take to facilitate
pickup and assist in debris management.
B. Alerts and Notifications
1.
ESF #3 will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities.
If additional support is required, the primary and support agencies may jointly manage
activities.
2.
Upon instructions to activate or placement of ESF #3 on standby, MCDOT will implement
procedures to notify all planning team members and, if necessary, mobilize all personnel,
facilities, and physical resources likely to be needed, based on the emergency
circumstance.
C. Actions
1.
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of
service.
2.
Prioritization of the restoration of all services will include consideration of, but not limited
to, the weather and the impact that the loss of service will have on the whole community
including persons with disabilities, and other AFN, and other DAFN populations i.e.,
schools, hospitals, managed care facilities, group homes, jails/prisons, children, families,
etc.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #3 - Public Works and Engineering
1.
Coordinate with jurisdiction GIS and Hazard Mitigation teams to identify critical
infrastructure or high liability resources.
2.
Identify critical infrastructure within FEMA designated 100 and 500-year floodplains.
3.
Identify responsibilities for private sector and state public works officials.
4.
Prepare to monitor structural integrity, structure stabilization, and demolition of facilities.
5.
Review EAPs for dams and levees annually.
Response (During Event) Actions for ESF #3 - Public Works and Engineering
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1.
Use ARC/FEMA pre-established Damage Assessment and Area Assessment criteria to
categorize damage.
2.
Make emergency repairs to key facilities providing continued operational capabilities.
3.
Conduct damage assessments regarding sanitation services.
4.
Provide backup electrical power to the EOC.
5.
Assist in the continuity of sanitation services.
6.
Designate personnel to coordinate activities in EOC.
7.
Provide field support for emergency responders.
8.
Perform priority repairs to local water and wastewater systems.
9.
Assist in the restoration of gas, electric, and communications services.
10.
Designate personnel to provide technical assistance with the debris removal process.
11.
Coordinate with Risk Management and Loss Prevention regarding hazardous material
debris removal, and coordinate with regional and federal authorities.
12.
Report communications status, potential problems, and solutions to the EOC Director.
13.
Establish specific criteria for whether new supplies are time efficient, affordable, and
mission essential.
14.
Set priorities in consultation with the EOC Director.
15.
Monitor potential resource shortages in the jurisdiction during the emergency and present
options to the EOC Director.
16.
Generate and review detailed information on needs and logistics.
17.
Provide for handling and disposal of contaminated soil, water, clothing, and other items
that could not be adequately decontaminated.
18.
Allocate resources as requested by the IC.
19.
Coordinate the prepositioning of resources with other agencies.
20.
Follow established procedures for communicating with personnel performing field
operations.
21.
Evaluate requests for resources against known supplies.
22.
Determine supply needs generated by the emergency and request any supplies not
already present in storage.
23.
Set specific priorities in consultation with the EOC Director.
24.
Prepare adequate personnel shift schedules for events 24 hours in duration.
25.
Organize relevant information from EOC and disseminate to staff.
26.
Coordinate efforts to repair and restore water and wastewater services including
conducting safety inspections prior to reentry.
27.
Pre-identify potential trash collection and temporary storage sites, including final landfill
sites for specific waste categories such as vegetation, food, animal carcasses, hazardous
and infectious wastes, and construction debris.
Recovery (Post-Event) Actions for ESF #3 - Public Works and Engineering
1.
Plan recovery, reconstitution, mitigation and other long-term actions.
2.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
3.
Assess existing private contracts and determine if these need to be revised based on any
damages caused by the disaster.
4.
Participate in after-action meetings and prepare Public Works AAR .
5.
Maintain continuity of alternate routes and locations.
6.
Provide personnel to support damage assessment teams according to necessary team
size and travel vicinity.
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7.
Coordinate with damage assessment teams to ascertain which land routes and
waterways need to remain closed pending further reconstruction and clean-up.
8.
Coordinate with damage assessment teams to condemn, demolish, and dispose of
structures that present a safety hazard to the public.
9.
Clean, repair, and perform maintenance on all equipment before returning to normal
operations or storage.
Mitigation Actions for ESF #3 - Public Works and Engineering
1.
Participate in the HIRA process and identify and correct vulnerabilities.
2.
Maintain coordination with Risk Management and Loss Prevention for removal of
hazardous waste.
3.
Refer to the State Disaster Assistance Program for guidance on preparing damage
assessments for obtaining financial assistance.
4.
Identify critical facilities and recommend mitigation activities to those facilities.
5.
Draft alternate facility plans and test the effects of public works closures on affected
sectors.
6.
Train personnel on EOC operations, ICS, and the NIMS.
7.
Review safety and structural inspections for public works in the context of improving
hazard resiliency.
Protection Actions for ESF #3 - Public Works and Engineering
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare-related information.
4.
Ensure the PIO and communications staff can effectively disseminate accessible debris
collection information to the public.
5.
Establish operations and communications procedures for roadblocks and check points.
6.
Ensure PPE and visibility gear are available to those participating in field operations.
7.
Coordinate with regional utility providers to notify residences and commercial properties
within proximity of incident sites.
8.
Ensure environmental sampling staff and water responders have adequate exclusion
equipment.
9.
Coordinate between sampling and environmental quality staff with resident involvement
and private sampling.
10.
Identify least obtrusive measures to prevent public investigation of municipal or utility
sites.
11.
Identify Safety Data Sheets (SDS) for existing locally stockpiled substances.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Department of Transportation
Preparedness (Pre-Event) Actions for ESF #3 - Public Works and Engineering
1.
Identify debris drop-off locations and times.
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2.
Anticipate Public Works needs or problems and coordinate prepositioning of appropriate
resources.
3.
Identify key land and water routes and prepare to reestablish these if interrupted by a
disaster.
4.
Designate team members to review public works inspections and organize the reports into
functional units.
5.
Prepare reports for high liability infrastructure overlap.
6.
Report MCDOT status and potential problems to the EM Director.
7.
Identify alternate or backup Public Works systems and facilities, including wastewater
treatment facilities, power plants, and pipelines.
8.
Identify established pre-disaster contracts and prepare for continuity of operations with
these contractors.
9.
Identify sandbagging operation procedures, water transfer pump placement, and fuel
procurement strategy.
10.
Implement procedure to maintain, inspect, and protect MCDOT equipment.
Response (During Event) Actions for ESF #3 - Public Works and Engineering
1.
Prioritize infrastructure repairs and stabilization according to critical needs.
2.
Coordinate the continuation or restoration of essential public services.
3.
Coordinate the removal of debris and restoration of public access.
4.
Clear debris from public property, organize the clean-up, and prioritize essential locations.
5.
Inspect infrastructure damage to private and public buildings.
6.
Coordinate road closures.
7.
Perform priority repairs of local roads, bridges, and culverts.
8.
Request outside assistance from surrounding jurisdictions and private sector as required.
9.
Obtain needed resources and supplies, including any temporary infrastructure
substitutes/alternatives.
10.
Assist in initiating traffic management operations and control strategies.
11.
Assist in establishing alternate routes of access required due to road closures.
12.
Implement a debris removal plan.
13.
Deploy additional staff if the emergency exceeds the existing MCDOT staff's capabilities.
14.
Channel public works and engineering information for public release through the JIS.
15.
Coordinate with state and federal ESF #3 - Public Works and Engineering counterparts
through the SEOC.
16.
Identify reentry criteria to the affected areas.
Recovery (Post-Event) Actions for ESF #3 - Public Works and Engineering
1.
Plan for the gradual shut down of emergency Public Works operations.
2.
Prepare Public Works Damage Assessment Report or ICS Form 219.
3.
Continue to repair infrastructure and buildings on a priority basis and prepare information
necessary for handoff to public works contractors.
Mitigation Actions for ESF #3 - Public Works and Engineering
1.
Determine in advance the personnel, contractors, removal procedure, and destination of
debris and waste materials cleared by MCDOT. .
1.
In daily operations, MCDOT provides infrastructure support to the unincorporated County
area and to some municipalities (by agreement).
B. Support Agencies
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1.
Flood Control District of Maricopa County (FCDMC): Act as Primary Agency for recovery
operations at FCDMC structures and facilities, provide engineering resources upon
request.
2.
Maricopa County Environmental Services Department (MCESD): Provide guidance
through the JIS for the disposal of contaminated food supplies, inspect contaminated food
supplies at food establishments, and expedite food permit review whenever possible.
3.
Maricopa County Department of Planning and Development: Inspect commercial and
residential structures, coordinate with Maricopa County Department of Waste Resources
and Recycling Management for disposal of structures which present a safety hazard and
expedite building permit review whenever possible.
4.
Maricopa County Department of Waste Resources and Recycling Management:
Coordinate accessible debris collection and removal, work with environmental services to
resolve potential health issues related to debris removal, coordinate with PIOs to
communicate debris management instructions for sorting and separation of debris, identify
drop-off site(s), schedule pick-up times, and issue routine updates.
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ESF #4 - Firefighting
Primary Agency:
Maricopa County Department of Emergency Management
Support Agencies:
Maricopa County Department of Transportation
Maricopa County Parks and Recreation Department
Maricopa County Sheriff's Office
Local Municipality Fire Departments
Fire Districts
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of this ESF is to provide fire service coordination and support services in
support of fire service events in Maricopa County.
B. Scope
1.
The scope of this ESF addresses fire service assistance. It coordinates firefighting
activities, including the detection and suppression of fires and if required, providing
personnel, equipment, and supplies to local governments.
a.
Fire service support in prevention, detection, suppression, and recovery from
urban, rural, and wild-land fires.
b.
Fire suppression and prevention activities.
c.
Mutual aid and resource augmentation.
d.
Fire command and control structure.
II. Concept of Operations
A. ESF-Specific Items
1.
In a large event requiring local and State mutual aid assistance, these agencies will
coordinate with support agency counterparts to seek, procure, plan, coordinate, and direct
the use of any required assets.
2.
When an event is focused in scope to a specific type or response mode, technical and
subject matter expertise may be provided by an appropriate person(s) from a supporting
agency with skills pertinent to the type of event, who will advise and/or direct operations
within the framework of the ICS structure.
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B. Alerts and Notifications
1.
ESF #4 will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities.
If additional support is required, the primary and support agencies may jointly manage
activities.
2.
Upon instructions to activate or placement of on standby, MCDEM will implement
procedures to notify all planning team members and, if necessary, mobilize all personnel,
facilities, and physical resources likely to be needed, based on the emergency
circumstance.
C. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #4 - Firefighting
1.
Coordinate with public works and logistics for procurement of surge resources and
adequate staffing via mutual aid agreements.
Response (During Event) Actions for ESF #4 - Firefighting
1.
Provide resource and field support for emergency responders.
2.
Coordinate the prepositioning of resources with other agencies.
3.
Coordinate and direct the activation and deployment of fire service personnel, supplies,
and equipment.
4.
Alert and activate off-duty and auxiliary personnel as required by the emergency.
5.
Identify any needed specialized resources that are unavailable to responding entities.
6.
Determine the supply needs generated by the emergency.
7.
If the scope of the incident is beyond the capabilities of this jurisdiction's resources, notify
the EM Director and log the time and date.
8.
Coordinate with Mass Care and Medical, or HazMat, if appropriate for exposure response
during event.
9.
Coordinate resource requests from the IC through the ICP, to the EOC.
10. Anticipate potential needs or problems and begin alerting appropriate resources to stand
by.
11. If the scope of the incident is beyond the capabilities of the jurisdiction's evacuation
resources, notify the EM Director, and log the date and time.
12. Allocate resources to prioritize affected population.
13. Monitor potential resource shortages in the jurisdiction and present options to the EOC
Director.
14. Generate and review detailed information on needs and logistics.
15. Coordinate the management of air resources with other agencies.
16. Alert administrative personnel, if potentially needed.
17. Provide and maintain primary communications, county- and city-wide, and for the EOC on
a 24-hour basis using all available public and private communications systems.
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18. Maintain existing equipment and follow established procedures for communicating with
organization personnel performing field operations.
19. Coordinate communications and warnings radio frequencies.
20. Prepare evacuation movement control plans and planning tables with law enforcement.
21. Determine what areas/locations the ICs may have already evacuated. If any, identify
perimeters and verify extent of evacuation.
22. Assist IC in warning and evacuation operations as requested.
23. Participate in EOC briefings, IAPs, SITREPs, and meetings.
24. Set priorities in consultation with the EOC Director.
25. Coordinate the activation of mutual aid agreements.
26. Prepare and plan for the care of DAFN needs populations.
27. If more than one shift is needed, prepare and post a shift schedule.
Recovery (Post-Event) Actions for ESF #4 - Firefighting
1.
Plan recovery, reconstitution, mitigation, and other long-term actions.
2.
With law enforcement, plan for the gradual shut down of emergency Evacuation
operations.
3.
Continue to perform tasks necessary to expedite restoration and recovery operations.
4.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
5.
Provide documentation for possible financial reimbursement process for recovery
activities.
6.
Participate in after-action meetings and prepare after action reports as requested.
7.
Support clean up and restoration activities.
8.
Review plans and procedures with key personnel and make revisions and changes.
9.
Clean, repair, and perform maintenance on all equipment before returning to normal
operations or storage.
Mitigation Actions for ESF #4 - Firefighting
1.
Participate in the HIRA process and identify and correct vulnerabilities.
2.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
3.
Identify responsibilities for liaison roles with state and neighboring community
communications officials.
4.
Develop fire safety programs that include disaster situations and present them to the
public, ensuring information is accessible to DAFN populations.
5.
Develop mutual aid and other support agreements with surrounding jurisdictions and foster
private sector relationships.
Protection Actions for ESF #4 - Firefighting
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare-related information.
4.
Ensure adequate timelines are developed for responder evacuation taking into
consideration wind speed and terrain considerations.
5.
Provide backup Personal Protection Equipment (PPE).
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6.
Ensure multiple methods of communication are available for EMS units.
7.
Consider early evacuation to limit exposure to smoke or secondary compounds.
8.
Ensure responders are allocated adequate treatment resources.
9.
Review wildfire urban interface planning criteria and apply as appropriate.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Department of Emergency Management
Preparedness (Pre-Event) Actions for ESF #4 - Firefighting
1.
Develop and test emergency communication procedures.
2.
Anticipate potential evacuation needs or problems and develop plans with Transportation
SMEs.
Response (During Event) Actions for ESF #4 - Firefighting
1.
Coordinate with other agencies to recommend evacuations as appropriate.
2.
Coordinate evacuations with law enforcement officials.
3.
With law enforcement, identify and select evacuation routes.
4.
Recommend evacuation options to the EOC Director.
5.
Coordinate with Maricopa County Animal Care and Control and MCCOAD to evacuate
animals at risk during emergency situations.
Mitigation Actions for ESF #4 - Firefighting
1.
Provide a representative for the updating of the Maricopa County MJHMP.
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ESF #5 - Emergency Management
Primary Agency:
Maricopa County Department of Emergency Management
Support Agencies:
Flood Control District of Maricopa County
Maricopa County Animal Care and Control
Maricopa County Assessor’s Office
Maricopa County Board of Supervisors
Maricopa County Manager
Maricopa County Air Quality Department
Maricopa County Environmental Services Department
Maricopa County Department of Public Health
Maricopa County Department of Transportation
Maricopa County Facilities Management Department
Maricopa County Planning and Development Department
Maricopa County Office of Enterprise Technology
Maricopa County Office of the Medical Examiner
Maricopa County Sheriff's Office
Maricopa County Office of Communications
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #5 is to:
a.
Collect, analyze, and disseminate information on the nature, scope, and potential
impacts of an incident or major disaster.
b.
Use this intelligence to support the Command Staff, Logistics, and Operations in
their impact assessment and response missions.
c.
Identify and anticipate future needs and resource requirements and incorporate
this analysis into IAPs.
B. Scope
1.
ESF #5 serves as the coordinating ESF to address response to local events. It facilitates
information and resource flow to assist the local community during a disaster.
2.
ESF #5 activities include those functions that are critical to support and facilitate multi-
agency planning and coordination for operations involving potential and actual
disaster/emergencies. This includes alert and notification, deployment, and staffing of the
EOC Team, incident action planning, coordination of operations, logistics and material,
direction and control, information management, facilitation of requests for state assistance
resource requests, worker safety and health, facilities management, financial
management, and other support as required.
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II. Concept of Operations
A. ESF-Specific Items
1.
The development of a fully functional, effective, and sustainable capability for Maricopa
County will be guided by the following principles:
a.
All ESFs will be fully integrated into all phases of ESF #5.
b.
It will address the potential impacts of natural, technological and man-made
hazards, and be fully compliant with NIMS.
c.
Planning for recovery should occur upon onset of the incident.
2.
When an institution for some DAFN populations, including but not limited to schools,
corrections facilities and/or jails, hospitals, long term medical treatment centers, non-
medical treatment facilities, or similar entity requires a notification regarding a disaster or
emergency event, it is the responsibility of the emergency management agency that has
jurisdiction over such an institution to develop a simple communication plan for notifying
or sharing appropriate information with those institutions.
3.
Emergency management will emphasize that activities be inclusive under The
Rehabilitation Act of 1973 and the ADA in every aspect of all disaster cycle operations,
explicit or otherwise, contained in this EOP.
4.
Upon activation of the EOC, particularly if the need for evacuation, sheltering, alerting
and/or warning to the whole community is required, an experienced individual may be
assigned as the Disabilities, Access, and Functional Needs Liaison for the MCEOC or the
SEOC, depending on the severity and scope of a disaster or emergency event.
5.
Shelter support, including requests for personnel, equipment and supplies for segments
of the DAFN community, will follow appropriate ICS protocols in the field to demonstrate
the need for additional resources. When validated, requests for additional support will be
made to MCDEM, possibly by the ARC or COAD Liaison or as directed by the EOC.
6.
Damage Assessment is often separated into two categories: Preliminary Damage
Assessment (PDA) and Detailed Damage Assessment. PDA begins immediately after the
incident and may begin before the incident has terminated. At a minimum, PDA
information provides an overview of the incident, an assessment of the impact on the
community, and provides the basis for declaring an emergency beyond what the county
can manage with its own resources. A Detailed Damage Assessment is a more thorough
investigation of the impact of a disaster and provides validation of the PDA.
a.
Additional post disaster recovery resources for small businesses and homes can
be available through the Small Business Association (SBA).
7.
Damage Assessment information will be sent to the DEMA. 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 sent to the state should also include specific damage
sites and facilities, maps detailing the disaster sites, and any specific information that will
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be useful for State PDA teams. The information will be collected and transmitted to the
DEMA and other supporting agencies within the first 12 - 72 hours following an incident.
Incident stabilization will need to occur before deploying damage assessment teams, to
ensure safety of personnel.
B. Alerts and Notifications
1.
ESF #5 will be activated as identified in the Base Plan. The representatives or designees
of the primary agency will manage the emergency activities. If additional support is
required, the primary and support agencies may jointly manage activities.
2.
Upon instructions to activate ESF #5 or place on standby, MCDEM will implement
procedures to notify all planning team members and, if necessary, mobilize all personnel,
facilities, and physical resources likely to be needed, based on the emergency
circumstance.
C. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #5 - Emergency Management
1.
Review EOC SOPs and emergency checklists.
2.
Review EAPs for dams and levees annually.
Response (During Event) Actions for ESF #5 - Emergency Management
1.
Provide GIS support according to agency needs.
2.
Ensure security is established at the EOC.
3.
Report communications status and potential problems and solution options to the EOC
Director.
Recovery (Post-Event) Actions for ESF #5 - Emergency Management
1.
Perform pre- and post-disaster analyses of disaster impacts on buildings, infrastructure and
the whole community that can be used to support mitigation decision-making.
2.
Provide accessible information on damage assessment and transmitting video and pictures
to the appropriate EOCs.
3.
Prioritize emergency repair and restoration of transportation infrastructure.
Protection Actions for ESF #5 - Emergency Management
1.
Adhere to appropriate mechanisms for safeguarding sensitive information including law
enforcement and healthcare related information.
III. Responsibilities
A. Primary Agency
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Primary: Maricopa County Department of Emergency Management
Preparedness (Pre-Event) Actions for ESF #5 - Emergency Management
1.
Maintain a personnel roster, contact, and resource lists.
2.
Identify who is responsible for initial notification of EOC personnel.
3.
Identify responsibilities for liaison roles with State and adjacent county emergency
management officials.
4.
Identify how initial damage assessment will be collected, processed, and disseminated
among local, county and State entities.
5.
Identify alternate or backup communications systems and accessible facilities.
6.
Develop and test emergency communication procedures.
7.
Train personnel on EOC operation, the ICS, and the NIMS.
8.
Collect, process, and disseminate information to and from the EOC.
9.
Evaluate the EOCs ability to respond to disasters extending beyond 24 hours.
10.
Identify alternate EOC locations and requirements to activate.
11.
Identify PADs and establish response priorities.
12.
Anticipate potential warning needs or problems and begin alerting appropriate warning
resources.
13.
Coordinate and participate in training, drills, and exercises, including position-specific
training for EOC operations.
14.
Establish, staff, and train damage assessment teams within the jurisdiction.
Response (During Event) Actions for ESF #5 - Emergency Management
1.
Coordinate activities between EOC Section chiefs.
2.
Compile and collate PDA data and other relevant information on the emergency or
disaster for the EOC SITREP and disseminate.
3.
Coordinate PDA as appropriate.
4.
Coordinate response to unplanned arrivals and volunteer groups who self-deploy.
5.
Obtain needed resources and supplies.
6.
Identify any needed specialized resources that are unavailable to responding entities.
7.
Coordinate the prepositioning of resources with other agencies.
8.
In the case of a foreseeable event impact, review pre-determined requests for
prepositioning of critical resources (personnel, equipment, and supplies).
9.
Anticipate potential needs or problems and begin alerting appropriate resources to stand
by.
10.
Coordinate with Logistics to ensure that all available resources are logged and requests
for resources are filled.
11.
Generate and review detailed information on needs and logistics.
12.
Monitor potential resource shortages in the jurisdiction during the emergency and present
options to the EOC Director.
13.
Coordinate with other agencies to recommend evacuations.
14.
Assist in the coordination of the transportation for evacuated persons and animals to
designated shelters.
15.
Collect and analyze intelligence in support of the overlapping phases of disaster
operations: pre-event, impact assessment, response, and recovery.
16.
Collect and process information received from damage assessment teams, analyze the
information, and share with appropriate partners.
17.
In the case of a foreseeable event impact, collect, analyze, and apply disaster intelligence
information and deployment of local damage assessment teams.
18.
Coordinate with the EOC regarding needs and priorities for meeting them.
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19.
Maintain existing equipment and follow established procedures for communicating with
personnel performing field operations.
20.
In conjunction with the OET provide and maintain primary communications for the EOC
on a 24-hour basis using available public and private communications systems.
21.
Set specific priorities in consultation with the EOC.
22.
Activate public warning systems to include EAS and WEA, as necessary.
23.
Determine the supply needs generated by the emergency.
24.
Maintain financial and legal accountability.
25.
Evaluate all requests for resources against known supplies.
26.
Coordinate with the PIO's to provide accessible notification of protective actions to be
taken in response to impending or actual disasters, utilizing multiple platforms and
languages to ensure reach to the whole community including DAFN populations.
27.
Maintain logs of activities, communication, and resource deployments.
28.
Establish and maintain IAPs to support decision making.
29.
Support the IC and EOC with situational awareness briefings for staff and leadership.
30.
Determine the long-range resource requirements needed to support the desired outcome.
31.
Ensure finance and response actions are documented for recovery operations.
32.
Determine operational planning and logistical requirements for next operational period.
33.
Review and plan for economic and social impacts of incident.
34.
Participate in the development of AARs and IPs.
35.
Consider staffing and operational requirements for 24-hour operations.
36.
Coordinate with state and federal ESF #5 - Emergency Management counterparts.
Recovery (Post-Event) Actions for ESF #5 - Emergency Management
1.
MCEOC will notify all involved partners of decision to deactivate the EOC.
2.
Establish and draft recovery plans.
3.
Institute warning, recovery, reconstitution, mitigation, and other long-term actions.
4.
Provide continued SITREPs to support recovery and damage assessment process.
5.
Schedule and conduct after-action meetings and after-action reviews. Draft corrective
action plan.
6.
Coordinate or perform damage assessments on infrastructure, transportation systems,
facilities, and equipment.
7.
Collect documentation for possible financial reimbursement process for recovery
activities. Provide updates to eligible applicants on any disaster recovery programs.
8.
Provide personnel and resources to support damage assessment teams.
9.
Conduct recovery planning and coordinating with other agencies.
10.
Recommend recovery priorities to local stakeholders and elected officials.
11.
Participate in the development of AARs and remedial action management programs.
Mitigation Actions for ESF #5 - Emergency Management
1.
Propose mitigation projects that facilitate response or protection considerations.
2.
Participate in State of Arizona THIRA.
3.
Develop MJHMP and ensure compliance with the Robert T. Stafford Act.
4.
Assess resource capabilities.
5.
Review exercise corrective action planning and IPs for tasks that impact Preparedness,
Protection, Response, Recovery, and Mitigation.
Protection Actions for ESF #5 - Emergency Management
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine MCEOC priorities, objectives strategies, and resource limitations.
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3.
Analyze key dependencies and interdependences related to logistics and supply chain
operations.
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ESF #6 - Mass Care
Primary Agency:
Maricopa County Department of Emergency Management
Support Agencies:
American Red Cross
Housing Authority of Maricopa County
Maricopa County Animal Care and Control
Maricopa County Environmental Services Department
Maricopa County Human Services Department
Maricopa County Department of Public Health
Maricopa County Office of the Medical Examiner
Maricopa County Sheriff's Office
Maricopa County Community Organizations Active in Disaster
The Salvation Army
Southern Baptist Convention Disaster Relief
Valley Metro Regional Public Transportation Authority
Arizona Commission for the Deaf and Hard of Hearing
Arizona Humane Society
Community-based Agencies
Faith-based Agencies
Arizona Statewide Independent Living Council
Jurisdictional Community Emergency Response Teams
Foreign Government Consulates
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of this ESF is to coordinate all county efforts to meet the basic needs of
survivors of the whole community following a disaster. Basic needs include emergency
provision of accessible and integrated temporary shelters, emergency mass feeding, and
bulk distribution of coordinated relief supplies for populations affected by a disaster.
B. Scope
1.
ESF #6 promotes the delivery of services and the implementation of programs to assist
individuals, households, and families impacted by disaster/emergencies.
2.
ESF #6 includes four primary functions: mass care, emergency assistance, housing, and
human services.
a.
Mass care involves the coordination of non-medical mass care services to include
sheltering of disaster survivors and household pets, organizing feeding operations,
providing emergency first aid at designated sites, collecting and providing
accessible information on disaster survivors to family members, and coordinating
bulk distribution of emergency relief items.
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b.
Emergency assistance includes functions of evacuation support in conjunction with
ESF #1 and ESF #8, reunification of families, AFN population support, sheltering
of disaster survivors and household pets, and overall shelter management.
c.
Housing involves the provision of assistance for short and long-term housing
needs of disaster survivors.
d.
Human Services includes providing disaster survivor-related recovery efforts such
as emotional support and identifying supports for persons with AFN.
II. Concept of Operations
A. ESF-Specific Items
1.
MCEOC will coordinate with ESF #8 to address the requirements of persons with
disabilities and other AFN, including their sheltering requirements, by providing supports
and services in the most integrated, least restrictive setting and reach out for support from
community partners with knowledge and resources to ensure that people’s needs are met
safely, preserving the greatest degree of independence possible.
2.
This ESF will coordinate sheltering requests, which must be facilitated in conjunction with
ESFs #4-8 and #13, local schools, and secondary institutions along with the ARC to
inventory potential shelter locations and have:
a.
Identified usable and accessible shelters, to include, but not limited to schools,
churches, and campgrounds.
b.
Written agreements to use shelters. Trained volunteers for mass care and shelter
operations.
c.
Established a communication system for communications between shelters, ARC,
and the EOC.
d.
Established, with other social service organizations, a crisis counseling system in
said shelters.
3.
School districts can provide a list of facilities that could be eligible for assessment as a
secondary sheltering site, should the pre-designated site within the district boundaries be,
by whatever means, no longer available for use, or if a site within the district boundaries
had not been determined prior to a disaster or emergency event to be used for shelters
and the disaster or emergency event’s severity and scope requires an alternative solution
to the pre-designated accessible shelters in place.
4.
ESFs #5 and #6 will work toward the process of identifying short term and long-term
housing as needed. ESF #6 should coordinate with other organizations that operate
shelters to ensure that evacuees occupying those facilities are registered and information
provided to local EOC.
5.
Shelters providing care and relief of the whole community may register residents of a
shelter to a disaster’s or emergency event’s disaster welfare inquiry (i.e.,
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missing/separated persons tracking systems) and collect, as appropriate, other pertinent
personal demographic data for further response and recovery operations.
a.
The specific facilities that will be used for sheltering and feeding during an
emergency will depend on the needs of the situation, the status of available
facilities, the location of the hazard area, and the anticipated duration of
operations.
b.
Shelters should be opened and closed based on need. When occupancy of
existing shelters reaches 75 to 80 percent, consideration should be given to
opening or requesting an additional accessible facility.
c.
Shelters should be managed by individuals with shelter management training,
preferably individuals who work in the facility on a regular basis. The ARC and any
other agency in operation should jointly maintain a listing of trained shelter and
mass care facility managers in the local area.
d.
To ensure consistency in shelter activities, it is desirable that all shelters follow a
general set of operating guidelines. When the ARC opens a shelter, internal
policies guide how the facility is staffed and operated.
e.
Private and NGO entities providing mental health, developmental disabilities, and
medical assistance services may assist and augment these operations and the
ARC in the screening and management of shelters.
f.
Shelter managers are expected to provide periodic SITREPs to the EOC on the
status and number of occupants, resources needed, any problems, and the
number of meals served. Volunteer groups operating shelters may also be required
to report this information through their organizational channels. Local government
is responsible for providing the following support for shelter operations:
i.
Security and, if necessary, traffic control at shelters.
ii.
Fire inspections and fire protection at shelters.
iii.
General operational support if requested
iv.
Basic medical attention if the organization operating the shelter cannot
provide it.
g.
In addition to the provision of shelter and mass care services, evacuees may need
assistance with clothing, basic medical attention, prescription medicines, disaster
mental health services, temporary housing, and other support services. Some of
these services may be provided by the same volunteer organizations that are
operating shelters.
h.
In other cases, multiple agencies may have to identify the needs of those in public
shelters that require services from Human Services representative(s). The
MCEOC may be able to arrange for assistance from other volunteer organizations
and agencies. Many human services programs also serve disaster affected
populations that have not been evacuated from their homes.
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i.
Maricopa County and participating jurisdictions maintain an accessible shelter
inventory independent of the ARC NSS. Review of the shelter information is
conducted annually.
6.
Reception Centers may be used as a gathering place for evacuees to provide initial
processing. These areas should be located sufficiently distant from the affected areas to
provide ease of public access, facilitate traffic flow, and preclude possible evacuation and
relocation of the area. Guidance, accessible information, and in some cases accessible
transport, may be provided to move the evacuees to an appropriate accessible mass care
shelter.
a.
The purpose of screening and registration is to be able to identify evacuees with
disabilities and other access and functional needs, respond to inquiries about the
status of evacuees, monitor health concerns, and provide a basis for post-
emergency follow-up support.
7.
Maricopa County Mass Fatality Incident Family Assistance Center (FAC) is an accessible
location which is opened to deliver survivors and families a range of services and support
after a mass fatality incident (e.g., active shooter).
8.
This ESF will be required to provide emergency relief supplies. Most shelters can obtain
food directly from local, regional, and state distribution agencies which exist through
volunteer organizations in time of disasters (VOAD/COAD), religious organizations, and
United States Department of Agriculture Food and Nutrition Service commodities.
Therefore, the process of acquiring food may completely bypass EM services and agency
management.
a.
Both fixed facilities and mobile units may be used for preparing and serving meals.
Fixed facilities include schools, churches, and civic buildings serving as shelters.
The ARC and other disaster relief agencies may also deploy self-contained mobile
feeding units to supplement fixed feeding facilities.
9.
These ESFs will also need to coordinate assistance for individuals with DAFN.
a.
It also includes transient populations such as tourists, seasonal workers, and the
homeless individuals.
10. NGOs such as the ARC can activate family reunification systems, like the ARC Safe and
Well Website as soon as possible.
a.
Continue to utilize multiple means of communicating accessible public information
and education through ESF #15.
b.
Return staff, clients, and equipment to regularly assigned locations.
c.
Provide critical payroll and other financial information for cost recovery through
appropriate channels.
d.
In collaboration with MCDEM, deactivate shelters and mass care facilities and
return them to normal use.
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e.
Keep detailed logs of volunteer’s time, location, and personal contact hours.
11. Pets/Service Animals
a.
Only service animals are allowed in ARC affiliated shelters.
b.
For health reasons, companion animals (pets) are not allowed in emergency
shelters operated by the ARC and most other organized volunteer groups.
c.
In addition to companion animals, domestic animals/livestock (horses, goats,
cows, chickens, etc.) are not allowed at public shelters.
d.
When possible, AHS will provide co-located temporary household pet sheltering
in partnership with ARC.
12. Persons who present with immediate, significant, or contagious medical conditions, as
affirmed by qualified medical professionals, or in the rare case that a person could
represent a verifiable threat to others' safety or security, may be referred to an appropriate
medical shelter, hospital, or nursing facility, or other shelter/temporary housing
alternatives. Given the surge demands on medical facilities during an emergency, these
kinds of referrals must be minimized to prevent adding to what is already excessive
pressure on these services.
Also, as affirmed by the U.S. Supreme Court, the “least restrictive setting” provision of the
Americans with Disabilities Act must be applied. People may not be removed from the
community or denied their independence without just cause.
Shelter providers shall work with local Disability Community Partners to plan for and
arrange on site personal assistance services, as needed, which people commonly use to
function independently in the community. Accessible design elements such as elevated
matts, curtained areas for privacy, quiet spaces, access to electricity, and adaptive cots
shall be included in shelter planning and design, guided by documents such as FEMA’s
“Guidance on Planning for Integration of Functional Needs Support Services in General
Population Shelters.” These functional and behavioral supports and services are
sometimes provided by family members, who must be allowed continued access to
individuals, regardless of where they are located.
Through coordination with disability and other whole community partners, people with
disabilities and other access and functional needs will be provided preparedness
education and supports in the event of an evacuation order, for mitigation measures, and
planning for their care and needed assistance during the response and recovery phases.
Shelter facility surveys will be conducted in coordination with the ARC and municipalities
for all shelters in the county and captured into the electronic NSS and updated every three
years for those identified as ‘preferred’ shelters. An ARC Liaison, if a disaster or
emergency event’s severity and scope require it and/or the ARC has the availability to
staff such a position, may be established and/or requested by the EOC.
13. Under the guidance of AHS, the primary agency and/or organization performing sheltering
operations (i.e., ARC, The Salvation Army, or local jurisdiction agency) will make all
reasonable efforts to co-locate a domesticated animal care facility with a shelter for the
people of the whole community. Co-locating a domesticated animal care facility may be
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permitted directly alongside a shelter facility that has the appropriate provisions and setup
(i.e., covered exterior corridors or adjacent support buildings) where domesticated animals
under appropriate restraint by their owner (i.e., on leashes and/or in carriers) may be
housed for most, if not all, of the duration of an owner’s stay at a shelter.
14. The provisions under the PETS Act will be carried out by AHS, with Maricopa County
Animal Care and Control providing assistance, as available or by a third party under the
agreement and/or authorization of Maricopa County Animal Care and Control to conduct
similar activities.
B. Alerts and Notifications.
1.
ESF #6 will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities.
If additional support is required, the primary and support agencies may jointly manage
ESF #6 activities.
2.
Upon instructions to activate or place on standby, MCDEM will implement procedures to
notify all planning team members and, if necessary, mobilize all personnel, facilities, and
physical resources likely to be needed, based on the emergency circumstance.
C. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #6 - Mass Care
1.
Prepare for inter-agency cooperation by practicing response coordination with public
safety, fire, and law enforcement personnel in the event of a mass care situation.
2.
Practice the protocols for situations where mass care is needed in the context of a public
health or a public safety crisis.
3.
Designate contacts at accessible local mass care facilities who will activate for the
reception of people during emergencies.
4.
Anticipate potential needs or problems and coordinate appropriate resources through
Mass Care.
5.
Implement an accessible public education campaign for the whole community regarding
the importance of having a family disaster plan and 72-hour preparedness kit.
6.
Understand the chain of command if regional or federal first responders have overlapping
responsibilities in a mass care situation.
7.
Verify availability of accessible shelter space for a prolonged period (up to 90 days).
8.
Identify alternate accessible clinics, hospitals, shelters, and coordination facilities for
situations requiring mass medical care.
9.
Coordinate with public safety and law enforcement to identify the process of handling
parolees, registered sex offenders, and other individuals with legal reporting
requirements.
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10.
Identify procedures for care of unaccompanied minors in shelters, including those who
may have DAFN.
11.
Develop and test emergency communication procedures.
12.
Consider necessary forms of emergency financial assistance, and plan to coordinate with
charities, NGOs, local, and regional funding sources.
13.
Consider and address problems raised by mass-housing in a situation where disease
outbreaks are likely to occur (i.e., flooding, homeless, itinerant, or refugee populations).
14.
Organize plans for quarantine and special situation mass care, ensuring basic needs are
addressed, including for those with disabilities and other access and functional needs.
15.
Designate accessible facilities for quarantine and special situation mass care.
16.
Develop and maintain a Mass Fatality Plan which includes transport, body bags, and
mortuary capacity accounted for, and designate mortuary overflow centers.
17.
Plan for emergency pharmaceutical supplies needed across different types of mass care
situations.
18.
Develop feeding plans in conjunction with approved food vendors, preferably those with
existing government contracts.
19.
Consider storage plans for canned goods, shelf-stable meals, shakes, and similar instant
or near-instant consumables.
20.
Designate plans for the coordination, distribution, and storage of medical materials
(supplies, equipment, pharmaceuticals, etc.) in general and medical shelters, and for
personnel.
21.
With law enforcement, identify liaisons for school districts to plan safe passage of busses
and evacuation of school sites.
22.
Coordinate planning with mass care facilities for pre-established embarkation and
departure points.
23.
Pharmaceutical requirements for persons with DAFN are coordinated by MCDPH.
24.
A cache of shelter support equipment including accessible durable medical equipment
and supplies are maintained and pre-positioned by the ADHS, DEMA, and the ARC for
use when shelters are opened. Note: Caches of durable medical equipment are limited,
and available quantities may not support all needs during county shelter operations.
25.
In coordination with MCDEM, the ARC will conduct shelter facility surveys in accordance
with the Department of Justice/ADA Checklist for Emergency Shelters. ARC will enter all
facilities with completed shelter surveys and facility agreements into the NSS database,
updating “preferred” or “key” shelter locations annually. MCDEM will also keep a separate
shelter list of the same ‘preferred’ or ‘key’ shelters, should the ARC not be immediately
available to offer shelter information, or to validate surveyed shelter locations.
26.
ARC will participate in whole-community planning efforts with Maricopa County Animal
Control and AHS to assist shelter management in ensuring the inclusion of authorized
service animals within the general shelter operation.
27.
MCDPH will support the coordination of pharmaceutical needs of individuals to include
persons with DAFN.
Response (During Event) Actions for ESF #6 - Mass Care
1.
Coordinate the appropriate shelter assessment between MCDPH and MCESD for shelter
operations.
2.
Provide appropriate Mass Care information (number of occupants, meals served, etc.) to
the information processing section in the EOC.
3.
Alert persons and organizations identified in the mass care resource list about the possible
need for services and accessible facilities.
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4.
Coordinate the care of unaccompanied minors with the appropriate government agencies.
5.
Coordinate food, hygiene, and medical requirements for shelter populations in conjunction
with shelter medical staff and volunteers.
6.
Coordinate the necessary actions to ensure accessible mass care facilities are opened
and staffed.
7.
Provide functional support to DAFN populations within emergency shelters ensuring basic
and immediate unmet needs are addressed.
8.
Consider the availability of accessible outside shelters to house displaced persons if area
facilities are full.
9.
Obtain needed resources and supplies.
10.
Distribute supplies as appropriate.
11.
Identify any needed specialized resources that are unavailable to responding entities.
12.
Anticipate potential needs or problems and begin alerting appropriate resources to stand
by.
13.
Coordinate the pre-positioning of resources with other agencies.
14.
Recommend to the EOC the number and locations of mass care facilities to be opened.
15.
Identify and provide staff to support shelter operations. This includes activation, staffing,
and management of shelter operations.
16.
Coordinate with the EOC for supplies needed and ensure each Mass Care facility receives
its supplies.
17
Coordinate with the appropriate staff to establish communications, mark routes to the
Mass Care facilities, and establish traffic control systems.
18.
Coordinate communications.
19.
Maintain existing equipment and follow established procedures for communicating with
organization personnel performing field operations.
20.
Estimate number of evacuees needing mass care.
21.
Identify undamaged accessible mass care facilities that are also out of the way of
secondary effect threats and/or located on high ground.
22.
Ensure each mass care facility has a highly visible identity marker and sign that identifies
its location in languages that are appropriate for the populations being evacuated..
23.
Collect information from Mass Care Facility Managers to support the jurisdiction's efforts
to respond to inquiries from family members about the status of loved ones (name, home
address, phone, next of kin, etc.).
24.
Ensure individual and family support services are provided at the Mass Care facility.
25.
Open and operate co-located pet shelters.
26.
Anticipate and obtain accessible transportation to for the whole community which includes
DAFN populations.
27.
Coordinate with law enforcement to provide security at shelters.
28.
Coordinate with Communications, PIOs, EOC, and Incident Command to provide
accessible information regarding the disaster to evacuees and the whole community.
29.
Coordinate with law enforcement to identify the process of handling parolees, registered
sex offenders, and other individuals with legal reporting requirements.
30.
Coordinate with state and community resources to identify housing options, including
housing for DAFN populations.
31.
Coordinate with the private sector to provide meals and necessary supplies to shelter
residents and staff.
32.
Ensure opened mass care facilities are upwind or out of range of any HAZMAT release
location.
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33.
Coordinate with the EOC regarding needs and priorities.
34.
Set specific priorities in consultation with the EOC Planning and Operations Sections.
35.
Maintain financial and legal accountability.
36.
Evaluate all requests for resources against known supplies.
37.
Provide proper identification for pets and companion animals to facilitate their post-event
retrieval by owners or owner's designated agents.
38.
If the scope of the incident is beyond the capabilities of this jurisdiction's resources, notify
the EOC.
39.
MCDEM will keep a separate shelter list of the same ‘preferred’ shelters that the ARC
keeps up to date via the electronic NSS.
40.
Perform door-to-door welfare checks as requested through the EOC
41.
Prepare and plan for the care of DAFN populations.
Recovery (Post-Event) Actions for ESF #6 - Mass Care
1.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
2.
Plan for the gradual shut down of emergency Reception and Mass Care operations.
3.
Prepare Reception and Mass Care AAR.
4.
Participate in after action meetings and prepare after action reports as requested.
5.
Coordinate with the State and community partners with knowledge and resources for long-
term housing needs for the whole community which includes DAFN populations.
6.
Form a long-term recovery assistance team to help identify current assistance to
individuals and families and identify any unmet needs.
7.
In conjunction with social service agencies - planning for further care of unaccompanied
minors if parents/guardians have not been found by the end of the emergency.
8.
Implement plan for ending long-term feeding and shelter operations with a timeline as
alternatives become available.
Mitigation Actions for ESF #6 - Mass Care
1.
Participate in the HIRA process and identify and correct vulnerabilities.
2.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
3.
Develop mutual aid and other support agreements with surrounding jurisdictions and
foster private sector relationships.
4.
Organize and maintain access and operations plans for shelters of last resort and spillover
shelters.
5.
Exercise emergency plans for responses to shelter disease outbreak or radiological
contamination.
6.
Assist the whole community in recovery and resiliency planning.
Protection Actions for ESF #6 - Mass Care
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare related information.
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III. Responsibilities
A. Primary Agency
Primary: Maricopa County Department of Emergency Management
Preparedness (Pre-Event) Actions for ESF #6 - Mass Care
1.
Conduct shelter assessments with the ARC and jurisdictional partners to ensure suitability
for the whole community and operational viability. Establish procedures to offer reasonable
accommodations to DAFN populations. Reasonable accommodations could include food,
water, clothing, shelter, means of communication, medication, medical care, needs related
to cultural and religious beliefs, legal representation, and disability-related personal
assistance.
2.
Identify responsibilities for liaison roles with local and county partners.
3.
Identify pre-designated accessible shelters that comply with FEMA and ADA requirements.
In the absence of available accessible shelters, offer reasonable accommodations to DAFN
populations, preserving the greatest degree of independence possible in the least
restrictive setting.
4.
Maintain a list of available and accessible shelter facilities.
Response (During Event) Actions for ESF #6 - Mass Care
1.
Monitor potential resource shortages in the jurisdiction during the emergency, locate
alternative suppliers, and present options to the EOC.
2.
Provide and maintain primary communications county- and city-wide, and for the EOC on
a 24-hour basis using available public and private communications systems.
3.
If more than one shift of Reception and Mass Care Coordinators is needed at a Maricopa
County-run shelter, prepare and post a shift schedule.
Recovery (Post-Event) Actions for ESF #6 - Mass Care
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Plan recovery, reconstitution, mitigation, and other long-term actions.
3.
Provide documentation for possible financial reimbursement from recovery activities.
4.
Provide accessible public information regarding safe re-entry to damaged areas.
5.
Have centralized Recovery Information Center staffed to provide people the whole
community with accessible information on recovery, returns to affected areas, housing
status, etc.
Mitigation Actions for ESF #6 - Mass Care
1
Update the Maricopa County MJHMP.
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ESF #7 - Logistics Management Resource Support, and Mutual Aid
Primary Agency:
Maricopa County Office of Procurement Service
Maricopa County Department of Emergency Management
Support Agencies:
Flood Control District of Maricopa County
Maricopa County Department of Transportation
Maricopa County Equipment Service
Maricopa County Facilities Management Department
Maricopa County Department of Finance
Maricopa County Manager Office
Maricopa County Sheriff’s Office
Arizona Department of Environmental Quality
Maricopa County Environmental Services Department
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #7 is to acquire the necessary resources to support disaster
operations. This process includes providing fiscal and logistical managerial support
through timely and efficient acquisition and distribution of resources, purchasing,
contracting, renting, and leasing of supplies and equipment. Also included are the roles of
providing coordination of the documentation of reimbursable expenditures.
B. Scope
1.
ESF #7 provides the operational framework for the resource management activities within
the scope of this function, to include:
a.
EOC logistics section operations
b.
Resource identification
c.
Resource procurement
d.
Resource coordination
e.
Facilities and logistics
f.
Personnel augmentation
g.
Logistic management
h.
Volunteer and donations management
i.
Mutual aid
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II. Concept of Operations
A. ESF-Specific Items
1.
The focal point for all requests for resources will be the MCEOC. Resource requests
unable to be provided for in ESF #6 will be routed to ESF #7. In coordination with Logistics
Section, the ESF #7 representative will determine the sources of the needed resources.
The representative will follow procedures as outlined in the below procurement process.
a.
Procurement Process
i.
Equipment and materials will be procured from both intra-departmental and
inter-departmental supplies. Inter-departmental resource requests will be
submitted through the MCEOC Logistics Section Chief. Requests unable
to be filled by County inventories are procured from commercial vendors.
Sources include assets within county government and the municipalities.
During disaster situations, all resources within county government
agencies are considered available. Coordination for such resource
reallocation will be accomplished within the MCEOC. If necessary,
reimbursement will be made in accordance with local directives.
ii.
If needed supplies and equipment are not available within county
government resources, the MCEOC will attempt to purchase or lease them
from commercial sources.
iii.
When resources cannot be acquired through local sources, commercial
sources, or mutual aid, requests for these items will be made to the SEOC.
These requests may be filled by state resources, intra-state mutual aid,
interstate mutual aid, or federal resources.
iv.
School districts have ADA-compliant transportation resources with
wheelchair accessible school buses/vehicles. In times of disaster or
emergency events, school districts may be called upon to provide these
resources to assist with transportation needs of the whole community.
v.
Valley Metro/Regional Public Transportation Authority (RPTA) is the public
transportation provider and assists in the coordination of ADA-compliant
transportation for Medicaid Transportation Disadvantaged (TD) program
members. Regional Public Transportation does not fall under any local,
county, state, or tribal jurisdiction- it is an independent government
contractor organization. In time of emergency, Regional Public
Transportation may be called upon to assist with evacuations and
transportation resources.
vi.
Maricopa County Office of Procurement Services maintains lists of vendors
and suppliers of equipment, materials, and services needed during disaster
response and recovery operations. In addition, the MCEOC maintains a
comprehensive database of resources that may be needed during
disasters. In some cases, contingency contracts may be written for known
critical services or items.
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vii.
The AZMAC may be implemented as necessary to obtain required goods
and services from other jurisdictions.
viii.
Contracts for resources or services will be initiated through the Maricopa
County Procurement Code. Contracts will be managed by the agency
responsible for the support provided.
ix.
The MCEOC will conduct operations in accordance with all local, state, and
federal laws and regulations.
x.
Information is disseminated to volunteer groups, vendors, and other
governmental agencies that may supplement local resources in a variety
of ways.
xi.
Transportation requirements which will be coordinated through ESF #1,
Transportation.
xii.
All available transportation assets will be used to deliver resources to
affected areas.
xiii.
Sources include county and municipal assets, as well as those belonging
to private nonprofit organizations.
xiv.
Existing county resources will be transported to the disaster area by the
county department normally responsible for said resources.
xv.
Commercial vendors are responsible for transportation of their own
products/services.
b.
Storage Areas.
i.
The replacement of any damaged or destroyed facilities would be
accomplished by relocating the affected personnel to other county-owned
buildings or accessible space obtained as outlined above. Relocation will
occur until the damaged facilities can be repaired or replaced by county
personnel or through contractual arrangements secured on an emergency
basis.
ii.
It is the responsibility of agencies receiving loaned property to maintain
appropriate accountability of items received.
iii. Agencies will monitor and track loaned items.
iv. Documentation will be provided to lending organizations for their records.
v.
Intra-departmental property/equipment requests are documented and
submitted via ESF #7.
2.
Resource directories for contacts pertaining to equipment, materials, and personnel may
be obtained by intradepartmental and interdepartmental inventory lists.
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3.
Resource requests and management are handled by the requesting agency through ESF
#7 with concurrence by the Finance Section Chief and EOC Director. Requests are
submitted and routed through the Logistics protocols as defined by the local EOC.
Resources unable to be provided by the local jurisdictions may be requested from other
jurisdictions.
4.
Tracking resources is an essential duty for all EOC positions. ESF #7 shall plan for both
the mobilization and demobilization of resources to minimize the financial impact of the
event. Offers of unrequested assets and donations will need to be effectively coordinated
to ensure timely delivery of goods and services to those affected by disasters.
B. Insert information from Annex B Volunteer/Donations Management Section
C. Alerts and Notifications
1.
ESF #7 will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities.
If additional support is required, the primary and support agencies may jointly manage
activities.
D. Actions
1.
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of
service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #7 - Logistics Management and Resource Support
1.
Establish adequate shift schedules of Resource personnel for greater than 24-hour
operational periods.
2.
If the current Resources staff is not large enough to handle coordination needs or
problems, arrange to expand the staff.
3.
Cooperate with Transportation to develop strategies for transporting materials through
restricted areas, quarantine lines, law enforcement checkpoints, and other transportation
restrictions.
4.
Identify how access will be granted and tracked to critical or limited access sites following
an incident.
5.
Collect, process, and disseminate information to and from the EOC.
6.
Identify how resources are inventoried and tracked.
7.
Identify and establish SOPs for points of distributions and staging areas.
8.
Identify information technology disaster plan to assist in restoration of computer
resources.
9.
Anticipate potential warning needs or problems and begin alerting appropriate warning
resources.
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10.
Consider preplanning staging areas, points of distribution, mobilization sites, cross-dock
locations, and logistics support bases.
11.
Consider preplanned mutual aid requirements.
12.
Consider the jurisdictional mitigation plan-defined threats for logistics requirements.
13.
Establish Resources Support personnel check-in and check-out procedures as required.
Response (During Event) Actions for ESF #7 - Logistics Management and Resource Support
1.
Provide support for emergency responders.
2.
Work with the EOC staff to establish priorities and logistics resource requests based on
established priorities.
3.
Set specific priorities in consultation with the EOC.
4.
Allocate resources to whole community as prioritized.
5.
If necessary, establish staging areas, distribution sites, and mobilization centers.
6.
Coordinate with ESF #12 - Energy, to support missions with limited fuel availability.
7.
Anticipate potential needs or problems and begin alerting appropriate resources to stand
by.
8.
Relocate essential resources outside of threatened area when required.
9.
Obtain resources to assist the dissemination of accessible public information,
communication, sheltering, etc. for the whole community.
10.
Coordinate and distribute supplies as necessary.
11.
Activate mutual aid agreements as required.
12.
Cooperate with the EOC, incident command, neighboring communities, and regions to
provide logistics support for larger incidents.
13.
Coordinate with the EOC regarding needs and priorities.
14.
Provide and maintain primary communications, county- and city-wide, and for the EOC
on a 24-hour basis using available public and private communications systems.
15.
Maintain financial and legal accountability.
16.
Execute functional coordination and oversight of all Resource Support activities.
17.
Provide Resource Support summary information to EOC Director and ESF #5 -
Emergency Management, as requested.
18.
For demobilization planning see section……
19.
Consider staffing and logistics operations for 24-hour operations.
20.
Develop a logistics plan that supports the IAP.
21.
Provide input to and review the communications plan, the medical plan, and the traffic
plan.
22.
Review facility support requirements.
23.
Review ground support requirements including fuel, maintenance, and repair of
equipment.
24.
Activate contracts for support of emergency response actions.
25.
Monitor resource shortages during the emergency and develop solutions.
Recovery (Post-Event) Actions for ESF #7 - Logistics Management and Resource Support
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
3.
Participate in after action meetings and prepare after action reports as requested.
4.
Stand down any facilities no longer in use.
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5.
Clean, repair, and perform maintenance on all equipment before returning to normal
operations or storage.
6.
Participates in the development of AARs and IPs.
7.
Provide or obtain supporting documentation for purchases made under Declaration of
Emergency.
Mitigation Actions for ESF #7 - Logistics Management and Resource Support
1.
Participate in the HIRA process to identify and correct vulnerabilities.
2.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
Protection Actions for ESF #7 - Logistics Management and Resource Support
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises as appropriate.
2.
Determine requirements for protected stakeholder information sharing.
3.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
4.
Control and limit access to critical locations and systems.
III. Responsibilities
A. Primary Agencies
Primary: Maricopa County Office of Procurement Services, Maricopa County Department
of Emergency Management
Preparedness (Pre-Event) Actions for ESF #7 - Logistics Management and Resource
Support
1.
With the EM Director, combine the current emergency priorities with existing resource
priorities.
2.
Establish contact with private resources that could provide support during an emergency.
Develop any necessary on-call contracts to provide resources.
3.
With the Finance Section, review emergency contracting procedures.
4.
Identify liaison roles with the state and adjacent county Resource Support officials.
5.
Report resource status and potential problems to the Logistics Chief.
6.
Establish and maintain an inventory of resources, including personnel, equipment, supplies,
and accessible facilities.
Response (During Event) Actions for ESF #7 - Logistics Management and Resource
Support
1.
Obtain needed resources and supplies.
2.
Maintain an inventory system to track supplies used during the disaster.
3.
Track resources during incident and ensure equipment maintenance is conducted and
documented.
4.
Maintain accurate records of resources utilized and submit reports.
5.
Monitor potential resource shortages in the jurisdiction during the emergency and present
options to the EOC Director.
6.
Generate and review detailed information on needs and logistics.
7.
Evaluate all requests for resources against known supplies.
8.
Execute functional coordination and oversight of all logistics activities.
9.
Request activation of higher purchase card limits.
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Recovery (Post-Event) Actions for ESF #7 - Logistics Management and Resource
Support
1.
Provide documentation for possible financial reimbursement process for recovery activities.
2.
Reallocate supplies or inventory. Dispose of perishable or limited-viability supplies.
3.
Provide or obtain supporting documentation for purchases made under Declaration of
Emergency.
Mitigation Actions for ESF #7 - Logistics Management and Resource Support
1.
Assess resource capabilities.
2.
Ensure access to common goods and services through existing contracts or reciprocal
agreements/mutual aid compacts.
Protection Actions for ESF #7 - Logistics Management and Resource Support
1.
Analyze key dependencies and interdependences related to logistics and supply chain
operations.
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ESF #8 - Public Health and Medical Services
Primary Agency:
Maricopa County Department of Public Health
Support Agencies:
American Red Cross
Maricopa County Department of Emergency Management
Maricopa County Animal Care and Control
Maricopa County Air Quality Department
Maricopa County Correctional Health Services
Maricopa County Environmental Services Department
Maricopa County Human Services Department
Maricopa County Risk Management Department
Maricopa County Office of the Medical Examiner
Maricopa County Planning and Development Department
Maricopa County Sheriff's Office
Arizona Health Care Cost Containment System
Maricopa County Community Organizations Active in Disaster
Faith-based Agencies
Arizona Coalition for Healthcare Emergency Response
Arizona Volunteer Organizations Active in Disaster
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #8 is to provide health and medical coordination in support of
emergency events in Maricopa County. It can provide the mechanism for personnel and
resources to support primary emergency management objectives through prevention,
preparedness, protection, response, recovery, and mitigation.
B. Scope
1.
ESF #8 is a functional annex to the MCEOP and this ESF describes the actions required
to coordinate public health and medical services during a disaster. It addresses:
a.
Emergency Medical Services (EMS) activities
b.
Coordination among community hospital partners
c.
Mass fatality partnerships in planning
d.
Community planning with other health care providers
e.
Mental and behavioral health activities
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2.
Most of the agencies involved in public health and medical services activities have existing
emergency plans and procedures. ESF #8 is not designed to take the place of these plans;
rather it is designed to complement, support, and reference existing plans and procedures.
3.
ESF #8 supports the health and medical response during a threat to the health and
wellbeing of the community caused by a biological, disease, chemical, or pandemic
incident.
4.
Public Health and the ARC provides coordinated resources to support the medical needs
associated with mental health, behavioral health, and medical needs of DAFN members
of the community.
II. Concept of Operations
A. ESF-Specific Items
1.
When an event is focused in scope to a specific type or response mode (i.e., hospital
evacuation, biological threat, HAZMAT release, pandemic disease, or radiological event)
technical and subject matter expertise may be provided by an appropriate person(s) from
a supporting agency. The person(s) with skills pertinent to the type of event will advise
and/or direct operations within the context of the ICS structure.
2.
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 predetermined level. Under a High Air Pollution
Advisory, the whole community is encouraged to voluntarily eliminate activities that
increase air pollution, and a mandatory restriction on wood burning will go into effect. 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. If the Governor
concurs with this recommendation, the Governor will declare an Air Quality Emergency
3.
Medical Surge
a.
In the event of a disaster, it is necessary to use surge capacity to provide
emergency care and appropriate definitive management of patients. Bed counts
alone do not determine surge capacity or the ability to care for patients. The
hospital has internal policies, plans, and procedures for patient surge within their
facilities, including requesting medical material and pharmaceuticals and
coordinating mass fatality responses.
b.
ESF #8 will monitor the EMSystem application in the MCEOC to maintain
awareness of the availability of beds at hospitals within their jurisdiction and
surrounding counties. Hospitals in Maricopa County will be requested to update
their bed availability at the time of a disaster or large-scale emergency through a
bed status alert initiated at the regional or state level. The hospital will update bed
status alert(s) as requested to assist with planning of patient transfers.
c.
The health and medical community have a decontamination plan and access to
necessary equipment. The health and medical community also have trained
individuals who can assist and perform decontamination activities for patients.
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d.
Health and medical entities have processes and policies for medical surge
capabilities. These internal plans provide details with internal patient tracking
procedures. Patients seen during an emergency will be tracked utilizing these
procedures. The number of patients seen, disposition, and status of these patients
will be coordinated throughout the day by ESF #8. Hospitals will follow CMS and
HIPAA regulations when reporting patient information. All participating health and
medical organizations will assist in determining the health and medical impact of
the emergency on the community.
e.
Health and medical entities protect the privacy of individually identifiable health
information. ESF #8 follows standards to protect information and will utilize internal
policies for reunification of patients with family. Staff will coordinate efforts, when
possible, to gather missing persons information from participating health and
medical partners and response organizations to cross-reference with data
received from ESF #6 - Mass Care, Housing, and Human Services. If staff
recognize a patient identified as missing on the ARC Safe and Well or another
missing person data system, staff will verify, to the extent possible, the validity of
their reunification need and, if acceptable, provide the current location of the
patient to the requesting family member.
f.
In the event individuals need additional transportation to health and medical
facilities, ESF #8 will coordinate with ESF #1 - Transportation.
g.
During a large-scale emergency, emergency room departments, treatment
centers, and other medical clinics across the community may see an influx in
patients. An Alternate Care Site is a community-based location that may provide
additional treatment area(s) with a specific minimum level of care for patients. An
Alternate Care Site may be established at sites where no medical care is usually
provided or at medical facilities where the usual scope of medical services does
not normally include large-scale urgent care or traditional inpatient services. If an
Alternate Care Site is needed to respond to a surge of patients beyond community
capabilities, the health and medical entities within Maricopa County will consider
options for an accessible Alternate Care Sites to care for ill patients who would
otherwise seek care at hospitals and community health centers.
h.
Through preparedness planning, the community has developed regional
relationships within the health and medical sector. This provides additional access
to medical surge supply trailers, field hospital trailers, health and medical supplies,
and specialized equipment which may be necessary for response. The ESF #8
primary agency will follow standard procedures for requests in the event these
assets are needed to support operations and improve health delivery during an
emergency.
4.
Epidemiology and Surveillance
a.
MCDPH is responsible for conducting disease surveillance and investigation within
Maricopa County and maintains access to an electronic disease tracking and
surveillance system.
b.
MCDPH conducts disease surveillance and investigation activities in partnership
with local hospitals, physician’s offices, clinics, schools, and pharmacies to
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maintain an overall assessment of disease outbreaks or clusters within the county.
These activities also provide a reporting avenue from these organizations to
MCDPH to identify and contain disease outbreaks. MCDPH also utilizes
neighboring counties and state assistance in disease surveillance and
investigation as part of a coordinated statewide public health system.
c.
MCDEM has identified vulnerabilities within the community. In the event of a
radiological emergency, RCC guidance is available to assist Maricopa County with
this process and would be used as guidance for population monitoring of county
residents. At the RCC, residents will be asked to Provide accessible information
regarding their location and possible exposure to the radiological emergency. This
will assist MCDPH, ADHS, and the CDC in providing appropriate surveillance and
follow-up after this type of emergency.
5.
Fatality Management
a.
Maricopa County recognizes the need to organize local agencies and resources
to plan for and respond to an incident resulting in catastrophic loss of life. Natural
disasters frequently overwhelm local systems that care for the deceased. The
responsibility for the immediate response falls on local organizations and
communities. Management of decedents requires coordination for body recovery,
short and long-term storage, identification, burial arrangements, and support for
affected population and relatives.
b.
MCDEM will coordinate with MCOME, funeral directors, mortuary services, and
coordinating group(s)/team(s) early during an emergency to ensure required
resources,
assessment
activities,
and
responsible
agencies
implement
appropriate plans.
c.
Following an emergency, when requested and in coordination with its partner
organizations, ESF #8 will assist or help identify resources to support the MCOME,
medical professionals, and law enforcement agencies in:
i.
Tracking and documenting of human remains and associated PE.
ii.
Reducing the hazard(s) presented by chemically, biologically, or
radiologically contaminated human remains to the greatest extent possible
(when indicated).
iii.
Establishing temporary morgue facilities.
iv.
Determining the cause and manner of death. When the determination of
the cause of a death is held to be in the public interest or a child under the
age of 18 dies, the MCOME shall be notified. The MCOME shall decide if
an investigation shall take place.
v.
Collecting ante-mortem data in a compassionate and culturally competent
fashion from authorized individuals.
vi.
Performing postmortem data collection and documentation.
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vii.
Identifying human remains using scientific means (e.g., dental, pathology,
anthropology, fingerprints, and DNA samples).
viii.
Preparing, processing, and returning human remains and PE to the
authorized person(s) when possible.
ix.
Providing technical assistance and consultation on fatality management
and mortuary affairs.
x.
Coordinating with behavioral health, social workers, counselors, and
community mental health centers in support of the affected population and
relatives.
d.
During an event, first responders will follow appropriate policies, procedures, and
guidelines to ensure safety precautions are appropriate and implemented.
6.
Maricopa County Fatality Management Plan
a.
The Mass Fatality Management Plan provides guidelines, procedures, and official
forms to be utilized by the MCOME in the event of a Mass Fatality Incident. It is
maintained and updated by the MCOME. Any incident consistent with one or more
of the following criteria may dictate the activation of the county Mass Fatality
Management Plan:
i.
Any incident having the potential to cause 20 or more fatalities.
ii.
Any incident involving a protracted or complex decedent recovery
operation.
iii.
Any situation in which there are remains contaminated by CBRNE agents
or materials.
iv.
Any situation in which there are decedents than can be recovered and
examined by the MCOME or their associated resources within a customary
timeframe.
v.
Any incident or other special circumstance requiring a multi-agency or
regional response to support Mass Fatality Management operations.
7.
Pre-Hospital Care
a.
Maricopa County promotes local and regional coordination and cooperation in
emergency pre-hospital care for mass casualty events, including those that involve
children. During an emergency, pre-hospital care may involve more than one
jurisdiction; therefore, ICS will be used to help standardize organizational structure
and common terminology. Additionally, ICS will be used to ensure a useful and
flexible management system that is practical for incidents involving multi-
jurisdictional and multi-agency response, especially those in the field.
b.
Pre-arrival assessments will be conducted by EMS and notification procedures to
dispatch, hospitals, and other mutual aid partners, will be activated.
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c.
Triage procedures, ambulance diversion guidelines, EMSystem protocols/
policies, pediatric guidelines, and other community and internal agency plans have
been developed and may be implemented in response to this type of emergency.
d.
Medical mutual aid may be necessary and implemented during a mass casualty or
large-scale emergency.
8.
Medical Countermeasure Dispensing
a.
The primary goal of MCDPH’s mass dispensing program is to provide lifesaving
medical countermeasures to residents and visitors of Maricopa County in a timely
manner in response to a health and medical emergency. This program is led by
MCDPH and includes many of the county’s other departments, health and medical
partner organizations, and private companies. MCDPH has developed a Mass
Dispensing Plan which will be used during an emergency as a guide for providing
vaccines and pharmaceuticals at Point of Distribution (POD) sites for the public.
9.
Medical Material Distribution
a.
During a time of disaster, state and federal medical material and pharmaceuticals
may be made available to Maricopa County. To access these assets, a
coordinated resource management and requesting process must be in place for
participating agencies. This process promotes the full utilization of local medical
equipment and supplies, as well as the depletion of services available locally. With
the depletion or imminent exhaustion of these local supplies and services, requests
can be made to Maricopa County.
b.
Health and medical entities have processes in place for requesting medical
countermeasures, including but not limited to the SNS, CHEMPACK (nerve agent
and organophosphate antidotes), and the Chemical Event Shipping Supply
Location (CESSL) program.
10. Non-Pharmaceutical Interventions
a.
In the case of large-scale outbreaks of naturally occurring novel influenza or new
diseases of public health concern such as Ebola Virus Disease, SARS, or
artificially introduced biological agents in connection with bioterrorism, MCDPH
may also issue advisories or recommendations for the closure of public buildings,
events, and activities. In partnership with local school districts, schools may also
be dismissed to aid in disease containment measures.
b.
When necessary, the MCEOC will coordinate with ESF #13 - Public Safety and
Security to ensure the safety of public and community members related to isolation
and quarantine.
11. Responder Health and Safety
a.
Health and medical officials may be requested to Provide accessible information
related to agents or diseases and appropriate measures to protect the health,
medical, and emergency services sector responders. Officials may be asked to
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serve as subject matter experts and information resources to make health and
safety recommendations to incident management staff and safety officers.
b.
ESF #8 can make a resource request through MCDEM to obtain personal
protective equipment (PPE) to ensure the safety and health of first responders.
c.
Counseling services available throughout the community for those affected with
behavioral health needs. This is outlined under the Behavioral Health section of
this ESF.
12. Volunteer Management
a.
Volunteer resources may be available through the Arizona Emergency System for
Advance Registration Volunteer Health Professionals (ESARVHP), CERTs, the
ARC, MRC, and other COADs.
13. Environmental Health
a.
Manage the vector and/or animal control responsibilities in the county.
b.
Manage capabilities for evaluating structures and area for habitability and other
environmental health concerns.
c.
Manage coordination efforts with public water suppliers to ensure safe drinking
water to communities.
14. Behavioral Health
a.
ESF #8 will coordinate with behavioral health professionals and organizations
within the county and with the Regional Behavior Health Authority to promote
behavioral health response and recovery needs. The primary agency will work with
behavioral health, social workers, counselors, substance abuse professionals, and
community mental health centers. Behavioral health will also focus on the long-
term recovery responses and facilitation of communicating appropriate and
accurate information to allay public concerns.
15. Demobilization and Recovery
a.
When the order for demobilization has been made, the primary agency will notify
health and medical response entities. Each agency should consider their property
and business impact for returning to normal facility operations.
i.
As needs for personnel decrease, personnel should report to the debriefing
area or standard area of operations as directed by their supervisor.
Positions will deactivate in a phased manner as outlined by internal plans
and policies.
ii.
All equipment and supplies shall be returned or disposed of. Health and
medical supplies and equipment should be repaired, repacked, and
replaced as needed.
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iii.
Any plans to salvage, restore, and recover the impacted facility will be
approved by applicable local, state, and federal law enforcement and
emergency service authorities.
B. Direction and Control
1.
During a state of emergency, Maricopa County health and medical response activities will
be coordinated through the MCEOC, which will serve as the source of all direction and
control. Under the ICS structure, the Planning, Logistics, Finance/Administration, and
Operations Section and staff at the MCEOC assist the IC in carrying out the overall
mission. Resources for response are modular and scalable, depending on the type, size,
scope, and complexity of the emergency or disaster event.
The Maricopa County Emergency Director or designee provides direction and control to
include mission assignments, mutual aid, contracts for goods and services, and recovery
and mitigation activities.
2.
A staffing directory, the EOP, its accompanying appendices, ESFs, and SOGs are
maintained by MCDPH. MCDPH is responsible for ensuring contact information is
accurate and ready for response.
3.
Agencies may serve in field operations (i.e., Disaster Recovery Center operations,
intrastate and/or interstate mutual aid assistance, etc.).
4.
When a request for assistance is received by the MCEOC, it is assigned to the agency or
agencies that have the most appropriate resources and expertise to accomplish the task.
5.
MCDEM will assist in the coordination of state response efforts under the provisions of a
Governor’s Disaster Declaration.
C. Alerts and Notifications
1.
The primary agency notified will report to the MCEOC if so advised or requested by
MCDEM.
2.
The Coordinator and/or MCDEM will provide notification to support agencies as outlined
in internal call-down procedures. The Coordinator will continue to update those agencies
as the situation progresses and upon demobilization and recovery.
D. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
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Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #8 - Public Health and Medical Services
1.
Determine the nature and scope of the disaster or incident by consulting with the EM
Director.
2.
Determine the availability of resources for hospital facilities, capacity, staff, EMS,
volunteers, and outside assistance.
3.
Anticipate health and medical requirements for DAFN populations.
4.
Identify fatality management capabilities.
5.
Have working plans for patient transport to all sites, including overflow and out-of-area
locations.
6.
Designate alternative sites, extra jurisdictional if needed, for patient capacity exceeding
capabilities.
7.
Coordinate with Mass Care to identify DAFN individuals in advance of, during, and
following an emergency.
8.
Identify hospitals' ability to perform decontamination of patients and service animals.
9.
Identify behavioral health response capabilities.
10.
Develop procedures to appropriately vet and release casualty and fatality information to
families.
11.
Participate in the Hospital Preparedness Program.
12.
Coordinate credentialing and privileging procedures to utilize volunteer behavioral health
professionals and other staff.
13.
Coordinate behavioral health capabilities of relevant medical first responders.
14.
Coordinate activities in preparing the whole community for disasters.
15.
Collaborate with MCESD, MCDPH, ADHS, state environmental protection or quality, and
EPA surveillance programs to identify environmental health threats.
16.
Collaborate with the Arizona Department of Agriculture, ADHS, CDC, FDA, and related
organizations on programs tracking potential pandemics and epidemics.
17.
Plan for decontamination activities.
18.
Provide vaccinations against preventable diseases including tetanus, influenza, and
pertussis.
19.
Provide hand washing and other disease prevention campaign activities.
Response (During Event) Actions for ESF #8 - Public Health and Medical Services
1.
Coordinate with private sector hospital and EMS services to ensure adequate
communication during response activities.
2.
Coordinate health support and medical operations and locations for DAFN populations
assistance staff call down list.
3.
Ensure that emergency medical teams responding to a disaster site establish a medical
command post per local policy and procedure.
4.
Rapidly assess health and medical needs by means of first responder reports, visual
surveillance, casualty reports, and hospital care center informal polling.
5.
Screen and coordinate with incoming groups such as Disaster Medical Assistance Teams
(DMAT) and medical volunteers.
6.
Ensure that positive identification and proof of licensure is made for all volunteers.
7.
Coordinate with response agencies and local jurisdiction to maintain patient casualty
tracking.
8.
Maintain accurate records of resources utilized and submit reports.
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147
9.
Help coordinate efforts to respond to inquiries from family members concerned about
loved ones.
10.
Coordinate medical operation activities and resource needs for the following: health
departments, hospitals, EMS, environmental health agencies, pharmacies, behavioral
health centers and crisis response teams, clinics, funeral directors, and the MCOME.
11.
Coordinate support activities with Mass Care for DAFN populations at shelters.
12.
Coordinate provision of prophylaxis, protective gear, and decontamination facilities for
personnel.
13.
Using plain-language and multiple platforms, formats, and languages, communicate
incident-related health and medical information to residents including DAFN populations.
14.
Activate community alternate care sites.
15.
Operate community alternate care sites or locate willing out of area providers and
coordinate patient transport to them.
16.
Coordinate fatality management process and request additional support.
17.
Determine the extent or medical threat of contamination from chemical, radiological, or
infectious agents.
18.
Transport symptomatic individuals to appropriate health facilities prior to their entering
mass prophylaxis site.
19.
Through monitoring, identify individuals who have an adverse reaction to prescribed
medication and initiate alternate therapies (coordinate supplies of alternate drugs in
connection with these cases).
20.
Maintain communications with transportation vendors during distribution of medical
supplies and route in accordance with access information from MCDOT.
21.
Report incident related numbers of injuries and fatalities to the EOC.
22.
Activate and perform decontamination of patients, service animals, and pets.
23.
Provide numbers of available beds, resources, medical capabilities, and medical
specialties.
24.
Coordinate mortuary services during an emergency.
25.
Coordinate and activate behavioral health care activities.
26.
In coordination with partner agency, conduct decontamination activities from chemical,
radiological, or biological agents.
27.
Coordinate the pre-positioning of resources with other agencies.
28.
Maintain existing equipment and follow established procedures for communicating with
organization personnel performing field operations.
29.
Activate family reunification policies or procedures to be used by Medical Response.
30.
Coordinate with the ARC and other relevant community partners and agencies to provide
help for mass medical care and treatment of displaced populations and designate
personnel as liaisons.
31.
Coordinate critical incident stress management services to the community and to first
responders. These services may include on-scene support, individual consults, defusing,
and community briefings.
32.
Coordinate with law enforcement, fire services, EMS, and other necessary agencies to
monitor and enforce restrictions, if necessary.
Recovery (Post-Event) Actions for ESF #8 - Public Health and Medical Services
1.
Plan recovery, reconstitution, mitigation, and other long-term actions.
2.
Plan for the gradual shut down of emergency health and medical operations.
3.
Prepare Health and Medical AAR .
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4.
Inspect food service establishments prior to resuming business.
5.
Record damage assessment information.
6.
Coordinate with health and medical sector agencies submitting response and recovery
information to emergency management.
7.
Report damage of hospitals.
8.
Coordinate restoration of water and wastewater capabilities and provide testing and
delivery system integrity inspections.
9.
Maintain post-event exposure logs, and rosters of patients and personnel for hazardous
material or pathogen exposure.
10.
Coordinate the transition from trauma and emergency care to subsequent chronic needs
patient surge.
11.
Refer personnel to mental health professionals for post-traumatic stress disorder
screening or debriefing as needed.
12.
Refer patients to local mental health professional upon determination of the need for
further psychological assessment or treatment.
Mitigation Actions for ESF #8 - Public Health and Medical Services
1.
Conduct joint training exercises with law enforcement, EMS, firefighters, and other first
responders to handle infectious biohazard incident responses.
2.
In conjunction with food industry and FDA, participate in warning and recall of dangerous
or contaminated products.
3.
Collect and implement mitigation strategies from experts including toxicologists,
epidemiologists, radiation protection services, etc.
4.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
Protection Actions for ESF #8 - Public Health and Medical Services
1.
Determine requirements for protected stakeholder information sharing.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare related information.
4.
Develop an observant and engaged population and foster working relationships with the
whole community, including individuals, families, the private sector, relevant community
partners and agencies, and neighboring governments.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Department of Public Health
Preparedness (Pre-Event) Actions for ESF #8 - Public Health and Medical Services
1.
Maintain current MOUs or MOAs.
2.
Identify liaison to communicate with municipal and state health departments.
3.
Have a clear press release and mass media protocol for accessible communication to the
whole community during emergencies.
4.
Participate in the CDC Public Health Preparedness Program.
5.
Participate in county-wide medical countermeasure planning.
6.
Coordinate community medication dispensing activities.
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7.
Plan for quarantine and isolation activities.
Response (During Event) Actions for ESF #8 - Public Health and Medical Services
1.
Coordinate health and medical resource requests with the IC.
2.
Alert auxiliary or reserve health and medical personnel, if needed.
3.
Coordinate with neighboring community health and medical organizations and with state
and federal officials on matters related to assistance from other governments.
4.
Provide accessible information through the PIO to the news media on the number of
injuries, deaths, etc.
5.
Ensure appropriate health and medical services information is made available to the
information processing section in the EOC.
6.
Identify specific health and safety risks for disasters.
7.
Coordinate with Logistics for requesting resources.
8.
Coordinate surveillance and epidemiological activities of the local health department
including activities with community partners.
9.
Recommend or determine health-related protective actions.
10.
Provide patients with appropriate prophylaxis and maintain inventory control.
11.
Document and track resources that are committed to specific missions.
12.
Activate and conduct activities that may be involved in community disease containment
measures including isolation, quarantine, and determine event cancelation.
13.
Activate and conduct County mass dispensing campaign priorities and general activities.
14.
Recommend or determine health department's protective action.
15.
Provide liaison to communicate between MCDPH and ADHS for emergency related
information.
16.
Provide liaison for communication between hospitals and MCDPH related to patient
numbers and information.
17.
Coordinate enhanced vector surveillance activities.
18.
Perform enhanced vector surveillance activities at local and regional level in conjunction
with the CDC.
19.
Provide briefs or updates related to enhanced vector surveillance activities.
20.
Coordinate community outreach to DAFN populations.
21.
Provide communication of DAFN population needs to the EOC.
22.
Determine the exhausted supplies and resources of emergency response agencies.
23.
Obtain and distribute needed resources and supplies.
24.
Coordinate with the EOC Director regarding needs and priorities for meeting them.
25.
Monitor potential resource shortages in the jurisdiction during the emergency and present
options to the EOC Director.
26.
Allocate resources to prioritize affected population.
27.
Maintain financial and legal accountability.
28.
Set specific priorities in consultation with the EOC Director.
29.
Provide isolation and quarantine information to emergency PIO or JIC, if activated, for
release.
30.
If the scope of the incident is beyond the capabilities of this jurisdiction's resource, notify
the EOC Director and log date and time.
31.
Coordinate planning for large-scale medical treatment.
Recovery (Post-Event) Actions for ESF #8 - Public Health and Medical Services
1.
Conduct and monitor health effects post-disaster.
2.
Provide public health input into community recovery affairs.
3.
Assist DAFN populations in recovering from disasters including programs provided.
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4.
Replenish vaccine, antitoxin, and special-situation pharmaceutical products as needed.
5.
Coordinate with SNS as needed.
6.
As warehousing activities diminish, activate plan to recover unused medical resources
and return to steady state.
Mitigation Actions for ESF #8 - Public Health and Medical Services
1.
Coordinate with local health partners to identify and control vectors that may transmit the
disease which caused the emergency.
2.
Monitor the course and population characteristics of a recognized outbreak, monitor
containment or reservoir populations.
Protection Actions for ESF #8 - Public Health and Medical Services
1.
Implement protection, resilience, continuity planning, programs, trainings, and exercises.
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ESF #9 - Search and Rescue
Primary Agency:
Maricopa County Sheriff's Office
Support Agencies:
Maricopa County Animal Care and Control
Maricopa County Department of Emergency Management
Maricopa County Department of Public Health
Maricopa County Security Services
Maricopa County Department of Transportation
Maricopa County Office of the Medical Examiner
Maricopa County Parks and Recreation Department
Fire Districts
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #9 is to provide search and rescue services in support of emergency
operations in Maricopa County.
B. Scope
1.
ESF #9 coordinates actions to provide search and rescue to support incident management
and facilitate the response process. Specifically, it supports local governments by:
a.
Search and rescue activities in rural areas for lost, missing, or endangered
persons.
b.
Waterborne search and rescue activities in lakes, ponds, or rivers.
c.
Searching for downed or missing aircraft.
d.
Coordinate with Fire Departments for search and rescue activities following a
structural collapse.
Conduct or coordinate within the county search or rescue operations involving the life
or health of any person or may assist in such operations in another county at the
request of that county's sheriff and may request assistance from any persons or
agencies in the fulfillment of duties under this subsection.
II. Concept of Operations
A. ESF-Specific Items
1.
When an event is focused in scope to a specific type or response mode, technical and
subject matter expertise may be provided by an appropriate person(s) from a supporting
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agency with skills pertinent to the type of event. This person(s) will advise and/or direct
operations within the context of the ICS structure.
2.
Recovering Survivors
When feasible:
a.
Rescue survivors in dangerous areas from environmental hazards and debris.
b.
Retrieve bodies, when possible, when all living survivors have been recovered.
c.
Arrange/coordinate transport of injured but stable survivors.
3.
Access and Functional Needs (AFN):
a.
Provide rescue and shelter for DAFN populations including accessible
communication.
b.
Shelter providers shall work with local Disability Community Partners to plan for
and arrange basic needs for DAFN populations in integrated and accessible
general population shelters. If need is greater than the capability of shelter
providers, plan for temporary medical aid and liaising with medical supply
companies and emergency care physicians for water, food, and shelter access
provision.
c.
Arrange for adequate power stations and delivery of medical supplies to disabled
or DAFN survivors.
d.
When domesticated animals are involved, providing appropriate relief, care, and
sheltering cover all disaster cycle activities even if their owners are not continually
present with their animal. This includes but is not limited to, owners needing
Search and Rescue services, owners needing decontamination from exposure to
HAZMAT, and owners needing assistance during evacuations.
4.
The provisions under the PETS Act will be carried out by Maricopa County Animal Care
and Control and, with assistance from the AHS or a third party under the agreement and/or
authorization of Maricopa County Animal Care and Control.
D. Alerts and Notifications
1.
This ESF will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage its emergency activities.
If additional support is required, the primary and support agencies may jointly manage
activities.
2.
Upon instructions to activate or placement on standby, MCSO will implement procedures
to notify all planning team members and, if necessary, mobilize all personnel, facilities,
and physical resources likely to be needed, based on the emergency circumstance.
E. Actions
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Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #9 - Search and Rescue
1.
Identify guidance on assisting DAFN populations as is necessary to search and rescue
operations.
2.
Coordinate the prepositioning of resources with other agencies.
Response (During Event) Actions for ESF #9 - Search and Rescue
1.
Determine the nature and scope of the disaster or incident by consulting with the EM
Director.
2.
Coordinate resource requests from the IC through the ICP, to the EOC, except during
wildfires.
3.
Provide and maintain primary communications with the EOC on a 24-hour basis, using
any available public and private communications systems.
4.
Maintain existing equipment and follow established procedures for communicating with
personnel performing field operations.
5.
Use call-down rosters to alert emergency responders or provide situation updates.
6.
Evaluate requests for resources against known supplies.
7.
Report Search and Rescue status and potential problems to the EOC Director.
8.
If the scope of the incident is beyond the capabilities of this jurisdiction's resources, notify
the EOC Director and log the time and date.
9.
If more than one shift is needed, prepare and post a shift schedule.
Recovery (Post-Event) Actions for ESF #9 - Search and Rescue
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
3.
Plan for the gradual shut down of emergency operations.
4.
Prepare an AAR .
5.
Participate in after-action meetings.
6.
Assist in initial needs assessment and augment search and rescue operations.
7.
Clean, replenish, repair, and perform maintenance on all equipment before returning to
normal operations or storage.
Mitigation Actions for ESF #9 - Search and Rescue
1.
Participate in the HIRA process and identify and correct vulnerabilities.
2.
Build and maintain relationships with agencies and organizations that support those
with DAFN populations to minimize unnecessary use of Search and Rescue resources.
3.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
4.
Develop mutual aid and other support agreements with surrounding jurisdictions and foster
private sector relationships.
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Protection Actions for ESF #9 - Search and Rescue
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare related information.
4
Alert or activate off-duty and auxiliary personnel as required by the emergency.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Sheriff's Office (MCSO)
Preparedness (Pre-Event) Actions for ESF #9 - Search and Rescue
1.
Clearly delineate search and rescue definitions and criteria in conjunction with law
enforcement, fire, and EMS.
2.
Anticipate potential needs or problems that would exceed jurisdiction resources in
conjunction with Logistics.
3.
Identify responsibilities for liaison roles with state and adjacent county Search and Rescue
officials.
4.
Identify search and rescue sustainment needs for incidents less or greater than 72 hours.
5.
Report communications status and potential problems and solution options to the EM
Director.
Response (During Event) Actions for ESF #9 - Search and Rescue
1.
Notify state agencies and neighboring communities if Search and Rescue operations
exceed geographic boundaries.
2.
Notify DEMA when it becomes necessary to activate the Regional Search and Rescue
Association.
3.
Allocate resources as requested by the IC.
4.
Monitor resource shortages in the jurisdiction and present options to the EOC Director.
5.
Generate and review detailed information on needs and logistics.
6.
Coordinate radio frequencies.
7.
Coordinate the management of air resources with other agencies.
8.
Coordinate with search and rescue elements responding from other jurisdictions.
9.
Maintain situational awareness of ongoing Search and Rescue operations personnel.
10.
Set priorities in consultation with appropriate personnel.
11.
Maintain financial and legal accountability.
12.
Channel Search and Rescue information for public release through the JIS.
Recovery (Post-Event) Actions for ESF #9 - Search and Rescue
1.
Provide documentation for possible financial reimbursement process for recovery
activities.
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ESF #10 - Hazardous Materials Response
Primary Agency:
Maricopa County Department of Emergency Management
Support Agencies:
Maricopa County Air Quality Department
Maricopa County Environmental Services Department
Maricopa County Department of Public Health
Maricopa County Risk Management Department
Maricopa County Department of Transportation
Maricopa County Local Emergency Planning Committee
Maricopa County Sheriff's Office
Fire Districts
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #10 is to provide HAZMAT coordination and support services for
emergency events in Maricopa County.
B. Scope
1.
ESF #10 provides for a coordinated response to HAZMAT incidents. This includes the
appropriate response and recovery actions to prepare for, prevent, minimize, or mitigate
a threat to public health, welfare, or the environment caused by oil or HAZMAT.
2.
ESF #10 describes the actions unique to oil and HAZMAT response, and addresses:
a.
Response to oil and HAZMAT incidents at both fixed sites and on transportation
routes.
b.
Specialized local, regional, state, and federal mutual aid resources.
c.
HAZMAT planning and reporting requirements.
d.
Short and long-term environmental remediation.
II. Concept of Operations
A. ESF-Specific Items
1.
When an event is focused in scope to a specific type of response mode, technical and
subject matter expertise may be provided by an appropriate person(s) from a supporting
agency with skills pertinent to the type of event, who will advise and/or direct operations
within the context of the ICS structure.
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2.
DPS will send an Emergency Response Officer trained as HAZMAT IC to coordinate the
response effort with the assistance of local fire and police services.
a.
HAZMAT teams are designated at the local fire department level and are deployed
in conjunction with the National Fire Protection Association, OSHA, the EPA, DPS
and local fire and rescue. Pre-incident HAZMAT teams are trained in establishing
perimeters for a given threat, enforcing cross contamination protocols, and building
HAZMAT teams specially trained for a given threat (propane, gasoline, diesel fuels,
acids, etc.). First responders face many of the same threats as persons in the area
at the time of an event. Before personnel and materials are deployed, it is critical
to establish the type of event. It is reasonably assumed that HAZMAT events have
limited geographic impact and radius. This limits the necessary pre-incident
planning. Pre-incident planning must include planned disruptions in supply chain
and management for fuels and petroleum products.
b.
The primary agency convenes appropriate agency representatives to the IC as
soon as possible to develop a plan for providing the support required. This can be
conducted via emergency conference call or by physically locating at the primary
agency ICP as appropriate. At the EOC level, response focuses initially on the
following actions:
i.
Confirm that members of local jurisdictions are notified.
ii.
Ensure that the EOC is ready to support local, state, and federal response
activities and coordinate with both local and SEOC.
iii.
Establish communications with the primary and support county
departments.
iv.
Coordinate with National Response Center (NRC) as appropriate.
3.
Warnings, Alerts, and the Whole Community - The EOC has the capability to issue
warnings and alerts via multiple platforms i.e., CENS, EAS, WEA, local media, and social
media in order to reach the whole community.
4.
Contamination is assessed through EPA guidelines for the specific threat. Biological
hazards or those with terrorist potential must be coordinated with the FBI, as necessary.
5.
Environmental remediation is a primary concern in the recovery from a HAZMAT release.
In the event of a release there are several contractors available that can provide
remediation services.
6.
Title III of the Superfund Amendments and Reauthorization Act of 1986 (Public Law 99-
499) mandates that local jurisdictions develop a plan for the emergency response to
accidental releases of HAZMAT.
7.
Per ARS §49-124. Maricopa County has established a LEPC to support the following:
a.
Planning and release of incident reporting
b.
Data management guidance for inventory reporting
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c.
Public disclosure of information about hazardous chemicals in Maricopa County
d.
Development of training and outreach programs
The Maricopa County LEPC Plan dated November 9, 2022 can be found in Annex F: Local
Emergency Planning Committee (LEPC).
B. Alerts and Notifications
1.
This ESF will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities
of ESF #10. If additional support is required, the ESF #10 primary and support agencies
may jointly manage ESF #10 activities.
2.
Upon instructions to activate or placement of ESF #10 on standby, MCDEM will implement
procedures to notify all planning team members and, if necessary, mobilize all personnel,
facilities, and physical resources likely to be needed based on the emergency
circumstance.
3.
If a reportable release of an Extremely Hazardous Substance or a Hazardous Substance,
as designated by the EPA, occurs at a facility, the facility owner/operator/emergency
coordinator shall, in accordance with SARA, Title III, and ARS §49-128, immediately notify
the following agencies using the Owner/Operator HAZMAT Incident Report:
a.
The emergency response agency (i.e., the local fire department) through 911 or
other appropriate number if emergency response is required.
b.
The Maricopa County LEPC through MCDEM.
c.
The Arizona Emergency Response Commission through the ADEQ Emergency
Response Unit.
d.
The National Response Center (NRC).
4.
In addition, a written follow-up report of the incident shall be submitted to the Arizona
Emergency Response Commission and the LEPC within thirty days after the reportable
release. The written follow-up report will not be deemed accurate or complete until the
LEPC has reviewed and approved it. The LEPC may request more information in writing
pertaining to the HAZMAT incident. The owner or operator shall provide the following
information immediately:
a.
The specific location of the release.
b.
The chemical name or identification of the substance(s) released and description
of the container or vessel from which the release occurred.
c.
Indication if the substance is on the list of Extremely Hazardous Substances.
d.
An estimate of the quantity of substances released into the environment.
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e.
The time and duration of the release.
f.
The medium or media into which the release occurred.
g.
Any known or anticipated acute or chronic health risks associated with the release
and, if within the informant’s knowledge, advice regarding medical attention
necessary for exposed individuals.
h.
Proper precautions to take following the release, including evacuation and other
proposed response actions.
i.
The name and telephone number of the person or persons to be contacted for
further information.
j.
Actions taken to respond to and contain the release.
k.
Any known or anticipated acute or chronic health risks associated with the release.
l.
Measures which have been or will be taken at the facility to avoid a recurrence of
similar releases.
m. The supplemental radiological incident report shall be completed when an incident
involves radioactive materials.
C. Actions
1.
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of
service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #10 - Hazardous Materials Response
1.
Prepare an inventory of existing threats using SARA Title III, Tier II information.
2.
Develop and test emergency communication procedures.
3.
Participate in LEPC meetings.
4.
Identify public notification procedures on the statutes of HAZMAT facilities and
transportation systems.
5.
Identify critical facilities that may contain HAZMAT.
6.
Identify local transportation routes for HAZMAT on roads and railways.
7.
Identify evacuation routes away from and downwind from regulated facilities.
8.
Publish chemical reporting requirements and alert criteria that is accessible to the
whole community.
Response (During Event) Actions for ESF #10 - Hazardous Materials Response
1.
Determine the nature and scope of the disaster or incident by consulting with the EOC
Director.
2.
Designate personnel from Fire to coordinate HAZMAT activities in the EOC.
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3.
Assess the extent of contamination and determine the area and population likely to be
affected by HAZMAT release.
4.
Report Oil and Hazardous Chemical situation status and potential problems to the EOC .
5.
Coordinate road, airspace, and waterway closures in coordination with ESF #1 -
Transportation and state and federal agencies.
6.
Provide support and protective equipment for emergency responders.
7.
Alert local, state, and federal agencies of incidents as prescribed by law or policy and
keep documented checklists of notifications.
8.
Coordinate with other agencies to recommend evacuations and to communicate
accessible evacuation notices to the public via multiple platforms, formats, and languages
in order to reach the whole community.
9.
Identify resources needed to ensure personnel are adequately protected and equipped to
handle radiological incidents.
10.
Allocate resources as requested by the IC.
11.
Monitor potential resource shortages in the jurisdiction(s) during the emergency and
present options to the EOC.
12.
Maintain existing equipment and follow established procedures for communicating with
personnel performing field operations.
13.
If public transportation systems are affected, consult with municipal transportation
authorities on necessary closures and rerouting.
14.
Request mutual aid as needed.
15.
Set priorities in consultation with the EOC Operations and Planning Sections.
16.
Coordinate with Firefighting on HAZMAT storage and transportation.
17.
Coordinate situation-specific assessment teams such as radiological and chemical.
18.
If the scope of the incident is beyond the capabilities of this jurisdiction's resources, notify
the EOC.
19.
Determine jurisdictional priorities, objectives, strategies, and resource allocations.
Recovery (Post-Event) Actions for ESF #10 - Hazardous Materials Response
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Confirm with Mass Care, Medical, and Long-Term Recovery staff that objectives are being
addressed for exposed survivors or responders.
3.
Enable public re-entry when cleanup is complete and safety levels meet substance-
specific parameters. Publish accessible public re-entry information via multiple platforms,
formats, and languages in order to reach the whole community.
4.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
5.
Plan for the gradual shut down of emergency operations.
6.
Prepare an AAR .
7.
Develop and implement environmental clean-up plan.
8.
Participate in after-action meetings and prepare after action reports as requested.
9.
Provide investigative agencies with documentation of the response to enable health and
environmental studies.
Mitigation Actions for ESF #10 - Hazardous Materials Response
1.
Participate in the HIRA process and identify and correct vulnerabilities.
2.
Coordinate with proper authorities and regulatory agencies to ensure tracking of HAZMAT
in and out of jurisdiction is timely and accurate.
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3.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
4.
Develop mutual aid and other support agreements with surrounding jurisdictions and
foster private sector relationships.
Protection Actions for ESF #10 - Hazardous Materials Response
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine jurisdictional priorities, objectives, strategies, and resource limitations.
III. Responsibilities
1. Primary Agency
Primary: Maricopa County Department of Emergency Management
Preparedness (Pre-Event) Actions for ESF #10 - Hazardous Materials Response
1.
Coordinate with energy, transportation, mining, and manufacturing facilities to ensure
efficient collaboration when disasters occur.
2.
Identify responsibilities for liaison roles with State and adjacent county officials.
Response (During Event) Actions for ESF #10 - Hazardous Materials Response
1.
Coordinate with Communications and External Affairs to initiate warning to the public of
imminent HAZMAT incident via multiple platforms, formats, and languages in order to reach
the whole community.
2.
Determine the supply needs generated by the emergency.
3.
Evaluate requests for resources against known supplies.
4.
Obtain needed resources and supplies.
5.
Coordinate with the EOC Director regarding needs and priorities.
6.
Request assistance from the State as dictated by the situation.
7.
Maintain financial and legal accountability.
8.
Coordinate accessible public information regarding HAZMAT emergencies for public
release.
Recovery (Post-Event) Actions for ESF #10 - Hazardous Materials Response
1.
Detail and release relevant information in plain-language via multiple platforms, formats,
and languages in order to reach the whole community.
2.
Provide documentation for possible financial reimbursement process for recovery activities.
3.
Coordinate with ESF #15 - External Affairs to announce an area is all clear after the
assessment team determines the area is safe for return. Use multiple platforms, formats,
and languages in order to reach the whole community.
Mitigation Actions for ESF #10 - Hazardous Materials Response
1.
Provide a representative for the updating of the Maricopa County MJHMP.
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ESF #11 - Agriculture and Natural Resources
Primary Agency:
Maricopa County Environmental Services Department
Maricopa County Parks and Recreation Department
Support Agencies:
Maricopa County Department of Emergency Management
Maricopa County Animal Care and Control
Maricopa County Risk Management Department
Maricopa County Sheriff's Office
Maricopa County Department of Public Health
The Arizona Office of Epidemiology
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
ESF #11 provides the mechanism for coordinated local assistance to supplement other
ESFs and, if needed, state and federal agencies will support with the response activities.
For this document, agriculture and natural resources include animal and plant health,
nutrition assistance, food protection, natural and cultural resources, and water quality and
availability.
B. Scope
1.
ESF #11 addresses the following:
a.
Describes food, water security, and inspections in the aftermath of a natural or
technological disaster.
b.
Addresses how natural and cultural resources will be protected and recovered in
the aftermath of a disaster.
c.
Due to limited local authorities in the areas of food contamination, plant pests, and
animal disease, this plan references the Food and Agriculture Incident Annex that
is attached to the Arizona SERRP. This ESF describes federal and state roles and
authorities for food contamination, plant pests and animal disease.
II. Concept of Operations
A. ESF-Specific Items
1.
In some agriculture emergencies, State and Federal law grants lead response authority to
state and/or federal agencies. This authority will be exercised pursuant to the Food and
Agriculture Incident Annex. The county will support State and Federal operations pursuant
to county policy and/or availability of resources.
2.
Food and Water Supply
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a.
The Arizona Department of Agriculture is responsible for inspections and
provisions of a safe food supply. To provide safety and security of the food supply,
the Arizona Department of Agriculture will follow established agency SOGs for food
inspection.
i.
All transportation accidents involving food must be reported to the Arizona
Department of Agriculture Food Safety Division before the food can be
transported.
b.
MCESD and ADHS are responsible for inspections of the water supply. To provide
safety and security of the water supply, the ADHS will follow established agency
SOGs for water inspections.
3.
Incident-Specific Operations
a.
Zoonotic: The Arizona Office of Epidemiology’s monitoring, assessing, and
mitigating communicable zoonotic disease exists across a wide demographic
spectrum in the rural and urban settings. Rural populations are at particular risk for
zoonotic outbreaks and require more flexible monitoring criteria as longer intervals
exist between veterinary, primary care visits and other monitoring methods.
b.
A Communicable Disease Emergency (CDE) occurs when urgent or extensive
public health or medical interventions are necessary due to the risk of disease
outbreak or biologic threat carries the potential for morbidity and mortality in
Maricopa County, a specific region, at county or municipal levels, or nationally.
MCDPH participates in the Emerging Infections Program in conjunction with the
CDC. This program allows for the combined resources of these entities to assess
the public health impact of emerging infections and to evaluate methods for their
prevention and control. Emerging Infections Program activities go beyond the
routine functions of health departments by:
i.
Addressing the most important issues in infectious diseases and selecting
projects that the Emerging Infections Program network is particularly suited to
investigate.
ii.
Giving high priority to projects that lead directly to the prevention of disease.
iii.
Incorporating training as a key function of Emerging Infections Program
activities.
iv.
Developing and evaluating public health interventions and ultimately
transferring what is learned to public health agencies.
c.
This partnership allows for a robust, multisector surveillance and response
system, achieving optimal health outcomes for people, animals, plants, and the
environment.
4.
Radiological incident where contamination/deposition is present
a.
The Arizona Department of Agriculture may implement an agriculture control zone
in response to a CBRNE incident.
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b.
The Arizona Department of Agriculture will provide direction and control in a
Foreign Animal Disease event.
C. Alerts and Notifications
1.
This ESF will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage emergency activities. If
additional support is required, the primary and support agencies may jointly manage
activities.
2.
Upon instructions to activate or placement on standby, MCDEM will implement procedures
to notify all planning team members and, if necessary, mobilize all personnel, facilities,
and physical resources likely to be needed, based on the emergency circumstance.
D. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #11 - Agriculture and Natural Resources
1.
Identify alternative or augmented sources for food, grain, and animal products produced
in jurisdiction.
2.
Adequately assess supply chain vulnerabilities in conjunction with state and local
agencies.
3.
Monitor disease and vector reporting from state veterinarian or equivalent agency.
4.
Identify responsibilities for liaison roles with state and adjacent county officials.
5.
Develop whole community preparedness programs that address household pet
preparedness and response during disasters.
6.
Promote awareness of animal protection through public education via multiple platforms,
formats, and languages in order to reach the whole community.
7.
Identify pet boarding facilities and private organizations that may provide emergency
shelters for animals.
Response (During Event) Actions for ESF #11 - Agriculture and Natural Resources
1.
Coordinate with Medical as appropriate.
2.
Determine the nutrition needs, obtain appropriate food supplies, and arrange for delivery
of those supplies.
3.
Inform the public of health or safety concerns, status of emergency, and ways to reduce
or eliminate the associated dangers via multiple platforms, formats, and languages in
order to reach the whole community.
4.
Brief public affairs officers prior to their travel to incident sites.
5.
Evaluate all requests for resources against known supplies.
6.
Coordinate the pre-positioning of resources with other agencies.
7.
Allocate resources as requested by the IC.
8.
Distribute supplies.
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9.
Monitor potential resource shortages in the jurisdiction during the emergency and present
options to the EOC Director.
10.
Determine the supply needs generated by the emergency.
11.
Coordinate with the EOC Director regarding needs and priorities.
12.
Generate and review detailed information on needs and logistics.
13.
Provide or receive appropriate mutual aid with surrounding jurisdictions.
14.
Set specific priorities in consultation with the EOC Director.
15.
Coordinate with the PIO to release accessible public information regarding animal health
issues.
16.
Determine the nature and scope of the disaster or incident by consulting with the EOC
Director.
17.
Report Agriculture and Natural Resource situation status and potential problems to the
EOC Director.
18.
If the scope of the incident is beyond the capabilities of this jurisdiction's resources, notify
the EOC and log the time and date.
19.
Provide technical assistance to prevent animal injury and disease proliferation.
20.
Maintain awareness of wildlife welfare through communication links with the Arizona
Game and Fish Department, MCSO, etc.
21.
Coordinate between the local animal shelters and organizations, as well as the relevant
state agencies, with the managing and direct evacuation of animals from risk areas.
22.
Coordinate with local animal shelters, enforcement officers, animal control officers, local
veterinarians, and volunteers to obtain personnel and organize equipment to triage
animals and identify and operate animal shelter facilities.
23.
Secure supplies, equipment, personnel, and technical assistance from support agencies,
organizations, and other resources to carry out the response plans associated with animal
health emergency management.
Recovery (Post-Event) Actions for ESF #11 - Agriculture and Natural Resources
1.
Plan recovery, reconstitution, mitigation, and other long-term actions.
2.
Plan for the gradual shut down of operations.
3.
Prepare AAR .
4.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
5.
Participate in after-action meetings and prepare after action reports as requested.
6.
Continue all EPI activities based on the circumstances and the organizations involved in
the recovery efforts.
7.
Participate in briefings, IAPs, SITREPs, and briefings.
8.
Release accessible information concerning the need for volunteer goods and services.
9.
Compile a written record of events, including any printed materials, news releases, tapes,
and clippings.
10.
Assess effectiveness of information and education programs.
Mitigation Actions for ESF #11 - Agriculture and Natural Resources
1.
Develop working relationships and liaison offices for private sectors in horticulture,
agribusiness, veterinary care, and ADA service animal agencies.
2.
Establish contacts and develop working relationships with the media.
3.
Develop mutual aid and other support agreements with surrounding jurisdictions and
foster private sector relationships.
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Protection Actions for ESF #11 - Agriculture and Natural Resources
1.
Implement protection, resilience, continuity planning, training, and exercise programs
2.
Determine jurisdictional priorities, objectives, strategies, and resource limitations.
3.
Control or limit access to critical and vulnerable locations.
III. Responsibilities
A. Primary Agencies
Primary Maricopa County Environmental Services Department, Maricopa County Parks
and Recreation Department
Preparedness (Pre-Event) Actions for ESF #11 - Agriculture and Natural Resources
1.
Identify alternate or backup animal relocation facilities.
2.
Identify sources to augment emergency food and water supplies.
Response (During Event) Actions for ESF #11 - Agriculture and Natural Resources
1.
Support the disaster response and recovery with all available resources.
2.
Assist established pet shelters.
3.
Maintain financial and legal accountability.
4.
If the scope of the incident is beyond the capabilities of this jurisdiction's resources, notify
the DEMA Duty Officer to obtain assistance from the Arizona Department of Agriculture.
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ESF #12 - Energy
Primary Agency:
Maricopa County Department of Emergency Management
Support Agencies:
Maricopa County Air Quality Department
Maricopa County Equipment Service
Maricopa County Facilities Management Department
Private Sector Utilities
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #12 is to establish policies to be used in the coordination with private
providers for the restoration of energy and other utilities during emergencies or following
a major disaster in Maricopa County.
B. Scope
1.
The activities within the scope of this function include, but are not limited to:
a.
Estimate number of customers without specific utilities (electricity, natural gas,
petroleum, etc.).
b.
Assess energy and utility system damages.
c.
Estimate the time needed for restoration of utility systems.
d.
Support the restoration of utility services.
e.
Assist in assessing emergency power needs and priorities.
f.
Coordinate restoration efforts with utility providers to prioritize emergency power
needs.
g.
Assist in obtaining emergency power generation capabilities for critical
infrastructure and essential facilities.
h.
If appropriate, assist energy suppliers and utilities in obtaining equipment,
specialized labor, and transportation to repair or restore systems.
i.
Provide emergency information, education, and conservation guidance concerning
energy and utility systems.
II. Concept of Operations
A. ESF-Specific Items
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1.
When an event is focused in scope to a specific type or response mode, technical and
subject matter expertise may be provided by an appropriate person(s) from a supporting
agency with skills pertinent to the type of event, who will advise and/or direct operations
within the context of the ICS structure.
2.
There is always a potential for widespread loss of power in Maricopa County due to severe
weather events. Loss of power to large areas of the county may require accessible shelters
to be opened and basic services be provided. Power companies serving Maricopa County
have well-established and proven storm plans and procedures.
3.
Resource demands on Maricopa County during an energy emergency are particularly
high, both in terms of procurement (fuel, shelter, transportation) and allocation to the public
or critical local or regional offices or private contractors. These demands will be assessed
by Maricopa County in conjunction with necessary state agencies.
4.
Disruptions and restoration are a primary responsibility of ESF #12. While small-scale
electrical service interruptions in Maricopa County are handled at the corporate or
cooperative level, any large-scale disruption requires multiple primary agencies and
municipal response, especially if the event takes place during adverse weather events or
associated emergencies. During extreme temperatures, these disruptions are particularly
hazardous to children, other adults, and/or other DAFN communities. DAFN access to
medical equipment or supplementary aid will be handled by established teams
administered by the ESF #12 primary agency, by interacting with ESF #6 - Mass Care and
ESF #8 Public Health and Medical Services primary agencies to assure requests are being
addressed.
5.
Prioritization of the restoration of all services will include consideration of the weather and
the impact that the loss of service will have on the whole community, to include but not
limited to persons with DAFN and other DAFN populations i.e., schools, hospitals,
managed care facilities, group homes, prisons/jails, children, families, etc.
6.
Energy infrastructure events pose some of the most visible and high-profile events within
the scope of any emergency response. Public relations and media management will be a
primary objective of the local EOC with the assistance of ESF #15 External Affairs during
and after the event.
C. Alerts and Notifications
1.
This ESF will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities
of ESF #12. If additional support is required, the primary and support agencies may jointly
manage ESF #12 activities.
2.
Upon instructions to activate or placement of ESF #12 on standby, MCDEM will implement
procedures to notify all ESF #12 planning team members and, if necessary, mobilize all
personnel, facilities, and physical resources likely to be needed, based on the emergency
circumstance.
D. Actions
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Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #12 - Energy
1.
Coordinate with GIS and jurisdiction agencies for adequate mapping of critical
infrastructure.
2.
Identify and establish contact with electric providers.
3.
Implement a whole community public awareness campaign regarding energy and utilities
safety in emergencies.
Response (During Event) Actions for ESF #12 - Energy
1.
Determine the supply needs generated by the emergency.
2.
Determine the nature and scope of the disaster or incident by consulting with the EOC .
3.
Monitor potential resource shortages in the jurisdiction during the emergency and present
options to the EOC.
4.
Evaluate all requests for resources against known supplies.
5.
Allocate resources as requested by the IC.
6.
Generate and review detailed information on needs and logistics.
7.
Provide and maintain primary communications, county- and city-wide, for the EOC on a
24-hour basis using all available public and private communications systems.
8.
Maintain existing equipment and follow established procedures for communicating with
organization personnel performing field operations.
9.
Provide support for emergency responders.
10. Monitor power restoration response activities and provide estimates for restoration.
11. Work with private energy and utility organizations to maintain current information regarding
damage to supply and distribution systems.
12. Identify facilities that require priority repair of utilities and establish a plan for restoration of
critical services.
13. Coordinate with the PIO to disseminate accessible information to the public regarding the
status of utilities and power restoration.
14. Coordinate to provide emergency power and utilities to shelters when available.
15. Respond to significant physical, operational, or economic disruptions to energy supplies.
16. Identify damage to energy and utilities outside of county borders that may impact local
jurisdictions.
17. Coordinate with staff administering Public Safety to provide security to critical energy
facilities and protection to maintenance personnel.
18. Coordinate with the EOC regarding needs and priorities.
19. Set priorities in consultation with the EOC Operations and Planning Section.
20. Maintain financial and legal accountability.
Recovery (Post-Event) Actions for ESF #12 - Energy
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Participate in after action meetings and prepare after action reports as requested.
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3.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
4.
Clean, repair, replenish, and perform maintenance on all equipment before returning to
normal operations or storage.
Mitigation Actions for ESF #12 - Energy
1.
Participate in the HIRA process and identify and correct vulnerabilities.
2.
Identify grid and utility interdependence to facilitate better resiliency.
3.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
4.
Develop mutual aid and other support agreements with surrounding jurisdictions and foster
private sector relationships.
Protection Actions for ESF #12 - Energy
1.
Determine requirements for protected stakeholder information sharing.
2.
Determine jurisdictional priorities, objectives, strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information.
4.
Assess key asset fuel requirements and prevent shutdowns where possible.
III. Responsibilities
None assigned to Primary Agency
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ESF #13 - Public Safety and Security
Primary Agency:
Maricopa County Sheriff's Office
Support Agencies:
Maricopa County Attorney's Office
The Constables of Maricopa County
Housing Authority of Maricopa County
Maricopa County Air Quality Department
Maricopa County Environmental Services Department
Maricopa County Department of Public Health
Maricopa County Human Services Department
Maricopa County Department of Transportation
Maricopa County Department of Emergency Management
Maricopa County Office of the Medical Examiner
Maricopa County Parks and Recreation Department
Maricopa County Security Services
Fire Districts
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose ESF #13 - Public Safety and Security is to provide law enforcement
coordination and support services to emergency events in unincorporated Maricopa
County.
B. Scope
1.
ESF #13 - Public Safety and Security provides a mechanism for coordinating and
providing support to local authorities to include law enforcement, public safety and security
capabilities, and resources during potential or actual disasters and emergencies.
2.
ESF #13 is generally activated in situations requiring extensive assistance to provide
public safety and security. Additionally, when local government resources are
overwhelmed or inadequate, or in pre-incident or post-incident situations that require
protective solutions.
3.
ESF #13 capabilities support incident management requirements including:
a.
Force and critical infrastructure protection.
b.
Security planning and technical assistance.
c.
Technology and public safety support in both pre-incident and post-incident
situations.
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d.
To coordinate dispatch with the use of county law enforcement.
II. Concept of Operations
A. ESF-Specific Items
1.
If door-to-door welfare checks are appropriate given the scope, variables, and impacts of
a disaster, MCSO can perform this duty and would likely recall other jurisdictions to assist
as appropriate.
2.
For incidents that are considered or suspected to be acts of terrorism, the FBI will be the
primary agency for the criminal investigation, and response operations must be
coordinated in conjunction with them.
3.
The ACTIC is the focal point for managing and ensuring distribution of operational and
threat awareness among county and municipal government organizations.
4.
The ACTIC conducts Threat and Vulnerability Analysis for all threats and hazards affecting
CIKR within Maricopa County. The ACTIC is responsible for managing the information
developed and coordinating protection efforts among county and municipal government
organizations.
5.
When an event is focused in scope to a specific type or response mode, technical and
subject matter expertise may be provided by an appropriate person(s) from a supporting
agency with skills pertinent to the type of event. This person(s) will advise and/or direct
operations within the context of the ICS structure.
6.
Capabilities will be handled within the MCEOC. ESF #13 - Public Safety and Security will
coordinate requests for resources and assess capabilities on an as-needed basis, as well
as requests for other resources through the Logistics criteria defined by the needs in the
field. The primary agency may be required to brief or inform other ESF staff within the
MCEOC involved in response on local jurisdictional capabilities and resources.
7.
Public safety, security and protection are coordinated through ESF #13 - Public Safety
and Security at the local level. If the event exceeds local resources, the primary agency
of ESF #13 - Public Safety and Security should consider alternate means of support either
by the usage of mutual aid resources or assistance through the SEOC in support of law
enforcement and security operations. The request of National Guard resources must be
done by ESF #13 - Public Safety and Security through ESF #5 - Emergency Management
with the final approval of the EOC Director. The SEOC will then be contacted and if the
National Guard is deployed to the local jurisdiction in partnership with the State, the State
will coordinate and manage the use of their own resources in conjunction with the National
Guard. Law enforcement may also be required to identify established staging areas and
logistical support bases for requested mutual aid that support public safety and will be
designated in advance of response to a given event.
B. Alerts and Notifications
1.
This ESF will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities
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of this ESF. If additional support is required, the primary and support agencies may jointly
manage activities.
2.
Upon instructions to activate or placement on standby, MCSO will implement procedures
to notify all planning team members and, if necessary, mobilize all personnel, facilities,
and physical resources likely to be needed, based on the emergency circumstance.
D. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #13 - Public Safety and Security
1.
Identify alternate or backup facilities.
2.
Review the Maricopa County MJHMP and the State recovery plan.
3.
Develop and test emergency procedures.
Response (During Event) Actions for ESF #13 - Public Safety and Security
1.
Determine the supply needs generated by the emergency.
2.
Use call-down rosters to alert emergency responders or provide situation updates.
3.
For incidents that are the result of an act of terrorism (or suspected), the FBI will be the
primary agency for the criminal investigation, and response operations must be
coordinated in conjunction with them.
4.
Staff the EOC.
5.
Evaluate all requests for resources against known supplies and coordinate with Resources
Support.
6.
Maintain existing equipment and follow established procedures for communicating with
organization personnel performing field operations.
7.
Coordinate with all other ESF staff to provide protection to key and critical facilities.
8.
Provide law enforcement security to the EOC.
9.
Provide support for emergency responders.
10.
Identify capabilities to provide safety and security for HAZMAT, Explosive Ordnance
Disposal, and radiological incidents.
11.
Coordinate the activation of mutual aid agreements.
12.
Maintain financial and legal accountability.
13.
Provide traffic management and access control during recovery activities.
Recovery (Post-Event) Actions for ESF #13 - Public Safety and Security
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
3.
Plan for the gradual shut down of emergency law enforcement operations.
4.
Plan law enforcement recovery, reconstitution, mitigation, and other long-term actions.
5.
Participate in after action meetings and prepare an AAR .
6.
Provide documentation for financial reimbursement.
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7.
Aid in the security of designated recovery facilities.
8.
Clean, repair, replenish, and perform maintenance on equipment before returning to
normal operations or storage.
Mitigation Actions for ESF #13 - Public Safety and Security
1.
Develop safety programs, to include disaster situations, and present them to the public via
multiple platforms, formats, and languages in order to reach the whole community.
2.
Participate in the HIRA process and identify and correct vulnerabilities.
3.
Participate in mitigation planning team meetings and work with local emergency
management to promote whole community preparedness.
4.
Establish a protocol for determining when to allow evacuees and the public to re-enter the
impacted area.
5.
Develop mutual aid and other support agreements with surrounding jurisdictions and
foster private sector relationships.
6.
Identify responsibilities for liaison roles with State and neighboring communities'
communications officials.
Protection Actions for ESF #13 - Public Safety and Security
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine jurisdictional priorities, objectives, strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information,
including law enforcement.
4.
Prevent and deter the movement and operations of threatening individuals.
5.
Control and limit access to critical locations and systems.
6.
Detect malicious activity. Conduct technical countermeasures and mitigate activities on
internet and cyber systems.
7.
Identify and implement monitoring and risk management planning.
8.
Establish operations and communications procedures for roadblocks and check points.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Sheriff's Office (MCSO)
Preparedness (Pre-Event) Actions for ESF #13 - Public Safety and Security
1.
Plan to provide security for Access Control and re-entry considerations for areas impacted
by emergencies.
2.
Coordinate with the Mass Care and Transportation for accessible sheltering and
accessible transportation requirements for DAFN populations.
3.
Identify responsibilities for liaison roles with State and adjacent county law enforcement
officials.
4.
Consider planning for information-sharing between agencies.
5.
Develop procedures for aiding and requesting assistance from other law enforcement
agencies during emergencies.
6..
Develop traffic control plans for special and regional events in conjunction with MCDOT.
7.
Develop procedures for coordinating traffic routing with MCDOT during major
emergencies.
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8.
Develop procedures for determining disaster area entry authority
9.
Develop procedures for coordinating state law enforcement and other personnel in traffic
control operations.
10.
Develop procedures for overcoming communications problems that will arise from the use
of non-departmental agencies during traffic control operations.
11.
Encourage the development of mutual aid agreements between neighboring and regional
law enforcement agencies.
12.
Identify organizations that have support roles in law enforcement operations.
13.
Identify duties and responsibilities of participating law enforcement agencies.
14.
Establish mutual aid agreements with surrounding jurisdictions if additional law
enforcement personnel are required at a disaster.
15.
Establish mutual aid agreements with neighboring communities for the relocation of
prisoners, if necessary, during a disaster.
Response (During Event) Actions for ESF #13 - Public Safety and Security
1.
Establish staging areas and logistical support bases for requested mutual aid resources
supporting public safety and security activities.
2.
Report Law Enforcement status and potential problems to the EOC Director. If the scope
of the incident is beyond the capabilities of this jurisdiction's Law Enforcement resources,
notify the EOC Director, and note time and date.
3.
Obtain needed resources and supplies.
4.
Coordinate law enforcement resource requests from the IC.
5.
Identify potential law enforcement shortages and ICP requirements in the jurisdiction
during the emergency and present options to the EOC Director.
6.
Support and maintain Law Enforcement's primary communications, county- and city-wide,
and for the EOC on a 24-hour basis using available public and private communications
systems.
7.
Generate and review detailed information on needs and logistics.
8.
Coordinate the law enforcement agencies in the county/City during disaster situations to
ensure the safety of all citizens, maintain law and order, protect public and private
property, and provide protection for essential industries, supplies, and accessible facilities.
9.
Coordinate with law enforcement agencies responding from outside jurisdictions.
10.
Aid with the security of shelters and other designated county facilities.
11.
Secure the disaster area in accordance with the requirements of the specific hazard
present.
12.
Control access to the area until it is safe. Allow only those people directly involved in
emergency response operations to enter.
13.
Coordinate evacuation traffic control, including route assignment, departure scheduling,
road capacity expansion, entry control for outbound routes, perimeter control on inbound
routes, traffic flow, including dealing with breakdowns, and establishment of rest areas
with MCDOT.
14.
Assist in initiating traffic management operations and control strategies.
15.
Assist with establishing alternate routes of access required due to road closures.
16.
Coordinate support to staff in Mass Care Housing and Human Services in processing
individuals in shelters with legal restrictions.
17.
Assist other law enforcement agencies when requested.
18.
Provide the first line of assistance to municipalities during emergencies.
19.
Deploy personnel to traffic control points as prearranged or as requested by local
agencies.
20.
Prepare evacuation movement control plans and brief the EOC Director.
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21.
Coordinate the movement of evacuees from the hazard area to accessible shelters or
mass care facilities, if appropriate.
22.
Coordinate with the EOC Director to issue a statement on the jurisdictions’ policy
regarding people that do not comply with evacuation instructions. The statement
addresses the consequences for not evacuating and the services (food, medical, utilities,
sanitation, etc.) that will be discontinued or interrupted in the evacuation area.
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ESF #14 - Long-Term Community Recovery
Primary Agency:
Maricopa County Department of Emergency Management
Support Agencies:
Flood Control District of Maricopa County
Housing Authority of Maricopa County
Maricopa Association of Governments
Maricopa County Animal Care and Control
Maricopa County Assessor’s Office
Maricopa County Air Quality Department
Maricopa County Environmental Services Department
Maricopa County Human Services Department
Maricopa County Department of Public Health
Maricopa County Department of Transportation
Maricopa County Equipment Service
Maricopa County Facilities Management Department
Maricopa County Department of Finance
Maricopa County Human Resources
Maricopa County Library District
Maricopa County Manager's Office
Maricopa County Office of the Medical Examiner
Maricopa County Planning and Development Department
Maricopa County Sheriff's Office
Maricopa County Waste Resources and Recycling
Salt River Project
The Salvation Army
Faith-based Agencies
American Red Cross
Maricopa County Community Organizations Active in Disaster
Arizona Water/Wastewater Agency Response Network
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #14 - Long-Term Community Recovery is to coordinate the long-term
recovery of Maricopa County in an efficient and effective manner.
B. Scope
1.
This ESF is structured to provide coordination during large-scale or catastrophic incidents
that require assistance to address significant long-term impacts in the affected area.
2.
Specifically, the scope of ESF #14 - Long-Term Community Recovery is to:
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a.
Provide coordinated measures and policies designed to facilitate recovery from the
effects of natural and technological disasters, civil disturbances, or acts of
terrorism.
b.
Provide for effective utilization of resources to support efforts to aid long-term
community recovery, stabilize local and regional economies, and reduce or
eliminate risks from future incidents.
c.
Assist in coordinating the damage assessment process to determine the need for
assistance.
d.
Provide a process and administrative means for appropriate voluntary and private
sector organizations to assist the Maricopa County governments during the
recovery and mitigation phases.
e.
Provide ongoing and post-incident assessments of infrastructure and assessment
of total damages including insured and uninsured losses.
f.
Provide technical assistance to include engineering expertise, construction
management, contracting, and real estate services.
II. Concept of Operations
A. ESF-Specific Items
1.
Throughout the response and recovery periods, this ESF will evaluate and analyze
information regarding the availability of volunteers and donated goods and services.
2.
A COAD representative will serve a liaison role at the MCEOC to assist in coordination of
all activities under ESF #14 - Long-Term Community Recovery.
3.
The MCEOC may establish, in concurrence with the most current COAD/VOAD, operating
protocols regarding this activity, an unmet needs committee, or similar, and include, as
needed, non-COAD organizations and entities to develop a recovery plan and funding
structure. COAD/VOAD leadership may establish, in concurrence with the most current
COAD/VOAD operating protocols regarding this activity, an accessible Assistance Center,
or similar, to assist the whole community in accessing offered services.
4.
The MCEOC will also make every attempt to have the volunteer coordinators establish
accessible reception centers adjacent to identified donation warehouse facilities.
5.
The Maricopa County Disaster Recovery Plan provides an operational overview of how
Maricopa County public safety partners collaborate, plan, and recover from a hazardous
incident that threatens lives, property, and natural resources. The Plan describes the
policies, planning assumptions, concept of operations, and recovery operations when a
disaster or emergency challenges the county’s ability to return to normalcy.
6.
Preliminary Damage Assessment (PDA): It is the responsibility of ESF #5 - Emergency
Management to maintain or be able to access comprehensive community records and
demographics data at the time of any event to best allocate resources not only for
immediate response but for the entire scope of the event. ESF #14 - Long-Term
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Community Recovery will work very closely with ESF #3 - Public Works and Engineering
to conduct the assessment of the identified damaged sites.
7.
Environmental Assessment: Environmental Impact Assessments (EIAs) require the
longest-term strategy and scope of any response for the local jurisdictions. The
environmental repercussions of a given event may not be apparent for months to years
after the event; therefore, a broad understanding of liability and stakeholders is important
in protecting the community during and after any disaster. The MCEOC is responsible for
coordinating management with Federal and State agencies as necessary for
comprehensive planning, as well as local planning and zoning boards and other
stakeholders.
8.
DAFN Considerations: FEMA’s Federal Disaster Recovery Coordination Office specifically
supports the integration of DAFN community members in long-term recovery planning.
These needs will be addressed as a key component to long-term mitigation and recovery
goals by ESF #15 External Affairs and ESF #5 - Emergency Management. Grant funding
for DAFN-oriented resources in community development is the responsibility of all
emergency management stakeholders, to minimize the burden to the local jurisdiction and
reduce liability in the aftermath of a disaster.
C. Alerts and Notifications
1.
This ESF will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary agency will manage the emergency activities.
If additional support is required, the primary and support agencies may jointly manage
activities.
2.
Upon instructions to activate or placement on standby, MCDEM will implement procedures
to notify all planning team members and, if necessary, mobilize all personnel, facilities,
and physical resources likely to be needed, based on the emergency circumstance.
D. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #14 - Long-Term Community Recovery
1.
Identify how long-term community recovery efforts in support of emergency operations will
be directed and controlled.
2.
Identify the trained personnel or agency responsible for conducting an environmental
assessment.
3.
Review the state's recovery plan and mitigation plan.
4.
Review disaster recovery program administrative plans.
5.
Develop mutual aid and other support agreements with surrounding jurisdictions and the
private sector.
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Response (During Event) Actions for ESF #14 - Long-Term Community Recovery
1.
Coordinate with unmet needs staff to facilitate DAFN population responses and plans of
action.
2.
Coordinate with private sector to establish clear delineation of responsibilities in housing
and urban development sectors.
3.
Use damage assessment to identify number of persons affected, homes damaged or
destroyed, and infrastructure losses to predict the ongoing need for long term recovery
efforts.
4.
Conduct disaster, economic, and needs assessments.
5.
Identify long-term recovery efforts for individuals with DAFN.
6.
Work with the private sector to ensure disaster-related needs of the business community
are met.
7.
Activate Public Assistance (PA) and Individual Assistance (IA) as needed.
8.
Identify and provide strategy to assist residents with unmet needs.
9.
Identify long-term recovery efforts for animal welfare and agriculture stakeholders.
10.
Coordinate with Mass Care and Medical to establish long-term mental health services.
11.
Identify long-term impacts of environmental issues caused by the disaster.
12.
Maintain financial and legal accountability.
Recovery (Post-Event) Actions for ESF #14 - Long-Term Community Recovery
1.
Continue to perform tasks necessary to expedite restoration and recovery operations.
2.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
3.
Participate in after action meetings and prepare an AAR .
4.
Coordinate with ESF #6 - Mass Care and housing authorities for sheltering and recovery
efforts.
5.
Work with the state and federal government to administer disaster recovery programs.
6.
Continue to conduct disaster, economic, and needs assessments.
7.
Establish recovery operations at the MCEOC.
8.
Identify disaster recovery center requirements.
9.
Address unmet disaster needs with Federal, State, local, and volunteer agencies.
10.
Coordinate IA and PA with FEMA and the SBA if eligible.
11.
Conduct IA/PA briefings for the whole community.
12.
Schedule IA/PA inspections.
13.
Schedule, publicize (via multiple platforms, formats, and languages) and conduct
accessible IA/PA application briefings if program eligibility is determined.
Mitigation Actions for ESF #14 - Long-Term Community Recovery
1.
Develop mutual aid and other support agreements with surrounding jurisdictions and
foster private sector relationships.
2.
Support programs that provide IA, PA, and hazard mitigation.
3.
Conduct disaster recovery training with county officials, local officials, and volunteer
groups.
Protection Actions for ESF #14 - Long-Term Community Recovery
1.
Implement protection, resilience, and continuity planning, programs, training, and
exercises.
2.
Determine requirements for protected stakeholder information sharing.
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3.
Determine jurisdictional priorities, objectives, strategies, and resource limitations.
4.
Control and limit access to critical locations and systems.
5.
Identify and implement monitoring and risk management planning.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Department of Emergency Management
Response (During Event) Actions for ESF #14 - Long-Term Community Recovery
1.
Identify long-term recovery personnel staffing needs.
2.
Notify State recovery partners. Allow the State to contact Federal recovery partners.
3.
Coordinate activities with Local, State and Federal agencies and volunteer organizations.
4.
Channel recovery and mitigation information for public release through the JIS.
Recovery (Post-Event) Actions for ESF #14 - Long-Term Community Recovery
1.
Discuss with local stakeholders the direction and scope of the recovery plan.
2.
Support community recovery activities.
3.
Maintain contact with agency administrative headquarters on financial matters.
4.
Ensure that all documents initiated at the incident are properly prepared and completed.
5.
Establish an accessible Family Assistance Center.
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ESF #15 - External Affairs
Primary Agency:
Maricopa County Office of Communications
Support Agencies:
Flood Control District of Maricopa County
Housing Authority of Maricopa County
Maricopa County Animal Care and Control
Maricopa County Attorney's Office
Maricopa County Air Quality Department
Maricopa County Department of Emergency Management
Maricopa County Environmental Services Department
Maricopa County Human Services Department
Maricopa County Department of Public Health
Maricopa County Department of Transportation
Maricopa County Human Resources
Maricopa County Library District
Maricopa County Parks and Recreation Department
Maricopa County Planning and Development Department
Maricopa County Recorder's Office
Maricopa County Government Relations
Maricopa County Sheriff's Office
State and Federal Agencies
I. Purpose and Scope
A. Purpose
1.
The purpose of ESF #15 External Affairs is to disseminate accessible information on
emergencies to the public in Maricopa County in plain-language via multiple platforms,
formats, and languages in order to reach the whole community.
B. Scope
1.
This ESF coordinates actions to provide the required external affairs support to county
and incident management elements. It details the establishment of support positions to
coordinate communications to various audiences including DAFN populations. It applies
to county departments and agencies that may require public affairs support or whose
public affairs assets may be employed during an emergency. This scope entails:
a.
Quickly relaying critical and potentially lifesaving information to those at risk in
plain-language via multiple platforms, formats, and languages in order to reach the
whole community.
b.
Providing timely, consistent, and accessible information on the status of
emergency operations.
c.
Coordinating the release of accessible public information from all responding
agencies.
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d.
Assuring the whole community that government is responding effectively to the
emergency.
e.
Make credible and consistent information available to answer resident inquiries.
f.
Provide accessible, ongoing, and useful information regarding recovery activities.
g.
Ensure a system is in place to Provide accessible information and guidance to
county, city, and, if appropriate, state and federal elected and appointed officials.
II. Concept of Operations
A. ESF-Specific Items
1.
The Maricopa County Office of Communications will act as the lead agency. Depending
on the severity of the situation, other local PIOs and county staff will assist with media
advisories and releases. Lead or support agency public information staff will operate from
the MCEOC on a 24-hour schedule to help maintain the flow of accessible public
information.
2.
In a catastrophic disaster, ESF #7 - Logistics Management and Resource Support, ESF
#14 - Long-Term Recovery and ESF #15 External Affairs will work together to release
accessible information regarding volunteer goods and services that need to be sent to the
disaster area, and where volunteers and donors may go to deliver such goods or services.
All ESFs will routinely Provide accessible information to staff for ESF #15 External
Affairs to keep the Maricopa County officials and residents aware of the current event.
3.
ESF #15 External Affairs is responsible for providing the community with accessible
information on impending or existing emergencies, to include immediate protective actions
they should take such as sheltering or evacuation. Many agencies participate in disaster
public education and awareness activities on a regular basis, in conjunction with MCDEM,
MCSO, MCDPH, MCDOT, NWS, etc. Programs include fire prevention, animal care and
control, weather spotter training, disaster preparedness for seniors, public health issues
(i.e., seasonal influenza, pandemic influenza), etc.
4.
Preparedness, emergency, and recovery information shall be provided to the public via
multiple platforms and formats to ensure information reaches the whole community
including those with disabilities and other access and functional needs. Accessible public
information utilizes any or all of the following: Plain-Language, Large Print, Braille,
Section 508-Compatible digital media including documents, presentations, websites,
social media, etc., Captioned Video, ASL interpreters, and other language interpreters.
To reach people with disabilities and other access and functional needs (DAFN) ESF
#15 will also disseminate accessible information through our community partners.
5.
Maricopa County has a population whose primary language is English, with Spanish being
the secondary language. Translators are available through the DEMA. Disaster
preparedness, response, and recovery information is available in Spanish through
MCDEM and MCDPH.
6.
Should a disaster or an emergency event present a scenario where advanced/early
evacuation is feasible, accessible, plain-language public information will be provided
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across multiple platforms, formats and languages to provide information in the most timely
and efficient manner possible to reduce the threat of immediate loss of life.
7.
ESF #15 External Affairs with the assistance of other local agencies listed above should
collaborate and develop standard operations procedures (SOPs) to carry out the public
information function.
8.
Accessible EPI may be disseminated to DAFN populations through use of interpreters,
public address systems, closed-captioned television, door-to-door notifications, Braille,
etc. Certain populations may have limited access to internet, radio, news, or media
reports including, but not limited to DAFN populations rural populations, and outdoor and
seasonal workers who may also be exposed to threats or incidents in a more immediate
fashion.
9.
A diverse set of media channels will be used to disseminate accessible information in a
timely fashion, including but not limited to emergency radio notices, television (digital and
cable channels), internet and social media, SMS messaging, billboards, newspaper
notices, and communal locations such as post offices, banks, gas stations, and municipal
waste sites.
B. Direction and Control
1.
This ESF complies with the NRF and the NIMS. NIMS guides the direction and control
system adopted by MCDEM, which functions as the official disaster prevention, protection,
response, preparedness, recovery, and mitigation organization within Maricopa County.
2.
MCDEM serves as the focal point for activities. It is responsible for ensuring that all
appropriate program departments, support agencies, other ESFs, and other private
volunteer agencies have knowledge about the system and expectations, as well as to
coordinate and cooperate efficiently during an event.
C. Alerts and Notifications
1.
ESF #15 External Affairs will be activated or placed on standby upon notification by the
MCEOC. The representatives or designees of the primary agency will manage the
emergency activities. If additional support is required, the primary and support agencies
may jointly manage activities.
2.
Upon instructions to activate or placement on standby, MCDEM will implement procedures
to notify all planning team members and if necessary, mobilize all personnel, facilities, and
physical resources likely to be needed, based on the emergency circumstance.
D. Actions
Actions carried out are grouped into phases of emergency management: Preparedness,
Response, Recovery, Mitigation and Protection. Each phase requires specific skills and
knowledge to accomplish the tasks and requires significant cooperation and collaboration
between all relevant community partners and agencies and the intended recipients of service.
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Overall Actions Assigned to All Members
Preparedness (Pre-Event) Actions for ESF #15 - External Affairs
1.
Designate the person responsible for initial notification of personnel.
2.
Report EPI status and potential problems to the EOC Director.
3.
Develop pre-scripted media releases, social media posts, and public advisories for likely
emergencies.
4.
Practice JIC set-up and operations.
5.
Ensure adequate space and equipment is available for the operation of a JIC.
6.
Train emergency responders on public information procedures on referring media to the
appropriate field or JIC personnel for information.
7.
Identify public information needs required for facilities that serve DAFN populations.
8.
Encourage development of disaster plans and kits for the whole community as part of
media outreach.
9.
Ensure there are clearly designated press contacts and alternates in any agencies with
which this team collaborates.
10.
Update public information responder listing, as necessary.
11.
Test public warning systems as appropriate.
12.
Maintain current lists of radio stations, televisions stations, cable companies, websites,
and newspapers to be utilized for public information releases
13.
Maintain support agreements and liaison arrangements with other agencies
14.
Maintain arrangements to provide a briefing room for the media in the vicinity of the EOC
or at the location of the disaster
Response (During Event) Actions for ESF #15 - External Affairs
1.
Obtain needed equipment, additional office space, web, and broadcast media access.
2.
Issue any immediate EPI approved by the EOC Director to the whole community using
multiple platforms and languages.
3.
Ensure the public within the affected area receives accessible, complete, accurate, and
consistent information about life safety procedures, public health advisories, relief and
assistance programs, and other vital information.
4.
Monitor news broadcasts and social media.
5.
Coordinate an area where media can be near the site without impeding response
operations.
6.
Anticipate potential EPI needs or problems and begin alerting appropriate EPI resources.
7.
Coordinate with shelter operations for family reunification messaging.
8.
Establish process to verify information is accurate and valid before public release.
9.
Identify all viable methods to reach the whole community including but not limited to radio,
television, print media flyers, posters, brochures, informational booths, and internet sites,
including social media.
10.
Develop productive relationships with the press, coordinating with them on emergency
information dissemination, provision, and accessibility.
11.
Approve implementation of any special provisions for media convergence.
12.
Designate location for media briefings.
13.
Inform the public of health or safety concerns, status of emergency, and ways to reduce
or eliminate associated dangers.
14.
Activate and staff the management functions of the JIC.
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15.
Identify and utilize departmental, county, or municipal legal counsel to review important
public-facing documents and announcements as needed.
16.
Maintain financial and legal accountability.
17.
Brief public affairs officers assigned to incident sites.
18.
Organize and operate a press briefing area and a JIC, as appropriate.
19.
In coordination with the PIO, initiate public information activities as dictated by the
situation. Coordinate the operations of the JIS with other agency PIOs and approve
releases of information through the JIS and other field operations as required.
20.
Promote preparedness information for the whole community that will lessen the impact of
disasters, such as having a disaster preparedness kit and family disaster plan.
21.
Prepare emergency information packages for release through the media channels during
actual emergencies.
22.
Disseminate accessible news releases and daily SITREPs from the MCEOC via the
agency’s website.
23.
Disseminate information to elected officials through the legislative liaison function.
24.
Establish, with assistance from other agencies, a help line for the public to call for
information.
Recovery (Post-Event) Actions for ESF #15 - External Affairs
1.
Plan for the gradual shut down of External Affairs operations.
2.
Process and disseminate accessible disaster welfare and family reunification information.
3.
Prepare an AAR.
4.
Return borrowed resources and those obtained through agreement, lease, or rental when
those resources are no longer required.
5.
Provide documentation for possible financial reimbursement process for recovery
activities.
6.
Participate in after-action meetings and prepare any requested follow-ups in addition to
the initial report.
7.
Distribute accessible information on what displaced populations should do when returning
to their damaged homes.
8.
Continue EPI activities based on the circumstances and the organizations involved in the
recovery efforts.
9.
Distribute accessible information on how and where to apply for different types of disaster
assistance.
10.
Participate in post-incident briefings and convert action plans into public information when
appropriate.
11.
Release accessible information concerning the need for volunteer goods and services, as
needed.
12.
Maintain records of news releases to support documentation after the disaster.
13.
Provide accessible information regarding available disaster recovery programs and
resources to the media and the public.
14.
In cases of man-made disasters such as terrorism, cooperate with law enforcement
agencies' press relations on incident coverage.
15.
Compile a written record of events, including any printed materials, news releases, tapes,
and clippings.
16.
Assess effectiveness of information and education programs on mobilizing public and
estimate future mitigation effects.
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Mitigation Actions for ESF #15 - External Affairs
1.
Promote preparedness information that will lessen the impact of disasters, such as having
a disaster preparedness kit and family disaster plan.
2.
Establish contacts and develop working relationships with the media.
3.
Develop a public information program to educate the whole community regarding the
effects of common, emergency, and disaster situations.
Protection Actions for ESF #15 - External Affairs
1.
Determine requirements for protected stakeholder information sharing.
2.
Determine jurisdictional priorities, objectives strategies, and resource limitations.
3.
Adhere to appropriate mechanisms for safeguarding sensitive and classified information
including law enforcement and healthcare related information.
III. Responsibilities
A. Primary Agency
Primary: Maricopa County Office of Communications
Preparedness (Pre-Event) Actions for ESF #15 - External Affairs
1.
Identify responsibilities for liaison roles with state and adjacent county PIOs.
2.
Maintain liaison with the local media outlets to establish and maintain relationships.
3.
Develop plans to coordinate with international, national, state, and local news media for
emergency operations, before, during and after events.
4.
Develop and test emergency communication procedures.
5.
Identify media outlets, establish contact lists, and provide training on EPI procedures.
6.
Coordinate with other ESFs to designate PR policies and spokespersons as necessary.
Response (During Event) Actions for ESF #15 - External Affairs
1.
Determine the nature and scope of the disaster and the public messaging strategy. Brief
the EOC Director and elected leaders as needed.
2.
Coordinate with the EOC and state-level PIOs.
3.
In coordination with all effected or responding PIOs provide accessible advisories and
public instructions for life, safety, and health.
4.
Manage aspects of EPI on behalf of the EOC Director.
5.
Give the public accessible, accurate, timely, and useful information and instructions from
one release point throughout the emergency, provide mass notification to urban and rural
populations, and provide periodic media updates.
6.
Resolve any conflicting information and dispel rumors as much as possible.
7.
Consult the EOC team before releasing any emergency information.
8.
Implement a proactive public information strategy to meet media needs.
9.
Prepare accessible news releases, public information, warnings, and briefings with the
approval of the EOC Director.
10.
Establish contacts and develop working relationships with the media.
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Annex B
192
Annex B - Support: Continuity of Government and Operations
I. Purpose and Scope
A. Purpose
1.
The purpose of COG in time of emergency or disaster is to preserve lawful leadership and
authority, prevent unlawful assumption of authority, ensure direction and control
mechanisms are in place, and ensure delivery of government services.
B. Scope
1.
This annex addresses both emergency assistance and the maintenance and mitigation
efforts for responses specific to this Annex.
2.
Included in this Annex is information on SOPs, movement of responders, survivors, and
supplies associated with response and recovery efforts following a major disaster and
egress and ingress information. Also included is information on major services by primary
agencies critical to the welfare of the residents in Maricopa County.
3.
Maricopa County has determined that each county department and county agency/entity
should develop and maintain a COOP. COOP planning is designed to enable each county
department and county agency/entity to preserve, maintain, and/or resume its capability
to function effectively in the event of a threat or occurrence of any disaster or emergency
that could potentially disrupt governmental operations and services. That plan will
describe:
a.
Identification and description of essential functions
b.
Time-based objectives to restore essential functions
c.
Order of Succession and Delegation of Authority
d.
Continuity Planning Team Members and their assigned roles/responsibilities
e.
Primary facilities and identified Continuity/Alternate facilities
f.
Communication systems
g.
Vital records and resources
h.
Human Capital management and roster alert notification procedures
i.
Devolution
j.
Reconstitution of operations
k.
Training and exercise programs
II. Concept of Operations
A. General
1.
This Annex is consistent with the MCEOC's methodology, the requirements of the NRF,
the NIMS, and the ICS. This structured system supports incident assessment, planning,
procurement, deployment, and coordination and support operations to the Maricopa
Annex B
193
County. Through the Maricopa County Policy Group and EOC response to an emergency
or situation is conducted in a timely and appropriate manner.
2.
Procedures, protocols, and plans for disaster response activities are to govern staff
operations at the MCEOC and in the field. These are in the form of the base plan, ESF
Annexes, Support Annexes, Threat Annexes, and SOGs, which describe capabilities.
Periodic training and exercises are also conducted to enhance effectiveness.
3.
In a large event requiring local or State mutual aid assistance, Maricopa County will work
with its support agency counterparts to seek, procure, plan, coordinate, or direct the use
of required assets.
4.
Throughout the response and recovery periods, these agencies will evaluate and analyze
information requests to move people, materials, equipment, and other resources as
necessary.
5.
Maricopa County Board of Supervisors Line of Succession:
a.
Presiding Chairman
b.
Presiding Vice-Chairman
c.
Supervisor, District 1
d.
Supervisor, District 2
e.
Supervisor, District 3
f.
Supervisor, District 4
g.
Supervisor, District 5
6.
Maricopa County’s responsibilities regarding filling vacancies and governing during
emergencies is addressed in ARS 11-213 and ARS 38-381 through 386. See Authorities
and references section for additional details.
B. Direction and Control
1.
This Annex complies with the NRF, and the NIMS. The NIMS guides the direction and
control system adopted by MCDEM, which functions as the official disaster prevention,
protection, response, preparedness, recovery, and mitigation organization within
the Maricopa County.
2.
Refer to Maricopa County COG and associated department COOP for additional direction
and control information.
C. Alerts and Notifications
1.
Refer to the Maricopa County COG plan and associated department COOPs for specific
alerts and notifications information.
References and Authorities
A. If Federal agencies become involved with any assistance during a disaster or emergency,
a Presidential declared disaster is generally required which will be requested by the
governor's office through the Cabinet Secretary of the DHS. To understand this process
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194
more, it is described within FEMA Publication P-682 NRF and FEMA Publication P-683
NRF Overview and Support Annexes. Further information on the Federal assistance
process and how it is structured can be found in both publications in the File Archive
portion of this living plan.
State
1.
Arizona Revised Statues dealing with Superior Vacancies
a.
Title 11-213. Election; Vacancies
i.
At the general election for State and county officers, one supervisor shall be
elected from each district from among those nominated at the preceding
primary election. They shall be nominated and elected by the qualified
electors of their respective districts. If a supervisor moves from the district
from which they were elected, their office shall be vacated.
ii.
When a vacancy occurs in the office of supervisor, the remaining supervisors,
together, with the clerk of the BOS, shall fill the vacancy by appointment of a
resident of the district in which the vacancy occurred.
2.
Arizona Revised Statues dealing with appointment of temporary successors
a.
Title 38-384. Unavailability of other elected officers of the state or political
subdivisions; appointment of temporary successor
i.
In the event of an attack after which any duly elected officer of the state or of
any political subdivision thereof, or their legal successor, if any, are unavailable
to serve due to death or for other reasons, the legislating body of the state or
the respective political subdivision in emergency session shall designate a
temporary successor if required to maintain continuity of its civil government.
Such temporary successor shall serve until such time as conditions permit
compliance with constitutional mandates for filling vacancies. Such designee
shall be of the same political party as the duly elected official, and he is
authorized to exercise full powers and duties of the office during their
temporary appointment.
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195
Annex B - Support: Emergency Public Warning
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to provide resources of member agencies to support
emergency response needs in Maricopa County.
B. Scope
1.
This Annex addresses both emergency assistance and the maintenance and mitigation
efforts for responses specific to this Annex.
2.
Included in this Annex is information on SOPs, movement of responders, survivors, and
supplies associated with response and recovery efforts following a major disaster, and
egress and ingress information. Also included is information on major services by primary
agencies critical to the welfare of the residents in Maricopa County.
3.
To notify the whole community, including those with disabilities and other access and
functional needs (DAFN), there are several methods for receiving and providing
emergency warning information. Details of each process or method are described in the
following paragraphs.
II. Concept of Operations
A. General
1.
Warning:
a.
The use of Notification of Unusual Event (NUE), Alert, Site Area Emergency (SAE),
and General Emergency (GE) Classification Levels in providing warning to the
public will only be used for emergencies occurring at PVGS. Description of each
Emergency Classification Level as well as procedures for use in notifying the public
are outlined in the Offsite Emergency Response Plan for Palo Verde Generating
Station.
b.
The NWS periodically issues severe weather information in the form of an
Advisory, Watch, or Warning, and Weather Statements. The emergency condition
level provided by the NWS will be used when notifying the public of severe weather
information.
c.
Pre-scripted EAS messages are available for all-hazard emergencies and
emergencies occurring at PVGS. EAS Forms are located in the MCEOC and the
MCEOC EAS Binder.
d.
The method for communicating with the whole community will be determined
based on the channels available, including but not limited to communicating to
persons with disabilities, i.e., sight or hearing impairments as well as DAFN
populations such as schools, hospitals, managed care facilities, and group homes.
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196
ASL interpreters and CART services are available for request through the DEMA
to be present for communication with individuals with hearing impairments.
e.
The location and accessibility features of Reception and Care, Evacuation
Centers, and/or Disaster Shelters will be included in public announcements to
include services that may or may not be immediately available, such as back-up
power and refrigeration for medications.
f.
Should the situation require the alerting, warning, or evacuation of the public,
Maricopa County will utilize all communication channels available (e.g., audio,
visual, and/or text) to notify the whole community as well as DAFN populations
such as schools, hospitals, managed care facilities, and/or group homes which will
need specific attention.
g.
Additional modes of communicating EPI to those that speak a language other than
English, persons with DAFN, such as schools, hospitals, managed care facilities
and/or group homes will be provided.
2.
Alert Phase
a.
Upon notification, MCDEM will alert appropriate county departments, affected
jurisdictions, and support agencies to relay known information and to establish
coordination and feedback channels.
b.
MCDEM is the Primary Agency to ensure all pre-incident coordination of
personnel, resources, and accessible facilities will be identified and incorporated
into each system listed in Public Warning Assets.
c.
MCDEM may delegate Primary Agency responsibility, as appropriate, per each
system identified below.
d.
MCDEM will identify the Support Agencies, as appropriate, per each system
identified below.
3.
Notification Phase
a.
MCDEM will notify appropriate governmental agencies of impending emergency
events or situations as follows:
i.
Pass reports of significant or severe weather or flooding as received by the
FCDMC to the NWS office with warning responsibility for Maricopa County.
ii.
Pass reports of any significant emergency event or situation to the jurisdictions
within Maricopa County.
4.
Public Warning Assets
a.
National Warning System (NAWAS): The NAWAS is the civil defense system used
to disseminate warnings from the FEMA Operations Center to warning points in
each state. When not being used for emergency traffic or tests, state and local
governments and the NWS may use the system for official business to augment
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their normal communications systems. NAWAS terminals are available for use at
both the county Primary Warning Point, located in the MCSO Communications
Center, and the Alternate Warning Point, located in the EOC. During severe
weather, the Phoenix office of the NWS disseminates watches, warnings, and
other pertinent information on the system. MCSO has been designated the
Maricopa County Warning Point for the receipt of hostile attack warnings from the
FEMA Operations Center. The MCEOC has been designated the Alternate
Warning Point.
b.
Wireless Emergency Alerts (WEA): Authorized local government authorities
announce conditions that pose an immediate threat to Public Safety.
Announcements are sent through FEMA’s IPAWS to participating wireless
carriers.
c.
Emergency Alert System (EAS):
i.
The EAS is an all-hazards alert and warning system that provides warnings
throughout the county via radio, television, cable TV service, and the
Phoenix NWS NOAA Weather Radio. Pre-scripted All-Hazard and Palo
Verde Messages are in place for use over the EAS. These pre-scripted
messages can be found in critical incident management software as well
as the EOC Manager’s binder at the MCEOC.
ii.
The LP stations serving Maricopa County are:
a) Radio station KTAR (620 AM), KMPV (98.7 FM), and KTAR (92.3
FM).
b) The Phoenix NWS office broadcasts weather information 24 hours
a day on 162.55 MHz
c)
Letters of Understanding are updated annually to the NWS on the
authority to issue EAS messages for radiological incidents. These
letters are provided by the Director, MCDEM, and located in the
EAS binders at NWS and MCDEM. EAS Message forms are
updated annually.
iii.
Local media voluntarily translates all EAS messages into Spanish.
Procedures for activation of the EAS are found in the MCEOC SOP.
iv.
Commercial radio, TV broadcasting stations, and local cable systems will
disseminate emergency warnings and information to the public in
accordance with the procedures contained in the FCC Emergency Alert
System (EAS) Maricopa/Pinal County Local Area Plan.
d.
The Community Emergency Notification System (CENS):
i.
The Maricopa Association of Governments operates the CENS from 9-1-1
centers. The system will rapidly notify by telephone, utilizing 9-1-1
telephone records and those registered cell and Voice over Internet
Protocol (VoIP) phones, those living or working near the scene of an
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emergency and provide them with information and any required emergency
instructions in English and Spanish voice message and text (where opted-
in), and via Telecommunications Device for the Deaf/Teletypewriter
(TDD/TYY) devices.
e.
National Oceanic and Atmospheric Administration (NOAA) Radio Service:
i.
The Phoenix NWS 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 on natural and man-
made emergencies, both pre- and post-incident by incorporating the EAS
into its broadcasts.
f.
Maricopa County Warning Radio Net (47.66 MHz):
i.
The radio net may be used to disseminate emergency information to all
cities, towns, and other organizations on the net. Radios are located in the
offices of MCDEM as well as the MCEOC and in each municipal dispatch
center and LAFB.
g.
Jurisdiction Warning Points:
i.
Each municipality has established a local warning point in their community
to receive and disseminate emergency information and warnings. Mobile
sirens and public address systems may be used to further disseminate
emergency information and warnings to the public.
h.
Arizona Emergency Information Network (AZEIN):
i.
The Arizona Emergency Information Network (AZEIN) is the State of
Arizona’s online source for real-time emergency updates, preparedness
and hazard information, and accessible multimedia resources.
i.
PVGS Outdoor Warning Siren System:
i.
MCDEM monitors, tests, and activates the outdoor warning siren system
within the 10-mile EPZ surrounding PVGS. The system is used to Alert the
whole community in the EPZ that an emergency has occurred at Palo
Verde.
B. Direction and Control
1.
This Annex complies with the NRF, and the NIMS. The NIMS guides the direction and
control system adopted by MCDEM, which functions as the official disaster prevention,
protection, response, preparedness, recovery, and mitigation organization within
Maricopa County.
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2.
Under the ICS structure, the Planning, Logistics, Finance and Administration, and
Operations Section and associated staff at the MCEOC assist the IC in carrying out the
overall mission.
3.
In accordance with a mission assignment, each primary and/or support organization
assisting in the deployment of this Annex will retain administrative control over its own
resources and personnel but will be under the operational control of this Annex. Mission
operational control may be delegated to the field by the MCEOC.
D. Alerts and Notifications
1.
This Annex will be activated by the MCEOC.
2.
MCDEM will notify appropriate governmental agencies of impending emergency events or
situations as follows:
a.
Pass reports of terrorist or suspected terrorist activities to the MCSO.
b. Pass reports of any significant emergency event or situation to the jurisdictions
within Maricopa County.
c.
The use of NUE, Alert, SAE, and GE Classification Levels in providing warning to
the public will only be used for emergencies occurring at PVGS. Description of
each Emergency Classification Level as well as procedures for use in notifying the
public are outlined in the State of Arizona/Maricopa County Offsite Emergency
Response Plan.
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Annex B - Support: Volunteer and Donations Management
I. Purpose and Scope
A. Purpose
1.
During disasters, the public and organizations who are not trained in disaster response
may spontaneously offer their time, donations, and skills in response to the disaster. This
annex provides the framework for the effective coordination, management, and distribution
of spontaneous volunteers and donations in support of emergency response needs in
Maricopa County.
B. Scope
1.
This Annex supports the MCEOP. The Annex addresses emergency assistance, as well
as maintenance and mitigation efforts for responses specific to this annex.
2.
This annex is activated in response to an influx of unaffiliated volunteers and/or donations.
The annex is intended for use, if needed, during emergency response operations to man-
made or natural disasters and is scalable to size and scope of all events.
3.
Maricopa County will look principally to local voluntary organizations (i.e., non-profits,
faith-based groups, community-based organizations, etc.) with established volunteer and
donations management systems already in place to receive, document, and distribute
volunteer/donation offers. The county acts as a support system and does not hold any
authority over its voluntary partners or the systems used by such agencies.
4.
This support also extends to local municipalities who, within their own authority, establish
and operate Volunteer Reception Centers (VRC) and/or Donation Coordination Centers
(DCC) during emergency response operations within their jurisdiction.
5.
Included in this Annex is information on movement of responders, survivors, and supplies
associated with response and recovery efforts following a major disaster. Also included is
information on major services by lead agencies critical to the welfare of the residents in
Maricopa County.
C. Planning Assumptions
1.
Spontaneous and unaffiliated volunteers may self-deploy during disasters. Most of these
volunteers will not know where to go or how to best assist response and recovery efforts.
Volunteers who self-arrive at the disaster site can disrupt and endanger emergency
response workers as well as themselves.
2.
Trained volunteers and/or those affiliated with an agency or organization will report to
their respective organizations as requested.
3.
Donations may be delivered to the county whether requested or not and may overwhelm
local capabilities to sort and distribute the donations.
4.
Donations will be packed in various manners and will frequently arrive unsorted.
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201
5.
Donations may be in the form of “in-kind” donations (e.g., food, clothing, products,
equipment, etc.). Some donated items may not be needed for the given disaster.
6.
If not effectively managed, spontaneous volunteers/donations can impede
response/relief efforts.
7.
Effective volunteer and donations management require a coordinated effort by all
involved government entities, voluntary organizations, local businesses, and the media.
8.
Local volunteer organizations can assist in organizing and implementing
volunteer/donations management in both small- and large-scale disasters which require
personnel beyond the capabilities of dedicated paid employees.
9.
In a large event requiring local or State mutual aid assistance, Maricopa County will work
with its support agency counterparts to seek and procure, plan, coordinate, or direct the
use of required assets. Full use of existing volunteer and donation management
resources is encouraged before seeking State or Federal assistance.
II. Concept of Operations
A. General
1.
MCDEM has identified the MCCOAD as the volunteer and donations coordination lead.
The MCCOAD utilizes two of its member agencies, identified below, as the lead agencies
regarding spontaneous and unaffiliated volunteers/donations.
a.
Volunteer Coordination - HandsOn Greater Phoenix (HGP) is the lead agency for
spontaneous volunteer coordination. This includes the process for efficiently
managing spontaneous volunteers and services aligned with response and
recovery activities.
b.
Donations Management - The Salvation Army is the lead agency for donations
management. This includes the process for efficiently managing unsolicited,
undesignated, and in-kind donations during disaster relief efforts.
c.
Equipment and Supplies - The MCEOC has overall management control of
equipment purchased by MCDEM that play a key role in the county’s overall
capabilities to respond to and recover from an emergency event occurring in the
county.
d.
Warehouse Location - The MCDEM warehouse is located on Papago Park Military
Reservation.
2.
This plan does not supersede any policies regarding volunteer and donations
management procedures endorsed by local municipalities. Any volunteer or donations
management program at the city, town, or tribal level remains the responsibility of those
jurisdictions.
3.
The MCCOAD will provide a liaison/representative to the MCEOC to provide support for
all MCCOAD functions, including volunteer and donations management.
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4.
Throughout the response and recovery periods, the Lead Agencies will evaluate and
analyze information requests to move people, goods, equipment, and other resources as
necessary.
B. Volunteer Coordination
1.
HandsOn Greater Phoenix (HGP) has been identified as the lead agency responsible for
volunteer coordination. Volunteer coordination activities may include, but not limited to:
a.
Designating a Volunteer Management Coordinator.
b.
Leading all volunteer efforts, including the use and management of spontaneous
volunteers.
c.
Coordinating with the MCEOC to identify and prioritize volunteer needs.
d.
Maintaining records of services provided and requirements for support.
e.
Coordinating with ESF #15 External Affairs to provide the public with accessible,
reliable and consistent information including volunteer needs, requirements, and
information on how to volunteer.
f.
Working in coordination with the MCEOC and the Donations Management
Coordinator as needed.
2.
In close cooperation, HGP and MCDEM may establish the process for opening and
operating an accessible Volunteer Reception Center (VRC) as needed. The VRC may be
used for, although not limited to, the following activities:
a.
Referral for individuals and organizations not previously affiliated with a voluntary
organization.
b.
To register and assign spontaneous volunteers and organizations.
c.
The organizations receiving volunteers, referred to them by the VRC, will be
responsible for screening, registering, training, and supervising individuals
accepted within their respective organizations.
C. Donations Management
1.
Maricopa County will not solicit, receive, manage, or distribute cash donations. Such
contributions will be encouraged to donate to credible voluntary organizations of their
choice.
2.
Private relief organizations are experienced in managing donations. Maricopa County will
direct offers of donated goods to The Salvation Army (Southwest Division), who has been
identified as the lead agency responsible for donations management during emergency
operations.
3.
Donations Management activities may include, but are not limited to:
a.
Designating a Donations Management Coordinator.
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b.
Receiving, sorting, and distributing in-kind donations to disaster survivors.
c.
Conducting needs assessments to identify and prioritize the types of items
required.
d.
Maintaining records of services provided and requirements for support.
e.
Coordinating with ESF – 15 External Affairs to provide the public with accessible,
reliable, and consistent information including a list of credible organizations to
donate to, items needed should solicitation become necessary, where and how to
donate, etc.
f.
Identifying and maintain a donations warehouse outside the disaster area. As a
backup, MCDEM maintains a warehouse capable of receiving donations during
and after an incident. The MCDEM warehouse is located at 5630 E. McDowell Rd
Phoenix, Az 85008, and consists of 4,000 sq. ft. indoor space with additional
outdoor space.
4.
The Salvation Army and MCDEM will establish the process to open and operate a
Donations Coordination Center (DCC) as needed. The DCC will serve as the central
location for management, storage, and coordination of unsolicited goods.
D. Direction and Control
1.
This Annex complies with the NRF, and the NIMS. The NIMS guides the direction and
control system adopted by MCDEM, which functions as the official disaster prevention,
protection, response, preparedness, recovery, and mitigation organization within
Maricopa County.
2.
Procedures, protocols, and plans for disaster response activities are to govern staff
operations at the MCEOC and in the field. These are in the form of the base plan, ESF
Annexes, Support Annexes, and SOGs, which describe capabilities. Periodic training and
exercises are also conducted to enhance effectiveness.
3.
Under the ICS structure, the Planning, Logistics, Finance/Administration, and Operations
Section and associated staff at the MCEOC will assist the IC in carrying out the overall
mission.
4.
In accordance with a mission assignment, each lead and/or support organization assisting
in the deployment of this Annex will retain administrative control over its own resources
and personnel but will be under the operational control of this Annex. Mission operational
control may be delegated to the field by the MCEOC.
E. Alerts and Notifications
1.
This Annex will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the lead agencies will manage the emergency activities
of this Annex. If additional support is required, the lead and support agencies may jointly
manage activities.
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2.
Upon instructions to activate or place staff on standby, each lead and support agency will
implement procedures to notify all planning team members and, if necessary, mobilize all
personnel, facilities, and physical resources likely to be needed based on the emergency
circumstances.
Annex B – Mass Fatality Coordination
I. Purpose and Scope
A. Purpose
1.
This Annex 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; therefore, planning
for a surge demand on fatality management services is necessary. This Annex has been
developed using historical and theoretical events to formulate the baseline for fatality
surge needs and realistic worst-case scenarios.
2.
This Annex is consistent with the US Department of Homeland Security’s NRF and
incorporates the principles of the NIMS. The Health and Medical Services Annex of the
NRF states that assistance to supplement state and local Mass Fatality resources will be
coordinated by the Department of Health and Human Services.
B. Scope
1.
This Annex addresses emergency assistance, as well as maintenance and mitigation
efforts for responses specific to this Annex.
2.
Included in this Annex is information on SOPs, movement of responders, survivors, and
supplies associated with response and recovery efforts following a major disaster, and
egress and ingress information. Also included is information on major services by primary
agencies critical to the welfare of the residents in Maricopa County.
C. Planning Assumptions
1.
Mass Fatality management is the recovery, transportation, identification, appropriate
processing, protection, and coordination of the disposition of all human remains in a Mass
Fatality surge situation. To accomplish these goals, the MCOME and supporting
departments, agencies and organizations shall:
a.
Prevent further risk to public and responder health in the process of managing
fatalities (including staff and those coming to assist).
b.
Provide onsite fatality assistance, coordinate transport and storage as necessary,
establish victim identities and causes of death, preserve all property found on or
adjacent to the bodies, maintain legal evidence for criminal or civil court action,
and release remains promptly to the next of kin, if possible.
c.
Provide respect and dignity for those who have died and provide compassion
and support for their survivors throughout the process.
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d.
Provide for appropriate record-keeping to meet legal and documentation
requirements.
e.
Provide accessible, timely, and accurate public information to keep the survivors
of the whole community informed about all critical events throughout the process.
2.
Maricopa County Fatality Management Plan
a.
The Mass Fatality Management Plan provides guidelines, procedures, and official
forms to be utilized by the MCOME in the event of a Mass Fatality Incident. The
plan is maintained and updated by the MCOME. Any incident consistent with one
or more of the following criteria may precipitate the activation of the County Mass
Fatality Management Plan:
i.
Any incident having the potential to yield 20 or more fatalities.
ii.
Any incident involving a protracted or complex decedent recovery
operation.
iii.
Any situation in which there are remains contaminated by CBRNE agents
or materials.
iv.
Any situation in which there are decedents than can be recovered and
examined by the MCOME or their associated resources within a customary
timeframe.
v.
Any incident or other special circumstance requiring a multi-agency or
regional response to support Mass Fatality Management operations.
3.
Maricopa County Mass Fatality Incident FAC is an accessible location which is opened to
deliver survivors and families a range of services and support after a mass fatality incident
has occurred e.g., active shooter.
4.
Local jurisdictions may lack sufficient personnel, equipment, and storage capacity to
handle significant numbers of deceased survivors, especially if remains are contaminated.
5.
Assistance from local, state, and federal governments may be required to assist in search
and recovery, transportation, tracking, removal, processing, and identification. In some
scenarios, the availability of federal resources to respond may be non-existent.
6.
Bottlenecks within the system may appear at any point of the process, depending on the
scope and nature of the incident. Examples of bottlenecks include local hospitals and
mortuaries not having additional morgue storage, vital records systems exceeding surge
capacity to register deaths and issue final disposition permits, or death care industry
exceeding surge capacity to provide for final disposition of human remains.
7.
In certain scenarios, deaths may be dispersed over a large geographic area or lack a
defined incident site (e.g., biological, pandemic, etc.). This may necessitate private or PA
in transportation and storage of remains.
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8.
The need for accessible, accurate, sensitive, and timely public information can grow
exponentially depending on the scope and nature of the event. The ability to deliver
needed information can also be challenged at one or any point of the system.
9.
Large-scale emergencies may present unique logistical challenges with limited cold
storage space, human remains storage equipment, Personal Protection Equipment (PPE),
and fatality management-related supplies. In this scenario, mutual aid resources and
federal assets would likely be strained and not available.
10. There could be significant disruption of publicly- and privately-owned critical infrastructure
that could impede a mass fatality response.
11. Regulatory restrictions may impede the system when an emergency is not declared. With
a local, state, or federal declaration in place, there may a continued need to identify and
modify applicable legal and regulatory requirements.
12. A pandemic event will likely stress other government agencies, specifically in the context
of continuity of operations and/or government.
II. Concept of Operations
A. General
1.
The MCOME can only accept cases within their jurisdictional responsibility. In a surge
event, the OME will notify MCDEM when resources are exceeded and discuss the need
for Mass Fatality coordination.
2.
MCDEM, acting as the non-medical/non-health primary agency, has the responsibility to
coordinate, manage, and Provide accessible information and resources in support of the
OME.
3.
In the event 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, the DEMA has the responsibility to coordinate resource requests through
state and federal sources.
4.
Each department identified within this Appendix, shall develop and maintain department
policies and complementary SOGs in support of this Appendix. When reviews of this
Appendix are performed, respective policies and SOGs should be included in the review
to ensure that compatibility and integration are achieved.
5.
In addition to those agencies identified, the integration of tribal health agencies into the
exercise and implementation of this plan is encouraged to ensure a comprehensive
response to a Mass Fatality incident.
III. Responsibilities
The following list identifies the responsibilities designated to each of the Primary and Support
Agencies for this Annex.
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1.
Primary
1.
Maricopa County Office of the Medical Examiner (MCOME)
a.
Onsite fatality assessment, evidence gathering and documentation, and personal
property management.
b.
Responsible for development and maintenance of a MCOME Mass Fatality Plan.
c.
Coordinate or manage transportation of remains to an appropriate facility.
d.
Verification of identity of the decedent.
e.
Cause of death determination.
f.
Release of the remains or coordination of final disposition.
g.
Oversight and operation of ancillary sites designed to support a surge situation (e.g.,
collection site, temporary storage sites, etc.)
2.
Maricopa County Department of Public Health (MCDPH)
a.
Activating MCDPH’s Department Operating Center (DOC) as appropriate.
b.
Manage and coordinate communications and information to healthcare, mortuary,
funeral homes, and other vested response partners.
c.
Support the surge capacity related to vital records system and documentation.
d.
Manage federal agency inquiries and coordination as they relate to public health
issues and their associated fatalities (CDC, etc.).
e.
Manage and coordinate accessible public health messaging related to mass fatality
incidents.
f.
Coordinate requests for medical resources as appropriate.
g.
Responsible for indigent burial program.
3.
Maricopa County Department of Emergency Management (MCDEM)
a.
Activate the Mass Fatality Annex.
b.
Collaborate and coordinate response with all pertinent agencies.
c.
Activate the EOC, as appropriate.
d.
Make recommendations to the BOS or their representative for a declaration of an
emergency.
e.
Commence coordination of immediate county response and the movement of non-
medical resources as appropriate.
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f.
Assist MCDPH with obtaining medical resources not available in the jurisdiction.
g.
Support the public information needs of the MCOME.
h.
Request support for the operation of a FAC, if needed.
i.
Support and facilitate any needed ancillary operations and/or facilities (e.g., casualty
collection facilities).
j.
Coordinate information with the affected municipalities.
4.
Maricopa County Public Fiduciary
a.
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.
B. Support
State Resources - The State of Arizona departments/divisions are responsible for all functions
noted below, as dictated by the needs of the event:
1.
Arizona Department of Emergency and Military Affairs (DEMA)
a.
Activate Support Functions within the SERRP as appropriate.
b.
Activate SEOC/JIC as appropriate.
c.
Support regional response and coordinate between regions if event involves multiple
counties.
d.
Coordinate requests for resources as processed by the counties, including any
federal assets.
e.
Support the operation of a FAC.
f.
DEMA SEOC will advise the Governor as to the magnitude of the event and if
necessary, request Governor’s emergency declaration.
2.
Arizona Department of Health Services
a.
Coordinate with DEMA, as appropriate.
b.
Support the management and coordination of communication and information to
healthcare, and other vested response partners.
c.
In conjunction with Regional Public Health Agencies, provide staff to the JIC.
d.
Support the operation of a FAC.
e.
Coordinate/manage licensed facility waivers.
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C. Federal Resources
Request for and coordination of these resources is handled only through the DEMA, as
requested, or as dictated by event factors. This request may be accomplished through an
Emergency Declaration, although a declaration is not necessary to request such resources
(See SERRP).
1.
Disaster Mortuary Operational Response Teams (DMORT)
a.
Provide technical assistance and personnel to recover, identify, and process
deceased survivors. DMORT work within the Incident Command and management
structure established by local authorities.
b.
DMORT capabilities include:
i. Victim identification.
ii. Forensic dental pathology.
iii. Forensic anthropology methods.
iv. Processing, preparation, and disposition of remains.
c.
DMORT support to the local Medical Examiner includes:
i. Augmenting existing local resources.
ii. Providing specialized personnel.
iii. Providing mobile morgue facilities.
iv. Providing computer-based tools.
v. Providing family support.
2.
Department of Defense Mortuary Affairs Assistance
a.
Department of Defense 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 PE depot, assist morgue operations,
and temporary internment.
3. National Transportation Safety Board (NTSB)
i.
In the event of a major transportation accident, the Family Assistance Act of
1996 created the Family Affairs Division within the NTSB, whose
responsibility is to assist the local authorities in the coordination of victim
identification and family assistance.
D. Nongovernmental Resources
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210
1.
Death Care Industry
a.
The death care industry (funeral homes, crematories, and cemeteries) is a critical
component in a Mass Fatality event. The death care industry can:
i.
Provide supplemental morgue storage.
ii. Assist with transportation of human remains.
iii. Assist MCOME operations with staff for support duties such as escorting bodies,
transcribing case file data and collecting ante mortem data.
iv. Assist with grieving families and gathering information from families regarding
final disposition wishes.
v. Manage the final disposition of human remains.
2.
Volunteer Agencies/Organizations
a.
Volunteer agencies can provide support to a Mass Fatality event in a variety of ways
as requested by government entities.
3.
State Board of Funeral Directors and Embalmers
a.
Responsible for issuing, obtaining waivers and/or exemptions from Arizona Revised
Statutes (ARS) and the Arizona Administrative Code for licensees (Funeral Directors,
cremationists, etc.).
NOTE: Each Primary and Support Agency should review its own responsibilities and revise in
conjunction with the MCEOC.
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211
Annex B - Emergency Declaration Process
Primary Agency:
Maricopa County Department of Emergency Management
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to Provide accessible information and documents on the
emergency declaration process in Maricopa County.
B. Scope
1.
This Annex addresses emergency assistance, as well as maintenance and mitigation
efforts for responses specific to this Annex.
II. Concept of Operations
A. General
1.
State law, County resolution, and this plan empower the Chairman of the BOS to declare
a local emergency pursuant to ARS §26-311(A) if certain conditions exist. A declared local
emergency permits county government to govern by proclamation and impose all
necessary regulations to preserve the peace and order of the unincorporated areas of
Maricopa County, including but not limited to:
a.
Imposing curfews.
b.
Ordering the closing of any business.
c.
Closing public access to any public building, street, or other public place.
d.
Calling upon regular or auxiliary law enforcement agencies and organizations
within or without Maricopa County for assistance.
e.
Notifying the constitutional officers that the county office for which they are
responsible may remain open or may close for the emergency.
2.
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 disaster, declaration
of a SAE or higher, Emergency Classification Level from PVGS, or by reason of threats
or occurrences of riots, routs, affrays, or other acts of civil disobedience which endanger
life or property within unincorporated areas of Maricopa County.
3.
If such an emergency exists, the MCDEM Director or their designee will recommend to
the Chairman of the BOS that a local emergency be declared (see Emergency
Declaration). Once the Chairman of the BOS has determined a declaration of local
emergency is necessary, MCDEM will provide the Clerk of the BOS draft language for the
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local emergency declaration. The Clerk of the BOS will then gain the signature of the
Chairman of the BOS, or the next individual per lines of succession.
4.
This declaration will be forwarded by the Director, MCDEM, or their designee, to the DEMA
with a request that the Governor declare a State of Emergency in Maricopa County (see
Proclamation and Request for Governor to Declare a State of Emergency). Financial and
other PA, but no IA, may be made available when the Governor declares a State of
Emergency.
5.
The Governor may request a Presidential Declaration of a major disaster in Maricopa
County if conditions 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.
6.
When a major disaster has been declared by the President, the FEMA will administer the
federal level disaster relief programs in the affected area. Two major categories of benefits
may be made available: IA and PA.
7.
Upon termination of the emergency, the Chairman of the BOS shall prepare a declaration
that the emergency no longer exists (see Declaration that Emergency No Longer Exists).
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Emergency Declaration
WHEREAS, the Chairman of the Maricopa County Board of Supervisors does hereby find that
the following dangerous condition or conditions exist in Maricopa County:
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________.
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency exists in Maricopa
County; and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of the local
emergency, the Chairman of the Maricopa County Board of Supervisors shall govern by
proclamation and shall have the authority to impose all necessary regulations to preserve the
peace and order of Maricopa County.
Dated:
_______________
__________________________
Chairman, Board of Supervisors
Maricopa County
Attest:
_______________
Clerk of the Board
Reference: ARS Section §26-311
Annex B
214
Proclamation and Request for Governor to Declare a State of Emergency
WHEREAS, on_____________, the Chairman of the Maricopa County Board of Supervisors
found that the following dangerous condition or conditions exist in Maricopa County:
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________.
WHEREAS, pursuant to ARS Section §26-311, the Chairman of the Maricopa County Board of
Supervisors declared a local emergency at that time; and
WHEREAS, it has been determined that the local emergency is beyond the control of the services,
personnel, equipment, and accessible facilities of Maricopa County, and that the local emergency
requires the combined efforts of the State and Maricopa County;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that a copy of this
Proclamation be forwarded to the Governor of Arizona with the request that the Governor proclaim
a state of emergency pursuant to ARS Section §26-301(14); and
IT IS FURTHER RESOLVED THAT the Director of MCDEM is hereby designated as the
authorized representative of Maricopa County for the purpose of receipt, processing, and
coordination of all inquiries and requirements necessary to obtain available State and Federal
assistance.
Dated:
_______________
__________________________
Chairman, Board of Supervisors
Maricopa County
Attest:
_______________
Clerk of the Board
Reference: ARS Section §26-311
Annex B
215
Declaration that Emergency No Longer Exists
WHEREAS, on ____________, the Chairman of the Maricopa County Board of Supervisors found
that the following dangerous condition or conditions existed in Maricopa County:
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________.
WHEREAS, pursuant to ARS Section §26-311, the Chairman declared a local emergency to exist
in Maricopa County at that time; and
WHEREAS, the dangerous condition or conditions have ceased to exist;
NOW, THEREFORE, I, ___________, Chairman of the Maricopa County Board of Supervisors,
HEREBY PROCLAIM AND DECLARE that the local emergency no longer exists; and
I DO FURTHER PROCLAIM that the activities of Maricopa County government and all its
departments shall hereby return to business as usual.
Dated:
_______________
__________________________
Chairman, Board of Supervisors
Maricopa County
Attest:
_______________
Clerk of the Board
Reference: ARS Section §26-311
Annex B
216
Annex B – Protective Actions (Evacuation and Shelter in Place)
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to ensure the safe and orderly evacuation or shelter-in-place
of people threatened by hazards in unincorporated Maricopa County, and to provide for
the safe re-entry of the affected area. This Annex outlines provisions to quickly evaluate
and assess the immediate needs (food, water, health/medical, and housing) of the whole
community, the operational status of vital community infrastructure (transportation,
communications, and utility systems), and to assist with the restoration of essential
services.
B. Scope
1.
This Annex adopts an all-hazards approach to preparing for and managing evacuations
and/or shelter-in-place recommendations due to either man-made or natural disasters. It
establishes a methodology that is applicable to any threat, hazard, or event that results in
the need to evacuate and/or shelter-in-place.
2.
This Annex includes all areas of unincorporated Maricopa County including public land
areas. Evacuation of the entire County is quite unlikely to the point it is difficult to generate
probable scenarios leading to such an event. As such, this Annex provides considerations
for the evacuation or shelter-in-place of populations affected by large or small incidents
within unincorporated Maricopa County.
C. Authority and Policies
1.
MCSO has the authority to issue an evacuation order and request residents to evacuate;
but cannot make it mandatory. Arizona does not have a mandatory evacuation law.
§A.R.S 26-311 Local emergency; power of political; subdivision; state agency assistance
outlines the powers of local and state governments to respond to emergencies and
disasters, authority to impose all necessary regulations to preserve the peace and order of
the city, town, or unincorporated areas of the county. §A.R.S. 37-1302 Powers and duties
of State Forester states that the State Forester shall develop recommendations for
minimum standards for safeguarding life and property from wildfires and fire hazards.
Additionally, The State Emergency Response and Recovery Plan (SERRP) states that the
Chairperson of the BOS and MCSO are responsible for evacuation and shelter-in-place
decisions for their jurisdictions.
II. Situation and Assumptions
A. Situation
1.
Maricopa County can support isolated or minor evacuations and supporting
municipalities through existing agreements. A large event, however, either within
Maricopa County or the region, may necessitate regional or state support. These events
will require actions and support by many agencies, local municipalities, and NGOs.
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217
2.
MCDEM conducted a HIRA and identified and profiled all hazards facing the county and
conducted a risk assessment of those hazards. The HIRA identified wildfire and flooding
as the most plausible hazards and radiological release and dam failure as the worst-
case hazards.
3.
Per the Maricopa County HIRA, the worst-case hazards with major impact include a
radiological release from PVGS and Dam Levee Failure. The worst-case hazards that
are highly likely to occur include Thunderstorms/High Winds, Wildfires, Extreme Heat,
Flooding/Flash Flooding, and Drought.
4.
For a PVGS radiological release incident, planning factors for evacuation time have
been provided through the KLD Engineering Evacuation Time Estimates (ETE) report.
See PVGS Plan for additional details.
B. Assumptions
1.
Evacuation will be the primary method of protecting residents from hazards and threats.
2.
Shelter-in-place should only be used if evacuation is not a feasible option.
3.
The primary means of evacuation for most individuals will be personal vehicles.
Individuals who rely on other means of transportation (carpool, vanpool, and/or public
transportation) may require assistance in evacuating.
4.
Individuals with DAFN may require evacuation assistance and/or transportation
coordination.
5.
Residents may evacuate with animals (cats, dogs, horses, and/or livestock).
6.
Spontaneous and/or shadow evacuation (the evacuation of people outside of the
evacuation area) will occur.
7.
Some individuals will resist an order to evacuate and stay in the hazard area.
8.
Local government will utilize all available public information sources to disseminate
accessible emergency information.
9.
More than one type of incident could cause an evacuation.
10. There is a potential that public transportation and roadways could be disrupted or
damaged.
11. Dissemination of accessible information to the public is essential to gaining control of the
situation, reducing fears, and implementing an organized effort for evacuation.
12. It may be difficult to locate and inform seasonal and homeless populations, and to
estimate the scope of the transportation requirements.
13. Information that is available to the public may be conflicting amongst various sources
and may cause confusion and credibility issues with official information sources.
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218
14. Some percentage of the population automatically assigns suspicion to the motives of
government agencies, particularly regarding evacuations and public information.
15. Communication of accessible and accurate information is crucial during an emergency,
as conflicting, incorrect, and disruptive information is common in larger disasters.
16. The most plausible threats and hazards include wildfire and flood.
17. The “Ready, Set, Go!” Program is an evacuation advisory program approved by MCSO
for use during wildfire response.
C. Planning Gaps and Capability Shortfalls
1.
Planning Gaps
a.
Number of residents that require evacuation assistance.
b.
Amount of time to evacuate residents.
c.
Number of jurisdictions required to evacuate.
2.
Capability Shortfalls
a.
Mass notification system to ensure 100% contact.
b.
Vehicles and drivers for evacuee transportation.
c.
Congregate/non-congregate sheltering and support for evacuees.
III. Concept of Operations
A. General
1.
Protecting the public from known hazards is the primary objective during emergency
situations. Generally, the two common actions to accomplish this are evacuation and
shelter-in-place. In planning for an evacuation, the characteristics of the hazard and its
magnitude, intensity, speed of onset, and anticipated duration are all significant factors.
These factors will determine the hazard area, number of people in danger, the distance
people must be moved to ensure their safety, the need for reception centers, and the
extent of traffic control and security required. The county must analyze these factors
and collaboratively and quickly translate them into protective measures and immediate
actions.
2.
Shelter-in-Place is another option of protecting the public when time does not allow for
an evacuation. Shelter-in-Place is used primarily when HAZMAT (e.g., chemical,
biological, or radiological contaminants), may be released into the environment in such
quantity and/or proximity to a place of business or homes that it is safer to remain
indoors rather than to evacuate.
B. Evacuation
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219
1.
Evacuation orders should be issued only where a clear and immediate threat to the
health and safety of the population exists. Evacuation orders are designed to remove all
occupants from a specific area within a specified time by pre-designated routes. The IC
and MCSO will assess the need for evacuation, plan the evacuation and coordinate
support for the evacuation effort. The MCEOC may be activated to assist the evacuation
planning process. Not all emergencies will require evacuation and careful evaluation of
the situation by incident command and SME’s is critical before initiating an evacuation.
Multiple factors must be considered when deciding to evacuate a hazard area to include:
a.
The nature of the hazardous material, condition, or threat
b.
Weather conditions to include wind speed and direction
c.
Location of the incident scene and projected hazard area
d.
The population density of the impacted area (homes, schools, and businesses) and
nature of the affected location (e.g., rural, subdivision, or industrial)
e.
Available emergency communication capabilities
f.
Traffic patterns and routes of ingress and egress from the affected area
g.
Means of transportation for those with AFN or who do not have transportation
h.
Suitable locations for providing temporary evacuation centers
i.
Analyzing hazards associated with evacuating versus not evacuating and projected
duration of hazard
2.
MCSO will use the Ready, Set, Go! advisory program for evacuations due to wildfire.
Ready, Set, Go! is a program adopted by MCSO that educates residents about proactive
measures to take before a wildfire emergency and actions to follow when communities are
threatened. The program’s three tenets encourage Arizonans to get READY by preparing
now for wildfire threats, be SET by maintaining awareness of significant wildfire dangers
and to GO, evacuate immediately when the wildfire danger is current and life-threatening.
3.
Evacuation planning should resolve the following questions:
a.
What areas or facilities are at risk and should be evacuated?
b.
How will the public be advised of what to do?
c.
What do evacuees need to take with them?
d.
What travel routes should be used by evacuees?
e.
What transportation support is needed?
f.
What assistance will the AFN population require?
g.
What traffic control is needed?
h.
Does the anticipated duration of the evacuation make it necessary to activate
congregate/non-congregate mass care support?
Annex B
220
i.
How will evacuated areas be secured?
4.
During large-scale evacuations the Chairperson, BOS and/or Sheriff will generally issue
the order based upon recommendations from the IC and/or Maricopa County Director of
Emergency Management.
a.
MCSO has the lead responsibility for organizing and mobilizing evacuation
operations during emergencies in unincorporated Maricopa County.
b.
The Arizona State Forester (§A.R.S. 37-1302) and Fire Districts will develop
minimum personal safety recommendations for fire hazards and hazardous
material release in unincorporated Maricopa County.
c.
MCDEM and FCDMC will develop personal safety recommendations and serve as
the county POC for flood-related evacuations recommendations and ensure
coordination with impacted jurisdictions.
d.
Local municipalities and tribal jurisdictions are responsible for evacuation planning
for their jurisdictions. However, certain county resources, such as roadways, may
be used during localized evacuations therefore requiring coordination with the
county.
e.
Health care facilities have a legal responsibility to evacuate individuals to
equivalent care facilities in the event of an emergency. The facility’s evacuation
plan typically details the procedure for evacuating those in their care to another
equivalent care location within the immediate geographic area. The inability to
transport those requiring continuous medical attention, in a timely manner, may
force caregivers to consider “shelter-in-place” as a protective action until the
caregivers can arrange appropriate transportation modes.
C. Populations with Disabilities and other Access, and Functional Needs (DAFN)
1.
The majority of the whole community is assumed to be capable of evacuation using
personal vehicles and traveling with friends and family; but a portion of the population may
require some level of assistance from local government to evacuate during an emergency
situation. MCDEM has conducted a limited pre-identification of residents living in the
PVGS 10-Mile EPZ, but transportation needs will largely be situational and only defined
once evacuation actions have commenced.
2.
Emergency messaging will be the primary tool used to identify those needing
transportation assistance. Evacuation transportation resources can include coordination
with Valley Metro and MCSO to obtain and utilize accessible buses, drivers, and
accessible vehicles. A primary focus will be to coordinate resources that are capable of
transporting persons with DAFN, including the transport of wheelchairs/scooters or other
large, durable medical equipment that may or may not be needed by an individual to retain
their independence.
3.
A whole community education program should be established to adequately inform
persons with DAFN, as well as their caregivers and other personal assistants, on how to
prepare for an emergency. Emergency preparedness for persons with DAFN requires
consideration, coordination, and collaboration with the county’s planning efforts and the
DAFN community.
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221
D. Provisions for People Unable to Self-Evacuate
1.
The embarkation (pick-up) point will be established by the IC and MCSO as needed.
These points will be near the evacuee’s current location. Evacuees will be taken to the
nearest accessible evacuation center or safe area outside of the hazard zone.
a.
People with disabilities and other AFN: May require assistance with transportation
out of evacuated areas and back into affected areas once the hazard is stabilized
and evacuation is terminated. Service Animals shall be allowed to remain with their
owners throughout evacuation, shelter, and re-entry.
b.
Hospitals and Care Centers: There may be a need for accessible buses and
ambulances with wheelchair lifts, and ambulances with advanced life support
capability for transfers.
c.
Schools: Planning must include arrangements for family reunification and
availability of school buses and drivers.
d.
Daycare Providers: In addition to family reunification plans, infant seats and close
supervision will be required.
e.
Jails and Prisons: Secure transportation and reception facilities must be arranged
by the owning jurisdiction.
f.
Seasonal and Homeless Populations: Additional transportation and information
requirements will be needed to locate and inform seasonal and homeless
populations, and to estimate the scope of the transportation requirements.
g.
Air Transport: Air ambulances may be needed for evacuation of patients that may
otherwise go by ground transport, due to evacuation route congestion or other
travel delays and difficulties.
E. Evacuation Orders and Notifications
1.
The decision to implement a large-scale evacuation will be made by the IC and MCSO.
2.
Evacuation orders can be disseminated via in-person, door-to-door notifications, WEA,
EAS, local media, and social media. Provisions will be made for translation services for
people who are deaf or hard-of-hearing and those who do not speak English and CART
services or amplified Assisted Listening Devices for those who are hard of hearing. The
MCEOC will coordinate as needed with neighboring counties to ensure communities along
the Maricopa County line are given consistent evacuation information.
3.
Evacuation Information- Prior to an evacuation order, the following information will be
helpful for affected residents and workers:
a.
Nature of the hazard
b.
Methods of warning and who will carry out the warning
c.
Evacuation routes
d.
Information about emergency evacuation embarkation/debarkation points as
needed.
e.
Information about the risks of sheltering-in-place as needed.
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222
f.
Information about the care of pets and livestock as needed.
g.
The need to connect with a public official at the evacuation point for more
information related to the hazard and necessary safety actions.
4.
Refusal to Evacuate - Persons who refuse to comply with an evacuation order will not be
arrested nor forcibly removed from their homes. Those who refuse to evacuate should be
informed that they should not expect rescue or other lifesaving assistance during the
incident. Additionally, MCSO has procedures which address minor children and those
under the influence of alcohol, drugs, or those displaying severe behavioral health
concerns.
a.
Major reasons why people ignore or refuse to evacuation include age, gender,
pets, and the influence of others.
b.
Older residents are more likely to ignore warnings due to ingrained habits, medical
and mobility restrictions, and attachment to irreplaceable records, photos, and
other heirlooms.
c.
Men have been shown to be more likely to ignore orders than women.
d.
Most people consider their pets to be a part of their household, so the idea of
leaving behind a family pet leads them to stay behind. Some families lack the
vehicle space for the household plus pets and others fear that a shelter or hotel
won't accommodate animals.
e.
The last major factor is the influence of other people. Peer pressure and solidarity
can sway a family to decide to stay or to go. If regions outside of the danger zone
are welcoming, residents are much more likely to flee danger.
F. Provisions for Animals
1.
The AHS is the lead agency for sheltering at-risk dogs and cats during an evacuation.
2.
Animals are not allowed in human evacuation centers/shelters because of the risk of
animal allergies, phobias, potential bites and scratches, food hygiene, and other public
health issues. Service animals are the exception.
3.
Whenever possible, cats and dogs should be sheltered near human evacuation
centers/shelters to allow pet owners to care for their pets while evacuated.
4.
With planning, residents may arrange for animals to be sheltered with:
a.
Friends
b.
Veterinarians
c.
Local Boarding or Grooming Kennels
d.
Local Hotels and Motels that accept pets
5.
Agricultural animals, such as cows and horses, are typically transported and sheltered by
their owners in neighboring ranches or farms. If a request for assistance is made or the
need arises during evacuation planning the MCEOC will work with the COAD, MCACC,
and the AZDA for potential solutions.
Annex B
223
G. Evacuation Centers and Shelter
1.
The ARC, in coordination with MCDEM, will establish accessible evacuation centers and
shelter locations in areas outside of the projected hazard areas. A planning assumption is
that only 10% of evacuated personnel use shelter services. MCDEM and ARC will use that
planning factor for initial evacuation center/shelter set up and adjust as necessary.
H. Transportation
1.
Transportation issues include outbound traffic volumes and routes, inbound emergency
access routes, traffic control, motorist communication, and disabled vehicle removal.
a.
Evacuation Routes: The most direct egress route outside of the hazard area will be
established as soon as practical following the onset of the emergency and will be
assessed regularly as the incident unfolds. Evacuation may change due to traffic
volume, accidents, or if the incident grows and/or changes.
b.
Inbound Emergency Access Routes: If possible, one lane on every evacuation
route will be kept available for inbound emergency vehicles. The inbound routes
will be used for authorized emergency travel, including ambulances, buses, fuel
trucks, tow trucks, etc. There may be circumstances where both lanes of any
given road/highway will be used for evacuation purposes, or circumstances where
the road is not wide enough for two-way traffic.
c.
Means of Controlling Flow of Evacuees: The evacuation of large numbers of
people from vulnerable areas will stress the limited capabilities of roadways
available for this purpose, potentially requiring additional time to complete an
evacuation. Consequently, evacuation must be initiated as soon as feasible upon
recognition of the threat and must continue to function efficiently until completion.
To manage the flow of evacuees in a safe and orderly manner, evacuation zones
may be established by Incident Command or MCSO to facilitate phased
evacuation.
d.
Motorist Communication: Portable electronic road signs, highway message signs,
media broadcasts (radio, internet, and television), and law enforcement will direct
the flow of traffic and communicate information on evacuation routes.
e.
Disabled Vehicle Removal: Tow trucks and/or those resources that can provide
similar services may be essential during an evacuation. The function of this service
would be to remove disabled vehicles and assist with the repair of vehicles to
ensure evacuation routes are kept moving.
I.
Perimeter Control Requirements
1.
Plan to maintain access points and establish policies for permitting traffic in and out for
official business.
2.
Plans must be flexible to allow for additional evacuations of people who initially refused if
they may be evacuated safely.
3.
Emergency personnel will not be engaged in additional evacuation attempts of those
who initially refused if the risk is deemed unreasonable.
Annex B
224
4.
Assure the public that law enforcement patrols are routinely monitoring the evacuated
areas to discourage theft and/or looting.
J.
Accountability
1.
The following events, resources, or information must be accounted for in an evacuation
operation:
a.
Where and when evacuation warnings have been issued.
b.
Estimated number evacuated.
c.
A process for evacuation of those who call 9-1-1 with request for evacuation
assistance.
d.
Estimated number remaining in the risk area, including provisions for members of
the AFN community (medical conditions, medications, and/or mobility).
e.
Number of evacuees in evacuation center and/or shelters.
K. Shelter-in-Place
1.
Shelter-in-Place (SIP) is the act of seeking safety within the building one already
occupies from a chemical, biological, or radiological contaminants which released
accidentally or intentionally into the environment. The decision to issue a shelter in place
advisory is based on the nature of the hazard as well as meteorological data. The IC and
MCSO will decide and implement SIP actions. Members of the public who are sheltering
in place will be informed of protective actions through available communication systems
to include WEAs, television/radio media, and social media. Once conditions become
safe, the SIP will be terminated and follow up instructions will be issued to the affected
community via the same communication systems used for the sheltering message.
L.
Re-entry (Return to the Hazard Area)
1.
The process for re-entry into the evacuated areas must be coordinated to ensure safety
of the public, protection of property, and the continuation of response and recovery
activities. The IC and MCSO will be responsible for notifying residents when it is safe to
return to their homes and businesses. The MCEOC can be utilized to send out
messaging terminating the evacuation via WEA and social media. MCSO will be
responsible for ensuring the return occurs in an orderly and safe fashion. The decision to
allow re-entry will be based on an overall evaluation of the situation, including the
following major factors:
a.
Termination or reduction of the hazard or threat.
b.
Floodwaters have receded from most of the area.
c.
Wildfire activity is controlled and no longer threatens the public.
d.
Electricity, water, sewer, telephone, and/or natural gas services are in operations,
or information is available about when they will be available in the affected area or
reasonable accommodations are in place or available.
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225
e.
Existing services can support the people already in the impacted area as well as
an additional influx of people.
M. Phased Re-Entry
1.
Once the decision to permit re-entry has been established, MCSO and MCDOT
personnel should set up checkpoints and roadblocks as needed based upon the level of
damage that has occurred. This can ensure primary access to essential personnel and
help to manage the number of people entering the disaster area.
a.
Phase A: Phase A allows the re-entry of agencies and groups that play key roles
in restoring normal operations in the impacted areas following a disaster. MCSO
should restrict access during this phase to provide for area safety and security.
Phase A agencies and groups may include, but are not limited to, the following:
i.
Law enforcement and security agencies (including private security for
facilities and residential communities)
ii.
Search and Rescue Responders
iii.
Fire and EMS Crews
iv.
Facility/Industry Emergency Response Teams
v.
Debris Clearing and Removal Crews
vi.
Infrastructure and Utilities Repair Personnel
vii.
Official Damage Assessment Teams
viii.
Other personnel at the direction of the MCEOC
b.
Phase B: Phase B allows for the short-term limited re-entry of other critical
groups as well as residents and business owners to assess damages. The
MCSO in coordination with MCEOC should determine when it is safe to begin
Phase B entry. These groups may include, but are not limited to, the following:
i.
All agencies and personnel listed under Phase A
ii.
Residents who can prove they live, own, or rent in the evacuated area
iii.
Business Owners (with Insurance Adjusters and Contractors) who can
prove they own, rent, or lease in the evacuated are to conduct
insurance assessments (access may be temporary)
iv.
Relief Workers
v.
Health Agencies
c.
Phase C: Phase C allows for the re-entry of only those residents and business
owners who can prove they live, own, rent, lease, or otherwise have a need to
access the affected areas. It includes all agencies and personnel from Phase A
and B, as well as residents and business owners within the evacuated area.
Phase C may still involve roadblocks and areas where access is limited.
N. Temporary Housing
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226
1.
If the impacted areas cannot support the return of evacuated residents, temporary non-
congregate sheltering and/or temporary housing may be established in the non-impacted
areas near the disaster area. MCEOC coordinates with the ARC, COAD, Maricopa
County Human Services, and Housing Authority of Maricopa County on the size, scope,
and duration of temporary housing need.
O. Checkpoints and Routes
1.
To expedite the reentry process, an Identification Verification Area should be established
close to each checkpoint for people with questionable identification. Every effort should
be made to ensure that residents return to their homes as soon and as safely possible.
MCSO may limit the flow of returning traffic to better manage the checkpoints.
a.
Evacuees will return to the area following primary and secondary evacuation
routes.
b.
Pre-established traffic control points will be used to verify residents or workers
have a need to re-enter a restricted area or serve as a roadblock to deny entry
for those without a valid reason for access.
c.
MCSO is primarily responsible for establishing and staffing checkpoints for re-
entry. Re-entry check points may be supplemented by local, state, and mutual
aid assistance.
P. Identification Procedures
1.
Identification procedures are intended to provide guidance for law enforcement
personnel who may be directing access to disaster-impacted localities.
a.
Residents should have proper identification that proves residence within the
disaster area, such as a driver’s license, voter’s registration, utility bills, property
tax receipts, etc.
b.
Relief workers and business owners should have a company ID card, and/or
vehicle dashboard pass with agency information to enter an impacted area.
Q. Roadblocks
1.
The strategic location of roadblocks is an important part of the re-entry process.
Roadblocks can be utilized to seal entry points into affected areas for two main reasons:
a.
Roadblocks can be used to prevent mass entry of the civilian population, which
can clog rescue routes for people in the impacted areas who may require
medical attention.
b.
Roadblocks are a method to help curtail acts of lawlessness such as looting.
R. Curfews
1.
Curfews may be initiated as a crime prevention measure depending on the intensity of
the disaster, the level of damage sustained, and estimated duration of area evacuation.
The decision to implement a curfew and the duration rests with the BOS and may be
implemented once a local emergency is declared. Curfews should be coordinated
between appropriate law enforcement agencies and governing bodies to ensure
continuity among jurisdictions.
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227
IIII. Responsibilities
1.
The Lead Agency, MCSO, supported by the identified Support Agencies, will ensure the
following response and recovery activities are completed during and reviewed after an
evacuation:
A. Lead Agency
1.
Maricopa County Sherriff’s Office (MCSO)
a.
Assume primary responsibility for evacuation operations in affected
unincorporated areas.
b.
Establish a UC with Fire District/Department to organize and coordinate
response activities.
c.
Control access to and from affected area(s).
d.
Provide traffic control in and near the affected area.
e.
Provide security for the evacuated area, with emphasis on the protection of
essential facilities.
f.
Assist political subdivisions having evacuation problems, within the limits of
existing authority and capability.
B. Support Agencies
1.
Maricopa County Department of Emergency Management (MCDEM)
a.
Obtain from IC situation updates, hazard areas, and evacuation area, to
include geographic boundaries.
b.
Issue accessible public warning information as requested by MCSO and Fire
Districts.
c.
Communicate established evacuation routes via available media platforms to
include social media and Maricopa.gov webpage.
d.
Coordinate with MCSO and MCDOT on evacuation routes.
e.
Coordinate with MCSO and Valley Metro on transportation pick-up points for
evacuees without access to a transportation.
f.
Coordinate with MCSO and Valley Metro transportation for persons with
DAFN.
g.
Coordinate with COADs and Arizona Department of Agriculture (AZDA) on
transportation for evacuation of pets and livestock.
h.
Coordinate with ARC on establishment of an accessible evacuation center
and/or accessible sheltering.
i.
Coordinate with MCACC, COAD, and AZDA on establishment of an
emergency pet and livestock shelter.
j.
Assist MCSO in the development of re-entry plan to the affected areas.
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2.
Maricopa County Department of Transportation (MCDOT)
a.
Determine roadway status in/near evacuation area.
b.
Assist in the development of evacuation routes.
c.
Set up and maintain roadblocks and any other equipment needed to control
traffic in and around the evacuated area.
3.
Arizona Humane Society (AHS)
a.
Provides decontamination and temporary sheltering services for dogs and
cats.
4.
Fire Districts
a.
Provide emergency services to affected area.
b.
Coordinate with Sheriff’s Office on evacuation recommendations.
c.
Coordinate with MCDEM and MCSO on situation and evacuation resources.
5.
Valley Metro Regional Public Transportation Authority (RPTA)
a.
Assist in providing transportation resources including drivers and vehicles that
are capable to transport persons with AFN, including the transport of
wheelchairs/scooters or other large, durable medical equipment that may be
needed by an individual.
6.
American Red Cross (ARC)
a.
Coordinate an accessible evacuation center and/or accessible sheltering
(congregate/non-congregate) for persons who have been evacuated from the
affected area.
b.
Coordinate with COAD on feeding of evacuation center/shelter occupants.
7.
The Salvation Army
a.
Support shelter operations for persons who have been evacuated from the
affected area.
8.
Community Organization Active in Disaster (COAD)
a.
Assists in facilitating services such as mass care, shelters, pet care, food, and
volunteers during response.
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Annex B – Distribution Management
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to coordinate and support the county resource
management process that plans, implements, and controls the efficient and effective
flow of goods, services, and related information from the point of origin to consumption.
MCDEM maintains a relationship with local government, non-governmental, and private
sector partners willing to assist during response and recovery operations. Assistance
may be in the form of personnel, equipment, facilities, or staging areas. These partners
and stakeholders are the key to MCDEM’s Whole-Community approach to emergency
response.
2.
This Annex supports the MCEOP and is activated when an event requires mass
distribution of goods or services.
B. Scope
1.
The procedures within this Annex are intended to complement and enhance the
guidance and procedures outlined within the overall MCEOP and focuses on the
resource and distribution processes utilized during disasters and emergencies.
II. Distribution Planning Elements
The seven FEMA functional distribution planning elements below are used to provide effective
and efficient distribution of critical resources to first responders, emergency responders, and
survivors of local emergency events:
A. Defining Resource Requirements
1.
Maricopa County tribal areas and municipalities are self-sufficient for the first 24-48
hours following a large-scale emergency event.
2.
Maricopa County, tribes and municipalities will require external support in the form of
commodities and resources from the state, FEMA, vendors, and other sources 24-48
hours following a large-scale emergency event.
3.
A large-scale emergency event may evolve in size and/or complexity and cross
jurisdictional boundaries.
4.
Mutual Aid Agreements will be implemented in those instances when locally available
resources are depleted or need augmentation.
5.
The MCEOC and jurisdiction EOCs will coordinate to provide requested resources to
include accessible sheltering, consumables, and equipment.
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6.
Risk Assessment
a.
The MCDEM conducted a HIRA in 2019. MCDEM identified and profiled all hazards
facing the county and then conducted a risk assessment of those hazards. A risk
assessment measures the potential loss of life, personal injury, economic impact,
injury, property damage, environmental damage, and operational vulnerabilities
resulting from natural and technological hazards by assessing the vulnerability of
people, structures, and infrastructure to natural disasters.
b.
MCDEM identified wildfire and flooding as the most plausible hazards and a
radiological release and dam failure as the worst-case hazards.
7.
Annual Exercise and Improvement Plan (IP)
a.
Each year MCDEM participates in multiple operations-based exercises to include
functional and full-scale exercises. This allows MCDEM to implement plans,
corrective actions, and outcomes identified from the previous year. The exercise
involves Logistics stakeholders to include MCEOC ESFs, tribal and jurisdictional
EOCs, and the MCCOAD.
b.
These annual exercises provide Maricopa County the opportunity to test its response
processes and procedures respond to a scenario and use county resource planning
factors. During these exercises, MCDEM validates resource requirements against
realistic HIRA based scenarios and include stakeholder feedback and additional
considerations from the scenario. An AAR and IP is developed after each exercise
which provides program evaluation and areas for improvement.
8.
Research of Pre-existing Data
a.
During an event, the types and quantities of commodities that are likely to be needed
in the first 48 hours are calculated to include historical data, common resources,
supported IC requests, and number of displaced residents.
b.
Mass Care - Historical Mass Care request in Maricopa County have been minimal
and sustained by current response infrastructure. The common request during
emergency events is congregate sheltering and associated feeding which is
accomplished with the assistance of Maricopa County MRC, ARC, Salvation Army,
and the county COAD. To meet surge Mass Care requirements, MCEOC utilizes
existing mutual aid via AZMAC and standby emergency services contracts.
c.
Private Sector - During the response and recovery phases of a disaster, the MCEOC
will coordinate with DEMA Private Sector Liaison, Arizona Business Emergency
Coordination Center, and the County COAD to facilitate the dissemination of
information, determination of needs, and coordination of resources and efforts
among the private sector during an emergency.
B. Resource Ordering
1.
When county departments, tribes, or municipality have committed all available resources
(including mutual aid and private sector resources) to the emergency/event, they may
request assistance from the MCEOC. Resource requests can be accomplished via
telephone, e-mail, or WebEOC, with WebEOC as the preferred method. If the MCEOC is
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231
unable to secure and provide the requested resource, it will submit the request to the
DEMA order desk for fulfillment.
2.
The resource requestor should contact MCEOC to verify availability of the resource prior
to making the official request.
3.
Prior to filing a resource request, the requestor and resource owner will negotiate
reimbursement, resource delivery, and resource return condition prior to resource
deployment. The municipality or agency ordering the resource is responsible for all costs
and is expected to return non-consumables in the same condition as received. The
MCEOC will coordinate with other local municipalities and county departments for
fulfillment prior to directing county and/or state contracts for resource acquisition. If there
is a federally declared disaster, DEMA will order resources from FEMA when necessary.
4.
For high-demand consumable resources, the county will develop a prioritization system,
which will involve a resource “burn rate”, to ensure resources are provided to those
municipalities or departments with immediate valid needs.
C. Distributing Resources
1.
During an emergency event, the MCEOC will review all resource requests to ensure that
distribution is robust, equitable, and scalable. The number of staging areas and/or points
of distribution and their locations will be based upon resource requests and distribution
projections defined by the county and/or each tribe and jurisdiction.
2.
Delivery Methods - Requesting county departments, tribe and/or jurisdiction will be
contacted to determine best method of delivery. If resources are to be delivered by the
county the receiving department, tribe, or jurisdiction will be responsible for the
unloading, inventory, and further distribution within their community. The delivery of
resources through restricted areas, quarantine lines, and/or law enforcement
checkpoints will be coordinated between the resource provider and resource requestor.
3.
Mobile Feeding - The provision of food, snacks, and hydration to the affected population
and emergency workers either from fixed sites or through mobile routes may be
accomplished by agencies such as the ARC, Salvation Army, or COAD. These
organizations have mobile feeding units which operate as food trucks at a fixed location,
and others that are truly mobile and can dispense previously prepared meals. The
MCEOC will coordinate with impacted tribes and jurisdictions to ensure feeding
resources are distributed based upon immediate needs.
D. Inventory Management
1.
Resource requesting county departments, tribes, and jurisdictions are responsible for
verifying the resource and amount is correct and obtaining the Bill of Lading and/or
shipping documents from the delivery service.
2.
WebEOC form 213RR is the primary tool the MCEOC uses for tracking, accountability,
and overall logistics records maintenance.
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3.
Once the requested resource is delivered to the requesting county department, tribe, or
municipality, it is their responsibility to inventory and deliver to the staging area or
incident scene.
4.
All resources deployed to an incident are under the control and management of the IC
until the resource is demobilized.
5.
Commodity Management
a.
People - During an event or incident, the MCEOC, tribe, and/or jurisdiction will
assess the staffing requirements needed to support operations. If staffing is needed,
coordination with neighboring jurisdiction and/or submission of 213-RR will need to
occur. If at any stage during the event a supporting agency/organization is no longer
needed, resource demobilization should occur. Tactical-level personnel are
demobilized by the IC. Operational-level personnel are demobilized by the MCEOC.
b.
Facilities - The IC establishes and manages Mobilization Areas and Base Camps as
needed, based on the scale and size of an event/incident. The jurisdictional EOC can
assist as requested.
c.
Equipment - The jurisdictional EOC is primarily responsible for ordering personnel,
equipment, and supplies, receiving and storing all supplies for the incident,
maintaining an inventory of supplies, and servicing non-expendable supplies and
equipment. These duties may be delegated and/or expanded due to the
severity/scope of the event.
d.
Food and Water - Commodities are distributed based on emergency needs in the
impacted communities. This type of operation is directly linked to the scope of the
community retailers reopening post event and availability of commodities.
Commodities will be resupplied based on resource requests from tribes and
municipalities. The number of commodity specific points of distribution and their
locations will be based upon commodity availability and community prioritization
defined by the county and/or each tribe and jurisdiction.
e.
Food and Water Disposal - Any commodities remaining after the event may be
recovered or redistributed on a case-by-case basis.
E. Transportation
1.
The county should be prepared to provide a means of transportation for equipment,
people, including those with disabilities and other access and functional needs, food,
and water. The number of vehicles needed is based on the severity of the event, the
current resource inventory, and whether state and/or federal resources are utilized. To
provide the initial “push” of resources, current inventory of county and jurisdictional
vehicle resources should be sufficient. Transportation demands may increase depending
on increased resource needs, the number of dropped trailers, driver travel restrictions,
closed roads, or other external factors.
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2.
To meet transportation requirements, MCEOC will coordinate with internal resources
including the Maricopa County MRC, existing mutual aid via AZMAC, and standby
emergency contracts.
3.
The transportation system in Maricopa County is comprised of surface, rail, and air
centers. All rail and surface routes may be used for inbound flow. The surface routes will
be primary for any outbound flows.
4.
Surface Access
a.
The Maricopa County primary surface routes are:
I.
Highway 10 East/West: Extends from California to New Mexico
II.
Highway 17 North/South Extends Phoenix to Flagstaff; provides connection
with Highway 40
III.
Highway 8 East/West: Extends from California to Casa Grande, AZ (south of
Phoenix)
IV.
Highway 60 East/West: Extends from Phoenix to Globe, AZ
b.
The Maricopa County primary rail routes are:
I.
Burlington Northern Santa Fe Line (BNSF): Extends from Phoenix north to
Williams, AZ (west of Flagstaff)
II.
Union Pacific Line: Extends from California and New Mexico
c.
The Maricopa County primary air nodes are:
I.
Phoenix Sky Harbor International Airport is a civil-military public airport 3
miles east of downtown Phoenix, AZ.
II.
Phoenix–Mesa Gateway Airport is an international airport in the southeastern
area of Mesa, AZ.
III.
LAFB contains an airfield and is located 7 miles west of the central business
district of Glendale, AZ.
F. Staging
1.
A staging area is a location from which response teams (e.g., search and rescue teams,
medical teams, utility restoration crews, debris management teams, etc.) can be staged
as needed to supplement resource deficiencies from county, tribes, and municipalities in
responding to, and recovering from, a large-scale emergency event. This includes the
warehousing of commodities, equipment, and supplies needed to support survivors,
emergency responders, and community infrastructure.
2.
During normal operations, resources intended for use during an emergency will be
stored in the areas designated by each tribe, municipality, and/or county department for
their respective inventories.
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3.
Certain situations may require pre-staging assets. Identifying these resources and
trigger points to utilize such resources are based on the size and scope of the
preplanned or projected event. Prior to and during an emergency, resources ordered
through MCEOC may be sent to the point of use or a designated staging area(s).
4.
In coordination with their respective jurisdiction, the IC is responsible for designating an
operational Staging Area and assigning Staging Area staff at the site of the emergency.
The IC will also be responsible for managing/coordinating the staging area actions.
Staging Areas will be determined based on incident need and type of emergency.
Appropriate municipality, tribe, county, and/or state officials should mutually agree upon
the use of selected sites and accessible facilities. Staging Areas should be in or close to
the impacted area.
5.
The respective jurisdictional EOC is responsible for assisting the IC in staging area
designation and selecting additional staging as needed to meet mission requirements.
The IC will be responsible for managing/coordinating staging area actions.
6.
Staging Areas
a.
MCDEM maintains a warehouse capable of receiving and distributing resources
during and after an incident. The MCDEM warehouse is at 5630 E. McDowell Rd,
Phoenix AZ and consists of usable indoor space (4,000 sq. ft.) and outdoor storage
space.
b.
Dircks Moving & Logistics is a contracted facility that is currently utilized for SNS and
State of Arizona MasCache. It can receive and distribute resources during an
incident. This warehouse is located at 4340 W Mohave Street Phoenix, AZ 85043.
c.
If needed, MCDEM would coordinate with DEMA for additional outdoor storage at
Papago Park Military Reservation.
d.
Maricopa County also has one designated Incident Support Base (ISB) located at
LAFB, AZ. This ISB is a temporary location where response personnel and
commodities are received and pre-positioned for deployment as required. From this
location, FEMA may send out resources and national disaster assets to pre-
determined locations, such as state or county staging areas. The use of this ISB
requires coordination of county, state, FEMA, and LAFB leadership.
e.
If staffing requirements exceeds manning availability, coordination with neighboring
jurisdiction and/or submissions of 213-RRs will need to occur.
G. Demobilization
1.
Demobilization planning begins upon activation of the MCEOC. Non-essential equipment
and personnel will be released to their points of origin when the mission no longer
requires their use.
2.
The IC and/or the MCEOC will make the final determination to demobilize a staging
area. The determination should be based on a lack of resource requests from affected
jurisdictions or a reduction in incoming resource shipments.
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Annex C
236
Annex C - Specific Incidents: Excessive Heat Emergencies
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to provide resources to member agencies to support
emergency response needs in Maricopa County.
B. Scope
1.
This Annex addresses emergency assistance, as well as maintenance and mitigation
efforts, for responses specific to this Annex.
2.
Included in this Annex is information on SOPs, movement of responders, survivors, and
supplies associated with response and recovery efforts following a major disaster, and
egress and ingress information. Also included is information on major services by primary
agencies critical to the welfare of the residents in Maricopa County.
II. Concept of Operations
A. General
1.
MCDPH will issue accessible news releases to inform the whole community on how to deal
with a heat wave. The initial news releases will occur prior to the anticipated start of high
temperatures, and additional news releases will occur when a life-threatening heat
emergency is imminent.
2.
The Phoenix office of the NWS issues three types of heat-related messages. These
messages are based on four factors: temperature, humidity, cloud cover, and expected
duration of conditions. The combination of factors that will trigger one of these heat-related
messages varies according to the time of year. For example, a combination of factors that
would result in an excessive heat warning in early May, might not result in one in mid-July.
These three NWS products are:
a. Heat Advisory – issued when the temperature is forecast to be unusually hot but
not life-threatening.
b. Excessive Heat Watch – issued when conditions are likely to result in a life-
threatening heat emergency within the next 24 to 48 hours.
c.
Excessive Heat Warning – issued when a life-threatening heat emergency exists
or is imminent.
3.
Maricopa Association of Governments (MAG) will issue the appropriate and accessible
heat emergency messages to the whole community prior to the beginning of the summer
heat season. Other components of this annex will be implemented when the NWS issues
an Excessive Heat Watch or an Excessive Heat Warning for the Phoenix metropolitan area.
Services and activities provided under this Annex may be continued for 48 hours after the
expiration of the Excessive Heat Warning.
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237
4.
This Annex is consistent with the MCEOC's methodology, the requirements of the NRF,
the NIMS, and the ICS. This structure and system support incident assessment, planning,
procurement, deployment, and coordination and support operations to the Maricopa
County. Through the MCEOC, response to an emergency or situation is conducted in a
timely and appropriate manner.
5.
Procedures, protocols, and plans for disaster response activities govern staff operations
at the MCEOC and in the field. These are in the form of the base plan, ESF Annexes,
Support Annexes, Threat Annexes, and SOGs, which describe capabilities. Periodic
training and exercises are also conducted to enhance effectiveness.
6.
In a large event requiring local or State mutual aid assistance, this Annex will work with its
support agency counterparts to seek, procure, plan, coordinate, or direct the use of
required assets.
7.
Throughout the response and recovery periods, these agencies will evaluate and analyze
information requests to move people, materials, equipment, and other resources as
necessary.
B. Direction and Control
1.
This Annex complies with the NRF, and the NIMS. NIMS guides the direction and control
system adopted by MCDEM, which functions as the official disaster prevention, protection,
response, preparedness, recovery, and mitigation organization within Maricopa County.
2.
Under the ICS structure, the Planning, Logistics, Finance and Administration, and
Operations Section and associated staff at the MCEOC assist the IC in carrying out the
overall mission.
3.
In accordance with a mission assignment, each primary and/or support organization
assisting in the deployment of this Annex will retain administrative control over its own
resources and personnel but will be under the operational control of this Annex. Mission
operational control may be delegated to the field by the MCEOC.
C. Alerts and Notifications
1.
This Annex will be activated by the MCEOC.
III. Responsibilities
NOTE: Each Agency should review its own responsibilities and revise in conjunction with the
MCEOP.
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Annex C - Specific Incidents: Pandemic
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to provide resources and guidance to member agencies to
support pandemic emergency response needs in Maricopa County.
B. Scope
1.
This Annex addresses emergency assistance, as well as maintenance and mitigation
efforts for responses specific to this Annex.
2.
Included in this Annex is information on SOPs, movement of responders, survivors,
supplies associated with response and recovery efforts following a major disaster, and
egress and ingress information. Also included is information on major services by primary
agencies critical to the welfare of the residents in Maricopa County.
II. Concept of Operations
A. General
1.
A pandemic has the potential to disrupt life and cause death or illness in a large amount
of people in a short amount of time. Pandemics can last anywhere from months to years
with little predictability to them. While pandemic planning historically centers strains of
influenza A, recent responses have demonstrated the need for jurisdictions to be ready
for any disease that can cause a pandemic. This annex uses the Centers for Disease
Control and Prevention’s Influenza Pandemic Interval Framework to guide local planning
and response to any pandemic.
a.
Investigation Interval: Investigations of novel influenza A infection in humans.
b.
Recognition Interval: Increased numbers of human cases. Illness is identified
and the virus has the potential to spread from person-to-person
c.
Initiation Interval: People are easily infected with a virus that demonstrates the
ability to spread in a sustained manner from person-to-person
d.
Acceleration Interval: The pandemic speeds up in an upward epidemiological
curve as the virus infects susceptible people.
e.
Deceleration Interval: The pandemic slows down as cases decrease.
f.
Preparation Interval: The pandemic subsides. Agencies begin to prepare for
another pandemic wave or the pandemic has slowed enough to declare it over.
2.
There are four essential steps employees and the whole community can take to reduce
the spread of the disease:
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239
a.
Cover your mouth and nose with a tissue or handkerchief when coughing or
sneezing.
b.
Wash your hands frequently with warm water. Use alcohol-based hand sanitizers
when soap and warm water are unavailable.
c.
Stay home when you are sick.
d.
Increase your social distance (avoid crowds and mass gatherings).
4.
This Annex is consistent with the MCEOC's methodology, the requirements of the NRF,
the NIMS, and the ICS. This structure and system support incident assessment, planning,
procurement, deployment, and coordination and support operations to the Maricopa
County. The response to an emergency or situation is conducted in a timely and
appropriate manner by the Maricopa County Policy Group and EOC.
5.
Procedures, protocols, and plans for disaster response activities are to govern staff
operations at the MCEOC and in the field. These are in the form of the base plan, ESF
Annexes, Support Annexes, Threat Annexes, and SOGs, which describe capabilities.
Periodic training and exercises are also conducted to enhance effectiveness.
6.
In a large event requiring local or State mutual aid assistance, this Annex will work with its
support agency counterparts to seek procure, plan, coordinate, or direct the use of
required assets.
7.
Throughout the response and recovery periods, these agencies will evaluate and analyze
information requests to move people, materials, equipment, and other resources as
necessary.
B. Direction and Control
1.
This Annex complies with the NRF and the NIMS. The NIMS guides the direction and
control system adopted by MCDEM, which functions as the official disaster prevention,
protection, response, preparedness, recovery, and mitigation organization within
Maricopa County.
2.
The MCDPH Department Operating Center will stand up incident command for a
pandemic at the earliest indication of county impact.
3.
A large pandemic will require support from multiple county departments. MCDEM and
MCDPH will join in Unified Command under the direction of county management.
4.
In accordance with a mission assignment, each primary and/or support organization
assisting in the deployment of this Annex will retain administrative control over its own
resources and personnel but will be under the operational control of this Annex. Mission
operational control may be delegated to the field by the MCEOC.
D. Alerts and Notifications
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240
1.
The county Warning Point (MCSO) will notify the on-call Emergency Duty Officer when
Maricopa County has been threatened or impacted by an emergency or disaster event as
provided in the county Warning Point procedure.
2.
This Annex will be activated or placed on standby upon notification by the MCEOC. The
representatives or designees of the primary and supporting agency will manage the
emergency activities. If additional support is required, the primary and support agencies
may jointly manage activities.
3.
Upon instructions to activate or place staff on standby, MCDEM will implement procedures
to notify all planning team members and, if necessary, mobilize all personnel, facilities,
and physical resources likely to be needed based on the emergency circumstance.
III. Responsibilities
A. County Manager and Administration
1.
Roles and Responsibilities
a.
Make policy decisions regarding the following areas:
b.
Increased use of telecommuting and/or paid administrative leave by county
departments.
c.
Increased use of Family and Medical Leave Act (FMLA) time by county employees
to encourage them to stay away from the workplace when feeling sick.
d.
Making emergency funding available to departments likely to incur extraordinary
expenses due to the pandemic (e.g., Medical Examiner’s Office, Public Health,
Correctional Health, etc.).
B. All Maricopa County Departments
1.
Roles and Responsibilities
a.
Determine which functions of the department are critical and conduct adequate
cross-training of employees in these functions to ensure that critical tasks can be
accomplished when a large percentage of the workforce is unavailable.
b.
Identify supplies and services essential to continued operations and, when
necessary, identify backup means of securing them.
c.
Encourage department employees and their families to develop a family
emergency plan and emergency kit capable of sustaining them for a minimum of
72 hours without outside assistance. The Department of Homeland Security’s
preparedness web site www.ready.gov is a good source of information for the plan
and kit.
d.
Consider the procurement of supplies to prevent the spread of disease in the
workplace – surgical masks, hand sanitizer bottles, etc.
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241
e.
Mandate or encourage increased use of telecommuting (pending County
Manager’s direction).
f.
Encourage employees to stay home when they feel sick. Send employees home if
they appear to be sick.
g.
Consider implementing policies that limit face-to-face contact among employees
as well as between employees and the rest of the whole community.
h.
Implement backup means of securing essential supplies and services.
C. Maricopa County Department of Emergency Management
1.
Roles and Responsibilities
a.
Activate the EOC if necessary.
b.
Activate the Unified Command Center with MCDPH if necessary
c.
Monitor and process resource requests
d.
Liaise between the county and city emergency management
D. Public Information Office
1.
Roles and Responsibilities
a.
Activate the Joint Information System/Center if requested
b.
Assist the County Manager’s office in the dissemination of policy guidance
regarding special steps taken by county departments/agencies in response to the
pandemic.
E. Maricopa County Department of Public Health - Develop a detailed pandemic response plan
consistent with the pandemic response plans of the Health and Human Services, Centers for
Disease Control and Prevention and Arizona Department of Health Services.
1.
Roles and Responsibilities:
a.
Maricopa County Department of Public Health Director will make a request of a
public health emergency to the Chairman of the BOS (through County Manager)
for a proclamation of an emergency, if deemed appropriate.
b.
Coordinate and collaborate with MCDEM on the overall response to the
emergency.
c.
Increase surveillance efforts pertaining to pandemic-related deaths and illnesses
in cooperation with the Office of the Medical Examiner’s and area hospitals.
d.
Conduct epidemiological investigation and contact tracing.
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242
e.
Provide isolation and quarantine guidance to people experiencing illness and
partner agencies: healthcare, first responders, education facilities long term care
agencies, childcare centers, etc.
f.
Provide isolation or quarantine housing and wrap around services for people who
qualify based on the pandemic
g.
Advise area hospitals of the pandemic and urge them to consider implementing
surge measures to deal with an expected increase in patient volume.
h.
Prepare to implement mass immunizations if a vaccine that is effective against
the virus strain is available. Plan for vaccinations of those with disabilities and
other access and functional needs who may not have transportation and/or
would need accessible vaccination sties.
i.
Assist the Public Information Office in the development of accessible press
releases and other educational materials related to the pandemic.
j.
Distribute antiviral medications, if available, to target populations.
k.
Coordinate with ADHS for the receipt and distribution of the SNS if applicable.
F. Human Services Department
1.
Roles and Responsibilities
a.
Utilize available staff (e.g., CAP workers, Senior Adult Independent Living (SAIL)
case managers) to assist with communication and welfare checks for DAFN
populations, including older adults, those with disabilities, and individuals who
are homebound, through home visits and phone calls.
b.
Provide isolation or quarantine housing for people experiencing homelessness.
c.
In coordination with MCDPH, provide infection control resources and education
to congregate shelters.
d.
Provide resource support to shelters under the HSD program
G. Maricopa County Sheriff’s Office (MCSO)
1.
Roles and Responsibilities
a.
If MCDPH implements mass immunizations, provide site security as outlined in
the Cities Readiness Initiative Site Security Plan.
b.
Increase disease prevention measures in jails in cooperation with the
Correctional Health Department.
c.
Distribute accessible informational flyers to affected populations within MCSO’s
jurisdiction (e.g. Sun City, Sun Lakes).
H. Correctional Health Services Department
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243
1.
Roles and Responsibilities
a.
Identify a pandemic influenza response team.
b.
Develop and implement a department strategic response plan.
c.
Develop and initiate an educational campaign for department staff.
d.
Coordinate planning with MCSO and MCDPH.
e.
Activate department pandemic influenza plan in coordination with MCSO and
MCDPH.
f.
Increase staff education initiatives.
g.
Initiate enhanced surveillance for symptoms of influenza among inmates and
staff, and the reporting of results to MCDPH.
h.
Coordinate with MCDPH for provision of immunizations and anti-viral
medications, if available, to inmates and staff.
i.
Implement quarantine and segregation measures in coordination with
MCSO. This will be accomplished in addition to continuation of the measures
initiated in previous phases.
I.
Security Services
1.
Roles and Responsibilities:
a.
Implement the security plan.
b.
Develop a security plan for limited access to county buildings.
J.
The Office of the Medical Examiner (OME)
1.
Roles and Responsibilities
a.
Develop plans to augment facilities and staffing in preparation for handling
an increased caseload.
b.
Ensure additional resources from other jurisdictions and the private sector
are available if the plan should be implemented.
Annex C
244
Annex C - Specific Incidents: Severe Storms and Floods
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to set forth guidelines to prepare for, provide early warning
of, and execute an effective response to storm or flood disasters.
B. Scope
1.
This Annex addresses emergency assistance as well as maintenance and mitigation
efforts for responses specific to this Annex.
2.
Included in this Annex is information on SOPs, movement of responders, survivors, and
supplies associated with response and recovery efforts following a major disaster, and
egress and ingress information. Also included is information on major services by
supporting agencies critical to the welfare of the residents in Maricopa County.
II. Concept of Operations
A. General
1.
Flooding has caused more damage than any other hazard in Maricopa County. No part
of the county is free from the threat of flooding. There is a close correlation between the
locations of significant floods and developed areas of the county.
2.
Situational flooding may be caused by atmospheric conditions, dam emergency spillway
operations, dam/levee overtopping, dam/levee failure, or a combination of all four.
The three following atmospheric conditions in the county tend to trigger flooding events:
a.
Tropical storm remnants: The worst flooding tends to occur when the remnants
of a tropical storm enter the state. These events occur infrequently, mostly in the
early autumn, but can bring intense precipitation over large regions, causing
severe flooding.
b.
Winter rains: Winter brings the threat of low intensity but long-lasting rains
covering large areas that cause extensive flooding and erosion, particularly when
combined with snowmelt.
c.
Summer thunderstorms: A third atmospheric condition that brings flooding to
Maricopa County is the annual summer monsoon season. In mid to late summer,
the monsoon winds bring humid subtropical air into the state. Solar heating triggers
afternoon thunderstorms that can cause flash flooding.
3.
The NWS Phoenix Forecast Office issues watches and warnings for storms and floods. A
Watch is used to inform the public and cooperating agencies that current and developing
weather may bring a threat of flood or storm. However, the occurrence of an event is
neither certain nor imminent at the time. A Warning is a statement issued by the NWS that
a storm or flood is occurring or is imminent. The following conditions could result in flooding
and related emergency conditions at and downstream of a dam or levee:
Annex C
245
a.
Reservoir pool inundation at a dam.
b.
Discharge from principal spillway(s) at a dam.
c.
Discharge from emergency or auxiliary spillway(s) at a dam.
d.
Potential or actual failure or overtopping of the dam or levee.
e.
Interior drainage inflow system failure at a levee.
4.
This Annex is consistent with the MCEOC's methodology, the requirements of the NRF,
the NIMS, and the ICS. This structure and system support incident assessment, planning,
procurement, deployment, and coordination and support operations to the Maricopa
County. Through the Maricopa County Policy Group and EOC response to an emergency
or situation is conducted in a timely and appropriate manner.
5.
Procedures, protocols and plans for disaster response activities are to govern staff
operations at the MCEOC and in the field. These are in the form of the base plan, ESF
Annexes, Support Annexes, Threat Annexes, and SOGs, which describe capabilities.
Periodic training and exercises are also conducted to enhance effectiveness.
6.
In a large event requiring local or State mutual aid assistance, this Annex will work with its
support agency counterparts to procure, plan, coordinate, or direct the use of required
assets.
7.
Throughout the response and recovery periods, these agencies will evaluate and analyze
information requests to move people, materials, equipment, and other resources as
necessary.
B. Direction and Control
1.
This Annex complies with the NRF, and the NIMS. The NIMS guides the direction and
control system adopted by MCDEM, which functions as the official disaster prevention,
protection,
response,
preparedness,
recovery,
and
mitigation
organization
within Maricopa County.
2.
Under the ICS structure, the Planning, Logistics, Finance and Administration, and
Operations Section and associated staff at the MCEOC assist the IC in carrying out the
overall mission.
3.
In accordance with a mission assignment, each primary and/or support organization
assisting in the deployment of this annex will retain administrative control over its own
resources and personnel but will be under the operational control of this annex. Mission
operational control may be delegated to the field by the MCEOC.
4.
Available weather information and situation evaluations by Salt River Project (SRP),
Central Arizona Project (CAP), Bureau of Indian Affairs (BIA), United States Army Corps
of Engineers (USACE), and FCDMC will allow time for activation of the EOC before major
water releases from these owner’s dams.
Annex C
246
5.
Flood warning times vary based on storm location, direction, intensity, duration, and the
topography and size of the drainage area. Depending upon the type of flooding event and
the location, the warning time available for a flood can vary from seconds to days. A flash
flood or dam break, for example, can cause flooding within minutes, while the remnants
of a tropical storm may precede flooding by days.
C. Alerts and Notifications
1.
This Annex will be activated by the MCEOC.
III. Responsibilities
A. Flood Control District of Maricopa County (FCDMC) -There are multiple FCDMC dams and
levees within Maricopa County or northern Pinal County whose purpose is to enhance
protection of downstream areas from flooding during major storms. EAPs have been developed
for these structures and are kept in the MCEOC. Notification lists for the reservoir pool
inundation, emergency spillway discharge, and dam and levee failures or overtopping are
contained in the Flood Response Manual (FRM) maintained by MCDEM.
B. Dams within or impacting Maricopa County can generally be divided into two groups: (1)
storage reservoir designed to permanently impound water and possibly generate power; and
(2) single purpose structures designed to attenuate or reduce flooding by impounding storm
water for relatively short durations of time during flood events. Some of the largest owners
and/or operators and/or managers of these dams include CAP, SRP, USACE, San Carlos
Irrigation Project (SCIP), and FCDMC. A list of the larger dams and operators is shown on the
following list. Dams that are not owned/operated by the FCDMC are outside its management
authority.
C. Flood Control District of Maricopa County (FCDMC)
The FCDMC levee and dam structures include:
Structure Name
Adobe Dam
Apache Junction FRS (Part of the Buckhorn-Mesa Structures)
Buckeye FRS #1
Buckeye FRS #2
Buckeye FRS #3
Camelback Ranch Levee South
Casandro Wash Dam (Part of Wickenburg Structures)
Cave Buttes Dam
Dreamy Draw Dam
Guadalupe FRS
Harquahala FRS
McMicken Dam
New River Dam
New River Levees (NR 1 and NR 91st)
Pass Mountain Diversion Channel Levee
Annex C
247
Structure Name
Powerline FRS (Part of the Powerline, Vineyard Road, Rittenhouse FRSs)
Rittenhouse FRS (Part of the Powerline, Vineyard Road, Rittenhouse FRSs)
Saddleback FRS
Signal Butte FRS (Part of the Buckhorn-Mesa Structures)
Skunk Creek Levees (Skunk Creek 1 and 2)
Spook Hill FRS (Part of the Buckhorn-Mesa Structures)
Sunnycove FRS (Part of Wickenburg Structures)
Sunset FRS (Part of Wickenburg Structures)
Tres Rios North Levee
Vineyard Road FRS (Part of the Powerline, Vineyard Road, Rittenhouse FRSs)
White Tanks FRS #3
White Tanks FRS #4
1.
Prepare Before the Storm/Flood
a.
Operate and maintain the ALERT system.
b.
Coordinate with NWS and MCDEM personnel regarding the potential situation.
c.
Determine anticipated flooding effects from potential storms and provide data to
MCDEM and other agencies.
d.
Provide, review, maintain, and exercise emergency action plans for dams, levees,
or other flood structures and flood response plans. These plans may include dam
emergency spillway inundation maps and dam or levee break maps. If the plan is
revised, provide the final document to MCDEM and other agencies. A list of
agencies is included in the document.
2.
Response During the Storm/Flood
a.
Deploy observers to areas of concern for field observations of storm/flood events.
b.
Provide current flood potential or flood situation data to the emergency staff. Initiate
any actions called for by applicable flood response plans or emergency action
plans.
c.
Provide a representative to the EOC as directed.
d.
Provide recommendations regarding evacuations and road closures.
e.
Coordinate public information for all media outlets, website postings and
interagency actions with the MCEOC.
3.
Recover After the Storm/Flood
a.
Establish priorities for recovery operations, and initiate recovery tasks at FCDMC
structures and accessible facilities.
Annex C
248
b.
Advise emergency staff relative to reoccupation of flood-affected areas.
c.
Deploy damage assessment teams for examination of flood control structures and
report findings to the EOC.
d.
Submit AARs.
D. Maricopa County Department of Transportation (MCDOT)
1. Prepare Before the Storm/Flood
a.
Alert department personnel, particularly barricade crews, of the situation.
b.
Curtail normal operations if required.
c.
Plan for immediate response to potential disaster situations.
d.
Implement emergency communications procedures.
e.
Assist MCSO when requested.
2.
Response During the Storm/Flood
a.
Alert forces necessary to support the department if the magnitude of the storm or
flood warrants response action.
b.
Provide the emergency staff with current highway and bridge information.
c.
Coordinate barrier locations and placement with local jurisdictions and Sheriff’s
Office, and place barriers where hazardous road conditions exist.
d.
Assist MCSO in traffic and hazardous area control and rescue and evacuation
missions, upon request.
e.
Act as Lead Agency in maintaining inventory of traffic control devices and
equipment and distribute to jurisdictions based on requirements.
f.
Coordinate requests for specialized mechanical equipment required for the
recovery effort.
3.
Recover After the Storm/Flood
a.
Establish priorities for recovery operations and initiate recovery tasks.
b.
Report the status of highways and bridges.
c.
Assist MCSO in required field operations upon request.
d.
Conduct damage assessment upon request and report damage information to the
EOC.
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249
e.
Assist political subdivisions to repair main transportation routes on a reimbursable
basis.
f.
Submit AARs.
E. Maricopa County Parks and Recreation Department
1.
Prepare Before the Storm/Flood
a.
Alert and warn department personnel and park patrons of the situation.
b.
Curtail normal operations where indicated.
c.
Plan for immediate response to the potential emergency.
2.
Response During the Storm/Flood
a.
Continue alert and warning procedures.
b.
Maintain surveillance and assist patrons in evacuating parks.
c.
Keep the emergency staff informed of the situation.
3.
Recover After the Storm/Flood
a.
Establish priorities for recovery requirements and initiate recovery tasks.
b.
Determine and report the status of facilities and other known situations to the
emergency staff.
c.
Assist park users.
d.
Submit AARs.
F. Maricopa County Sheriff's Office (MCSO)
1.
Prepare Before the Storm/Flood
a.
Receive and disseminate severe weather bulletins.
b.
Notify the MCDEM Director during normal working hours, or the Duty Officer after
normal working hours, of potentially hazardous conditions, including water
releases by the SRP, SCIP, BIA, CAP, USACE, or FCDMC.
c.
Alert department personnel and potential support elements of the situation.
d.
Plan for immediate response to the potential emergency
e.
Alert and warn the affected whole community in unincorporated areas of the county
f.
Initiate evacuation procedures in areas likely to be affected when directed by the
emergency staff.
Annex C
250
2.
Response During the Storm/Flood
a.
Continue alert and warning procedures.
b.
Establish, identify, and report the location of ICPs.
c.
Secure affected areas.
d.
Execute rescue measures where required in the unincorporated areas.
e.
Initiate or continue evacuation measures where appropriate.
f.
Assist law enforcement agencies of political subdivisions as requested.
g.
Maintain contact with the EOC.
3.
Recover After the Storm/Flood
a.
Establish ICPs for the control of recovery forces.
b.
Control personnel and vehicular traffic in disaster areas.
c.
Deny entry to the affected area until it is determined safe.
d.
Continue rescue and evacuation efforts.
e.
Maintain contact with emergency staff to provide current information and status
f.
Submit AARs.
G. Maricopa County Department of Emergency Management (MCDEM)
1.
Prepare Before the Storm/Flood (Upon Activation)
a.
Receive and disseminate severe weather information.
b.
Provide, maintain, and exercise system for warning the county of impending
storms and flood hazards.
c.
Keep the Chairman of the BOS, the County Manager, the DEMA, and other
responsible authorities apprised of the situation.
d.
Alert affected members of the whole community of the potentially hazardous
conditions and provide safety guidance and information.
e.
Activate and check emergency communications systems
f.
Establish liaisons with COAD, SRP, CAP, FCDMC, affected political subdivisions,
ARC, and other entities likely to be involved.
g.
Recommend evacuation measures where appropriate.
Annex C
251
h.
Ensure that involved departments, agencies, and activities are alerted to
hazardous or potentially hazardous conditions.
i.
Provide MCSO with information on inundation areas from dams and levees for
incorporation in their Emergency Response Plans.
j.
Receive and review the EAPs, flood response plans, and any other emergency
plans and updates. Disseminate emergency plans, as necessary, to stakeholders.
2.
Response during the Storm/Flood
a.
Keep the Chairman of the BOS, the County Manager, and other responsible
authorities informed of the situation.
b.
Continue the alert of political subdivisions, unincorporated communities, and
affected members of the public.
c.
Initiate or continue evacuation measures where appropriate.
d.
Relay to the NWS reports of observed weather conditions in involved areas, to
include storm activity, flash floods, and known casualty/damage reports.
3.
Recover After the Storm/Flood
a.
Continue coordination of evacuation measures for affected areas.
b.
Organize and dispatch damage assessment teams when applicable.
c.
Initiate disaster assistance procedures for affected area.
d.
Coordinate welfare support to the affected population.
e.
Coordinate recovery procedures by field forces.
f.
Prepare and submit After Action Reports to appropriate agencies.
NOTE: All response agencies should review their own responsibilities and revise them
accordingly in conjunction with MCDEM.
Annex C
252
Annex C - Specific Incidents: Terrorism and CBRNE
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to provide a response and recovery plan that will coordinate
closely with local, State, and Federal response agencies to minimize the effects of a
terrorist attack on the whole community.
B. Scope
1.
This Annex addresses emergency assistance, as well as maintenance and mitigation
efforts for responses specific to this Annex.
2.
Included in this Annex is information on SOPs, movement of responders, survivors, and
supplies associated with response and recovery efforts following a major disaster, and
egress and ingress information. Also included is information on major services by
supporting agencies critical to the welfare of the residents in Maricopa County.
II. Concept of Operations
A. General
1.
National Terrorism Advisory System
a.
The National Terrorism Advisory System (NTAS) replaces the color-coded
Homeland Security Advisory System (HSAS). This new system will more
effectively communicate information about terrorist threats by providing timely,
detailed information to the public, government agencies, first responders, airports
and other transportation hubs, and the private sector.
b.
After reviewing the available information, the Secretary of Homeland Security will
decide, in coordination with other federal entities, whether an NTAS Alert should
be issued.
c.
NTAS Alerts will only be issued when credible information is available.
d.
These alerts will include a clear statement that there is an imminent threat or
elevated threat. Using available information, the alerts will provide a concise
summary of the potential threat, information about actions being taken to ensure
public safety, and recommended steps that individuals, communities, businesses,
and governments can take to help prevent, mitigate, or respond to the threat.
e.
The NTAS Alerts will be based on the nature of the threat. In some cases, alerts
will be sent directly to law enforcement or affected areas of the private sector, while
in others, alerts will be issued more broadly to the American people through both
official and media channels
f.
Certain geographic regions or industry specific regions may have their threat level
raised by the DHS based on threat analysis.
Annex C
253
2.
Arizona Homeland Security Regions
a.
By order of the Governor of Arizona, ADOHS created five regions to advise
ADOHS of planning and preparedness strategies to prevent, prepare for, and
respond to terrorist incidents. Maricopa County is a region unto its own and is
referred to as the Central Region. According to the ADOHS web site, the purpose
of the Central Region is “(provide) direction for enhancing regional capability and
capacity to prevent terrorist attacks within the region; reduce the region’s
vulnerability to terrorism and all other critical hazards; minimize the damage; and
recover from terrorism and all other critical hazards that affect the safety, well-
being, and economic security of the public in the region.”
b.
Some of the objectives of the Central Region are:
i.
Improve and enhance communication interoperability employing standardized
state-of-the-art equipment.
ii.
Conduct threat/vulnerability/risk assessments.
iii.
Integrate into a coordinated federal/state/regional system for the collection,
analysis, and dissemination of intelligence and information.
iv.
Foster and support regional collaboration.
v.
Review protocols to treat disease outbreak and biological or chemical
weapons attacks on population and agriculture.
vi.
Develop and improve regional plans and procedures.
3.
The FBI will be the Lead Agency for the investigative and intelligence activities of the
incident. The FBI will operate from an FBI Command Post or a Joint Operations Center.
4.
The MCEOC will be primarily responsible for interagency coordination in addition to its
primary function of setting priorities for response, concentrating on preservation of life and
property and the establishment of security.
5.
Tactics used by terrorists to obtain their goals may include bombing, arson, hijacking,
kidnapping, creating ecological disasters, occupation of a building, attacks on facilities,
sabotage, hostage taking, assassination, and perpetration of hoaxes. Terrorists often use
threats to create fear among the public, to convince the public that their government is
powerless to prevent terrorism, and to get immediate publicity for their cause.
6.
Terrorist methods may include conventional weapons or, for more effect, Chemical,
Biological, Radiological, Nuclear, or Explosive (CBRNE) devices or weapons. This
Appendix deals primarily with terrorist incidents using CBRNE devices or weapons, but it
is adaptable to terrorist incidents using conventional weapons.
7.
Terrorist attacks usually occur without warning, which necessitates planning for such an
uncertain event to be as flexible and adaptive as possible.
8.
Nuclear or radiological terrorism ranges from the actual detonation of nuclear weapons or
devices to acts such as nuclear threats or extortion. Two examples are the release of
radioactive substances to contaminate a drinking water supply and sabotage of a nuclear
power plant. Radiological Dispersion Devices (RDDS) sometimes referred to as “dirty
Annex C
254
bombs” are devices that have radioactive materials that are spread using conventional
explosives. A nuclear explosion does not occur with such a device, but radioactive
materials may be spread over a wide area, causing nuclear contamination and high
radiation levels.
9.
Biological weapons can be either infectious agents (replicating) such as bacteria, viruses
or fungi, or toxins (non-replicating), which are poisons produced from replicating agents
or other living organisms which are pathogenic to humans.
10. Chemical weapons are defined as compounds that, through their chemical properties,
produce lethal or damaging effects. They are classified by their effects: nerve agents
(Tabun, Sarin, Soman, and VX), blood agents (Hydrogen Cyanide, Cyanogen Chloride,
and Arsine), and choking agents (Phosgene) or blister agents (Mustards, Lewisite).
11. This Annex is consistent with the MCEOC's methodology, the requirements of the NRF,
the NIMS, and the ICS. This structure and system support incident assessment, planning,
procurement, deployment, and coordination and support operations to Maricopa County.
Through the Maricopa County Policy Group and EOC response to an emergency or
situation is conducted in a timely and appropriate manner.
12. Procedures, protocols, and plans for disaster response activities are to govern staff
operations at the MCEOC and in the field. These are in the form of the base plan, ESF
Annexes, Support Annexes, Threat Annexes, and SOGs, which describe capabilities.
Periodic training and exercises are also conducted to enhance effectiveness.
13. In a large event requiring local or State mutual aid assistance, this Annex will work with its
support agency counterparts to seek, procure, plan, coordinate, or direct the use of
required assets.
14. Throughout the response and recovery periods, these agencies will evaluate and analyze
information requests to move people, materials, equipment, and other resources as
necessary.
B. Direction and Control
1.
This Annex complies with the NRF, and the NIMS. NIMS guides the direction and control
system adopted by MCDEM, which functions as the official disaster prevention, protection,
response, preparedness, recovery, and mitigation organization within Maricopa County.
2.
Under the ICS structure, the Planning, Logistics, Finance and Administration, and
Operations Section and associated staff at the MCEOC assist the IC in carrying out the
overall mission.
3.
In accordance with a mission assignment, each primary and/or support organization
assisting in the deployment of this Annex will retain administrative control over its own
resources and personnel but will be under the operational control of this Annex. Mission
operational control may be delegated to the field by the MCEOC.
D. Alerts and Notifications
1.
This Annex will be activated by the MCEOC.
Annex C
255
III. Responsibilities
NOTE: Each Agency should review its own responsibilities and revise in conjunction with the
MCEOP.
Annex C
256
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Annex D
257
Annex D - Tribal Relations
I. Purpose and Scope
A. Purpose
1.
The purpose of this Annex is to describe the policies, responsibilities, and concept of
operations for effective coordination and interaction of county and local incident
management activities with those of tribal governments and communities during potential
or actual incidents on tribal lands.
B. Scope
1.
This Annex addresses emergency assistance, as well as maintenance and mitigation
efforts for responses specific to this Annex. The processes and functions described in this
Annex help facilitate the delivery of incident management programs, resources, and
support to tribal governments and individuals of their whole community.
II.
Concept of Operations
A. County departments and agencies conduct incident management operations involving state-
recognized tribal governments in accordance with the MCEOP and the NIMS. Tribal relations
functions, resources, and liaison operations are coordinated through ESF #15 - External
Affairs.
B. This Annex applies to all county departments and agencies working under the MCEOP in
response to an incident of countywide or statewide significance that involves tribes recognized
by the State government.
C. Since tribal government entities are fully integrated into the EOP, this annex addresses only
those factors in the relationship between county departments, agencies, and the federally
recognized tribes that are unique or warrant special considerations.
D. The guidance provided in this annex conforms to existing laws governing federal relationships
with federally recognized tribes.
E. MCDEM, in cooperation with other county/state/federal departments and agencies, coordinate
tribal relations functions for actual and potential incidents upon request from impacted tribal
nation(s).
F. The Governor must request a Presidential disaster declaration on behalf of a tribe under the
Stafford Act; however, county/state/federal departments and agencies can work directly with
tribes within existing agency authorities and resources in the absence of such a declaration.
G. County departments and agencies comply with existing federal laws and executive orders
mandating that the government interact with tribes on a government-to-government basis,
reflecting the federally recognized tribes’ right of self-government as sovereign domestic
dependent nations. A tribe may, however, opt to and is encouraged to deal directly with State
and county officials.
Annex D
258
H. County departments and agencies requested to participate in potential or actual incident
response on tribal lands and consult and/or collaborate with tribal governments on matters
affecting the tribes and must be aware of the social, political, and cultural aspects of an incident
area that might affect incident management operations.
I.
County departments and agencies provide appropriate incident management officials with
access to current information on tribal resources, demographics, and geospatial information.
III. Responsibilities
A. MCDEM maintains primary responsibility for implementing consistent tribal relations policies
and procedures during potential or actual county emergency events.
B. MCDEM may coordinate related data-sharing by other agencies and departments that have
responsibilities for collecting and maintaining data relevant to incident management for
incidents that involve tribes.
C. MCDEM will request State support for coordination of tribal relations at the EOC.
D. Through ESF #15 – External Affairs, the EOC, in consultation with cooperating agencies,
coordinates requirements for the tribal relations element within the EOC Operations Section.
E. Support
1.
MCDEM will support the tribal relations element with technical and administrative support
as necessary to manage tribal relations.
Emergency Operations Plan
Annex E
259
Annex E - Palo Verde Generating Station
Primary Agency:
Maricopa County Department of Emergency Management
Support Agencies:
American Red Cross
Arizona Commission for the Deaf and Hard of Hearing
Arizona Department of Agriculture
Arizona Department of Child Safety
Arizona Department of Economic Security
Arizona Department of Emergency and Military Affairs
Arizona Department of Environmental Quality
Arizona Department of Health Services
Arizona Department of Public Safety
Arizona Department of Transportation
Arizona Fire & Medical Authority
Arizona Humane Society
Arizona National Guard
Banner Estrella Hospital
Banner University Hospital
Buckeye Valley Fire District
Federal Emergency Management Agency
Maricopa County Animal Care and Control
Maricopa County Board of Supervisors
Maricopa County Community Organizations Active in Disaster
Maricopa County Department of Environmental Services
Maricopa County Department of Public Health
Maricopa County Department of Transportation
Maricopa County Manager's Office
Maricopa County Office of Enterprise Technology
Maricopa County Sheriff's Office
National Weather Service
Nuclear Regulatory Commission
Palo Verde Generating Station
The Salvation Army
Southern Baptist Convention Disaster Relief
United States Department of Agriculture
United States Department of Energy
United States Department of Homeland Security
Valley Metro Regional Public Transportation Authority
I. Purpose and Scope
A. Purpose
1.
The purpose of the PVGS Annex is to provide the framework for a Maricopa County
response to an emergency at PVGS.
Emergency Operations Plan
Annex E
260
2.
This Annex complements the joint Maricopa County/State of Arizona Offsite Emergency
Response Plan (Offsite Response Plan).
3.
This Annex describes the functions and responsibilities of Maricopa County and its
response partner agencies for an emergency response at PVGS.
B. Scope
1.
This Annex provides guidance in coordinating a response to an event at PVGS. It covers
preparedness, prevention, and recovery responsibilities of Maricopa County and partner
agencies.
2.
This Annex complements the Offsite Response Plan. When this plan is activated, DEMA,
specifically the Director, Division of Emergency Management, assumes overall
responsibility and DEMA-EM becomes the lead agency for the coordination of offsite
emergency response activities. Maricopa County will respond based on pre-planned
responsibilities of the Offsite Response Plan, the MCEOP, and other county procedures,
checklists, and processes.
3.
DEMA is statutorily required to make all final PADs including shelter in place and/or
evacuation to protect the health and safety of the public.
4.
During the plume phase of the emergency, emergency response actions are initially
concerned with an airborne radioactive release of materials into the environment within
the 10-mile EPZ.
a.
Plume Exposure EPZ
i.
Initial response effort to an incident at PVGS that releases, or could
release, radioactive materials to the environment will be in the Plume EPZ.
ii.
This zone has been subdivided into sixteen 22½-degree sectors. Residents
within the EPZ have been provided information so they can determine their
location with respect to sector and distance from the plant.
iii.
Protective actions will occur in at least three downwind sectors – the center
sector containing the projected plume centerline and the two adjacent
sectors in consideration of meteorological uncertainties and plume
movement.
5.
Comprehensive response checklists, response manuals, and SOPs provide technical and
operational level procedures on how to respond to an event at PVGS.
6.
For classified PVGS emergencies, the Chairman, Maricopa County BOS, is responsible
for county-wide implementation of the PADs within Maricopa County as determined by the
SEOC Policy Chief.
Emergency Operations Plan
Annex E
261
7.
The Director of MCDEM, provides technical and professional input to the Chairman,
Maricopa County BOS, County Manager, and other county leadership concerning PAD
implementation.
8.
The MCDEM director coordinates PAD implementation activities with the SEOC, other
Maricopa County agencies and with political subdivisions within the county.
9.
The MCDEM director is responsible for ensuring continuity of resources in support of 24-
hour operations. County operational periods will typically be 12 hours in duration. Shift
change briefings will be conducted at all county-led facilities supporting operations on the
status of the emergency and response activities occurring.
10. Maricopa County department and agency directors are responsible for the
accomplishment of emergency and recovery tasks assigned by the director of MCDEM.
11. MCDPH is responsible for dispensing KI to the public.
12. The Director of MCDPH or their designee is responsible for making the decision to
dispense KI to the public.
II. Concept of Operations
A. General
1.
The PVGS Annex is consistent with the MCEOP, Disaster Recovery Plan, Maricopa
County MJHMP, and the requirements of the NRF, the NIMS, and the ICS. This structure
and system support incident assessment, planning, procurement, deployment, and
coordination and support operations to the county through the Joint Offsite Response to
include the JIC and the Incident Command.
2.
Procedures, protocols, and plans for disaster response activities are to govern staff
operations at the MCEOC and in the field. These are in the form of the base plan, SOPs,
and Response Checklists, which describe capabilities. Annual training and exercises are
conducted to enhance preparedness and readiness initiatives.
3.
During a PVGS incident, MCDEM will work with its support agency counterparts and the
State of Arizona to seek and procure, plan, coordinate, or direct the use of required assets.
4.
During a PVGS incident, the MCEOC Planning Chief will ensure 24-hour staffing for the
MCEOC, to include response partners. The EOC Operations and Planning Chief will
ensure continuous operations to include personnel and resources of the RCC, congregate
care facility, and animal shelter if activated. MCSO Forward Command will ensure field
operations are sustainable for a protracted period through automatic aid and re-
deployment of existing resources throughout the region.
5.
Throughout the response and recovery periods, support agency counterparts will evaluate
and analyze information requests to move people, materials, equipment, and other
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resources as necessary.
6.
During Hostile-Action-Based events when a radiological release is not involved, initial
direction and control functions may be assumed by an ICP as appropriate. MCSO will
notify PVGS security and appropriate local, state, and federal law enforcement agencies
of any pre-incident intelligence confirming a credible threat to the plan. Regional law
enforcement intelligence information is coordinated through the ACTIC. See Basic Plan,
section IV Concept of Operations, “C. Prevention” for how Maricopa County prevents
incidents from occurring.
7.
The RCC should have the capability to attain and sustain, within 12 hours, a monitoring
productivity rate per hour needed to monitor 20 percent of the 10-mile EPZ population
planning base.
8.
MCDEM is the lead agency for all RCC operations, including recruitment, training,
exercise, and management of the RCC. The ARC will open accessible congregate care
centers to accommodate the public according to National ARC policies and procedures.
The two pre-planned accessible RCC locations include Buckeye Youngker High School
and Goodyear Desert Edge High School. If these pre-planned locations are unusable,
MCDEM will coordinate alternate facilities as needed with emphasis put on locations that
are accessible to the whole community. Evacuees at the RCC will be:
a.
Checked for radioactive contamination
b.
Provided limited decontamination if required
c.
Registered
d.
Provided accessible shelter and limited social services to provide for immediate
unmet needs
e.
Provided accessible transportation to an accessible congregate care center
f.
Provided sheltering for household pets if using congregate care center facility
(potentially off-site)
B. Direction and Control
1.
MCDEM will coordinate all county-level offsite response from the MCEOC using
requirements of the NRF, NIMS, and the ICS.
2.
The MCEOC consists of:
a.
Maricopa County Policy Group
b.
MCDEM Director, or Designee
i.
Command Staff
a) EOC Manager
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b) Public Information Officer (PIO)
c)
Liaison Officer (State)
d) Director or designee, MCDPH
ii.
General Staff
a) Operations Section Chief
MCSO Liaisons
MCDOT
MCESD
MCDPH
Greater Phoenix Chapter of the ARC
City of Buckeye Liaisons
COAD Liaison
RCC Coordinator (if activated)
b) Planning Section Chief
Geographic Information Systems (GIS)
WebEOC Technology Support
Information Technology Services
c)
Logistics Section Chief
Communications Officer
Emergency Communications Group
d) Finance and Administration Chief
Phone Room
Security
3.
Maricopa County Sheriff's Office (MCSO)
a.
MCSO IC leads all tactical operations of field resources.
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b.
During Hostile-Action-Based events, the MCSO IC may be responsible for
all PADs and county-wide response activities.
c.
The MCSO Emergency Operations Room (EOR) provides direction and control to
the MCSO Forward Command Post.
d.
The MCSO EOR and IC coordinates MCSO response, resource management, and
situational awareness through the MCSO Liaisons in the MCEOC.
4.
MCEOC Reception and Care Center (RCC)
a.
When activated, the MCEOC provides direction and control to the entire RCC
operation.
b.
The RCC Coordinator reports to the MCEOC Operations Chief. The RCC
Coordinator provides direction and control for all components of the RCC.
i.
RCC Coordinator
a) Operations Chief
Monitoring Group
o
Vehicle Monitoring
o
Individual Monitoring
o
Animal Monitoring and Decontamination
o
Decontamination
Mass Care Group
o
Public Health
o
Human Services
o
Congregate Care
o
Animal (household pet) Care
o
Other Social Service Volunteer Organizations
Registration Group
o
Staff Registration
o
Registration Staff (of evacuees)
o
Guide Staff
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Security Group
b) Safety Officer
c)
Communications Officer
d) Access and Functional Needs Coordinator
c.
AHS is the lead agency for registration, decontamination, and care of household
pets and service animals.
i.
AHS may coordinate with the Maricopa County Animal Care and Control
and other animal service volunteer organizations to augment staff.
d.
Maricopa County Emergency Communications Group will coordinate amateur
radio communications at the RCC and between the RCC, MCEOC, and ARC
shelter(s).
e.
DEMA is responsible for equipping, training, and operational supervision of the
monitoring and decontamination component of the RCC. MCDEM recruits and
administratively manages County employee volunteers under the Radiological
Emergency Assistance Team (REAT) name to support this capability.
f.
MCSO will provide security for the first operational period of the RCC and will
coordinate with local law enforcement for additional staffing. Interior and exterior
security is required for the RCC. MCSO may coordinate with the Maricopa County
Constables, detention facility staff, or other sources of security staffing as needed.
g.
Additional RCC information, responsibilities, and procedures can be found in the
RCC Manual.
RCC Organization
1.
Maricopa County Emergency Operations Center (MCEOC).
a.
MCDEM will activate their EOC at an Emergency Classification Level of an Alert
or higher threshold using Departmental SOPs.
b.
MCDEM will deploy a PIO to the JIC automatically at an Emergency Classification
Level of an Alert or higher threshold.
c.
A mass communication callout system will recall EOC Staff if MCDEM Director or
designee activates the MCEOC.
d.
City of Buckeye and/or Arizona Fire and Medical Authority liaisons will provide
situational awareness to the MCEOC if requested by MCDEM.
e.
MCEOC Operations Chief will coordinate and manage RCC Operations through
the RCC Coordinator.
f.
MCEOC will maintain 24-hour staffing until event termination.
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g.
MCEOC Logistics Chief will prioritize, fulfill, and coordinate logistical needs
of county response teams and submit resource requests to the State Logistics
Resource Order Desk for unmet needs.
h.
MCDEM will coordinate transportation needs through existing county resources
and/or mutual aid agreements as needed.
2.
Maricopa County Sheriff's Office (MCSO)
a.
MCSO will activate their EOR at an Emergency Classification Level of an Alert or
higher threshold.
i.
IC or designee will participate in every Maricopa County/State of Arizona
Policy-Level meeting, either on videoconference or telephone, to provide
operational and tactical input to PAD making process. If the IC or designee
is unavailable from the EOR, the highest-ranking MCSO liaison within the
MCEOC will take their place.
b.
MCSO will deploy a PIO to the JIC automatically if the situation is a Hostile-Action-
Based event, or upon request from MCDEM.
c.
MCSO will deploy staff liaisons to the MCEOC upon activation.
d.
MCSO will deploy a tactical ICP to support field operations at a pre-planned
location outside the 10-mile EPZ.
i.
MCSO will deploy the Emergency Workers’ KI cache automatically upon
activation of the Forward Command Post.
ii.
MCSO provides emergency worker briefings to emergency response
personnel based out of the Forward Command Post and the issue and
tracking of county emergency worker radiological exposure for each event
3.
State of Arizona
a. When this plan is activated, DEMA, specifically the Director, Division of Emergency
Management, assumes overall responsibility and DEMA becomes the lead agency
for the coordination of offsite emergency response activities.
b. DEMA will notify MCDEM Director and/or MCEOC for all Policy Level PAD
Meetings.
c. DEMA-EM is statutorily required to make all final PADs including shelter in place
and/or evacuation to protect the health and safety of the public.
d.
DEMA is responsible for coordination and notification of state agency teams and
response organizations for the RCC if activated.
i.
DEMA Radiological Emergency Assistance Team
ii.
Department of Economic Security
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iii.
Department of Child Safety
iv.
DEMA Communications Team
e.
MCDEM will coordinate all Recovery planning and activities with DEMA.
f.
DEMA Coordinates Response and Recovery operations for 50-mile Ingestion
Pathway activities as well as with the Counties of La Paz, Pinal, Yavapai, and
Yuma. DEMA will also coordinate Response and Recovery activities with parts of
the Ak-Chin Indian Community, Gila River Indian Community, and the Tohono
O'odham Indian Nation.
Maricopa County Facility Organization (Red Denotes Policy Group)
D. Alerts and Notifications
1.
The primary means of communications to offsite authorities is by a dedicated telephone
circuit, the Notification and Alert Network (NAN), which links stations at PVGS with
warning points in key government agencies.
a.
The PVGS stations are:
i.
Satellite Technical Support Center (STSC) in all three units.
ii.
Technical Support Center (TSC).
iii.
Emergency Operations Facility (EOF).
b.
The county's warning points are:
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268
i.
MCSO, Primary County Warning Point.
ii.
MCDEM, Warning Point during standard government business hours. An
after-hours duty officer program exists for emergency information
coordination outside of business hours.
2.
PVGS will issue notifications to warning points in a pre-scripted format and will repeat all
information as necessary. MCSO, the first organization in the roll call, will repeat the
message during acknowledgement to confirm accurate message reception. If MCSO is
unavailable, DPS will assume the responsibility to repeat the message during
acknowledgement to confirm accurate reception. Each notification will be an oral
message and must include:
a.
Identification of the nuclear facility.
b.
Emergency Classification Level of the incident or notification of
termination/downgrade.
c.
Time and date of the onsite declaration.
d.
Emergency Action Level indicating the initiating condition and the threshold value
that is used to classify the emergency.
e.
Wind direction and speed.
f.
Authenticator Code. The authenticator code issued by PVGS is to identify the
caller as an agency authorized to issue notifications related to incidents onsite.
Authentication is required regardless of the means used to transmit a notification
message.
g.
Whether or not a release of radioactive material has occurred.
h.
Protective Action Recommendations, if any, provided by the plant to the Offsite
Response Organizations. If a GE is declared, the initial notification must include a
Protective Action Recommendation.
3.
Maricopa County is responsible for activating the alert and warning system in the 10-mile
EPZ. Additional information on Public Alert and Warning can be found in Annex B -
Support: Emergency Public Warning. The MCDEM Director, or designee, is responsible
for making the decision to activate the warning systems for Maricopa County.
a.
MCDEM
i.
Prepares the EAS and WEA message, if needed, and transmits to the WEA
System for public broadcast. The message can be warning, emergency
information, or instructions for protective actions. Letters of authorization
are sent to the NWS annually and are kept with the EAS binder.
a) EAS Messages are pre-formatted and pre-approved by the Offsite
Response Organizations allowing timely release.
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b) Includes time and location of the radiological incident and
areas affected including distance from plant, as defined by sectors
and miles.
c)
Includes protective actions directed by public safety officials.
ii.
Prepares WEA System message for broadcast through IPAWS.
iii.
Activates warning systems and initiates the message in a timely manner
after receiving the PAD.
iv.
Provides a copy of the EAS message immediately to the SEOC and JIC
after the EAS station acknowledges the notice to release the message.
v.
Advises MCSO of back-up alert warning for areas in which sirens did not
sound.
vi.
All schools within the 10-mile EPZ are notified by the MCEOC.
a) Each school has a NOAA Tone-Alert Weather Radio.
b) Each school has an annual PVGS Preparedness meeting with
Maricopa County at the start of the school year.
Review School and county PVGS procedures/plans.
Receive updated staff/student populations.
Verify contact information.
Inspect and inventory KI cache and plan.
Inspect/test NOAA weather radio.
c)
MCEOC will coordinate warning information to schools and
coordinate school evacuation with MCSO.
d) Each school has its own mass notification system used to notify
parents, emergency evacuation procedures, and transportation
resources.
e) Students attending Tartesso Elementary or Buckeye Union School
and live within the 10-mile EPZ will remain at school until instructed
by school officials.
b.
MCSO
i.
Implements back-up route alert warning when directed, e.g., for siren
failure, by telephone through the CENS, door-to-door contact or
loudspeakers mounted on patrol vehicles. An additional WWEA System
message may be broadcast.
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ii.
For hazard areas that are difficult to reach or locations without
loudspeakers, MCSO will use alternative means of transportation which
may include aviation or all-terrain vehicle to notify hard-to-reach locations.
iii.
Monitors effectiveness of the warning as evidenced by target population
reactions.
iv.
Serves as backup agency for PVGS Siren activation.
4.
Maricopa County will alert emergency response staff through a mass notification or
manual phone.
a.
MCDEM Director or designee will notify County Manager Office of an event at
PVGS.
b.
RCC Staff will be notified by mass notification system or manual phone.
c.
MCDEM will notify county and volunteer organizations of RCC activation by phone
or agency liaisons within the EOC.
d.
MCEOC will notify DEMA to activate State agencies involved with the RCC
activation through Policy Group meeting or manual phone.
E. Letters of Agreement between PVGS and External Agencies
1.
Letter of Agreement from NWS: NWS provides general weather forecasts, severe weather
and flood warnings, transport and dispersion plume forecasts, and localized weather
forecasts. The NWS also provides broadcasts of tone-alarmed and encoded public
emergency messages on NOAA Weather Radio. If available, a meteorologist will be
detailed to the SEOC,MCEOC or the PVGS Emergency Operations Facility. The Phoenix
Weather Forecasting Office will coordinate with Department of Energy meteorologists
assigned to the Federal Radiological Monitoring Assessment Center to support the State,
county, and PVGS emergency efforts.
2.
Letter of Agreement from Banner University and Banner Estrella Medical Center(s):
Banner University/Estrella Medical Center provides hospital treatment for victims of
radiological and HAZMAT incidents including contaminated individuals from PVGS,
maintains response capacity as a support facility, and makes appropriate personnel
available for training and participation in medical drills and exercises.
3.
Letter of Agreement from City of Phoenix Fire Department: Provides fire suppression,
EMS, HAZMAT, and other technical services when requested at their discretion, and
maintains a contingency to provide services for >24 hours if necessary. Phoenix Fire
Department coordinates the valley-wide Fire Department Automatic Aid Agreement. Fire
and EMS responding to an event at PVGS will respond based on Phoenix Fire/Local SOPs
for notification and communication to partners and healthcare facilities, and
radiological/hazardous material response.
4.
Letter of Agreement from Air Evac and Native Air Ambulance Service: provides
transportation for survivors of radiological materials accidents including contaminated
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271
individuals and makes appropriate personnel available for training and participation in
medical drills and exercises.
5.
Letter of Agreement from Arizona Fire and Medical Authority: provides back-up fire
protection, HazMat decontamination assistance, mass casualty EMS, wildland fire
suppression, and technical rescue assistance to PVGS. The initial response includes a
Basic Life Support (BLS) fire engine and/or a BLS squad with at least 2 persons. Tonopah
also allows storage of PVGS firefighting resources at Tonopah fire station 341.
6.
All Letters of Agreement between external agencies and the utility are maintained,
reviewed, and updated as needed from PVGS staff.
III. Responsibilities
The following list identifies the responsibilities designated to each of the Primary and Support
Agencies for this Annex. The Primary Agency and its responsibilities are listed first. The
Supporting Agencies follow in alphabetical order.
(NOTE: Each Support Agency should review its own responsibilities and revise in conjunction
with MCDEM)
Primary: Maricopa County Department of Emergency Management
Preparedness (Pre-Event) Actions for Annex E - Palo Verde Generating Station
1
Annually recruit, train, and manage county-wide emergency response team for the RCC
Team consisting of Maricopa County employees. Recruit and manage Radiological
Emergency Assistance Team County employee volunteers for the State’s Radiological
Emergency Assistance Team.
2
Lead Planning Team for annual Medical Services Exercise alternating between Banner
Estrella Medical Center and Banner University Medical Center - Phoenix Hospitals.
3
Lead Planning Team for annual RCC Exercise demonstrating mass evacuation,
radiological monitoring, decontamination, registration, and sheltering of residents and
household pets/service animals.
4
Plan and participate in public information training, JIC drills, rumor control training drills,
spokesperson training, annual media briefing, and annual Government Orientation.
5
Monitor NAN communication lines during normal business hours (M – F, 8:00 a.m. – 5:00
p.m.).
6
Annual Inventory of public KI at MCSO Avondale Substation and Emergency Worker KI
at MCSO Compliance Office.
7
Annually inventory RCC Trailer, to include backup trailer. Test equipment and
deployment during annual exercises. Re-calibrate Personal Radiation Detectors and
issue new Thermoluminescent Dosimeter (TLD) cards to school officials and MCSO.
8
Annual PVGS Preparedness visits to each 10-mile EPZ school to review county and
school procedures due to a PVGS Event, inventory school KI, inspect NOAA weather
radio, and meet with senior school officials.
9
The State of Arizona, Maricopa County and the utility jointly prepare and annually
distribute EPI materials in both English and Spanish to residents of the Plume Exposure
Pathway EPZ.
10
MCDEM maintains EPI materials on their website at:
https://ready.maricopa.gov/1002/PVGS.
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272
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Coordinates PAD implementation activities with the SEOC and other Maricopa County
agencies and with political subdivisions within the county.
2
At an Alert or higher Emergency Classification Level, activate MCEOC, begin positional
EOC Checklist actions, notify County Manager and/or BOS, send PIO and Admin Staff to
support the JIC/JIS at the PVGS Emergency Operations Facility.
3
Prepare pre-scripted emergency warning messages for EAS and WEA.
4
Coordinate for dissemination of messages using CENS/Reverse 9-1-1 if necessary.
5
Activate RCC and teams, manage RCC Operations.
6
Provide situational awareness and resource management coordination to affected Fire
Districts (Arizona Fire & Medical and Buckeye Valley Fire District) through MCSO, City of
Buckeye Fire liaison, or MCEOC as needed.
7
If an evacuation is ordered, confirm evacuation routes can evacuate up to the 10-mile
EPZ. MCDEM Duty Officer monitors MCDOT road closures inside the 10-mile EPZ and
reports to PVGS when road closures may impact evacuation routes. Weather is
monitored by MCDEM for potential impacts to PVGS.
8
Coordinates whole community (includes those with disabilities and other access and
functional needs) activation and operations of the RCC with the ARC and neighboring
jurisdictions.
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
MCDEM implements post-plume control measures within Maricopa County, and
coordinates these implementation actions with the State and other affected Arizona
counties.
Supporting: American Red Cross
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Coordinate with MCEOC on mass care sheltering needs for evacuees in proximity to RCC.
Coordinate with AZ Humane Society for nearby or adjacent household pet sheltering
operations.
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
Greater Phoenix Chapter of the ARC conducts shelter operations according to the
National ARC policies and procedures. The Greater Phoenix Chapter of the ARC will be
notified to make required changes when the recovery phase has begun for the evacuees.
Supporting: Arizona Department of Agriculture
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
MCSO, AZ DPS, and other local law enforcement organizations may assist the AZ
Department of Agriculture in enforcing produce and food project check points and
embargos.
Supporting: Arizona Department of Child Safety
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Arizona Department of Child Safety will work cooperatively with the RCC Coordinator to
assist in child safety services and/or for unaccompanied minors.
Supporting: Arizona Department of Economic Security
Response (During Event) Actions for Annex E - Palo Verde Generating Station
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273
1
DES Staff work cooperatively with the RCC Coordinator and the ARC to facilitate the
reception and short-term care of populations serviced through the DES Division of
Developmental Disabilities (DDD), and DES Adult Protective Services (APS) within the
RCC.
Supporting: Arizona Department of Emergency and Military Affairs
Preparedness (Pre-Event) Actions for Annex E - Palo Verde Generating Station
1
DEMA is the lead agency and coordinator for all planning, exercise, training, and other
preparedness activities under the FEMA REP Program within Arizona.
2
Plan and participate in public information training, JIC drills, rumor control training drills,
spokesperson training, annual media briefing, and annual Government Orientation.
3
The State of Arizona, Maricopa County, and the utility jointly prepare and annually
distribute EPI materials in both English and Spanish to residents of the Plume Exposure
Pathway EPZ.
4
Train County Radiological Emergency Assistance Team volunteers and maintain response
equipment for the RCC’s Radiological Emergency Assistance Team’s monitoring and
decontamination mission.
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
DEMA, specifically the Director, Division of Emergency Management, assumes overall
responsibility and DEMA becomes the lead agency for the coordination of offsite
emergency response activities.
2
If RCC is activated, supervise the RCC monitoring and decontamination mission to include
on-the-job training.
Supporting: Arizona Department of Health Services
Preparedness (Pre-Event) Actions for Annex E - Palo Verde Generating Station
1
Plan and participate in public information training, JIC drills, rumor control training drills,
spokesperson training, annual media briefings, and annual Government Orientation.
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
ADHS Technical Operations Director provides Protective Action Recommendations to the
SEOC Policy Chief and/or the Governor, if needed, and is responsible for the decision to
dispense KI to emergency workers.
Supporting: Arizona Department of Public Safety
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
MCSO and AZ DPS may assist the AZ Department of Agriculture in enforcing produce and
food project check points and embargos.
2
MCSO, AZ DPS, and other local law enforcement organizations may assist the AZ
Department of Agriculture in enforcing produce and food project check points and
embargos.
Supporting: Arizona Department of Transportation
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Installation of barricades and signs for entry control of evacuated areas via state
highways.
2
Coordinate Variable Message Sign Board messaging along highways with the SEOC.
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274
Supporting: Arizona Fire & Medical Authority
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Provide situational awareness and resource management coordination to affected Fire
Districts (Arizona Fire & Medical, and Buckeye Valley Fire District) through MCSO, City of
Buckeye Fire liaison, or MCEOC as needed.
Supporting: Buckeye Valley Fire District
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Provide situational awareness and resource management coordination to affected Fire
Districts (Arizona Fire & Medical and Buckeye Valley Fire District) through MCSO, City of
Buckeye Fire liaison, or MCEOC as needed.
2
Provide ground transportation for medical transport as needed, including accessible
vehicles for those with disabilities and other access and functional needs.
Supporting: Federal Emergency Management Agency
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
When requested by the state, the federal government will provide support and disaster
assistance for response and recovery.
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
When requested by the state, the federal government will provide support and disaster
assistance for response and recovery.
Supporting: Maricopa County Board of Supervisors
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Responsible for countywide implementation of the PADs as determined by the SEOC
Policy Chief.
2
Chairman, Maricopa County BOS and/or MCDEM Director are releasing authorities for
official media statements concerning offsite response operations.
Supporting: Maricopa County Environmental Services Department
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Coordinate with state agencies on contamination control operations.
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
The retail level of food safety is delegated by ADHS to the county health departments
except for Maricopa County, where authority is delegated to MCESD. County health
departments may request assistance from ADHS. In Maricopa County, MCESD, in
coordination with MCDPH, is responsible for issuing public advisories involving food recall.
2
The whole community will be advised of contamination control measures implemented.
Television, radio, newspapers, and accessible websites and social media will advise the
public when it is safe to purchase and consume fruits and vegetables. Public advisories
will be disseminated by MCESD in conjunction with ADHS regarding fruits and vegetables
harvested for the commercial and retail market. If other counties are affected, public
advisories will be disseminated by the affected county in conjunction with ADHS.
3
ADEQ, MCESD, and MCDPH will provide direction and control of the public and semi-
public water systems involved to assure a safe water supply for the public.
Supporting: Maricopa County Department of Public Health
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Annex E
275
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
The Director of MCDPH, or their designee, is responsible for making the decision to
dispense KI to the public.
2
MCDPH is responsible for dispensing KI to the public.
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
The retail level of food safety is delegated by ADHS to the county health departments
except for Maricopa County, where authority is delegated to MCESD. County health
departments may request assistance from ADHS. In Maricopa County, MCESD in
coordination with MCDPH, is responsible for issuing accessible public advisories involving
food recall.
2
ADEQ, MCESD, and MCDPH will provide direction and control of the public and semi-
public water systems involved to assure a safe water supply for the public.
Supporting: Maricopa County Department of Transportation
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Installation of barricades and variable message signs (VMS) boards for control of
evacuated areas.
2
Coordinate with MCSO and MCEOC for heavy equipment operators to maintain clear
evacuation route roadways.
3
If an evacuation is ordered, confirms evacuation routes are capable of handling the traffic
load in the 10-mile EPZ, as well as ensuring that any road closures or detours within or
outside of the 10-mile EPZ, which service evacuee traffic, will not trap commuters or
create large traffic congestion areas; make adjustments as warranted.
Supporting: Maricopa County Sheriff's Office
Preparedness (Pre-Event) Actions for Annex E - Palo Verde Generating Station
1
Monitor NAN communication lines.
2
Notify MCDEM Duty Officer after hours of all real-world and drill NAN alerts after normal
business hours or if MCDEM does not answer the NAN during business hours.
3
Annually inventory of public KI at MCSO Avondale Substation and Emergency Worker KI
at MCSO Compliance Office.
4
Annually inventory Palo Verde emergency equipment to include Personal Radiation
Detectors, TLDs, and other equipment. Test equipment during annual exercise and re-
calibrate equipment.
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Notify MCDEM Duty Officer after hours of all real-world and drill NAN alerts after normal
business hours or if MCDEM does not answer the NAN during business hours.
2
Coordinate for dissemination of messages using CENS/Reverse 9-1-1 if necessary.
3
Provide back-up route alerting by patrol units if siren failure occurs or door-to-door
notifications if necessary to inform residents from the deaf and hard of hearing community
based on pre-event disclosure.
4
During non-duty hours, if the initial notification is a GE, MCSO will coordinate with the
MCDEM Duty Officer to prepare emergency warning messages, activate Siren Alerting
system, disseminate EAS Messages, and implement plant recommended protective
actions if required.
5
During Evacuation, MCSO will deny entry into evacuated areas, control traffic movement
on county roads, and report to MCEOC estimates of overall evacuation progress.
Emergency Operations Plan
Annex E
276
6
Transport public KI cache from District II Substation (Avondale) to the designated RCC
when directed by MCEOC.
7
Provide situational awareness and resource management coordination to affected Fire
Districts (Arizona Fire & Medical and Buckeye Valley Fire District) through MCSO, City of
Buckeye Fire liaison, or MCEOC as needed.
8
MCSO has been provided both electronic dosimeters and Optical Stimulated
Luminescence Dosimeter wallet cards and is responsible for their issue to MCSO and
MCDOT field workers.
9
MCSO provides security within the evacuated area, by restricting access, and coordinates
with DPS for overall access control where state roads are involved.
Recovery (Post-Event) Actions for Annex E - Palo Verde Generating Station
1
MCSO and AZ DPS may assist the AZ Department of Agriculture in enforcing produce and
food project check points and embargos.
2
MCSO will coordinate with ADHS to control access to evacuated areas for short-term re-
entry to retrieve personal items or perform essential services.
3
MCSO will coordinate with ADHS to facilitate an orderly evacuee return to the area once it
is deemed safe for them to return.
4
MCSO, AZ DPS, and other local law enforcement organizations may assist the AZ
Department of Agriculture in enforcing produce and food project check points and
embargos.
Supporting: Palo Verde Generating Station
Preparedness (Pre-Event) Actions for Annex E - Palo Verde Generating Station
1
The State of Arizona, Maricopa County, and the utility jointly prepare and annually
distribute EPI materials in both English and Spanish to residents of the Plume Exposure
Pathway EPZ.
City of Buckeye Fire Department
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Provide situational awareness and resource management coordination to affected Fire
Districts (Arizona Fire & Medical and Buckeye Valley Fire District) through MCSO, City of
Buckeye Fire liaison, or MCEOC as needed.
City of Buckeye Police Department
Preparedness (Pre-Event) Actions for Annex E - Palo Verde Generating Station
1
Participate in planning, training, exercise, and other preparedness/planning initiatives
representing City of Buckeye.
Response (During Event) Actions for Annex E - Palo Verde Generating Station
1
Provide situational awareness and resource management coordination to affected Fire
Districts (Arizona Fire & Medical and Buckeye Valley Fire District) through MCSO, City of
Buckeye Fire liaison, or MCEOC as needed. Liaison to Buckeye Youngker High School
and coordinator of City of Buckeye operations during an event.
IV. References and Authorities
State of Arizona
1.
ARS § Title 9, 500.44 Communications; accessibility; emergency response interpreters
Emergency Operations Plan
Annex E
277
2.
ARS § Title 11, 269.25 Communications; accessibility; emergency response
interpreters
3.
ARS § Title 41, 5202 Communications; accessibility; emergency response interpreters
4.
ARS § Title 26, Chapter 2, Emergency Management, Article 1, 26-301. Definitions
5.
ARS § Title 26-303 (D)(E)(F)(G)(H) Emergency powers of governor; termination;
authorization for adjutant general; limitation
6.
ARS § Title 26-305. (A)(B)(C)(D) Division of emergency management; duties; director;
term; qualifications; compensation; emergency management training fund
7.
ARS § Title 26-305.01. (A)(B) Nuclear emergency plan; duties of division and director
8.
ARS § Title 26-306 (A)(B). Powers and duties of the director of emergency management
9.
ARS § Title 26-307 (A)(D). Power of counties, cities, towns, and state agencies
designated by the governor to make orders, rules and regulations, and procedures
10. ARS § Title 26-308 (B)(D). Powers of local government; local emergency management
establishment; organization
11. ARS § Title 26-311.Local emergency; power of political subdivisions; state agency
assistance
Maricopa County
1.
Maricopa County Emergency Management Resolution of 2011
2.
Maricopa County Internal Policy. Emergency Operations. A1305, 03/13/2019
3.
Maricopa County Continuity of Operations Plan, 2021
4.
Maricopa County Hazard Identification and Risk Assessment, 2022
5.
Maricopa County Recovery Plan, 2019
6.
Maricopa County Emergency Operations Center, Standard Operating Procedures
7.
Maricopa County Emergency Operations Center, Palo Verde Response Checklists
8.
Maricopa County Reception and Care Center Manual, 2021
9.
Maricopa County Sheriff's Office Emergency Response to Palo Verde Generating
Station, 2020
Emergency Operations Plan
Annex E
278
V. Maps
Palo Verde Generating Station – 10-mile EPZ
Palo Verde Generating Station – 50-mile EPZ
Emergency Operations Plan
Annex E
279
Emergency Operations Plan
Annex E
280
Emergency Operations Plan
Annex E
281
Local Emergency Planning Committee Plan
Annex F
282
Annex F – Local Emergency Planning Committee (LEPC) Plan
Table of Contents
LETTER OF PROMULGATION ....................................................................................................................3
PLAN UPDATES AND CHANGES....................................................................................................................5
LOG OF DRILLS, EXERCISES, AND TRAINING ..........................................................................................6
HAZARDOUS MATERIALS INCIDENTS .......................................................................................................7
PURPOSE, SCOPE, SITUATION, AND ASSUMPTIONS................................................................................7
PURPOSE....................................................................................................................................................................7
RELATIONSHIP TO OTHER PLANS................................................................................................................................7
SCOPE........................................................................................................................................................................7
SITUATION OVERVIEW .................................................................................................................................7
HAZARD ANALYSIS SUMMARY..................................................................................................................................7
VULNERABILITY ANALYSIS.......................................................................................................................................8
CAPABILITY ASSESSMENT.........................................................................................................................................8
MITIGATION OVERVIEW............................................................................................................................................9
PLANNING ASSUMPTIONS..........................................................................................................................................9
CONCEPT OF OPERATIONS.........................................................................................................................................9
ASSESS AND CONTROL HAZARDS............................................................................................................................10
INITIAL NOTIFICATION ............................................................................................................................................10
INCIDENT ASSESSMENT ...........................................................................................................................................10
SELECT AND IMPLEMENT PROTECTIVE ACTION.......................................................................................................10
UNIQUE PREVENTION AND PROTECTION .................................................................................................................10
PROTECTION OF RESIDENTS.....................................................................................................................................11
CONDUCT PUBLIC WARNING...................................................................................................................................12
IMPLEMENT SHORT-TERM STABILIZATION & INCIDENT SCENE OPERATIONS..........................................................12
MEDICAL FACILITY DECONTAMINATION.................................................................................................................13
IMPLEMENT RECOVERY...........................................................................................................................................14
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ...............................................................15
INCIDENT COMMAND ..............................................................................................................................................15
EOC DESIGNATION .................................................................................................................................................16
ROLES AND RESPONSIBILITIES.................................................................................................................................16
LOCAL ENTITIES......................................................................................................................................................16
STATE OF ARIZONA .................................................................................................................................................17
FEDERAL ENTITIES..................................................................................................................................................17
OTHER STAKEHOLDERS...........................................................................................................................................17
RESPONSIBILITIES VS. FUNCTION MATRIX...............................................................................................................18
COMMUNICATIONS ......................................................................................................................................18
COMMUNICATIONS AMONG RESPONDERS................................................................................................................18
PUBLIC INFORMATION/COMMUNITY RELATIONS.....................................................................................................18
NON-EMERGENCY TELEPHONE ROSTER..................................................................................................................18
ADMINISTRATION, FINANCE AND LOGISTICS...........................................................................................................18
ADMINISTRATION....................................................................................................................................................18
Local Emergency Planning Committee Plan
ANNEX F
283
FINANCE..................................................................................................................................................................19
LOGISTICS ...............................................................................................................................................................19
RESOURCE MANAGEMENT ......................................................................................................................................19
PLAN DEVELOPMENT AND MAINTENANCE..............................................................................................................19
TEST THE PLAN .......................................................................................................................................................20
TRAINING PROGRAMS FOR LOCAL EMERGENCY RESPONSE AND MEDICAL PERSONNEL .........................................20
AUTHORITIES AND REFERENCES..............................................................................................................................20
ACRONYMS, ABBREVIATIONS, AND DEFINITIONS................................................................................22
TABS.................................................................................................................................................................28
TAB A: EMERGENCY SUPPORT MATRIX ..................................................................................................................29
TAB B: TRANSPORTATION ROUTES .........................................................................................................................30
TAB C: FACILITIES LISTINGS ...................................................................................................................................31
TAB E: ARIZONA HAZMAT INCIDENT REPORT FORM............................................................................................33
TAB F: SUPPLEMENTAL RADIOLOGICAL INCIDENT REPORT FORM ..........................................................................35
TAB G: COST RECOVERY ASSISTANCE FORMS........................................................................................................36
TAB H: HAZARDOUS MATERIALS RESPONSE AGENCIES.........................................................................................42
Local Emergency Planning Committee Plan
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284
LETTER OF PROMULGATION
Hazardous materials, when properly controlled, are important in everyday life. Uncontrolled, they
may cause injury, death, destruction, and lingering effects that may last for many years. To mitigate
these risks, a concerted effort must be made to identify, locate, quantify, and plan for the hazardous
materials in Maricopa County. The routes and modes of transportation of these chemicals must also
be known to assess the overall possible dangers posed by these materials.
Title III of the Superfund Amendments and Reauthorization Act of 1986 (Public Law 99-499} mandates
that local jurisdictions develop a plan for the emergency response to accidental releases of hazardous
materials.
Emergency planning for hazardous materials releases cannot be solved successfully by any one
organization or group but must be accomplished through the cooperative efforts of local, State, and
Federal authorities working in cooperation with the private sector.
The results of this local planning effort are set forth in this Maricopa County Hazardous Materials
Response Plan. The Plan will include the study of the problem itself, the resources available to handle
the problem, and the emergency procedures that would be used in the case of a release.
This plan provides a starting point for Hazardous Materials Incident preparedness and response efforts.
To achieve an optimal reasonable level of preparedness for potential Hazardous Materials Incidents,
all emergency response agencies need to become familiar with its contents, train their personnel to
meet these situations, and develop an agency- specific plans to reinforce and amplify the Maricopa
County Emergency Operations Plan.
Like all emergency plans, this is a living document that will be revised and refined as we gain more
knowledge about incidents and as new capabilities are developed to manage and mitigate the
consequences. On-going efforts to build and enhance preparedness must include regular drills and
exercises involving all agencies that will be involved in an actual response. These drills and exercises,
together with after-actions reports from actual hazardous materials incidents, will be evaluated to
provide a basis for future updates of this plan.
Local Emergency Planning Committee
Mike Fusco, Chairperson
Plan Approval Date:
09 November, 2022
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285
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Local Emergency Planning Committee Plan
ANNEX F
286
Plan Updates and Changes
Change
Number
Date of
Change
Change Description
Posted By
1
6/2005
Changes throughout document.
Tim Newbill
2
10/2006
Major changes to document (see memo
dated 10/19/2006)
Cristina
Herrera
3
01/10/07
County EOP Update
Cristina
Herrera
4
01/04/08
AZSERC Review (see memo dated
12/13/07)
Cristina
Herrera
5
04/22/09
AZSERC Review (see memo dated
10/02/08)
Cristina
Herrera
6
10/12/09
AMEC Review (see Crosswalk dated
08/18/09)
Cristina
Herrera
7
10/14/10
AZSERC Review (see memo dated
08/16/10)
Cristina
Herrera
8
04/13/11
Updated Tabs C and I for the LEPC
Hazmat Plan
Cristina
Herrera
9
10/10/12
Full Update and approval to the LEPC
Hazmat Plan
Meredith Bond
10
10/05/2016
Changes throughout plan; ARS and
MCEOP references updated.
Bruce Monson
11
08/01/2022
Changes throughout plan
Joshua
Yungvirt
Local Emergency Planning Committee Plan
ANNEX F
287
Log of Drills, Exercises, and Training
Use the following table to record information about the disaster response drills and exercises
held in the community.
Type of Drill/Exercise and Date Held
Participation
Lessons Learned
Chlorine Tabletop Exercise
May 25, 2007
Participants: 26
Evaluators: 2
Observers: 20
Controllers: 2
Admin Support: 2
Total: 52
Communications
and Public Warning.
Anhydrous Ammonia Drill
October 9, 2009
Participants: 35
Evaluators: 2
Observers: 5
Controllers: 2
Total: 44
Communications
among responders
and between the
facility emergency
coordinators.
Statewide Exercise (Flooding
Component)
November 3, 2011
Participants: 29
Evaluators: 2
Controllers: 2
Total: 33
Communications
and Public Warning
Chemical/Hazmat Release
November 8, 2017
Participants: 30
Evaluators: 2
Controllers: 2
Total: 34
Preparedness and
Response
Kinder-Morgan Large-Scale Fuel Spill
Participants: 21
Evaluators: 2
Controllers: 1
Total: 25
Preparedness and
Response
Local Emergency Planning Committee Plan
ANNEX F
288
Hazardous Materials Incidents
Purpose, Scope, Situation, and Assumptions
Purpose
The purpose of this annex is to coordinate the public and private responses that may be
required/requested
to
minimize
the
impact
of
hazardous
materials
(HAZMAT)
accidents/incidents on health, safety, property, and the environment; and to minimize the
exposure of the populace to the effects of an accidental release of HAZMAT through the
establishment of effective warning, evacuation, decontamination, and recovery procedures.
Relationship to other plans
This annex has been developed to comply with SARA, Title III, planning requirements and to
provide guidance to local municipalities and unincorporated areas of the county for response to
accidents/incidents involving HAZMAT in general, and specifically those extremely hazardous
substances (EHS) identified by the US Environmental Protection Agency (EPA)., This annex is
under the incident-specific annex of the County Emergency Operations Plan, written to describe
the variables associated in response to specific incidents.
Scope
The scope of this annex, Hazardous Materials Incidents, is to provide coordination as part of the
overall incident management effort. See Scope and Applicability in the Basic Plan of the
Emergency Operations Plan for additional information.
Situation Overview
Title III of the Superfund Amendments and Reauthorization Act (SARA) of 1986, Emergency
Planning and Community Right-to-Know (PL 99-499), was enacted to provide local government
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 communities.
Hazard Analysis Summary
Hazardous materials are produced, stored, transported, and used statewide every day. Annually,
over two million tons of hazardous materials enter Arizona, while over 55,000 tons of hazardous
waste is produced. Over half of the industrial employment in Arizona is devoted to high-tech
industries that use hazardous materials and generate hazardous waste. The top three hazardous
materials, according to a Commodity Flow Study of the Interstate-10 corridor, found that
gasoline, propane, and sulfuric acid were the most transported by truck. A report produced by
the Center for American Progress reported that chemicals such as chlorine are almost always
transported by railcars. According to Tier-II chemical inventory reports, a high volume of
anhydrous ammonia and chlorine is used or stored in Maricopa County.
Incidents/accidents involving these materials can occur without warning at fixed facilities or
along transportation routes and may result in dangerous conditions requiring immediate
corrective action by emergency response personnel to protect residents and property.
Local Emergency Planning Committee Plan
ANNEX F
289
The most probable locations of HAZMAT incidents in Maricopa County are:
Transportation routes of hazardous substances as identified by those facilities
subject to reporting/planning requirements by SARA, Title III and Title 49,
Chapter 1, Arizona Revised Statutes.
Fixed facilities with EHS and Occupational Safety and Health Administration
(OSHA) listed hazardous chemicals in quantities that are exceeding threshold
planning quantities (TPQ).
Tier-II Chemicals
Reporting under Section 312 of the Emergency Planning and Community Right-to-Know Act, also
known as SARA Title III or EPCRA requires owners or operators of a facility to submit an emergency
and hazardous chemical inventory to the State Emergency Response Commission (SERC), the Local
Emergency Planning Committees (LEPC), and the local fire departments with jurisdiction over the
facility. This inventory is submitted as a Tier Two report that must be filed by March 1st of each year.
State and local agencies have the authority to modify reporting requirements, provided the minimum
federal guidelines are being addressed. It is important that the owner or operator be familiar with the
"Right-to-Know" laws and that the reporting procedure the owner or operator decides to use satisfies
state reporting requirements.
Hazardous chemicals covered by Section 312 are those for which facilities are required to prepare or
have available safety data sheets (SDS) under Occupational Safety and Health Administration (OSHA)
regulations and that were present at the facility at any time during the calendar year at or above
specified thresholds. Federal rules require reporting these hazardous chemicals if the inventory
exceeds 10,000 pounds at any one time, and for extremely hazardous chemicals when the inventory
exceeds 500 pounds or the Threshold Planning Quantity (TPQ).1 Specific lists of chemicals with SDS
submissions are available to the public. Pursuant to EPCRA 11044 ADEQ is the agency tasked with
providing the public with requested Tier-II reports. Requests for Tier-II data can be made to the
MCLEPC, with the data released provided by ADEQ.
Vulnerability Analysis
Facilities with special populations are subject to additional risk if they are near a facility storing
hazardous materials. The Maricopa County Department of Emergency Management has the
locations of schools, hospitals, nursing homes, urgent care facilities, and long-term care facilities
stored in its Geographical Information System (GIS). This information can be accessed and
provided to responding fire departments in the event of an incident at a facility storing hazardous
materials. In addition, the MCLEPC uses computer modeling of potential releases of hazardous
materials and the Emergency Response Guidebook to evaluate off-site consequence analysis.
Local Capability Assessment
An automatic aid system exists among most of the fire departments in the Phoenix metropolitan area.
Because of this system, the closest fire apparatus or resource to the incident will respond, regardless
of the municipality in which the incident is located. Most metropolitan fire departments are dispatched
by either the Phoenix Fire Department alarm room or the Mesa Fire Department alarm room. There
are approximately 24 hazardous materials teams in Maricopa County with an approximate number of
391 team members trained in hazardous materials with qualifications in Hazardous Materials
Local Emergency Planning Committee Plan
ANNEX F
290
Operations and Technician levels, HazMat Incident Commander, HazMat Branch Officer, and HazMat
Safety Officer. These primary response teams, members, and equipment are the responsibility of
Phoenix and Mesa Fire Departments in incorporated area and Daisy Mountain for the unincorporated
area.
The following is a breakdown of the location and number of specialized hazardous materials teams in
Maricopa County:
Buckeye- 1
Chandler- 1
Casa Grande- 1
Daisy Mountain- 1
Gila River- 1
Gilbert- 1
Glendale- 2
Goodyear- 2
Mesa- 2
Peoria- 1
Phoenix- 7
Scottsdale- 1
Surprise- 1
Tempe- 2
These specialized teams are dispatched from Fire Department facilities located in Phoenix and Mesa.
There are also assigned Special Ops Battalion Chiefs and Safety Officers that can be collocated with
specialized HazMat response teams.
Equipment for these specialized hazardous materials teams is maintained in similar configurations to
ensure interoperability, with a mix of dual-use fire department and specialized Hazardous Materials
apparatus. Equipment is maintained for these specialized teams for response to the following
offensive/defensive HazMat response types/activities (not an all-inclusive list):
- Fixed Sites
- Portable Sites
- Highway Carrier Incidents
- Railroad Incidents
- HazMat Detection
- Decontamination
- Diking, Damming, and Diverting
- Chemical, Biological, Radiological, and
Nuclear, (CBRN) Incidents
- Flammable/Natural Gas incidents
- Chlorine Mitigation
- Ammonia/CO2 Incidents
- HazMat Research
- WMD/Explosive Ordnance incidents
Mitigation Overview
The Maricopa County LEPC is dedicated to reducing the risk of injury or loss of life to first responders
during hazardous materials incidents by providing emergency response guidebooks to public safety
agencies to be placed in their response vehicles for use. Also, the MCLEPC will encourage the use of
less hazardous alternatives to the chemicals currently used, when possible, to reduce the number and
quantity of hazardous materials.
Planning Assumptions
The existence of HAZMAT in facilities and in transport throughout Maricopa County creates the
potential for a catastrophic toxic release. The amount of time available to assess the scope and
magnitude of the incident will have a profound effect on the protective actions recommended.
Wind speed, wind direction, and the temperature gradient at the time of the incident will be
primary factors in determining which evacuation routes/areas can be used. In the event of a
Local Emergency Planning Committee Plan
ANNEX F
291
serious or widespread HAZMAT incident, many residents in the risk area will choose to evacuate
spontaneously without official orders or recommendations. In the event an evacuation is ordered
or recommended, some of the at-risk population may relocate to private homes or hotel/motel
facilities on their own. However, for planning purposes, reception and care resources will be
identified for the entire at-risk population. The time factor in the development of a HAZMAT
incident may preclude evacuation in the immediate vicinity, in which case shelter-in-place
instructions will be issued via the Emergency Alert System (EAS) or Reverse 911(see Protection
of Residents and Conduct Public Warning paragraphs in this annex). Additions to the interstate
highway system, local road networks, and railroad systems increase the possibility of HAZMAT
transportation accidents.
HAZMAT may enter and contaminate water supplies, irrigation systems, or sewage systems,
requiring shutdown of such facilities until they can be decontaminated. This Annex is compliant
with the National Incident Management System (NIMS) including the use of the Incident Command
System. This Annex meets the suggested planning guidelines and all requirements outlined in the
Hazard Materials Emergency Planning guide issued by FEMA in 2001. All required components of
Public Law 99-499 Title III §303 [42 U.S.C. 11003], commonly referred to as SARA III, are addressed
in this Annex.
Concept of Operations
Agencies responding to HAZMAT incidents will use the National Incident Management System.
The most current edition of the Emergency Response Guidebook will be used for initial
determination of potential impact areas and evacuations. Other planning tools such as CAMEO,
ALOHA, RMP Comp, and trade industry guidance documents shall also be utilized. Local
jurisdictions are responsible for recommending and directing evacuation of areas within their
respective jurisdictions. The Incident Commander (IC) will determine evacuation routes based
on prevailing conditions at the time of the incident, incorporate that decision into the incident
action plan (IAP), and ensure evacuation instructions are conveyed to the affected population.
For evacuations involving more than one local jurisdiction refer to Annex B, Protective Actions.
Assess and Control Hazards
The amount of time available to assess the scope and magnitude of the incident will have a
profound effect on the protective actions recommended. A HAZMAT incident is primarily the
responsibility of the jurisdiction in which it occurs. This remains true regardless of other
jurisdiction involvement in the response, containment, or recovery operations. The MCLEPC is
required to develop and update an emergency plan that addresses a variety of requirements,
including notification of the public that a release has occurred. This notification must include a
coordinated notification system, including telephone ring-down systems, sirens, door-to-door
notification, media-based notifications, and other appropriate methods.
Initial Notification
In the event of a HAZMAT incident a person shall report it immediately using the 911 emergency
telephone number or any other appropriate means at hand. Facility owners, operators, employees,
etc. will initially respond in accordance with their facility emergency response plans (FERP) (Title
49, ARS), and will make immediate notification of reportable releases in accordance with SARA,
Title III; Title 49, ARS; and Tab B to this Annex.
Local Emergency Planning Committee Plan
ANNEX F
292
Incident Assessment
The emergency responders (fire or police) will take command once on scene and facility owners
and operators will coordinate with emergency responders. The emergency responders must make
an immediate assessment and activate the incident-appropriate coordinated notification system
immediately, particularly when large inventories of dangerous chemicals have been released.
Select and Implement Protective Action
The Incident Commander based on the information gathered in the immediate incident assessment
must determine the protective actions for response personnel, the facility, and surrounding
community will take in response to the hazardous materials incident. Response personnel will
wear the proper personal protective equipment in accordance with emergency response references
such as material safety data sheets, current Emergency Response Guidebook (ERG), and
departmental standard operating procedures and policies.
Municipal governments are responsible for worker health and safety pursuant to state and local
statutes, and in some cases 40 CFR 311, Worker Protection. This responsibility includes
allocating sufficient resources for safety and health programs, training staff, purchasing
protective clothing and equipment as needed, and correcting unsafe or unsanitary conditions.
Several State and Federal agencies have oversight authority for responders and response
operations. While these agencies retain their authorities, they are expected to work with local,
state, federal, and private sector responders prior to and during response operations to ensure the
adequate protection of all workers.
Private sector employers are responsible for the safety and health of their employees.
Evacuation Plans
Evacuation plans are available for all applicable Tier-II facilities. Pre-incident/evacuation plans
are collected and filed through the Tier-II reporting site and maintained by local response
agencies and reviewed annually. Evacuation plans are considered sensitive information, and
access to these plans by non-industry personnel are accomplished via the LEPC and local
response forces after appropriate vetting and approval through a Freedom of Information Act
(FOIA) request.
Unique Prevention and Protection
The Arizona State Homeland Security Strategic Plan has goals and objectives that pertain to
protecting critical infrastructure and key resources owned and operated by the public and private
sectors. Teams work with both the private and public sectors to evaluate potential terrorist targets,
determine their risk and vulnerabilities, and make recommendations on what additional security
measures might be needed. The County EOP addresses private sector coordination in Annex B
and encourages participating private sector organizations to develop and coordinate protective
actions with Maricopa County government. See the Arizona mutual aid assistance compact for
more guidance.
The State of Arizona has established the following specialized HAZMAT response units that are
available to assist local governments. Requests for their assistance should be submitted to the
Maricopa County Emergency Operations Center (EOC) if it has been activated. Requests for
Local Emergency Planning Committee Plan
ANNEX F
293
assistance when the Maricopa County EOC has not been activated should be handled through the
ADEQ duty officer. State HAZMAT and Homeland Security response unit leaders will act as
State On-Scene Coordinators (SOSC) during response activities.
Arizona Department of Public Safety, Hazardous Materials Unit, is designated as the
SOSC for HAZMAT highway and rail transportation incidents.
Arizona Department of Environmental Quality, Emergency Response Unit, will act as
SOSC for fixed facility and non-transportation incidents.
Arizona Department of Homeland Security (ADHS) Bureau of Radiation Control will
assume the role of SOSC for all incidents where radioactive materials are of primary
concern.
Arizona Corporation Commission is designated as SOSC for all hazardous liquid pipeline
incidents and for railroad incidents after a hazard is no longer present and cleanup
determinations have been made.
The Agency for Toxic Substances and Disease Registry performs specific functions concerning
the effect on public health of hazardous substances in the environment. These functions include
public health assessments of waste sites, health consultations concerning specific hazardous
substances, health surveillance and registries, emergency response to releases of hazardous
substances, applied research in support of public health assessments, and information
development and dissemination.
Radiological Incidents
Radiological incident emergency response procedures are consistent with those pertaining to any
other type of HAZMAT incident. If it is suspected, or known, that radiological material is involved
in an incident, the ADHS Bureau of Radiation Control and the Maricopa County Department of
Emergency Management must be notified immediately (see Records and Reports paragraph in this
annex). Radiological incidents involving Palo Verde Nuclear Generating Station will be handled
in accordance with the PVGS Emergency Response Plan.
Protection of Residents
The two options available for protecting residents in risk areas around HAZMAT facilities are in-
place sheltering and evacuation. The method chosen will depend on the time and means available
to implement and evacuate, weather, time of day, the type and quantity of hazardous materials
involved, population density, and proximity of other vulnerable facilities (e.g., hospitals, schools,
and nursing homes). The Incident Commander will determine the type of protection the public
should take, but, if time permits, the Mayor or the Chairman of the County Board of Supervisors
will have the responsibility for making the decision as to which mode to employ. Warnings
concerning contamination of food and water and any other health threats will be broadcast as
required. The following general guidance for the public, for hazardous materials accidents or major
fires, is to be supplied to the media and fire departments during a major incident involving
hazardous materials:
Any smoke or fumes can be harmful.
Avoid inhaling smoke and fumes.
Turn off your home’s ventilation system if you smell smoke or fumes.
Roll up your windows if you are in your car.
Local Emergency Planning Committee Plan
ANNEX F
294
Close your windows and doors if you are in your home.
STAY AWAY from the incident scene.
In addition, See Emergency Support Function #13 Public Safety and Security and Annex B,
Protective Actions (Evacuation and Sheltering) for further guidance.
Conduct Public Warning
An Emergency Alert System (EAS) or Wireless Emergency Alert (WEA) notification may be
used to alert impacted residents of a HAZMAT incident depending on the situation and the time
available. To broadcast a message utilizing EAS or WEA, local agencies must contact the
Maricopa County Department of Emergency Management or their 24-hour control point. The
county emergency management agency, upon determining that the message is suitable for an
EAS or WEA broadcast, will then process the message into the EAS or WEA system. The release
of public information will be coordinated through a Joint Information Center (JIC) if one is
established for the incident. Due to the time factor involved in the development of a HAZMAT
incident, use of the EAS or WEA may not always be possible or may be delayed. In such cases,
warning of residents in the affected areas will be by police and fire personnel with loudspeakers,
sirens, telephone ring down systems, and/or by door-to-door notification or other methods as
appropriate. All residents should immediately turn on their radios/TVs at any time they become
aware of an emergency in their area where emergency instructions may be broadcast.
Implement Short-term Stabilization & Incident Scene Operations
Short-term stabilization activities are performed by emergency responders; contamination should
be minimized, and cleanup expedited by emergency responders to the extent possible. The
responsibility/liability for cleanup lies with the spiller; see 40 CFR, Part 300, and Cleanup /
Recovery paragraph below.
Containment
Emergency responders should make every effort to minimize the spread of spilled materials by:
Preventing the material from entering any bodies of water such as lakes, rivers, or canals.
Preventing the spread of the material over land into residential areas and its entry into
storm sewers and other drainage systems.
Preventing materials from becoming airborne.
Cleanup / Recovery
The spiller accepts responsibility and must monitor cleanup to ensure environmental standards
are met. If the spiller is unknown or refuses to accept responsibility, local funds are not available,
and there is an immediate threat to public health and safety, the Incident Commander may request
assistance from the Maricopa County EOC, if activated, or directly from the state through DPS.
Medical Facility Decontamination
Decontamination of individuals exposed to a hazardous material is primarily the responsibility
of those who respond on-scene to the location of the release. It is common in hazardous material
incidents with mass casualties for ambulatory, contaminated victims to self-evacuate and self-
transport to the closest medical facility. In most instances, that facility will be an acute care
hospital providing emergency care. It is essential that any facility that could reasonably expect
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to receive such patients have established policies and procedures for decontaminating those
individuals. The following should be considered in developing a decontamination process:
Using a hazard analysis process, determine in advance the hazardous materials present in
the area served by the facility that are most likely to result in contamination of workers
or residents.
Develop policies for securing the facility and routing contaminated patients to a
designated decontamination area.
Organize and train staff members to triage, decontaminate, and treat victims of hazardous
material incidents, especially those involving substances identified in the hazard analysis.
Provide adequate personal protective equipment and training for personnel who will be
responsible for decontaminating victims.
Establish an area, either permanent or temporary, that will be used for decontaminating
victims exposed to hazardous materials. Special consideration should be given to the
following:
o
Protection of victims from inclement weather if decontamination will take
place out-of-doors.
o
Victim privacy.
o
Water temperature.
o
Ventilation of the area.
o
Space for non-ambulatory patients.
o
Containment of runoff water, if appropriate.
Develop procedures for decontamination of personnel, equipment, and, if necessary,
contaminated areas of the facility.
These decontamination procedures plans may be requested by or submitted to the MCLEPC for
review and comment.
Implement Recovery
Recovery activities are described in EOC Checklist for ESF #14 - Recovery and Mitigation found
in the County EOP. Recovery assistance specific to Hazardous Materials response is available
through EPA under the Local Government Reimbursement Program and the Arizona State
Emergency Response Commission under the Governor’s Emergency Fund. Sample forms are
provided under Tab G: Cost Recovery Assistance Forms. Instructions can be obtained by visiting
the Commission’s website at www.azserc.org.
Records and Reports
If a reportable release of an extremely hazardous substance or a hazardous substance, as
designated by the Environmental Protection Agency, occurs at a facility, the facility owner/
operator/ emergency coordinator shall, in accordance with SARA, Title III, and ARS 49-128,
immediately notify the following agencies using the Owner/Operator Hazmat Incident Report:
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The emergency response agency (i.e., the local fire department) through 911 or
other appropriate number if emergency response is required.
The Maricopa County Local Emergency Planning Committee through the
Maricopa County Department of Emergency Management at 602-273-1411 (24-
hour number).
The Arizona Emergency Response Commission through the Arizona Department
of Environmental Quality Emergency Response Unit at 602-771-2330 (24-hour
number).
The National Response Center at 1-800-424-8802 (24-hour number).
After additional information becomes known, the owner or operator shall update the notice
in writing within seven calendar days following discovery or development of the
information.
In addition, a written follow-up report of the incident shall be submitted to the Arizona
Emergency Response Commission and the Local Emergency Planning Committee within thirty
days after the reportable release. The written follow-up report will not be deemed accurate or
complete until the MCLEPC has reviewed and approved it. The MCLEPC may request more
information, in writing, pertaining to the HAZMAT incident. The owner or operator shall
provide the following information immediately:
The specific location of the release.
The chemical name or identify of the substance(s)released and description of the
container or vessel from which the release occurred
Indication if the substance is on the list of extremely hazardous substances.
An estimate of the quantity of substances which were released into the environment.
The time and duration of the release.
The medium or media into which the release occurred.
Any known or anticipated acute or chronic health risks associated with the release and, if
within the informant’s knowledge, advice regarding medical attention necessary for
exposed individuals.
Proper precautions to take due to the release, including evacuation and other proposed
response actions.
The name and telephone number of the person or persons to be contacted for further
information.
The written follow up report shall include the above information and the following information:
Actions taken to respond to and contain the release.
Any known or anticipated acute or chronic health risks associated with the release.
If appropriate, advice regarding medical attention necessary for exposed individuals.
Measures with have been or will be taken at the facility to avoid a recurrence of similar
releases.
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The Supplemental Radiological Incident Report (Tab F) shall be completed when an incident
involves radioactive materials.
Incident Commanders will complete the Arizona Hazardous Materials Incident Form in
accordance with established procedures. The Supplemental Radiological Incident Report will be
submitted when radiological materials are involved.
Extraordinary financial obligations resulting directly from support of this plan must have prior
approval of the city/town/county manager.
Emergency response personnel will comply with the training requirements for hazardous
materials response as determined by the State of Arizona and OSHA Final Rule 29 CFR
1910.120, paragraph q.
Organization and Assignment of Responsibilities
Incident Command
The Incident Commander (IC) will determine evacuation routes based on prevailing condition at
the time of the incident, incorporate that decision into the incident action plan (IAP), and ensure
that evacuation instructions are conveyed to the affected population. In accordance with the EOP
guidance, ICS will be established at the onset of a HAZMAT response. The first arriving fire
agency officer at the incident assumes the position of “Incident Commander” responsible for
implementing the Incident Command System and determining the incident level for initial size up.
The Incident Commander will assign crew members to positions according to the level of the
incident and the objectives required for control of the emergency until relieved by a senior officer
(normally a Chief Officer).
EOC Designation
The primary County EOC is located at 5630 E. McDowell Road, Phoenix and the alternate EOC
facility is located at the City of Glendale Public Safety Complex, 6835 N 57th Dr, Glendale, AZ
85301.There are various municipalities that can establish an EOC in the event these two locations
are nonfunctional or otherwise unavailable.
Roles and Responsibilities
Local Entities
Fire Agencies
Most fire departments in Maricopa County operate under an automatic aid system, whereby the
closest available unit responds to the incident regardless of jurisdiction. Additional units
respond, if necessary, based on their proximity and their capability to provide the proper
resources to the incident.
Maricopa County Local Emergency Planning Committee
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298
Maricopa County has been designated as an Emergency Planning District under the provisions of
SARA, Title III, and ARS Title 49, Chapter 1, Article 2, and has established the Maricopa County
Local Emergency Planning Committee (MCLEPC), which has the following functions:
Preparing and updating this annex to the Maricopa County Emergency Operations Plan.
Evaluating local resources to support this annex and recommending additional resources.
Establishing and maintaining procedures for public access to Tier II information and
providing annual notification to the public that such information is available.
Reviewing and maintaining files of all reports from HAZMAT facilities that come under
the purview of SARA, Title III.
Receiving and filing initial and written follow up reports of releases of EHS chemicals
for subsequent action as may be appropriate.
Department of Emergency Management
Provide each local jurisdiction within Maricopa County copies of the most recent edition of
Emergency Response Guidebook. Distribution will be one guidebook for each emergency
response vehicle. Provide basic information about CAMEO, ALOHA, RMP Comp, and other
resources. Maintain the Maricopa County Emergency Resources Manual, which will list
specialized equipment, facilities, personnel, and organizations available for supporting hazardous
materials incidents. Coordinate hazardous materials response training for HAZMAT response
teams with the Arizona Division of Emergency Management. Maintain copies of facility
emergency response plans required by Arizona Revised Statutes Title 49, Chapter 1, Article 2,
Paragraph 49-127. Respond to a written request to inspect and/or copy a specific facility’s
emergency response plan, follow up emergency notice and the MCLEPC HAZMAT emergency
response plan.
State of Arizona
Arizona Emergency Response Commission
Designate emergency planning districts. Approve appointment of members to LEPCs.
Administer SARA, Title III, and applicable portions of the Arizona Revised Statutes.
Receive and manage information submitted by Tier II facilities statewide, as required by
SARA, Title III.
Respond to a written request to inspect and/or copy a specific facility’s Tier Two chemical
inventory report.
Arizona Department of Emergency and Military Affairs (AZDEMA)
Coordinate statewide preparedness and response to all natural and technological disasters,
to include HAZMAT releases.
AZDEMA maintains the State Hazardous Materials Plan and administers the Governor's
Emergency Fund for Hazardous Materials Response. This fund may be employed when a
HAZMAT incident poses an immediate threat to public health, safety, and the environment
and there is no party to accept responsibility for cleanup or the local jurisdiction does not
have the financial resources or other capabilities to accomplish the cleanup. Manage a
statewide all hazards Training and Exercise Calendar.
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Federal Entities
Federal On-Scene Coordinators
The federal government has established federal on-scene coordinators (FOSC) to assist
local jurisdictions in controlling and recovering from HAZMAT incidents. The FOSC has
authority to use Federal Hazardous Substances Response Trust Funds in order to mitigate
immediate threats to life and the environment.
Military
The Commander, Luke Air Force Base (LAFB), has primary responsibility for incidents
involving military weapons. If such an incident occurs within the county, responders should
evacuate the area to a distance of at least 4,000 feet, notify LAFB, and maintain security of the
site until relieved by military forces. The 91st Civil Support Team is a full-time Arizona National
Guard unit designed to augment local and regional terrorism response capabilities. The 91st CST
provides rapid confirmatory analysis of chemical and radiological hazards, as well as
presumptive identification of biological agents at a WMD incident.
Other Stakeholders
Facility Owners/Manager and Operators
Comply with all reporting and planning requirements in SARA, Title III, and Arizona
Revised Statutes, Title 49, Chapter 1, Article 2.
Superintendents of School Districts and Principals of Schools
Develop evacuation and shelter in place procedures for each school, to include provisions
for mass transportation and rapid evacuation to an area at least one mile upwind of the
affected facility. Plans should also prohibit students from using their own vehicles in order
to keep classes together and maintain accountability of the student population.
Salt River Project
Provide advice and assistance to Incident Commanders/EOCs in situations in which
contamination of water in canals and laterals is a possibility.
Responsibilities vs. Function Matrix
Primary and secondary roles are described for each emergency support function; details about the
ESF structure and each ESF are in Annex A of the County EOP. A matrix identifying primary and
secondary roles and functions specific to a hazardous materials response is provided in Tab A.
Communications
Communications among Responders
Maricopa County Department of Emergency Management has developed a Communications Plan
which identifies seven separate radio systems that are installed in the County EOC. In addition, a
statewide interoperability system is available for multi-agency use across the State of Arizona.
This system provides a common state radio channel(s), specifically for the purpose of coordinating
activities during identified incidents.
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Public Information/Community Relations
The Joint Information System (JIS) will be used to provide emergency public information.
Additional detailed information can be found in Annex B: Support, within this EOP.
Non-Emergency Telephone Roster
An accurate and up-to-date telephone roster for fire and other responding agencies is in Tab I of
this Annex. These telephone numbers shown are non-emergency numbers.
Administration, Finance and Logistics
Prescribed administrative and fiscal procedures will be followed by county agencies and
municipalities as mentioned in their respective EOPs. County agencies involved in a HAZMAT
response are recommended to obtain prior approval before assuming extraordinary financial
obligations.
Administration
The Maricopa County Local Emergency Planning Committee (MCLEPC) is the community
emergency coordinator, ensuring that the provisions of SARA, Title III and this annex are
implemented in Maricopa County. The Maricopa County Department of Emergency Management
was designated by the Board of Supervisors to be the lead county agency assisting the MCLEPC
in discharging its responsibilities. All agencies participating in a HAZMAT incident or exercise
resulting in an activation of this annex will provide reports, summaries, and estimates as requested
by the MCLEPC to compile after-action reports.
Finance
During activation of this annex, all fiscal and administrative requirements will be coordinated
through the Finance/Administration Section under the Incident Command System. This section
will determine the necessary financial support for the EOC. There are several sources at state
and federal levels for cost recovery by political subdivisions and municipalities for costs incurred
in emergency response, incident assessment, control, containment, and abatement efforts directly
related to hazardous material emergency response. Forms and instructions can be found on the
Arizona State Emergency Response Commission website and EPA website. Other means of
cost recovery may be accomplished by adopted local ordinance, resolution, or other mechanism
which stipulates collection of costs incurred by its fire department will be recovered through the
responsible party.
Logistics
Detailed information regarding Logistics can be found in the Basic Plan of the County EOP
describes logistical procedures. The need for additional resources including specialized
resources, facilities, supplies etc. will be determined by the on-site Incident Commander and may
be requested through the Maricopa County Department of Emergency Management, which can
request additional resources from state agencies or other counties based on the Arizona
Emergency Management Master Mutual Aid Agreement between state and counties and the
Arizona Mutual Aid Compact between state and jurisdictions.
25 Member Fire Departments of the Phoenix and Mesa Auto-Aid Dispatch Consortiums
Support fire agencies will respond in a coordinated manner to the increasing needs as identified
by the Incident Commander. Their response will not require a formal request for assistance but
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301
rather will be a part of the automatic aid agreements currently in place within the Phoenix/Mesa
Auto-aid Consortiums. Requests for assistance where mutual aid agreements are not in place
will be coordinated through the Maricopa County Department of Emergency Management.
Capabilities are robust within the greater Phoenix metro area due to automatic and mutual aid,
but response capabilities are less consistent for fire agencies in the rural areas and that do not
participate in the automatic aid system. The MCLEPC will, when funding is available, conduct
a capability and needs assessment to better address and identify potential solutions or actions.
Resource Management
Incorporated municipalities will direct emergency operations and manage resources within their
respective jurisdictions. County support is given when all city/town resources are committed and
the need for additional help is foreseen. Detailed information regarding the managing of resources
can be found in the Basic Plan and Annex ESF #7 of the County EOP. Maricopa County
Department of Emergency Management will coordinate requests for critical resources and mutual
aid through the EOC, if activated.
Plan Development and Maintenance
This annex is monitored, evaluated, and updated on an annual basis through the MCLEPC Plans
Subcommittee (or general membership if the subcommittee is not activated/staffed). The Plans
Subcommittee reviews the plan and recommends changes to the Committee at a regular Committee
meeting. The Committee will make updates and forward a revised Plan to the AZSERC for final
approval. Revised copies are then disseminated after both the MCLEPC and the AZSERC have
approved the Plan. At each regular meeting of the MCLEPC, the public is provided an opportunity
to comment on the plan. Approved updates will be tracked on the plan’s official “Plan Updates
and Changes” page.
Test the Plan
This annex will be exercised at least every two years for a HAZMAT incident at a different facility
each time if possible. The MCLEPC shall provide at least thirty-days-notice of these exercises to
the AZSERC. Each municipality is encouraged to develop and conduct an annual HAZMAT
exercise to test local procedures. When possible, efforts will be made to follow the Homeland
Security Exercise and Evaluation Program guidelines. After an exercise, drill, or actual
emergency, the MCLEPC will coordinate the inclusion of any After-Action Reviews into the plan.
Any exercises, drills, or actual emergencies whereby the Plan was tested will be recorded on the
plan’s official “Drills, Exercises, and Training” form.
Training Programs for Local Emergency Response and Medical Personnel
Each response agency will be responsible for maintaining and advancing the level of competency
of their own personnel as required by 29 CFR 1910.120(Q). Medical treatment facilities should
prepare emergency response plans for HAZMAT-related mass casualty situations (see Medical
Facility Decontamination paragraph in this Annex for suggested decontamination procedures).
These emergency response plans may be requested and submitted to the MCLEPC for review
and comment. Plans should include the following at a minimum:
Procedures for isolating contaminated casualties and protection of the staff and hospital
facilities from contamination.
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Procedures for testing personnel and equipment for contamination.
Decontamination of personnel, equipment, and facilities, and testing for completeness of
decontamination.
Emergency recall of personnel, especially those with specialized training in HAZMAT
incidents.
Treatment of HAZMAT-related injuries, such as chemical burns or inhalation of toxic
substances.
Procedures for periodically testing the plan.
Ambulance providers should ensure that all personnel are familiar with procedures for handling
contaminated victims; protecting equipment from contamination; and decontamination of
personnel, equipment, and vehicles. Ambulances transporting contaminated casualties must
notify the receiving medical facility as quickly as possible of the number of casualties, type of
contamination, and any other injuries requiring treatment.
Authorities and References
Authorities are listed in the Basic Plan and subsections. Arizona Revised Statutes, Title 49, and
Federal Law 99-288 (Superfund Amendments and Reauthorization Act of 1986 (SARA) Title III,
Emergency Planning and Community Right to Know Act.
The plan does not recommend specific data for field response. However, the following references
and resources can be utilized in a HAZMAT response (these are examples only): NIOSH Pocket
Guide to Chemical Hazards, U.S. DOT Emergency Response Guidebook, CAMEO, ALOHA Air
Modeling, Safety Data Sheets, Facility Emergency Response Plans, etc.
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303
Abbreviations and Definitions
The following are abbreviations and definitions related to or included in this Annex only.
ADHS
Arizona Department of Homeland Security
ALOHA
Aerial Location of Hazardous Atmosphere
ARS
Arizona Revised Statutes
AZDEMA
Arizona Department of Emergency and Military Affairs
AZSERC
Arizona State Emergency Response Commission
CAMEO
Computer Aided Management of Emergency Operations
CERCLA
Comprehensive Environmental Response, Compensation and Liability Act
CHEMTREC Chemical Transportation Emergency Center
DPS
Department of Public Safety
EHS
Extremely Hazardous Substance
EMS
Emergency Medical Services
EOC
Emergency Operations Center
EOP
Emergency Operations Plan
EPA
Environmental Protection Agency
EPCRA
Emergency Planning and Community Right-to-know Act
ERG
Emergency Response Guidebook
ESF
Emergency Support Function
FEMA
Federal Emergency Management Agency
FERP
Facility Emergency Response Plan
FOSC
Federal On-Scene Coordinator
HAZMAT
Hazardous Materials
IC
Incident Commander
ICS
Incident Command System
LAFB
Luke Air Force Base
MCLEPC
Maricopa County Local Emergency Planning Committee
NRC
National Response Center
OSHA
Occupational and Safety Health Administration
RQ
Reportable Quantity
SARA
Superfund Amendments and Reauthorization Act
SDS
Safety Data Sheet
SERC
State Emergency Response Coordinators
SIC
Standard Industrial Classification
SOP
Standard Operating Procedures
SOSC
State On-Scene Coordinator
TPQ
Threshold Planning Quantity
USDOT
United States Department of Transportation
WMD
Weapons of Mass Destruction
Arizona State Emergency Response Commission: State of Arizona Commission established by
the Thirty-eighth Arizona Legislature pursuant to requirements of SARA, Title III. It includes
representation from the Arizona Departments of Environmental Quality, Health Services, Public
Safety and Transportation, and is chaired by the Director of the Arizona Division of Emergency
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304
Management. The Commission deals with issues that include technical support and training,
development of appropriate legislation, review of local plans, and establishment of community
right-to-know information systems.
Arizona Department of Emergency and Military Affairs: This state office coordinates
statewide preparedness and response to all natural and technological disasters, to include
HAZMAT releases.
Comprehensive Environmental Response, Compensation and Liability Act of 1980,
PL 96-510: Provides federal authority to respond to releases or threatened releases of
hazardous substances and pollutants or contaminants that may endanger public health, welfare or
the environment (commonly known as the "Superfund").
Chemical Transportation Emergency Center: A facility of the
Chemical Manufacturer's Association (CMA) based in Washington, D.C., which provides
information and assistance in dealing with transportation accidents, 24-hours a day.
Emergency and Hazardous Chemical Inventory (Tier Two) Reports: Chemical specific
reports required to be submitted under Section 312 of SARA, Title III. Reports are due by
March 1st each year for the previous calendar year. All facilities with EHS and hazardous
chemicals above established thresholds must submit these reports.
Emergency Operations Center: A central facility from which key officials can
gather information, make decisions, and direct and coordinate response and recovery efforts.
Emergency Operations Plan: Multi-hazard, functional plan that treats
emergency management activities generally, with the unique aspects of individual disasters
contained in hazard-specific annexes. It describes the emergency organization and the means of
coordination with other entities. It assigns functional responsibilities and details tasks to be carried
out as accurately as permitted by the situation.
Evacuation: Government recommended or ordered movement of persons and property
from a hazard area to an area of safety.
Exclusion Area: That area within a hazard area, which, as determined by the Incident
Commander or the Director, has or may have a high degree of danger or which must be heavily
controlled for other reasons.
Extremely Hazardous Substance: A substance on the list described in Section 302(a)
(2) of SARA, Title III and published in 40 CFR Part 355, Appendices A & B. This list currently
contains more than 300 chemicals. Because of their extremely toxic properties, these chemicals
were chosen to provide an initial focus for chemical emergency planning. If these chemicals are
released in certain amounts, they may be of immediate concern to the community. Releases must
be reported immediately.
Facility: All buildings, structures and other stationary items which are located on a single
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305
site, or contiguous or adjacent sites, and which are owned or operated by the same person. For
purpose of emergency planning, the term also includes motor vehicles, rolling stock and aircraft.
Facility Emergency Coordinator: A designated representative from each facility with an
EHS in a quantity exceeding its Threshold Planning Quantity who participates in the emergency
planning process.
Hazard Analysis: The procedure for identifying potential sources of a HAZMAT release,
determining the vulnerability of an area to such a release and comparing hazards to determine the
overall risk to a community.
Hazard Identification: Provides information as to which facilities have extremely
hazardous substances (EHS), what they are, how much there is and how it is stored at each facility.
Mandatory facility reporting under SARA, Title III provides most of the information needed.
Hazardous Chemicals: These chemicals are not on a list, but defined by Occupational
Safety and Health Administration (OSHA) regulations as chemicals which represent a physical or
health hazard. Under this definition many thousands of chemicals can be subject to reporting
requirements. Inventories of these chemicals and material safety data sheets for each of them must
be submitted if they are present in the facility in certain amounts.
Hazardous Materials: Substances or materials, which, because of their chemical,
physical, or biological nature, pose a potential risk of life, health, or property if they are released.
Explosive substances, flammable or combustible substances, poisons and radioactive materials are
all classified as hazardous materials.
Hazardous Material: Any substance as determined by the US Department of
Transportation under Title 49 CFR to be capable of posing an unreasonable risk to health, safety
and property if transported in commerce.
Hazardous Substances: Substances listed under previous Superfund hazardous waste
cleanup regulations (Section 103(a) of the Comprehensive Environmental Resources and
Conservation Liability Act -- Superfund). Releases of these chemicals above certain amounts must
be reported immediately because they may represent an immediate hazard to the community.
Incident Commander: The individual who is responsible for management of the
tactical field operations of all involved departments and supporting agencies/organizations at or
near the scene of an emergency. Functions from the Command Post reports directly to the EOC
staff.
Incident Command System: A nationally recognized system of managing small to
large-scale events through the systematic development of a complete, functional organization. The
system uses common terminology; is modular in nature; and has a unified command structure,
manageable span of control, consolidated action plans, comprehensive resource management and
integrated communications.
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Joint Information Center: A facility organized to coordinate all incident-related public
information activities. It is the central point of contact for all news media at the scene of the
incident. Public information officials from all participating agencies should collocate at the JIC.
Joint Information System: Is a process where all responding agencies, political jurisdictions, and
elected officials collaborate on the messaging to be shared with the public. Joint press releases
will be issued through this system and when necessary, the JIS will be the mechanism used to
deliver joint press conferences.
Local Emergency: The existence of conditions of disaster or of extreme peril to the
safety of persons or property which are beyond the capability of the town to handle and will
require the assistance of other political entities.
Local Emergency Planning Committee: A committee formed under
provisions of Section 301, SARA, Title III to implement local government compliance with the
act. Maricopa County Local Emergency Planning Committee (MCLEPC) is responsible for the
development and maintenance of this annex and providing community right-to-know information
Material Safety Data Sheets: Technical information required under the OSHA Hazard
Communications Standard describing toxicity, physical hazards and method of safe handling for
hazardous chemicals.
Maricopa County Local Emergency Planning District: The political subdivision of the
state which includes all of Maricopa County and its incorporated cities and towns, so designated
to
facilitate preparation and implementation of HAZMAT emergency plans.
National Response Center: A communications center for activities related to response
actions. It is located at Coast Guard headquarters in Washington, D.C., and receives and
disseminates notices of discharges and/or releases to the appropriate On-Scene Coordinator
(OSC); disseminates OSC and Regional Response Team (RRT) reports to the National Response
Team (NRT) when appropriate, and provides facilities for the NRT to use in coordinating national
response efforts. The toll-free number, 1-800-424-8802, can be reached 24 hours a day for
reporting actual or potential pollution accidents
Occupational Safety and Health Administration: Federal agency that regulates occupational
exposure to hazardous chemicals.
OSHA Hazard Communications Standard: The OSHA (q.v.) standard cited is 29 CFR
1910.1200, which requires communication of risks from hazardous substances to workers in
regulated facilities.
Person: Any individual, trust, form, joint stock company, corporation, partnership,
association, State, municipality, commission, political subdivision of a State, or interstate body.
Plume: Effluent cloud resulting from a continuous source release.
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Radioactive Material: Material which emits radiation (subatomic particles or pure
energy) in the process of stabilization.
Release: Any spilling, leaking, pumping, pouring, emitting, emptying, discharging,
injecting, escaping, leaching, dumping, or disposing into the environment (including the
abandonment or discarding of barrels, containers and other receptacles) of any hazardous
chemical.
Reportable Quantity: The quantity of a hazardous substance that triggers reporting
under CERCLA or the Emergency Planning and Community Right-to-Know Act (EPCRA). If a
substance is released in a quantity equal to or exceeding its RQ, the release must be immediately
reported in accordance with EPCRA Section 304, ARS Section 49-128 and CERCLA Section
103(a).
Response: The efforts to minimize the risks created in an emergency by protecting the
people, the environment, and property, and the efforts to return the scene to normal pre-emergency
conditions.
Standard Industrial Classification Code: A system of classifying similar
businesses and industries into general categories or divisions which are further broken down into
more specific categories and to which each is assigned a four-digit identification number.
Standard Operating Procedure: A checklist or set of instructions, having the
force of a directive, which spells out in detail the steps that need to be taken to accomplish a task
Superfund: The trust fund established under CERCLA and extended under SARA to
provide money for cleanup operations.
Superfund Amendments and Reauthorization Act of 1986 (SARA), Title III,
Emergency Planning and Community Right-to-Know: An act of the US Congress
that requires the development of local plans for hazardous materials response and the development
Threshold Planning Quantity: A quantity designated for each chemical on the
EHS list. Any facility having EHS on hand at or in excess of the TPQ is required to notify the
AZSERC, the MCLEPC and the fire department/district having jurisdiction over the area in which
the facility is located that such facility is subject to the emergency planning requirements of SARA,
Title III and ARS, Title 49, Chapter 1, Article 2.
Toxic Release Inventory Report (Form R): Submitted by certain facilities as required by
Section 313 of SARA, Title III. Reports are due by July 1st of each year for the previous calendar
year and list routine toxic chemical emissions.
Toxicity: The ability of a substance to cause damage to living tissue, impairment of the
central nervous system, severe illness or death when ingested, inhaled or absorbed through the
skin.
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Vulnerable Zone: An area over which the airborne concentration of a chemical involved
in an accidental release could reach the level of concern (LOC).
Vulnerability Analysis: Assessment of elements in the community that are subject to
damage should a HAZMAT release occur. The analysis includes gathering information about the
extent of the vulnerable zone, conditions that influence the zone, size and type of the population
within the zone, private and public property that might be damaged, and the environment that
might be affected.
WMD: Weapons of Mass Destruction are characterized in five major areas, which include
chemical, biological, radiological, nuclear, and explosive weapons (CBRNE). WMD is defined as
any weapon or device that is intended, or has the capability, to cause death or serious bodily injury
to a significant number of people through the release, dissemination, or impact of – (A) toxic or
poisonous chemicals or their precursors; (B) a disease organism; or (C) radiation or radioactivity.
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TABS
The following section will contain tabs as listed below that are referenced throughout this
Annex.
Tab A: Emergency Support Matrix
Tab B: Transportation Routes
Tab C: Facilities Listings
Tab D: Owner/Operator HazMat Accident/Incident Report Form
Tab E: Arizona HAZMAT Incident Report Form
Tab F: Supplemental Radiological Incident Report Form
Tab G: Cost Recovery Assistance Forms
Tab H: Hazardous Materials Response Agencies
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Tab A: Emergency Support Matrix
Departments/Divisions
P = Primary Agency
S = Support Agency
Initial Notification of Response
Agencies
Direction and Control
Communications among
Responders
Warning Systems Emergency
Public Information
Public Information and
Community Relations
Resource Management
Health and Medical
Response Personnel Safety
Personal Protection of Residents
Fire and Rescue
Law Enforcement
Ongoing Incident Assessment
Human Services
Public Works
MCLEPC
S
S
S
MCDEM
S
S
S
S
AZSERC
S
S
DEMA
S
S
EPA
S
Federal OSC
S
Facility
Owners/Operators
P
School Districts
S
Utility Companies
S
Military
S
S
Hospitals/Clinics
P
Fire Agencies
P
P
S
S
S
P
P
P
Air Quality Services
S
P
Environmental
Services
S
P
Public Health
P
Public Works
P
Risk
Management/Safety
S
Phoenix Dispatch
P
S
Local EOC’s
S
S
S
S
S
S
S
S
S
S
S
S
S
S
Law Enforcement
P
S
P
EMS/Ambulance
Service
S
91st WMD CST
S
Regional MMRS
S
S
AZVOAD
P
Poison Control Center
S
P
P
S
S
S
S
S
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Tab B: Transportation Routes
Hazardous materials move in and through Maricopa County primarily by truck and secondarily by rail.
Very little is transported by air. Routes used include all interstate highways; U.S., state and county
highways; and most streets in each municipality. At present, the only areas with hazardous cargo
restrictions are that portion of Interstate 10 from 7th Street to 7th Avenue under the Deck Park Tunnel in
downtown Phoenix and that portion of Arizona Highway 202 (Red Mountain Freeway) from Dobson
Road to McClintock Drive. Two major railroad lines cross the County. Routes used to transport
hazardous materials to and from facilities that use, produce or store extremely hazardous substances at or
above the planning threshold quantity are identified in their facility emergency response plans. If the
routes are not present in facility emergency response plan the AZSERC will request the information to be
included.
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Tab C: Facilities Listings
In accordance with Section 303 of Title III SARA/EPCRA, the plan must identify facilities that are
subject to EPCRA. This information is treated as classified for official use only but is available to
emergency planners and will not be included in this appendix The Maricopa County Department
of Emergency Management has the locations of schools, hospitals, nursing homes, urgent care
facilities, and long-term care facilities stored in its Geographical Information System (GIS). This
information can be accessed and provided to responding fire departments in the event of an
incident at a facility storing hazardous materials or for planning purposes. The facility
information is maintained by the Maricopa County Department of Emergency Management. Some
HAZMAT facilities are located within the county's floodplains. A HAZMAT incident occurring
during a flood could cause contamination of the Salt and Gila Rivers or their tributaries. Under
EPCRA, concerned residents and the public may request chemical information with respect to a
specific facility by submitting a written request to the MCLEPC or the AZSERC. Requestor may
initiate a request for information by contacting the MCLEPC at 602-273-1411.
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Tab D: Owner/Operator HazMat Accident/Incident Report Form
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Tab E: Arizona HAZMAT Incident Report Form
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Tab F: Supplemental Radiological Incident Report Form
Supplemental Radiological Incident Report Form
TIME OF EVENT
DATE
PERSON CALLING
ORGANIZATION
PHONE
DESCRIPTION OF
INCIDENT
NUMBER OF
INJURED
INJURED EVACUATED
TO
RADIOACTIVE MATERIALS INVOLVED:
1
2
3
NAME/ISOTOPE
GAS, LIQUID OR SOLID
SEALED OR UNSEALED
ACTIVITY (CURIES)
SERIAL NUMBER
OTHER HAZARDOUS MATERIALS INVOLVED:
NAME/ISOTOPE
GAS, LIQUID OR SOLID
SEALED OR UNSEALED
ACTIVITY (CURIES)
SERIAL NUMBER
INVOLVED
ITEM DESCRIPTION, MAKE, MODEL, SERIAL #,
ETC.
VEHICLE
DESCRIPTION
ON-SCENE CONTROLLER: NAME
AGENCY
PHONE OR RADIO FREQ
RESPONSE AGENCIES ON-SCENE
FOLLOW UP REPORT
TIME
REPORT
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Tab G: Cost Recovery Assistance Forms
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Tab H: Hazardous Materials Response Agencies
Municipal Fire Departments
Districts/Volunteer Departments
Phone Number*
Aguila Fire District
928-685-2300
Buckeye Valley Rural Fire District
623-386-5906
Circle City/ Morristown Volunteer Fire
Department
602-388-9000
Daisy Mountain Fire District
623-465-7400
Harquahala Valley Fire District
928-372-4726
Sun City Fire Department
623-974-2321
North County Fire District
623-584-3500
Sun Lakes Fire District
480-895-9343
Tonopah Valley Fire District
623-393-0105
Wittman Volunteer Fire Department
623-388-2814
Phone Number*
Avondale
623-333-6000
Buckeye
623-349-6700
Chandler
480-782-2122
El Mirage
623-583-7968
Fountain Hills
480-837-9820
Gila Bend
602-256-7856
Gilbert
480-503-6300
Glendale
623-930-3411
Goodyear
623-932-2300
Guadalupe
480-839-1112
Mesa
480-644-2101
Peoria
623-773-7273
Phoenix
602-262-6297
Queen Creek
480-358-3360
Scottsdale
480-312-8000
Surprise
623-222-4000
Tempe
480-858-7200
Tolleson
623-936-8500
Wickenburg
928-684-7702
Youngtown
623-974-2321
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324
Assistance
Federal Bureau of Investigation/Duty Desk
602-279-5511
Department of Public Safety - Watch Commander
602-223-2212
Department of Public Safety – Dispatch
602-223-2163
U.S. Air Force: Luke Air Force Base – 24 hours
623-856-5800
U.S. Air Force: Luke Air Force Base – 24 hours
623-856-5600 if involves military
devices.
Department of Environmental Quality – Spill
Release Emergency Response Unit – 24 hours
602-771-2330 or 1-800-234-5677
Maricopa County Local Emergency Planning
Committee – 24 hours
602-273-1411
National Response Center (EPA) – 24 hours
1-800-424-8802
CHEMTREC
1-800-424-9300
91st Civil Support Team, Weapons of Mass
Destruction
602-267-2428
Agency for Toxic Substances and Disease Registry
(ATSDR)
1-800-232-4636
Good Samaritan Poison & Drug Information Center
– 24 hours
1-800-222-1222
*These are nonemergency numbers. This listing is current as of July 2022